GanttChartGantt ChartVersion 1.7.3© 2006-2014 Vertex42 LLCVert.docx

GanttChartGantt ChartVersion 1.7.3© 2006-2014 Vertex42 LLC
Vertex42: Terms of Use and Copyright:
See the Terms Of Use worksheet and the license agreement on
Vertex42.com. Copyright notices may not be
removed.0HELP[Automation of Supply Chain Management
System]Ray & Young Inc.Today's
Date:10/22/15Thursday(vertical red line)Project Lead:Rodney
Wheeler[42]Start Date:10/22/15Thursday[42]First Day of Week
(Mon=2):210/19/1510/20/1510/21/1510/22/1510/23/1510/24/15
10/25/1510/26/1510/27/1510/28/1510/29/1510/30/1510/31/1511
/1/1511/2/1511/3/1511/4/1511/5/1511/6/1511/7/1511/8/1511/9/1
511/10/1511/11/1511/12/1511/13/1511/14/1511/15/1511/16/151
1/17/1511/18/1511/19/1511/20/1511/21/1511/22/1511/23/1511/
24/1511/25/1511/26/1511/27/1511/28/1511/29/1511/30/1512/1/
1512/2/1512/3/1512/4/1512/5/1512/6/1512/7/1512/8/1512/9/151
2/10/1512/11/1512/12/1512/13/1512/14/1512/15/1512/16/1512/
17/1512/18/1512/19/1512/20/1512/21/1512/22/1512/23/1512/24
/1512/25/1512/26/1512/27/1512/28/1512/29/1512/30/1512/31/1
51/1/161/2/161/3/161/4/161/5/161/6/161/7/161/8/161/9/161/10/
161/11/161/12/161/13/161/14/161/15/161/16/161/17/161/18/161
/19/161/20/161/21/161/22/161/23/161/24/161/25/161/26/161/27/
161/28/161/29/161/30/161/31/162/1/162/2/162/3/162/4/162/5/16
2/6/162/7/162/8/162/9/162/10/162/11/162/12/162/13/162/14/162
/15/162/16/162/17/162/18/162/19/162/20/162/21/162/22/162/23/
162/24/162/25/162/26/162/27/162/28/162/29/163/1/163/2/163/3/
163/4/163/5/163/6/163/7/163/8/163/9/163/10/163/11/163/12/163
/13/163/14/163/15/163/16/163/17/163/18/163/19/163/20/163/21/
163/22/163/23/163/24/163/25/163/26/163/27/163/28/163/29/163
/30/163/31/164/1/164/2/164/3/164/4/164/5/164/6/164/7/164/8/1
64/9/164/10/164/11/164/12/164/13/164/14/164/15/164/16/164/1
7/164/18/164/19/164/20/164/21/164/22/164/23/164/24/164/25/1
64/26/164/27/164/28/164/29/164/30/165/1/165/2/165/3/165/4/16
5/5/165/6/165/7/165/8/165/9/165/10/165/11/165/12/165/13/165/

14/165/15/165/16/165/17/165/18/165/19/165/20/165/21/165/22/
165/23/165/24/165/25/165/26/165/27/165/28/165/29/165/30/165
/31/166/1/166/2/166/3/166/4/166/5/166/6/166/7/166/8/166/9/16
6/10/166/11/166/12/16WBS
Jon: Work Breakdown Structure
Level 1: 1, 2, 3, ...
Level 2: 1.1, 1.2, 1.3, ...
Level 3: 1.1.1, 1.1.2, 1.1.3, …
The WBS is automatically entered, but the formulas are
different for different levels.TasksTask
LeadStart
Jon: Start Date
Enter the starting date for this task. To associate the start date
with the end of another task, enter a formula in the start date
that refers to the end date of that task.End
Jon: End Date
The ending date is calculated by adding the Duration (calendar
days) to the Start date minus 1 day, because the task duration is
from the beginning of the Start day to the end of the End day.
Duration (Days)
Jon: Duration (Calendar Days)
Enter the number of calendar days for the given task. Refer to
the Working Days column or use a calendar to determine the
corresponding working days. The duration is from the beginning
of the Start date to the ending of the End Date.
When the duration is calculated, it is calculated as End Date
minus the Start Date plus 1 day, so that a task starting and
ending on the same day has a duration of 1 day.% Complete
Jon: Percent Complete
Update the status of this task by entering the percent complete

