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Monolith Productions Case Study MECN4020 - Systems Management and

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Research · June 2018

DOI: 10.13140/RG.2.2.30185.85600

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Monolith Productions Case Study

MECN4020 - Systems Management and Integration

Tumisang Kalagobe

Student number: 800363

A project report submitted to the Faculty of Engineering and the Built Environment, University of
the Witwatersrand, Johannesburg, in partial fulfilment of the requirements for the degree of
Bachelor of Science in Engineering.

Johannesburg, June 2018

University of the Witwatersrand, Johannesburg

School of Mechanical, Industrial & Aeronautical Engineering

INDIVIDUAL DECLARATION WITH TASK SUBMITTED FOR ASSESSMENT

I, the undersigned, am registered for the course MECN4020 - Systems Management and In-
tegration in the year 2018. I herewith submit the following task ”Monolith Productions Case
Study” in partial fulfilment of the requirements of the above course.

I hereby declare the following:

• I am aware that plagiarism (the use of someone else’s work without their permission and / or
without acknowledging the original source) is wrong;

• I confirm that the work submitted herewith for assessment in the above course is my own unaided
work except where I have explicitly stated otherwise;

• This task has not been submitted before. either individually or jointly, for any course require-
ment, examination or degree at this or any other tertiary educational institution;

• I have followed the required conventions in referencing the thoughts and ideas of others;

• I understand that the University of the Witwatersrand may take disciplinary action against me if
it can be shown that this task is not my own unaided work or that I failed to acknowledge the
sources of the ideas or words in my writing in this task.

Signed this 24th day of June 2018

Tumisang Kalagobe 800363

i
Contents

Declaration i

Contents ii

List of Figures iii

1 Case Study Analysis 1

2 Exercise 1 7

2.1 Objectives and assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

2.2 Work Breakdown Structure (WBS) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

2.3 Importing WBS to Microsoft Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

2.4 Additional tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

2.4.1 Initiating . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

2.4.2 Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

2.4.3 Executing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

2.4.4 Monitoring and controlling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

2.4.5 Closing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

2.5 Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

2.6 Project resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

2.7 Resource sheet and resource usage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

2.8 Gantt chart and Network Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

ii
List of Figures

1 Work Breakdown Structure for the production of ”A Christmas Charol” . . . . . . . . 8

2 Screenshot of the initial Microsoft Project set up . . . . . . . . . . . . . . . . . . . . . 9

iii
1 Case Study Analysis

The case study long and short cycle analyses are presented in this section. Additionally a risk register
is presented for the given case.

1
Name: Tumisang Kalagobe Student Number: 800363
Case Title: Monolith Productions – A Christmas Carol
SHORT CYCLE PROCESS
Who has the main responsibility of dealing with the issue/problem?
Name: Steven Playhill
Position: Producer and Director
What is the MAIN PROBLEM/ISSUE in this case?
Monolith Productions must produce a made for TV version of the classic story, “A Christmas Charol”.

Why has the problem/issue happened/occurred?

The company was awarded the contract by the broadcasting channel, BAA.

When did the problem/issue arise? (date/time) AND by WHEN does it needed to be resolved?
The opportunity was officially presented to the Monolith Productions team on the 20 th of August and the production must be aired on
Christmas eve (December 24th) by the BAA channel.

LONG CYCLE PROCESS

Immediate Problems/Issues
1. There is no information provided by Monolith about the allowed budget for the project. Without this information no major
decisions can be made on many aspects of the film.
2. 50% of the book revenue relies on the books being sold during a tight window of opportunity in the last week of November.
3. No time can be allotted for contingencies in the production of the film or promotions, which could lead to increased financial
costs in the long run as well as a damaged reputation for Monolith Productions if the deadlines are not met.
4. BAA has not made it clear what caliber of actors and actresses they want to have on the movie.
5. Playhill has to fulfil the role of both director and producer in this film.
Applicable Theory
1. PMBOK – Project cost management
2. PMBOK – Project scope management
3. PMBOK – Project time management
4. PMBOK – Project human resources management
5. PMBOK – Project risk management

1
B: Case Data Analysis
PMBOK Triple constraints:

Scope

Time Cost

1. PMBOK – project cost management

There is no indication about how much BAA is willing to pay the company to produce the film. This leads to many
complications when costing the film as no major decisions can be made without this information. The budget directly affects
everything from casting the lead roles, all the way to the selection of equipment, props and set construction. This information
must be obtained as soon as possible for the project to progress.

