PM CCAC

COCA-COLA ANNUAL CONGRESS 2014
0
Politecnico di Milano
Master of Science in Management Engineering
PROJECT MANAGEMENT
Coca-Cola Annual Congress in Egypt
Submitted to: Team Members:
Prof. Mauro Mancini Keti Ivanova 823487
Mariya Nedyalkova 797079
Juana Valenzuela 813765
Boyan Bashliev 822566
Mohmmed Sief 823378
P

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Contents
1. EXECUTIVE SUMMARY...................................................................................................... 3
2. PROJECT GENERAL DESCRIPTION.................................................................................... 4
3. PROJECT OVERVIEW ......................................................................................................... 5
3.1. SCOPE OF WORK............................................................................................................ 5
3.2. PROJECT OBJECTIVES .................................................................................................... 6
3.3. BUSINESS COMMERCIAL NEED ...................................................................................... 6
3.4. KEY ASSUMPTIONS ....................................................................................................... 7
3.5. REQUIREMENTS AND DELIVERABLES ............................................................................ 7
3.6. CONSTRAINTS AND SPECIFIC REGULATIONS................................................................ 10
3.7 Acceptance criteria ......................................................................................................... 11
4. STAKEHOLDERS ANALYSIS ............................................................................................. 12
5. PROJECT TEAM ORGANIZATION..................................................................................... 16
5.1. ORGANIZATIONAL CHART........................................................................................... 16
5.2. CROSSING OBS AND WBS ......................................................................................... 16
6. WORK BREAKDOWN STRUCTURE.................................................................................. 19
6.1. LOGISTIC WORK PACKAGE .......................................................................................... 21
6.2. DELEGATE SERVICE WORK PACKAGE ......................................................................... 32
6.3. SPECIAL EVENTS WORK PACKAGE............................................................................... 43
6.4. IT WORK PACKAGE ..................................................................................................... 61
6.5. HUMAN RESOURCES WORK PACKAGE......................................................................... 68
6.6. COMMUNICATION WORK PACKAGE............................................................................. 79
6.7. FINANCIAL WORK PACKAGE ........................................................................................... 85
7. RISK ANALYSIS .............................................................................................................. 105
7.1. PROJECT RISK MANAGEMENT.................................................................................. 105
7.2. RISK IDENTIFICATION:.............................................................................................. 106
7.3. FUNCTIONS RISK BREAKDOWN STRUCTURE.............................................................. 108
7.4. PROJECT RISK BREAK DOWN STRUCTURE: ............................................................... 114
7.5. RISK EVALUATION.................................................................................................... 115
7.6. RISK ASSESSMENT.................................................................................................... 117
7.7. RISK MITIGATION :................................................................................................... 119
7.8. RISK MAPPING :........................................................................................................ 122

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7.9. MITIGATION COST..................................................................................................... 123
7.10. CONTINGENCY FUNDING....................................................................................... 126
8. PROJECT CONTROL....................................................................................................... 130
8.1. PROJECT PHASES ...................................................................................................... 130
8.2. DOCUMENT CONTROL............................................................................................... 131
8.3. COST CONTROL......................................................................................................... 131
8.4. SCHEDULING............................................................................................................. 131
9. RESOURCE MANAGEMENT ............................................................................................ 134
10. Cost estimation............................................................................................................ 137
10.1. EQUIPMENT COST.................................................................................................. 137
10.2. HUMAN RESOURCES COSTS / LABOR COSTS ......................................................... 138
10.3. COSTS OF WORK PACKAGES .................................................................................. 140
11. FINANCIAL ANALYSIS................................................................................................ 145
11.1. CASH FLOWS ......................................................................................................... 145
11.2. PAYMENT SCENARIOS ........................................................................................... 146
11.3. RESULTS ............................................................................................................... 147
11.4. PROJECT BALANCE ............................................................................................... 152
11.5. NET PRESENT VALUE............................................................................................ 157
12. PROJECT CLOSEOUT .................................................................................................. 158
13. CONCLUSION .............................................................................................................. 159
14. APPENDIX ................................................................................................................... 160
14.1. BIDDING................................................................................................................ 160
14.2. Gantt chart............................................................................................................ 178

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1. EXECUTIVE SUMMARY
The objective of our project is to organize the next Coca- Cola’s congress by providing them
the best quality of service. Our project team is hired by the customer due to our image and
effective work. Our past customers are giving us excellent feedback and recommendations.
This is another reason The Coca- Cola Company to hire exactly us. The project is completely
financed by the client.
Our work is mainly consisted of marketing researches, meetings to plan, organize and
relations between the stakeholders. The project is divided to three phases- planning and
organizing, execution and post- congress phase. It is important to be noticed that not all of the
structures in the team are actively taking parts in each stage due to their nature.
Much attention is given to make the project time effectively and efficiently. As a reason for
this we can indicate the type of the project, the time for developing and executing the project,
the scope statement and the importance of The Coca- Cola Company as a client.
Consequently, to estimate the optimal time for developing the project we used specific
software- MS Project. With the help of the program we built the Gantt chart, estimated the
resource usage, work load, cost of the project and approximated some important deadlines.

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2. PROJECT GENERAL DESCRIPTION
Project Name Coca-Cola Annual Congress
Project ID CCAC-128
Sponsoring Company The Coca-Cola Company
Organized by International Congress Organization (ICO)
Table 1- general information for the project
The Coca-Cola Company is a multinational company founded in Atlanta 127 years ago,
dedicated to the business of beverages. It is the world’s largest beverage company with the
most famous soda: Coca-Cola. Now it operates in more than 200 countries and produces
nearly 450 brands.
The company and bottling partners are dedicated to their 2020 Vision: a roadmap for doubling
system revenues during this decade, focused on five key areas—profit, people, portfolio,
partners, planet and productivity.
CCAC Project aims to organize the biggest annual congress organize by Coca-Cola
International Company to gather all the company (CEOs, Financial Mangers, Operations
Managers and R&D Managers) from all of the 200 country where the company operate. The
congress should welcome around 1000 attendee from different continents , the congress will
take place in Egypt`s beautiful city Sharm Elshikh and it will be held in SOHO Square
compound to allocate the 1000 attendee for the 10 days. Four and five stars hotels inside the
compound will be accommodating the participants during the congress, for 10 days starting
on September 1st
2014 till September 9th
.
The main objective from the congress is:
- Set the company strategy for 2015
- Celebrate the Company operational achievements in the 2014
The Coca-Cola Annual Congress has been a landmark coming together of the company’s
leaders, diverse nationalities, businesses, ideas, causes and organizations for 127 years now. It
brings together the best of thought leaders from across the world to impact a microcosm of the
company future leaders. In its 128th edition The 128th Coca-Cola Annual Congress will be
the largest international strategic summit ever held in Egypt. A celebration of 127 years of the
company starting, the conference will focus on the change agent role that the high potential
participants can play in their cities, countries, and most importantly - in the world.

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3. PROJECT OVERVIEW
3.1. SCOPE OF WORK
As being chosen to organize Coca- Cola’s next conference on global level our main aim is to
provide to the company suitable environment for doing business, combined with a pleasant
experience. Our responsibilities are spread from providing the best place for the occasion to
measuring the gap between the customer’s requirements and the realization of the planned
activity, if such a gap exists. The project is envisioned as finished when we have a feedback
for the event’s organization and happening, when we realize whether the client is satisfied by
our service. In our responsibilities is included:
- Build up an online system to facilitate the delegates registration and communication
- Provide the participants with the needed documents, Service to obtain their visa
- Organizing the transport issues from the airports and train stations to the hotels and
event’s hall and the same for the way back after the end of the conference
- Choosing the best venue for the event considering cost, resources and capacity of the
place, customer’s requirements;
- Finding appropriate accommodation for the guests of the conference
- Providing a company for catering service;
- Provide all the materials needed to the conference sessions and activities
- Schedule and organize the Pre-study tours and Post-study tours
- Prepare a sign off report to be presented to Coca-Cola Company to use for the
conference next edition
Some of the activities are outsourced to third parties. We are responsible for the organization
of the transport but it is not our responsibility to do the transport- professional companies are
responsible for this. If some of the needed resources are missing on the place for the occasion,
we have to find these assets but professional logistics companies are liable about the
transportation of the items, Coca- cola is responsible for giving us a detailed plan for the main
issues of the conference, sessions schedule and the required resources needed for the activities
that will be done on the conference

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3.2. PROJECT OBJECTIVES
The project consists in the organization of the annual international Coca Cola Company’s
meeting. The main objectives are:
- Gather together the representatives of every country where Coca Cola is present
- Discuss and integrate the mission and vision in each country to ensure all
processes and activities towards the same goals
- Evaluate the strategy and annual reports of 2013
- Discuss the future of the company and define changes and new goals in short,
medium and long term
- Coach Coca Cola Company’s managers in leadership skills, team work,
organizational culture, strategy and innovation
- Provide the best service in terms of accommodation, transportation and congress
organization
- Plan and organize all the activities during the complete period of the congress
including touristic and night events
3.3. BUSINESS COMMERCIAL NEED
The need of a Coca-Cola congress is to bring company’s leaders from the branches all over
the world in regards to set the strategy for 2015, discuss business ideas and causes. Also:
- Expand the company products
- Company brand and market competitors
- New opportunities and threats to be explored for the coming year
- State and celebrate the company achievements for the past year to spread this toward
each national board of the company
To celebrate 127 years , from the company’s beginning .the conference will make connection
between the employees as a team building program and help them to enjoy being part of the
global family of Coca-Cola

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3.4. KEY ASSUMPTIONS
Toward The Coca-Cola Company
- The conference is confirmed and any cancelation will obey to the legal part from the
contract;
- The conference will be on September 1st
without any delay ;
- The Euro exchange rate is 9.7 Egyptian Pound.
Toward Conference Participants:
- The entire 1000 attendee will presen;t
- The Last registration date for the conference will be 3 weeks before the conference
starting time.
Toward External Suppliers and external aspects:
- The Country state is in normal case;
- All the suppliers are located in Egypt;
- All the deals with suppliers will happen without any interference from Coca-Cola
Company however they can suggest preferable suppliers.
Assumptions regarding legal issues
- It is assumed that all permissions, licenses and contracts will be issued and signed
within the planned times, according to past experiences and regulations. The project
teams’ lawyer is responsible to ensure the above.
Assumptions regarding the Project Team:
- The Project Team will act as a consultant and executor of the Coca-Cola
representatives as the investor, after the approval and signing of the project contract.
We will construct the project documentation and overview and control the execution
of the entire project until the successful end of the conference. After the end of the
conference, the Project is considered to be finished.
3.5. REQUIREMENTS AND DELIVERABLES
The organization of CCAC includes some requirements and activities from different areas
involved in the development of the project. For each one there is a manager responsible for
the development of specific activities that result in the accomplishment of the objectives listed
before and previously agreed with the client.
The main deliverables expected by the client are:

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In order to achieve each objective, the main activities are identified according to the area
involved. There are 5 functional areas involved during the whole development of the project;
from the design until the closing date of the event. Each are has the corresponding manager
who is in charge of the accomplishment of each goal and the respective deliverables.
Deliverables Complete program for the 10 day annual reunion. Includes
conferences each day, night events and touristic activities
Contract with the different hotels where the guests are going to be
accommodated
Contract with transport companies in charge of the transportation of
the guests during the whole event
Contract with the municipality and/or owners of the different
locations where the event is taking place
Contract with the suppliers of the material and equipment needed to
make the event
Management plan for invited lecturers and workshops
Human resource management plan
Design and implementation of the web site
Design and implementation of the communication plan
Logistics plan
Financial analysis and control plan
Risk management plan

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Communication
Invite and serve the media
for the congress and its
events
Manage all the dimensions
(print, paper, virtual etc.) of
the media and partnering
with them
Invite and coordinate the
guests and lecturers
Service
Communicate with
delegates
Manage and support the
attendants’ immigration
process
Work with the Ministry of
Foreign Affairs
Control the pre and post
conference study tours
Develop the reception
systems and work in close
synergy with the logistics
department
Provide a help desk during
the congress to assist
delegates
Ensure that all systems are
in place for delegates’ needs
during the congress
Ensure that each delegate
goes back with an
unforgettable experience
Information Systems
Web site development and
support
Develop, track and maintain
the overall database of
social media subscribers and
followers of the website
Manage and support
networking and
infrastructure
Logistics
Secure a partnership with an airline
company
Responsible for securing partnerships
with all of the printing houses and
stationeries
Coordinate the overall transportation of
all stakeholders
Handle all the affairs between the
congress and all respective ministries
Partnership management with the travel
agencies
Plan all activities before, during and after
the congress
Plan and allocate all the resources
needed for the development of the
congress
Manage the communication with the
transport providers
Coordinate all logistical support for the
activities before and during the congress
Coordinate the removal and transfer of
all logistics from the Congress and
special event venues once activities are
over
Management risk support
Coordinate the allocation of break-out
rooms and session materials
Coordinate the acquisition, transfer and
storage of all the session material,
special events and conference logistics in
liaison with other teams
Provide insurance to the attendants
during their stay in Egypt
Finance
Budget management
Finance team management
Coordination with other portfolios in CC
Cash flow management
Post conference damage fee
management
Tracking fee payments for CCAC
Smart card system management
Registration process at the venue:
countries payments checking
Pre and Post Study Tour payments
tracking
Merchandise sales and pricing
management
In-kind and revenue generation progress
reporting and tracking

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3.6. CONSTRAINTS AND SPECIFIC REGULATIONS
CONSTRAINTS:
The constraints of the project are defined by the customer and the regulations body. By
customer’s constraints we have the limitation of the budget, the duration of the conference the
number of people attending and the time to execute the project. Regulations body constraints
are concerned with choosing and appropriate place in terms of capacity of people, level of
noise, health and safety regulations. The project should be finished until the end of August
and the time horizon for doing the conference and receiving the feedback is 1 month.
Budget: according to the number of people attending, the location, the accommodation
requirements, duration of the event and dates, there is a limited budget that has to be estimated and
agreed with the client. Any additional service required that is not specified within the project’s
scope is reflected in a possible increment of costs and in a significant difference compared to the
budget estimated and available for the project. Because of this, there are strict restrictions in
budgetary changes.
Duration and dates: the congress will last 10 days according to the clients specifications.is the
time required for the company to achieve their own objectives for the event. Due to
accommodation, transportation and availability of the attendants, changes are not allowed.
Limited time for project design: for having the acceptance by the client, the project planning and
design phases have to be follow specific deadlines set by the client. The event is taking place from
September 1st
to September 9th
of 2014, according to this, the detailed project description and plan
must be completed at least 15 days before the guests’ arrival.
Location and safety: the chosen location must satisfy the requirements according to the number of
attendants, comfort, safety and convenience. Safety regulations must be taken into account within
all the activities that are going to take place during the whole event.
Technological resources: the technological resources are limited by the availability of the
resources in the chosen location and the possibility to manage a different type of technological
instruments to handle the different conferences and workshops.
Third parties service level: according to the client’s requirements, a previous contract will be
agreed with the third parties services providers (hotels, transport, workshops, lecturers) in relation
of the service level. However, the quality of the service depends on the suppliers and it is not
ICO’s responsibility.
SPECIFIC REGULATIONS:
Since accommodation, Transportation and catering is our responsibilities, it is mandatory for
it to choose a company that is aligned with the quality regulations set by Coca-Cola Company
and mentioned in the contract.

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3.7 Acceptance criteria
The project is envisioned as finished when there is a feedback for the event’s organization and
happening, when, as service providers, we realize whether the client is satisfied by the service
delivered.
In particular, there are some specific criteria by which the project will be evaluated according to
the type of event:
- Delivery time: the event has fixed dates that cannot be postponed for any reason. These have
been communicated in advance and the deadlines are strict and mandatory. Because of the
attendance of people from all around the world, neither the dates nor the place can be
susceptible to changes.
- Proper documentation and permits: proper documentation has to be delivered regarding the
main plan for each functional area involved in the project. Besides, the documents certifying
the respective permits required for conducting the event are needed as an assurance that the
event can be organized without legal issues.
- Safety warranties: the safety and security plans are required in order to assure the safety of the
attendants in all the activities involved in the event.
- Quality of lectures and workshops: the lectures and workshops must be at the same level of
the attendants; top managers from all around the world.
- Proper organization and schedule of daily activities: the activities of each day have to be
planned according to the event's magnitude and importance. Time, location and attendants'
availability and interests have to be taken into account when scheduling each day.
- High quality level in transportation and accommodation services: although transportation and
accommodation services are provided by external companies, a previous level of agreement
should be established in order to assure the client that the conditions in both services are met.
In particular, regarding the accommodation, 5 stars hotels are requested and punctuality and
comfort in transportation means are required.

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4. STAKEHOLDERS ANALYSIS
The CCAC stakeholders list is specified in the Project Charter. Because of the type of project,
there are many people and entities interested in the project development and success. A
stakeholder’s analysis is required to understand the needs and importance of each one in order
to help in the decision making process according to their impact in the project.
In the following table is the detailed description of each stakeholder involved taking into
account their roles and benefits and impact of the project success.
Stakeholders Description Impact/Importance Benefits
The Coca-Cola
Company
Company that
requires the services
of ICO to organize
their international
annual congress.
ICO’s direct client.
- High importance and
impact;
- Main aim- satisfying
The Coca- Cola
Company’s
requirements.
The success of the
project is their main
interest. If the
project is completed
on time and all
requirements are
fulfilled, the
company’s annual
congress will be a
success.
Attendants
The attendants are
the Coca-Cola’s top
managers from the
200 countries where
it is present.
- High importance;
- Important for the
congress success is the
attendants’
satisfaction.
Gather together to
discuss the
company’s strategy
and gain knowledge
in entrepreneur
skills. Know Egypt
and visit its main
touristic places.
Hotels
Hotels are providing
us attendant’s
accommodation and
conference halls.
- High importance;
- The hotel importance
is related to the
attendants’
satisfaction. Although
it is not directly related
to the congress, it is a
support activity; it is
very important and
complex.
Accommodation,
for 1000 people for
one of the biggest
companies of the
world, is a big
contract which
involves a lot of
money for the
chosen hotels.
Besides, it gives
recognition to the
hotels for future
events.
Transportation Transportation - High importance. The The companies

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companies companies are in
charge of bringing
the congress guests
from and to the
airport, to and from
the congress
location and to and
from other
additional activities.
attendance to the
congress depends on
the easiness to reach
the venue, pre and post
events.
- It is not an activity
directly related to the
congress but supports
the organization of the
event.
chosen for the
required
transportation
services are benefit
from the big
contract and
prestige given by
transporting 1000
people.
Touristic
agencies
Touristic agencies
chosen to do the
tours and touristic
activities before and
after the congress.
- Low importance;
- Although the
entertainment activities
are important for the
event, the success of
the congress doesn’t
depend on them. This
activities are not
related to the congress.
Doing this kind of
event in Egypt, will
benefit all the
touristic places due
to the magnitude of
the event. Besides
the amount of
people who is
visiting the country,
the importance of
the event will give
recognition to the
touristic companies
involved.
Lecturers
People invited to the
congress to do
lectures, seminars
and workshops
related to
entrepreneurs’ skills.
- Medium importance;
- The quality of the
lectures and
workshops depend on
the lecturers chosen.
Although it is not
main goal of the
congress, it is one of
the objectives and an
advantage of the event.
Besides the
payment for the
attendance to the
congress, lecturers
gain recognition
from participating
in an important and
huge event. The
complete coverage
and press releases
will improve the
image of the
lecturers
worldwide.
Catering
companies
The catering
companies are those
that will provide the
catering service
during the whole
event.
- Medium importance;
- The catering services
are important to ensure
guest’s comfort. It is
congress organization
and has a medium
impact on the overall
The catering
companies are
benefit from the big
contract of
servicing 1000
people and from the
recognition given
by the importance
of the event.

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project because
although the attendants
comfort is important, it
doesn’t have a direct
impact in the congress’
activities.
Material and
equipment
suppliers
The materials
include paper,
pencils, folders,
badges, equipment
etc. The material
suppliers are those
which provides all
the material needed
along the event.
Equipment is related
to the additional
equipment not found
in the locations as
video beams,
computers, and
microphones.
- Medium impact;
- The absence of this
material will affect the
ease and attention of
the attendants but will
not delay the project or
affect the congress
development. The
additional equipment
is necessary for the
congress development
but this will not stop
the project. It is
possible that some
locations don’t have
the complete
equipment required for
the event but are
exceptions.
The chosen
company or
companies benefit
from the contract
and recognition
given by the event.
Egyptian
Government
Institutions
The Egyptian
institutions are those
related to all the
permits regarding
the attendants’
immigration process
and location
permits. Also, it
includes tourism
ministries and other
institutions related
to the touristic
activities.
- High importance;
- If all the permits are
not given for both, the
attendants and
locations, the congress
cannot take place.
This event is very
important for
Egypt. It will
benefit the country
by giving
international
recognition and
probably
persuading other
companies to take
the country into
account for their
future events.
Press
The press is the
media invited to
cover the whole
event. It is in charge
of the reports, news
and articles
regarding the project
- Low importance.;
- It is also used to
enhance ICO image
writing about the
success of the event.
Although it is
The benefits are due
to the contract
signed with Coca-
Cola but a delay in
the project doesn’t
affect the
stakeholder’s

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development. important for the event
to gain the attention
worldwide, the
congress doesn’t
depend on this type of
activities.
functions.
Table 2- stakeholders
It is important to notice that the stakeholders are divided according to the relation within the
project. Some are affected directly by the project and the project can be highly impacted
because of changes in the negotiations or requirements of the stakeholders. Others are
important for the event but involves support activities that although are not directly related
with the congress, are of great importance in the organization of the whole event.

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5. PROJECT TEAM ORGANIZATION
5.1. ORGANIZATIONAL CHART
The organizational structure of ICO is flat. There are seven managers in team responsible for
the congress. They act as line units for the team.
Figure 1. Organizational structure of ICO
5.2. CROSSING OBS AND WBS
The first step of crossing between OBS and WBS is compiling them into one matrix, in which
it will be easy to see the relations between the Work Packages and the project team members.
Since the picture of responsibilities in this phase, is not possible to be expressed on the first
level of details, we should move on the next level and present the activities consisted in the
work packages, which are almost unified for all of them. This is done in order to present a
better overview of the situation and easier control on the responsibilities.
Some examples of just how the matrix should be read and understood are presented.
For instance, let’s take the work package “Travel Agencies”. Here we have four persons
included, the Project Manager, Delegate Service Manager, Logistics Manager and Special
Events Manager. The Logistics Manager is the Responsible one, he is signing the contract
with a Support given by the Special Events Manager in terms of working on the preparation
and evaluation of the contract. At the end, the Delegate Service Manager and the Project
Manager should be informed of the outcome from this action. The following abbreviations
stand for the corresponding position in the Organizational Structure:
- PM – Project Manager
Project Manager
Delegate
servicing
HR Logistics Communication IT Special Events Finance

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- DS – Delegate Services Manager
- HR – Human Resources Manager
- LG – Logistics Manager
- C – Communication Manager
- IT – Information Technology Manager
- SE – Special Events Manager
- F – Finance Manager
The second step is determining the roles of the project team members within the different
Work Packages. The roles of the members can be:
- Responsible (R): the actor is responsible for the work package;
- Supportive (S): the actor supplies further resources to the Responsible;
- Informed (I): the actor has to be informed on the progress of the work package.