(between 0% and 100%).Working Days
Jon: Working Days
Counts the number of working days using the
NETWORKDAYS() formula, which excludes weekends. When
planning work based upon the number of working days, adjust
the Duration until the desired # of working days is reached.Days
Complete
Jon: Calendar Days Complete
This column is calculated by multiplying the Duration by the
%Complete and rounding down to the nearest integer.Days
Remaining
Jon: Calendar Days Remaining
This column is calculated by subtracting the Days Complete
from the Duration.
Vertex42: Terms of Use and Copyright:
See the Terms Of Use worksheet and the license agreement on
Vertex42.com. Copyright notices may not be removed.
Jon: Work Breakdown Structure
Level 1: 1, 2, 3, ...
Level 2: 1.1, 1.2, 1.3, ...
Level 3: 1.1.1, 1.1.2, 1.1.3, …
The WBS is automatically entered, but the formulas are
different for different levels.
Jon: Start Date
Enter the starting date for this task. To associate the start date
with the end of another task, enter a formula in the start date
that refers to the end date of that task.
Jon: End Date
The ending date is calculated by adding the Duration (calendar

days) to the Start date minus 1 day, because the task duration is
from the beginning of the Start day to the end of the End day.
Jon: Duration (Calendar Days)
Enter the number of calendar days for the given task. Refer to
the Working Days column or use a calendar to determine the
corresponding working days. The duration is from the beginning
of the Start date to the ending of the End Date.
When the duration is calculated, it is calculated as End Date
minus the Start Date plus 1 day, so that a task starting and
ending on the same day has a duration of 1 day.
Jon: Percent Complete
Update the status of this task by entering the percent complete
(between 0% and 100%).
Jon: Working Days
Counts the number of working days using the
NETWORKDAYS() formula, which excludes weekends. When
planning work based upon the number of working days, adjust
the Duration until the desired # of working days is reached.19 -
Oct - 1526 - Oct - 1502 - Nov - 1509 - Nov - 1516 - Nov - 1523
- Nov - 1530 - Nov - 1507 - Dec - 1514 - Dec - 1521 - Dec -
1528 - Dec - 1504 - Jan - 1611 - Jan - 1618 - Jan - 1625 - Jan -
1601 - Feb - 1608 - Feb - 1615 - Feb - 1622 - Feb - 1629 - Feb -
1607 - Mar - 1614 - Mar - 1621 - Mar - 1628 - Mar - 1604 - Apr
- 1611 - Apr - 1618 - Apr - 1625 - Apr - 1602 - May - 1609 -
May - 1616 - May - 1623 - May - 1630 - May - 1606 - Jun -
161Initiation Andrew Ray1/2/151/16/15150%110151.1Charter
Development 1/2/151/5/1540%2041.2Scope
Definition1/2/151/4/1530%1031.2.1Preliminary
definition1/4/151/5/1520%1021.2.2Final
definition1/6/151/7/1520%2021.3Defining
objectives1/7/151/7/1510%1011.4Mission

