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2209THS Industry Pitch Marking Rubric

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2209THS Industry Pitch Marking Rubric

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Course Code: 2209THS
University: Griffith University

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Country: Australia

Question:

Propose an element to be added to the Yugambeh Mobo Festival.

You will design an innovative event element that compliments the Festival’s aims and current programme.
Your event element must comply with the Project Scope (e.g., a budget limit will be supplied).
You will use your project management skills to provide a detailed and feasible plan for the running of your proposed event element (i.e., objectives, a work breakdown structure, comprehensive activity list and time schedule, resource requirements and budget breakdown).
You will produce an audiovisual ‘pitch’ of no more than 5 minutes to explain and promote your project proposal to the Festival’s organisers. We will be sharing the best student work with the Yugambeh Museum. The organisers of the Yugambeh Mobo Festival are open to incorporating your suggestions into future events. Therefore, through this assessment item you have an opportunity to contribute to this important local festival.

To reflect this, the marking criteria for this assessment item will reward groups that produce a pitch that is:

well researched,
meets the needs of our Industry partner,
feasible (realistic, achievable within set budget, and project planned in detail),
creative,
professionally delivered.

Answer:

Introduction:
“Yugambeh Museum” is leading project of “Kombumerri Aboriginal Corporation for Culture”. In this report, the event of “Yugambeh museum mobo festival” is taken into consideration. The event helps people to get involved in ticketed and free workshops. This involves crafts and arts for adults and kids. This also includes didgeridoo, throwing boomerangs, cooking with bush foods and many more.
Here, the study focusses on adding a new element to the festival, which is an aboriginal garden walk.  In this study, the scope of the projects to add the element is discussed. Next, a work breakdown structure is illustrated with a comprehensive list, timeline, resource requirement and a breakdown of the budget.
Letter to Industry Partner: 
The “Yugambeh Museum” consists of a collection of team members. They have needed to know precisely what they have been doing to face the objectives of the project. Here, the “Yugambeh Tomorrow” is the campaign for uniting communities across the cultural feeling of pride. This happens from previous histories and towards the future. “Yugambeh Mobo” assures that their original values, ideas and cultures become part of the story of South East Queensland.
The aboriginal heritage walk has been starting off the center of visitors. Here, in the garden one can greet the aboriginal guide. Embarking on exploratory walk across the vital sectors of Yugambeh garden is the process to discuss the connection of first plan and conventional uses for ceremonies, tools, medicine and foods.  
The limiting of funding and budget proposals are up to 5000 dollars. This is for implementing the latest element. It must attract new markets for festival goers and offering ROI or Return on Investment.
The project objectives are meant to be following.
Introducing an aboriginal garden walk: This is to encourage and try more people to visit the Yugambeh festival. This is also helpful to attract new kinds of customers. It is helpful to lean about wide culture and history of aboriginal people of South East Queensland, having aboriginal guide at the core of the city. This coordination for the garden must bring people together and generate awareness. This would also bring the heritage and history of Yugambeh under the limelight.
Tourism benefits: A strong support must assure aboriginal garden with bringing tourism benefits to Yugambeh festival.
Relevant: They are interconnected to a compelling interest, resources and necessities of the nation. Moreover, they should be related to top contents of relevant regional and art history.
Sustainable: They should be providing vital assets for helping Yugambeh garden walk organizationally and economically.
Bridging: This should bring the members of the community together, despite differences. They should be encouraging and celebrating diversity among different, unexpected connections.
Participatory: They should be inviting a wide range of community members for making meaningful contributions. This should be as energized constituents, collaborators and co-creators.  
Igniting: They should be inspiring curiosity and excitement regarding history and art. They should be expanding scopes regarding deeper engagement taking place beyond the museum
As far as outlining the project inclusions are considered the primary role for project managers in museums and cultural sectors has been to place the communities, audiences and users at the core of decision-making. Apart from this, the work breakdown structure is a primary deliverable for organizing Yugambeh Museum’s team to various manageable sections.
However, it must be reminded that Yugambeh Museum must not support any sponsorship from products, mining industries, gambling, tobacco and alcohol.
Project Scope of Yugambeh Museum: 
The different scopes of the project are identified below.