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Table 3- Crossing WBS and OBS
PM DS HR LG COM IT SE F
Immigrations R R S S
Ministry of Foreign Affairs R R S
Study Tours R S S
Reception I R I
Assistance R S
Delegate needs R S
Delegate expirience R I S
Promotion I R
Tracking I R
Training R
Allocation and supporting I R S
Planning R R
Printing house I R S
Transport R I R I I
External Affairs R R S
Travel Agencies I I R S
Plan Resources I I R
External R S R I
Infrastructure I S R
Analising data R
Writing report I R
CBCA R
Ordering equipment S S R I
Receaving equipment I S R
Control check R R
Decorating R
Event check R I R
Event control R I I R
Writing report I R
NCRA of budgets I R
Ongoing review R
Allocation of resources I S R
Cash management I R
Tracking payments I S R
Accouting R
Creation of Cash flow stat. R
Creation of Profit & lost acc. R
Control of project R
Congress launch R R R R
Evaluation R R R R R R
Project Management
WBS OBS
Communication
Structure
Airline
Internal
Web site
Collecting data
Preparation of budgets

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6. WORK BREAKDOWN STRUCTURE
The WBS below represents the organizational structure of the project. For each function has
been associated a person in charge (see OBS cross WBS) and employees under their control.
The aim of the Work Breakdown Structure is to divide the scope of work into manageable
work packages which can be estimated, planned and assigned to a responsible. All the
elements in the WBS are referred to the Project Scope. During the validation process we made
sure that after completing each WP and its corresponding activities, the deliverable will be
complete. In this way we were able to conclude that the WBS is clear and in total conformity
with the Project scope.

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Figure 2- Work Breakdown Structures
Project Manager
Delegate
servicing
Communication
Immigration
Ministry of FA
Study Tours
Reception
Assistance
Del. needs
Expirience
HR
Structure
Promotion
Tracking
Training
Allocation and
supporting
Logistics
Air line
Planning log
act.
Printing house
Transport
External Affairs
Travel Agencies
Plan resources
Communication
Internal
External
IT
Web site
Infrastrucure
Special Events
Collecting data
Analising Data
Writing report
CBCA
Ordering
equipment
Receaving
equipment
Control check
Decorating
Event check
Event control
Writting report
Finance
Preparation of
budgets
NCRA of
budgets
Ongoing review
Allocation of
resources
Cash
management
Tracking
payments
Checking
payments
Accounting
Creation of CFS
Creation of PLA

21
CCVP Logistics
Travel Agencies &
Transportation
Companies TL
5 TS
Sessions &
Inventory
Management TL
5 TS
Courier,
Merchandise and
Logistical Materials
TL
4 TS
6.1. LOGISTIC WORK PACKAGE
Vice President Logistics:
Logistics Control Structure:
Logistics team are going to pass by two team structures as following:
- Phase 1: Starting from the 1st
of April till 30th
of August 2014
- Phase 2: 1st
of September till 11th
of September 2014 (on site structure)
Figure 3- Phase 1 in logistics
Phase 1

22
Travel Agencies & Transportation Companies team Responsibilities
Logistics Management Milestones :
Sessions and Inventory Management team Responsibilities
Key Responsibilities:
Coordinate with AI Project Managers and other CC functions regarding the following:
- CI Pre- meeting Requirements
- Coordinating CI team arrivals
- Supporting DS team on site (Rooming, Check in Process, est.)
- Supporting SE team in the special events execution.
- On site communication with CI for (session requirements, Sessions dry run,
Partnership launch dry run ,etc)
- Plenary managements during the conference day by day
- Coordination with DS coffee breaks requirements and timing
- Coordinate the allocation of break-out rooms and session materials.
- Coordinate the acquisition, transfer and storage of all the session material, party
peripheries, special events and conference logistics in liaison with other teams.
- Support the execution of The Coca- Cola Company Congress.
- Approaching travel agencies in Cairo & Sharm El Sheikh Collecting offers for
Study tours and Transportation rates.
- Approaching transportation companies in Cairo & Sharm El Sheikh collecting
offers for transportation required for ( ICO Airport pickups & Drop off, IC special
events, Global Partners Pickups & Drop off, est..)
- Handling ICO CC team transportation from Cairo to Sharm.
- Coordinate the removal and transfer of all logistics from the Congress and special
event venues once activities are over.
- Ensuring shipping all the logistical Materials from Cairo to Sharm
- Handling CI team pickups and drop off
- Managing Special Guests and National Partners pickups & Drop off
- Managing Pre-Post Study tours transportation through the collaboration with DS
team
- Coordinate the preparation of site visits to all congress and special event venues
prior to the start of the Congress.

23
Courier, Logistical materials and Merchandise team Responsibilities
Phase 2
CCVP Logistics
Travel Agencies
& Transportation
Companies TL
7 Teamleader
Sessions &
Inventory
Management TL
87 Teamleader
- Communicating with Special events team for their events requirements.
- Communication with DS team for the ICO requirements & Merchandise
- Secure the shipping for the Global partners giveaways through approaching the
courier companies (DHL, Fedex, aramex, Egyptian customs)
- Collecting rates for merchandise from different suppliers
- Communication with session management team regarding CI logistical
requirements during ICO & ICO pre-meeting
- Managing onsite visits for CC employees before the conference
- Managing Cairo & Sharm El Sheikh airport pickups
1st
Figure 4- phase 2 in logistics

24
LOG
Air line
Mark.Res
Meet.ai
Meet.Com
air.Meet
Planning
Log.act.
CC Met
CI,Mate
Sign.Of
Prep.Log
Printing
House
Mark.Re
Filter
Meet Deal
Transp.
Mark.Re
Filt Contract
Dry run
Ext.Affa
Comm.
Trav.Ag
Contact. Trip.Plan
Plan.Res
Allocation
Dry.Run
Logistics WBS
The main concern for this function will focus about all the logistics needs during the pre-
arrival , arrival and post conference periods and the main job descriptions.
Logistics WBS
Figure 5- Logistics Work Breakdown Structure
WBS DESCRIPTION
Deliverable 1: Securing a partnership with an airline company
Inputs 1000
attendants
Countries 200 Countries

25
As we can see in the table above there should be secured a partnership with an airline
company for 1000 attendants from 200 countries.
Objectives
 Provide all the participants with facilities to come to Sharm El- shikh through Airlines
Partners
 Provide all the participants arrived to Cairo with Charter flights to sharm el shikh
 Provide charter flights back to Cairo after the congress for those who can’t travel back
directly from Sharm El Shikh
Synergies
 Finance Department to facilitate the airlines contracts
 CCP and communication department to facilitate the relation with the ministry of
internal affairs and ministry of tourism
Operational Activities
 Market research for all international airline companies
o Work to sort out all the airline companies who have an international platform in
most of the world to facilitate the participants travelling to Egypt
o Collect companies addresses and contacts
Resources Time Synergies
 People
 Internet Access
 Past conferences data
2 days
 Physical meetings with the desired airline companies to reach an agreement
o Get attractive offers for the participants
o Facilitate the participants travelling process
o Set a final contract deal to set all the agreement with the financial proposal
3 People 7 days Finance Function to work on
the proper deal according to
our budget
 Meeting with the ministry of transportation
o Ensure the security situation for the congress participants once they arrived to
Egypt
o Facilitate participants check-in documents once they arrived to Cairo , Sharm
airport
1 Person 3 days CCP to give an overview of
the congress objective and to
be the main congress figure
during the meeting

26
 Meeting with Cairo airport and Sharm El-Shikh Airport administration office
o The main objective of this step is to know all the Airport areas ( Arrivals,
Departures, Check in)
o Imagine the on-site distribution and the communication points
2 People 1 Day
Deliverable 2: Securing partnership with all of the printing houses and stationeries
Objectives
 Raise more than one partners in order to provide all the materials needed during the
period of the conference with the quantity and quality required
 Obtain the lowest material prices
 Market research to sort the needed companies according to their scale of work
o This will happen through intensive online searching and GCPs from previous
customers and connections
1 Person 1 Day
 Spot Meeting to close up the deals and sign the contract with the needed materials
It is focused on getting the best deal with each company and compare with the company’s
data base with similar conferences, to obtain the lowest price with the quality needed.
 Materials Delivery
o Receiving of the materials from the supplier
o Transportation of the materials to the congress venues
o Setting up the needed materials in each venue
8 People 5 Days Transportation team
2 People 5 days Finance function to close up the
deals in the prober budget
limitation

27
Deliverable 3: Co-ordinate the overall transportation of all stakeholders including the
airport pickups process
Objectives
 Approach travel agencies in Cairo and Sharm El Sheikh collecting offers for study
tours and transportation rates
 Approach transportation companies in Cairo and Sharm El Sheikh collecting offers for
transportation requirements ( IC Airport pickups and Drop off, IC special events and
drop off, global partners pickups and drop off)
 Handle IC CC team transportation from Cairo to Sharm
 Coordinate the removal and transfer of all logistics from the Congress and special
event venues once activities are over
 Ensure shipping all the logistical materials from Cairo to Sharm
 Manage special guests and national partners pickups and drop off
Operational activities
 Market research to sort the needed companies according to their scale of work in Cairo
and Sharm
o We should focus in transportation companies who operates in Cairo and Sharm
with big scale to cover all conference needed transportation
o Filter the companies to sort their contacts
1 Person 2 days
 Companies Meeting to close up the deals for the transportation of the congress
It is focused in getting the best deal from each company and compare that with the
company’s data base with similar conferences to obtain the lowest price with the quality
needed.
2 People 5 Days With finance function to close
up the deals in the prober
budget limitations
 Communication with the airports administration offices
To facilitate the buses entrance, parking and exit from and to the airport
 Dry run the transportation process and provide a video facilitating the process from
both Cairo and Sharm airport
o Ensure the smooth operation of the whole process from the CC team
o Provide an online material to help all the participants to reach the buses easily
2 People 1 day With Communication function
to provide the needed video

28
 Transportation information
o Cairo
 Pick-ups from the airport: 24- 25- 26 of August. 2 buses for 22 people in
each/ 24h
 Cairo Pre-Study Tour: Bus for 50 people on 27 & 28 of August. If we need
more than 1 bus we’ll inform 48h before.
 Cairo-Sharm El Sheikh bus: 5 buses for 50 people on 27th
of August
o Sharm El Sheikh
 Pick-ups from the airport: 24- 25- 26 2 buses for 22 people for 24h, 20-21-
22 of August 2 buses for 14 people for 24h
 Transportation on 11th
of September: 10 Buses for 50 people in each from
Savoi to Jolie Ville (2 trips in the morning 8-10am and 2 trips in the evening
8-10 pm, as we need to transfer 1000 Ds)
 Additional information for Travel Agencies Tours
If it is a travel agency, some of the possible tourist destinations are (Post study
tours):
o Cairo: pyramids, museum, felouka and Black and White desert
o Sinai: Dhab, St.Catherine mountain and Island Ras Shatan (minimum 100
people)
Deliverable 4: Handling all the affairs between the congress and all respective ministries
(Ministry of tourism and Ministry of interior)
Objectives
 Build up a strong relation with the minsters to facilitate the process during the
conference
 Ensure the safety situation of the participants once they arrived
 Ensure the synergy with the ministry of tourism to facilitate the participants
movements to touristic places
 Reserve appointments to both Ministries ( Interior and tourism )
Use the organization past data and connections to reach the minster office
 CC meeting with ministry representative
- Prepare the congress proposal including all expected activities during the conference
- CCP and CCVP communication to present the conference to both ministries
2 People 3 Days With CCP and CCVP
communication to handle the
minister meetings

29
Deliverable 5: Partnership management with the travel agencies (Delivery/Servicing,
Partnership Enhancement and Communication)
Objectives
 Managing Pre-Post Study tours transportation through the collaboration with DS team
 Coordinate the preparation of site visits to all congress and special event venues prior
to the start of the Congress
 Market research to sort the needed companies according to their scale of work in Cairo
and Sharm
This will happen through intensive online searching and GCPs from previous customers
and connections
1 Person 1 Day
 Spot Meeting to close up the deals and sign the contract
- Define the post and pre study tours with the expected timeline
- Ensure the co-operation with the ministry of interior for safety issues
- Set a deadline to provide all the details about the tours in Cairo and Sharm
- Managing the Special events needed
- Close up the deal with the budget agreed
1 Person 3 Day - With CCVP SE to
present all the needed
tours and events
- With the CCVP of
finance to define the cost
needed for each tour
 Define Communication Channels with the selected agencies
o Set clear communication channels before and during the tours
o Define the tours schedules and CC co-operation needed
Deliverable 6: Planning all logistical activities before, during and after the Congress
Objectives
 Have a clear planning tool for all logistics activities before, during and after the
conference
 Estimate the activities timeline
 Submit the logistics plan to CI to check that it matches their needs

30
 Synergy with all the CC functions to sort out their needs
o In this step the team will be divided to get all the logistics needs from each
functions and the accompanied timeline for each need
o All the team will be working according to the mentioned structure phases
7 People 3 Days With all the CC functions
 Preparing the Logistics work package
o Prepare the congress logistics work package to include all the congress logistics
needs
o Compare the CC package with what CI asks for
1 Person 7 Days
 Sign off report to help in the organization data
o Prepare the sign off report directly after the conference by the CCVP
o Include all the GCPs and KPIs done
1 Person 7 Days All CC functions
Deliverable 7: Planning and allocation of all resources needed for the delivery of the
Congress
Objectives
- Materials estimation for all the different functions
- Materials management during the congress
- Execution of the activities needed during the congress
 Materials estimation and drop off
This will happen after the communication with all the CC functions to start understand
their needs and to set the initial estimation for the resources they need
The estimation of the resources will be conducted considering a factor of error based on
the risk management of each function
3 People 7 Days All CC functions
o Materials connection with Coca-Cola needs
o Online tool creation for all the materials needed

31
WORK PACKAGE CONTROL
The work package control is done according to the dates set for each milestone:
- Planning Logistics activities from 01/09/2014 till 15/09/2014
- Reach agreement with 2 transportation Companies by end of July 2014
- Reach agreement with Travel agency by 15/08/2014
- Conduct more than 5 meetings with all CC functions
- Reach an agreements with 2 airline companies work internationally by the end of July
2014
WP RISK ANALYSIS
- Lack of Communication with Coca-Cola company
This risk could make a delay in the entire logistics process which will affect the
conference cycle and will delay other CC functions which have strong synergies with the
logistic activities.
o Consequences
 Delay in Project time
 Drop some of the required materials
- Exceeding the set budget for transportation and external agencies
This will cause to over load the logistics team to work with less resources especially for
the transportation and might affect the scope of the project.
o Consequences
 Affect the project scope
 Over load the resources and
- Lack in communication with government ministries
This will cause a delay in all the safety issues and also in the agreements on site.
- Lack of resources in the On-site time
The lack of resources during the conference will cause some delay for session delivery
and this might affect the conference scope.
o Consequences
 Affect the project timeline
 Overload the conference team during the conference
 Affecting the performance of other functions

32
CCVP Delegate
servicing
Legal Issues TL
3 ATL
Coordination &
Communication
TL
4 ATL
Travel &
Accommodation
TL
5 ATL
- Mixing between functions Job description during the conference
The mixing between functions job description will cause overlapping in some of the
deliverables and will cause problems in the internal communications.
o Consequences
 Overload parts of the CC team because of the JD shifting
 Affect the conference timeline
 Affect the communication flow during the conference
6.2. DELEGATE SERVICE WORK PACKAGE
Vice President Delegate servicing:
Delegate servicing control structure:
Delegate servicing team, are going to pass by two team structures:
- Phase one: Starting from the 1st
of April until 1st
of August- Planning phase
- Phase two: Starting from the 1st
of September until 11th
of September 2014- Period of
Congress
Figure 6- first phase in delegate service
Phase 1

33
Legal Issues Team Responsibilities:
Coordination and Communication Team Responsibilities:
- Working with insurance companies in order to manage the individual traveling
insurance.
- Coordinating with VP of logistics to ensure the safety in transport of all delegates
- Working closely with the Ministry of Foreign Affairs to efficiently collect all delegate
information and issue non-immigrant travel visas
o Maintain close contact with the Ministry of Foreign Affair for any legal
matters that may arise with delegates coming from different regions around the
globe
- Ensuring the legal activities during the period of staying in the country.
- Ensuring effective communication throughout all planning processes and during the
execution of the actual congress. This requires maintaining strong communication
between all Team Leaders as well as between the VP of Logistics and other functional
units as necessary.
- Coordinating the retrieval of information from all delegates to the Ministry of Foreign
affairs
- Continuing communication with all delegates and with the Ministry of Foreign Affairs
to ensure proper visa issuance prior to arrival
- Close communication with the delegates in order to avoid any misunderstandings

34
CCVP Delegate
Servicing
Travel &
Accommodation
TL
10 ATL
Coordination &
Communication
TL
45 ATL
Travel and Accommodation Team Responsibilities:
- Excursions, coordinating with all participants to see who wants to go on which
excursions:
o Collecting all documents and information for travel on each excursion
o Working closely with the VP of Logistics to coordinate the transportation of all
delegates going on each excursion
- Making sure that all delegates have the proper contact information in the hotel to reach
all congress coordinators, hotel staff or other necessary person
o So guests can find all information or everything
- Cooperating with the Logistics team in regards to participant traveling :
o Collection of legal information
o Issuance of visa
Figure 7- phase 2 in delegate service
Phase 2

35
Delegate Servicing WBS
The main concern for this function will focus about all the delegate servicing needs during
the pre-arrival and arrival conference periods.
WBS Description
Figure 8- work break down structure delegate service
Dserv.
Communication
Info.
E-mail
Immigration
Mark.Re
Filter
Apply
Ministry of FA
Mark.Rs
Appointment
Meeting
Study Tours
Pre
Preparation
Post
Reception
Commun
Assistance
Rec.Desk
Del. Needs
Meet
Contracts
Expirience
Excursions
Events

36
ID Work packages: Importance:
1. Communication with delegates High
2. Immigration related support Medium
3. Ministry of Foreign Affairs High
4. Study Tours Medium
5. Reception System Medium
6. Assistance to delegates High
7. Delegates needs Medium
8. Experiences after the conference Medium
Table 4- work packages in first deliverable level- delegate servicing
These work packages include all of the needed tasks in order to be fulfilled the first delivery.
The processes include choosing the appropriate equipment, transportation, etc. and
communicating everything decided with the managers of the relevant department. All of the
events include the same type of work packages.
Communication and coordination between different teams is another important instrument,
because all of the people are specialists in different spheres and a single person is not enough
to provide the best analysis for a definite research or plan. Another concern is the number of
people in every team. Some activities have higher level of work load, so more specialists
should be responsible that everything could be developed and provided on time.
Deliverable 1:
- Communication with delegates
Objectives:
- Have a clear communication tool for all activities before, during and after the
conference
- Estimate the activities timeline
- Making a schedule: Conference Dates, Flight, Hotel etc.
Inputs : 1000 attendee
Countries: 200 Countries
Operational activities:
- Information retrieval:

37
o Communicating with delegates effectively and continuously before the actual
congress is of utmost importance for ensuring safe and complication free
arrival
o To maintain this effective communication a member from the Communication
and Coordination Team will be chosen to draft and email all participants up to
their actual arrival in Egypt
 Email Timeline
Figure 9- Delegate Service
- E-mail them about: passports (9months before), dates of arrival (2 weeks before),
conference schedule (2 weeks), flight schedule (1 month before), hotel information (1
month).
Resources Needed Time Needed Synergy with
- 1 Person
- Internet Access
2 days Time table
TLs
Delegates

38
Deliverable 2:
- Overall responsible for all immigration related support for delegates
Objectives:
Our company is going to assist all delegates for the visas applications, through collecting
delegate information and completing the on-line application form for non-immigrant visas.
- Collecting information:
 On-line research for the requirements needed to meet, in order to obtain the
participants visas
 All the information needed for applying for visa
 Applying on-line and give all of the information needed to the Immigrations.
- Applying for visas:
 Applying on-line and give all of the information needed to the Immigrations.
- 2 People
- Internet Access
9 months
(beginning of information
collection)
Ministry of Foreign Affairs
VP of Logistics
Deliverable 3:
- Working closely with the Ministry of Foreign Affairs
Objectives:
In order to obtain all the visas, working closely with the Ministry of Foreign Affairs is
mandatory.
- Reserve appointments with the Ministry of FA.
- Use the organization past data and connections to reach the minster office
- Meeting with ministry representative:
o To issue the electronic visas for all one thousand participants.
o In order to ensure the ultimate level of security against counterfeiting, through
all of the entrances to The Republic.
o The main objective of this meeting is to ensure all of the participants will
receive visas, one month prior to arrival.

