1. “The Play as a Project” Review January 18, 2011
PMI Erie Bonus Program
“The Play as a Project” Review
January 18, 2011

2. Erie Playhouse 94th Season – started in 1917
In current facility on 10th Street since 1988
Community focused
Community funded
Community accountable
Hundreds of volunteers (900?)
11 full time employees
Everything should align to the mission statement

3. 20 shows each season
When one show is on the stage, 2 -3 shows are in rehearsal
Six to eight week cycle, from rehearsal beginning until opening night
Create sets, costumes, lights, sounds, wigs, makeup, choreography, marketing, etc…

4. Almitra Clerkin, Executive Director
Wears many hats
Responsible for:
Choosing scripts
Casting shows
Fundraising / Budget
Community outreach
Other duties as assigned…
Everything

5. Programs and Projects?
Is the day to day experience at the Erie Playhouse an example of real world Program and Project Management, or do we tend to see the world through “project management glasses”?

7. Project Management Concepts
Enterprise Environmental Factors
Non-profit culture
Other venues in Erie (Warner, colleges, etc…)
Adherence to mission statement
Calendar season
Others? How are they identified?
Organizational Process Assets
Props
Sets
Costumes
Knowledge / Experience
Others? Why is this important?

8. Processes Project Charter Identify Stakeholders Scope Objectives
Constraints
Participants
Identify Stakeholders
Internal
External

9. Processes Project Management Plan Collect Requirements
Sets
Choreography
Define & Control Scope
Make sure things are going to plan
Scheduling
Working with the availability of the actors

10. Processes Estimate Costs / Budget Procurements Quality Plan
Donations (time, vehicles, etc…)
Coupons
Procurements
Pay royalties
Equipment rental
Quality Plan
How good?
Human Resource Plan
Who is available, right for each role?
Choose production staff
Risk Analysis
What if…

11. Processes Manage Team Distribute Information Communications
Challenges (volunteers)
Distribute Information
Report to the board
Communications
Marketing
Rehearsal Schedule
Survey audience
Box office reports

12. Processes Control Costs Monitor Risks Close Project
Keep track of what is being spent
Monitor Risks
Watch areas of concerns (microphones, fog machine)
Close Project

13. Conclusion Informal project management
PMBOK concepts can be tailored and customized to work with projects in many different situations
Each of us has our own interpretation of how much ‘process’ needs to be followed to make a project a success