Project Management Final Project

Girls in Tech Design-a-Thon 1
Girls in Tech Design-a-Thon Project
Brea Silva
MET AD 642 Project Management
Virginia A. Greiman
October 13, 2014
Abstract
This paper is an analysis of the project management of the planned Girls in Tech Design-a-thon.
It touches on the scope, work breakdown structure, macro and micro estimates, schedule,
network diagram, critical path, risk planning and monitoring, controlling and execution of the
project. Recommendations to the project management of the event are sprinkled throughout,
along with final recommendations ending the paper.

Girls in Tech Design-a-Thon
Introduction
Girls in Tech is a non-profit organization dedicated to the engagement, education and
empowerment of women in technology. In order to promote this goal, the local Girls in Tech Las
Vegas chapter has decided to take on producing a design-a-thon. A design-a-thon is an event
similar to a hackathon but without requiring software programing. The goal is to design any sort
of product or solution that helps a problem in the community. By not needing programing
knowledge or requiring the use of a specific software solution they hope to encourage more
women to participate in this other hackathons, which are great events for learning and
networking in the technology and product development fields. Currently, AT&T and Girls in
Tech are in talks to collaborate for this event. AT&T has will have sponsored over 100 events
including at least two in Las Vegas. With their sponsorship, they have requirements including
using a particular venue and a prize pool of at least a certain amount. This project will go from a
small local event to one with global interest. Therefore, the stakes are high if the joint venture
comes to fruition.
Scope
The scope for this project includes the fact that this event will be over the course of three
days, before the CES convention, and will have two networking mixers including all day and
night solution designing, in teams of about 10. There will be speakers, coaches and breakout
sessions for the participants to learn and get help for the projects. At the end of the development
time, each team has a 3-minute presentation and the judges will award a winner along with
specialty winners. The main sponsor is AT&T; they will be funding all things for the event that

need a cash investment. Other sponsors will provide thing like information sessions, prizes, etc.
Girls in Tech Las Vegas is in charge of planning and management of the event.
The scope helps all of the stakeholders see all of the work and requirements of the project
along with an outline of the risks and constraints. The more specific a scope is the more
successful a project will be. This scope for this project is very detailed but still has wiggle room
allowing for scope creep. The scope shows there are many things one needs to think about when
starting a project. The information is laid out in such a way that allows the project manager and
stakeholders to ask important questions that need to be addressed prior to starting the project
including: what about this, what about that, should I leave this out, is it too specific?
Scopes are documents can easily have the same information multiple times. Practicing
writing and revising scope should be very high on a project managers list of skills. If a project
manager develops a scope that has the same information multiple times, then when there are
edits made during the course of the project, there are bound to be misses and
miscommunications. Leading to unhappy stakeholders and project failures.
Projects are inherently hard to manage, as they have not been done before, so some things
must be figured out during the course of the preparing for the event and thus causing the scope
creep. There is almost no way to avoid scope creep. Also, the more a project manager knows
about the field their project is in, the less likely they are to have missing information in the
scope. In the article Project Management for Chemical Engineers, they note, “The project
manager must realize that due to his or her limited expertise and usually even more limited time,
he or she cannot possibly complete engineering projects on their own.” (Peachey, Evitts, & Hill,
2007, p. 15) This is true with in all disciplines a project manager works in, especially the new

project manager. A project manager is wise to get outside collaboration with specialists even if
they are well versed with the project subject in general.
A project manager cannot do their work alone and they must put their ego aside to help
the project succeed. When it comes to writing the scope, they must do research, ask questions
and get specialized help when required. In addition, they also must hone their written and verbal
communication skills in order to make sure all stakeholders understand the specific goal of the
project and facilitate discovery of the things that the initial charter may not have mentioned but
are required.
Cost Estimate - Macro
Hackathons can wildly range in size. However, AT&T Sponsored Hackathons tend have
over 300 people. Last year’s AT&T’s CES Developer Summit Hackathon there were over 400
participants. ("TA Group: A Holding Company," n.d.) Since this event is to be held in
conjunction with the Girls in Tech Design-a-thon, we can estimate the size of the participants
will be about 200. The cost of the entire event is given to AT&T and other sponsors. Cost person
of these types of events can be wildly different depending upon how in long, how in-depth and
how many services are offered. According to Ishaan Gulrajani analysis in his blog titled The
Hackathon Budget usually the more people you expect, the higher the cost per person. (2014)
Analogous estimation method was used for the macro estimate. The formulas for figuring
out the preliminary budget are:
F&B = p * h* $2.70(m)
E = p * h * $0.71(m)
D = p * h * $7.67(m)

