Project Management: The Voice UK - Essay Example

Contents 2 Introduction 3 Project strategy and outcomes 4 Challenges and operational perspectives 5 Stakeholder needs and analysis 7 Risk mitigation 8 Project lessons 9 Conclusion 10 References 11 Abstract Project management has assumed increased significance over the past few decades on account of growing complexities within the business and operating environment. A wide range of forces impact the project outcomes today and managers need sophisticated tools to ensure that the project meets the pre-defined objectives and successful execution. Project management concepts have thus undergone widespread changes in terms of the tools, approaches and techniques applied by firms to manage key challenges, identify issues, mitigate risks and ensure effective outcomes. The term project management relates to the “application of knowledge, skills, tools and techniques to project activities to meet project requirements” (PMBOK, 2000, p6). The overall project management involves the identification of project requirements, scope, risks, budgetary limitations, delivery schedules, quality parameters, and relating these aspects to meet the stakeholders’ needs and expectations. The report provides an insight into the various aspects and perspectives related to project management through an in-depth study of a live project – The Voice UK. The Voice UK (VOK) is a popular TV show by BBC and the show’s success reflects the passion and efforts of the entire team. The report explores the various project management aspects that frame its success stories highlighting the challenges and key forces that will define its future success or failure. Introduction VOK is a talent show aired on BBC One channel and the show format is based on similar successful shows like The Voice of Holland. VOK seeks vocal talent where contestants are auditioned on the show and the selected ones get the chance to perform in front of the celebrity coaches. The popularity of the show and record number of viewers bear evidence to the fact that the show’s format is highly effective in terms of audience appeal and quality of entertainment. The producers of the show BBC or the British Broadcasting Company began its operations in the year 1922 and since then the organization has established itself a leader in television and radio entertainment. The company’s mission is “to enrich people’s lives with programmes and services that inform, educate and entertain” (BBC website, 2013). The VOK was conceived with the objective of topping the audience rating charts and providing wholesome entertainment to the public using the time-tested show format of The Voice of Holland. While there are similar shows that seek singing talents, the uniqueness of VOK concept is that the judges cannot see the contestants and their initial judgement is based only on the contestant’s voice and singing talent (The Guardian, 2012). The show format revolves around three stages that mark the progressive steps to talent hunt. These three stages are the blind audition, battles and live shows. The coaches hear the contestants without seeing them and the selected candidates are chosen by the coaches. In the next stage the coaches develop their contestants and they are pitted against others to win and move to the next phase of the show – the live shows. Only the best contenders move on to perform live shows and the final winner is selected through audience votes and decision of the coaches (BBC One, 2013). Project strategy and outcomes Projects are undertaken with definite goals and purpose in mind. The VOK project was conceptualized with the objective of topping the entertainment charts in terms of viewership and providing a platform for discovering singing talents. This objective strongly aligned to the vision of BBC that is “to be the most creative organization in the world” (BBC website, 2013). Vision and objectives provide the management with specific guidelines and direction on specific strategies to be adopted and key resources that are needed to achieve these goals (Hitt et al., 2013). Talent shows have become a popular means of providing entertainment to television viewers and there are a number of shows that are similar in format to the VOK project. The project management focus has been on enhancing entertainment quotient to promote the show’s popularity and its ratings. BBC acquired the rights of the show in the year 2011 after paying £22 million for the rights (BBC website, 2013). The show faced competition from other leading TV shows like the X-factor and Britain’s Got Talent which followed similar formats. The key strategic focus of the management was thus on adopting a unique program feature that will differentiate VOK from others and it is this feature that will contribute to its success. The project outcomes are governed by the three critical dimensions in project management – time, cost and requirements (Nicholas and Steyn, 2012). The effectiveness of projects is measured by the extent to which these three parameters have been managed to achieve the defined goals and objectives. BBC spent a fortune on the VOK show and the final outcomes measured up to the desired standards and objectives. The success was visible in terms of viewership, ratings and the show formula that made it an instant hit (Moonproject, 2012). Challenges and operational perspectives Projects assume critical dimensions during various phases of implementation and execution. Strategic plans and managerial decisions are based on pre-defined project goals and outcomes. Project management aspects for television shows must