Lean project Management On ICC World Cricket Tournament

Question

Task: You have been given a task to organise an international sports event the ICC World Cricket tournament to be held in India in 2022. Assume India plans to use 6 major stadiums in 6 major state capital cities- Kolkata, Mumbai, Chennai, Bengaluru, Lucknow and Ahmedabad.
You may refer to the recently concluded ICC 2019 World Cup Cricket in England and Wales.
https://www.cricketworldcup.com/
This assessment item requires you to work INDIVIDUALLY. As the project manager in charge of delivering such as an important world sporting event, you are required to produce a REPORT to be submitted to the organizing committee. The Report should consist of an introduction, body (response to the questions below) and a conclusion. Executive Summary or recommendations are not required. The introduction and the conclusion are part of the total word count.

1.With regards to event - the ICC World Cricket tournament identify and elaborate: (out of 8 marks)

1. The processes from PMBOK or PRINCE 2 that you would use to assist with stakeholder expectation management
2. The key stakeholders for this event by conducting a stakeholder analysis using the power/interest grid.

2.Elaborate the following terms in the context of the event (the ICC World Cricket tournament): (out of 7.5 marks)

1. Voice of the Customer (VOC)
2. Critical to Customer Requirements (CCR)
3. Critical to Quality (CTQ)

3. Identify and elaborate processes from Organisational Project Management (OPM), Agile Practices, Lean Practices and Lean Six Sigma DMAIC Methodology (from all practices) that could be used to implement lean project management for this event. (out of 14.5 marks)

4. Describe the Critical Success Factors (CSF) needed to be in place within the implementing organisation to achieve successful implementation of LPM (out of 6 marks)

5 Clarity of expression, grammar, spelling, final summary and correct APA style referencing (out of 4 marks)

Answer

Introduction
Lean project management refers to a systematic empirical framework that deals with the application of lean principles to streamline project operations while maximizing value and reducing waste including labour, equipment and materials. Lean practices encompass effective principles to specify value, mapping value stream, eliminating waste, fluidizing value and continuous improvement plans. These lean project management principles are significant to reduce overhead costs and scalability while improving efficiency and productivity. The International Cricket Council ( ICC) announced a world cricket tournament to be held in India in 2022 across 6 major cities, and intends to create a vibrant ambience to amplify visitors' experience and commercial activities (www.icc-cricket.com, 2020). Due to its outsourcing affiliates and complexity, a lean project management is considered to develop the modernized and leisure event by upgrading existing environments and streamlining bottom-line activities including broadcasting, preparation of arenas and visitors requirements. This study implements various distinct lean principles to amplify collective objectives of ICC while discussing critical success factors and lean practices.

Question 1: Stakeholder Management
a.PMBOK Project Management
Initiation Phase: In invitation phase of lean project management, development of business case will be managed to evaluate feasibility and scope of the event while considering ICC's event criteria and engagements between venues. Various requirements such as up gradation of stadium, key suppliers of materials, selection of expertise and necessary commercialization plans are necessary to thrive creativity to organise the cricket tournament. Requirements of spectators, approvals, permits and sponsor selections are also essential to include in project charter (Nicholas & Steyn, 2017). Various key features such as budget and resources allocation, timelines and key milestones will be managed by mobilization plan to amplify ICC's goals.

Planning Phage
Creation of project schedule and coordination with venues will be developed effectively to break down key functional of ICC events. A roadmap for total project scope and sequence of events will be enlisted within work breakdown structure. Selection of hotels, caretakers, team of professionals, stadium coordinators, key technological goods suppliers and supply chain routes will be planned effectively while underpinning design framework and ICC standards. The creation of steering committee, sponsorship, project teams and suppliers will be done to streamline event activities. Technical support and subsequent customer satisfaction attributes are also integral property of event planning.

Execution Phase
The team will allocate necessary resources in places to upgrade arena conductions while enlisting big screen views, infield communication, DRS and ICC guided accommodations. Reception of players and teams, guest, commentary team and traffics will be included to showcase better visualization techniques and equipment. Various key issues, risks including budget shortage, lack of expertise and ICC protocols, weather conditions, filed accommodations will be managed as per premeditated planning ( Kamble et al. 2020). Tracking devices, communication methods with techno-centric visionaries will be allocated to incorporate seamless pattern.

Monitoring Phase
The team executing lean project management approach needs to engage key stakeholders including ICC, venue manager, event planner, technical directors and hospitality team to measure quality standards, track progress and review standards to emphasize stakeholders’ requirements. Change management, key performance indicators, ICC project baselines and project checklists will be managed to aid leisure entertainment facilities, music system, seating layout, dressing room quality and accommodations.

