The project aimed to raise awareness and funds for the Cork Samaritans through various events over 12 weeks. Key events included a colour run on UCC campus, a collection at Kent train station, and a raffle. An online campaign was also created to promote awareness. Project management processes like planning, execution, monitoring and control were used. The colour run was the main event, and permission was obtained to hold it during Mental Health Awareness Week. In total, over €2,000 was raised to support the important work of the Cork Samaritans.

1. Project Management
The dual objective of raising awareness and funds for Cork
Samaritans.
Dr. Lawrence Dooley.
Table of Contents
Executive Summary 3
Section 1: Project Description 4
Project Objectives 4
Project Background 4

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Kent Railway Station Collection 5
Raffle 6
Colour Run 8
Online Campaign 9
Section 2: Project Management Processes 11
Initiation 11
Inputs to Initiation 11
Outputs of Initiation 14
Planning 16
Scope Planning 16
Stakeholders 16
Project Plan 20
Resource Planning/ Cost Estimation 21
Work Breakdown 23
Project Schedule 24
Project Quality Planning 26
Risk Management Planning 27
Execution 29
Inputs of Project Execution 31
Tools and Techniques 32
Outputs of Project Execution 32
Monitor and Control 33
Integrated Change Control 33
Scope Verification 34
Scope Change Control 34
Schedule Control 35
Cost Control 35
Quality Control 36
Performance Reporting 36
Risk Monitoring and Control 37
Closing 38
Phase Scenarios 38
Categories of Activities 38
Learning 40
Bibliography 43
Appendices 44
Executive Summary
This project was undertaken with the dual objective of raising funds and raising awareness
for the Cork based NGO, Samaritan's. The time frame of the project was 12 weeks and the
scope of the project covered three main fundraising events; a colour run through UCC

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campus, a bucket collection at Kent train station and a raffle. As well as these events, an
online campaign was executed in order to increase awareness of the NGO. With a budget of
€120, the project group managed to raise €2,037.86 through various endeavours.
Key project management processes were used throughout the project which facilitated the
development of management skills within the project team. Essential skills such as
teamwork, communication, negotiation and problem solving were cultivated throughout the
length of the project.
Section One: Project Description
Project Objectives
● Raise the overall awareness of the Cork Samaritans through a number of schemes
involving both digital campaigns and personal promotions whereby both the critical
support offered and the contact details of the Cork Samaritans are delivered to the
public.
● Raise profits for the Cork Samaritans through a number of feasible yet effective fund-
raising events and operations.
ProjectBackground
Introduction
In order to arrange the project team, a Facebook group page was created with all team members
and an initial meeting was set. At this meeting, members introduced themselves and a team
leader was elected. Following this appointment, the team leader delegated the following roles

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to each team member: communication officers, social media officers, secretary, treasurer and
event planners. Once all roles were appointed and each member understood what their role
involved, the project team collectively agreed to meet weekly from 1pm to 3pm on Mondays
to generate ideas, discuss and manage progress and address any issues or conflict. During these
meetings, decisions were made on the main fundraising and awareness raising initiatives. These
schemes involved a colour run event to promote both funds and awareness, a raffle to raise
much needed profits, an online campaign targeted at raising awareness and promoting our
events and lastly, collection days at Kent Railway Station and on University College Cork
campus during both the colour run event and mental health week. Below is a detailed
description of the events and initiatives which were carried out:
Kent railway station collection
In order to provide a substantial start to our profit-raising aspect of the project, it was decided
that the most efficient way of achieving this was through collecting money in a public area.
The Cork Samaritan’s had an array of merchandise including collection buckets, t-shirts,
wristbands and stickers that could be utilised for this aspect of our project. Therefore, after
brainstorming a number of potential areas in which profits could be raised, it was decided that
the collection be held at Kent Railway Station. This location was decided based on a number
of factors; firstly, having gone through a series of trial-and-error locations, it was concluded
that alternative locations would not be feasible to conduct the bucket collection. Secondly,
when the issue of deciding on a location was raised with Jonathan, the contact at the Cork
Samaritans, the group was informed of the Samaritans ties with Kent Railway Station and how
it could be a potential area for collection. Following a group discussion, there was a collective
agreement that this would be a prime location, in particular on a Friday evening, based on the
large numbers of people travelling home for the weekend and using the train services at this
time.

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Following a second conversation with Jonathan regarding dates and times, he informed Kent
Railway station of our intentions. Once these requirements were approved by the station
manager, we set in place a schedule for Friday, October 28th. Based on the instructions of the
station manager, no more than three group members could collect at any one time. Therefore,
the devised schedule listed the times of when team members were to be at the station, ensuring
there were enough team members collecting at any given time whilst adhering to the station
manager’s request. Once we had these tasks accomplished, Jonathan was contacted regarding
collection buckets, t-shirts, wristbands, stickers, balloons; in essence, anything associated with
the Samaritans that could be of use to us throughout the day. As this was our first organised
operation we did not have any of these items. Therefore, on Thursday, October 27th, a team
member travelled to the Cork Samaritans’ headquarters and acquired all of these items. This
team member was then allocated to the first time slot in the station for the following day to
ensure that all members were equipped with Cork Samaritans’ attire and stationary. This was
vital for two reasons; firstly, in order for the public to associate our bucket collection with the
Cork Samaritans’ and secondly, to not only involve the profit raising aspect with this event but
to also raise awareness in conjunction with this.
The Cork Samaritans’ contact details were printed on all merchandise so we therefore ensured
these details were visible at all times. Beginning at 13:00 and ending at 20:00, we continuously
had two members stationed at both entrances and one member located inside in the centre of
the station. Furthermore, a Cork Samaritans’ member was with us at all times, overseeing and
aiding us. Following this event, all team members kept their Cork Samaritan’s t-shirts, with
one team member who was scheduled in the final slot taking the buckets and remaining
merchandise for future events.

