Leading Lean Projects

Introduction to ICC World Cricket Tournament

 The ICC World Cricket Tournament is the international cricket championship of one day internationals (ODI) cricket. As per the ICC organising committee the 2022 ICC World Cricket Tournament will be held in India,in which we planned to use 6 major stadiums in 6 major state capital cities that are Kolkata, Mumbai, Chennai, Bengaluru, Lucknow and Ahmedabad.We are planning that there will be 12 matches and 2 matches in each capital city.For organising the tournament or any big event the basic elements that are required to make it successful are Initiating, Planning, Executing, Monitoring , Controlling and Closing which are also be called as PMBOK processes. These processes all together are involved in fulfilling the expectation of the stakeholder. Stakeholders are the people who invest in the tournament to gain profits from it, they can be the sponsors ,businessmen , investors and the viewers.Managing stakeholder expectations is an important part of managing project based work.

To meet and surpass there expectation the first process which to be followed is Initiating. Initiating helps to set the sight of what is to be skilled. This is where the tournament is precisely accepted by the sponsor, starting scope defined, and stakeholders recognised. Stakeholder identification is condemned here because correct recognition and subsequent management of stakeholders can literally make or break the project. This process is performed so that tournaments and programs are not only authorised by a sponsoring entity, but also so that projects are lined up with the strategic purpose of the organization. After initiating the next process is planning .Planning is a crucial element of initiating the total scope of the tournament. While it may emerge as though that was skilled in the beginning, scope along with risks, milestones, summary and statement was explained there at a high level (Ahmadi et al., 2019). A remarkable concept in Planning is that the team is able to think the whole tournament through in advance.

Naturally, the other thing to do after planning is to execute, to do the work. But what's main and important here is that we now have a lean project management plan to which we can execute. It helps keep us on the path. Here is where the tournament organising team starts doing the work of creating the deliverables while the organiser coordinates those resources. And if that were the only thing that occurred, that might be sufficient. But there are various other things that must happen during executing.

While the other process groups occur consecutively, Monitoring and Controlling hangs over the whole tournament project and so, happen throughout the project and are not linear. It is to visualise that you were driving across the country according to your plan or a roadmap. The last important process is that Closing.The closing of the tournament should be a day to be remembered by the viewer. Being the last day it should grant credits to the stakeholder or the sponsors should be credited for being so supportive during the entire ICC World Cricket Tournament.The key stakeholders of this tournament is the ICC itself and the associate media house. According to the power/ interest grid these are the stakeholders who show more interest in the tournament and use their strategies to make more profits.

Voice of Customer (VOC)

Voice of the Customer (VoC) generally describes your viewer’s feedback about their experiences with and expectations for the ICC World Cricket Tournament. These viewers include the people watching the match at home as well. The main focus in this is on the customer’s or viewer’s needs, expectations, understandings and forecast improvement. This feedback is very important for the organising committee as it may help it in improving operations and management.Voice of Customer is managed is an appropriate organizational structure and prioritized in line to the relative importance and satisfaction. For this Kano’s model has been taken under consideration in order to identify and understand the current requirements of the consumers along with their future expectations 

Critical to Customer Requirements (CCR)

CCR is the measurable standards of performance of the services that are important in order to increase the viewers and to meet their requirements . These tournament arrangements should be in such a way that viewers are satisfied with the arrangements.Requirements of the customers are always associated with the product or services, expenses or price, delivery of the products, security, integrity and corporate responsibility . It is principal for the team to incorporate strategies and design effective planning that suits the requests and the requirements of the viewers. The first remarkable requirement that has been recognised is that viewers prefer a safe and a secured environment in the stadium. Viewers prefer to watch the match without any trouble or chaos. Due to the rise in terrorism and political confusion, people always stay in fear. They choose a safe environment that provides them with a safe ambience. In order to provide a safe and a secured environment, there will be security guards and cops all around the stadium who will be for 24 hours observation.

Critical to Quality Parameters (CTQ)

Critical to Quality Parameters are referred to as the internal quality aspects that are related with the needs and wants of the customers. The concept of CTQ is different from CTC. While CTC identifies the requirements of the customers, CTQs are the vital factors that improve the quality of the service that are delivered to the customers. CTQs are essential components to deliver CTCs.A data driven methodology and a structured data that helps the customers to recognize their needs and wants, defines the processes, satisfies the needs and includes the employees to ascertain implementation is known as Six-Sigma. The aim of this management assignment is to develop the plans and the processes involved in the growth of the event. Thus, it will use the define, measure,design verify (DMADV) methodology, analyze.

Organisational Project Management

The OPM (organizational project management) refers to a strategic management framework consisting of different elements of knowledge, processes and talent in order to make better and sustainable results constantly. However, it is observed to be more suitable for organizational projects, where in the projects are considered as the main process of evolving competitive advantage in the market. Therefore, OPM is considered a successful business approach, which is apprehensive of fitting abilities of the organization along with the needs of the tournament project. This approach can further be adopted by ICC in order to ensure better and successful profits and revenues in comparison to the previous hosted World Cup in the year 2019. This practice demonstrates that process is an entity, representing the nature of patterns or intellectual existence. This process is a complex multidisciplinary systems paradigm, incorporating specification and communication systems across multiple domains, dealing with the complexities at any level.