statements1/11/151/11/1510%0012PlanningAndrew
Ray1/1/151/24/152425%176182.1Setting up the
project1/1/151/5/15525%3142.2Scope
Definition1/4/151/8/15525%4142.3Develop Project
schedule1/9/151/13/15525%3142.4Develop risk
plan1/14/151/22/15925%7273ExecutionVincent
Ayam1/1/151/23/152350%1711123.1Acquire project
team1/1/151/6/15650%4333.2Direct and
manage1/4/151/7/15450%3223.3Manage team
performance1/9/151/15/15750%5343.4Quality and contract
management1/14/151/19/15650%4334Monitoring and
CompletionAndrew Ray1/1/151/30/15300%220304.1Monitoring
and quality management1/1/151/10/15100%70104.2Change
control1/4/151/13/15100%70104.3Completion1/9/151/13/1550%
3054.4Handing over the
project1/14/151/17/1540%304TEMPLATE ROWS: Copy and
insert the entire section, or just the specific sub tasks,
depending on which level you want to use (formulas are
different for different WBS levels)1Task Category
11/1/151/7/1570%5071.1Sub Task level
21/1/151/7/1570%5071.1.1Level 3
Task1/1/151/7/1570%5071.1.1.1Level 4
task1/1/151/7/1570%507
&8Gantt Chart Template by Vertex42.com &8© 2008
Vertex42 LLC
HELP
- Modify the GREEN cells and the Tasks, and Task Lead
columns. Some of the green cells contain formulas, but those
formulas are just examples of ways to add automation and task
dependency. You can enter values manually into the green cells,
or use formulas.
- The Start Date that you choose determines the first week in
the gantt chart.
- Change the first day of the week via cell K8

- Use the slider to adjust the range of dates shown in the gantt
chart.
- The number of weeks shown in the gantt chart is limited by
the maximum number of columns available in Excel.
- Only 34 weeks (7 1/2 months) can be shown/printed at one
time, because each week uses up 7 columns.
Q: The Working Days column shows "###". How do I fix that?
You need to install the Analysis ToolPak add-in that comes with
Excel. Go to Tools > Add-ins, and select Analysis ToolPak.
Q: How do I make Task 2 start the day after the end of Task 1?
Use the following formula for the start date of Task 2:
=EndDate+1
where EndDate is the reference to the cell containing the end
date of task 1.
You can also use =WORKDAY(EndDate,1) to exclude
weekends.
Q: How do I add/insert tasks and subtasks?
Copy the entire ROW (or a group of rows) for the type of
task(s) you want to add and then right-click on the row where
you want to insert the new tasks, then select Insert Copied
Cells. You can copy rows from within the gantt chart, or copy
rows from the Template Rows.
Important Note: When inserting a new subtask after the last
subtask or before the first subtask, you will need to update the
formulas for calculating the Level 1 Start Date, %Complete and
Duration, because the ranges won't automatically expand to
include the additional row.
Q: How to I calculate the Start Date for a Level 1 task based
upon its subtasks?
Example: If Task 1 is on row 10 and the subtasks are on rows
11-14, use the following formula:
=MIN(D11:D16)

Q: How do I calculate the %Complete for a Level 1 task based
upon the %Complete of all of the associated subtasks?
Example: If Task 1 is on row 10 and the subtasks are on rows
11-14, use the following formula:
=SUMPRODUCT(F11:F14,G11:G14)/SUM(F11:F14)
Q: How do I calculate the Duration for a Level 1 task based
upon the largest end date of a sub task?
Example: If the Level 1 task is on row 10 and the sub tasks are
on rows 11-14, use the following formula
=MAX(D11:D14)-C10+1
Q: How do I change the print settings?
Select the entire range of cells that you want to print and then
go to File > Print Area > Set Print Area. Then go to File > Page
Setup or File > Print Preview and adjust the Scaling and Page
Orientation as desired.
Q: How do I exclude holidays?
The functions WORKDAY() and NETWORKDAYS() allow you
to include a list of holidays. See the Excel help (F1) for
information about how to use these functions. Gantt Chart
Template Pro includes a worksheet for listing all the dates of
the holidays that you want to exclude.
Q: How do I change the background color of the bars in the
Gantt Chart?
The colors used for the bars in the Gantt Chart are set using
Conditional Formatting. The simplest approach for Excel
2002/2003 would be to change the colors via the color palette.
Go to Tools > Options > Color tab. Or, you can select all of the
cells in the Gantt Chart and go to Format > Conditional
Formatting to change the colors.
Q: How do I use grouping?