Food and Beverage, equipment/supplies and the total Design-a-thon budget all are
figured by multiplying and estimated number of people (p), the number of hours the event is to
be held (h) by the average of four different Hackathons per person, per hour cost of the events.
These were amounts were broken down to the per person, per hour in order to negate differences
in number of people and the length of the event.
The multiplier (m) of 1.5 was determine due initially chosen due to the fact that the
events that were used for the analogy were flexible in what they could choose for their food &
beverage and equipment. These formulas without the multiplier would be accurate had the
location requirement of a major resort not been required by the main sponsor.
Work Breakdown Structure
The Work Breakdown Structure (WBS) is an essential part of understanding the project.
It makes all of the activities of the Design-a-thon listed in easy to understand bites for the project
manager and anyone else using the document to see. In addition, this deliverable also gives
another chance for Girls in Tech to find problems in the scope of the project. The WBS also can
showed that some requirements listed in the scope of the Design-a-thon are much longer than
initially placed in the scope, including the expansion of the marketing for the event and the
amount of work needed to organize the activities to take place during the event.
Schedule, Network Diagram and Critical Path
For the Girls in Tech Design-a-Thon network diagram there are 54 tasks and 3 milestones
for the project and if started right away there is a large amount of slack. When analyzing this
network diagram, you have to consider that all of the resources are volunteer or donated.
Therefore, the slack in necessary in order to mitigate the risk of the resources (volunteers) not
being able do their assigned task on time. The free slack becomes incredibly diminished as in the

last month before the milestone of day one. In addition, the project has not commenced and the
slack is dwindling away, therefore increasing the risk involved with completing a successful
event.
Choosing the time measurement can alter the look and information that a network
diagram shows. The process also really gets you thinking about the time required and the wait
(lag) of each activity. When analyzing the network diagram as it is now, I must consider how it
was laid out. First, the activity times were determined by the amount of hours required to do the
work, however these times do not necessarily reflect the span of time in which the activity will
be completed. For example, an 8-hour task may consist of two 4-hour sessions over the course of
a month. This makes the project look like it can be completed in 81 hours but that is not the case.
Because this project is to be spread out over 3 months.
The Critical Path of the project has 11 primary activities and 12 sub activities that will
take a total of 81 hours. The primary activities include; develop cost estimate, give AT&T cost,
determine if additional funding needed, do networking promotions, direct volunteers and venue
staff of event set up, get final event count, direct volunteers for clean up, get feedback and the
management of each day. The secondary activities are the activities need to manage each day of
the event including things like serve meals and facilitate teams.
This project has a large number of activities that are concurrent as well as two very large
burst and one very large merge. During the management of the project, these activities need to be
carefully managed because two of these are directly on the critical path and the slack on a
number of preceding activities is very tight. If this project were to be completed nonstop with a
deadline of three weeks then it would be a very sensitive to delays in the stream of activities U,
P, Q, R, S and T.

When assessing the risk of this project, the risk of failure becomes higher the closer the
project comes to the milestone of day one, because all of the tasks prior are in preparation of this
and the next two days. However, even though there are only 13 tasks during these milestones,
they can be considered the most important throughout the project because the final success of the
project will be determined on these days.
Risk Planning
Risks can cause the project to fail, but they can be beneficial as well. The design-a-thon’s
risk management plan did not determine any beneficial risks; however, most of the risks to the
design-a-thon can be avoided or mitigated through proper planning, management, and
communication. The entire project is highly depended upon the official start and properly
outlined of the joint venture between AT&T and Girls in Tech. Girls in Tech has not attempted
an event of this type before let alone this scale, so the risk management plan is imperative to help
protect all of the stakeholders.
Micro Cost Estimate
Two of the WBS work packages with the costliest deliverables were used for the micro
cost estimate, plan meals and plan equipment. WBS package estimate pricing based on Palms
Resort catering and A/V pricing list as of October 2014. Pricing is subject to change before final
decisions are made. Some of the equipment needed is included in the catering packages and
discounted rates may be negotiated down due to the non-profit status of the event. Breaking these
packages down you can get a very accurate cost of these two of the most costly portions of the
Design-a-thon
The analogous and the micro estimate are very different; the food and beverage estimate
is off by almost $100,000.00. Upon further research, we would find that the total event cost

would be extremely off as well. Chou & Tseng stated “Even when activities in two projects are
similar, different backgrounds and environments including technology used and materials or
equipment can easily result in estimates that differ considerably.” (2011, p. 641) For an event of
this size with the requirements of the sponsor, we have learned that the projects used in the
analogous estimation were not necessarily appropriate or the multiplier was not accurate. A
better comparison would have been previous hackathons sponsored by major companies. Though
Henry, McCray, Purvis, & Roberts determined that “analogous estimating is less useful in
diverse and complex projects,” (2007, p. 607) so this may not even be the right choice for this
project.
Had Girls in Tech not been offered a major sponsorship with the location requirement,
the macro estimate would have more accurate. Doing a quick food & beverage cost estimate
from Jason’s Deli, one of the original catering considered, proves this to be. This project at its
current course is impossible without the full sponsorship of AT&T. Girls in Tech should
consider the risks of AT&T pulling out before moving forward and signing any guarantees on
the project.
Monitoring, Controlling and Execution
Planning of the design-a-thon is imperative but the execution of the activities will be
what makes or breaks the project. Monitoring and controlling using the network diagram
managed in MS Project will make all of the different variables easier to see the effects changes
made will have on the entire project. Communications management is also important to this
particular project, most of the work being completed on a volunteer basis and much of the
communications and “meetings’” will be conducted virtually.