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Raffle
The raffle was set in place in order to raise and secure profits. This form of fundraising was
chosen on the basis that many group members believed they had connections and abilities to
secure spot prizes. Firstly, it was determined whether we could secure these prizes by pursuing
social connections and contacts to see if the raffle would be a plausible idea. In this pursuit, we
secured two Munster Rugby tickets from Bank of Ireland, a signed Kerry Jersey from one
member’s local G.A.A., a chocolate Christmas hamper from one member’s local Spar and three
restaurant vouchers from the fast food franchise, ‘Rockin Joe’s’. We also liaised in particular
with Bank of Ireland as there were issues surrounding the date of the match on the tickets and
whether the raffle would be completed in time for this date and also to give appropriate notice
to the winner. Due to the upcoming and fast approaching date of the Munster Rugby match,
we were concerned with having enough time to raise as much money as possible. This was
resolved as there was a possibility of changing the match tickets by availing of different ones
which would be available in another branch.
Once it was established that the raffle would be a plausible idea, as a group we decided on
which order the prizes would be given out from first to sixth place. We then discussed on the
best way to sell the tickets. This was a complicated issue as there were thirteen group members
selling tickets; different members were anticipating they could sell different amounts of tickets
and we also did not want to waste our core funds buying raffle tickets we did not need. Upon
discussion in the meeting it was decided that the best option would be to sell tickets via
individual cards. Each member would take down the participant’s name, address, number and
we would then orchestrate the raffle following our new method of collection. We had a target
of selling twenty raffle lines each valued at €5. The raffle cards were typed up, printed and
distributed. Each member sold as many raffle tickets as possible, with some members
surpassing our goal of twenty. Three-hundred and twenty raffle lines were sold in total.

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Following the completion of the raffle draw, the funds were counted. The final total was €880;
making it the most successful individual fundraiser in terms of funds raised.
Colour Run
It was decided that the colour run would be our main event. It would be run on the main campus
of the college. A collection was held on the UCC campus prior to the event in order to firstly
build up an atmosphere to the run itself and secondly raise further funds. Before we were able
to advertise the event we made sure that it was feasible for us to have the event on campus. To
secure this permission, we connected to the college security. Following approval from security,
we could then set in motion our planning of this event. We collectively decided that the colour
run was to be held on the 4th of November in the green area by the Glucksman Art Gallery on
UCC grounds. This date was chosen based on providing adequate time to organise this event
and also to run in conjunction with mental health week. Once the fine details had been
organised, we were then able to advertise and promote the event on Facebook, Twitter and
Instagram alongside posters around campus.
As Dean was the group treasurer and therefore in charge of the funds, he was delegated to
purchase the colour for the run online through Amazon. During the week the colour run was to
take place we ran into some difficulty as it was discovered that the UCC SÁMH society had
arranged to hold a colour run on the same day. Following a group discussion regarding this
setback and after discussion potential solutions, we decided that it would be best for us to run
the event with the society. This was based on the fact that the SÁMH society were a society
related to mental health and also through our promotional campaign, our event had been linked
with this date for too long to make any changes and ultimately risk losing a multitude of
participants. We came to the agreement that as we had organised our event first and we also

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had colour to supply for the run, while the SÁMH society hadn’t located any yet, that we would
receive 85% of the money that would be raised by the event.
On the morning of the day of the event we had our buckets from the Samaritans, which we had
kept from the train station, and located ourselves outside the library to tactically place people
around campus in order to raise maximum profits. We had two people collecting out by the
student centre, two people by the Kane building and three people at the main entrance to the
Boole library. While collecting, we were also promoting the colour run event that was
scheduled for later that day, garnering more participants in the final few hours. Following our
collection on the campus, the colour run was set in motion.. We started the event in the
amphitheatre and as a group, ran to the Glucksman grounds. The group of runners was met at
the bottom of the stairs by members the project team who were scattered around the green,
throwing colour and building an atmosphere. Everyone got involved in throwing the colour
and it was a great success. Due to our links with the Photography Society, a lot of professional
photos were taken which were then shared on social media, helping to raise awareness about
the great fundraising that we were carrying out for the Samaritans.
Online Campaign
With regards to raising awareness, as a group it was felt that due to the substantial growth in
social media usage in contemporary society, the best way to reach a large amount of people
would be by having an awareness campaign online. We debated and brainstormed a number of
ideas, ultimately deciding on creating a banner for our Facebook profile pictures that
incorporated our ‘friend to depend on’ theme. It took quite a bit of planning between us all but
Amy Kearney, who was part of the social media team, was the main designer of this aspect of
the project. The image consisted of two bears that were embracing each other with a green

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banner beneath them with our slogan ‘a friend to depend on’ inscribed on this banner. We
wanted to keep the Samaritan’s values in mind as much as possible throughout this campaign.
By doing this we used the same colour scheme that they had, and utilised the idea of being able
to talk to someone when needed; essentially, depending on them at that moment in time.
Once Amy had completed the image, it was shared on each team member’s social media
account, with a paragraph that was composed to promote awareness about the charity and the
great work that they do for society. This had fairly large online reach with seventy-seven people
changing their photo on Facebook to include our banner. All of the network of friends have
then seen this banner and henceforth, the awareness reached even more people. Following the
online campaign it was also noted by the Cork Samaritan’s that there had been additional
contributions to their text line which was yet another accomplishment of this campaign.

