The project that Mr. Rutland is trying to manage is establishing maintaining a National Jazz Hall of Fame(NJHF) in Charlottesville, VA. The NHJF was created and has been in existence for about one year. Now, Mr. Rutland has found that the Paramount Theatre in downtown Charlottesville, which shares it’s name with a famous jazz hall from the 1930s and 40s in New York City, is about to be demolished and would like to save and renovate the building as the headquarters for the NJHF. The Paramount Theatre would be where the NJHF would be located and provide a venue for a museum, archives and a concert center. This would also allow the NJHF to sponsor jazz festivals, workshops and scholarships. The museum would be used to remember great jazz artists, serve jazz enthusiasts along with education he public on the importance of jazz in American culture and history.
The stakeholders in this project begin with Mr. Rutland himself. After that, some of the other stakeholders include the board of directors for the NHJF, the City of Charlottesville departments renovating the historic district of downtown Charlottesville, the consultant hired by the board, other tourist attractions in around Charlottesville and in Western Virginia, they include Monticello, James Monroe’s house, and the University of Virginia. Other stakeholders would be the contractors employed to renovate the Paramount, possible donors to the project, they could be private as well as governmental such as the National Endowment for the Arts, and the National Endowment for the Humanities. The potential jazz performers that are potential members of the NJHF are also very important stakeholders. If this is not a highly recognized and reputable hall of fame, some of these iconic jazz musicians will not want to be members of the organization. Finally, jazz fans as a whole are key stakeholders as well. Without them, there would not be a need for this type of attraction.
There are three major issues facing Mr. Rutland and the NJHF. They are: 1. Fund raising, 2. Building and leading a professional team to complete the project. 3. Marketing in order to promote the NJHF and gain national recognition. In order to successfully address these issues the following skills will be needed: Good communication skills – Since the PM will be dealing with many different type of people, groups and audiences, they will need to be able to communicate effectively on all of these different levels. They need to communicate with government entities in order to secure the necessary permits and inspections once the theatre is set to be renovated. They will have to speak with philanthropic groups in order to raise private funds for the renovation of the theatre along with donations to run the NJHF. In order to gain public funding, the PM will have to address government agencies such as the National Endowment for the Arts. For issue two, the PM will be the team leader and have to communicate well with each group of the project team. They will have to work with the different teams to create the renovation plan. Once that is done, they will have to work with many different contractors to secure bids before deciding on who will complete the renovations. Other groups that the PM will have to communicate would include the finance team, the procurement team and the budget team. As for issue number 3, the PM will have to work with several marketing firms who specialize in the work needed for the NJHF to establish national recognition. They will have to meet with many different firms in order to select the best one for the NJHF. Once that group is selected, the PM will be the interface to that group for the project. Communications with this group will of course be vital to the longevity of the NJHF. Ability to command respect - The PM needs to be to command respect from every...