Monitoring of the project should be considered from at least two points, the closing date
of the project as a whole and the all activities from start through a week before the event start
date. The value of the activities a week before the event start date and earlier have more meaning
to the status of the earned value of the event and variances in what is planned and what produced
will have more of an effect than including the activities that run through the event.
Recommendations
Recommendations are from a general analysis of the project, Girls in Tech perspective
and goals; and what AT&T publically has announced as their hackathon goals and what they
have made know to Girls in Tech as of this date. The joint venture is an excellent way to spread
the risk throughout the project. However, “parties who enter into joint ventures without knowing
and fully understanding the implications of their actions, would certainly encounter later
problems.” (Norwood & Mansfield, 1999, p. 89) I recommend that it be formalized and the
requirements of each team be specifically outlined as soon as possible so that the project can
commence. There is risk of misunderstanding if this is not done prior to starting of the project
that can lead to stakeholder dissatisfaction. This could impede future projects of this kind or even
stop the project before completion. If the project is started and announced then canceled, it could
lead to additional stakeholder unhappiness, via the attendees, who may lose money for their
travel expenses and bad public relations for AT&T or Girls in Tech.
Once the joint venture is solidified, the scope should be edited to include a budget and a
more detailed outline of all other sections of the scope. Currently, a large amount of scope creep
is expected in this project. It can be managed by including the expertise of AT&T in the final
scope document as well as implementing a change process that considers the priority matrix and
will it help the end goal of the project and increase the three main stakeholder’s satisfaction with

the project. The production stakeholders need to realize that, “the larger the scale of an event
project the more likely the scope creep and higher the price tag of the event.” (Jennings, 2012)
Even though cost will be enhanced to improve the project, it is not an unlimited resource.
To get an accurate estimate prior to the commencement of work, AT&T and Girls in
Tech need to average the other hackathon events that AT&T has completed in Las Vegas,
Nevada in order to mitigate the risk of using an analogous estimate that is not as accurate. In
addition, expert consultation of the risk management plan needs to be done in order to ensure
that it is as inclusive as possible. Research shows that events of this type need at least three
months planning and execution time. Currently the time allotted for this event has gone down to
2.5 months and it is during major holiday season. Leading to less time for the project to me
worked on and the volunteers will need to dedicate more structured time to complete activities or
decrease the scope of the design-a-thon.

Appendix 1
References
Amsterdam Hackathon 2013/Budget - MediaWiki. (2014, July 28). Retrieved October 3, 2014,
from https://www.mediawiki.org/wiki/Amsterdam_Hackathon_2013/Budget
Chou, J., & Tseng, H. (2011). Establishing expert system for prediction based on the project-
oriented data warehouse. Expert Systems With Applications, 38(1), 640–651.
doi:10.1016/j.eswa.2010.07.015
Donn, A. (n.d.). Alex Donn (AT&T Developer Program) - Eventbrite. Retrieved October 3,
2014, from http://www.eventbrite.com/o/alex-donn-atampt-developer-program-
1153839733?s=23092423
Feig, E. J. (2014, August). How to run a hackathon. - RecursiveRobot | E. John Feig. Retrieved
from http://www.recursiverobot.com/post/91272128309/how-to-run-a-hackathon
Feig, E. J. (2014, August). The Story - Hackathon - RecursiveRobot | E. John Feig. Retrieved
from http://www.recursiverobot.com/post/90565633684/the-story-hackathon
Food & Beverage Catering-How to calculate quantities to order. Planning Helper. (2011).
Retrieved from http://www.planninghelper.com/spv-245.aspx
Get Hacking!. (2014). HR Magazine, 59(5), 47-49.
Greiman, V., & Warburton, R. (2014, September 2). Introduction to Projects. Retrieved
September 20, 2014.
Gulrajani, I. (2014, June 23). The Hackathon Budget — Hackers and Hacking — Medium.
Retrieved from https://medium.com/hackers-and-hacking/the-hackathon-budget-
d636b5b2ed6c
HACKMIT - Oct 4-5. (2014). Retrieved October 3, 2014, from https://hackmit.org/