[Feature unavailable when the spreadsheet is locked] You can
expand or collapse a group of rows using Excel's "Group and
Outline" feature. To define a group of rows, select the rows and
go to Data > Group and Outline and select Group ...
To unlock this spreadsheet, purchase Gantt Chart Template Pro:
http://www.vertex42.com/ExcelTemplates/excel-gantt-
chart.htmlhttp://www.vertex42.com/ExcelTemplates/excel-
gantt-chart.html?xls
©Gantt Chart Template© 2008-2009 Vertex42
LLChttp://www.vertex42.com/ExcelTemplates/excel-gantt-
chart.htmlhttp://www.vertex42.com/ExcelTemplates/excel-
gantt-chart.html
GanttChartProGantt Chart Template ProGantt Chart Template
Pro is similar to this free version,but it is unlocked, more
feature-packed, and includes other bonus content such as sample
project schedules.Already spent a lot of time working with this
free version?That's okay. In addition to downloading the Gantt
Chart Template Profiles, you will be given the password for
unlocking this spreadsheet.Learn More About Gantt Chart
Template Prohttp://www.vertex42.com/ExcelTemplates/excel-
gantt-chart.html - View screenshots - Watch demo
videosBenefits and Features of Gantt Chart Template
ProUnlocked (worksheets are not password-protected)By
unlocking the free version or using Gantt Chart Template Pro,
you will be able to useall of the functions and features available
in Excel, such as formatting cells, insertingcolumns, and
grouping rows.More Ways to Define a TaskChoose from a
larger set of template rows that provide more options
fordefining the Start date, End date, duration, and dependency
of tasks.Define a task based on the … - Start date and End date
- Start date and Work days - Start date and Calendar days -
Predecessor and End date - Predecessor and Work days -
Predecessor and Calendar daysEasily Create Task
DependenciesThough you can still use your own formulas for
creating task dependencies,the new Predecessor options make it
very simple. One of the demo videosdiscusses this in

detail.Exclude Holidays from Work DaysList holidays in a
separate sheet that you want to exclude from work days.Sample
Project SchedulesTo get a head start on defining your project
schedule, you can useone of the 3 sample gantt charts: - Home
Construction Project Schedule - Custom Software Project
Schedule - Website Development Project ScheduleNew Excel
2007+ Version (XLSX)In addition to Gantt Chart Template Pro
for Excel 2003, you will be able to downloadan XLSX version,
for Excel 2007 or later, that allows you to easily color-code
thebars of the gantt chart.Learn More About Gantt Chart
Template
Prohttp://www.vertex42.com/Links/go.php?urlid=GanttChartPro
http://www.vertex42.com/Links/go.php?urlid=GanttChartPro
TermsOfUseTerms of Use© 2006 - 2014 Vertex42 LLC. All
rights reserved.
Jon: No Warranties
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OR WRITTEN, TERMS, CONDITIONS, AND WARRANTIES,
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INDIRECT, SPECIAL, INCIDENTAL, OR CONSEQUENTIAL
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SOFTWARE BEARS ALL RISKS AND RESPONSIBILITY
FOR THE QUALITY AND PERFORMANCE OF THIS
SOFTWARE.
Some states do not allow the limitation or exclusion of liability
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SharingYou may make archival copies and customize this
template only for your personal use or use within your company
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modified version of this template may NOT be sold, distributed,
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observe the above terms, you may share your edited version of
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or edit your file. It is your responsibility to ensure that adequate
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ml
Sheet1Work Breakdown Structure TableProvide basic
information about the project including: Project Title – The
proper name used to identify this project; Project Working Title
- The working name or acronym that will be used for the
project; Proponent Secretary - The Secretary to whom the
proponent agency is assigned or the Secretary that is sponsoring
an enterprise project; Proponent Agency – The agency that will
be responsible for the management of the project; Prepared by –
The person(s) preparing this document; Date/Control Number –
The date the plan is finalized and the change or configuration
item control number assigned.Project Title:Automation of
Supply Chain Management SystemProject Working
Title:Automation of SCMSProponent Secretary:Andrew
RayProponent Agency:Ray & Young Inc.Prepared by:Rodney
WheelerDate / Control Number:SCMS XX001Element
NumberWBS Elements Activity, Task, or
Sub-Task NameDefinition of Activity or Task