39
2 People 3 days -------------
Deliverable 4:
- Pre and Post Conference Study Tours
Objectives:
Before and after the conference, all the delegates will be offered to participate in study tours.
- Pre conference study tours
o Guided tour throughout Cairo by bus 1 day (optional)
Includes: lunch in local restaurant, English speaking guide, A/C bus.
o Evenings will be free, so we recommend that delegates participate in the pre-
conference study tour. This will give opportunities to explore nearest cities,
and find attractions that they may wish to visit after the end of the conference.
o The guided tour will be included in the cost to participate in the congress,
however, delegates may choose not to take advantage of this offer. Additional
tours and activities will be made available to participates at their discretion
based on cost
- Post conference study tours.
- A time schedule will be given so every one of the delegates can choose in
which tour to participate.
- 10 Persons
- Internet Access
- Logistics schedule
10 days VP Logistics
Deliverable 5:
- Develop reception systems and work in close synergy with the VP logistics
Objectives:
- Communicate with the VP of Logistics about time of arrival

40
- Ensuring quick, efficient, and safe transportation for all delegates
- Set up a reception desk at the hotels for check-in of all delegates
- Communication:
- Ensuring that a team of delegate services will communicate with the logistics team
members
- In regards of close synergy with the delegates, setting up a reception desk in the
hotels.
- 6 People
- Internet Access
- Logistics schedule
10 days VP Logistics
Deliverable 6:
- Maintain delegate help desk during the congress, provide assistance to
delegates, being aware of all relevant information
Objective:
Assist in a professional and welcoming manner to receive the delegates upon their arrival to
communicate with them. Coordinate the weekly activities.
- Provide obvious needs for check-in as listed previously
- Provide material on the activities to occur throughout the stay and during congress
o Answering questions throughout the conference week regarding timing,
locations, directions, sessions, or any additional material
- Provide material on attractions and prices available throughout the week
o This would include different tours in the area, top attractions, restaurants,
etc.
o The attendants at the reception desk will also be charged with familiarizing
themselves with the city to provide needs to shopping or quick purchases
during the trip
- This will require coordination with a local contact who can quickly
train or volunteer time to help direct delegates as needed
- Set up a reception desk:
- This will require the training of 3 team members so that they are sufficiently
prepared to answer any and all questions regarding congress activities, attractions,
and other general needs

41
o Two of these team members will be stationed at the different hotels as
delegates arrive and are provided with information
o The third delegate will act as a mediator and will float between the two
stations and direct guests personally when needed to different locations
3 People 10 Days All main activities
TLs
VP logistics (contacts with
the ministry of
transportation)
Deliverable 7:
- Ensure all systems are in place for delegates’ needs during the congress- health,
personal, safety etc.
Objectives:
- To ensure emergency team from hospital, in case of emergency
- Send information to all participants to inform them of the option to purchase
emergency insurance
o This would include health insurance that covers the period over which they
are traveling and visiting Egypt
- Make sure that all systems are in place and all documentation is collected should a
participant need to utilize the local hospital for a medical emergency
- Have selected team members organize and file all participants medical information
after it is retrieved
o This will allow for it to be safely separated and easily accessible should an
emergency arise
o As a safety precaution this information should always be collected in the
case that an allergic reaction or basic injury were to occur
 This system helps ensure the safety of the guests while also
preparing the team members for whatever problems may arise
- For the personal safety, every hotel has its own security that can assist in case of need.
The conference center and everywhere else the local police will assist in case of
emergency.
o Local police will be informed of the congress as well as hotel staff, should an
emergency arise the police and hotel staff will be the first informed to carry out
corrective action immediately.

42
- Meeting with the closest health center.
 Organizing a meeting with health centers and hospitals
 Meet with a representative
- Contracts:
- Signing contracts with companies in regards of health and personal safety of
all the delegates
4 People 10 Days Hospitals
Health centers
Participants
- These team members will answer to all personal needs. Delegates will be receiving
assistance from a person of the company or employees from hotels, companies that we
work with etc.
o This way help can be reached in any case that may occur
Deliverable 8:
- Ensuring that each delegate goes back with an unforgettable experience
Objectives:
- Lunch will be catered by local restaurants, so that participants can experience
authentic Egyptian cuisine.
- Excursions and activities before and after the conference will ensure that everyone
has the opportunity to gather once in a lifetime experiences.
- Excursions:
- Working in close synergy with Logistics team
- Special events:
- Working in close synergy with SE team
10 People 10 Days Logistics TL, SP TL

43
6.3. SPECIAL EVENTS WORK PACKAGE
Vice President Special Events:
SPECIAL EVENTS CONTROL STRUCTURE:
One very important figure for the success of the project is Vice President Special Events. He/
she are responsible for organizing the special events (pre/ post study tours) and acts as a link
between the other vice presidents who have something in charge of organizing an event. In
general there are two stages in which the Vice President Special Events takes part:
1. Organizing special events- from 05.05.2014 to 04.06.2014;
2. Monitoring events- from 27.08.2014 to 17.09.2014 (on site activity);
Organizing special events- from 05.05.2014 to 04.06.2014
Figure 10- team structure and responsibility for the first stage of Special Events
CCVP Special
Events
Analysing and
accounting team
8 TL
Courier, Craftsmen
and quality control
team
8 TL
Special Events
Team
10 TL
Phase 1

44
Analysing and Accounting Team Responsibilities:
Courier, Craftsmen and Quality Team Responsibilities:
Special Events management milestones:
Key responsibility of the team is to support the vice president special events by creating
benchmark analysis for the places of the special events, suppliers of needed equipment and
allocating the costs for them.
Responsibilities of analysing team:
- Gathering and organizing the needed information for different places, equipment and
etc;
- Creating the benchmarking analysis;
- Communicating the analysis to the finance team and Vice President Special Events;
Responsibilities of accounting team:
- Creating the budget;
- Cost allocation;
- Communicating all of the analysis to the Vice president Special Analysis.
Key responsibility of the courier, craftsmen and quality control are to support the organizing
and decorating of the places for the special events. In case some kind of technique is needed,
the quality control is supposed to check it and take the needed actions if there is a
malfunction.
Responsibilities of courier:
- Communicate with the Vice President Special Events for the delivery of needed
equipment or other needed devices;
- Deliver the needed facilities in time on the place;
- After the end of the event to deliver back all of the facilities;
Responsibilities of craftsmen:
- Install all of the needed devices and facilities on time. After the end of the event to DE
install them.
- In case something breaks down- the craftsmen team should repair it immediately.

45
Special Events Team Responsibilities:
- Responsibilities of quality control team:
- Quality control team has to check if all of the devices work properly and to assure
both parts- our organization and merchandisers that all of the facilities are in order.
Key responsibilities of the Special Events Team are to make the whole organization of the pre
and post study tours. They collaborate with all of the other teams to achieve the aim. From the
very beginning of the whole organization to the end, everything connected with the special
events is passing through the team. They are responsible for everything.
Responsibilities of special events team:
- Think about the possibilities for pre and post tours;
- Get the approval of the project manager and the main customer for the desired special
events;
- Find travel agencies, suppliers, places and different activities to be defined as special
events;
- Communicate all of the information to the Vice President Special events and all other
Vice Presidents and teams;
- Make the whole plan and organization of the special events;
- Delegate the duties connected to the special events to the other teams
Monitoring events- from 27.08.2014 to 17.09.2014 (on site activity)
Phase 2

46
Special Events Team Responsibilities:
Figure 11- team structure and responsibility for the second stage of Special Events
Special events team milestones in the second stage:
Responsibilities of special events team:
- Monitor the development of every event;
- In case something goes wrong, take some actions in order the event gets back to the
planned one;
- Communicate everything with the Vice President Special events and all of the other
teams and vice presidents;
- In the end of the even to create a report for the event and to communicate it to the
project manager.
Responsibilities of accounting team:
- Control the delegation of the on-site money for the event;
- Communicate the momentous allocation of money to the Vice President Special
Events;
- In case of mismatch in the planned allocation and real one, to take preventive actions.
- Communicate the mismatch to the Vice President Special Events and Vice president
Finance.
CCVP
SPECIAL
EVENTS
Special
Events team
50 team
members
Accounting
team
10 team
members
Delivery
team
10 team
members
Craftsmen
team
50 team
members

47
Responsibilities of delivery team:
- Communicate with the Vice President Special events the transportation of the guests
to the different places;
- Organizing the returning of the devices and facilities after the end of the event;
Responsibilities of craftsmen team:
- After the end of the event to de install of the devices;
- In case a facility or a device breaks down, craftsmen team should fix it;
- To communicate to the Vice President Special Events and his/ her team all done
repairs;
SPECIAL EVENTS WORK BREAKDOWN STUCTURE:
The main concern of the special events management is to focus on realizing all of the planned
events and to assure that everything is well organized during the course of all of the
happenings.

48
Figure 12- Work Breakdown Structure Special Events
The work packages that we identify in this level are shown in the table below:

49
1. Gathering data for places and suppliers High
2. Analyzing data Medium
3. Writing a report Medium
4. Checking budget and cost allocation High
5. Ordering equipment Medium
6. Receiving equipment High
7. Control check of the equipment Medium
8. Decorating Medium
9. Checking the passing of the event High
10. Controlling the event High
11. Writing a report Low
Table 5- work packages in this deliverable level- special events
These work packages include all of the needed tasks in order to be fulfilled the first delivery.
The processes include choosing the appropriate equipment, transportation, etc. and
communicating everything decided with the managers of the relevant department. All of the
events include the same type of work packages.
Communication and coordination between different teams is another important instrument,
because all of the people are specialists in different spheres and a single person is not enough
to provide the best analysis for a definite research or plan. Another concern is the number of
people in every team. Some activities has higher level of work load and there should be put as
responsible more specialists so that everything could be developed and provided on time.
WBS DESCRIPTION:
DELIVERABLE 1- GATHERING DATA FOR PLACES AND SUPPLIERS:
OBJECTIVES:
The processes of planning starts with having a general idea about the event. There are two
types of pre and post tours that are organized- workshops on different topics and diverse of
activities and travels. According to aim of the special event is chosen appropriate place,
needed devices and materials. For the workshops are chosen topics, appropriate places these
presentations to be done and in case there are not relevant devices on the place, such are
decided. For the travels and activities are checked the opportunities, that are provided from
the travel agencies and what is the possibility a different one to be planned and organized.
This work package is with high importance because from it depend the next work packages
and the whole special event. It is essential the pre and post study tours to be properly
organized because they appear as an introduction and close to the main event- the conference.

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In the order the work of the responsible person to be easier, a research is done among the top-
level participants. Considering their opinion and the aim of the congregation, are chosen the
most appropriate places and activities to be done. Also, the choice of the suitable devices,
facilities and decoration is made. Furthermore, for some of the trips it is better to be used the
service if some travel agencies. Thus, the opportunities that they are provided should be taken
into account. A marketing research that is showing the advantages and disadvantages of every
opportunity should be provided.
SYNERGIES NEEDED:
Since every person is a specialist in defined sphere, a synergy with marketing team and
logistics team is needed so that the optimal solution can be chosen.
OPERATIONAL ACTIVITIES:
The different activities are delegated to the defined teams. Topics for the workshops are
chosen. Having in mind the different job occupations and interests of the guests, are chosen
the possibilities for a conference room. Another online research for the different activities and
travels are done. Representatives of the teams are sent to visit the places, meet with the
owners of the possibilities and receive all of the needed answers for analyzing the received
data and make a benchmark.
- Workshops planning:
Different topics like anger management, time management, conflict management and
etc. are chosen for presentations. Famous researches in these fields are invited to be
the speakers on the presentations.
Resource needed: Time needed: Synergy with:
1 person from special events
team
2 hours ------
- Online research:
Meanwhile another employee is doing an online research for the possible different
activities and trips that could be suggested as special event. Also, the opportunities
provided by different travel agencies are checked. Suitable conference rooms for the
workshops are checked.
team
1 hour ------
- Meetings on places:
Chosen team is sent to the places and agencies to see the real situation.

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team;
1 person from analyzing
team;
22 hours Logistics team
- Interviews with representatives of the places and agencies:
The sent team is making interviews with representatives and gathering all of the
needed information. All questions that appear are solved.
team;
team;
External and internal
customer approval
- Choosing activities, places, agencies:
After the previous step, the most appropriate options are chosen.
team
1 hour ------
DELIVERABLE 2- ANALYZING DATA:
OBJECTIVES:
When data is only gathered but not organized it doesn’t mean anything to a single person. The
analysis of the data aims to show in a summarized way the advantages and disadvantages of
all options. By this step it is easier to be chosen an optimal solution.
SYNERGIES NEEDED:
The team that can do the analysis of the data is the analysing team. To be done better decision
for the suppliers of all needed and places for the events, a benchmarking tool is used. The
decision is concluded not only on price category but also on functionality and possibilities of
devices. This analysis has significant impact on the used budget. The last step in this work
package is writing a report, for the gathered and chosen data, which will be used as a
communication tool between the different vice presidents so that the work can be proceeded.

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All of the collected data is gathered at one place and separated to categories like: activities,
places, suppliers and etc. Analysing and special events teams are collaborating in order to
analyze the info and make benchmark analysis. The two teams are mixed to smaller groups
and every team work in special category.
- Team creation:
In order to be finished faster and more efficiently the activities, first the team should
be divided to smaller groups. Groups are created by mixing employees from different
teams.
2 people from special events
team
1 hour ------
- Separation of information:
Both data from interviews and online research is gathered and sorted into different
classes so that it can be analyzed easier.
2 people from analyzing
team;
team;
1 hour ------
- Analysis of data:
Data is analysed so that all advantages and disadvantages of every possibility can be
easily seen. A benchmark analysis tool is used.
8 people from analyzing
team;
6 people of special events
team;
14 hours ------

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DELIVERABLE 3- WRITING A REPORT:
OBJECTIVES:
The aim of the report is to provide the analyzed data in the easiest way to be understood for a
single team. By the organized data in that way every group can extract easier and faster the
needed info.
SYNERGISE NEEDED:
The creation of the report for the chosen places and suppliers is done by the special events
team. When the report is ready, it should be communicated to the finance team. Collaboration
with other teams is not needed in this deliverable.
The writing of the report is the operational activity here. The analyzed data is put in a special
layout and written. The report is sent to the finance team.
- Creation of data summary:
After the analysis of the data, a summary, in a chosen layout, is done. Data summary
contains only the best opportunities, their advantages and disadvantages.
team
2 hours ------
- Creation of report:
The layout of the summary is changed into an official report which can be
communicated after that to the top levels.
team
6 hours ------
DELIVERABLE 4- CHECKING BUDGET AND COST ALLOCATION:
OBJECTIVES:
One important thing is the check of the presence of enough money and cost allocation so that
the event can happen how it is planned and there are not missing resources. This check is
done by the finance team. In case it comes out that the resources are not enough, everything is
communicated to the Vice President Special Events in order he/ she to take some measures for
the successfully made event.

54
SYNERGIES NEEDED:
The check is done by the accounting team. They are the main responsible to realize if there is
something that does not fit the plan. No collaboration with other teams is needed.
All of the costs are compared and calculated if they fit to the budget. The difference between
the budgeted and actual resources needed is defined. In case the actual resources are more,
then the report is sent to the Vice President Special Events so that he takes some measures to
change the places and suppliers in order to fit the budget. If the actual resources are less or
they fit the budget, then this option is accepted and communicated to all of the Vice
Presidents.
- Report communication:
The report is communicated to the vice presidents. Few possibilities are chosen for
activities, places and agencies.
1 person from accounting
team
1 hour ------
- Costs check:
All of the shown prices are checked if they fit the budget.
team
2 hours ------
- Allocating costs:
Budgeted resources are allocated to the done choices. The variance is found.
2 people from accounting
team
10 hours ------
- Correction:
Cost allocation, variance analysis and budget are checked once more. In case is
needed, a correction is made.
team
3 hours ------

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DELIVERABLE 5- ORDERING EQUIPMENT:
OBJECTIVES:
After the report is done and costs are allocated according to the budget, the needed devices
and equipment should be ordered. Usually every conference hall provides us the needed
devices but for some of the workshops we need some more specific devices that we rent. All
of the facilities are chosen according to customer’s requirements and the special events. The
order is an important part of the work packages because the events cannot be executed
without the needed devices.
SYNERGIES NEEDED:
This is done in collaboration with logistics team, finance team and special events team.
When the list of the equipment is done, the Vice President Special Events should approve it
and communicate it to the logistics and finance team so that equipment is ordered and
meanwhile the budget is checked again. The logistics team makes and order list and schedule
the order.
- Catalogue check:
The missed equipment needs to be rented. A research is done. Suppliers are chosen.
Then the catalogue of the provider is checked and the needed equipment is selected.
team;
1 person from delivery team;
team;
4 hours Logistics team;
Finance team;
- List creation:
A list from the needed facilities is done and communicated to the top levels. It is
approved and sent back to the team to order it.
1pesron from accounting
team;
6 hours Finance team;
Logistics team;
- Ordering:
The selected list is changed into an official ordering list. A separate order list is
prepared for the different suppliers and it is communicated to them

56
team
6 hours Finance team
DELIVERABLE 6- RECEIVING EQUIPMENT:
OBJECTIVES:
It is not enough the equipment to be ordered. In order to be used, it should be received.
SYNERGIES NEEDED:
The receiving of the equipment is done by the logistics team, special events team, craftsmen
team and Vice President Special Events.
OPERATTIONAL ACTIVITIES:
The number and type of the devices is checked according to the prepared order list by the
logistics team and special events team. Craftsmen are concerned about unloading. The Vice
president Special Events is controlling the whole procedure.
- Delivery:
Trucks are rented. The delivery time is collaborating with the logistics team. All of the
devices are picked up from the suppliers and delivered to the defined places.
2 people from courier team;
2 people from delivery team;
- List check:
On the receiving, all of the devices are checked if they are exact number, model and
type.
team;
5 hours ------
- Storing:
Craftsmen team is unloading the trucks and putting the devices on the exact places to
be stored until the next procedure.

57
20 people from craftsmen
team
5 hours ------
DELIVERABLE 7- CONTROL CHECK OF THE EQUIPMENT:
OBJECTIVES:
Another important part in the work package is the control check of the devices. If there is any
malfunction, this will be a setback for the successful happening. The importance of the
deliverable is set to medium because it very important everything to be in order but in case of
malfunction there is time to be done a change.
SYNERGIES NEEDED:
The control check is done by a team of specialists- quality control team. The control check is
done under the supervision of a person of special events team and its aim is to assure both, our
organization and our customer that everything is under control.
After the control check is done, a report is presented to the Vice President Special Events. In
the report is written if there is or there are not any problems with the equipment after the
transportation.
- Control check:
All of the equipment has to be checked if during the transportation has been broken or
something else happened.
20 people from quality
control team;
team
6 hours ------
- Report creation:
A documented is needed to assure all parts that there are not any malfunctions. After it
is been created, it is communicated to top levels and all responsible parts.
team
2 hours ------

58
DELIVERABLE 8- DECORATING:
OBJECTIVES:
It is organizing the entire places and devices, preparing for the event.
SYNERGIES NEEDED:
It is done by the Craftsmen team under the supervision of some people of the special events
team.
All of the equipment is put on place and organized in the desired way so that everything is
prepared and expecting the moment of its usage.
- Devices organizing:
All of the devices are put to their position.
team;
team
14 hours ------
- Installation:
The equipment also needs to be installed so that it can work.
team;
team
10 hours ------
DELIVERABLE 9- CHECKING THE PASSING OF THE EVENT:
OBJECTIVES:
Our main aim is the successful happening. In order to be sure that this is done, we have to do
some regular checks during the event if everything is in order. The importance of this work
package is set to medium because when the previous two work packages are done well, in this
one the activities are less and easier to be improved (in case there is a need). The main
purpose of this stage is to improve the experience of all of the participants as also the
organization of the event.

59
SYNERGIES NEEDED:
The check of the event is a main obligation to the team special events. In case they realize that
something is going wrong, they communicate to the Vice President Special Events. No other
synergies are needed in this phase.
Team members from special events team are divided to smaller groups and these crews are
assigned to the different events. They are on the site in the moment of the event and checking
if everything is going as it was planned.
- Group division:
The teams are divided to groups. Some of them will monitor the pre tours while other
the post tours.
team
4 hours ------
- Pre- tours checking:
The event is checked and monitored if any problems appear and some actions need to
be taken.
team
15 hours All teams
- Post tours checking:
The event is checked and monitored if any problems appear and some actions need to
be taken.
team
15 hours All teams
DELIVERABLE 10- CONTROLLING THE EVENT:
OBJECTIVES:
This activity is needed only if in the previous one is realized that something is not in order.
The aim of the controlling is to put back the event in the planned order in case something goes
wrong or a change is needed to be done so that all of the participants can the experience.

60
SYNERGIES NEEDED:
Responsible for this work package are the special events team and Vice President Special
Events. Usually, no other synergies are needed. However, from time to time a needed change
could be done and then the collaboration of other teams is needed depending on the situation.
At most, a synergy with logistics team can be established in specific case.
The responsible people are on the place. In case they realize that the venue is not as it was
planned, they communicate to the Vice President Special Events so that he/ she decide
preventive measures, delegate some activities and the happening goes back to the way as it
was planned.
- Problem communication:
The appeared problem is communicated so that measures can be taken.
team
7 hours --------
- Preventive actions:
The preventive actions are decided and applied.
team
7 hours ---------
DELIVERABLE 11- WRITING A REPORT:
OBJECTIVES:
The feedback is based on the already finished event. This work package is very important for
the project manager. It is a report which shows how the event went, what should be improved,
what the customer liked and what not, if there are any complaints. The importance of the
work package for the client is consisting in paying a fair price for what he/ she received. By
this feedback the customer can have a discount if he/she is not satisfied by our service. . This,
as also having in mind the main concerned form the work package, are the reasons why the
importance of the work package is set to low.
SYNERGISE NEEDED:
This work package is main responsibility to the Special Events team. Then they communicate
it to the Vice President Special Events and Project Manager. No other synergies are needed.

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All of the members gather the information, analyze it and create a report. This report is
communicated to the Vice President Special Events. He/ she checks it and then communicate
it to the Project manager.
- Data collection:
All of the feedback and the data for the events is collected.
team
10 hours Main customer;
Guests
- Report creation:
The collected data is organized into a report.
team
12 hours ------
- Report communication:
The report is communicated to all of the top levels.
team
2 hours ----
6.4. IT WORK PACKAGE
INFORMATION TECHNOLOGY SYSTEMS WBS
The department of information technology is responsible of the management of the systems
and telecommunication devices to integrate and support the whole development of the project
through the right utilization of technology.
The Information Technology Manager is responsible to plan and control the activities of the
information technology team and assure that the IT objectives are aligned with the strategic
objectives of the project.