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Section Two: Project Management Processes
Initiation
The Project life cycle generally defines what technical work is done and who should be
involved in each phase. Initiation is the process of formally authorising a new project. This
formal initiation links the project to the ongoing work of the performing organisation
Inputs to initiation
Product description
This documents the characteristics of the product or service that the project was undertaken to
create. In the case of Samaritans, the main product description consisted of raising both
awareness and funds.
Raising awareness is of great importance for the Samaritans in order for it to be common
knowledge that the helpline is free of charge and just a call away. Samaritans value awareness
as important as funds raised. While all of those working in the organisation are volunteers,
funds are still necessary to keep the organisation up and running and therefore also of great
importance.
Product description must be detailed enough to support later project planning. The group
needed a budget to work with and agreed that €10 from each member would be a sufficient
amount and given to Treasurer Dean Murray in order to help purchase the necessary tools for
the project.
In order to raise awareness, an online campaign was to be put forth through means of social
media such as a ‘twibbon’ on a Facebook profile photo. This would be done so by the social
media team; Amy Kearney, Avril Keegan and Jayni Webster who would create the twibbon
online that one could attach to their profile photo featuring two bears with the caption “a friend

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to depend on”, the phrase used by Samaritans to demonstrate that one could depend on them
when in need. The class would attach the twibbon to their photo or change their profile photo
to feature a friend of theirs that they could depend on while featuring a description under the
photo that our project management were raising awareness of the Samaritans and the
Samaritans number that one could text to donate €2.
The project manager, Leigh Bradfield arranged to meet with the Samaritans group and
discussed the options for collecting. It was discovered that the Samaritans had permission to
bucket collect at Kent Train station and so would organise a day of collecting.
For the main fundraising event, a vote was held to decide whether to hold a colour run or a
cyclathon, which would consist of members of the group cycling on campus for the day.
The colour run was voted most popular by the group and was agreed to be the main event for
the project. In order for this event to be put in place permission, powdered colour, sweets and
awareness would have to be obtained.
Permission would be sought by emailing the students union and asking if the colour run could
take place on campus ending in the Glucksman during Mental Health Awareness week. The
project wanted to hold the colour run during this week to draw closer attention to what
Samaritans stand for along with raising funds. It was to be organised that bucket collecting
would be done on the day before the colour run also while tickets would be sold and sweets
handed out.
Strategic Plan

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The strategic plan of the performing organisation is to both raise awareness and funds for
Samaritans by holding a number of events with a budget of €120. The colour run would take
place during mental health awareness week to raise both funds and awareness.
Project Selection Criteria
Merits of the product of the project covering the full range of possible management concerns
(market share, financial return, public perceptions)
With a goal of raising €1500 through use of bucket collecting, the colour run and raffle while
also raising awareness online. Concerns included permission for the colour run to take place,
insurance involved, cost of the powdered colour and numbers for colour run.
Historical Information
Historical information about both the results of previous project selection decisions and
previous project performance should be considered to the extent that it is available. When
initiation involves approval for the next phase of a project, information about the results of
previous phases is often critical.
Project Selection Methods
This involve measuring value or attractiveness to a project owner. Project selection methods
include considering the project criterion and a means to calculate value under uncertainty.
These are known as the decision model and calculation method. Project selection also applies
to alternative ways of doing the project; online campaign picture with teddy or the cyclathon.
When applying the constrained optimization method to bucket collecting at the train station
which involves finding "best available" values of an objective function given a defined domain,
including a variety of different types of objective functions and different types of domains. In

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the case of collecting at the train station, it can be difficult to get a permit to collect at certain
locations and as Samaritans had already had a permit to collect here it was agreed that this
would be the best available option and the Samaritans also applied t-shirts and buckets for
collection.
Expert Judgement
This was taken into account when assessing the inputs in the initiation process. The main
sources were from Head of Samaritans. Our project management team received an insightful
talk from Mary Tobin giving us information on the Samaritans including historical information
how the charity was set up, what they do and advice into what we could to do raise both
awareness and funds.
Outputs from initiation
Project Charter
The project charter consists of a document that formally authorizes a project. This was assigned
and given in class that the Project Management group were given permission to raise both
awareness and funds for the Samaritans in Cork. It provided the project manager with the
authority to apply organizational resources to project activities.
Project Manager Identified/Assigned
At the first meeting Leigh Bradfield volunteered to be project manager and all agreed that she
would be most suitable for the job. This was done so before project execution and planning
took place. Leigh Bradfield then assigned responsibilities to others in the project group.