consider the rapidly changing viewer preferences and retaining its ratings at the top of the charts as the key challenges to the show’s success. Initial ratings often drop down and this impacts the show’s success in the long run. Management perspectives within the media industry must recognize the cultural shifts and evolving trends that define viewer preferences (Hitt et al., 2013). Effective resolution of these issues require a deeper understanding of viewer preferences, effective means for achieving the desired results, and creative efforts that reflect on the quality of the show. VOK faced stiff challenges from other competitive shows that adopted similar formats. One of its key weaknesses was its lack of originality. There are number of shows following the same format and distinguishing itself in terms of quality of entertainment and audience appeal required distinctive efforts. Differentiating itself from the competitive shows was the key requirements and its ultimate goal was to make an impact on the audience. The producers of the show emphasized its unique show feature through blind auditions where contestants were invisible to the judges and the judges’ based their decision purely on the candidate’s singing abilities (BBC One, 2013). Project outcomes and strategic evaluations are based on the external environment conditions that impact its viability and feasibility. Applying the NTCP model of project dimensions in this case reveals that the VOK project can be categorized as a derivative product that uses a time tested show format and hence it lacks product appeal. The technology aspect applied to this show can be classified as medium tech and the project complexity can be measured to system level where various interactive processes combine to frame the entire show. The show can be categorized as a time critical project where all events and activities must be completed within a given time and any deviation in its schedule may deeply impact its performance (Shenhar and Dvir, 2007). The figure below illustrates the diamond framework applied to the VOK – Considering that the novelty factor is missing in this show, the producers should place additional efforts in terms of improving creative elements and adding value to the show. The entertainment industry thrives on innovation and creative enterprises that can boost its market appeal and create a sense of enthusiasm among audience groups (Koppala, 2007). Value addition and creativity in this industry is possible at each stage of production, planning, and distribution. Successful projects in the entertainment industry depends “on the ability to maintain a sense of balance between art and commerce while making sound business decisions and building relationships” (Koppala, 2007, p265). This involves imbibing a flexible work culture where innovation and creativity thrive at all levels of the organization. New technology enables the production of better and high quality performance. Stakeholder needs and analysis The key stakeholders of the VOK are the producers, contestants, coaches, production teams, script writers and managers who supervised the show events. The stakeholder analysis compiles essential information related to the key stakeholders and this information is used to improve relationships and management approaches for successful project outcomes. The information provides a deeper insight into the roles and involvement levels of each of the stakeholders and the extent to which they can influence the project outcomes (Schwalbe, 2009). The table below assimilates the key stakeholder information for the VOK project – Key stakeholders Producer Contestants Coaches Production teams Script writers Managers Organization BBC One Public Public BBC One BBC One BBC One Role in project Project leader Shifting members Project team member Project team members Project team members Project team members Unique facts A strong visionary who is responsible for steering and overseeing all aspects of the project The participants who have the extraordinary voice and the vital players in the show Responsible for recognizing talents and developing individual talents Highly technical expertise and ability to executing the project plans Experts in scripting and storyboarding the show concept Efficient individuals responsible for planning, executing and overseeing the key aspects of the show Level of interest High High High Medium Low Medium Level of influence High Low Medium Medium Low Medium Relationship Controlling operations and advising on show details Delivering high quality performance to boost entertainment quotient Fine tuning the performances on show and guiding contestants Providing the support during shoots, editing and telecasting Contribution to effective scripts Supporting various activities that go into the production of the show The stakeholder analysis reveals that the success of the entire show is a team work and collective efforts are required to retain the show’s popularity and top ratings. Risk mitigation The show right from its inception stages was exposed to many risks that include failure of the show to create the desired audience impact and mis-governance issues that can negatively impact performance parameters. Television shows and talent shows in specific require intense scripts that can trigger drama and emotions within the viewers for greater effectiveness (Koppala, 2007). Talents and emotions have the capability to improve viewership and boost the show’s success. Besides the risk of losing out viewership on grounds of talents and drama, the show also faces distinctive risks in terms of conforming to