Organizing meetings along with collaborating with leaders of the community on a monthly basis. This is to review priorities and techniques to achieve project benchmarks and assure project outcomes.
The project would help to discover traditional uses of medicine, tools and food from the plants in the garden (Golini & Landoni, 2014).
Culture and stories of the inhabitants are to be introduced with plant lore traditional ceremonies, tools, medicine and foods through this garden-walk.
The project should enquire individual and group packages including indigenous food experiences, for the festival.
Assuring the elements of presentations are tied particularly to various local communities that are accurate (Mackaya & Haque, 2016).
Developing presentations for targeted schools, community groups and institutions.
Making collaboration with community advisors and partners and creating presentations and exhibitions reflecting diverse pasts and values.
Working with building audience engagements in various local regions resulting in supporting, goodwill and knowing those who experience presentations through promotional channels, media and emails.
Managing and organising events for communicating the richness of current indigenous cultures through music, visual art and dances (Lee et al., 2016).
Community and staff groups for collecting data over cultural programs and school programs that are related to serve diverse population around the year.

Detailed and feasible plan to run Yugambeh Museum project: 
Project objectives:
The aboriginal garden of Yugambeh festival is to set behind beautiful and tranquil. Further, it features trees and plants that has been originally utilized by indigenous people of Yugambeh museum. Those were used for implements, fibre, medicine and food. Moreover, the garden has featured chairs to relax upon, trees and peaceful lake (Bresnen, 2016).
These are business objectives that are needed in the Yugambeh museum mobo festival project for accomplishing. It is of utmost importance under project management. The goals are to be stated explicitly. These must affect the decisions through the lifecycle of the project (Zhang, 2017).
The development of the garden must set a particular target by implementing a range of values. This must define the success of their performances. Through setting this range is similar to avoid those challenges. The project managers must be bright in suggesting the objective of the project. Here, the more specific the goals are the chances to achieve them becomes higher (Boyle, 2017).
Moreover, the drivers require to complete reason for the project. As the supporters never fall to those objectives, that must be worked with to recognise the concerns. Moreover, they must be developing approaches that must be operating effectively (Evans, 2015).
Project managers of Yugambeh museum mobo festival should need the goals that should be particular to them while applying around that. This includes online, school tours, fundraising, events, historic sites, exhibitions and archives (Rota, paolo Corgnati & Di Corato, 2015).
Thus the objectives of the project include the following. First of all, there are environmental aims. Then there are the cultural and social aims to be considered. Lastly, there are economic and tourism goals that are to be regarded in this project (Schlumpf et al., 2018).
Moreover, the project managers must include an effective sponsorship proposal for the garden walk at Yugambeh Mobo element. They must understand what have needed to offer to their sponsors and make intense research for the potential sponsors.
Outline of project inclusions: 
The toolkits should be helpful to demystify technical terms souring the project management of. Here some of the resources and skills are to be explored such that the project managers can aim and access to provide confidence to take part, lead and initiate the project. (Floricel et al., 2014). The garden walk must also include combing the significant deal of learning and listening from others. They should be in a proper place in contributing to and leading the projects. They have been continuously questioning and challenging usability, access and relevance. This it has been much more vital. These toolkits should be helpful and must be explored. At last, the best thing that can be done is to speak with people regarding lessons learnt from individual viewpoints and putting them at learning to practice under Yugambeh Museum (Parry et al., 2018).
  Above all, the garden walk should be embracing it, since it is helpful to embrace uncertainty, mental juggling and challenges. Here delivery of the project is the most effective element to do under the cultural sector and museum of Yugambeh. The team must be conducting intensive community research. Then they are to be developed and tested to project in various other professional industries. These must be included in the toolkits that are highlighted below.

Facilities Management
Volunteer and HR policies
Audience Insight
Governance
Marketing and Communications for the garden
Events and Programming
Community Engagement
Exhibitions and Curatorial Practice
Collections Development
Events and Programming
Community Engagement
Interpretation and Education
Collections Development