Henry, R. M., McCray, G. E., Purvis, R. L., & Roberts, T. L. (2007). Exploiting organizational
knowledge in developing IS project cost and schedule estimates: An empirical study.
Information & Management, 44(6), 598–612. doi:10.1016/j.im.2007.06.002
Hillson, D., Grimaldi, S., & Rafele, C. (2006). Managing Project Risks Using a Cross Risk
Breakdown Matrix. Risk Management. doi:10.1057/palgrave.rm.8250004
How to Run a Hackathon. (2014). Retrieved from www.socrata.com/open-data-field-guide/how-
to-run-a-hackathon/
Jason's Deli Online Ordering. (n.d.). Retrieved October 5, 2014, from
https://online.jasonsdeli.com/jasonsdeli/web/default.aspx?tab=home
Meetings. (2014). Retrieved October 3, 2014, from http://www.palms.com/business-
groups/meetings
Peachey, B., Evitts, R., & Hill, G. (2007). Project Management for Chemical Engineers.
Education for Chemical Engineers, 2(1), 14-19. doi:10.1205/ece06019
Phillips, M. (2011, August 11). A Cost/Benefit Analysis of the Ripple Hackathon. Retrieved
from http://www.themarkphillips.com/2011/08/09/A-Cost-Benefit-Analysis-of-the-Ruby-
Hackathon.html
Shearman, S., & Barnes, R. (2012). Time to hack your brand. (cover story). Marketing
(00253650), 10-13.
TA Group: A Holding Company. (n.d.). Retrieved from
http://tagroupholdings.com/news_items/23
Tao, E. (201, March 31). Hackathon Planning In Less Than 10 Steps | TechCrunch. Retrieved
from http://techcrunch.com/2012/03/31/hackathon-planning/

Warburton, R., & Kanabar, V. (2013). The Art and Science of Project Management (2nd ed.).
Newport, RI: RW-Press.
Zürich Hackathon 2014/Budget - MediaWiki. (2014, July 28). Retrieved October 3, 2014, from
https://www.mediawiki.org/wiki/Z%C3%BCrich_Hackathon_2014/Budget

Appendix 2
Scope Statement
Objective:
To organize a Design-a-Thon to encourage women to participate product and solution design in
January.
Justification:
To further Girls in Tech’s mission of inspiring and leading women in being entrepreneurial and
innovative.
Deliverables and Milestones:
DELIVERABLE OR MILESTONE DATE DUE
COST ESTIMATE September 22, 2014
MARKETING PLAN September 29, 2014
MARKETING PLAN EXECUTION
On Going from September 29, 2014 - January 7,
2015
SPEAKER CONFIRMATIONS October 27, 2014
EVENT EQUIPMENT LIST November 3, 2014
EVENT PLANS AND LOGISTICS November 10, 2014
EVENT MENU November 24, 2014
VOLUNTEER AND SPEAKER BAG December 8, 2014
PARTICIPANT BAG December 15, 2014
FINAL PREPARATION AND COUNT FOR
EVENT
December 22 ,2014
DAY 1 January 2, 2015
POST EVENT SURVEY January 7, 2015
Specification:

Theme: Designing a Better Tomorrow – Teams of about 10 participants are to identify a problem
in their community that needs a solution and then design a product/solution to solve that problem
Location: Palms Las Vegas Resort and Convention Center
Event Dates: Friday January 2 - Sunday January 4, 2015
Category Requirement Stakeholder
Product Registration Packet GiT
Planning
Keynote Speakers –
At least 2
GiT
Planning
Event Schedule and
Logistics Plan
GiT
Food
Kickoff Event
Food and Beverage
GiT
Food
Saturday & Sunday
Breakfast, Lunch,
Dinner and Snacks
Food and Beverage
GiT
Planning
Breakout Speakers –
At least 6
GiT
Event Management Volunteers GiT
Planning Experts GiT
Planning Judges GiT
Product Post Event Survey GiT
Planning Marketing and PR Christina/Melissa
Product Prizes GiT
Planning
Breakout Session
Entertainment
GiT
Planning Event Equipment GiT & Palms
Planning
TED talk Video
Curation
GiT
Funding Preliminary Funding AT&T & GiT
Funding Additional Funding GiT
Product Event Shirts Amber
Product Participant Swag Bag GiT
Product
Speaker and Volunteer
thank you bags
GiT

Risks:
Alcohol consumption by underage attendees
Equipment and supplies may not arrive on time.
People may become extremely tired or sick over long days
Limits and Exclusions:
The location will have requirements for use of the venue.
Constraints:
Schedule: Event must occur the weekend of January 2, 2015
The Palms Resort and Casino must provide food, beverage and most of the A/V equipment
SCOPE SCHEDULE COST
CONSTRAIN X
ENHANCE X
ACCEPT X
Assumptions:
AT&T to Supply: Location, food and drinks, paper/pens, markers/whiteboards,
posterboard/paint, Wi-Fi, prototyping equipment (5 3D printers for teams to print out their
designs for final presentations, and/or a “trial” version of Sketchup/Solidworks/etc so they can
present the framework of a design), funds needed for speakers equipment and other
entertainment.
Attendant to Supply: Laptop
Girls in Tech to Supply: Event Management and Volunteers