budgetary guidelines, handling resource constraints, and adhering to strict schedules. Failure to do so may result in project failures and ineffective project performance that fail to achieve the desired standards. Project lessons The project development and management phases in the entertainment industry begin with ideation, script writing, screenplays, and budgeting, actual shoots, editing, and then telecasting (Koppala, 2007). The analysis and insights in the previous sections have highlighted the role played by producers and senior management team in visualizing and incorporating the success elements of the project. It has also highlighted the role of creative efforts in terms of show concept, presentation, and elements of innovation for long term success. It is the ideas and concepts generated within the organization that makes creative enterprises strong. However, ideas need to be integrated with audience expectations and beyond to produce a successful show on the television. Effective project management practices play a significant role in determining project success and outcomes. The concept of project management is based on the implementation of a structured method towards project completion. Project management concepts and applications within the cultural industry assume different dimensions in terms of the uniqueness of each project, diverse requirements, and managerial aspects. Project selection is one of the primary steps of project management. The selection or prioritizing of projects is based on number of factors that include project cost, benefits, complexity and resource requirements. This is the formulation stage that helps the project stakeholders determine the project feasibility. The viability of the project is determined during this phase through an in-depth assessment of project objectives, resource requirements and existing capabilities (Flouris & Lock, 2008). Project planning refers to the stage of devising strategies and maintaining an execution schedule that helps the organization in meeting the business goals and objectives. Project control refers to the monitoring and evaluation of the execution work processes through continuous assessment and implementation of remedial measures to ensure timely completion of work. The primary objective of the project planning and control operations is to optimise the use of existing resources for the successful accomplishment of project goals and objectives. The initial stages of project development are driven by the need to identify potential issues and challenges, define specific resource requirements and execution planning. Failed or challenged projects are generally a result of poor strategic planning and control measures that increase project risks (PMBOK, 2000). Projects in the entertainment industry require careful study of audience requirements and unique aspects that can hold their attention for a longer span of time. The implementation of the project management practices is based on the realization of these needs and how it can impact the performance of organizations. The successes of projects are therefore measured in terms of their ability to meet the estimated project cost, timely execution and completion and complying with the project objectives and specifications (Flouris & Lock, 2008). This requires identifying the specific goals and objectives of the project, identifying appropriate strategies for effective execution and management, effective team management and adequate planning and control over the project management. Conclusion The conceptualisation of projects should be based on the effective realisation of existing environmental needs and emerging trends that pave the way for new business development opportunities. It is highly imperative that the projects selected by organisations are based on real world needs that promote business interests and expand the scope of increasing profits for the company. Project management begins with the identification of core needs and requirements of the project as well as the client requiring in-depth study and needs analysis. These requirements are then translated into project goals and objectives that form the base for further action. There are many projects that fail due to lack of proper management and proper utilisation of resources. References 1. BBC One (2013), The voice Uk, [online] available from http://www.bbc.co.uk/programmes/b01nnfdd (accessed 3 Dec 2013). 2. BBC website (2013), About the BBC, [online] available from http://www.bbc.co.uk/aboutthebbc/insidethebbc/whoweare/mission_and_values/ (accessed 3 Dec 2013). 3. Flouris, T.G. & Lock, D. (2008). Aviation project management. Ashgate Publishing Limited 4. Hitt, M.A., Ireland, R.D., and Hoskisson, R.E. (2013), Strategic management: competitiveness and globalization – cases, 10th ed., South Western Cengage Learning. 5. Koppala, G.V.T. (2007), Projects and operations management exposed (POME), Kanaka Mahalakhshmi Thalli. 6. Moonproject (2012), Has the voice UK been a success? [online] available from http://www.moonproject.co.uk/has-the-voice-uk-been-a-success/ (accessed 3 Dec 2013). 7. Nicholas, J.M. and Steyn, H. (2012), Project management for engineering, business, and technology, 4th ed., Routledge. 8. PMBOK (2000), A guide to the project management body of knowledge, PMI Standards Committee, Boulevard, USA. 9. Schwalbe, K. (2009), Introduction to project management, 2nd ed., Course Technology Cengage Learning. 10. Shenhar, A.J. and Dvir, D. (2007), Reinventing project management – the diamond approach to successful growth and innovation, Harvard Business School Press. Read More