62
CCVP ITS
Web development
TL
2 TS
Database
management TL
1 TS
Infrastructure TL
1 TS
OBS CROSS WBS
The project development is planned taking into account two different situations. Some of the
activities must be completed before the congress start date and others as update, maintenance
and support should be held during the event. This is taking into account when scheduling each
of the activities identified in the following WBS.
The IT department is organized as showed in the following figure. Each team has their own
goals and responsibilities and should report to the ITS Vice-president about all the activities’
progress and possible bottlenecks.
FIgure 13- IT OBS
ITS MANAGEMENT MILESTONES
Web development team responsibilities
The Web development Team is in charge of all the activities involved in the application
development and support including pre and post event tasks. The pre activities are those
related to the implementation of the website. During the event, the team must give support
and constantly update the information presented in the website. The main responsibilities of
the web development team are:
- Plan, design, implement, test and maintain the website

63
- Have direct communication with the client and the other functional areas to
understand the requirements of the system
- Update the information of the website according to the development of the congress
- Maintain constant communication with the other functional areas during the complete
event
DBM team
The DBM team is in charge of the complete database management activities including the
design of the database and the administration of the information. In particular, the main
activities of the team are:
- Acquire, configure and design the database establishing the relation model necessary
to easily access to the information
- Maintain update, precise and coherent information
Infrastructure Team
The infrastructure team will give complete support to all the activities that involved the use of
specialized equipment before and during the congress. Infrastructure refers to computers,
video beams, Wi-Fi, intranet and every type of telecommunication device that will be used
along the whole project. The main responsibilities are:
- Identify and get all the equipment necessary for all the activities including the project
planning and management
- Manage the inventory of the complete equipment
- Work with the local IT departments to integrate both functions while the event is
taking place
- Maintain constant communication with all the functional areas and give support and
maintenance to all the equipment
WBS
In general, two main requirements are identified during the project development and
implementation. Is important to notice that the functions of the IT department are very
important while organizing the event and supporting it when during the time it will take place.
In the following figure is the model of the disaggregation of the IT deliverables that result in
the generation of the WBS.
IT
WebSite
Developmen
t & support
Inception
Elaboratio
n
Constructio
n
Transition
Maintenanc
e
DBM
Acquisition
&
Configuratio
n
Design DBM
Infrastructure
Management
& Support
Equipment Integration
Network &
Connectio
n
Figure 14- IT WBS

64
Design and implementation of the web site
Due to its huge magnitude, an useful tool for managing and follow the event is a specialized
web site where both, guests and organizers, can find the complete information in relation to
all the activities that are taking place during the congress.
Besides, it can be a support tool to manage and control the progress of the event taking
advantage about the possibility to gather together the complete information regarding the
whole event organization.
Among the main functionalities of the web site are:
- Attendants registration
- Congress follow-up
- Information and news update
- Minutes publication
- Management and report
The web site consists of two basic components: the interface and database.
In general, they don’t have complex functionalities making the development of the web site a
task divided into three main activities. On one side is the design and implementation of the
web site including the back end functionalities and on the other side the implementation and
management of the database and the integration between both.
The application development is based on the RUP methodology and divides the
implementation into different phases and iterations in order to deliver each functionality at
different moments according to their priorities. Each phase should be supported with the
proper documentation.
On the other hand, the database management is focused on the storage of the complete
information about the attendants and the activities each one will do. It is also a tool to
generate specific reports for project management.
• Deliverable 1: Web site development and support
Objectives
- Create a direct interface with the guests of the congress giving access to the
complete information about the event and its activities
- Manage the communication among the different business areas
- Support project management activities
 Inception
Estimation of the complete development in terms of time and costs. Analysis of the
business requirements using use case models and UML tools in order to get a general
understanding of the customer need.
Frequent meetings with the client are required in order to be able to characterize what
the web site should do and look like.

65
1 engineer 3 days Direct relation with the
client and finance team
 Elaboration
Preliminary plan for the project development taking into account the number of
iterations (if required) and the delivery time for each one according to the importance.
Identification of the main risks and mitigation plan for each one and technical
decision-making about the implementation of the web site.
2 engineers 5 days Direct relation with the
client and logistics area to
analyze their requirements
 Construction
Web site development according to each functionality identified during the previous
phases. Because of the low complexity of the system, it can be developed in one
iteration. As a result is the first release of the web site to the client with all its
functionalities.
The construction includes the design and development of the interface.
2 engineers 7 days Relation with the
Communication area to
decide about the content
 Transition
After previous unitary tests, this phase is the transition of the application from
development environment to production. The client can have direct contact with the
application and final improvements included within the scope of the project can be
made.
1 engineer 3 days Relation with the client,
logistics and
communication areas to test
and verified the system

66
 Maintenance and support
The maintenance and support of the web site should be available during the whole
event in order to update the information and take actions if any problem arises.
1 engineer 12 half days Relation with the client,
logistics and
communication areas to
manage and update the
website
• Deliverable 2: Development and database management of social media
subscribers and followers on the website
The database is required for the storage of the information about the attendants, the
activities and additional information of the project regarding the logistics and financial
functions.
Objectives
 Support project management activities
 Store information about the attendants and activities
 Integrate the information among the different business areas
- Acquire and configure the database
The acquisition and configuration of the database depends on the system’s
requirements. This activity includes the decision about which type of database, the
server to be used and technical specifications and installation of the whole database.
1 engineer 2 days Relation with the client to
define database technical
specifications and finance
area to define the costs
- Design of the relational database
The database should be designed according to the requirements of the website
functionalities and must have a suitable structure that facilitates the access to the
information.

67
1 engineer 5 days
- Database management
The database management is the constant update and support for assuring that the real
and accurate information is provided by the website.
1 engineer 10 half days Communication and
logistics departments
Maintenance and infrastructure support
The maintenance and infrastructure support refers to the package of deliverables related to the
equipment and technological services needed to carry out the different activities that are
planned during the whole congress. It also includes the support in the project management
activities both in site and before the congress start.
- Deliverable 3: Management and support of networking and infrastructure
The infrastructure are all the technological equipment and accessories, as computers,
video beam, Internet, etc., necessary to develop the different activities schedule during
the congress. It also deals with the infrastructure necessary for the required it systems
and the equipment of each department.
Objectives
- Provide all the equipment required for carrying out the activities planned during
the congress
- Provide support and maintenance to the equipment during the congress
- Manage the suppliers of the equipment required
- Manage the complete internet network and assure the connection between the
different equipment
- Identify all the equipment necessary for the different activities of the congress and
select the suppliers
The different activities that are taking place during the congress, including
conferences, debates and workshops, might need special equipment as video beams,
lap tops, projectors among others. Some might be provided by the place where the
activity is happening but if not, the number of missing devices has to be planned and
the suppliers chosen.

68
1 engineer 2 days Communication, logistics
and finance departments
- Analyse the services provided by each location and integrate them with the
project’s equipment and systems
Services as Wi-Fi connection and some equipment can be provided by the same place
where the event is taking place. In that case, the IT team has to support the
management of those items so they can be used appropriately during the event.
1 engineer 10 half days Logistics departments
- Manage the inventory of the equipment and provide support
The inventory is the complete list of all the equipment, owned or outsourced, that is
going to be used during the event.
1 engineer 10 half days
- Manage the network connections in each location assuring the availability and
security during the whole event
Having a secure and strong Wi Fi connection is required during all the activities that
are taking place. The network should support all the attendants connected at the same
time assuming that at least each person has a device connected to the network.
1 engineer 10 half days Communication and
logistics departments
6.5. HUMAN RESOURCES WORK PACKAGE
Vice President Human Resources:
Human Resources Control Structure:
Human Resources team is going to pass by two team structures as following:

69
CCVP Human
Resources
Promotional &
Selective TL
1 TS
Training &
Developing TL
3 TS
Supportive and
Human resources
Materials TL
2 TS
- Phase 1: Starting from the 1st
of April till 30th
of August 2014
- Phase 2: 1st
About the team structures and the responsibilities for each team:
Figure 15- teams of HR in first stage
Human Resources Milestones:
Promotional and Selective team Responsibilities:
- Provide information for the selective process
- Promote the conference inside the company in every team
- Provide advices and assistance when conducting staff performance evaluation
- Inform all the stuff in the company for the new vacant staff positions
- Prepare notices for the vacant staff position for the congress
- Schedule and organize the internal debates for the vacant jobs
- Provide full information for all positions and the organizational structure in the
conference
Phase 1

70
Training and Developing team Responsibilities
Supportive and Human resources materials team Responsibilities
-
- Identify training and development opportunities
- Ensure that accurate job description are in place
- Organize staff training sessions, workshops and different activities
- Provide information for the policies and procedures in the conference
- Provide staff orientation
- Access funding for training
- Recommend solutions attendance difficulties
- Develop, prepare and implement procedures and policies on staff positions
- Implementing the organization’s strategy
- Evaluating training programs and workshops
- Maintaining necessary records of employee participation in all trainings
- Provide advice and assistance to all of the other teams
- Coordinate the allocation of session materials
- Coordinate the jobs of all congress committee functions
- Provide help and assistance in developing human resources plan
- Monitoring daily attendance
- Investigate causes for staff absences
- Develop and administer health and safety programs
- Preparing governmental reports in order to maintain compliance obligations under
the law

71
Phase 2
CCVP Human
Resources
Training &
Development TL
3 Teamleader
Supportive &
Human resources
materials TL
3 Teamleader
1st
Figure 16- second phase of HR structure

72
Human Resources WBS
The main concern for this function will focus about all the human resources needs during the
pre-arrival, arrival and post conference periods and the main jobs descriptions.
Figure 17- HR work breakdown structure
 In the table below is shown how important is every deliverables in the first level from
Human Resources WBS. As it is listed the most important deliverables, marked with
“high” are creating HR structure for the CC team in coordination with functional vice
presidents of each department in ICO and Training the employees. With medium
importance are tracking the functional vice presidents and HR allocation, coordination
and support the teams during
the conference. Moreover with low importance we have promotion of opportunities.
N Deliver Work Package Importance
1 Creating HR structure for the CC team in coordination with
functional vice presidents of each team
High
2 Promotion of opportunities and communication with the CC
to the national and global network
Low
3 Training the functional vice presidents and their staff High
4 Performance tracking and management of CC TLs and
Teamsters pre and during the conference
Medium
5 Responsible for the HR allocation and coordination of CC
team on site during CCAC
High
Table 6- Importance of the work package

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WBS Description
Synergies needed:
Will need synergies with:
 Congress committee team
 Coca Cola HR department
 All functional vice presidents in ICO.
Deliverable 1:
 Creating HR structure for the CC team in coordination with functional CCVPs
Deliverable Objective:
- Allocation the resources for different congress committees teams
- Creating clear plan of the work in the conference to provide information to all the
teams
- Coordinate the allocation of session materials
 Define communicational channels inside the company
- This step is to set clear channels, which are to be accessible for all the teams
- Making research inside the company which is the best way for the flow of information
2 People 7 days
 Meeting with representative of HR department on Coca Cola
- To receive exact information that we need to provide to our employee
- To understand the specific requirement of Coca Cola for the conference
1 People 1 days Coca Cola representative of
the HR department
 Physical Meetings with all vice presidents of the different teams
Meetings objectives:
- Presenting the initial structure to VPs
- Discussing operational activities due to structure in every team
- Set a final structure approved by all vice presidents
2 People 4 days All functional vice presidents
in ICO

74
 Creating online platform inside the company in order to coordinate each teams
- The main objective of this is to provide easily accessible place for everybody and to
have transparency in communicating between different teams
Resources Needed Time Needed Synergy with :
1 Person 7 days
 Testing the online system
- The main objective of this step is to see is our platform working properly and if it is
not, to make the necessary changes on time
1 Person 2 Day
Deliverable 2:
 Promotion of opportunities and communication with the CC to the national and
global network
Objectives:
 Raise the interested of the employees in ICO for the Coca- Cola Company congress
 Presenting the opportunities if the employee take part in the conference in Egypt
 Making discussions inside the company in order to select the members of each team
Operational Activities:
 Making presentations in front the vice presidents
- In this step HR teams want to present the upcoming Coca Cola conference in ICO and
to provide enough information to the CC team and vice presidents of each department
and the vice presidents of each departments are obligated to share the information with
all of their employees
2 People 1 Day All VPs and CC team
 Building up profiles for each position that we need for the conference
- Organizing the job descriptions that we have and find out what we really need as a
positions
- Calculating how big supposed to be teams in each area as discussed this with VPs

75
4 People 5 Day All VPs
 Sending informational bulletin via email to all employees to provide information
for the Coca Cola Conference in Egypt
- With this activity we want to promote the upcoming event
- Also inviting all interested to take part in it to apply for the vacant positions, witch
going to be described in the email
- Schedule and organize the internal debates for the vacant jobs
- Planning the discussions and making schedule for everybody
1 Person 1 Day
 Conducting discussions for the vacant positions in the conference
- Inviting all applied for the certain job and conduct kind of interviews inside the CVC
company in order to choose the best suitable people for every team
2 People 7 Days
 Evaluation after the discussions and decision making
- In this step we are analyzing the profiles that we have and what we need for the
conference
- Connecting and informing all approved employees for the teams that they are going to
work in
2 People 2 Days
1 Person 1 Days Synergy with all teams

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Deliverable 3:
- Training the functional vice presidents and their staff
Objectives:
- Providing full information to vice presidents of each team
- Giving full information to the employees for the positions he/she will take in the
conference
- Organizing workshop sessions for the staff in order to orientate fast and to work easy
with the online platform
 Scheduling the training plan
- In order to be precise in time we should plan the trainings, workshops and different
learning activities.
1 Person 2 Days
 Organizing workshops sessions for each team
- In this step we prepare all the materials needed for the trainings and preparing the
location, where they will be
2 People 4 Days Synergy with Finance
function for the budget
 Conduct the train session for each team
- Is important to implement all knowledge and all functions that can be used in the
online platform, so everybody to oriented easily and fast for the tasks they should do
and for the schedule
2 People 5 Days

77
 Providing staff orientations
- As using the organization past data and the requirements of Coca Cola to be sure that
all employees are well known with the obligations that they have during the
conference
2 People 8 Days
Deliverable 4:
 Performance tracking and management of CC TLs and Teamsters pre and
during the conference
Objectives:
- Build strong relations with all functional vice presidents
- Tracking what are the achievements
- Recommending solutions for the problems
- Managing the special event needed
 Meeting with the VPs to discuss possible problems and situations at all
- In order to prevent the future problems is better to discuss from the past experience
and from the lasts conferences that we organize
- Discussions with the vice presidents what could happen
 Dividing resources into the different teams
- With the clear idea what are the responsibilities of each team, we should divide the
resources and also to track them
2 People 3 Days
 Evaluating training program
- Tracking the efforts of the staff to use the online platform
- Analyze the pros and cons for the past trainings in order to improve the workshops in
future
1 Person 3 Days

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Deliverable 5:
 Responsible for the HR allocation and coordination of CC team on site during
CCAC
Objectives:
- To guide and track the work of the employees
- To coordinate and provide needed resources
- To monitor daily attendance of all teams
 Organizing meeting with CC team
- This will happen through and after the seminar days to track the processes
- Provide the needed advices and support
- Analyze occurred problems during the CCAC
2 People 4 Days Synergy with all vice
presidents of the teas
 Coordinate the allocation of resources during the conference
- Define exact sorting of all the materials during the conference
- Set clear communication channels
- Using the online platform to track the allocation of resources
3 People 7 Days Synergy with the vice
president of finance to define
the cost needed for each team
 Monitoring daily attendance during the conference
- Compose attendance logs in order to be sigh of each employee every day
- Investigate causes for staff absences
1 Person 2 Day

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CCVP COMM
Internal Communication plan TL
1 TS
External communication plan TL
2 TS
6.6. COMMUNICATION WORK PACKAGE
COMMUNICATION WBS
The communication department is in charge of managing the communication between all the
stakeholders involved in the project. Besides, it should design, handle and assure the
communication plan across the company and externally with the client and suppliers.
The communication plan is developed with two different approaches. On one hand is the
communication process along all the business units of the company and on the other hand the
communication with external stakeholders including guests and suppliers.
OBS CROSS WBS
The communication department is divided according to the approach of each communication
task. In particular, activities are divided between internal and external communication
process. It is important to notice that some of the activities are required in site when the
congress is taking place.
COMMUNICATION MANAGEMENT MILESTONES
Figure 18- phase one in communication work breakdown structure

80
In general, the communication department is in charge of managing all the communications
along the complete project development. It is responsible of controlling communications
between functional areas and external stakeholders.
Internal communication plan
The internal communication plan includes the communication process along the different
functional areas. The main responsibilities are:
 Define and control the communication plan within the company
 Assure that the goals and strategy are well understood by all the project members
 Provide complete, coherent and correct information to the members of the project
External communication plan
The external communication plan involves all the activities needed to manage the
communications with external stakeholders related to the project. These stakeholders are the
suppliers, the attendants and the client. The main responsibilities are:
 Manage the communication process with The Coca – Cola Company
 Manage the invitation and future relations with the attendants of the congress
 Implement the advertising and communication plan
 Maintain well informed all the people with special interest in the project development
 Provide complete, coherent and correct information to the attendants regarding the
congress activities
 Provide support between the company and the project’s suppliers
Work Breakdown Structure
As explained before, the communication department activities depend whether they are
related to the communication among the functional areas or managing the communication
between the company and external stakeholders. According to this approach, the WBS is
described as follows:
Figure 19- communication work breakdown structure
Internal Communication plan
The main goal of the internal communication team is to assure that all the members of the
company involved in the project work towards the same goal and all the activities are
COMM
Internal
COMM
Report
structure
Format Final
documentation
Update
info
Meetings
Organization Minutes
External
COMM
Media
management
Contact Report
Media
support
Integration Support
Guests &
Lecturers
Attendants Lecturers Comm.
management

81
addressed to it. The communication team is also a bridge between the different functional
areas assuring that all are informed about the real progress of the project and facilitate the
solution of possible bottlenecks.
- Deliverable 1: Design and implementation of the report structure
The report structure is the definition of how should be the project documented, the
frequency and the people involved in order to maintain an updated state of the project
among all the business units.
Objectives
- Provide a defined process of documentation for the project development
- Inform all the company members about the reporting structure and dead time lines
- Maintain control of the project development progress
- Develop the reporting structure for the whole project
For facilitate the understanding among the company’s business areas, a defined report
structure must be defined so everyone speaks the same language. This activity
includes the definition of formats and management of the communication tools inside
the company.
1 engineer 2 days ITS
- Deliver the complete final documentation of the project
At the end of the project, a complete report should be handled to both, the client and
the project managers. This report includes the complete description of the project with
the activities, complete schedule and real costs analysis.
1 engineer 2 days All departments
- Update the project’s information in the website
The communication team must work together with the ITS department in order to
maintain updated the information on the website. This information should be about all
the daily activities and any change regarding the logistics and organization of the
event.
1 engineer 10 half days All departments
Deliverable 2: Internal meetings for project’s progress evaluation
Frequent meetings should take place to gather all the vice presidents involve in the project
and people of interest, so a complete report is done in a weekly basis in order to maintain

82
an effective control of the progress of the project and identified bottlenecks that can
significantly affect the project.
Objectives
 Control the project development
 Inform about the complete project status
 Identified and facilitate the solution of bottlenecks
 Integrate the different project areas under the same goals
- Organize the meetings for project progress evaluation
The organization of the meeting includes inviting the people and deal with location
and equipment requirements.
1 engineer 22 days distributed in the 22
project weeks
All departments
- Make the meeting minute
For each meeting, an official minute should be done including the list of attendants of
the meeting, the objectives and the evaluation of each point in the agenda. At the end
there must be a report about the status of previous acquired commitments and the list
of new tasks with closing dates and responsible in order to understand the problems
identified with the respective solutions and the impact in the project’s schedule. The
minute should be send to each vice president and a confirmation must be replied with
the acceptance or comments about the points discussed.
1 engineer 22 days distributed in the 22
project weeks
All departments
External Communication plan
The external communication plan deals with the communication process between the
company and the client, suppliers and attendants. Among their activities are supporting the
relation between each business area and the specific suppliers and assure that all the guests
know and attend the activities schedule during the whole congress. This department is
responsible for the welfare of the attendants and lecturers of the congress.
- Deliverable 3: Invite and serve the media for the congress and its events
The media for the congress is every tool used for the communication process during the
whole event. Media involves the public relations and promotion of the event. It includes
the advertisement due to the importance of the event and the official communication to
press and other channels about the progress of this important happening.

83
Objectives
 Manage public relations
 Maintain the awareness of the event and its importance
- Select, contact and manage the relation with the media
Because of the magnitude of the event, the promotion and advertisement channels
should be selected and invited to the congress so a complete coverage can be done to
maintain the people informed about the event. Not only will gain attention from the
public but also will help improving the brand image of ICO and Coca Cola Company
within Egypt.
1 engineer 4 days
- Make the daily report about the activities taking place
For maintaining the people informed, a daily release should be given to the press about
the activities that are taking place and the public information that can be of interest all
around the world. It is important to know that some of the meetings are confidential
and the information shared must be evaluated according to this matter.
- Deliverable 4: Manage all the dimensions (print, paper, virtual etc.) of the media
and partnering with them
Besides contacting the media, it is important to manage the relations with them and
provide all the facilities to be able to cover the complete event.
Objectives
 Manage the relations with the media
- Work together with the media to provide a full coverage of the event
The communication department should support the media activities and partnership
with them so the congress is completed cover and the information provided is real and
accurate.

