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OL104A

Malmo Cultural and Cooperative Organization Coordination Plan

Submission date: 18/10/2010


Author and Project Leader: Quinn Ertel
830717-6316
Anotherera@gmail.com

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Table of Contents

1. Project Initiation Information

1.1 Background Information

1.2 Problem Overview Statement

2. Project Plans

2.1 Gantt Project Schedule

2.2 Requirements Breakdown Structure

2.3 Work Breakdown structure

3. Terms of Reference

3.1 Project Staff and Responsibilities

3.2 Logical Framework Matrix

3.3 Problem Tree

3.4 SWOT Analysis

4. Project Timetables

5. Estimates and Budget Reports

5.1 MAH Makers Club

5.2 Website/Forum

6. Risk Assessment Plan

6.1 Risk Matrix

7. Communication Plan

7.1 Communication Chart

8. Organizational Charts

9. Appendix

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1. Project Initiation Information

1.1 Background

Malmo is a city rapidly making strides to set a sustainable example for the rest of Europe.
Malmos commitment to sustainable change is one that cannot be achieved without the
direct input and assistance from its citizens. Clubs and organizations are a means for
these citizens to directly contribute by not only taking part in projects and movements,
but also by creating a sense of community integral to the sustainable model for Malmo.

1.2 Problem Overview Statement

Problem/Opportunity

The social, skill, and community based organizations around Malmo are organized in a
singular manner. The focus of these organizations is pointed inward, without much focus
on the greater integration with other organizations throughout the city. This facilitates
problems with regards to financing, project planning, and stagnation through the system.
A lack of communication, integration, and collaboration between these groups inhibits
the optimization of the established paradigm and serves to create an opportunity to
improve an already effective system.

Goal

The aim of this project is to create an improved sense of community in the club, non-
profit, and organization sector. Specifically with the creation of a system to encourage
enhanced communication, collaboration and interaction between these separate, but
allied, groups. \

Objectives

1. Inception of the MAH based Makers Club dedicated to directly assisting in the goals
established by this project.
2. The creation and launching of a website based forum dedicated to the goals established
by this project.
3. An increase in the quantifiable interaction between these clubs and organizations.
4. Greater attention and publicity focused on these organizations, contributing to a rise in
memberships and external funding.

Success Criteria

1. MAH Makers Club approval by Jesper Falkheimer, K3 Prefekt.


2. Website is fully functional and attracting attention from the principle community.

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a. A 10:1 ratio of unique visitors to forum registrations.
b. Database of affiliated clubs and organizations increasing by three per week.
3. One collaborative project established by year end with a 10% increase of documented
intergroup interaction by December 2011.
4. Implementation of unique publicity methods giving rise to greater knowledge of Malmo
community organizations resulting in 10% rise in memberships by December 2011.

Assumptions and Risks

1. Possible difficulties altering an already functional community service template


2. Public awareness is only factor limited increased membership and interest
3. Organizations are reticent to collaborate as it might diminish sense of control and
jurisdiction.
4. Established system is open to technological progression and innovation
5. Interest in project goals is based on idealic situations instead of practical application

2. Project Plans

2.1 Gantt Project Schedule

Week
1 2 3 4 5 6 7 8 9 10 11 12
Interest Assessment
1 Contact organizations
2 Follow-up meetings
MAH Makers Club
-Initial phase
3 Materials
4 Training
5 Graffiti lesson module
6 Graffiti project module
7 Present proposal to K3
8 Establish official club
9 Advertise
10 Begin next module

Website and Forum


11 MIP and funding
12 Design
13 Implementation
14 Advertising
15 Webmaster (optional)
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2.2 Requirement Breakdown Structure (RBS)

Project Goal: An increased level of coordination, collaboration, and interaction between


Malmos social, cultural, and community based organizations.