(Description)Responsible Person or GroupEstimated (E) or
Actual (A) Cost (Cross reference to budget)Project Phase (Cross
reference to schedule)SCMS 001Initiation The initiation process
kicks offAndrew Ray10400SCMS 00101Charter development
SCMS 00102Scope definitionSCMS 00103Defining the
objectivesSCMS 00104Statement of project missionsSCMS
002PlanningPlanning phase of the project takes offAndrew
Ray15400SCMS 00201Setting up the projectSCMS 00202Scope
definitionSCMS 00203Development of project scheduleSCMS
00204Development of risk plan SCMS 003ExecutionThe actual
implementation of the project beginsRodney
Wheeler18600SCMS 00301Acquire the project teamSCMS
00302Direct and manage the teamsSCMS 00303Manage the
team performanceSCMS 00304Quality and contract
managementSCMS 004Monitoring and CompletionThe final
phase involves the monitoring phase and the completion of the
projectAndrew Ray24600SCMS 00401Monitoring and quality
managementSCMS 00402Change controlSCMS
00403CompletionSCMS 00404Handling over the project
Sheet1Project Name: Automation of the supply chain
management systemProject Manager: Rodney WheelerCost
Estimate Work SheetActivityNotesTotal CostRecurring
CostNon-Recurring CostInitiation 10400Charter
developmentn/r2600Scope defintitionr2600Definition of
objectivesn/r2600Development of project
missionn/r2600Planning15400Setting up the
projectn/r3850Scope defintitionr3850Development of project
schedulen/r3850Development of a risk
plann/r3850Execution18600Acquite the project teamr6200Direct
and manage the teamsr6200Manage tea
performancer6200Quality and contract
management24600Monitoring and completionr8200Monitoring
and quality managementr8200Change controlr8200
Sheet1Project Name: Automation of the supply chain

management systemProject Manager: Rodney WheelerInitial
Budget Work SheetActivityPaymentMonth 1Month 2Month
3Month 4Month 5Month 6Total CostInitiation
17331733173317331733173310400Charter
developmentn/r4534334304294284272600Scope
defintitionr4605004004503804102600Definition of
objectivesn/r3705005104704003502600Development of project
missionn/r5504004003704604202600Planning256625662566256
62566256615400Setting up the
projectn/r6416416416416416413850Scope
defintitionr6416416416416416413850Development of project
schedulen/r6416416416416416413850Development of a risk
plann/r6416416416416416413850Execution31003100310031003
100310018600Acquite the project
teamr1033103310331033103310336200Direct and manage the
teamsr1033103310331033103310336200Manage tea
performancer1033103310331033103310336200Quality and
contract
management41004100410041004100410024600Monitoring and
completionr1366136613661366136613668200Monitoring and
quality managementr1366136613661366136613668200Change
controlr1366136613661366136613668200
FEMAProject Name:____Automation of Supply
Chain_________________________Project Manager: Rodney
Wheeler__________________________Failure Mode and
Effects AnalysisFailure Mode SeverityOccuranceRecommended
Actions to Activity(What could go wrong?)L, M, HPotential
Cause of the FailureL, M, HMinimize Impact on
CustomersPlanningnothingLPoor planningLStrong
impactExecution not severeLDelayLexecute step by
stepMonitoring and Completionnot severeLLaxityLgood
monitoring and completionInitiationpoor initiationMlack of
preparednessHreadinessProject executionfailureLlack of enough
materialsMensure there is availability of materialsproject
planningineffective planningLlack quality ideasLcome up with

good ideasmonitoring and completion of projectpoor
completionLbad planningHquality planning
Sheet3
Running head:CONTINGENCY PLANNING
Managing Risk as Related to Project Management
Name: Rodney Wheeler
Course: B279/MAN2793
Professor: Dr. LaWanda Morant
Institution: Rasmussen College
Date: 11/14/15
Contingency Planning
Contingency planning is establishing a response in advance for
adverse events that might have a negative impact on the
business. Some people refer to it as a Plan B since it is an
alternative plan in case the initial one does not work.
Contingency plans are important since it help business avoid
risks that might result in losses of business opportunities (The
St. Paul Travelers Companies, 2006). These adverse events are
managed and planned for depending on its type. The events
include fire, floods, vandalism or even bad weather like storms
which can disrupt the entire event especially if it is out the door