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Constraints
Constraints limiting the project management team included the €120 budget that the group had
to organize events. Insurance and permits necessary for events and fundraising. Deadlines in
order to plan events and dates to suit the project team so that all could participate.
Assumptions
Project Assumptions are events or circumstances that are expected to occur during the project
life-cycle. We made the assumption that funds and awareness would be raised but we may not
hit our target and certain dates would not suit every group member for events with differing
schedules.
Planning
Scope Planning
Scope planning is the process of progressively elaborating and documenting the project work
that produces the product of the project (PMBOK, 55). On our first collective meeting we

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mapped out the all possible event ideas, locations, dates, and cost budgeting. These factors
were consequently determined by the nature of the organisation. The Samaritans, as a non-
governmental organisation, is a sensitive charity, close to the hearts of the local Cork
community. Thus, their progression, and sheltering from any negative spin-offs, was essential
throughout the planning process. Cost budgeting was a major factor contributing to the
planning of the project, while each individual team member donated €10 to start the funds; we
collectively had €120 to carry out this project. Together, with the cost restrictions, the group
members, and the organisation in mind, we began to plan our project.
On our first collective meeting we decided on a variety of important segments, issues, risks,
and general planning, that would take an essential framework for the duration of the project.
This included the designation of roles amongst group members, identifying possible risks to
the project, allocating and sourcing funds, deciding on a suitable timeframe, and creating a
guiding framework that would facilitate our plan of action over the coming months of the
project. Firstly we identified the project stakeholders.
Stakeholders
‘Project Stakeholders are individuals and organisations that are actively involved in the project,
or whose interests may be positively or negatively affected as a result of project execution or
project completion; they may also exert influence over the project and its results’ (PMBOK,
16).
Stakeholders of a project may be internal or external, while their naming or grouping is
primarily an aide to identifying which individuals and organizations view themselves as
stakeholders. This was crucial to our project, considering that its play within the public sphere
called for extra attention to detail and sensitivity. The following diagram visually represents
the stakeholders which must be considered throughout the report:

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Figure 1 Stakeholder Hierarchy
Keeping these stakeholders in mind we collectively determined their individual and collective
requirements, which informed our management on those requirements, thus ensuring a
successful project (PMBOK, 16).
The Samaritans
Projects are typically part of an organisation larger than the project itself (PMBOK, 18). As a
Non-Governmental Organisation, the managing and facilitation of the Samaritans was a critical
objective for this project, given that any negativity surrounding the NGO or its presence in
Cork City would have critical implications on their progression as a recognised charity. Thus,
their management was an essential and pivotal agreement amongst our group, while the
planning of events and the sensitivity of online social media presence was carefully taken into
account in order to promote the charity in the best possible public light, while staying true and

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sensitive to their core values as an organisation. This involved restricting our events to suit the
charitable organisation, i.e. no alcohol-associated activates or events.
Project Manager
A project manager is the ‘individual responsible for managing the project’ (PMBOK, 16). This
involves ensuring group members are up to speed on changing circumstances, plans, or general
happenings. Designating our project manager-Leigh- we collectively agreed that she would
facilitate the best possible outcome for the project. As project manager Leigh directly liaised
with the Samaritans, our NGO, insuring the collective agreement on each individual event or
project update. This involved the full and immersive understanding of our NGO’s values and
public representation.
Group Members
Group members were one of the key stakeholders in this project, considering they are
performing the work (PMBOK, 16). Playing a vital and constructive role, group members were
designated particular tasks throughout the project weeks, while they fundamentally represented
the NGO and were thus responsible for any positive or negative attributions within the internal
and external happenings of the project. Dividing the group up into various roles insured
constant co-ordination and control over project happenings. Roles included project manager,
communication, social media, finance officer, secretary, ordinary committee members (OCM),
and videographer. Some stakeholders hold expectations that may differ to other stakeholders,
leading to conflict. Thus, the designating of roles create sub-project managers in essence,
allowing for different segments within the group. This corresponds to risk management.
University College Cork (UCC)
As students of UCC, it was important to uphold the reputation of the college, as any negative
associations with the project, or project members, would impact the status of the university

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negatively. This included sensitive events or promotions on site. Outlining such sensitivities at
the initial stages of the project ensured both time and risk management from the outset.
Dr. Lawrence Dooley, DFD consulting
As our lecturer, Lawrence, played a key role in the project considering his role as mentor, and
facilitator, while fundamentally he held a position power regarding our grade. This was
considered throughout the planning of the project.
General Public
The general public plays an important role in the project, considering their reception, safety,
and awareness is crucial to a project’s success. Without the general public we would not reach
our goals for this project. Members of the public also act as project sponsors, providing
financial resources, in cash or kind, for the project (PMBOK, 16).
Project Plan
From the outset we hoped to raise awareness for the charity; both online and offline, while
generating large profits to contribute to its progression as Cork’s only 100% voluntary listening
organisation. We aimed to create a fun and respectable event located in University College
Cork by hosting a three-legged colour run on the Glucksman grounds. This was to be our main
event given the costs associated with supplying colour for the run itself. The planning of the
event was filled with possible risks, while ensuring its success was crucial to our project.
Event
The colour run was to take place on the 3rd November at 12pm in the Glucksman grounds of
UCC. The date November 3rd was decided on with regard to mental health week in UCC,

