ASEAN Sports Event for ASEAN Nations in Singapore

The report is a project plan that envisions a successful flow of events in the planned Association of Southeast Asian States (ASEAN) athletic activities in Singapore (Tanaka, 2016). The ASEAN school games, also known as the SEA Youth Games, are an annual event for secondary school athlete students in the ASEAN schools sports council (ASSC). It is a regional political oriented sporting council that is always designed to promote sports among its member governments (Tanaka, 2016). The Organization of the sport and management is always a responsibility of the ASSC. Prior, the ASEAN sporting activities were based on satellite management without the inclusion of well-drawn work plans. However, this has changed over the years with the implementation of the new games format. The ministry of Education based in Singapore is the intended host of the 9th ASEAN Games late this year (Aguilar, 2017). The games will be attended by participants from 10 countries across the region with a total of 1750 students taking part in the various events accompanied by various officials from various countries within the ASEAN boundaries (Tanaka, 2016). The ASG sporting events are also going to act as a celebration of the 50th anniversary with the 10 member countries competing together for the first time. The theme of the ASEAN sporting events 2017 is “Together as one.” This is i9nteded to bring into representation the goals of the youths from all the regions and to achieve solidarity through cultural exchange and friendly competition.

Based on the above understanding, the following discussion of the project plan will address all the intended resources to be needed in the events throughout the period (Friedman-Soza, et al. 2016). The project plan also intends to address the risk management procedures and actions that will be taken in each case. This will be accompanied by stating how the project duration will be reduced and the scheduling of resources to meet all the expectation. Also, the project plan will entail the outsourcing strategies that are going to be incorporated during the events period stating clearly what is intended to be outsourced. Finally, the project will discuss the whole project monitoring process to ensure that is sustainable to all the participants and the methods of events closure at the end of all the intended plans, archiving of the objectives and goals and objectives, attaining of the mission and focusing towards the long-term vision of the ASEAN countries.

Project network

To draw the boundary of the project, it was essential to come up with a tubular presentation and a diagram that shows the schedule, control, and monitoring of the project. The network is intended to show the dependency of the various activities in the sprouting events. The elements of the network are the events and the activities involved in the ASEAN sports.

Risk Management

The risk is an integral element of sporting events. Any sport without risk will automatically cease to be a sport. The unique aspect of any sport should be factored into the discussion of the risk management within the facilities and or the environment, events and programs (Creak, 2017). The second unique aspect when it comes to sporting management is the fact that most of the sporting activities are as projects from the efforts of private sectors and the voluntary organizations. The government may provide funds and facilities needed in the sporting fields, but the professional teams are in grit extent owned by the private businesses (Creak, 2017). It, therefore, means that sporting activities in most cases are non-profit sector and therefore are associated with many risks.

In the risk management process, there will be a four-step criteria that will be involved in the project. The first step is the identification of the risk. From the perspective of ASEAN sports events, there are three important risks that need that are identified (Mohalijah, et al. 2014). The most common risk is an injury to the participant, poor conflict in the management and failure to take care of the assets. These are the common risks in the sporting field that are identified and needs to be worked on before they result in a helpless situation in the sporting facilities. The second step in the risk management is the assessment of the risk. This will include studying the severity of the impact, the livelihood of the risk occurring, and controllability. Among the three risks, they will be identified and classified according to the above categories. The third step will then be a risk response Development. It involves coming up with the strategies to reduce the possible damages and develop contingency plans. Finally, in the risk management, the team will focus on the last step of risk management which is the response and Control (Mohalijah, et al. 2014). It includes implementing strategies and changing management strategies. In the case of ASEAN sporting activities, some of the risk management strategies will include creating safe environments for the participants, making fair decisions in the management and proper care and protection of the assets.

Scheduling Resources

One of the visual planning and primary concept in ASEAN sports events is the resource scheduling. The sporting directors and, managers have the responsibility on the set of actions and methods to be used in the whole, period to efficiently assign each resource to their jobs, projects they need to complete any task with the respective dates (Yeam, et al. 2016). Being a sporting activity, the resources here include the participants, equipment and the machines used in each field category together (Yeam, et al. 2016). Resource scheduling is the key to the project. It is used to simply t66he management process giving outlines of the dates and the tasks assigned to each team. In the resource scheduling, there are various simple steps involved.