1. Assess and encourage interest in program


1.1. Organize meetings with target organizations to gauge willingness to participate
1.2. Find partnership organizations to encourage growth of program
2. Establish method to simplify transmission of project goals to local target organizations
2.1. Create communication vector for target organizations to use without project oversight
2.1.1. Malmo Community Forum (Web-based forum and message board)
2.2. Establish club for facilitating project goals and organization interaction
2.2.1. MAH Makers Club
3. Determine and obtain funding methods
3.1. Donations
3.1.1. Website/Forum
3.2. Private Funding
3.2.1. Initial unofficial Makers Club project
3.2.2. Website/Forum
3.3. Public Funding
3.3.1. Official MAH Makers Club funded through MAH
3.3.2. Website/Forum
3.4. Advertising revenue
3.4.1. Website/Forum

2.3 Work Breakdown Structure (WBS)

1. Initial target organization project interest assessment


1.1. Contact varied range of organizations
1.1.1. Community focused
1.1.1.1. Drommarnashus
1.1.1.2. Garaget
1.1.2. Cultural Centers
1.1.2.1. Malmo Form and Design Center
1.1.2.2. Malmo Modern Museum
1.1.3. Skill focused
1.1.3.1. Mykorrhiza
1.1.3.2. Malmo Brygghus
1.1.4. Official Organizations
1.1.4.1. Malmo Fritidsforvatningen
1.1.4.2. Malmo Ideella föreningars Paraplyorganisation (MIP)
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1.2. Follow-up meetings to further establish relations and concepts
2. MAH Makers Club
2.1. Initial Graffiti Project Phase
2.1.1. Materials
2.1.1.1. 42 assorted cans of spray paint
2.1.1.2. 3x4 meter Canvas
2.1.2. Participants
2.1.2.1. Enlist help from 6-8 students from Interaction Design and Set Design
2.1.3. Instructor
2.1.3.1. Shop Manager provides graffiti instructor from local graffiti club
2.1.4. Final Project
2.1.4.1. Use new skills and Graffiti to tag graffiti wall at Norra Parkgatan
2.1.4.2. Integrate message or symbol of Malmo Modern Museum in work
2.2. Obtain official status from K3 Prefekt
2.2.1. Answer why MAH students and funding should be involved in club
2.2.1.1. Present initial graffiti project as case study
2.2.1.1.1. Used students
2.2.1.1.2. Created something unique for the city
2.2.1.1.3. Collaboration with local club
2.2.1.1.4. Drew attention to Modern Museum
2.2.1.1.5. Low cost:benefit ratio
2.2.1.1.6. Good publicity for school
2.2.1.1.7. Indicative of goals and future projects of the club
2.3. Official MAH Makers Club
2.3.1. Draft constitution
2.3.2. Elect President and treasurer
2.3.3. Advertise
2.3.3.1. Establish Red Carpet as symbol of club
2.3.3.2. Use carpet in conjunction with 3 sided message board at campus location
2.3.3.2.1. Examples of future module topics
2.3.3.2.1.1. Bike repair
2.3.3.2.1.2. Wood furniture design
2.3.3.2.2. Examples of future community projects
2.3.3.2.2.1. Repair bikes and donate to incoming international students
2.3.3.2.2.2. Build furniture and install around city
2.3.3.2.2.2.1. Lead towards Form and Design Center
2.3.4. Initial official club meeting
2.3.4.1. Establish focus of first module
2.3.4.2. Establish tentative module topic interests and desires
2.3.5. Shop manager trains members in relevant machines and safety
2.3.6. Plan budget with MAH funding
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2.3.6.1. Purchase materials on a modular basis
3. Malmo Community Website and Forum
3.1. Contact MIP about using their established website as base to create stated project forum
3.2. Create Website
3.2.1. Design using prq.to requirements
3.3. Implement Website
3.3.1. Purchase domain through prq.to
3.3.2. Purchase WEB, SHELL and MAIL client through prq.to
3.4. Advertising revenue
3.4.1. Direct sales to area businesses
3.4.2. Google Adsense to fill gaps
3.5. Once ad revenue is forthcoming hire part-time webmaster
3.5.1. Maintain and administrate website

3. Terms of Reference

3.1 Project Staff and Responsibilities

This staff for this project is limited to two direct employees. The possibility exists that the staff
could increase as a result of project variables, which will be addressed. For the sake of clarity
the assumption will remain that funds will not be forthcoming and the staff will be limited to
those listed.