84
- Identify the requirements that should be provided be ICO to support the event
coverage
The support of the media activities should be accompanied by the provision of the
equipment required by the media teams and that is specified in the contract that should
be provided by ICO.
1 engineer 2 days Financial department
- Deliverable 5: Invite and coordinate the guests and lecturers
According to the client requirements, a list of lecturers and guests is given to ICO. The
communication department is in charge of the activities related to the complete
coordination of the guests’ attendance to the event.
Objectives
- Assure the attendance of all the guests
- Coordinate the lectures and workshops of the event
 Contact, invite and confirm the attendants
According to the list provided by Coca Cola Company, the main managers of each
country are invited to the congress and ICO is in charge of contact them to confirm the
assistance and manage the complete process for traveling. The final list of attendants
should be handled to all the departments so it is possible to start with all the activities
regarding the organization of the event.
1 engineer 5 days All departments
 Contact, invite and confirm the lecturers
Besides Coca Cola’s managers, some of the best lecturers are invited to the event for
specific seminars and workshops. Part of the communication activities involves
contacting them and managing the complete process from contacting them until their
confirmation and future relation with the other departments to complete the process of
their attendance.
1 engineer 3 days Logistics
 Manage the communication between ICO and guests
During the whole event, there must be a constant flow of information between the
company, the client and the congress guests. The information is managed through the
website so everyone is aware about what is going on and the activities planned but

85
also, the communication department is in charge of keeping constant communication
among all the stakeholders in case any problem arise or simply to understand de
complete situation of the event.
1 engineer 10 half days All departments
6.7. FINANCIAL WORK PACKAGE
VICE PRESIDENT FINANCE:
FINANCE CONTROL STRUCTURE:
For every single project it is very important how it would be financed and the way that
resources are used efficiently. The responsible group for this is the Finance team. Finance
team is going to pass through three team structures as following:
 Phase 1- Starting from 10.04.2014 to 05.05.2014;
 Phase 2- from 27.08.2014 to 19.09.2014 (on site structure);
 Phase 3- from 22.09.2014 to 25.09.2014.
About the team structures and responsibilities for each team:
from 10.04.2014 to 05.05.2014
Phase 1

86
Coordination of planned events team Responsibilities
Figure 20- team structure and responsibility for the first stage of Finance
Finance management milestones:
Key responsibilities of the coordination of planned events team are to act as a bridge between
the finance team and all other teams. They have to communicate all of the planned and needed
resources between the teams.
Responsibilities of coordination of planned events team:
 Gather all of the data for the planned events, activities, needed devices and equipment;
 Summarize the information into a report;
 Communicate the report to the budget planning and coordinating team;
 Communicate the budget to the other teams;
 Tracking all of the payments before the event;
 Get approval for the budget from all of the teams and present is to the project manager
and main customer.
CCVP FINANCE
Coordination of
planned events
TLS
6TS
Budget planning
and coordinating
TLS
6 TS

87
Budget planning and coordinating team Responsibilities
Main responsibility of this team is the creation of the budget. In the budget are shown planned
resources allocated to every single activity, event, entity.
Responsibilities of budget planning and coordinating team:
 Creation of budget;
 Allocation of cost to every special event;
 Delegation of money to the teams for the different periods;
 Ongoing review of the budget;
 Creation of back- up budget.
from 27.08.2014 to 19.09.2014 (on site structure)
Figure 21- team structure and responsibility for the second stage of Finance
CCVP FINANCE
Cash management
TLS
20 Teamsters
Payments check
coordination TLS
10 Teamsters
Budget planning
and coordinating
TLS
6 Teamsters
Phase 2

88
Cash Management team Responsibilities
Payments check coordination team Responsibilities
Planning and coordination team Responsibilities
Milestones of finance team on second stage
This team takes care for all of the payments that are done in cash on the venue. The fees are
collected and accounted in the moment.
Responsibilities of cash management team:
- Collecting payments in cash on the venue;
- Accounting the cash payments on the venue;
- Check if all of the guests have paid in cash everything supposed.
Main duty of the side is to track all of the payments done by credit cards or online banking
during the event. To be easier for all of the organization parts, credit card payments and
online payments are delegated for managing to a different team.
Key responsibilities of payments check coordination team:
- Tracking all of the payments done by credit cards or online banking during the event;
- Accounting those payments;
- Checking if a guest hasn’t paid something;
- In case of realized missing, the responsible person is communicating to the Vice
president Finance so that preventive measures are taken.
On this stage the duty of this team is checking the budget.
Responsibilities of budget planning and coordinating team:
- Ongoing review of the budget

89
Accounting team Responsibilities
from 22.09.2014 to 25.09.2014
Figure 22- team structure and responsibility for the third stage of Finance
Milestones for the finance team of the third stage:
When the event is finished, it is really important to be done a financial statement for all of the
incomes and outcomes during the preparation and happening of the event. By the cash flow
statement the company can understand if the event passed well and there is a profit or loss.
The creation of cash flow statement and profit and loss account is a duty to the accounting
team.
Key responsibilities of the accounting team:
- Gathering all of the financial information for the event;
- Creating cash flow statement;
- Creation of profit and loss account;
- Communication of both documents to the Vice President Finance and Project
manager.
CCVP
FINANCE
Accounting
TL
5 TS
Phase 3

90
FINANCE WORK BREAKDOWN STRUCTURE:
The main concern for this function is the preparing of the budget so that the occasion
can happen how it is planned. The budget has to fit special requirements and to follow
definite rules.
Figure 23- work breakdown structure for work package finance

91
The work packages that we identify in this level are shown in the table below:
1. Initial preparation of various budgets High
2. Negotiation, consideration, review and acceptance of
the budget
Medium
3. Ongoing review of the budget Medium
4. Allocation of resources among the teams High
5. Cash management on the venue High
6. Tracking fee payments for CCAC Medium
7. Checking payments Medium
8. Accounting Medium
9. Creation of cash flow statement High
10. Creation of profit and loss account High
Table 7- work packages in first deliverable level- finance
DELIVERABLE 1- INITIAL PREPARATION OF VARIOUS BUDGETS:
OBEJECTIVES:
The master budget is a document that expresses management, operating and financial plans for a
specific period. It comprises a set of budgeted financial statements. It includes financial
translation and it is made up by three different budgets- operating (related to the transforming
activity of the company), capital expenditures (defines the use of financial and human resources)
and financial (evaluates the impact of operating and investment plans of cash inflows and
outflows). The aim of the work package is to present to the customer an approximate view for
the amount of money, spent for different activities and facilities that are going to be paid by
him/her. The importance of the work package is set to high because from the budget depends the
whole presenting of the event.
SYNERGIES NEEDED:
In order the budget to be planned in an optimal way, a strong collaboration between the finance
team and all other teams is needed, so that the planner can have as accurate as possible
information for all planned expenditures.
The planner needs all of the analyzed and summarized data from all of the teams so that it can
create the various budgets and communicate them for negotiation.
- Data collection:

92
All data about the expenditures for the planned events is gathered.
1 person from budget
planning team;
1 person from coordination
of planned events team;
3 hours All teams;
- Analysis of data:
Collected information should be analysed so that it is easier the creation of the budget.
1 person from budget
planning team;
3 hours --------
- Budgets creation:
On the basis of the analysed data all of the various budgets are created in the specific
framework and communicated to the upper levels.
2 people from budget
planning team;
2 hours --------
DELIVERABLE 2- NEGOTIATION, CONSIDERATION, REVIEW AND
ACCEPTANCE OF THE BUDGET:
OBJECTIVES:
A budget cannot be used without being negotiated and approved. The aim of this work package
is to be chosen the optimal budget. When the budget is done, it is considered and reviewed by
all of the vice presidents. After being approved, the budget is sent to the Vice President Finance
for final check and then it is communicated to the Project Manager for final acceptance. The
importance of the work package is set to medium because already the possible alternatives of
budget are provided, just the best one should be chosen.

93
SYNERGIES NEEDED:
In this phase the budget should be negotiated between the budget planning and coordination
team leader and Vice President Finance. Then it has to be approved by all of the vice presidents
and the project manager so that the organization of the event can be proceeded.
The team leader is meeting the Vice President Finance and they are discussing all of the
possibilities for the budget and every misunderstanding that appears. When the Vice President
Finance approves it, the budget is communicated to the other Vice presidents to be approved. In
case there is a need, a meeting is organized. All of the appeared questions are solved, a possible
change is provided.
When the budget is accepted by everyone, it is communicated to the Project Manager for final
approval. When he/ she approve it, the organization of the happening can continue.
- Negotiation of budgets:
Various budgets should be negotiated between the Vice Presidents in order to be
proceeded to their consideration. The Vice presidents communicate between each other
if they agree or not with the planned budget.
Created budget;
1 person from Budget
planning and coordination
team;
Vice President Finance;
5 hours All Vice Presidents;
- Consideration of budgets:
On another physical meeting is considered the risk if the budget is not enough and a
back- up budget are created. Then they are communicated to the other Vice Presidents
for review.
Created budget;
team;
5 hours ----------

94
- Review of the budgets:
A physical meeting is organized and all of the vice presidents are gathered to review the
back- up budgets and the original one. When they are accepted, they are communicated
to the project manager for final acceptance.
Created budget;
team;
4 hours All Vice Presidents;
- Acceptance of the budget:
The final approval or rejection is done by the project manager. This can be done on a
meeting as also by official e- mail.
Created budget;
team;
2 hours Project Manager
DELIVERABLE 3- ONGOING REVIEWS OF THE BUDGET:
OBJECTIVES:
This deliverable is executed on the duration of the organizing of the conference. The aim is to be
found out if all of the planned activities are in the planned framed for payments. The importance
of this deliverable is set to medium because already everything is decided and the only action
that could be taken is to be checked if we fit the budget or not.
SYNERGIES NEEDED:
Collaboration between the responsible people and all vice presidents is needed only if a
significant variance in the planned and actual usage of resources is estimated. In this case
preventive actions are needed.

95
Responsible team is checking the cash inflow and outflow, comparing the actual results with the
planned one and updating the budget. If significant variance is noticed, it is communicated to the
Vice President Finance who is responsible for taking preventive actions.
- Checking of the budget:
Information about the actual expenditures is gathered and organized in a report. The data
in the report is compared with the budgeted one.
Budget;
Proceeding organization;
1 person from Budgeting and
coordinating team;
30 hours ----------
- Control of the variance:
The found variance should be controlled so that the actual expenditures do not exceed
the planned one.
Created budget;
1 person from Budgeting and
coordinating team;
30 hours --------
- Updates of the budget:
When a preventive measure is taken it should be marked the change in the budget
because all of the planned expenditures are changed.
Created budget;
team;
20 hours ------

96
DELIVERABLE 4- ALLOCATION OF RESOURCES AMONG THE TEAMS:
OBJECTIVES:
This work package represents the division of needed resources among the teams so that they can
achieve their aims. By it the customer receives a more detailed view for the exact cost of which
activity. The importance of the work package is high because by the correct calculations
depends the fulfilment of the procedure as also spending the optimized amount of resources. As
more exactly are calculated and separated the resources, as better results we achieve.
SYNERGIES NEEDED:
Collaboration between the responsible team and all other teams is needed so that everyone can
receive the planned amount of money in the expected time to execute the planned activities.
OPERATIONAL ACTIVITES:
Firstly the team is divided to smaller groups that will distribute the money. Then meetings
between the teams are organized so that the resources are spread.
- Group creation:
The team is divided to smaller groups so that the wrok can be executed faster and more
efficiently.
of planned events team
1 hour ---------
- Meetings:
The created teams allocate the resources to the teams and decide in which time to give
them to the teams. Then they organize meetings, meet the teams and explain them the
procedure that will be used.
Created budget;
1 person from Coordination
Budget planning and
coordinating team;
7,5 hours All Vice Presidents;

97
- Distribution of resources:
During the preceding of the organization another meetings are executed and the
resources are distributed among the team
1 person from Coordination
7,5 hours All teams;
DELIVERABLE 5- CASH MANAGEMENT ON THE VENUE:
OBJECTIVES:
Its aim is to control the cash inflows and outflows during the event so that missing resources or
another problem can be realized easily. The customer is assured that nothing more than needed
will be spent, as also there is not missing cash.
The importance of this work package is set to high because by it we can easily realize if there is
missing cash, something unpaid or another problem has appeared.
SYNERGIES NEEDED:
Cash management team is responsible for this deliverable. If they realize a problem, they are
communicating to the Vice President Finance. No other synergies are needed.
One the venue the team is separated to smaller groups. Usually they have to account the cash
inflows and outflows for the special events because guests are deciding to which activity to
participate on place. However, if a guest has something else unpaid, he can pay by cash on the
event for the service.
After the accounting is done, the responsible are realizing whether a difference exists between
planned and actual profit for the moment. In case such a variance is noticed, all possibilities are
checked and then is communicated to the Vice President Finance so that special measures are
taken.
- Group creation:
Cash management team is divided to smaller groups so that during the event the work
can be executed more efficiently.

98
2 people from cash
management team;
2 hours ------
- Accounting on the venue:
The responsible teams are gathering all of the needed data, analyzing it and account it
immediately to realize missing cash or whether mistakes in the payments exist.
Report foe payments;
9 people from cash
management team;
59 hours ---------
- Measures:
When a mismatch is realized immediately the Vice President Special Events is informed
and he/ she is taking preventive actions.
9 people from cash
management team;
59 hours --------
DELIVERABLE 6- TRACKING FEE PAYMENTS TO ICO:
OBJECTIVE:
The importance of this work package is set to medium because all of the participants are Coca-
Cola’s members in some way. It is supposed, that all of the needed payments done online, are
done in advance by not suspicious bank accounts. Another suggestion is that no one has
forgotten to pay participation fee or something else in order to be present on the conference. The
process starts with the first moment of paying an activity and it continues until the end of the
conference. The objective of the deliverable is to be realized if a payment is missing.
SYNERGIES NEEDED:
Main responsibility for the work package has the payments check coordination team. If a
missing is realized, it is communicated to the Vice President Finance. No other synergies are
needed.

99
All of the payments are checked. During the event some members of the team are delegated to
track the payments while others are doing the accounting.
- Group creation:
The team is divided to smaller groups and activities are allocated to the teams.
2 people from payments
check coordination team;
2 hours ---------
- Checking of the payments done through online banking or credit cards:
There is a possibility, people to pay their chosen activities, tours and participation during
the event but not in cash. The responsible team is checking if the desired activity is
already paid or not.
Reservation list;
Report for payments;
Vice President Finance
50 hours ---------
- Tracking of the payments:
Payments are checked if they are done from real account, if it is suspicious or there is
any problem with that account.
50 hours --------
- Accounting:
All of the new payments are accounted.
18 hours ----------

100
DELIVERABLE 7- CHECKING PAYMENTS:
OBJECTIVE:
With this work package we can easily understand if there is a missing payment or something not
paid. The importance of the work package is medium because it is supposed that all of the
members on the conference are from Coca- Cola team and everyone will make the payment on
time- no one will skip it. The aim of the work package is exactly to give to the customer the
information for payments.
SYNERGIES NEEDED:
Payments check coordination team is responsible for this activity. If a problem appears, it is
communicated to the Vice President Finance so that preventive measures are taken. No other
synergies are needed.
The responsible are gathering information for all of the done payments during and before the
event. Then the information is analyzed and a report is written. In advance they are having a list
with the payments done before. Also, their colleagues are providing the accounts for the done
payments during the event. In the moment the documents are compared. In case a missing is
noticed, it is communicated to the Vice President Finance.
- Gathering of information:
All of the data is gathered so that final checking of the payments can be executed.
Reservation list;
Accounting for payments
done on the event;
1 person from payments
15 hours ---------
- Analysis:
Gathered data is analysed.
Reservation list;
done on the event;
15 hours ---------

101
- Report creation:
Analysed data is organized in a special layout for a report.
Reservation list;
done on the event;
10 hours ---------
- Comparison:
The written report is compared to the planned one. The variance is found and analysed.
40 hours ---------
- Measures:
Measures for the variance are proposed and everything is communicated to the Vice
President Finance. He is putting in act the preventive measures.
40 hours ---------
DELIVERABLE 8- ACCOUNTING:
OBJECTIVE:
The mentioned work package gives an overall view for the spent resources, financial flows and
profits. By it we have the general idea if the project was winning or losing. The importance of
this work package is low because already the event has finished and the data from these
documents is useful only as a report and information for improving next projects.

102
SYNERGIES NEEDED:
This step is done by accounting team. It is performed after the end of the event. The team is
collaborating with all of the finance teams and Vice President Finance. No other collaboration is
needed.
After the passing of the event of the needed data is collected and analyzed.
- Data Collection:
When the event is finished all of the financial data is collected.
Accounting for payments done on
the event;
All accounting documents done
during the passing of the event;
All accounting documents done
before the event;
3 people from accounting team
2 hours ---------
- Analysis of data:
The gathered information is organized and prepared for final reports.
team
6 hours ---------
DELIVERABLE 9- CREATION OF CASH FLOW STATEMENT:
OBJECTIVE:
Cash flow statement is a document that is showing all of cash inflows and outflows for a
specific period into a company. The objective of this work package is to be noticed easily the
variance between outflows and inflows, if resources are used in the most optimized way. The
importance of this deliverable is set to high because this document is providing a complete view
for the financial part of the happening.

103
SYNERGIES NEEDED:
The step is performed by the accounting team. No other synergies are established.
After all of the financial data is analyzed, it is organized in a Cash Flow Statement. Then the
document is communicated to the Vice President Finance, who is checking for mistakes, and to
the Project Manager.
- Creation of Cash Flow Statement:
The analysed data is organized in a Cash flow statement.
3 people from accounting team;
Analyzed financial data
6 hours ---------
- Communication of Cash Flow Statement:
The official document is send to Vice President Finance for final check and to the
Project Manager.
2 people from accounting team;
DELIVERABLE 10- CREATION OF PROFIT AND LOSS ACCOUNT:
OBJECTIVE:
Profit and loss account is a document that is showing whether we earned enough from the done
deals. The aim of this work package is to be easily notice if we have profit in the end of the
event. The importance of this deliverable is set to high because this document is providing a
complete view for all of the profits and losses from the happening.
SYNERGIES NEEDED:
The step is performed by the accounting team. No other synergies are established.

104
After all of the financial data is analyzed, it is organized in a Profit and Loss Account. Then the
document is communicated to the Vice President Finance, who is checking for mistakes, and to
the Project Manager.
- Creation of Profit and Loss Account:
The analysed data is organized in a Profit and Loss Account.
team;
Analyzed financial data
6 hours ---------
- Communication of Profit and Loss account:
The official document is send to Vice President Finance for final check and to the
Project Manager.
team;

105
7. RISK ANALYSIS
7.1. PROJECT RISK MANAGEMENT
In this type of congress where there is a massive gathering of participants from different
countries especially when we are organizing a congress for the top leadership body, for one of
the biggest multinational companies in the world like The Coca-Cola Company. So we have to
accurately care about the Risk management as one of the core process of our organization and
not identifying the different factors might cause the risks and the way to mitigate it and how this
will affect the cost of the project.
10 days gathering 1000 person could be a combined with different type of risks could be a
natural risks or even due to the lack of organization and infrastructure so the next few pages will
be focusing on the Risk Management specially During the congress period and we will be
focusing on :
- Risk Identification
- Risk evaluation
- Risk mitigation plan
- Contingency management
- Risk reporting and review
After these steps we ensure the management of the Risk and the impact could happen due to
this, so we could provide unforgettable experience for our customers and to avoid any delay or
insufficient actions.

106
7.2. RISK IDENTIFICATION:
SWOT Analysis
In order to identify potential risk which might be occurred during the project life cycle, SWOT
analysis is defined containing project Strengths, Weaknesses, Opportunities and Threats as
shown:
Strengths:
- Experienced in organizing Conferences
- Strong access to different supplier channels and procurement
Weaknesses:
What potential Weaknesses exist about the project, the project team, the sponsor,
the organization structure, the client, the project schedule, the project budget,
the product and the project, etc.
- Natural Crises
- Safety situation in Egypt
- Any economic crises could delay the congress from the company
Opportunities:
What potential opportunities exist about the project, the project team, the sponsor,
the organization structure, the client, the project schedule, the project budget,
and product of the project, etc.
- Organizing congress for one of the biggest companies in the world
- Use past conferences experience from the company data
- Capitalize in company existing structure
Project Strengths: What potential strengths exist about the project, the project
team, the sponsor, the organization structure, the client, the
project schedule, the project budget, the product of the project,
etc.

107
Threats:
- Congress cancellation
- Supplier and procurement delay specially in the pre-congress period
- Change in Euro exchange rate , as this will affect the company margin as the contract
will be paid in Euro
- Change in the country situation as Egypt having a not stable time in the current situation
Risk Details and Impact:
After determining strengths, weaknesses, opportunities and threats of the project, we describe all
the potential risks from each uncertainties of the project in the Risk Break Down Structure.
- Wrong Estimation in the planning phase
- Wrong estimation of the congress materials and relation with supplier
- Wrong estimation for the pre-congress activities
- Lacking of the congress HR structure during the congress
- Lack of the function synergies to cause of tasks missing
- Lack of communication with Coca-Cola company
- Delay of the planning period
- Affect the customer satisfaction if we have wrong estimation
- Delay in the Project timeline
- Drop some of the required contracts

108
7.3. FUNCTIONS RISK BREAKDOWN STRUCTURE
Delegate Servicing Function Risk:
- Lack of communication with Coca-Cola`s delegates: this risk could make a delay in
the entire delegate servicing process, which will affect the congress cycle and for sure
will delay other CC functions who have a strong synergies with DS.
Consequences of this risk:
- Delay in Project time
- Drop some of the required contracts
- Lack in communication with government Ministries (no visas): this will cause a
delay in all the congress cycle, or may cancel the conference.
- Canceling the conference
- Exceeding the set budget for Delegate Servicing- this will cause to overload the delegate
servicing team, to work with fewer resources, especially for the communication and
traveling and might effect on the Scope of the project.
- Affect the project scope
Over-loading the team members may cause delay on the project deadlines
Logistics Function Risks:
- Lack of Communication with The Coca-Cola Company: and this risk could make a
delay in the entire logistics process which will affect the congress cycle and for sure will
delay other CC functions who have a strong synergies with LOG.
- Consequences of this risk:
- drop some of the required materials

109
- Exceeding the set budget for Transportation and external agencies: and this will
cause to over load the logistics team to work with less resources specially for the
transportation and might affect the Scope of the project
- Affect the project scope
- Over load the resources
- Lack in communication with government ministries: and this will cause a delay in all
the safety issues and also for the agreements in on site visiting
- Lack of resources in the On-site time
- The lack of resources during the congress will cause some delay for session delivery and
this might affect the congress scope at all
Consequence of this Risk:
- Affect the project timeline
- Overload the congress team during the congress
- Affecting the performance of other functions
- Mixing between functions JD during the congress
The mixing between functions JD will cause overlapping in some of the deliverables and will
cause problems in the internal communications.
Consequence of the Risk:
- Overload parts of the CC team because of the JD shifting
- Affect the congress timeline
- Affect the communication flow during the congress
HR Function Risk:
- Lack of Communication with all vice presidents of each team:
- This risk could be a big problem for organizing the work during the congress and also
the lack of information between different levels can cause significant losses of time and
employees can take actions which are not required by the The Coca - Cola Company.
- Drop some of the required actions

110
- Placement employees in not right position
Despite checking all of the profiles for similarity with the job descriptions, it is difficult
to delegate the employees to the correct position and as a consequence the teams cannot
perform at their optimal level. As another reason for this is the lack of work orientation
and precise customer requirements.
- The Coca - Cola Company will be not satisfied by the service they require
- Not efficiently using the human resources of ICO
Special Events Function Risk:
 LACK OF COMMUNICATION WITH THE CUSTOMER:
This risk is affecting the possibility of meeting customer’s requirements on time and project
delay, congress happening. All functions will be affected. Overload resource usage is
possible.
CONSEQUENCES OF THE RISK:
- Lowering the cost of the project;
- Overlapping and not effective resource usage;
- Project delay;
- Not good feedback;
 DELAY IN THE DELIVERIES:
This risk is affecting the proceeding of the events. If the devices and facilities are not on
place at the expected moment, the control check cannot be done. The work of the other
teams is influenced as also the project.
- Affecting controls check team work and craftsmen team;
- Project delay;
- Disappointed customer;
- Postponed and/ or canceled special events;

111
 SURPASSING THE BUDGET FOR THE SPECIAL EVENTS:
This risk is affecting the project development- some of the planned activities are not able to
be executed and should be cancelled. The initial plan cannot be executed and a back- up plan
has to be performed.
- Postponed/ cancelled special events;
- Change in the done program;
- Confused guests;
- Unsatisfied customer.
 NOT GATHERING ALL NEEDED APPROVALS ON TIME:
This risk is affecting the project by delaying it and all other CC functions. The whole
organization of the special events is postponed.
- Delays in orders and deliveries;
- Postponed/ cancelled Special Events;
- Confused guests;
- Unsatisfied customer;
- Affecting the work of craftsmen team, quality control check team and other CC
Functions;
- Price change in the project;
- Exceeding the budget for Special Events
- Overlapping of Events;
- Resource usage overload.
Finance Function Risk:
- LATE APPROVAL OF THE BUDGET:
This risk is affecting the whole project. Some of the activities cannot be performed, a
delay is done. All of the CC functions cannot continue with processing their obligations.
- Unexpected delay of the project;
- Need of changed schedule;
- Change of the price of the project;
- Resource overloading;
- Cancelation of activities.