The cost management of a project has 3 main phases – cost estimating, budgeting and control. The production team salaries,
promotion costs and book production costs can all be estimated within reasonable accuracy as the team is comprised of
experienced individuals that have been in the industry for a while. This means that budgeting and cost control for these
aspects should be straightforward. The major unknown is the salary of the acting staff. Actors and actresses generally make a
major component of the total cost of a movie due to their salaries, however, this is highly dependent on their popularity and
fit for the role. Without the information to make estimates on actors’ salaries it is impossible to effectively budget and make
casting decisions.

2. Project scope management

The scope of the production is reasonably well defined. The film is the primary objective that must be achieved by Monolith
Productions. Promotion is a request by the client in order to maximize their viewership on the night that the movie is aired,
while the book production is an added element to maximize Monolith Production’s revenues from the movie.

The project would be considered a success if the following conditions are met: the movie is shot and edited to the liking of
BAA before the 24th of December; the commercials and talk shows must aired between the 3rd and 24th of December, and in
the two weeks leading up to the premier respectively; finally the books must be produced and shipped by the last week of
November in order to maximize their revenue.

In the grander scheme of the production, the book sales are not a critical component of the project and are not requested by
the client. If any activities need to be relinquished in order to commit human resources to other, more critical tasks the book
may be the first to go. Revenue maximization is ideal but won’t affect the outcome of the production. If the book is produced
and shipped late, it would allow for some revenue to come in but the most important thing is delivering on the client’s
requests.

2
3. Project time management

At the first board meeting, the activity definition, sequencing, resource estimating and duration estimating are done at a high
level. There needs to be a scheduling meeting within the week following this meeting where a more detailed approach can be
used to plan the time management.

There are a number of important deadlines relating to the project deliverables. These deadlines allow very little in the way of
contingency time, which has the potential of being a major problem. Rectifying any deviations in the planned time frames of
the project may require massive injections of money, thus potentially running the entire project into a loss. For example, if
there is a disagreement between the actors and the director there may be massive delays in filming. These delays would
ultimately lead to other deliverables being delayed, such as the delivery of commercials, scheduling and filming of talk
shows, etc. Schedule control will be critical in this project for these reasons.

The delivery of the picture books is not a crucial element in the overall vision of the production as it will not make or break
the client’s deliverables. Management of its execution is largely in the hands of Yokishawa and her task would be to keep this
aspect profitable without negatively affecting the overall schedule of the production.

4. Project human resources management

The human resources required for the project have largely not been discussed at the initial meeting. The only human
resources that have initially been considered are the lead actors and actresses. Staff such as the production team, camera crew,
etc should be available to the company in time for the filming to occur. Planning of any additional human resources should
occur during the week following the initial meeting. The need for other staff members should become apparent as the
scheduling is done.

No mention has been made of any supporting or minor cast members. As BAA has not made any mention of the caliber of the
actors and actresses they desire, decisions on their casting should be made by Monolith Productions. As there is no time to
train or allow for amateur mistakes on the film, the cast will have to be seasoned performers. This may drive the cost up,
however it is a necessary sacrifice for the sake of time.

Management of the human resources is a task that Playhill will largely have to bear as he is the director and producer. Any
issues that cannot be resolved between the staff and Playhill could be mediated by another member of the board, such as
Yokishawa, Quinn or Monolith. Since this production has such a short time line it is possible that Playhill can handle the role
of both producer and director, however, Monolith can bring in a full time producer to reduce the pressure on him.

5. Project risk management

The project has a number of key risks that have been identified and presented in the risk register that follows this analysis.

3
C: Alternative ways to address the problem/issue based on your case analysis
1. Obtain information about the cost imposed on BAA for the production of the movie in order to make informed budgeting
decisions.
2. Sell the books around the Christmas period if the initial deadline at the end of November cannot be met in order to maximize
profits.
3. Overtime and weekend work will be conducted as necessary throughout the production in order to ensure that the key
deliverables do not run late.
4. Hire actors and actresses that have a proven track record as quality actors and try to avoid huge stars in order to limit the cost
on Monolith, unless BAA is willing to cover the cost of a star.
5. Allow Playhill to continue his dual role as director and producer and only hire a full time producer if the pressure is too much
for him to handle on his own.