Quinn Ertel

 Project Manager- Tasks and responsibilities include all facets of this report. The project
manager takes full responsibility for the content and the execution of this project. Every
attempt has been made to focus the purpose of the project in this regard. Main focuses are
creation and approval of the MAH Makers Club and the creation of the established Website
and Forum.
 MAH Makers Club Project Leader- Focused on collaborating with local cultural centers and
target clubs and organizations to create final projects for the club members to take part in. In
addition his role includes attending and running weekly club meetings and assisting the Shop
Manager. He is also responsible for advertising for the Club around MAH and attracting new
members.
 Website/Forum- Communicating with MIP in regards to website collaboration. Responsible
for all aspects of Website/Forum including, but not limited to, design, registration,

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implementation and advertising. Advertising duties involve both advertising the website to
target organizations by means established in the communication plan as well direct funding
by attracting Malmo area organizations to advertise on website in conjunction with Google
Adsense. Once the website is established and funding becomes sufficient then the Project
Manager has the option of hiring a part-time webmaster to maintain and run the
website/forum.

Mattias Nordberg

 K3 Shop Manager- Primarily employed by MAH to run the K3 workshop. Duties in relation
to this project are limited to involvement with MAH Makers Club.
 MAH Makers Club Manager and Leader- Working with Project Leader to create modules
and final projects as well as tasks associated with the workshop. Leads club member training
and oversees the workshop and club members to prevent injuries and promote safe work
habits. Also chiefly responsible for budgeting and other administrative tasks as well as
liaising with K3 management to ensure club approval and continued existence. Material
purchasing will also be function of this position.

3.2 Logical Framework Matrix

Description Indicators Verifications Assumptions

Overall Objective-  Greater collaborative  Specific organizations


To increase the quality efforts  Public response
of social and community  Optimized use of  Quality of projects
organizations projects by funding  Amount of additional
promoting interaction  Integration of similar funding
and ease of organizations
communication.  Increased public
awareness
 Increase in new
funding

Specific Objective-  Rise in memberships  Website traffic and  Clubs are interested in
The creation of a  More knowledge of registrations ratio project goals
website/forum and club similar organizations  Specific organizations  Public are interested in
to promote  Increased knowledge  Additional funding joining clubs
communication, of similar projects  Quality of Makers club  Members want to
interaction, and  Increased public projects spread knowledge
collaboration between knowledge  Public response to  Makers club and forum
Malmo clubs and  Attention from installations are the answer to
organizations. cultural centers project goals

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Purpose-  Decrease in misused  Positive responses from  Increased membership
To increase membership, funds target organizations will lead to better
awareness, and the  Decrease in similar  Direct funding offers quality
quality of projects. projects  Intangibles such as  Project quality can
Increasing the overall  Increase in intergroup increased sense of improve
sense of community participation community and general
between these happiness
organizations.

Results-  High website traffic  Website logs and traffic  A centralized method
A forum based website  Numerous forum  Webmaster was needed
dedicated to these posts, topics, and  High registration to  A new club will be able
organizations. discussions visitor percentage to perform the project
The creation of a new  Number of clubs  Organization follow-up goals
club with the goal of represented  Reluctance to
encouraging inter-group  Transmission of forum participate is low
collaboration. model into reality

Activities-  The website will not


Completing the need increased funds to
university and K3 club operate
requirements. Acquiring  Club is able to
target organizations collaborate with current
support. Raising capital organizations
to begin program.  Public interested in
Initiating website participation
creation coupled with
developing program
publicity.

3.3 Project Problem Tree- Can be found within the Project Plan appendix

3.4 SWOT Analysis- Can be found within the Project Plan appendix

4. Project Timetables
The project timetables are focused on the initial project period ending with the completion of the
first MAH Makers Club module and the completion of the website and forum. This timetable is
an estimated 12 week cycle with a very limited focus on employee and materials resulting from a
direct role in project implementation from the project manager.