Technical Requirements:
All dietary restrictions must be accommodated and 50% of food and beverage offerings must be
healthy
Review of Deliverables:
Monthly Girls in Tech Meetings, Meetings with AT&T as needed

Appendix 4
Work Breakdown Structure
0. Design-a-thon
1. Do Project Management
2. Do Event Management
2.1 Manage Day 1
1. Perform Registration
2. Serve Dinner
3. Do Welcome
4. Make Teams
2.2 Manage Day 2
2.2.1. Serve Meals
2.2.2. Do Breakouts
2.2.3. Facilitate teams
2.3 Manage Day 3
2.3.1. Serve Meals
2.3.2. Do Breakouts
2.3.3. Facilitate teams
2.3.4. Facilitate Judging
2.3.5. Present winners and closing
2.4 Direct Event Setup
2.4.1. Get Pre Event Count
2.4.2. Direct Volunteers and Venue Staff for Event Setup

2.5 Do Event Closing Activities
2.5.1. Get Final Event Count
2.5.2. Send Event Survey
2.5.3. Direct Volunteers for Cleanup and collection of GiT
belongings
2.5.4. Get Feedback from Event Donors and Volunteers
3. Plan Event
3.1 Develop Cost Estimate
1. Give AT&T Cost
2. Determine if Additional funding is needed
3.2 Plan Menus – Breakfast, lunch, dinner and snacks for Saturday and
Sunday, Kickoff event dinner
3.2.1. Sign Contracts with Palms and AT&T
3.2.2. Develop plan for service alcohol during event kickoff and
closing event
3.3 Plan Equipment List
3.3.1. Separate Palms Equipment List
3.3.2. Find items required not available at the Palms
3.4 Set up Event and Logistics Plan
3.4.1. Get volunteers
3.5 Plan Activities
3.5.1. Select Speakers
a. Give Breakout Speakers Session time

b. Give Opening Speakers Event time
c. Give Closing Speakers Event time
3.5.2. Select Judges
3.5.2.1. Give Judges Event time
3.5.3. Select Breakout activities
3.5.4. Select ongoing event activities
3.5.4.1. TEDtalk curation
3.5.5. Select Experts
4. Do Marketing
4.1 Set up Social Media
4.2 Contact CES to be listed in events
4.3 Do Press Release
4.4 Do Online Promotion
1. Set up Event website
4.5 Do Networking Promotion
5. Arrange Event
5.1 Make Bags
1. Have Shirts Made
2. Get donated items for bags
5.2 Make Registration Packet
5.3 Create Post Event Survey
5.4 Organize Prizes
5.4.1. Get Donated prizes from vendors

5.4.2. Write prize letter for Prizes
5.4.3. Put together prize packets

Appendix 5
Preliminary Network Diagram

Appendix 6
Preliminary Network Diagram List
Activity Description Predecessor Duration (Hours)
A Manage Day 1 E 5
A1 Do Registration A 2
A2 Serve Dinner A 1
A3 Do Welcome A 1
A4 Make Teams A 1
B Manage Day 2 A1, A2, A3, A4 16
B1 Serve Meals B 4
B2 Do Breakouts B 3.5
B3 Facilitate teams B 8.5
C Manage Day 3 B1, B2, B3 14
C1 Serve Meals C 4
C2 Do Breakouts C 1
C3 Facilitate teams C 7
C4 Facilitate Judging C 1
C5 Present winners and
closing
C 1
D Get Pre Event Count S 1
E Direct Volunteers and
Venue Staff for Event
Setup
2
F Get Final Event
Count
C1, C2, C3, C4, C5 1
G Send Event Survey H 1
H Direct Volunteers for
Cleanup and
collection of GiT
belongings
F 1
I Get Feedback from
Event Donors and
Volunteers
H 2
J Develop Cost
Estimate
NONE 2
K Give AT&T Cost J 1
L Determine if
Additional funding is
needed
K 1
M Plan Menus –
Breakfast, lunch,
dinner and snacks for
Saturday and Sunday,
Kickoff event dinner
N 2
N Sign Contracts with
Palms and AT&T
K 1