Activity lists: 
The aboriginal garden-walk included in Yugambeh festival is for enjoying the beauty it has expected to provide. It must include a peaceful and relaxing endeavor. However, the visitors must be enjoying the challenge as provided by the weather condition. The first stage for developing the garden walk is the preparation and briefing. This includes starting of meetings, analysing the briefs and developing the briefs for planning the garden. This must consist of reviewing architect plans and identifying various research sectors. Next, the collections are to be, and the narrative themes are to be determined. Then the briefs are to be reviewed and finalised (Lenfle, 2014). Next, there is a concept designing. Here the stories and facts about the area where the garden is to be designed, are to be researched, and analysis with the survey is to be done with the sites. Next, there must be technical reviewing and establishing various perquisites. Next, the concepts with the community are to be tested. The plans and design of this aboriginal garden are to be sketched with circulating options. Then the visuals and models are to be conceptualised with an online allocation of budgets. Next, the maps are to be developed.
Here the various reviewing ideas are to be adjusted. The initial script outlines are to be drafted, and illustrations are the commissioned as needed (Ueda & Ban, 2018). An audiovisual presentation for the plan of the aboriginal garden is to be presented. Next, the resources and materials are to be selected. The specifications are to be outlined with budgets. After that, the schedule of the tasks is to be refined with managing specialist suppliers. After that, the specialist suppliers are to be managed. As far as the specialist suppliers are controlled, there should be technical designing, adjusting design through finding reviews, preparing complete specifications and design drawings (Mandic & Roberts, 2017). Next, there should be coordinating of schedules with the clients. Besides, the programs must be organised with construction teams, issuing tender documents, reviewing raw returns and advising selection of contractors and controlling specialist suppliers.
Then in the construction phase, the engineers are to be valued regarding tender returns. Then there should be overseeing of graphic preparations and printing for the plan of the garden. Then there must be testing and prototyping of interactive elements. Then the administrations of various fabrications of contracts (Hu, Cui & Demeulemeester, 2015). Apart from this, there is an administration of several types of specialist suppliers. Lastly, there is the handover and close-out phase. This includes climate control at the area of the garden, exhibiting, testing and training stags, snagging and developing operation manual.
Time schedule:
It is illustrated through the following table.

Task Name

Duration

Start

Finish

Predecessors

Crafting the vision of garden walk

27 days

Mon 10/15/18

Tue 11/20/18

 

   Designing the project

5 days

Mon 10/15/18

Fri 10/19/18

 

   Creating an Advisory Council

4 days

Mon 10/22/18

Thu 10/25/18

2

   Putting Together a Committee

10 days

Fri 10/26/18

Thu 11/8/18

3

   Coordinating and communicating with homeowners

4 days

Fri 11/9/18

Wed 11/14/18

4

   Covering liability issues and making homeowners aware of the responsibility

4 days

Thu 11/15/18

Tue 11/20/18

5

Getting permission from the government

8 days

Wed 11/21/18

Fri 11/30/18

6

Pricing, producing, and selling tickets

4 days

Mon 12/3/18

Thu 12/6/18

7

Testing large number of different architectures and parameters

2 days

Fri 12/7/18

Mon 12/10/18

8

Advertising the garden walk

2 days

Tue 12/11/18

Wed 12/12/18

9

Planning of date and hours for the walk

2 days

Thu 12/13/18

Fri 12/14/18

10

Meetings with supervisors

2 days

Mon 12/17/18

Tue 12/18/18

11

Developing the plan of the garden

12 days

Wed 12/19/18

Thu 1/3/19

12

Understanding how to utilize the best practices

15 days

Fri 1/4/19

Thu 1/24/19

13

Initializing the project’s operational plan

10 days

Fri 1/25/19

Thu 2/7/19

14

Developing a management plan

8 days

Fri 2/8/19

Tue 2/19/19

15

Resource requirements:
There are various tools for Yugambeh museum mobo festival’s project managers. The multiple elements have been depending on individual experiences and knowledge. This also includes operating under organisational orientation and structure, different institutional experiences and expertise, staff dynamic and available resource (Che Ibrahim, Costello & Wilkinson, 2015).
In the garden-walk of Yugambeh festival, the visitors must get easy access to the town with a promenade lovely views of the scenario. They must cross through various restaurants and shops. The entrance can be through newly equipped kitchen. Further, the guess must be provided with a welcome pack, as they arrive for the garden tour. In order to conduct this, managing the human resources are paramount for the sector of aboriginal garden (Lloyd-Walker & Walker, 2015). Additionally, the project management has been regarding managing risks. Like various environmental procedures, the acting on coastal landscape of the aboriginal garden-walk, every project are about changing multiple aspects where multiple changes have incurred risks.
Budget for garden walk project:

Concept Designing of the garden

$50

Developing design

$350

Technical designing

$1600

Construction designing

$2400

Finding plants on Aboriginal Plant Use trail walk

$200

Conducting tours of aboriginal garden walk

$400

Conclusion: 
The project management of Yugambeh Museum is a daunting activity. The aboriginal garden is developed through deep knowledges and insights of Yugambeh. This is guided by knowledge keepers and indigenous elders, supporting hands-on learning. The above report shows how the first project management knowledge and skills are to be included for the aboriginal garden walk for “Yugambeh museum mobo festival”, to manage processes, resources and people. As they define the goal clearly, they should be planning and keeping the reviewing of plans and remain flexible to stay successful. They must be intended to propose to occur instead of any alterations. The efforts they put at the starting must be saving the time and keeping their expenditure within control. This is helpful for creating long-term relationships and delivering successful projects.
References:
Boyle, G. (2017). Design project management. Routledge.
Bresnen, M. (2016). Institutional development, divergence and change in the discipline of project management. International journal of project management, 34(2), 328-338.
Che Ibrahim, C. K. I., Costello, S. B., & Wilkinson, S. (2015). Key indicators influencing the management of team integration in construction projects. International Journal of Managing Projects in Business, 8(2), 300-323.
Evans, G. (2015). Driven to distraction by moths: IPM on the riverside museum project. Integrated pest management for collections, 84-89.
Floricel, S., Bonneau, C., Aubry, M., & Sergi, V. (2014). Extending project management research: Insights from social theories. International Journal of Project Management, 32(7), 1091-1107.
Golini, R., & Landoni, P. (2014). International development projects by non-governmental organizations: an evaluation of the need for specific project management and appraisal tools. Impact Assessment and Project Appraisal, 32(2), 121-135.
Hu, X., Cui, N., & Demeulemeester, E. (2015). Effective expediting to improve project due date and cost performance through buffer management. International Journal of Production Research, 53(5), 1460-1471.
Kuon, R., Sivira, L., Rosselló, M., & Velarde, M. I. (2018). National Museum in Peru: Guidelines and Policies for the Relocation of Cultural Assets. Studies in Conservation, 63(sup1), 372-376.
Lee, M. J., Nikolic, S., Vial, P. J., Ritz, C. H., Li, W., & Goldfinch, T. (2016). Enhancing project-based learning through student and industry engagement in a video-augmented 3-D virtual trade fair. IEEE Transactions on Education, 59(4), 290-298.
Lenfle, S. (2014). Toward a genealogy of project management: Sidewinder and the management of exploratory projects. International journal of project management, 32(6), 921-931.
Lloyd-Walker, B., & Walker, D. (2015, April). Collaborative project procurement arrangements. Project Management Institute.
Mackaya, W., & Haque, T. (2016). A study of industry cost of equity in Australia using the Fama and French 5 Factor model and the Capital Asset Pricing Model (CAPM): A pitch. Accounting and Management Information Systems, 15(3), 618.
Mandic, A., & Roberts, P. (2017). Museum Education in Times of Radical Social Change: Journal of Museum Education 37: 3 Thematic Issue. Routledge.
Parry, R., Eikhof, D. R., Barnes, S. A., & Kispeter, E. (2018, January). Development, supply, deployment, demand: Balancing the museum digital skills ecosystem. First findings of the ‘One by One’national digital literacy project. Museums and the Web.
Rota, M., paolo Corgnati, S., & Di Corato, L. (2015). The museum in historical buildings: Energy and systems. The project of the Fondazione Musei Senesi. Energy and Buildings, 95, 138-143.
Schlumpf, H., Gaze, N., Grenfell, H., Duff, F., Hall, K., Charles, J., & Mortensen, B. (2018). Data Detectives-The Backlog Cataloguing Project at Auckland War Memorial Museum. Biodiversity Information Science and Standards, 2, e25194.
Thomas, S., Wessman, A., & Heikkilä, E. (2018). Redesigning the museum studies programme at the University of Helsinki: towards collaborative teaching and learning. Museum Management and Curatorship, 33(4), 344-364.
Ueda, T., & Ban, H. (2018). Active Learning on Digital Marketing for Advertising A University Museum Exhibition. Procedia Computer Science, 126, 2097-2106.
Valipour, A., Yahaya, N., Md Noor, N., Kildien?, S., Sarvari, H., & Mardani, A. (2015). A fuzzy analytic network process method for risk prioritization in freeway PPP projects: an Iranian case study. Journal of Civil Engineering and Management, 21(7), 933-947.
Zhang, Y. (2017). Client importance and audit quality, office level evidence from the banking industry: a pitch. Accounting Research Journal, 30(2), 147-152.

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