and it will also affect attendance. Contingency planning is the
responsibility of the management and they develop detailed
plans which describe responsibilities and actions to be taken.
Organizations deal with threats and hazards through the Health
and Safety Departments. These departments are responsible for
taking the employees through the safety measures in order to
equip them with the skills on how to respond to different risks.
This will help to minimize losses and injuries in case of a risk
like fire. These departments also ensure that there are resources
that can help in the initial response like alarms and
extinguishers. The project manager will prepare for these events
singly depending on which one it is as follows.
Fire
The fire can cause damage to the convention center and the
company will lack a venue for it event. This could also affect
attendance as the visitors will be concerned with their safety. In
order to reduce the severity of the fire, the managers first need
to construct the convention center using building materials that
are retardant to fire. They then should assess the extent of the
damage that would occur in case a fire breaks out. A financial
incentive should be set aside to fund the prevention of the
damage and loss. Another important factor is obtaining an
insurance policy that covers the buildings in an event of a fire.
This will reduce the financial obligations the company will have
to go through in case of a fire (The St. Paul Travelers
Companies, 2006).
The possible causes of fire or factors that would ignite the fire
should be eliminated. A health and safety risk assessment
should be carried out in the organization. This is an important
exercise to carry out as an organization since it helps ensure
that sufficient and proper fire safety procedures are put in place
to reduce the risk of injury or loss of life in the incident of a
fire. The changes should be communicated to everyone in the
organization. They should be familiar with the health and safety
procedures and what to do in case of a fire outbreak. The
visitors also need to be informed prior to the day of the event of

the risks anticipated and an assurance provided concerning their
safety. In case the venue of the event is not changed, the health
and safety team should have a response team ready with all the
required resources that will help them mitigate the fire
outbreak. The team will also guide the attendees who are not
familiar with the premises outside to an assembling point.
Floods
The floods will cause a massive destruction of properties and it
will disrupt the event. The attendance will also be affected and
the managers might be faced by the decision to change the
venue of the event. The floods can cause injury and losses and it
is important that the organization prepares in advance. In order
to minimize the impact of the floods, the managers need to
measure the extent of the floods in order to minimize the risks
and eliminate them. The possibility of floods should be
considered before developing structures and the constructions
should be made to accommodate those possibilities. The
structure can be upgraded with time to minimize those risks
(The St. Paul Travelers Companies, 2006). The forecasts from
the weather meteorology departments should be used to prepare
in advance and keep track of the possibilities of weather
changes. The company should conduct awareness of the adverse
effects of floods and how to handle them.
Flooding is a natural occurrence and it cannot be eliminated.
What the organization can only do is to come up with control
and preventive measure to minimize losses that would occur.
The drainage systems can be improved or water harvesting
done. The harvested water can be recycled and used by the
organization; therefore, they will be able to their own water
supply. Just like for any hazard or risk, the changes should be
communicated to everyone in the organization. They should be
familiar with the health and safety procedures and what to do in
case of long rain that could possibly result in floods. The
safety. Emergency equipment and facilities should be put up for

use if the will be needed.
Vandalism
Vandalism is the willful damage of somebody’s property and
this can lead to severe losses and inconveniences. Vandalizing
the Convention center will inconvenience the event that is set to
take place. The destruction of the property will cost the
organization a lot of finances. In order to reduce vandalism, the
organization needs to set up the convention center in a safe
environment. The managers need to set up a security department
and the department is in charge of overlooking all the security
matters of the company. The department will need to ensure that
it install surveillance cameras to keep watch at the entire
company. Security guards should be hired to ensure that the
property is safe (Health and Safety Executive, not dated).
The security systems need to be stepped up to increase safety in
the company. The guards also need to watch the premises.
Alarms can be used so that unauthorized persons can be
detected and caught early. The alarms are also important since
unauthorized persons cannot access the premises without
passcodes or authorization. The threat of vandalism should be
reported to the security department who will step up their
security to avoid this threat (The St. Paul Travelers Companies,
2006).
Bad Weather-Storms
Storms are destructive to buildings and it could destroy the
structure at the convention center including the center itself.
The event could be inconvenienced or the venue can be
changed. Storms are natural events and the venue can only be
changed to avoid any eventualities. The company can take an
insurance against any losses that might occur as a result of
storms. The company can also plan in advance and communicate
to the individuals who will be affected on the possibility of the
storm. The storms are hard to eliminate since they occur
naturally (Health and Safety Executive, not dated).
The company will need to change the venue of the event and