O Develop plan for
service alcohol during
event kickoff and
closing event
N 1
P Plan Equipment List N, U, AA, BB 2
Q Give list to the Palms P 1
R Find items required
no available at the
Palms
Q 4
S Set up Event and
Logistics Plan
R, Y, DD 8
T Get volunteers S 8
U Select Speakers NONE 16
V Give Breakout
Speakers Session time
S .5
W Give Opening
Speakers Event time
S .5
X Give Closing Speakers
Event time
S .5
Y Select Judges NONE 8
Z Give Judges Event
time
S .5
AA Select Breakout
activities
L 2
BB Select ongoing event
activities
L 1
CC TEDtalk curation L 8
DD Select Experts NONE 16
EE Make Bags HH, FF 13
FF Have Shirts Made L 4
HH Get donated items for
bags
L 8
II Make Registration
Packet
K 3
JJ Create Post Event
Survey
NONE 2
KK Get Donated prizes
from vendors
L 8
LL Write prize letter for
Prizes
KK 1
MM Put together prize
packets
LL 1
NN Set up Social Media L 8
OO Contact CES to be
listed in events
L 8
PP Do Press Release L 4
QQ Do Online Promotion L 8
RR Set up Event website L 2
SS Do Networking
Promotion
L 36

Appendix 7
Macro Estimate
Method Used: Analogous
Pre-I/O Google Glass Hackathon – 24 Hour Event
Number of
Participants
Food & Bev Costs Equipment Costs Total Event Cost
91 $1037.90 $3507.65 $9500.00
F&B per Person: 11.41 Equipment per Person: $38.55 Event per Person: $104.40
F&B PP/PH: 0.13 Equipment PP/PH: $1.61 Event PP/PH: $4.35
HackMIT – 24 Hour Event
Number of
Participants
1050 $40,000.00 $27,000.00 $250,000.00
F&B per Person: $38.10
F&B PP/PH: $1.59
Equipment per Person: $25.71
Equipment PP/PH: $1.07
Event per Person: $238.10
Event PP/PH: $9.92
Zürich Hackathon 2014 – 46 Hour Event
Number of
Participants
208 $33,195.66 $830.80 $46,441.63
F&B per Person: $159.59
F&B PP/PH: $3.47
Equipment per Person: $3.99
Equipment PP/PH: $0.09
Event per Person: $223.28
Event PP/PH: $4.85
Amsterdam Hackathon 2013 -30 Hour Event
Number of
Participants
149 € 20,055.00 € 242,48 €41,324.13
F&B per Person: €134.60 / $168.45
Equipment per Person: €1.62 / $2.03
Event per Person: €277.34 / $347.09
F&B PP/PH: $5.62
Equipment PP/PH: 0.07
Event PP/PH: $11.57

Girls in Tech Design-a-Thon MS 27
Average Food and Beverage Cost per Person per Hour: $2.70
Average Equipment per Person per Hour: $0.71
Average Event per Person per Hour: $7.67
GiT Design-a-thon Hours Estimate – 24
GiT Design-a-thon Participant Estimate – 200
Multiplier – 1.5
Equipment Multiplier -
F&B = p * h* $2.70(m) $19,440.00 Food and Beverage
E = p * h * $0.71(m) $5,112.00 Equipment
D = p * h * $7.67(m) $55,224.00 Design-a-thon

Appendix 8
Micro Estimate
Work Package Estimate Project Title
GiT Design-a-Thon
Work Package Title WBS Code
Separate Palms Equipment List 3.3.1
Deliverable Description of Work:
Equipment List
Select Equiptment needed from the
Palms
Activity/Cost
Item
Resource
Duration
(days)
Labor
(hrs)
Rate Units
Unit
Cost
Total
Menu Planning
& Consultation
Volunteer 2.00 2.00 $0.00 $0.00
TV Equiptment 3.00 1.00 $425.00 $1,275.00
Wireless
Microphone
Equiptment 3.00 1.00 $185.00 $555.00
Printer Equiptment 2.00 1.00 $175.00 $350.00
Laser Pointer Equiptment 1.00 1.00 $55.00 $55.00
Slide Advacer Equiptment 3.00 1.00 $55.00 $165.00
Easel for
Signage
Equiptment 3.00 3.00 $20.00 $180.00
Powerstrips Equiptment 2.00 45.00 $30.00 $2,700.00
Draping Equiptment 4.00 $190.00 $760.00
Labor 2.00 1.00 $83.00 $166.00
Fee 21.00% $1,268.40
Total Cost $7,474.40