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responding to both organisations (Samaritans and UCC) values. To ensure the success of the
event we put a plan of action in place, regarding the date and time of the event, the location,
the cost associated, security, and the generation of awareness. Dean Murray, the Treasurer,
organised the cost associated with the event, while he ordered the colour powder for the run.
Contacting the Glucksman, as well as UCC security was an essential process in the planning
of the event. Time was given to generate online awareness through social media networks such
as Facebook. Here a ‘twibbon’ campaign was developed with the logo of two bears supporting
each other- a case sensitive design for the charity. This was to be kicked off at the second last
week of October to allow enough time to generate awareness of the event. On site collecting
and awareness was to further promote the event, while this was to take place on the day of the
event. Collecting around UCC also required further permission and incentives (sweets). At this
stage in the project the only threatening risks found was the weather (if raining colour would
run), cost, number of participants, and graduations (clashing dates).
Resource Planning/ Cost Estimation
Resource Pool Description
There were 13 members in our group each with different strengths. Each member was eager to
offer their free time to ensure the project was successful. Each member offered to use their
social media accounts and personal network to help promote possible events and raise
awareness for the Cork Samaritans. Some members had previous experience in holding events
for charity. Members were encouraged to share and contact personal connections to acquire
necessary resources and seek donations. The Cork Samaritans were eager to help in any way,
offering insight into what events worked previously, the service of their outreach team and
supplying of merchandise.

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Time/Cost Estimation
Our budget was limited to €120. We toyed with the idea of holding one big event but ultimately
felt a series of small events would better help us fulfil our objectives. We agreed to have our
events completed by mid-November at the latest to allow enough time to write our report and
edit our presentation video by 2/12/16.
It was clear initially that the Colour Run event would be our largest expense. The main
difficulty was the sourcing of colour powder. From conducting research, we were left with two
options; make the colour powder ourselves or buy it premade online. Our Treasurer
investigated the time/cost of doing one or the other. Making the colour powder ourselves would
involve mixing water with cornstarch and food colouring, baking it ensuring it was dry and
blending it fine. Generally, it would take 2 days to complete one batch, assuming we did not
make a mistake. Through online research we found a reputable seller of colour powder on
Ebay.ie who would provide 48 x 250g bags in varying colours. This was the more expensive
option.

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Work Breakdown Structure
Member Role Function
Leigh Bradfield Team Leader Management
Cathal O’Donnell Secretary Administrative
Dean Murray Treasurer Administrative
Amy Kearney Social Media Team Design/Promotional
Kate Barry Social Media Team Design/Promotional
Jayni Webster Social Media Team Design/Promotional
Orlaith Morris Communications Coordination & Liaison
Danielle Walsh Communications Coordination
Avril Keegan Communications Coordination
Amy O'Sullivan Long Events Logistical

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Jess Enright Events Logistical
Brian Devane Events Logistical
Cillian Byrne Events Logistical
Project Schedule
Activity Est. Completion date
Group Formation/Brainstorming 19/9/16
Feasibility Research 3/10/16
Decision on events 10/10/16
Resource gathering 17/10/16
Completion of events 5/11/16
Writing and Editing of Report/Editing Video 30/11/16
Project closure 2/12/16
Expert Judgement
We were advised, following a meeting with Cork Samaritans chairperson, Jonathan, that
collecting at Kent train station would be a beneficial event to hold due to Cork Samaritans’

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past successes at that location. We planned to collect for two consecutive Fridays, 21st and the
28th of October.
Alternative identification methods
Through personal connections and engagement of lateral thinking we would able to acquire the
majority of resources easily and without incurring impact on our budget. Having presented to
the group the options regarding the colour powder, it was deemed buying the premade colour
powder online was the more logical thing to do as it incurred less time which would allow
members to focus on the execution of the events planned.
Resource requirements/Cost
Resource Cost
Colour Powder See budget – Ebay.ie
Raffle Cards Free – Made ourselves and printed through
personal connection
Sweets (To give out at Colour Run) See budget – Musgrave Marketplace
Cash box Free – preowned member item
Kent Station Collection Location Free – Connection with Cork Samaritans
Glucksman Grounds Colour Run Location Free – through being UCC Students
Raffle Prize 1: Munster Tickets Free - Member secured donation
Raffle Prize 2: Signed Kerry Jersey Free - Member secured donation

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Raffle Prize 3: Chocolate Hamper Free - Member secured donation
Raffle Prize 4: 3 x Rockin’ Joes’ Voucher Free - Member secured donation
Samaritans Merchandise Free – from Cork Samaritans
String for Three Legged Colour Run Free – recycling old preowned bed sheets
ProjectQuality Planning
Quality Policy
As our objectives were to both raise funds for the Cork Samaritans and create awareness it was
deemed that the quality of our project would rely on three factors; (1) the amount raised, (2)
the novelty of our event, and (3) creating awareness online.
Benchmarking
Utilising members’ previous experience, many different events were highlighted; a colour run,
cycleathon, bake sale, raffle, flash mob, bag packing. The decision of which event to go through
with was the most difficult aspect of the project as many members were focused on innovation
rather than implementation. The main events warranting further research were the bag packing,
raffle colour run and cyclathon.
Due to member’s ability to secure valuable prizes, a raffle was deemed a suitable method for
fund raising.
A ‘selfie’ sharing campaign, similar to the #NoMakeUpSelfie campaign for Cancer Research
UK was deemed to be the best way of creating awareness.
Techniques Cost/Benefit Analysis