112
 NOT ACCURATE ALLOCATION OF COSTS:
This risk is affecting the CC functions jobs. If the resources are not allocated precisely,
the activities and jobs cannot be executed.
- Delay in the project;
- Changing in the schedule;
- Resource overloading;
- Lack of resources;
- Change in the planned organization;
- Unsatisfied customer.
 LACK OF ACCURATE ACCOUNTING ON THE VENUE:
This risk is affecting the exact profit from the done job. If the accounting is not accurate,
profit and loss cannot be precise. A misunderstanding between customer and guests will
appear.
- Misunderstanding between the customer and guests for the payments;
- Wrong data about cash outflows and inflows;
- Problems with the finance regulators due to wrong data;
- Penalty fees for us and for the customer.
 NOT PRECISE TRACKING OF THE PAYMENTS:
This risk is affecting the accounting after the event. If the tracking is not accurate, wrong
data can be presented in the reports and the finance regulators will make a problem when
checking the data.
- Penalty fees for the customer and for us;
- Wrong reports;
- Missed payments;
- Lower salaries for the responsible;
- Problems with finance regulators due to wrong provided data;
- Change in the overall price of the project.

113
 NOT ACCURATE CASH MANAGEMENT:
This risk is affecting the final accounting for the project. The presented profit and loss,
cash outflows and inflows in the reports are not correct and the income can be calculated
as lower one.
- Lower/ higher profit;
- Lower salary;
- Lower project price;
- Problems with finance regulators due to wrong data in the reports;
- Missed or overlapped payments;
- Unsatisfied customer;
- Wrong reporting documents.

114
7.4. PROJECT RISK BREAK DOWN STRUCTURE:
Figure 24- risk breakdown structure
Project
Comm.R
Lack of response
Dely in Conf.Time
Wrong.pl estimation
Motiv.Problems
Performance.down
Plan.Ri
Wrong material est.
miss some of CIO
expec.
lack,Customer Satisf
HR.R
LAck in resources
Over lapping in activi
wrong structure
affect functions perf.
Log.R
delay in supply deals
procrument delay
transportat,problems
DS.R
lack in
communication
delegat un satisf.
IT.R
wrong estim of I
lack of IT mater
miss ccaco.materil
maintenance pro.
over.budget
SP.R
lack in reg
saftey situ
Fina.R
over coming budget

115
7.5. RISK EVALUATION
Risk evaluation concerned with assessing probability and impact of individual risks. The Risk
Assesment contains qualitative analysis ( classify risks based on scale) and quantitave analysis (
evaluate the probability and impact ). Those Analysis will allow the project manager and risk
assesor to do prevention and / or protection in mitigation action.
In order to evaluate the risks in qualitative analysis, we use this following standard table of risk
scale.
PROBABILITY
Score Definition
Very High
> 0.8
Will occur very frequently, has occurred on past projects, and conditions
exist for it to recur
High
0.5 < R < 0.8
Will occur frequently, has occurred on past projects, and conditions
exist for it to recur
Medium
0.3 ≤ R ≤ 0.5
Will occur sometimes, has happened a minimal number of times on past
projects, and conditions are somewhat likely for it to recur
Low
0.1 ≤ R < 0.3
Will not likely occur, has never occurred on past projects, and
conditions don’t exist for it to recur
Table 8- risk probability

116
IMPACT
Score Definition
Very High
> 0.8
A consequence that will major loss, cause severe interruptions to the
customer, or severely delay the completion of a major deliverable
High
0.5 < R < 0.8
A consequence that will cause loss, cause severe interruptions to the
customer, or severely delay the completion of a major deliverable
Medium
0.3 ≤ R ≤ 0.5
A consequence that may cause loss, may cause annoying interruptions to
the customer, or delay the completion of a major deliverable
Low
0.1 ≤ R < 0.3
A consequence that may cause minimal loss, cause minimal interruption
to the customer, or cause minimal delay to the completion of a major
deliverable
Table 9- risk impact
Based on those three scale, we do quantitative analysis of probability and impact for each scale.
In order to have prioritization of risks, we need to calculate risk score, which determined by
probability times impact.
Expected Value Value
≥ 0.64 Very Critical
0.25 - 0.64 Critical
0.05 - 0.25 Significant
0 - 0.04 Negligible
Table 10- risk value

117
7.6. RISK ASSESSMENT
According to risk table, we assess all the risks to determine risk score as follow :
Risk type Risk
Probab
ility
Imp
act
Risk
Score
(PxI)
Value
Cost
of
Risk
Lack in
Communication
Lack in coca- cola response 0.3 0.7 0.21
Signif
icant
27,64
0
Weak synergies between Functions 0.2 0.7 0.14
Signif
icant 1,760
Delay the project ending time 0.3 0.5 0.15
Signif
icant 4,544
Wrong estimation of needed mat. 0.3 0.7 0.21
Signif
icant
25,60
0
End below customer satisfaction 0.4 0.6 0.24
Signif
icant
20,03
6
Miss understanding of tasks 0.3 0.3 0.09
Signif
icant
10,00
0
Project
Management
Inappropriate planning of project
scope, cost and schedule.
0.3 0.9 0.27
Critic
al
452,4
60
Inaccuracy of determining
organizational structure 0.4 0.4 0.16
Signif
icant
20,03
6
Inaccuracy of choosing human
resources 0.4 0.6 0.24
Signif
icant 40,07

118
2
Lack of coordination and supervision
0.5 0.8 0.4
Critic
al
29,95
1
Unclear policies and procedures. 0.4 0.8 0.32
Critic
al 4,736
Communication skills with external
parties
0.3 0.7 0.21
Signif
icant
96,09
0
Hotels, external
agencies Risk
Late delivery order 0.4 0.7 0.28
Critic
al
51,20
0
Bad quality 0.3 0.4 0.12
Signif
icant
51,20
0
Cancellation from performers 0.4 0.5 0.2
Signif
icant
50,04
3
Partnership with Hotels and external
agencies ( transportation , travel
agencies ) 0.4 0.4 0.16
Signif
icant
102,0
34
External
Goverments regulatory. 0.3 0.4 0.12
Signif
icant 1,920
Public interest 0.5 0.7 0.35
Critic
al
359,6
81
Bad weather 0.5 0.3 0.15
Signif
icant 3,597
Similar events 0.5 0.5 0.25
Critic
al 122,6

119
62
Dependency to External contributor 0.8 0.8 0.64
Very
critica
l
140,0
63
Client
Clients bankrupt 0.3 0.6 0.18
Critic
al
90,00
0
Conflicts 0.3 0.7 0.21
Signif
icant
25,00
0
Communication
Late in Communication of data and
activities required 0.5 0.8 0.4
Critic
al
245,3
25
Poor communication channels 0.5 0.8 0.4
Critic
al
114,3
56
Table 11- risk assesment
7.7. RISK MITIGATION :
In this phase, we do the possible action to reduce either the probability or impact from the risk
by prevention and/or protection.
All the mitigation actions described on the table as follow :
No Risk P I Mitigation action Pf If
1 Dependency to External
parties
0.9 0.8 Periodic follow up, work progress
controlled and use bonus for acceleration
plan
0.4 0.4
2 Lack of coordination and
supervision
0.5 0.8 High level project controlled by
supervisor and request periodic work
progress signed sheet
0.2 0.8

120
3 Late in Communicating
data
0.5 0.8 Accurate planning, schedule, research and
implementation of Communication tools
0.5 0.3
4 Poor Communication
strategies
0.5 0.8 Assign professional and creative team for
initiating new communication tools
0.5 0.3
5 Public interest 0.5 0.7 Market research and maximum effort on
customer satisfaction
0.5 0.2
6 Unclear policies and
procedures.
0.4 0.8 Provide some trainings about policies and
procedures comprehension before project
execution
0.1 0.5
7 Late delivery order 0.4 0.7 Request delivery on time as the
requirement in the contract with
suppliers, assigned internal team member
to work with suppliers or dual sourcing
0.1 0.3
8 Inappropriate planning of
project scope, cost and
schedule.
0.3 0.9 Intensive communication with client, use
clear/trusted informations and deep
interaction with all resources.
0.3 0.3
9 Clients bankrupt 0.3 0.6 Financial and liquidity assesment before
sign the contract with client
0.1 0.6
10 Similar events 0.5 0.5 Check and report about other important
events happen before choosing the date of
event
0.1 0.5
11 Inaccuracy of choosing
human resources
0.4 0.6 Hire experienced people for human
resources department or using
outsourcing service
0.4 0.2
12 Accident 0.4 0.6 Apply Health Safety Environment
procedures and Insurances for workers
0.2 0.2
13 Technical problems
(electricity, sound systems,
etc)
0.3 0.7 Periodic check should be applied and
spare equipments need to be provided in
case of broken
0.1 0.2
14 Equipments damaged in 0.3 0.7 Request Insurance in the contract 0.3 0.1

121
transportation
15 Communication skills with
external parties
0.3 0.7 Assign talented resources to deal with
external parties
0.3 0.2
16 Conflicts 0.3 0.7 Frequent communication and put trust in
relationship from the beginning until the
end of project
0.1 0.7
17 Cancellation from
performers
0.4 0.5 Confirmation check with performers in
D-1 and prepare alternative scenario
0.1 0.2
18 Inaccuracy of determining
organizational structure
0.4 0.4 Project organizational design controlled
by Project manager , Operation Manager
0.1 0.4
19 Partnership with suppliers
and external agencies
0.4 0.4 Use trusted suppliers that already had
partnership with the company in previous
projects
0.4 0.2
20 Complexity of technical
requirement
0.3 0.5 High selection of human resources
requirements to get competent workers
0.3 0.2
21 Bad weather 0.5 0.3 Provide information to customers about
weather forecast in the event
0.5 0.1
22 Layout dispute 0.2 0.7 Layout assesment and evaluation from
project site manager
0.2 0.3
23 Bad quality 0.3 0.4 Check and review contract with suppliers
about product specification or using dual
sourcing
0.1 0.4
24 Goverments regulatory. 0.3 0.4 Fix the negotiaton and deal with
goverment regulatory before project
execution
0.3 0.2
25 Theft 0.3 0.3 Tight procedure for security check up in
input/output point
0.2 0.2
Table 12- risk mitigation

122
1
4
3
2
5
67
89
10
12
11
16
15
14
13
1719
18
20
21
22
24
23
25
0
0,1
0,2
0,3
0,4
0,5
0,6
0,7
0,8
0,9
1
0 0,1 0,2 0,3 0,4 0,5 0,6 0,7 0,8 0,9 1
Risk Mapping
P
IMPACT
7.8. RISK MAPPING :
P = Probability before mitigation
I = Impact before mitigation
Pf = Probability after mitigation
If = Impact after mitigation
Figure 25- Risk mapping
Risk Mapping after mitigation
After applying mitigation, the risk probability and impact can be reduced as shown on figure
below.

123
1
2
4
3
5
107
8
9
6
19
25
17
14
25
1613 23
11
20
21
22
18
15
12
0
0,1
0,2
0,3
0,4
0,5
0,6
0,7
0,8
0,9
1
0 0,2 0,4 0,6 0,8 1
Risk Mapping after mitigation
P
IMPACT
Figure 26- risk mapping after mitigation
7.9. MITIGATION COST
All the mitigation actions imply cost which allow to reduce the potential cost from the risk if
occur. Therefore, it is important to evaluate the economical impact of mitigation actions.
Each mitigation cost and cost of risk after mitigation defined on the following table :
No Risk Mitigation action Cost of Risk Cost of
Mitigation
Cost of risk
after
mitigation
1 Dependency to
suppliers
Periodic follow up, work
progress controlled and use
bonus for acceleration plan
140,063.00 35,015.75 70,031.50
2 Lack of
coordination and
supervision
High level project controlled
by supervisor and request
periodic work progress signed
sheet
29,951.00 10,000.00 14,975.50

124
3 Late in marketing
activities
Accurate planning, schedule,
research and implementation
of marketing activities
245,324.70 4,520.00 122,662.35
4 Poor
communication
Assign professional and
creative team for
communication
114,356.00 14,011.60 57,178.00
5 Public interest Market research and maximum
effort on promotion and
campaign
359,680.70 18,531.60 143,872.28
6 Unclear policies
and procedures.
Provide some trainings about
policies and procedures
comprehension before project
execution
4,736.00 960.00 1,184.00
7 Late delivery order Request delivery on time as
the requirement in the contract
with suppliers, assigned
internal engineer to work with
suppliers or dual sourcing
51,200.00 12,800.00 25,600.00
8 Inappropriate
planning of project
scope, cost and
schedule.
Intensive communication with
client, use clear/trusted
informations and deep
interaction with all resources.
452,460.00 24,988.00 226,230.00
9 Clients bankrupt Financial and liquidity
assesment before sign the
contract with client
90,000.00 5,376.00 45,000.00
10 Similar events Check and report about other
important events happen
before choosing the date of
event
122,662.35 2,460.00 30,665.59
11 Inaccuracy of Hire experienced people for

125
choosing human
resources
human resources department
or using outsourcing service
40,072.00 3,000.00 10,018.00
12 Accident Apply Health Safety
Environment procedures and
Insurances for workers
20,036.00 1,000.00 5,009.00
13 Technical
problems
(electricity, sound
systems, etc)
Periodic check should be
applied and spare equipments
need to be provided in case of
broken
27,640.00 8,000.00 6,910.00
14 Equipments
damaged in
transportation
Request Insurance in the
contract 25,600.00 - 12,800.00
15 Communication
skills with external
parties
Assign talented resources to
deal with external parties 96,090.00 10,000.00 33,631.50
16 Conflicts Frequent communication and
put trust in relationship from
the beginning until the end of
project
25,000.00 1,000.00 6,250.00
17 Cancellation from
performers
Confirmation check with
performers in D-1 and prepare
alternative scenario
50,043.00 9,600.00 25,021.50
18 Inaccuracy of
determining
organizational
structure
Project organizational design
controlled by Project manager
, Operation Manager
20,036.00 5,000.00 5,009.00
19 Partnership with
suppliers and sub
contractors
Use trusted suppliers and
subcontractors that already had
partnership with the company
in previous projects
102,034.00 10,203.40 51,017.00

126
20 Complexity of
technical
requirement
High selection of human
resources requirements to get
competent workers
4,544.00 1,000.00 1,136.00
21 Bad weather Provide information to
customers about weather
forecast in the event
3,596.81 500.00 1,798.40
22 Layout dispute Layout assesment and
evaluation from project site
manager
1,760.00 500.00 440.00
23 Bad quality Check and review contract
with suppliers about product
specification or using dual
sourcing
51,200.00 12,800.00 25,600.00
24 Goverments
regulatory.
Fix the negotiaton and deal
with goverment regulatory
before project execution
1,920.00 200.00 960.00
25 Theft Tight procedure for security
check up in input/output point 10,000.00 1,000.00 2,500.00
Table 13- mitigation cost
7.10. CONTINGENCY FUNDING
Contingencies are established to cover errors after mitigation actions. Quantitative analysis
performed to define proper amount of contingency funds to be allocated. Contingency funding is
not mitigation action as it covers partially the situation when a risk becomes an issue. These
partial proportion, cost of the risk and contigency cost are shown in below table :

127
No Risk Percentage Cost of Risk Contingency Cost
1 Dependency to supliers 40% 70,031.50 28,012.60
2 Inappropriate planning of project
scope, cost and schedule.
30% 226,230.00 67,869.00
3 Lack of coordination and
supervision
20% 14,975.50 2,995.10
4 Late incommunication data 50% 122,662.35 61,331.18
5 Poor communication tools 50% 57,178.00 28,589.00
6 Public interest 50% 143,872.28 71,936.14
7 Unclear policies and procedures. 10% 1,184.00 118.40
8 Late delivery order 10% 25,600.00 2,560.00
9 Clients bankrupt 10% 45,000.00 4,500.00
10 Similar events 10% 30,665.59 3,066.56
11 Inaccuracy of choosing human
resources
40% 10,018.00 4,007.20
12 Technical problems (electricity,
sound systems, etc)
10% 6,910.00 691.00
13 Equipments damaged in
transportation
30% 12,800.00 3,840.00
14 Communication skills with
external parties
30% 33,631.50 10,089.45
15 Conflicts 10% 6,250.00 625.00
16 Cancellation from performers 10% 25,021.50 2,502.15
17 Inaccuracy of determining
organizational structure
10% 5,009.00 500.90
18 Partnership with suppliers and
sub contractors
40% 51,017.00 20,406.80
19 Complexity of technical
requirement
30% 1,136.00 340.80
20 Bad weather 50% 1,798.40 899.20

128
21 Layout dispute 20% 440.00 88.00
22 Bad quality 10% 25,600.00 2,560.00
23 Goverments regulatory. 30% 960.00 288.00
23 Accident 20% 5,009.00 1,001.80
23 Theft 20% 2,500.00 500.00
Table 14- contingency funding
Risk reporting and review:
This phase conducted for making identification, analysis, and planning for newly arising risks.
During the project running, project manager and risk assessor do reanalysis of existing risks
which new information may become available. Another objectives are to have monitoring of
trigger conditions, residual risks and evaluating risk response actions.
This is a sample of risk reporting and review tool which used to provide detailed information on
mitigation actions.
*Risk action report
N
o
Ri
sk
Risk
impact
before
mitigat
ion (A)
Risk
impact
after
mitigat
ion (B)
Mitigat
ion
action
descrip
tion
Respons
ible
Beginn
ing
Date
Endi
ng
Date
Status
(Ongo
ing /
Close
d)
Expec
ted
Cost
(C)
Net
Bene
fit
(A-
B-C)
Comm
ents
1 -
2
3
4
Table 15- rsk action report

129
Time risk management.
During the project execution, time risk management should be applied in order to monitor
achievement of project goals. As with Gantt charts, the Critical Path Analysis (CPA) or the
Critical Path Method (CPM) help to plan all tasks that must be completed as part of the project.
Critical Path Analysis formally identifies tasks which must be completed on time. In order to
manage time risk, we’ll compare Critical Path Analysis and PERT analysis since its a variant of
CPA that takes a more skeptical view of the time needed to complete each project stage.

130
8. PROJECT CONTROL
Figure 27- Control circle
8.1. PROJECT PHASES
For developing the project it is important to develop good communication among different
teams. The Project Manager is the person in charge of controlling the information and redirects
it to the correct area. It is also important that he has a systematic view of all project phases,
filters and analyze together with the team members to get the best possible output.
With controlling and reporting activities we are letting the customer to perform some slight
changes if necessary, that are not affecting so much the overall workflow and the overall budget.
At this stage some re-planning and re-negotiating activities can be performed is necessary. But
they need to respect the Time and Budget constraints. Both these activities are recurring tasks of
the Project Manager. They are performed after the main phases are accomplished.
Project control & Reporting progress to the customer will be carried out through meetings and
mainly through reports communications:
- Start meeting in the beginning of the project itself
- End meeting which will be carried out at the end of our project for reviewing the overall
work done, to receive feedbacks, to share opinions and to exchange formalities
The Project Manager will be in charge of having regular meetings with the client informing the
progress and changes. The frequency of these meetings could change if there are some important
issues that need to be checked.

131
- After each phase of the project there will be a meeting with all the Team members, to
implement clients changes (if there are some) during the next phases.
8.2. DOCUMENT CONTROL
Document control and management is vitally important for our organization. It provides the
means to share the correct information at the right time.
With all the previous experience of our company, the document control team members have the
ability to work with program managers, during all project phases. To support project document
management and processes including request for Information, submittals, field clarification and
payment requests; develop and document procedures.
8.3. COST CONTROL
The Finance team is going to prepare cost reports used to monitor costs, across all the project
and in all phases. Responsible for tracking project expenses according to budgeted and
contracted amounts is the Project Manager. Team members can support contract and change
management, manage the change process by evaluating, reviewing and analyzing the
contractor’s change order requests.
8.4. SCHEDULING
In a project controls schedule, implementation and schedule management capacity during all
project phases is mandatory to evaluate schedule updates; implement schedule controls tools and
processes including WBS development, schedule baselines, manage project reporting.
Team leaders are going to provide time tables (milestones) for each activity that has to be done
by the team:
 Delegate servicing Team
- Planning Delegate servicing activities from 01/01/2014 till 01/08/2014
- Reach agreement for visas by the end of April 2014
- Reach agreement with Health Centers and main contracts until August/2014
- Make more than 5 meetings with all CC functions until 01/07/2014

132
 HR Team
- Planning HR activities till 01.08.2014
- Organize work orientation till 01.09.2014
- Applying online informational platform till 15.06.2014
- Meetings with vice presidents of each team till 15.09.2014
- Placement the employees for certain job till 01.07.2014
 Logistics Team
- Planning Logistics activities from 01/09/2014 till 15/09/2014
- Reach agreement with 2 transportation Companies by end of July 2014
- Reach agreement with Travel agency by 15/08/2014
- Reach an agreements with 2 airline companies by the end of July 2014
 Information Technology systems Team
- Web site release: 01/07/2014
- Database release: 01/07/2014
- Support and maintenance: from 01/09/2014 till 10/09/2014
- Inventory report: 12/09/2014
 Communication Team
- Report structure: 02/04/2014
- Final documentation: 15/09/2014
- Attendants confirmation: 09/04/2014
- Lectures confirmation: 14/04/2014
 Special Events Team
- Planning Special Events activities according to customer’s requirements;
- Gathering all of the needed approvals until 23.05.2014;
- All of the deliveries being done on time;
- Events’ monitoring is being performed well;

133
 Finance Team
- Getting budget approval before 22.05.2014;
- Appropriate allocation of costs;
- Accurate accounting on the venue;
- Accurate tracking of the payments;
- Precise cash management
To maintain a strict control over the scope of the project, regular meetings with all the
department heads of the Event have been incorporated into the WBS, which are crucial to the
completion of the project. They assess the actual scenario of the work-packages completed and
provide a real picture of the progress of the project.
Regular performance reviews would be done in order to check that the status of each phase,
reporting, progress measurement and forecasting. Owing to the time-bound nature of the project,
maintaining and sticking to the strict timescales is crucial to the success of the project.
It is the responsibility of the project management team to manage scope and manage any
changes which have been made to it during the whole duration of the project.
The project control will be generally implemented on the milestones, which are the main points
for control. Nevertheless, we assume that this kind of control will not be required in the Cost
Schedule Control System, as previously stated, will be carried out on the milestones and it will
give out a clear picture of the project performance with some potential measures for improving
it.