communicate this change to the attendees. The company should
also ensure that the employees are safe and that they are
evacuated from the storm-prone area. They attendees and
employees of the organization should be familiar with the health
and safety procedures and what to do in case of a storm. The
safety. If the venue will not be changed, the company should
have a response team ready to provide assistance if there will be
a storm. This means transport should also be provided to ensure
the safety of every attendee.
Illnesses
The unavailability of keynote speakers should not stop the event
from proceeding. The event organizers and managers can look
for replacements for these speakers. The alternative speakers
that had been selected in case the first choice turned down the
invite should be informed so that they can prepare for the
invite.
Conclusion
Contingency planning is important to incase of a threat, people
will not wait for instruction in order to respond neither will
they respond in a disorderly manner. People will move to a
recovery approach as instructed earlier by the health and safety
training crew and this helps to maintain order and minimize
injury or losses.
References
Health and Safety Executive. Not dated. Retrieved on
11/13/2015 from http://www.hse.gov.uk/toolbox/fire.htm
The St. Paul Travelers Companies, (2006). Risk Control
Insights. Strategy Guide for Business Continuity Planning
7

Running head: LOCATION SELECTION
1
LOCATION SELECTION
4
Location Selection
Student’s Name: Rodney Wheeler
Instructor’s Name: LaWanda Morant
Course Title: Introduction to Functional and Project
Management
Date: 10/15/15
Location selection
Project definition
With regards to the upcoming company convention, a
recommendation has been made to have the same hosted at the

Hilton hotel. For the convention to be a success there needs to
be aesthetic preparation of the venue by way of decorations and
an ambient background by the host. In this case, we are the
hosts and the responsibility rests on us. The process is
estimated to take between a week or two depending on the staff
that will be deployed and apart from the human resource, a
means of locomotion may also come in handy to convey décor
material to the proposed venue. However, delegating the same
to the hotel is likely to increase our efficiency and success
rates. The choice for Hilton is informed by the fact that they
have years of experience in the hospitality industry and are also
centrally located at the heart of the city making them very
accessible for all the stakeholders.
Ethical issues to be considered
The search for the location of a convention center has been
guided by certain practices and codes of conduct that do not
breach good behavior. Ethical considerations for locating the
convention center are as binding as are the legal as discussed
below.
Truth and Honesty in the Information Given
The hospitality industry is marred with false information to lure
clients. Some quote nonexistent incentives as well. Most of the
alternatives that are available do not offer convincing
information about the authenticity of their offerings. Given the
significance of the convention, and the caliber of expected
guests, gambling with our reputation by way of engaging
service providers whose credibility is questionable is not an
option we can consider. The Hilton has won several awards in
the recent past for meeting client needs and especially when
they are very specific such as ours.
Confidentiality and Discretion of Customer Information
In today’s contemporary world, wielding information bears
greater potency for danger than an atomic bomb (Markowitz et
al, 2013). Information is power and needs to be guarded at all
costs. As a result, the convention center needs to assure us that
the nature of information shared at the forum shall remain