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From conducting further research bag packing was eliminated as a possible option. Though it
would have raised a substantial amount of money it was not possible to get a place within Cork
city. Some supermarkets had a year-long waiting list. The final decision came down to
conducting a cost/benefit analysis on whether the Cyclathon or Colour Run would be more
successful. It was deemed that while the cyclathon would be the relatively easier event to run
it was not as a novel as holding a Three Legged Colour Run.
Quality Management Plan Outputs
● Our project would be deemed a success if we were able to raise €1,500 or more
● Due to its novelty the colour run was chosen as our main event with the raffle
considered a secondary event
● The ‘selfie’ sharing #FriendToDependOn campaign was deemed the most beneficial
form of creating online awareness
Risk Management Planning
When planning a large scale project, one must allow for risk management planning and risk
response planning. Project risks take multiple forms, while some may be crucial to the projects
succession, others may be merely unwanted obstacles. While we did not assign any one person,
or a collective, to undertake risk management as a full time commitment, we did however hold
weekly meetings which assessed possible risks. At these meetings all expected and possible
obstacles were communicated amongst the team, in order to prepare a risk management, and
risk response plan. We identified the following areas as most likely for risk: event (weather),
cost (would we go over budget), stakeholders (involvement), organisation (values), and time
(lacking).
Risk Response Planning

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Risk response planning is the process of developing options and determining actions to enhance
opportunities and reduce threats to the project’s objectives (PMBOK, 140). A few days prior
to our main event; the colour run, we encountered a problem no one had anticipated: the
overlapping of events. While colour runs are general not as popular as other events such as
cake sales, we did not consider the possibility of another UCC colour run happening on the
same day. The SÁMH society was hosting a colour run on the 3rd November at 2pm, just two
hours following our own. While the SÁMH society generally had a larger following, we knew
that our event would not be as successful. Here we developed a risk response plan to approach
the head of the SÁMH society and try to negotiate a deal that would benefit us both. On finding
that the SÁMH society did not yet have colour bought for the run, we offered to share ours
with them, while they had planned on printing posters they would in return add our event name
to the poster, while changing their initial run to a three-legged run. Here, we had to create a
new plan for our event, one that incorporates a new stakeholder’s values: SÁMH, which
similarly to the Samaritans dealS with sensitive issues regarding mental health.
Execution

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In order to efficiently and successfully complete the dual objectives of raising funds and
awareness, specific actions had to be undertaken.
Perform activities which accomplish project
These related to raising funds and creating awareness of the work done by the Cork Samaritans
this had to support the needs and requirements of Samaritans.
Create project deliveries
This had to be achieved within a set timeframe as discussed through weekly team meetings.
The time frame for the events was 10 weeks, leaving two weeks to prepare the written report.
Staff, training and managing team members assigned to project
This was achieved through a training evening provided by the Samaritans. Member’s skills
were also utilised through thoughtful distribution of roles and duties throughout the project.
Obtain resources and manage effectively
This included the resources needed for our fundraising events such as buckets, t-shirts and paint
for colour run and securing permission to use the needed facilities for the event. Human
resources were provided through mandatory participation in the project in conjunction with
students MSc’s studies.
Implement planned methods and standards
This was the hosting of our events and overall delivery of our online campaign.
Establish and manage communication
This was achieved through weekly meetings and recording of meeting minutes and supplying
these to all members.

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Generate data relating to cost and timing
This duty was divided between an appointed treasurer/finance officer and project leader.
Manage changes and risks
This was encountered when it was discovered that another group on Campus were conducting
a similar event on the same day. Collaboration and negotiation techniques were used to
mutually benefit both groups.
Project Execution Inputs
These relate to the overall project management plan, changes that may have to occur, the
project environmental factors and Organizational process assets.
Changes occurred during the project. These related to the collaboration with the SÁMH society
who had planned a similar event for the same date. These changes involved consultations with

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the entire project management team as well as the Samaritans as it had to be ensured that all
parties were happy with the collaboration. Negations included cost breakdown and profit
sharing. It was also originally planned to hold two fundraising events at Kent station however
approval for only one day was granted, as a the scope of this event had to be narrowed and
readjusted.
Enterprise and environmental factors included taking the Samaritans objectives and principles
of an organisation into account. The events therefore had to mirror these principles It was
decided to hold events that represented the ethos of the Samaritan and therefore events
involving alcohol or events that could impede on the image of the Samaritans were ruled
inappropriate.
Organizational Process Assets: This involves the setting out of policies and procedures needed
for implementation and effective execution of the project. The appointment of a treasurer
ensured appropriate management of all financial aspects of the project. A campaign manager
role was created to fulfil the requirement of publicising and promoting the events which were
held as part of the project.
Project Execution Tools and Techniques
The Samaritans were consulted throughout the project as they were the main stakeholder within
the project. Their expertise and guidance were utilised throughout the entirety of the
project. The project manager facilitated communication when the need presented itself.
Project Execution Outputs

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The deliverables and overall outcome of the project related to the funds raised through the
events undertaken and through the success of the online campaign which created awareness for
the Samaritans.
Work performance had to be routinely monitored to ensure the deliverables were met to the
highest standard given the timeframe for the project.
Monitor and Control
Controlling Processes- Ensuring that project objectives are met by monitoring and measuring
progress regularly to identify variances from plan so that corrective action can be taken where
necessary.
Adjustments to the plan are made by repeating the appropriate project planning processes and
aims. In this case, the project aim was to raise funds and awareness for Cork Samaritans. The
management processes must be consistently monitored and controlled in order to recognize