Closure Phase
Termination of key suppliers, external stakeholders and contractors will be made after analyzing individual performance appraisals and key project constraints. Closure documents, ICC's remarks and project expenses will be calculated. Various technical reports, status reports, user manual reports and presentations are necessary to clarify expenses, event success and financial implications related to the ICC 2022 tournament.

b. Implementation of Power-Interest Grid
Identification of Stakeholders in ICC Event :In the current ICC tournament lean project management, various distinct stakeholders are engaged with high-end specification of interests in the tournament. While enlisting interdisciplinary integrations of stakeholders, this study has identified two distinct sections of stakeholders who are associated with the interference of the ICC cricket tournament.

Internal Stakeholders
Internal stakeholders are event organiser, project manager, employees, designer, ICC and BCCI authority and sponsors.

External Stakeholders
External stakeholders of the ICC cricket tournament include suppliers and contractors regarding catering, merchandise, amusements. Others stakeholders are various security suppliers, visitors, local councils, emergency service providers, department of transport and media houses.

Priotization of Stakeholders
As per the Power-Interest grid framework, the segregation and prioritization of key stakeholders can be made by focusing on individual power of designation and influences they uphold. Implementation of Power-Interest grid can facilitate the event planner to underpin stakeholders based on interest, enthusiasm and power (Kumar et al. 2018). In order to segregate and prioritize stakeholders, a holistic approach has been taken to manage distinct stakeholders to streamline the ICC event.

Figure 1: Power-Interest Grid
(Sources: Sunder, 2016)

High Power -High Interest
These stakeholders are the decision makers and uphold significant power to control and affect the key deliverables of the ICC project. These include the ICC and BCCI authority, sponsor, visitors’ event organizer, stadium authority and local councils.

High power - Low Interest
All key Suppliers and engaged Security Council falls under this category as they adequately responsible to enhance the project orientations.

Low Power - High Interest
Emergency service providers and department of transport alongside commercial media houses, broadcasting corporation and employees are interrelated participants in the ICC lean project management.

Low Power - Low Interest
Various small equipment suppliers, hospitality sectors, local communities and business ventures fall under this category. They have minimal supervision over the event.

Question 2: Key Terms
a.Voice of the Customer (VOC)
Voice of customer (VOC) refers to a systematic empirical framework of feedback collection, data analysis and action planning process which encompasses customer's voice, preferences, and expectations regarding a particular service. As the ICC is determined to amplify visitors experience and leisure components, implementation of multichannel VOC analytics system can be effective alternative to increase customer satisfaction attributes and lower visitor churns. VOC upholds distinct values as they provide feedback regarding quality assurance and compliance of a systematic service (Fletcher & Malcolm, 2017). In-depth analysis through VOC based analytics can helps to confine visitor's requirements, leisure activity, and parking and stadium accommodations while implicating that feedback to improve the performance of the event.

In order to implement VOC data-driven policies, the team needs to use survey tools, social media platforms and online portals to bring prosperity and accountability within the tournament. The lean project management team requires producing accurate and reliable insights through analysing massive database collected from survey participants extract adequate scope of development. Seating arrangements, cost-effective and affordable ticket prices, modernized commercial broadcasting service, screen positioning, food and parking facilities, transportation services and stadium accommodations are the fundamental expectations of the cricket lovers.

b. Critical to Customer Requirements ( CCR)
Critical to customer requirements ( CCR) defines a holistic approach that allows translating the voice of customers ( VOC) while considering quality function deployment ( QFD) hierarchical regression model- basic, expected, desired and unanticipated criteria. Effective implementation of CCR facilities the team to take actionable measures to satisfy visitor's requirements and preferences ( Sunder 2016). In the ICC lean project management, effective analysis of collected feedback can allow the event planner to incorporate a customer value quadrant which includes cost, quality, features and availability to increase value propositions and compatibility.

Figure 2: Critical to Customer Requirements
(Sources: Baham et al. 2017)

As per the multi-channel voc analytics, the fundamental requirements of the traffic include ticket price, accommodations, and parking and transportation services. The availability of food and drinks are also essential to confine within the stadium canteen. Based on the QFD hierarchical framework, the team needs to evaluate ticket price and parking changes to leverage strengths (Shah et al. 2017). The lean project management also needs to cope with local transport solutions and proactive security services to enhance the likelihood of efficient tournament.

c. Critical to Quality ( CTQ)
Critical to Quality (CTQ) refers to a quality-adjusted framework that translates broad customer expectations into specific, measurable and actionable performance requirements to ensure productive growth with utmost quality assurance. An organised CTQ comprises three steps including identification of critical needs, key quality measurement indicators and performance requirements to mitigate customer satisfaction and sophistication attributes. In the ICC cricket tournament project, the PM needs to implement a concurrent CTQ tree to evaluate the comprehensive list of customer requirements to improve organizational capabilities to satisfy larger customer base.