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Week
Employees Role Task(s) 1 2 3 4 5 6 7 8 9 10 11 12
Quinn Ertel Project  Project planning and
Manager implementation
 Website Design

 Lead MAH Makers Club

Mattias K3 Shop  Supervise shop


Nordberg Manager
 Training

 Lead MAH Makers Club

Materials and Specifications/Supplier Week


Equipment 1 2 3 4 5 6 7 8 9 10 11 12
Initial Club Module
(Graffiti)
 Canvas 3x4 meters/Drewex
 Spraypaint 42 assorted cans/Drewex
Website Final completion

5. Estimates and Budget Reports

Initial estimates indicate that this project will incur little initial cost, but require meager funding
as the project cycle continues. The only project costs are associated with the creation of the
website/forum and the materials for the MAH Makers Club. Salaries are not required as the
main stakeholders work in a volunteer capacity. In addition, advertising will be done through the
projects and installations we design at the MAH Makers Club so the costs will be integrated with
that of materials.

5.1 MAH Makers Club

Item Quantity Unit Cost Total Funding Source(s)


Cost
Initial module- Mattias Nordberg, Kranen
Graffiti Workshop Supervisor.
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Spray paint 42 50 kr 2100 kr
 5-6 cans per
student, 6-7
students
Canvas 3x4 m 200 kr/m2 2400 kr

4500 kr

All equipment and materials are provided by the Kranen workshop once approval is granted.
This initial module focusing on graffiti is a “dry run” to use as a practical example of the clubs
feasibility in order to obtain official club status.

5.2 Website/Forum

Item Cost Term Funding Source(s)


Design 0 kr
Maintenance 0 kr
Domain Registration 160 kr Monthly Affiliated organizations,
 Web, Mail, SHELL package: MAH
- 1x Web package Donations
- 1x Mail package Ad revenue
- 1x SHELL package  Google Adsense

Web Hosting 300 kr One year


Total 2220kr One year

These are preliminary costs associated with starting a forum based website from the ground up.
Ideally an affiliation will occur after the project completion which will allow hosting to be held
on an established organizations website. This will then make the associated costs negligible.
If this does not occur then the startup costs can be raised through donations and the monthly
costs can be maintained through a combination of ad revenue and continued donations. In
addition I will design and maintain the website in order to lower costs and manage the quality
firsthand.

6. Risk Assessment Plan

The following Risk Assessment Matrix is an updated tool to address any concerns surrounding
the project. The matrix shows risks that were established during the planning and scoping stages
of the project, as well as updated risks uncovered over the course of the projects initiation. None

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of the risks included in the matrix are severe enough to warrant a restructuring or cancelling of
the project. However, it is always at the Project Leader’s discretion to cancel the project for Act

of God related events.

Risk Risk Level Likelihood of Risk Strategy


(Low, Medium, Occurring
High)
Funding is not Medium Unlikely Find alternative
forthcoming funding sources

Students aren’t Low Unlikely Alternative


interested in joining advertising towards
Makers Club other membership
sources
K3 Doesn’t approve Low Unlikely Submit revised Club
Club proposal charter and financial
details

Difficulties affiliating Medium Likely Advertise advantages


clubs with Makers to club coordination
club

Cultural centers Medium Likely Propose different


unwilling to affiliate project plans or
and coordinate approach alternative
projects with Makers venues
Club
Poor ratio of visitors High Unlikely Simplify registration
to registrations on process and advertise
website incentives to join.

Reticence for groups Medium Likely Show successful


to participate in examples of work
Forum done through website
and collaborations.
Citizens aren’t High Likely Increase unique
interested in joining publicity campaigns
these groups and installation
projects
Malmostad does not Medium Unlikely Approach the city
take notice of about direct
programs established advertising campaign
goals
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7. Communication Plan

Project communications will be handled principally by the Project Manager. In the initial stages
this project is focusing on the communications will be concentrating on assessing the interest in
goals and establishing links to the target community. Other communications will be in regards to
organizing the MAH Makers Club and the forum and website, both of which are core
responsibilities of the Project Manager. In terms of communication through advertisements the
project will focus on using the MAH Makers Clubs projects as tools. These installation pieces
will attract both attention and members which is a core focus of this project.