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necessary adjustments to be made to plans in keeping with changing situations. Controlling
also includes taking preventative action in anticipation of problems arising.
Integrated Change Control
Project plan development incorporates a consistent and coherent plan across all aspects of the
project. Integrated change control involves influencing factors that create changes, determining
changes that have occurred and taking an active role in coordinating changes across the entire
project as they occur. In this project for example, the initial plan was to collect on two separate
dates (the 21st and 28th of October) at Kent train station, Cork, however, the Cork Samaritans
could only secure a permit to collect at the location on one day (The 28th Oct). This required
the project group to reconsider the original scope of the project. In addition, due to an
unanticipated scheduling error, two colour run events were planned for the same day on UCC
campus. Changing the color run starting time and joining forces with UCC Sámh society after
discovering this error showed the project groups strong adaptation to change. This change
control worked out in favour of the project team as there was a stronger link between The Cork
Samaritans, UCC Sámh society and Mental Health Week which was running concurrently
during the week of our main project events. Integrated change control allowed the project group
to make adjustments to the plan without affecting the cost, quality or staffing.
In order to direct integrated change control, performance of the project was discussed weekly
at team meetings. Performance was discussed in order to help assess whether variances from
the plan required corrective action. Possible changes to the plan were discussed and necessary
additional adjustments were made while maintaining the integrity of the project goals and
objectives.
Scope Verification

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Obtaining formal acceptance of the project scope by the stakeholders, in this case the
stakeholders include Cork Samaritans, the project management team and DFD consulting.
After discussions with the stakeholders, the scope of the project was confirmed and was broken
down into four main sections; the colour run, an online awareness campaign, collecting at Kent
train station, collecting on UCC campus. After determining the scope of the project it became
clear that the group had the resources available to us to also hold a fundraising raffle and this
was added to the project scope. Throughout the project, the scope varied slightly with time
constraints and outside influences but the core scope was maintained.
Scope Change Control
The scope of the project varied from the original plan to some extent. The original plan was to
hold two days of collecting at Kent station, however due to the train station only giving us
permission to collect on one day the scope changed. Similarly, for the Colour run event we
experiences further change to the scope as we joined forces with UCC Sámh society in order
to effectively hold the event on campus without competition. Although this caused the project
group to change the time of the event, it also allowed the team to hold a more successful event
as the combined force of both groups lead more people to become involved in the event as well
as allowing for an easier running of the event on the day as there were more peoples supervising
the event. There was a further change in the time schedule regarding the fundraising raffle. We
decided to push the raffle date from the 3rd of November to the 7 th of November to allow
members of the project team more time to collect. It was decided that the funds that could be
raised in the extra days were worth pushing the date back by 4 days.
Schedule Control

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Regarding the time management, the events were to be finished by the weekend of the 5th of
November and the report to be written up by the 30th of November. With the date for the raffle
being pushed to the 7th of November there was a slight shift in the scheduling of the project.
However, this was not a lack of time management but a tactical maneuver in order to generate
more funds.
In addition, the time of the Colour run was changed from 12pm to 1pm on UCC campus. This
was due to circumstances beyond our control which lead us to join forces with the UCC
Sámh society. This move benefitted both groups and allowed for a more successful event.
Cost Control
There were several changes to our budget which was set at €120. These changes included
having to donate 15 percent of the color run proceeds to UCC Sámh society when we had to
join forces. However, they agree to help pay for some of the cost of the powdered color which
was used in the colour run. The colour is where a good chunk of the original budget was spent
on so this was a useful addition. There were some funds left over after purchasing the colour.
This was used to purchase sweets at discounted price from Musgraves. The sweets were used
as an enticement for people to donate money as we were collecting on UCC campus.
Quality Control
It was crucial to the project that all team members were participating in order for events to raise
money and awareness were to a high quality standard. An outreach training session was
provided by Mary Tobin from Cork Samaritans to ensure all team members are on the same
page with regards to objectives and the goals of Samaritans. Having an efficient group of team
members at each event made sure that they were run professionally. Having the resources
available to have desirable prizes for the raffle was key to running a good quality raffle and

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raising funds. Constant monitoring of behavior and objectives was needed to make certain the
high quality for the project.
Performance Reporting
Performance was monitored regularly throughout the project through weekly meetings and
through the project team Facebook page. When deciding on how to rate performance once the
project was complete, it was determined that an anonymous vote would be the most efficient
way to score individual team members. This was facilitated by the group Google drive so
members were able to submit their scores.
Risk Monitoring and Control
For the online campaign and the raffle there was little to no risk. Similarly collecting at the
train station and collecting on UCC campus had little risk except ensuring the proper
permission was gained from the authorities. However with the Colour run, several issues had
to be dealt with including insurance and weather. Insurance was provided by UCC and although
a backup plan was put in place incase of adverse weather, fortunately it was not needed. When
it was made apparent that there was a similar event happening on the same day, a risk
assessment was made and it was decided the best option was to combine the events. In this
way, the issue was put to our advantage when we were able to join forces and raise more money
and have more participants.

