The $2005$ Canada Games: A Case for PMI$$s Volunteer Driven Project Management Model

The character of the Canada Games has changed little since the first torch was lit in $1967.$ The event itself, however, has

changed significantly, and has grown in size, scope, complexity and cost. With $16$ sports on the program, the August

$2005$ games in Regina, Saskatchewan, proved to be the biggest yet, with close to $12,000$ visitors. There is a great deal at

stake in organizing a successful event$$ organizers must negotiate three levels of government funding, marketing

contracts and stakeholder relationships. In addition, organizers must coordinate: long$-$term capital projects$$ multiple budgets$$ venue retrofits$$ and accommodations for more than $4,500$ athletes and staff Because of this, $2005$ Canada Games organizers knew it was time for them to reach out to the professionals.

Due to this, the $2005$ Canada Games organizers knew it was time for them to reach out to the professionals.

Background

Since their inception in $1967,$ the Games have had a proud legacy of volunteer recruitment. Organizers in many of the

previous host communities have successfully recruited thousands of willing volunteers to lend their time and expertise to

help plan and share the host role. In $2003,$ in keeping with the volunteer tradition, organizers approached the Regina$/$

South Saskatchewan PMI Chapter and asked for help. The chapter reached out to its membership to gauge interest in

volunteering as a project manager for the games and received an overwhelming response.

Challenges

A central challenge for the games$$ organizers and their project managers was that traditional project management could

not be applied due to the volunteer nature of the games. A new model allowing for varying levels of formal project

management practices among the volunteers would have to be created.

This new model would have to provide a simple methodology, which could easily be applied by volunteer project

managers in each of the games$16$ operating divisions while maintaining strict project management best practices.

In addition, consistent terminology and template documents were expected to be an ongoing challenge. Individual

operating plans to identify and define, in a consistent manner, what would be delivered, when and at what cost, needed to

be developed for each of the $16$ operating divisions. Later in the process, these high level plans would be broken into

individual projects and tracked during their execution by volunteer staff.

QUESTION $2(20$ Marks$)$

The development life cycle is the stages that a project goes through to produce the product, service, or result. Analyse

the different development life cycles and identify and appraise the one $(1)$ that is relevant to the project in the case study.

You are required to justify your choice with a comprehensive discussion.