Work Package Estimate
Project Title
GiT Design-a-Thon
Work Package Title WBS Code
Plan Menus 3.2
Deliverable Description of Work:
Event Menus & Pricing Select menus for all meal
Activity/Cost
Item
Resource
Duration
(days)
Labor
(hrs)
Rate Units
Unit
Cost
Total
Menu Planning
& Consultation
Volunteer 2.00 2.00 $0.00 $0.00
Opening
Reception
F&B 1.00 200.00 $70.00 $14,000.00
Breakfast F&B 2.00 200.00 $26.00 $10,400.00
Lunch F&B 2.00 200.00 $36.00 $14,400.00
Dinner F&B 1.00 200.00 $65.00 $13,000.00
Snack F&B 2.00 200.00 $15.00 $6,000.00
Snack F&B 2.00 200.00 $20.00 $8,000.00
Closing
Reception Food
Displays
F&B 1.00 3.00 $2,400.00 $7,200.00
Closing
Reception
Beverage
F&B 1.00 2.00 250.00 $10.00 $5,000.00
Closing
Reception
Bartender
F&B 1.00 4.00 $175.00 $700.00
Coffee F&B 2.00 22.00 $66.00 $2,904.00
Energy Drinks F&B 2.00 200.00 $7.00 $2,800.00
Water F&B 2.00 400.00 $5.00 $4,000.00
Whole Fruit F&B 2.00 16.00 $42.00 $1,344.00
Chips F&B 2.00 200.00 $3.50 $1,400.00
Tax 8.10% $7,382.99
Service fee 21.00% $19,141.08
Total Cost $117,672.07

Appendix 9
Risk Management Plan
Risk Response
Pull back of budget from AT&T Obtain clearly defined budget in joint venture
agreement.
Dropping of sponsorship by AT&T Have joint venture agreement include a
penalty for dropping sponsorship after public
announcement and only us AT&T as
guarantees for contracts
Small participant count Frequently communicate with venue the
participant count to ensure space is not over
allocated or event space can be combined
with space of AT&T concurrent hack-a-thon
Lack of volunteers Enlist Girls in Tech family and friends, and
AT&T staff to assist with event facilitation
Travel delays of judges or presenters Create a plan of secondary people that can be
obtained at last minute and activities that can
be run by volunteers
Inability of venue to provide healthy food
options
Communicate with venue to ensure options
can be obtained, if not ask for allowances to
bring in outside food.
Girls in Tech volunteers unable to complete
planning and preparation tasks by deadlines
Have regular team meetings and
communications to the status of activities
Pull out of prize sponsors Do not announce specifics of prizes without
written confirmation of prize sponsor
Not enough food provided Work with venue to prepare for last minute
additions and estimate food needs based on
previous similar events held at the venue
Event equipment not set up on time Consult and communicate with equipment
vendor and venue to ensure equipment is set
up a day prior to event starting.
Weak Wi-Fi Request Wi-Fi extenders and have access to
additional should they be needed
Unsecure Wi-Fi Recommend participants using Wi-Fi take
proper person security methods on their
devices
Delay of “product” for gift bags Have “product” sent one month prior to event.
Lack of response from post event survey Require feedback during event prior to
awards ceremony
Not enough product for gift bags Do not announce participant gift bags, and
use what has been obtained for surprise prizes
Participant or Volunteer becomes ill during
event
Make sure all volunteers and staff have
emergency contact card.

Venue not prepared for number of
participants
Frequently communicate with venue the
participant count to ensure space is properly
allocated and put a limit on the number
participants
Schedule too tight to complete tasks needed to
properly manage event
Removal of deliverables to lower time needed
to complete planning.
Lack of communication between Girls in
Tech and AT&T
Schedule bi-weekly calls and regular email
with AT&T and Girls in Tech for status
reviews and rapid request for assistance when
needed

Appendix 10
Final Network Task List
Task
Number
Task Name Duration Start Finish Predecessors
23
Develop Cost
Estimate
2 hrs
Wed
10/15/14
Wed
10/15/14
24
Give AT&T Cost 1 hr
Wed
10/15/14
Wed
10/15/14
23
25
Determine if
Additional funding is
needed
1 hr
Wed
10/15/14
Wed
10/15/14
24
27
Sign Contracts with
Palms and AT&T
1 hr
Wed
10/15/14
Wed
10/15/14
24
52
Set up Social Media 32 hrs
Wed
10/15/14
Thu
10/16/14
25
56
Set up Event website 2 hrs
Wed
10/15/14
Wed
10/15/14
25
40
Select Breakout
activities
2 hrs
Wed
10/15/14
Wed
10/15/14
25
38
Select Judges 8 hrs
Thu
10/16/14
Thu
10/16/14
53
Contact CES to be
listed in events
16 hrs
Thu
10/16/14
Fri
10/17/14
25
34
Select Speakers 16 hrs
Fri
10/17/14
Mon
10/20/14
54
Do Press Release 4 hrs
Fri
10/17/14
Fri
10/17/14
25
28
Develop plan for
service alcohol
during event kickoff
and closing event
1 hr
Mon
10/20/14
Mon
10/20/14
27
43
Select Experts 16 hrs
Mon
10/20/14
Tue
10/21/14
55
Do Online Promotion 32 hrs
Mon
10/20/14
Tue
10/21/14
25
57
Do Networking
Promotion
36 hrs?
Tue
10/21/14
Wed
10/22/14
25
26
Plan Menus –
Breakfast, lunch,
dinner and snacks for
Saturday and
Sunday, Kickoff event
dinner
2 hrs
Wed
10/22/14
Wed
10/22/14
27