7.1 Communication Chart

Group Activity Period/ Methods


Timeframe
MAH Makers Club
 Quinn Ertel Club project planning Bi-monthly Meetings
Club management Constant Direct contact
Advertising Constant Constructed displays
Installation Projects
 Mattias Nordberg Member training Constant Meetings
Club modules Constant Phone calls
Budgeting Monthly
 Jesper Falkheimer Club approval Week 6 Meetings
(K3 Prefekt) Budgeting Bi-Yearly Written reports
Update reports Bi-Monthly

 Members Training Constant Direct contact


Project construction Emails
Monthly meetings
Website/Forum Advertising Phone calls
Web (Adsense)
 MIP Affiliate Weekly Emails
Phone calls
Target Organizations
 Cultural Centers Club project planning Monthly Emails
(Ex. Modern Museum, Advertising Meetings
Form and Design Interviews
Center)
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 Clubs and Groups Affiliations Weekly Emails
(Ex. Drommarnashus, Project input Meetings
MIP)
 Malmostad Project input Monthly Emails
Funding Telephone interview
Advertising

8. Organization Chart

With the limited staff of this project there is no team structure. However, the project goal of
establishing the MAH Makers Club will make Mattias Nordberg a part time employee of the
project, though in name only. His actual duties are established here along with other participants
who will assist in the project in unofficial capacities.

Role Responsibility Participant(s)

Project Manager  Complete project on time Quinn Ertel


 Oversee establishment of website
 Approach organizations to gauge interest
 Streamline established communication
systems
 Introduce web based communication
tools
 Secure funding to run website
 Secure funding for basic advertising
Webmaster  Create and design website Quinn Ertel
 Maintain website
 Monitor forums
 Establish moderators
Workshop Manager  Oversee workshop Mattias Nordberg
 Make sure of training and safety
 Create interesting projects for club
 Managing budget

K3 Manager  Final approval of clubs creation Jesper Falkheimer


 Approves funding

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MAH Making Club  Involving students with making and Mattias Nordberg
crafting Quinn Ertel
 Integrating with established clubs
 Collaborating with interested parties and
cultural centers
 Establishing a means to pursue this
specific projects goals
 Creating interesting projects
 Approach local cultural centers for
collaborative ideas
 Spearhead attempts to install art around
Malmo
Malmo organizations  Recognizing the tools being created for Interested Organizations
and clubs their use in Malmo.
 Represent their members in a growing  Drommarnashus
club community  Malmostad
 Provide reasonable efforts to  Making club
communicate with other organizations  Modern Museum
 Establish whether funding and/or projects  Form/Design Center
are being duplicated
 Freely transmit their knowledge to other
groups
 Believe in the concept of “knowledge
capital”

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9. Appendix

9.1 SWOT Analysis

Strengths Weaknesses
 Strong initial community support  Untrained project leader
 Limited funding requirements  Small term specific goals to deal with
 Undisputedly positive goals large scale problem
 Lack of Swedish language knowledge
 New club attempting main role in large
scale change

Opportunities Threats
 Create a greater sense of community  Insular communities and organizations
 Give Malmo an identity  More funding required then anticipated
 Draw more attention to the city  Community response disappears
 Improve the quality of community  Similar ideas and goals implemented by
projects competitors
 Increase cultural center attendance
 Increase funding and donations
 Spend less money and resources

9.2 Problem Tree

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Repetition of Inhibited member Lack of organized
similar goals circulation publicity

Potential Potential
Repetition Repetition of investors
members
of projects Financing

Focus on self-regarding Difficulties


Increases interests over the public locating groups
repetition and or project benefit of interest
duplication

Stagnant ideas
Promotes insular
communities and
Can hinder smaller organizations Difficulties
organizations innovating without
alternative input

Effects Inadequate coordination, collaboration, and


interaction between Malmo’s social,
Causes community, and skill based organizations.

Absence of centralized
Consequence of organizational system
specific funding
Poor volunteer
requirements
training and planning
Limits ability for change
and restructuring
No centralized public
venue
Sense of community
and camaraderie
Scarcity of technological
advancement
Differing goals Narrow minded
organizations
Limited internet based
Limited use of community venues
Web 2.0 and forums Inhibited innovation
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