The team needs to evaluate price flexibility and seating arrangements properly to provide adequate support to experience the live matches without constraints and limitations. Each needs including canteen facilities, washrooms, water usage are necessary to improve (Lande et al. 2016). The PM needs to aid value in accommodations such as transportation, security and technical support to enhance collective objectives of the ICC.

Question 3: Lean project management
Lean Principles from Organizational Project Management (OPM)
Organizational project management defines a organized framework used to incorporate project tasks, programs, major initiatives and portfolio management principles with organizational capabilities and strategies to amplify collective objectives and premeditated provisions. It encompasses systematic coordination of structures, lean project management practices, organizational capabilities and practices to improvise continuous improvement programs. However, the ICC project is more complex and vulnerable, and aid enormous sequence of manufacturing process to increase value propositions and compatibility of the customers to experience optimum performance.

OPM is an significant management system that incorporates sequential lean project management practices to acquire desirable results while reducing resourses consumptions and waste materials. It encloses five distinct lean entities such as value, value stream, value flow, pull and continuous improvement comments to maximize organizational capabilities to control triple constraints - costs, timelines and quality ( Juliani & Oliveira, 2019). The PM need to specify the value of the event as well as intake value stream mapping to eliminate unnecessary tasks. The event planner also can use value flow principles of OPM to eliminate three major types of waste - Mura, Muda and Muri. Various disruptions including environmental challenges, weather conditions, supply chain disruptions and lack of resources can be mitigated through these lean practices.

Lean project management Principles from Agile Practices
Agile project management defines an empirical framework that creates balance between existing infrastructure and new alternatives to provide competetive advantages by reducing inventory costs and deliverable timelines. Agile methodology encompasses 4 core values and 12 principles to diminish project constraints while enhancing quality assurance capabilities. It helps the pm to breakdown the scope and deliverables to develop certain elements parallel to minimize occupational threats and waste ( Alhuraish et al. 2017). In the current scenario of the ICC event, the event planner can implement various agile lean project management principles to segregate major processes into smaller and achievable components.

The PM can use self-organized team with expertise to streamline operations and minimize occupational hazards. Change request mechanism and continuous improvement provisions alongside project completion criteria of agile methodology can be implemented to complete stadium decorations high-end specifications (www.bcci.tv, 2020). Consumer collaboration and software applications can be used to evaluate quality standards and key preferences. Lean project management practices of agile methodology are also effective to satisfy customer needs while aligning with ICC standards and international event management criteria.

Lean Principles from Six Sigma DMAIC
Six Sigma defines a proactive project methodology that organizations to improve organizational capabilities and performance while decreasing process variations with statistical thinking and emphasize on DMAIC approaches. Six Sigma encompasses lean manufacturing principles to reduce process variations and enhancing control while eliminating occupational constraints and unnecessary tasks. Lean six Sigma explains a fact-based and data-driven methodology to prevent risk exposure components by detecting defects (Martins & Zacarias, 2017). It is an significant project management methodology that drives customer satisfaction and bottom-line activities by diminishing variations, waste and lifecycle of the project deliverables.

In the current scenario, the team can implement lean six Sigma principles to ensure productivity in executive-level support and motivate employees to perform specific tasks. As the project has multiple locations, effective communication strategies of six Sigma can use to minimize variations in deliverables. The team also can develop six Sigma infrastructures to confine adequate success in bottom-line operations. Various sub-projects such as accommodation development, canteen facilities, parking criteria, seating arrangements and transcriptions services can be done separately with Executive solutions through sustainable six sigma infrastructure. Lean six Sigma is also effective to promote work standardizations as per key stakeholder requirements.

Lean Practices
Lean project management refers to a systematic empirical framework of process which allows maximizing customer value while minimizing corporate constraints and assiotiated waste. Lean practices are inevitable to optimize structural changes, new technologies and administrative assistant techniques to amplify the flow of value streams across the project development programs as it helps to reduce complexity and essesive usage of resources. Lean practices are also significant to mitigate human errors while saving efforts, capital, time and spaces.

In order to enhance productivity and efficiency within the ICC event, the PM can implment standard lean thinking to reshape organizational functionalities as per organizational capabilities and customer preferences ( Shah et al. 2017). The ICC project has multiple locations and multi-tier activities including ticking, stadium decorations, technical up gradations and security management system which requires comprehensive knowledge to manage inventory stocks and supply chain waste scopes. The PM can introduce lean practices to acquire desirable results by centralizing various functions such as ticket prices, individual stadium requirements and operational excellence in specific locations.