134
9. RESOURCE MANAGEMENT
The resource management part will show us a summary of the overall usage of resources and its
distributions by phases, departments, the workloads, cumulative values and etc., important for
the realization of the project. We consider the fact, that resources are scheduled in the most
appropriate while during the developing of the project.
Looking at the project, we can observe that most of the structures have one or two main phases
while in one is inevitable the third phase. These periods are characterized by different usage of
work and different types of work executed.
- Phase one/ organizational phase- the period from the beginning of the project until the
pre study tours. The organization of the congress is done and everything connected to
this.
- Phase two/ congress phase/ on site structure- pre study tours, congress and post study
tours are executed. All of the functions have specific obligations connected to the
successful passing of the venue.
- Phase three/ post congress phase- some reports for the event are created and
communicated.
Figure 28- work allocation by departments
14%
14%
8%
15%
35%
8%
6%
SE structure
Logistics structure
ITS structure
HR structure
DS Structure
Finance structure

135
As we can see from the graphic the highest percentage of working is for the Delegate Service
structure. Consequently, it is very important how their work process will be organized.
Secondly, all of the other departments have to be ready to assist to Delegate Service in case of a
need so that the project can be successful.
Figure 29- resource work availability
Analyzing the graphic, we understand that all of the departments did not have work overloading.
Even, their remaining work availability is a big percentage. Consequently, all of the activities
are supposed to be done on time and in case of a need the assistance from another department to
be executed immediately. Possible reason for this work load is the presence of big teams- there
is more than one team responsible for a specific task. This gives the opportunity teams to work
simultaneously on different projects, to be covered all of the employees shortages and lowering
the working hours as the cost of the project. However, different staff has different skills, so the
flexibility of the operating team is increasing.
On the other hand, not always the better solution is the bigger team. Sometimes this is due to
inappropriate resource allocation. But having in mind the size of the congress, definitely our
0
10000
20000
30000
40000
50000
60000
Q1 Q2 Q3
2014
Work
Resource Work Availability Report
Work Availability Work Remaining Availability

136
decision for bigger group is not inappropriate resource allocation or due to lack of skills. On the
contrary, it is a possibility giving us the option for better release of the project.
To give more clear view of the situation, we are going to present the S- curves for the cost of the
task usage.
Figure 30- S- curves for the cost of task usage
Considering the shape of the graph, we can conclude that the highest cost is in the end of the
period. Actually, this is the execution phase of the project- the venue. In this phase all of the
departments are working simultaneously, the level of work is the highest (having in mind
whether teams are working together). Another reason is actually this is the execution of the
planned tasks- not just their organizing. So a stronger synergy between the teams is established.
Also, it is normal huge payments to be done in that stage due to its nature. The type of the
project suggests that this is a normal distribution of the S-curve. The consequences of the tasks
cannot be change and anything cannot be done the shape of the curve to be changed to more
similar to “s”.
0
50000
100000
150000
200000
250000
Week14
Week16
Week18
Week20
Week22
Week24
Week26
Week28
Week30
Week32
Week34
Week36
Week38
Q1 Q2 Q3
2014
Cumulative Cost
Cost

137
10. Cost estimation
In order to determinate all the cost connected within our project we did the cost estimation, as it
is divided by 3 parts: equipment costs, human resources costs and all work packages divided by
activities costs. To provide information and detail the data below is presented with different
tables and charts and also can be seen in the Microsoft Project document. The prices are from
Egyptians market and they are converted into Euro.
10.1. EQUIPMENT COST
We are already existing company with a lot of experience in congresses and seminars. We have
the basic equipment, so in the following tables are presented only goods that will be cost,
because of this specific project for The Coca - Cola Company or they are required things that we
will use only during the congress by employees and also from participants and representatives of
The Coca- Cola Company.
Equipment costs are made after a though research and also exchanging emails with different
suppliers. According to the information gathered and on the base of the pricing lists, we decided
that the most suitable option is to buy all of the equipment from Cairo and ship them to Sharm
by renting a truck. The cost of the shipping of all equipment is included in the logistics work
packages in table 4.
The most of the equipment that we need are office goods for all departments and also congress
delegates. We will provide national flags of all the country which going to be used during the
special events and workshops and also uniforms only for employees with needed one special for
the conference.

138
Equipment Quantity Unit Cost (€) Estimated Price (€)
Pens 1200 0,30 € 360 €
Branding Pencils 1000 0.25 € 250 €
Markers 300 1,25 € 375 €
Sticky notes 250 2,49 € 622,50 €
Paper (per package) 100 3,49 € 349 €
Cardboard (per package) 100 3,00 € 300 €
Branding Folders 1100 1,89 € 2079 €
Envelops 250 0,20 50 €
Plastic Name Badges 1000 1,79 € 1790 €
Flash Memory USB 207 5 € 1035 €
National flags for each
countries
200 15 € 3 000 €
Giveaways for each country 200 20 € 4 000 €
Software license 1 100 € 100,00 €
IT Server 1 500 € 500 €
Uniforms for all departments
needed
50 40 € 2 000 €
TOTAL 9 810 €
Table 16- Equipment costs
10.2. HUMAN RESOURCES COSTS / LABOR COSTS
To find out the human resources cost we use the Microsoft Project software. In the presented
data in Table 17 Human Resources Cost, are calculated by hourly cost of each project team
member and the total number of working hours. The hourly wage depends on the position of the
employee and it’s based on hourly wage in similar international projects in Egypt according to
our research, the full information for every position in each department is in the Microsoft
Project file. In the Table 17 is shown the average €/h. The budget for all salary is 217 675.74
Euro, it is calculated as we multiply the average salary per hour for all working hours of each
department.

139
N Department Number
of
employees
Average
€/h
Total
working
h
TOTAL
Salary
Budget
Salary
1 Logistics 12 23 2648 60 600,00 60 904,00
2 Delegate Service 29 21.2 3408 69 960,00 72 250,00
3 Special Events 26 13,27 776,77 8 113,44 10 307,74
4 IT 4 25 552 13 800,00 13 800,00
5 Human Resources 10 22,5 1984 42 220,00 44 640,00
6 Communication 3 23 480 11 040,00 11 040,00
7 Finance 12 9.88 479,15 4 631,34 4 734,00
TOTAL 96 210 364,78 217 675,74
Table 17- Human Resources Cost
Figure 31- Number of employee Figure 32- Budget Salary by departments
On the charts above are presented the number of employee divided by departments (Figure 31)
and also the salary’s budget by different departments (Figure 32).
Logistics
13%
Delegate
Service
30%
Special
Events
27%
IT
4%
HR
10%
Communic
ation
3%
Finance
13%
Number of employees
Logistics
Delegate Service
Special Events
IT
HR
Communication
Logistics
28%
Delegate
Service
33%
Special
Events
5%
IT
6%
HR
21%
Communi
cation
5%
Finance
2%
Budget Salary
Logistics Delegate Service
Special Events IT
HR Communication
Finance

140
10.3. COSTS OF WORK PACKAGES
Total cost of all seven work packages is 2 318 524.74 € in this sum are included the labor cost
from table 17 and all the other cost presented in Table 19.
The table below contains data for the seven departments that are working on the project and
have specific costs. Information for total cost of each department is the sum of the labor cost of
table 17 and specific costs of the departments of table 19.
N Department Cost of WP Labor Cost Total Cost in €
1 Logistics 261 250,00 60 600,00 321 850,00
2 Delegate Service 1 824 800,00 69 960,00 1 894 760,00
3 Special Events 4 400.00 8 113,44 12 513,44
4 IT 3 600,00 13 800,00 17 400,00
5 Human Resources 7 560,00 42 220,00 49 780,00
6 Communication 6 000,00 11 040,00 17 040,00
7 Finance 550,00 4 631,34 5 181,35
TOTAL: 2 318 524,74 €
Table 18- Costs by departments
In the chart below is shown by per cents the total cost divided by departments. As it is presented
by the data, the delegate service has the biggest part, because of the booking the
accommodations of all participants and employees. The smallest budget for salary is required by
finance department.

141
Figure 33- Cost by departments
N Department/ Team/ Activity Costs
1. Logistics
1.1. Sessions and Inventory
1.1.1. Transfer and storage of session material
-Rent a truck
-Rent a warehouse for 14days
4 000 €
1.2. Travel Agencies & Transportation
1.2.1. Flight tickets for The Coca - Cola Company delegates
from Cairo to Sharm and back + Airport pickups & Drop
offs
167 500 €
1.2.2. Flight tickets for employees from Cairo to Sharm and
back + Airport pickups & Drop offs
16 250 €
1.2.3. Rent a truck to remove and transfer all logistics from the
Congress and special event venues once activities are
over.
3 000 €
1.2.4. Rent a truck to ensure shipping all the logistical Materials
from Cairo to Sharm and back
2 000 €
1.2.5. Organize transportation for Special Events
-rent a bus for the guests and ICO staff
-rent a cars
34 000 €
1.2.6. Site visits to all congress and special event venues prior
to the start of the Congress (20 people)
5 500 €
Logistics
13,88%
Delegate
Services
81,72%
Special Events
0,54%IT
0,75%
Human Resources
2,15%Communication
0,73%
Finance
0,22%
Total Costs by Departments
Logistics Delegate Services Special Events IT
Human Resources Communication Finance

142
-Hotels per 1 night
-Transportation
1.2.7. Contracts with companies:
-DHL
-Travel agency and est.
1 000 €
1.3. Courier, Logistical materials & Merchandise
1.3.1. Global partners giveaways for each country 4 000
1.3.2. Merchandise from different suppliers 2 000
1.3.3. CI logistical requirements during congress & pre-meeting 3 000
1.3.4. Onsite visits for part of our employees before the
congress
-Hotel
-Meals
-Transportation
19 000
2. Delegate Service
2.1. Legal Issues
2.1.1. Pre, during and post congress meetings :
- renting a room for organizing the daily activities
(briefing) for 14 days
2000 €
2.1.2. Visas requirements 15 000 €
2.1.3. Contracts with companies :
- First Aid
- Travel Agencies
- Hotels ets.
3 000 €
2.2. Coordination & Communication
2.2.1. Building a communication channels between DS team 5 000 €
2.3. Travel & Accommodation
2.3.1. All the facilities that DS Team will use during their work
- Paper, pens, folders, ets
3 000 €
2.3.2. Travel insurances 6 000 €
2.3.3. Study tours:
- Bus
- Guide person
Before and after the Congress (optional for each
delegate)
5 000 €
2.3.4. Booking 4 stars hotels + 3 meats a day of The Coca -
Cola Company participants during the congress
1 650 000,00 €
2.3.5. Booking accommodations of the employees 135 800 €
3. Special Events
3.1. Analyzing Team
3.1.1. Office materials (pens, paper, folders) 100 €
3.2. Accounting Team

143
3.2.1. Materials (paper, pens, envelops) 150 €
3.2.2. In case of mismatch in the planned allocation and real
one, to take preventive actions; to communicate the
mismatch to the Vice President Special Events and Vice
president Finance.
500 €
3.3. Courier
3.3.1. Rent a truck, in order to deliver the needed facilities in
time on the place and back for all special events
2 000 €
3.4. Craftsman
3.4.1. Instruments and tools 500 €
3.4.2. In case something breaks down- the craftsmen team
should repair it immediately
500 €
3.5. Quality control team
3.5.1. Instruments and tools 500 €
3.6. Delivery Team
3.7. Special Events Team
3.7.1. Office materials, agenda for the special events 150 €
4. IT
4.1. Web development
4.1.1. Licenses 100 €
4.2. DBM
4.2.1. Server 500 €
4.3. Infrastructure
4.3.1. Additional technical Equipment 3 000 €
5. Human Resources
5.1. Promotional & Selective
5.1.1. Martials for the meeting (paper, folders, pens, est.) 1000 €
5.2. Training & Development
5.2.1. Materials for the workshops 1 500 €
5.2.2. Uniforms for all department needed 2 000 €
5.3. Supportive & Human resources materials
5.3.1. Office materials for the lectures and workshops 1 000 €
6. Communication
6.1. Internal Communications Team
6.2. External Communication Team
6.2.1. Article in a Cairo newspaper for the congress 500 €
6.2.2. Printing brochure and other printed materials 2 000 €
6.2.3. The guests lectures for topics and workshop coaches and
hotels cost for them
3 500 €

144
7. Finance
7.1. Coordination of Planned Events Team
7.1.2. Materials such as pens, papers, calculators 150€
7.2. Budget Planning and Coordination Team
7.2.2. Office materials: paper, folders, est. 100 €
7.3. Cash Management Team
7.3.1. Materials papers, pens, printer ink 100 €
7.4. Payments check coordination Team
7.4.1. Office materials: pencils, envelops, est 100 €
7.5. Accounting Team
7.5.4. Office materials 100 €
Table 19- Costs by activities excluding the labor cost

145
11. FINANCIAL ANALYSIS
11.1. CASH FLOWS
The aim of the financial analysis is to show us the profitability of our project. Also, we are
going to provide to our customer the cash out and in flows. We are taking into account few
possible scenarios for the payment. The one that is at most suitable for every side will be
chosen.
Project Cost:
TYPE OF COST COST
1. Budgeted labour cost 217 675,74
2. Budgeted equipment and material cost 12 000
3. Budgeted other costs (travels, meetings, rents, contracts,
negotiations, etc.)
2 100 000
TOTAL: 2 329 675,74
4. Mark- up (10%) 232 967,57
TOTAL PROJECT COST: 2 562 643,31
Table 21- Project cost
In this cost are included also all the costs for accommodation, visas, tickets, etc. for congress’
guests. Due to the contract we are a third- part player and we have the rights not only to make
contracts for our main customer but also to pay bills from his behalf.
CASH FLOWS:
The level of the cash outflows and cash inflows depends on:
- Contract with our client - The Coca-Cola Company - defines our cash inflows;
- Arrangements (travels, meetings, contracts and etc.) on the organizational and execution
phase of the conference, all of the money that should be paid according to our providers-
define our cash outflows.
All of the profits for the Project team are considered as cost for the client. As a consequence, the
Project Balance in the end of the project should be equal to zero instead of positive number.

146
ASSUMPTIONS FOR THE ANALYSIS:
- All of the costs are accrued equally during the work duration;
- All of the costs to the suppliers, contractors, etc. are paid in the moment of the collecting
of the delivery;
- Labor costs are paid equally every month.
11.2. PAYMENT SCENARIOS
Considering the assumptions and different ways of payments from the client, we define the
following scenarios:
SCENARIO 1:
- Prorated- equal during the whole project:
Month April 2014 May 2014 June 2014 July 2014 August
2014
September
2014
Payment 427107,22 427 107,22 427 107,22 427107,2 427107,22 427107,22
Table 22- Data about scenario 1
SCENARIO 2:
- Down payment- 30 % are distributed in the beginning of the project. The other amount is
paid every month on the prorated basis.
2014
September
2014
Payment 698902,7 326154,6 326154,6 326154,6 326154,6 326154,6
SCENARIO 3:
- Milestone based- every single payment is done according to a milestone in the project.

147
2014
September
2014
% of the
amount
10% 50% 20% 15% 5% 0%
Payment 232 967,6 1164838 465 935,2 349541,4 116 483,8 0
SCENARIO 4:
- Down payment and milestone- 50% of the amount are distributed in the beginning of the
project. The other amount is paid every month according to the distribution of the other
parts of the milestones during the project
Month April May June July August September
5 of the
amount
10% 50% 20% 12% 6% 2%
Payment 232 967,6 1 164 838 465 935,2 344 430,5 172 215,3 57405,09
These are the 4 options that we are providing to our customer- The Coca - Cola Company. The
choice of an option is done considering the schedule of the cost, the availability of resources, the
recommendations of the Project team and the result of the financial analysis.
11.3. RESULTS
Figure 34- Cash inflows according to the different scenarios
0
200000
400000
600000
800000
1000000
1200000
1400000
Scenario 1
Scenario 2
Scenario 3
Scenario 4

148
From the graphic we can easily see where the peaks in the cash inflows are, and how they are
distributed during the project period. However, this comparison is not enough to be chosen an
appropriate scenario for the payments. Consequently, we are going to compare also the cash
outflow
Cash Outflow
Month Labor cost Avg. Material/
Equipment cost
Avg. Other costs Total
April 20 852, 8 2000 188279,29 190279,29
May 19 290,64 2000 585349,1 606 639,74
June 20 637,64 2000 585349,1 607 986,74
July 12 240 2000 585349,1 599 589,10
August 5 240 2000 585349,1 592 589,10
September 82 891 2000 188279,29 273 170,29
TOTAL: 2481975
Table 26- Cash outflows
This table is showing the monthly distribution of the cash flows, taking into account their
different type.
CASH OUTFLOW AND CASH INFLOWS COMBINATIONS:
Table 27- Data about cash outflows and cash inflows according to scenario 1
Month Cash Inflow Cash Outflow
April 427107,22 140279,29
May 427107,22 656 639,74
June 427107,22 657 986,74
July 427107,22 649 589,10
August 427107,22 592 589,10
September 427107,22 173 170,29

149
April 698902,7 140279,29
May 326154,6 656 639,74
June 326154,6 657 986,74
July 326154,6 649 589,10
August 326154,6 592 589,10
September 326154,6 173 170,29
Figure 35- graphic of the comparison of cash outflows and inflows in scenario 1 distributed
monthly
0
100000
200000
300000
400000
500000
600000
700000
Cash Inflow
Cash Outflow

150
monthly
April 232 967,60 140279,29
May 1 164 838 656 639,74
June 465 935,20 657 986,74
July 349 541,4 649 589,10
August 116 483,8 592 589,10
September 0 173 170,29
0
100000
200000
300000
400000
500000
600000
700000
800000
Cash Inflow
Cash Outflow

151
monthly
April 232 967,60 140 279,29
May 1 164 838 656 639,74
June 465 935,2 657 986,74
July 344 430,5 649 589,10
August 172 215,30 592 589,10
September 57 405,09 173 170,29
0,00
100 000,00
200 000,00
300 000,00
400 000,00
500 000,00
600 000,00
700 000,00
Cash Inflows
Cash Outflows

152
monthly
From the graphics we can see that the first three scenarios do not allow us to cover the payments
for the following months. Though, another important moment is the project balance and without
it we cannot conclude about the optimal scenario.
11.4. PROJECT BALANCE
Here is all of the data for the Project Balance.
Scenario 1
Month Cash Inflow Cash Outflow VAR flow Project Balance
April 427107,22 140279,29 286827,93 286827,9
May 427107,22 656 639,74 -229532,52 114660,96
June 427107,22 657 986,74 -230879,52 -93286,368
July 427107,22 649 589,10 -222481,88 -334425,5216
August 427107,22 592 589,10 -165481,88 -566792,5059
September 427107,22 173 170,29 253936,93 -426214,0771
0,00
200 000,00
400 000,00
600 000,00
800 000,00
1 000 000,00
1 200 000,00
1 400 000,00
Cash Inflow
Cash Outflow

153
Figure 39- graphic of the comparison of the project balance in scenario 1
scenario 2
April 698902,7 140279,29 558623,41 558623,4
May 326154,6 656 639,74 -330485,14 339862,94
June 326154,6 657 986,74 -331832,14 76003,388
July 326154,6 649 589,10 -323434,5 -232230,4344
August 326154,6 592 589,10 -266434,5 -545111,0213
September 326154,6 173 170,29 152984,31 -501148,9155
-700000
-600000
-500000
-400000
-300000
-200000
-100000
0
100000
200000
300000
400000
Scenario 1

154
scenario 3
April 232967,60 140279,29 92 688,31 92688,3
May 1164838,00 656639,74 508 198,26 619424,22
June 465935,20 657986,74 -192 051,54 551257,524
July 349541,40 649589,10 -300 047,70 361461,3288
August 116483,80 592589,10 -476 105,30 -42351,70544
September 0,00 173170,29 -173 170,29 -223992,3365
-800000
-600000
-400000
-200000
0
200000
400000
600000
800000
scenario 2

155
scenario 4
April 232967,60 140279,29 92688,31 92688,3
May 1164838,00 656639,74 508198,26 619424,22
June 465935,20 657986,74 -192051,54 551257,524
July 344430,50 649589,10 -305158,60 356350,4288
August 172215,30 592589,10 -420373,80 7246,71456
September 57405,09 173170,29 -115765,20 -107069,1425
-300000
-200000
-100000
0
100000
200000
300000
400000
500000
600000
700000
Scenario 3

156
From all of the graphics and data we can see that the project is always negative in the last
month. In scenario 1- Prorated, we can see that the months in which the project is positive are
less than the negative. Also, this initial amount is not enough to cover the following
expenditures. On the other hand, this method is at most appropriate for accounting.
Scenario 2- Down payment- the graph looks almost balanced but the negative balance is in the
second part of the project. Since it is almost balanced, consequently the earned money are not
enough the cover the following expenditures.
Scenario 3- Milestone based-the graphic is with negative end but the positive balance in the
other part of the graphic is enough to cover the following period.
Scenario 4- Down payment and milestone- the graphic shows that most of the time the project is
positively balanced. Moreover, negatively balanced period is very small. All of the expenditures
in the negatively balanced period can be easily covered due to the big positive period. All things
considered that according to our team this is the most suitable scenario.
-200000
-100000
0
100000
200000
300000
400000
500000
600000
700000
Scenario 4

157
11.5. NET PRESENT VALUE
Net Present value is an important indicator that shows the feasibility of the project. In order to
calculate it, we assume that r=10% per month. The computation for NPV is done for scenario 4.
If NPV is bigger than zero, then our projected is feasible. If NPV is less than zero, our project
needs a change to become feasible and it is not accepted.
Month Investments R NPV
1 232967,60 0,1 2089027
2 1164838,00
3 465935,20
4 344430,50
5 172215,30
6 57405,09
Table 35- Data about NPV

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12. PROJECT CLOSEOUT
The last part of our project is the closeout. The closure of the international Coca Cola Congress
in Egypt involves a series of activities described in the WBS. The purpose of this chapter is to
assess the project and to show what we learn during it and also the good practices for future
projects of our company.
In order to assist conceptual development, first thing that we should do is collecting historical
data from previous projects. To evaluate the current project we should take in mind our work
during the previous ones and to understand potential problems of the project, also to identify the
trends in these kinds of conferences.
For the project manager is easier to plan and organize new projects on the base of the collected
data from past projects. The gathering of all the information in the project is responsibility of the
administrative employees of several departments in the company, as it includes documentation
and personal participation for all the project phases.
Another important and integral part of the project closeout is the report. The project closeout
report will be generated at the end of the project itself. As during the writing it, will be realized a
couple of formal closeout meetings attended by all vice presidents of each seven teams in order
to analyze and debrief the events of our already finished project.
Moreover in the meeting all vice presidents of each team will have an opportunity to share the
personal experiences of their teams and some other future suggestions on managing similar
projects. The main points that will be included in the project report are the overall success of the
project, the organization of the projects, the evaluation techniques, the project strengths and
weaknesses and the project team recommendations.