Agile Practices

The agile method is broken into small incremental forms of processes, involving iteration of processes across functional teams working on Planning, Requirement Analysis, Design, Coding, Unit testing and Acceptance. The agile process requires high levels of cooperation among the operational teams to deal with the processes or activities being directed in parallel, where high motivational levels are required and pair programming (Ghosh et al., 2012). The demo products and builds are the best forms of communication with the viewers for understanding their requirements , rather just depending on documentation, to ensure more viewers-oriented product deliveries. Due to its ability to handle multi-tasking and pair programming, the Agile process can respond quickly to the changing preferences and constant development.

Lean Six Sigma

Six sigma consist of DMAIC six processes, abbreviations for the processes of Define, measure, Analyze, Improve and Control .It is rather a quality development process, in which the define process exteriorize the summary of the plan, specifying about the problems, process improvement goals and project scope, besides the customer identification and project requirement analysis. The defined part input is generated from VOC, VOB and/ or VOP. The evaluated tournament profits are also defined in this process. Two of the most frequently used measure process approaches are Process sigma and Defects per Million Opportunities (DPMO). The main tools of this process are brainstorming, Pugh matrix, prototyping, simulation, etc (Hermano & Martín-Cruz, 2019). The final process is the control stage, where the post execution results or outcomes are being evaluated and modifications are incorporated into the business project or practices, requiring correction or alteration.

The drawback of the OPM and Agile Methodology for the management of the tournament is that they are only used for the specific operations of the ICC especially during the management of the event. Additionally, it is a continuous development of operations. The benefit of the PMBOK method is that it can be applied for any scale of an event. PRINCE 2 on the other hand is event based and cost- effective. ICC World Cup 2019 will use PRINCE2 methodology as it is dependent on the intermediate task like marketing of ICC World Cup will attract fans to arrive in India. This will enhance the tourist services of various cities providing security to the visitors. Thus, the event is inter-dependent on the project. To achieve successful marketing strategies, a continuous and improvement process is required along with the techniques of DMAIC and PMI. The five stages of project methodology implementation will be the same, there must be improvements to meet the changing trends of the target market.

It can be easily supposed that managing the complete event within a limited span of 1 month is a critical task. Proof suggests that satisfaction of the on-field and off-field audiences are based on the contribution of the ICC Tournament management team. In order to achieve the goals related with customer satisfaction, the management team needs to focus on the voice of customers including security, safety, cleanliness and food accessibility. The critical standard of the tournament relies on a number of accessible as well as measurable parameters. However, the evaluation of various project management processes, agile, OPM and PRINCE2 methods, express that the lean project management processes are less effective for managing the ICC World cup event (Barghi, 2020).

Critical Success Factor

Critical Success Factors are indicators for opportunities, activities or conditions required to achieve an objective within a tournament project. Critical Success Factors (CSF) differ per company and reflect current and future objectives. Whether it covers a bar, an insurance agency or contractor, it’s required that the course of action is coordinated with those features that help the organisation fulfill its mission (Rehacek, 2014). These key variables often have a big influence on the degree to which ICC World Cup is successful and effective in reaching planned goals within the mission and are crucial in gaining competitive advantage. Eight critical areas have been used in order to identify the critical success factors according to the interviewees’ perception. In these crucial areas all the relevant specific factors are collected and also operations that require special attention from the event organisers in order to organise a successful sporting event.

Communication CSFs are factors related to effective communication, feedback and communication plan during the event organisation. The effective inter-departmental communication, which involves specific tasks and actions, helps the organisation committee to operate according to the mission and vision of the organisation that is also the message conveyed around the world. The communication between the department is critical for the event organisation since according to some researchers it could ensure the necessary harmony between different departments. This holds up departmental cooperation based on an correct and precise plan that gives the opportunity to the organisation to show a coherent organisational image around the world. We require to maximize the television distribution and our contracts to make sure they are also promoting the event and they are putting the game the best times on the best channels.

Government & Public Support CSFs are factors related to specific characteristics of the social and geographic area where the sporting event will take place. The governmental political and financial support from the country is crucial in order for an event to take place at a specific location because it helps the event organisation to obtain access to more administrative authorities that are necessary for a successful sporting event (Nguyen & Mohamed, 2020). So whatever may be one of those if there is no clear vision this will immediately trigger the problem with the legacy planning and delivery of this legacy planning which will -at the end - create less satisfaction from organizers or even un-satisfaction or less public support or less spectators.The support of the government and all of the authorities is also a key, an increasingly key success factor. Government and public support is absolutely necessary. If government support is not in place, the event will not happen, simply like that. And nowadays, in big events, without public support it is impossible (Karlsen, 2002). All those things are interconnected.