The first step is the listing of the events and sporting activities that are needed to be completed along with the assumptions in the efforts and duration. This can be expressed in hours, days of the percentage of the occupation (Ishida, et al. 2017). Secondly is the identification of the constraints that are involved in every event and field activities. The constraints can be in the form of a deadline, set skills required to complete the task and the locations where the resources are to be moved to the events and activities. The third step is the identification of the number and quantity of the resources in completion of each task. The demand needed for each of the resources are to be expressed in hours or days for the participants, equipment, and machines among others and in quantity in the parties and material are also needed (Ishida, et al. 2017). In line with the resource scheduling, the fourth step will involve the control of the future availability of the resources in each field category and activities. This is viewed regarding capacity (Kolenberg and Batra, 2015). Finally in the resource scheduling will be the matching of the resources with the tasks and activities involved in the while sporting period. This involves scheduling each activity to a specific job and field events to a specific date until they are assigned. In a case where the resources are high in the demand and low capacity, it will result in the delay of some of the activities as original deadlines cannot be met (Kolenberg and Batra, 2015). Based on the understanding, the adequate forecasting of the capacity and the relation of demand allows the managers to anticipate bottlenecks to the cases of low activity periods.

Reducing Project Duration

Reducing the project duration is essential for any project. Achieving greater outcomes within the shortest time possible is important. The main aim of reducing the project duration is always aimed at cost reduction and maximizing on the outcome. Time is money in every project cycle. The tradeoff between time and money are interconnected in an extent that reducing the time of the critical activities normally incurs an additional direct cost (Kolenberg and Batra, 2015). The rationale behind time reduction focuses on the solutions for reducing the time for crashing activities that exist on the critical path to shorten the duration of the project. In reducing the time for the project, the management should focus on the options that will accelerate the completion of the project (Kolenberg and Batra, 2015). The options are on the resource constrained and those that are jot resource contained. In line with the resource not constrained strategies, first, the management should consider adding up to the resources. This will ensure that each resource is available at any time, therefore, providing the opportunity for the various sports to take place all at the same time. The second strategy can is the scheduling of overtime or the do it twice, fast and correctly (Kerzner, 2013). It will entirely that several activities that are to be pushed further for future days are taken care of within the available time that can go to waste.

Also, the management can settle on outsourcing the project work team to divide the management of various sectors of the events, making activities to move swiftly with no burden of handling many tasks at once (Kerzner, 2013). On the other hand, the resources constrained strategies include improving the project team efficiency and reducing the scope of the project. This will minimize the errors that may occur in the events organization making the project management to spare some time to resolve them. Finally, the project time3 can be minimized by compromising quality. Quality resources have minimal errors and can give favorable outcomes. It is therefore important to make quality a priority if little time is needed for sustainable outcomes.

Outsourcing

Outsourcing is the prices by which the ASEAN Management team with the intention to reduce cost plans to transfer position of the work to the outside suppliers rather than undertaking to singly and internality involve in the process of event management. It is an effective cost-saving strategy when properly put into action. Instead of the ASEAN taking the whole cost of finding different resources and producing them by themselves, it is better for the project management team to come up with various companies that will do the work for the organization (Berg, et al. 2016). First, the ASEA management team intends to outsource the security team. Security is a crucial issue to any public event that involves a large pupation of people including the fan base. The cost of outsourcing the security details is cheaper than the cost that the organization can incur by training their security team and providing them will all the security equipment needed to carry out the whole task. The security team can be outsourced from internally based security companies and the government security details (Berg, et al. 2016). The organization of the ASEAN Sporting event will also outsource game skits and equipment that will be used in the field event and other sporting activities during the period. The cost of producing all the skits and equipment can be very expensive than buying them from reputable and already existing companies. The method of outsourcing that will be chosen by the company is the third party logistics. Where, the origination and Authorities taking control of the sporting activities will take the control and management of the outsourced resources.

Monitoring Process

The monitoring process involves a seri9es of steps in the project management. In the process monitoring, there are various processes that need to be determined. First, the management should look for what data to be collected, how the data will be collected, when and who will collect them and the analysis process (Rieger, et al. 2014). The determinants make up the project monitoring of narration system. The structure of the information system focuses of the current status of the project. In the monitoring will focus on the current state of the project which includes the cost and the schedule of all activities. The data collection process will so help in the determination of the remaining cost and resources needed to complete the process. The date the project will be completed, and the potential problem that may arise from the project are also monitored (Rieger, et al. 2014). This is a forecast that is taken I to consideration n in order to ensure the project is smooth and reliable. All the important information should be identified and collected according to the specific time frames and compiled for the analysis. The last step of the monitori9ngt is the analysis of the data collected and reporting it appropriately to the concerned parties. The data are coll3cted and analyzed in time so as to find solutions for them in time.

Project Closure

In the project closure, certain variables will be put into consideration. The evaluation of each team and individual evaluation before giving the final report (Chan, 2016). The types of the project closure will include the normal closure, since this a project that occurs as a continuous rotational project. But before implementation, it will be a necessity to get delivery acceptance from the participants and the leaders from various nations (Chan, 2016). The remaining resources will them be shut down and get them released to new uses. The project team members will them get reassigned from their duties and the accounts closed with all the bills settled. After that, a final report will be produced by the whole project process with all the activities that took place.

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