Question 4: What are the critical success factors of lean project management?
Lean project management is a complex and extremely effective project management process that allows streamlining organizational operations to ensure productivity and efficiency within the underpinned project. It includes fast-track software and tools to amplify corporate governance and strategic decision making abilities. However, various logical and legitimate factors such as trained expertise, commitment, functional excellence and adequate allocation of resources are essential to consider to incorporate potential lean principles in the ICC event (Alhuraish et al. 2017). These factors are significant to improve organizational capabilities and performance integrity by practicing certified and proven standardized roadmap.

Commitment to lean Program
The practitioner needs to practice managerial commitment irrespective of plant size, location and regional barriers. Betterment in communication and feedback gathering process can help to share collaborative objectives within sectoral activities. Collaboration with ICC, BCCI and local councils are necessary to ensure success within the ICC event.

Training Facilities and Adequate Planning
Effective implementation of ICT based training for workforce regarding lean practices is essential to increase fluidity of value. Adequate training facilities alongside effective lean planning are necessary to manage internal and external resources. ICC guidelines, sustainable policies and regulatory affairs are required to enroll perfection within the ICC event.

Resourses Allocation
Adequate allocation of resources and rewarding schemes are essntial to deliver sustainable development. The ICC has allocated $5 million to produce customized and vibrant ambience with techno-centric visionaries and sustainable transformation proceedings.

Availability of Tools and Methods
As lean project management practices deals with reductions and data-driven tools and methods, the workforce must uphold extensive knowledge to operate functional tools and software (Kumar et al. 2018). Specific tools such as data visualization, waste reduction, continuous improvement and value stream mapping methods are necessary to consider during the training programs of the ICC event.

Conclusion
Lean project management philosophy advances productivity to enhance process stream by reducing wastes and variations. However, it is an complex process that engages handful lean principles to leverage strengths within the ICC event. The fundamental purpose of project is to develop vibrant ambience to operate world-class tournaments while considering customer value, sustainable development and operational excellence. Lean practices encompasses effective principles to specify value, mapping value stream, eliminating waste, fluidizing value and continuous improvement plans which are inevitably mandatory to confine desirable deliverables. This systematic empirical framework of evidence has adequately identified lean project management principles from various sources including OPM, six Sigma, lean practices and agile methodologies to enhance productivity and efficiency within the ICC event. Integrated governance, customer-focused dynamic strategies and collaborative efforts of multinational organizations is necessary to increase transparency and accountability within the ICC event. Effective implementation of communication strategies can facilitate PM to align ICC and BCCI's requirements with project deliverables within $5 million budget and 1.5 year timelines.

Reference List
Alhuraish, I., Robledo, C., & Kobi, A. (2017). A comparative exploration of lean manufacturing and six sigma in terms of their critical success factors. Lean project management Journal of cleaner production, 164, 325-337.

Baham, C., Hirschheim, R., Calderon, A. A., & Kisekka, V. (2017). An agile methodology for the disaster recovery of information systems under catastrophic scenarios. Journal of Management Information Systems, 34(3), 633-663.

Fletcher, T. E., & Malcolm, D. E. (2017). The International Cricket Council World Cup: A" Second Class" MegaMediaSport Event?.

https://www.bcci.tv, 2020

https://www.icc-cricket.com, 2020

Juliani, F., & Oliveira, O. J. D. (2019). Synergies between critical success factors of Lean Six Sigma and public values. Total Quality Management & Business Excellence, 30(15-16), 1563-1577.

Kamble, S., Gunasekaran, A., & Dhone, N. C. (2020). Industry 4.0 and lean manufacturing practices for sustainable organisational performance in Indian manufacturing companies. International Journal of Production Research, 58(5), 1319-1337.

Kumar, S., Dhingra, A., & Singh, B. (2018). Lean-Kaizen implementation. Journal of Engineering, Design and Technology.

Lande, M., Shrivastava, R. L., & Seth, D. (2016). Critical success factors for Lean Six Sigma in SMEs (small and medium enterprises). The TQM Journal.

Martins, P. V., & Zacarias, M. (2017). An agile business process improvement methodology. Procedia computer science, 121, 129-136.

Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and technology. Taylor & Francis.

Shah, S., Hazarika, P. J., & Hazarika, J. (2017). A study on performance of cricket players using factor analysis approach. Lean project management International Journal of Advanced Research in Computer Science, 8(3).

Sunder M, V. (2016). Lean six sigma project management–a stakeholder management perspective. The TQM Journal, 28(1), 132-150.