4
A Christmas Carol - RISK REGISTER Version 1 Date 20-Aug-18
Risk
Risk Causes (due to …) Probability Impact Rating Response Actions Start End Responsible
Add overtime and weekend work if there
Late delivery of the film or promotional are any delays in delivering the film and
contenet, as requested by BAA M H H Prevention promotional content 27-Aug-18 23-Dec-18 Steven Playhill
Alter the script slightly if the costs in
question are directly related to filming the
Strict deadlines imposed by BAA movie. If the costs are pertaining to other
aspects such as set construction, editing,
make up, etc. there must be alterations in
Costs spiralling out of control at any point their execution in order to stay within the
during the production L M M Mitigate budget 27-Aug-18 23-Dec-18 Steven Playhill

Mediation of the dispute by any available Hugo Monolith;

person with authority in Monolith whenever Bill Quinn; Kim
Delays while filming the movie Disputes between the director and actors M M M Mitigate Productions required asap Yoshikawa
If shipping of the book cannot be done by
the last week of November, the sales can be
refocused on Christmas week in order to
Late delivery of the picture book Delays in production L L L Transfer maximise sales 20-Dec-18 27-Dec Kim Yoshikawa
2 Exercise 1

2.1 Objectives and assumptions

Objectives that guide the execution of this project are as follows:

1. Produce a remake of the classic story, ”A Christmas Charol”, which must be aired on the 24th
of December at prime time, exclusively by channel BAA.

2. Maximise exposure and profitability of the production by way of commercials, talk shows and a
picture book.

3. The entire film must be completed by the 17th of December, allowing for time to do any additional
edits as requested by BAA - the channel that is set to broadcast the film.

The assumptions applied when conducting the project are as follows:

• No delays will be experienced during any phase of the production.

• The on set crew (such as filming crew, make up, wardrobe, editors, screenwriters, etc) are readily
available for the production.

• Steven Playhill is assumed to be both the director and producer for the film because he raises
issues pertaining to both the overall production process and the creative elements of the film.
Additionally, Mr Monolith states that he is the director of the film, however, he is well known
as a producer.

• Hugo Monolith III is the executive producer of the film.

• There will be no complications when requesting permission from the city of Boston to use the
external scenes.

• Funding is readily available for all the required phases of production.

• The film will turn a profit.

• There will be no creative disputes within Monolith Productions throughout the duration of this
project.

• All parties involved are willing to work overtime and on weekends if the production is running
behind schedule.

• The documentation required for legal purposes and booking of locations is readily available.

7
2.2 Work Breakdown Structure (WBS)
8

Figure 1: Work Breakdown Structure for the production of ”A Christmas Charol”

2.3 Importing WBS to Microsoft Project
9

Figure 2: Screenshot of the initial Microsoft Project set up

2.4 Additional tasks

Additional tasks are added to the project in order to fully define the required processes to meet the
project objectives. Additional tasks are separated according to the five PMBOK process groups and
are briefely explained in the following section.

2.4.1 Initiating

• Create a project charter (6 hours)

The project charter is an extremely important document as it details key project information,
as detailed by Ray [1 ]. 6 hours spent between Monolith, Playhill, Quinn and Yoshikawa should
be sufficient for discussing the aforementioned topics and documenting them.

• Identify key stakeholders (3 hours)

Stakeholders include the scriptwriter, art director, production managers, sound and video edit-
ors, acting staff, etc [2 ]. There must be a discussion held between Monolith, Playhill, Quinn
and Yoshikawa and should not take any longer than 3 hours in total.

2.4.2 Planning

• Develop a risk register (2 hours)

2 hours should be sufficient to complete this particular task as time has been taken to identify
the potential risks when developing the project charter.

• Scheduling the project (1 day) [3 ]

Scheduling the project is a time consuming task and should take a full working day.

• Casting of minor and support roles (4 weeks)

Casting the lead roles is set to take about 2 weeks. This casting would begin immediately after
the lead casting is complete. An additional 2 weeks for advertising and screening of potential
candidates allows for a thourough selection of talent. The additional time spent would reduce
the likelihood of casting actors and actresses that will give problems at a later stage, as suggested
by Kroll [4 ].