discrete indefinitely unless otherwise stated. The Hilton does
possess equipment and facilities to make confidentiality a
possibility. For closed-door consultations, there is conference
facilities tailor made for that. This may come in handy if at all
the senior staff may want to discuss matters before relaying the
same to the general public.
Pricing mechanism
Finally, a cost benefit analysis shows that the company is better
off hiring a venue rather than preparing one for itself. Having
decided between hiring and making one from scratch, a cross-
sectional analysis of prices shows that Hilton disposes the most
moral and ethical prices. The conclusion of such pricing is
founded on the consistency of their pricing mechanism as
opposed to others that did fluctuate the same because we are a
corporate of clients. -In my honest opinion, it is a sign of greed
and immorality to try deviate from standard prices so as to
fleece corporates of their funds. To that end, The Hilton
provides us with the best solution in as far as meeting our needs
is concerned, costs being economically viable.
Legal issues to be considered
Environmental concerns
The national environment organization is against noise
pollution at all costs. It may be the case that the noise is for a
good course but the bottom line is that it violates a law of the
land, and is tantamount to a crime (Neil, 2012). Alternatives to
the Hilton make minimal provisions for curtailing the noise
nuisance that may be generated during the proceedings of the
convention. For one, the Hilton does have functional facilities
that mitigate against causing noise to nonparticipants at the
event. Alternatively, it is located at the outskirts of the city and,
therefore, provides an ambient neighborhood away from the
hustles and bustles of the city. This only means that the amount
of disturbance is kept at a minimum.
Antidiscrimination
In recent times, there has been aggressive agitation about the
plight of the disabled in the society (Hospitality, n.d). New

building designs need to incorporate features that cater for all
categories of individuals. Failure to accommodate the needs of
the marginalized people is tantamount to discrimination and is
equally punishable by law. For example, stakeholders in
wheelchairs need ramps, special toilets, escalators etc. for
purposes of legal compliance; the Hotel accommodates all the
handicapped individuals to the extent that is most pragmatic and
reasonable. Speaking of discrimination, limiting space may
equally be construed to mean discrimination. An ideal venue
should accommodate the anticipated figure of guests without a
hitch.
Consumer Protection
The law has a duty of protecting consumers for the time that
they shall be under our guidance. For example, if we convened a
meeting by ourselves, any unfortunate eventualities would
entail a liability on our part e.g. food poisoning. Alternatively,
congregating people in unorthodox settings could prove perilous
if it has the potential of posing a security threat. That said,
delegating the convention mandate to Hilton conveys the risk of
unfortunate eventualities and their due compensation to them.
Actions to ensure ethical selection of the convention
Bidding
One way of guarding against any malpractice is by asking
potential candidates to tender their bids. Asking them to submit
their bids will ensure that all players are given equal chance to
present their case for consideration. It also gives us the chance
to compare service provision against quoted rates and thus act
as a premise for sound decisions. Bidding also provides an
objective mechanism of isolating a service provider especially
if the bids are looked at by independent parties within the
organizational framework.
Physical inspection
Bearing in mind that firms are corrupt, a physical inspection is
quite relevant to ascertain the credibility of claims. Our focus is
not to embarrass ourselves at the convention and as such we
cannot leave anything to chance. After listing our

specifications, we still would go out of our way to confirm that
the intended convention center is capable of customizing them
to our satisfaction.
Guidance from Trade Unions
Finally, every industry has relevant institutions that try to set
standards and install penalties for those who deviate from the
bench marks. In trying to arrive at the best convention center,
the role of the oversight authority cannot be overemphasized.
The general assumption is that the authority is familiar with all
the norms and as such its opinion is sufficient authority on any
matter. In this particular case, consulting with the umbrella
union of hoteliers points towards the Hilton as an optimal and
feasible solution.
Reference list
"Hospitality." HSC Online. Web. 15 Oct. 2015.
<http://hsc.csu.edu.au/hospitality/mandatory-
units/working/source/4660/legal.html>.
Markowitz, Jana, and William Berghel. Shifting Sands: The
People Side of Project Management. Memphis, TN: SMAJ (5305
N. Clover Dr., Memphis, TN, 38120), 2013. Print.
Neil, Miqdal. "Hotel Law: Emerging Issues for the Hospitality
Industry, by Nelson Migdal." Hotel Executive.com Daily
Headlines. 2012. Web. 15 Oct. 2015.
<http://hotelexecutive.com/business_review/1647/hotel-law-
emerging-issues-for-the-hospitality-industry>.

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