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Closing
The closing phase is when a project formally comes to an end. In the case of the Project
Management group project, the closing of the project is determined when the money raised is
handed over to the Cork Samaritans and when the written report is submitted.
Phase Scenarios
Project Samaritans falls under scenario B.
● The project which contained many phases (events etc.) is at a stage where the final
result (money/awareness raised) has been established.
● The money raised has been handed over to the customer and they have formally
accepted it.
● The level of engagement with the online awareness campaign had been measured
● Our contractual obligations have been fulfilled.
● Thus the project may proceed to conclusion.
Categories of Activities
Three separate forms of closure - closure of procurement, internal closure (Administrative
and financial) and external closure (formal acceptance of deliverables).

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Closure of Procurements
Close out all procurement activities and ensure termination of all procurement agreement, In
the case of the Samaritans project this would be the finishing of events that have been run.
Internal Closure
● Confirm that the defined processes are completed to produce final product of the
project, in terms of this project this involved divided up tasks for writing the report.
● Validate (internally) that the product of the project meets acceptance criteria. With
regards to this project, this entailed confirming that the group are all happy with the
events run and the final report.
● Complete financial records and release unused project resources. Make a final draft of
our financials and then pass our earning onto the Samaritans.
● Document lessons learned (part of corporate knowledge base, a category of
Organizational Process Assets).
● Archive all project documents and templates in the project management information
system (PMIS) Finalise report
● Perform assessment of team members’ performance in a self/ group assessment.
● Conduct review of project (or phase) performance. This includes how successful we
have been in our report.
● Distribute final report of project (or phase) performance. Hand in the report.
External Closure
● Deliver final product of the project to the customer or sponsor - Give money to the
Samaritans

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● Obtain final acceptance of the product of the project from the customer or sponsor -
Make sure the samaritans are happy with the work that has been done for them.
Learning
Throughout the course of our project we learned a lot about both the importance of using a
guideline such as PMBOK in order to initiate, plan, execute, monitor and close our project.
Group Dynamics/Group Process
When first given this task the team was perhaps overly optimistic about what could be
achieved. Through our first couple of meetings we had to understand the different stages of
group development consisting of forming, storming, norming and performing. Members within
this group came from a variety of different academic backgrounds and as a result and a number
of different strengths and weaknesses. We identified key strengths and weaknesses of the
various members of the group in order to use our resources both effectively and efficiently. We
then used these strengths and weaknesses in order to allocate each member of the group with
weekly tasks to ensure the project was progressing on a weekly basis.
Communication Skills
Both communication skills were of utmost importance in ensuring the success of the overall
project. Here we learned that in order for the project to be completed within the time allocated,
unless there was weekly meetings and communication between all group members outside of

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meeting hours this would not be achieved. Project communication management was exercised
throughout the course of this project through applying the broad concepts of communications
with the specific needs of our project.
Teamwork Skills
Once the group had surpassed the initial stages of group development we began to perform as
a team. Team development was vital in our learning throughout this project. The development
of the team as a whole was essential to the project’s ability to meet its objectives. Our team
continued to develop throughout the course of this project with us all becoming more
comfortable with each other, ensuring that meeting our goals and objectives was a team effort.
Team performance also improved a great deal throughout the course of completing this project
with individual skills being identified and used to the best of our ability.
Conflict/Problem Solving
Throughout the course of this project we learned about the importance of resolving conflict as
quickly as possible within the group to reduce the risk of project goals and objectives not being
achieved within the given timeframe. From the outset of the project and in some instances
throughout the course of the project conflict arose as people within the group had different
ideas and differences of opinion in how we should go about a variety of activities which we
undertook as part of this project. When disputes arose, they were resolved quickly with the
agreement of all members within the group through discussion within our group meetings.

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A major challenge lay in the fact we had quite a large group of students to work with. This
taught us a lot as we had to learn how to manage being part of a large group making sure tasks
and workload was distributed evenly among team members. Organization planning was
essential for us to learn as a group, how to ensure the project was completed within the given
timeframe.
Process Groups
This allowed us to learn a great deal about project management as a team. Planning processes
allowed us to clearly define our objectives and redefine these objectives in order to identify
alternative courses of action we could take in order to attain the objectives the project was
undertaken to address. Executing processes allowed us to learn about how to coordinate both
people and resources within the group. Controlling processes were also helpful in that they
allowed us to map progress at each weekly meeting.
Bibliography
PROJECT MANAGEMENT INSTITUTE. (2013). A guide to the project management body
of knowledge: (PMBOK® guide). Newtown Square, Pa, Project management institute.

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Appendices
Samaritans Budget
SUMMARY BUDGET ACTUAL BALANCE
Total Income €1,870.00 €2,157.75 €287.75
Total Expenses -€120.00 -€119.89 €0.11
€1,750.00 €2,037.86 €287.86

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BUDGET ACTUAL UNDER/OVER
REVENUE
Member dues €120.00 €120.00 €0.00
Train Collection €600.00 €533.45 -€66.55
Colour Run €600.00 €612.30 €12.30
Raffle Money €500.00 €880.00 €380.00
Direct Text Donations €50.00 €12.00 -€38.00
TOTAL €1,870.00 €2,157.75
EXPENSES
Colour Powder -€100.00 -€89.90 €10.10
Sweets -€20.00 -€29.99 -€9.99
TOTAL €120.00 €119.89