2.4.3 Executing

• Negotiating rights to use exterior filming location (4 weeks) [3 ]

Obtaining the rights to use a region of Boston city as a filming location is a simple task that
can be completed online [5 ]. The application process is brief and can be done in a matter of
minutes, however processing may take some time. A window of four weeks is allowed for this
reason.

10
• Set up of filming locations (2 weeks)
”A Christmas Carol” has a simple story that doesn’t require an extravagant set to be filmed .
The set up of the interior and exterior scenes should take 7 days and 3 days respectively.

2.4.4 Monitoring and controlling

• Complete daily producton report forms (daily between pre-production and produc-
tion)
This monitoring process is conducted on a daily basis and recorded for the production manager.
It is necessary for keeping track whether or not the film is on track with its objectives [8 ].

• Feedback meetings with Mr Monolith (once every 3 weeks)

Regular feedback to Mr Monolith is essential as he has control over the resourcing. Additionally,
he is a critical stakeholder as he is the presidenty of the production company.

2.4.5 Closing

• Closure of outstanding contracts (1 day)

Outstanding contracts must be closed off as soon as the movie is premiered. This should take a
full working day in order to allow time for any additional legal work.

• Individual reflective report (1 hour)

Every crew and cast memeber must write a short (max 1 page) reflection of their experience
woeking in the team. This information would be used when staffing future projects.

2.5 Milestones

There are a few important milestones that must be met in this project and they are deailed as follows:

1. Casting completed for required acting staff

2. Filming completed

3. Shipping of the picture books

4. Screening of the movie on Christmas eve

11
2.6 Project resources

The following section details the human resources as given in the case study.

1. Hugo Monolith III

Hugo is the president of the company, as described in the case. Additionally, it is assumed
that he takes on the role of executive producer as control over the project funding, its initial
aquisition and the assignment of the other board members’ roles in the production of the film.

2. Steven Playhill
Introduced as a ”on of the most popular film producers of our time”, he is assigned the role of
director by Monolith. His interest in the complete production of the movie also suggests that
he takes on the role of producer. Although it is usually advised against taking on both roles,
this assumption stands.

3. Bill Quinn
Bill is assigned the task of ensuring that the promotion aspect of the film is taken care of.
He is responsible for delivering commercials and organising talk shows for the lead actors and
actresses, as requested by BAA.

4. Kim Yoshikawa
Kim is assigned the task of ensuring the production and distribution of the film’s picture book.
The book’s production is not a mandatory task but is a way of generating the maximum amount
of profit from the movie since all revenues from its sale go to Monolith Productions.

5. Lead actors and actresses

The lead actors and actresses are involved in the filming adn talk shows. They are casted by
Monolith and Playhill.

6. Film editors
The film editors are only involved after each stage of filming as well as the final editing before
airing the movie.

7. Production staff
Production staff are mentioned by Quinn at some point and their involvement is extensive during
the production stage.

8. Screenwriter
The screenwriter is the least involved member of the team as they are only utilised at the
beginning phase of production as well as when the book is being written.

2.7 Resource sheet and resource usage

In the following section the resource sheet and resource useage views generated on Microsoft Project
are presented in that order.

12
2.8 Gantt chart and Network Diagram

The Gantt chart that is generated on Microsoft Project is presented on the following two pages. The
project network diagram follows the Gant chart (i.e. the third page).

15
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References

[1] Ray, S. (2017). A Quick Guide to Project Charters. Project Management 101. [online]. Available
at: https://www.projectmanager.com/blog/project-charter [Accessed 23 June 2018].

[2] Hierarchy Structure Staff. (2018). Film Jobs Hierarchy. [online] Available at:
https://www.hierarchystructure.com/film-jobs-hierarchy/ [Accessed 23 June 2018].

[3] Katsiris, J. (2007). Project management at the Movies. Paper presented at PMI Global Congress
2007 - Asia Pacific, Hong Kong, People’s Republic of China. Newtown Square, PA: Project
Management Institute.

[4] Kroll, N. (2014). Heres What You Need to Know Before Casting Your Film. IndieWire. [on-
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