159
13. CONCLUSION
In conclusion we can say that our project “Coca- Cola Annual Congress” will be successful,
performed without any delay and The Coca - Cola Company will be satisfied of the work we did
to organize their biggest annual event. The project will finished at 15 September 2014, a few
days after the end of the conference, taking into account its early beginning in April, taking a
complete amount of time of 22 weeks and using an estimated budget of 2 318 524, 74 euro and a
possible over budget of 232 967,57.
According to the project we have done, the National Coca Cola Congress has fixed dates from 1
September 2014 to 11 September 2014, so we must be very strict with death lines, because it is
not possible to extend it.
For managing the project on the best way and planning step by step every action and activity,
every member worked on different department and together as a team we develop the specific
topics as a scope statement, bidding, cost estimation, Gantt chart and etc.

160
14. APPENDIX
14.1. BIDDING

161

162
1. General information about Egypt

163
2. Visa Requirements
Visa Procedure at the airport:
The visa is simply a stamp (like a mail or postage stamp) that you buy from the visa office, at
the port of entry just before the immigration booth. The visa will cost you around $15 and after
buying it; you just stick in any empty page on your passport. Once you have bought your visa
you then stand in line to get your passport stamped by the immigration officer.
Visa Procedure at the consulates and Embassies of Egypt:
 A valid passport for at least 6 months, and a blank page to stamp the visa
 One passport-size photo
 Completed Egypt visa application form
 Visa fee (cash, money order or Certified Check)
Visa Requirements by Country:
To find out more information for a specific country and the price for the visa, you can check the
following links:
 http://www.doyouneedvisa.com/list/
 http://www.mfa.gov.eg/english/
 http://www.ask-aladdin.com/visas_and_passports.htm
In the table below is provided information for the fees of entry visa in countries all over the
world. To be easy for our clients to orientate for their own country, the fees are given into the
currency of the country.
Fees for Entry Visa at some Egyptian Consular Missions Abroad:
Country Single Entry Multiple Entry
Argentina $18 US $23 US
Australia $35 Aus $42 Aus
Austria 20 Euros 15 Euros
Belgium 15 Euros 30 Cr$
Brazil 25 Cr$ 31 $Cr
Canada 25 $c
Cyprus (Cypriot Nationals) 8 Pound 14 Pound

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Cyprus (Other Nationals) 12 Pound
Denmark (Danish Nationals) 132 Kr 240 Kr
Denmark (Other Nationals) 188 Kr 220 Kr
Finland (Finnish Nationals) 100 Mk
Finland (Other Nationals) 140 Mk 175 Mk
France 15 Euros 15 Euros
Germany (German Nationals) 15 Euros
Greece 4,300 Dr 5,100 Dr
Holland 35 Euros 45 Euros
Indonesia 45,000 Rp 60,000 Rp
Ireland 16,5 Pound 20,5 Pound
Italy 15 Euros 15 Euros
Japan 5,500 Yen 7,000 Yen
Malaysia 46 Ringet 57 Ringet
Norway (Norwegian Nationals) 30 Kr
Norway (Other Nationals) 180 Kr 215 Kr
Russia (Russian Nationals) 53,000 Rub
Russia (Other Nationals) 85,000 Rub
Singapore 46 S$ 58 S$
South Korea 15,000 W 20,000 W
Spain 15 Euros 15 Euros
Sweden 170 Kr 220 Kr
Switzerland 50 SF 60 SF
United Kingdom 15 Pound 18 Pound
United States (US Nationals) $15
United States (Other Nationals) $18 $23
Table 1. Fees for Entry Visa
3. Currency Exchange Rate
The Egyptian Pound is the currency of Egypt. The currency code for Pounds is EGP, and the
currency symbol is £. The present rate form data 10.06.2014 for 1 Euro is 9.69 EGP.
To check the exchange rate in your country you can visit:
http://coinmill.com/EGP_calculator.html#EGP=1 and to calculate there.

165
4. Traveling in Egypt into account the political situation
Travel in Egypt
In general, Egypt is a safe country to travel. Egyptians are very friendly - if you are in need of
assistance they will generally try to help you as much as they are able, more than any one
imagine. For example, if you take a taxi from Cairo to Alexandria, you will be stopped at a
checkpoint before leaving Cairo. They will ask where you are going, and communicate with the
checkpoint at Alexandria to make sure you reach your destination within a certain time period.
The same goes for most trips into the desert. During different branches of your drive, you may
be escorted by local police. They will travel to your destination with you, wait around until you
are finished, and usually stay behind at one of the next checkpoints. There are also several
checkpoints from Cairo to Sharm El Shiekh when traveling by coach. Military officials get on
the coach and check passports.
Sharm El-Sheikh
The situation the tourists having at Sharm El Sheikh remains calm, according to the British
Foreign Office. It is important to note that a very big advantage that Sharm holds over the rest of
the country is that it is under the jurisdiction of the UN and is hence constantly secured and
protected. http://travel.state.gov/travel/cis_pa_tw/cis/cis_1108.html
Sharm El-Sheikh as a city, wasn’t affected by the revolution at all, there was no actions or
protests at this city in particular because of the low number of citizens in addition that tourism is
the citizens’ only income. Regardless of that, the city was concerned about the revolution
reaching there, but it didn’t at the end of the day.
5. Medical facilities
There are 3 main hospitals in Sharm El-Sheikh. In case of emergency we have a contract with
Sharm El Sheikh International Hospital.
Address: El Salam Rd.
Landmark: Beside Delta Sharm Village
El Nour District, Sharm El Sheikh
Tel: 069-3660895, 069-3660893, 069-
3660894

166
Operational since 1997, Sharm-el-Sheikh International Hospital, is a modern 24-hour huge
medical facility with a 30-bed emergency rooms and 160 standard hospital bed capacity. More
than 60 highly-qualified Health care consultants are on call or resident at the hospital. All
doctors have an excellent command of either English, French, Italian, German or Russian.
Besides the various highly professional medical specialties served by the hospital, the dental
department is very distinguished. Given the exorbitant dental care costs elsewhere in the world,
it may be a good idea to visit the dental clinic in Sharm-el-Sheikh during your visit. Be assured
that you will get excellent service for about a tenth of what you would pay at home.
In Addition Sharm El Sheikh has the following Medical Facilities and Hospitals:
Hospital and Clinic  Address
  1st.care dental clinic   Hay el Nour in front  of delta sharm,  Sharm El Sheikh
 Ambulance
& Emergency
Dahab City, Dahab, 46617
Dahab  
Cleopatra Medical
Center
Dr. Adel Ibrahim Delta Sharm,office 238, Sharm El
Sheikh,
46619
  Dahab Hospital    Dahab City Close to the City Councel, Dahab, 46617
  Dr. Nabil Barsou    Hadaba, Sharm El Sheikh, 46619
  DrEkramy
Medical Center
Dahab City,  Dahab, 46617
& Pharmacy   
  DrSherif Salah Clinic
Dahab City Hilton Hotel, Dahab, 46617
(Hilton Hotel)   
  Dr.AhmedSadek Medi
cal
Dahab City, Dahab, 46617
Center   
  El Nour Clinic   Peace Rd, Hay El Nour,  Sharm El Sheikh
  Hyperbaric  Medical Sharm El Mina, Infront of Travco Jetty, Sharm El
Sheikh
Center  
  Marina
Dental Clinic   Peace Road, Hay El Nour,  Sharm El Sheikh

167
  Medi Clinics   Villa 24, Peace Rd, Hay El Nour
  Novotel
Beach Clinic   Novotel, Naama Bay,  Sharm El Sheikh
  Sharm Dental Clinic   Dr. H El Sharkawy Mall 8, Sharm El Sheikh, 46619
  Sharm El
Sheikh Central Sharm El Maya, Sharm El Sheikh
Table 2. Medical Facilities
6. Accessibility by Partners and Guests and Means of Transportation
The information below is devided by two options. The first one is going and spending time in Cairo
and the other one is everythng for the transportation in Sharm El Sheikh.
6.1. Cairo
Get in:
 Flights:
Cairo International Airport is the second busiest airport in Africa with direct flights to and from 111
Destinations around the world in 53 Countries, in addition to the indirect flights.
Get Around:
 Metro/Rail
Cairo is home to Africa’s first and most expansive Rail Network. The metro system, with the new
third line to be opened early in 2012, cover several key areas of Cairo. The rate is a flat rate of 0.15
Euros (1 EGP).
 Taxi
A new national taxi project has been in launched in 2010, new modern sedans fitted with digital
meters and run on natural gas cover all areas in Cairo.
6.2. Sharm El Sheikh
Get In:
 Flights:
Sharm el-Sheikh International Airport is the second busiest airport in Egypt after Cairo
International Airport. In 2009, the airport served 7,430,940 passengers.
Guests have the option of either:
o Flying directly to Sharm El Sheikh:
65 International and local Airlines have regular and seasonal flights direct to Sharm El Sheikh. For
the full list of the Airlines follow this link:
http://en.wikipedia.org/wiki/Sharm_el-Sheikh_International_Airport
Flying from Cairo to Sharm El Sheikh:

168
Flights from Cairo to Sharm El Sheikh cost approx. 60 Euros with a duration of 45 minutes.
There is an average of 7 flights per day per direction between Cairo and Sharm El Sheikh
 Bus:
Guests can reach Sharm El Sheikh by bus from Cairo using any of the several national and private
transportation companies, some providing VIP Busses.
The trip is 450 km with an average duration of 5 to 6 hours.
The prices of the tickets vary according to the class, average is between 6.5 to 10 Euros.
 Car:
Guests can also reach Sharm El Sheikh by car or taxi. The trip takes 5 hours; however, it is very
expensive, the price for the private car is approximately 50 to 60 Euros.
Get Around:
 Car
1 rented private limousine (4 Passengers) would be available throughout the congress and 1 day
before and after for Congress Partners and guests to transport
from the Airport to the Congress Venue, excluding special transportation arrangements to Congress
Events
In case of larger number of guests, 1 Minibus (14 Passengers) would be available for transportation
from the airport to the Congress venue, excluding the special transportation arrangements of
Congress Events
 Taxi:
There is a big fleet of modern taxis in Sharm El Sheikh. The trip from the airport to the venue takes
5 to 10 minutes and would cost approx. 4 to 6 Euros.
 Bus:
Mini busses are available with very cheap fares (0.5 to 1 Euros) to travel around the city, but
cannot be used from the airport and are of low quality.
7. Structure and Analysis of the departments in ICO
Figure 1. Organizational structure of ICO
Project Manager
Delegate
servicing
HR Logistics Communication IT Special Events Finance

169
In the table below is presented information for all seven departments in ICO.
Department
Manpower
Distribution
Job Roles
Delegate
Servicing
29
- Communication with delegates
- Overall responsible for all immigration related support
for delegates
- Working closely with the Ministry of Foreign Affairs
- Pre and Post Congress Study Tours
- Develop reception systems and work in close synergy
with the vice president of logistics
- Maintain delegate help desk during the congress,
provide assistance to delegates, being aware of all
relevant information
- Ensure all systems are in place for delegates’ needs
during the congress- health, personal, safety etc...
- Ensuring that each delegate goes back with an
unforgettable experience
Human
Resources
10
 Creating HR structure for the CC team in coordination
with functional
 Promotion and communication of opportunities on the
CC to the national and global network
 Performance tracking and management pre and during
the
 congress in co-ordination with the functional
 Responsible for the HR allocation and coordination of
CC team on site
Logistics 12
 Securing a partnership with an Airline Company
 Responsible for securing partnerships with all of the
printing houses and stationeries.
 Co-ordinate the overall transportation of all
stakeholders including the airport pickups process 3
days before day 0.
 Handling all the affairs between the congress and all
respective ministries (Ministry of tourism and Ministry
of interior).
 Partnership management with the travel agencies
(Delivery/Servicing, Partnership Enhancement and
Communication)
 Planning all logistical activities before, during and
after the Congress.
 Planning and allocation of all resources needed for the

170
delivery of the Congress.
 Manage the communication with the transport
providers.
 Coordinate the timely delivery of all logistical support
for all activities before and during the Congress.
 Coordinate the removal and transfer of all logistics
from the Congress and special event venues once
activities are over.
 Support in the identification and mitigation of risks.
 Coordinate the allocation of break-out rooms and
session materials.
 Coordinate the acquisition, transfer and storage of all
the session material, special events and congress
logistics in liaison with other teams.
 Responsible for Delegate Insurance during the staying
period in Egypt.
Communica
tion
3
 Inviting and servicing media for the congress and its
events.
 Managing all the dimensions (print, paper, virtual etc.)
of the media and partnering with them.
 Coordinating with speakers and invite them for the
events.
 Handling the online promotion of the congress within
the delegates and other stakeholders.
 Servicing the externals during the time of the congress
or event.
IT 4
 Develop, Track and maintain the overall database of
social media subscribers and followers of the website
 Liaison with Communication department on website
content
 Registration Database Management
 Overall responsible on raising IS Partners to cover IC
requirements ,Create and manage the team
development process.
 Setting up and maintaining the necessary equipment
for: any kinds of internet connections, systems of any
kind to work (audio, video, other tech equipment)
 Ensuring all the hardware works "Cyber Space
Computers, Network Switches and Routers" smoothly
& keeping order of it
 Managing dry runs, plenary preparations

171
Special
Events
26
 Overall Responsible for the organization of congresses
Special Events (Pre and Post Study tours)
 Strong Co-ordination with Finance, Logistics, &
Communications for each of the special events.
 Coordination of the venue and logistical requirements
of the events.
 Delegating work to the teamsters.
Finance 12
 Budget management
 Finance team management
 Coordination with other portfolios in CC
 Cash management at the venue
 Post congress damage fee management
 Tracking fee payments
 Smart card system management
 Registration process at the venue: countries payments
checking
 Pre and Post Study Tour payments tracking
 Merchandise sales and pricing management
 In-kind and revenue generation progress reporting and
tracking
Table 3. Jobs Roles
8. Proposed Venue
Option 1 - Maritime Jolie Ville Royal Peninsula Resort
This luxury resort covers 200,000 sqm of private, landscaped grounds situated at a highly
desirable location between Naama Bay and the airport. Naama Bay is the centre of the beloved
holiday paradise and entertainment hot spot, Sharm El Sheikh. The resort's swimming pool area
alone covers 4,000 sqm and affords guests an oasis of refreshing depths and relaxing
tranquillity. Those who want to take their relaxation to the next level can visit the resort's
exclusive Thai spa, "SabaiSabai". The stylish, climate-controlled rooms begin at 60 sqm in size
and ensure guests feel special from the moment they open the door. There is a complementary
shuttle service to the resort's sister hotel, the Maritim Jolie Ville Golf & Resort, which has its
own section of beach overlooking a reef. The centre of Naama Bay and the town's fine, sandy
beach is quickly reached by utilising the frequent bus service. The 18 hole PGA championship
course, "Jolie Ville Golf Club" adjoins the hotel.

172
Hotel Highlights
337 rooms distributed throughout 18 bungalows, ranging between 60 and 90 sqm in size, 16
of which are exclusive suites occupying between 150 and 360 sqm
4,000 sqm swimming pool area
Exclusive Thai SPA "SabaiSabai" covering 1,200 sqm with beauty salon, hairdressers and
saunas
18 hole PGA championship course adjoining the hotel
9 restaurants and bars serving a comprehensive range of international cuisine
International Congress Center with 18 congress rooms and a large hall able to accommodate
up to 2,000 visitors
Website: http://www.maritim.com/en/hotels/egypt/jolie-ville-royal-peninsula-hotel-resort-
sharm-el-sheikh
Congress Halls
With the very latest in congress equipment and technologies, the Maritim Jolie Ville Sharm El
Sheikh International Congress Center is perfect for events with up to 2,000 attendees. The
flexible facility is designed to meet the demands of discerning event organisers and includes a
large hall occupying 2,200 sqm, 11 congress rooms ranging from 140 to 800 sqm that can be
joined in various combinations and 6 VIP rooms covering 55 sqm each. No expense was spared
on the state of the art infrastructure, multiple interpreter booths, modern recording equipment or
comprehensive lighting system to ensure it is more than up to any task. Event catering is
provided according to the wishes of the organiser and guaranteed not to disappoint. But don't
take our word for it - the Congress Center has already hosted a number of successful
international political gatherings of worldwide importance. No matter what you're planning, the
impressive rooms, comprehensive infrastructure and Maritim's service excellence all combine to
ensure your event is remembered for all the right reasons.
Congress equipment
Beamers, permanently installed- and mobile projection screens, flipcharts, corkboards,
presentation cases, podiums, microphones, wireless headphones and those with cables, mixing
board, cassette recorder, CD player, TV, DVD player, video recorder, video camera, beamer
presentation with simultaneous audio through the PA system possible, overhead projectors,
slide projectors, interpreter system with up to 8 channels, ISDN and analog sockets, LAN and
wireless.
Meeting Halls
The Summit, 2,200 sqm for 2,000 people
Red Sea, 400 sqm for 400 people
Sinai, 400 sqm for 400 people

173
Nile Valley, 400 sqm for 400 people
Suez Canal, 400 sqm for 400 people
Aswan, 140 sqm for 100 people
Abu Simbel, 140 sqm for 100 people
Bibliotheca Alexandria, 190 sqm for 190 people
Sphinx, 190 sqm for 190 people
Luxor, 260 sqm for 250 people
Siwa, 140 sqm for 100 people
Citadel, 140 sqm for 100 people
Medical Facilities
The hotel is 15 mins away from Cleopatra Medical centre and 30 mins away from Sharm El-
Sheikh main Hosptials. In addition to hotel doctors that are available 24 hours.
Option 2 – Sol Melia Sharm
Sol Melia Sharm is a five stars hotel located in the Sinai
Peninsula in the "Montazah Ras Nasrany Bay" area along
the Red Sea shore, just 7 km away from Sharm El Sheikh
International Airport and from popular Na'ama Bay with
its wide range of shops and bazaars.
Melia Sharm offers first class service and facilities with
468 comfortable rooms situated in a prime water location,
with private beach and featuring a stunning view of Tiran
Island, renowned for its scuba diving and snorkeling coral
reefs of the Red Sea. Local attractions include the Ras
Mohamed National Park, offering the most famous dive
sites in the Red Sea with 800 Meter deep reef walls and
coral gardens. Other sites nearby include St Catherine's
Monastery and Mount Moses.
MENA XLDS2011 was held in Sol Melia Sharm and
that’s why it’s a strong competitor within our pool of
venues.
Website: http://www.solmelia.com/hotels/egypt/sharm-el-sheikh/melia-sharm/home.htm

174
9. IT Facilities Availability and Internet Access
9.1. As outlined in the previous section, the option 1 Venue – Maritime Jolie Ville Royal
Peninsula Resort boasts the following facilities:
Beamers, permanently installed- and mobile projection screens, flipcharts, corkboards,
presentation cases, podiums, microphones, wireless headphones and those with cables,
mixing board, cassette recorder, CD player, TV, DVD player, video recorder, video camera,
beamer presentation with simultaneous audio through the PA system possible, overhead
projectors, slide projectors, interpreter system with up to 8 channels, ISDN and analog
sockets, LAN and wireless LAN.
9.2. Under normal circumstances, the internet coverage would be wireless supported by high
speed DSL connections. If for any reason the internet drops, Sharm El Sheikh is covered by a
strong 3G Mobile Network which allow high speed internet access broadcasted by equipment
that would be provided by Vodafone.
10. Events Description
We are offering to our clients 4 main special
events:
1. Opening Ceremony
2. Global Village
3. Egyptian Night
4. Gala Dinner
Please find below the description of the events.
Opening Ceremony
This is the official launch of the CCIC 2014. It
will be hosting a huge network of supporters and
partners, both nationally and internationally, and
representatives from the government sector.
This event is a great chance for partners to
network and directly interact with talented youth
from all over the world.
Through the event there will be underground

175
bands to entertain the audience and to launch the great
conference.
The event will take place at Jolie Ville Royal Pensuela
main hall that takes over 1500 person and is very
prestigious.
Snacks and refreshments provided.
Global Village
This event will have delegations from 200 countries showcasing their cultures and traditions,
showing the diversity and globally minded character of this unique organization.
This event will be taking place at Naema Bay which is 15 minutes away from the hotel.
Naema Bay is the most famous place in Sharm
el Sheikh, a place that become very lively
around 6 PM, with all the restaurants, cafes,
pubs and shopping places.
Since the event will be in September, which is a
season for the city of Sharm El-Sheikh, it will be
very crowded and we will be able to have external
attendees, not just from Egypt, but from all over the
world as well.
The event will be in booth setup and not tables
setup, where each country has their own booth to
show their things. But alongside that, there will be
a HUGE PAPER ROL, where each country get to
draw with
SPRAYS something on it that represents it’s
culture, which will be very attractive for the media
to know that ONE HUGE PAPER ROLL got the
culture of over 200 countries in it.

176
Egyptian Night
This event celebrates Egyptian culture and its
incredible heritage through a rich traditional agenda
that showcases Egypt as a touristic, investment, and
cultural destination. This night will be held at the
dessert to take the theme of an Egyptian Bedouin
Night, around some tents, with fire in the middle of
groups, a 2 hour entertaining performances by a group
of native Bedouins(like belly dancing, Tanoura,
Camel dancing and others) and a lot of Egyptian
delicious food.

177
Gala Dinner
This event is an opportunity for delegates, partners
and supporters to come together to celebrate the
closing of the congress.
This event will be held on the beach of the venue
with carpets covering the sand and the sea as the
background of the speakers with stars all over the
sky.
The seating will be in round tables, the weather will be
perfect not cold and not hot and the food will be
served by the hotel waiters over 10 courses starting
with a glass of wine, going through salads and main
dish, till it ends with a sensational dessert.
Simply elegant, beautiful and fancy

178
14.2. Gantt chart
FIGURE 1- GANTT CHART PART 1

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