Financial CSFs are factors related to the financial sustainability and adequate resources of the sporting event. Financial resources are called to play a very crucial role for the organisation, according to some interviewees. Financial resources are needed because they provide all the necessary means in order for the sporting event to achieve its objectives but more significantly to achieve the continuing development and existence of the event in the future (Marion & Richardson, 2019). The lack of financial resources could influence the total organisational structure of a sporting event changing or cancelling significant aspects of it. The financial factors are more linked to the organization and to the status of sport in general and to the status of sport in the world.

Organisational CSFs are factors related to the proper planning, operation, project effective management, skilled and efficient staff with clear assignment of roles and responsibilities. The organisational critical success factors provide for all the aspects of the sporting event which are the most important for the success of the sporting event (Wells, 2012). A critical success factor, for some interviewees, is the effective legacy plan that the sporting event organisers present to governmental bodies, authorities and society. We have an organizing committee for this event and we require them to deliver an event from a logistical point of view, very smoothly, very professionally.Entertaining program is not that critical for the event to happen. But it is absolutely crucial for spectators

Sporting Community CSFs are factors related to the local, national and international sporting unions and federations. The role that the sporting community is called upon to play during the event organisation is crucial because it constitutes the core of the event, and the main action that is organised in order to ensure a safe and secure environment providing high standards for the event.The critical factor is the satisfaction of the participants (Lianying et al., 2012).

Stakeholders CSFs are factors related to the specific needs and interests of all people and teams that are involved in the sporting event such as athletes, sports teams, media, sponsors, volunteers, etc. The sporting event takes place across many areas internal to the sporting event and external in society, meaning many stakeholders are needed so that the event can be successful. Every stakeholder involved can positively or negatively influence the event organisation, if the sporting event conditions are poorly organised (Raharjo & Purwandari, 2020). The understanding upon which stakeholder’s participation is crucial for the success of the sporting event will help the event organisers to approach them to take them into account and know their specific features and needs that could influence their efficient and effective participation in the event, ensuring at the same time the sustainability of the event. For each stakeholder, satisfaction attributes are different and still each stakeholder after the event has to be treated differently based on this feedback.

Technical CSFs are factors related to the appropriate sporting and public infrastructure. Technological CSFs are factors related to up-to-date systems for sporting and public support. The different needs of the stakeholders during the sporting event have created a much needed framework of standards for sporting event venues that, according to interviewees, is a very critical factor for an event organisation. Some of the viewers believed that there are some technical characteristics that are necessary and very crucial in order for a sporting event to have the opportunity to take place in a country or in a specific city.

References for Leading Lean Projects

Ahmadi, A., Golabchi, M., & Yousefi, S. (2019). Complexity Factors Highlighting in PMBOK-Based Project Time Management. Journal of Dam and Hydroelectric Powerplant5(18), 67-78.

Barghi, B. (2020). Qualitative and quantitative project risk assessment using a hybrid PMBOK model developed under uncertainty conditions. Heliyon6(1), e03097.

Ghosh, S., Forrest, D., DiNetta, T., Wolfe, B., & Lambert, D. C. (2012). Enhance PMBOK® by comparing it with P2M, ICB, PRINCE2, APM and Scrum project management standards. PM World Today14(1), 1-77.

Hermano, V., & Martín-Cruz, N. (2019). Expanding the Knowledge on Project Management Standards: A Look into the PMBOK® with Dynamic Lenses. In Project Management and Engineering Research (pp. 19-34). Springer, Cham.

Karlsen, J. T. (2002). Project stakeholder management. Engineering Management Journal14(4), 19-24.

Lianying, Z., Jing, H., & Xinxing, Z. (2012). The project management maturity model and application based on PRINCE2. Procedia Engineering29, 3691-3697.

Marion, J., & Richardson, T. (2019). Executing Global Projects: A Practical Guide to Applying the PMBOK Framework in the Global Environment. Business Expert Press.

Nguyen, T. S., & Mohamed, S. (2020). Interactive Effects of Agile Response-to-Change and Project Complexity on Project Performance. In The 10th International Conference on Engineering, Project, and Production Management (pp. 311-320). Springer, Singapore.

Raharjo, T., & Purwandari, B. (2020, January). Agile Project Management Challenges and Mapping Solutions: A Systematic Literature Review. In Proceedings of the 3rd International Conference on Software Engineering and Information Management (pp. 123-129).

Rehacek, P. (2014). Standards ISO 21500 and PMBoK® Guide for Project Management. International Journal of Engineering Science and Innovative Technology (IJESIT)3(1), 288-295.

Wells, H. (2012). How effective are project management methodologies? An explorative evaluation of their benefits in practice. Project management journal43(6), 43-58.

Remember, at the center of any academic work, lies clarity and evidence. Should you need further assistance, do look up to our Leading Lean Projects Assignment Help

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