41
Select ongoing event
activities
1 hr
Thu
10/23/14
Thu
10/23/14
25
29
Plan Equipment List 2 hrs
Fri
10/24/14
Fri
10/24/14
27,34,40,41
30
Give list to the Palms 1 hr
Fri
10/24/14
Fri
10/24/14
29
31
Find items required
no available at the
Palms
4 hrs
Fri
10/24/14
Fri
10/24/14
30
32
Set up Event and
Logistics Plan
8 hrs
Fri
10/24/14
Mon
10/27/14
31,38,43
35
Give Breakout
Speakers Session
time
0.5 hrs
Mon
10/27/14
Mon
10/27/14
32
36
Give Opening
Speakers Event time
0.5 hrs
Mon
10/27/14
Mon
10/27/14
32
37
Give Closing
Speakers Event time
0.5 hrs
Mon
10/27/14
Mon
10/27/14
32
39
Give Judges Event
time
0.5 hrs
Mon
10/27/14
Mon
10/27/14
32
33
Get volunteers 8 hrs
Mon
11/3/14
Mon
11/3/14
32
45
Have Shirts Made 4 hrs
Mon
11/17/14
Mon
11/17/14
25
46
Get donated items
for bags
8 hrs
Tue
11/18/14
Tue
11/18/14
25
42
TEDtalk curation 8 hrs
Tue
12/2/14
Tue
12/2/14
25
49
Get Donated prizes
from vendors
8 hrs
Wed
12/10/14
Wed
12/10/14
25
50
Write prize letter for
Prizes
1 hr
Thu
12/11/14
Thu
12/11/14
49
44
Make Bags 13 hrs
Mon
12/15/14
Tue
12/16/14
46,45
47
Make Registration
Packet
3 hrs
Wed
12/17/14
Wed
12/17/14
24
51
Put together prize
packets
1 hr
Thu
12/18/14
Thu
12/18/14
50
48
Create Post Event
Survey
2 hrs
Fri
12/19/14
Fri
12/19/14
17
Get Pre Event Count 8 hrs
Fri
12/26/14
Fri
12/26/14
32

1
Day 1 0.8 days
Fri
1/2/15
Fri 1/2/15
36,39,35,28,37,26,48,47,51,44,
57,55,53,52,54,42,56,33,17
2
Direct Volunteers
and Venue Staff for
Event Setup
2 hrs
Fri
1/2/15
Fri 1/2/15 1FS-8 hrs
3
Perform Registration 4 hrs
Fri
1/2/15
Fri 1/2/15 2
4
Serve Dinner 1 hr
Fri
1/2/15
Fri 1/2/15 3
5
Present Welcome 1 hr
Fri
1/2/15
Fri 1/2/15 4
6
Make Teams 1 hr
Fri
1/2/15
Fri 1/2/15 5
7
Day 2 0.8 days
Sat
1/3/15
Sat 1/3/15 6
8
Serve Meals 4 hrs
Sat
1/3/15
Sat 1/3/15 7FS-8 hrs
9
Do Breakouts 3.5 hrs
Sat
1/3/15
10
Facilitate teams 8 hrs
Sat
1/3/15
11
Day 3 0.8 days
Sun
1/4/15
Sun
1/4/15
8,9,10
12
Serve Meals 4 hrs
Sun
1/4/15
Sun
1/4/15
11FS-8 hrs
13
Do Breakouts 1 hr
Sun
1/4/15
Sun
1/4/15
11FS-8 hrs
14
Facilitate teams 7 hrs
Sun
1/4/15
Sun
1/4/15
11FS-8 hrs
15
Facilitate Judging 1 hr
Sun
1/4/15
Sun
1/4/15
14,12,13
16
Present winners and
closing
1 hr
Sun
1/4/15
Sun
1/4/15
15
18
Get Final Event
Count
1 hr
Sun
1/4/15
Sun
1/4/15
16
21
Direct Volunteers for
Cleanup and
collection of GiT
belongings
1 hr
Sun
1/4/15
Sun
1/4/15
18
19
Send Event Survey 1 hr
Mon
1/5/15
Mon
1/5/15
21
22
Get Feedback from
Event Donors and
Volunteers
2 hrs
Mon
1/5/15
Mon
1/5/15
21
20
Event Review
Meeting
2 hrs
Sun
1/18/15
Sun
1/18/15
19,22

Appendix 11
Final Network Diagram
See Attachment

Project Management Final Project

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