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Events Versus Projects

Projects have been similarly defined to events. A project is ‘a temporary
endeavour undertaken to create a unique product or service’ (PMI,
2008)


Events and projects are both :   Events unlike projects are:
                                  Executed and consumed simultaneously
Temporary
                                 Salem et al., 2004)
Unique outputs                   Co-created with participants and
                                 adjustments are made during execution
Executed by teams
                                 (Tum, 2006)
Outcome based.                   Executed on specific dates that cannot be
                                 adjusted
Using Project Management
         for Event Management (1)
            Managing events encompasses:
Coordination &                        Improving accountability &
Communication                         external audit
                                      •   Event       Managers    are
• Events require the coordination         increasingly called upon to
  of a group of stakeholders,             account for their activities
  each with distinct needs (Ali-          (Adema and Roehl, 2009)
  Knight et al., 2009)                •   Standards and guidelines are
• Project management can                  used to minimize the impact of
                                          activities    and to   ensure
  provide a robust set of tools for       sustainability
  integrating and disseminating
  event information and supports      •   By adopting formal processes,
                                          documentation         can  be
  coordination processes
                                          generated that record actions
                                          taken and their rationale
Using Project Management
                 for Event Management(2)

Event Managers have the task of ensuring
that the event meets expectations and that
processes are efficient and transparent
• This is determined by:
   1.   Achievement of event objectives :
        •      Event objectives shape all subsequent activity  Event goals

   2.   Utilizing event management processes that ensure efficiency and
        effectiveness (Baccarini, 1999):
            • Management of event characteristics - cost, time and quality
Event Project Management Model


  Feasibility                                                      Viability
  Determined by:                                              Determined by:
- Components of                   Stakeholder                    -Budget
    the event                                                   constraints
                                  Expectations
 -Desired level of                                            -Expected profit
                                 Must be managed
   performance                                                    returns)
                                 and incorporated
-Means of supply
                                  into the event
                                     outcome



                                   Desirability
                        -Builds enthusiasm for stakeholders
                                        involved
                     - Differentiates the event from competitors
Event Project Cycle
                            (Silvers and Nelson, 2009)
    Initiation          Planning             Mobilizing           Staging             Closing

       Input
      •Event               Input               Input               Input              Input
   Environment          •Resource           •Resource            •Resource          •Resource
  • Stakeholder      Commitment for       Commitment for      Commitment for      Commitment for
      Needs              Planning         Implementation         Executing           Closure
•Event Knowledge    •Event Description        • Plans           •Run Sheet
     Database        •Business Case


     Process              Process              Process              Process            Process
    •Generate            •Resource            •Mobilize        •Execute Event     •Summarize event
   Alternatives           Planning           Resources             Activities      lessons learned
  •Select Event       •Time Planning     •Monitor Suppliers     following Run      •Dissolve Event
     Concept        •Risk Management       •Promote Event            Sheet              Team
•Create Business                          •Review Business     •Monitor Event      •Transfer Event
 Case for Event                                 Case               Activities          Assets
                                         •Review Run Sheet



     Output               Output               Output              Output             Output
     •Event          •Resource Plan         • Pre Event       •Event Evaluation    •Update Event
   Description       •Monitoring and     evaluation report         Report           Knowledge
 •Business Case      Evaluation plan      •Updated Run                               Database
                        •Schedule              Sheet
                       •Run Sheet
Event Processes (1)
• Phase 1 – Initiation: The goal is to identify all potential
  ideas and determine which one is best suited to meeting
  the event’s objectives
   – Initiation inputs: after a macro analysis is conducted organizers
     must then identify stakeholders and understand their particular
     interests
   – Common event stakeholder categories:
       • Sponsors – provide resources to execute event
       • The Media – helps to build anticipation for the event
       • Attendees – organizers must ensure that attendee expectations are
         met or exceeded
       • Community – consultations are necessary to ensure that benefits
         are maximized and negative impacts are minimized
       • Event organization – the event team is an important stakeholder
Case Study:
3 Group (Las
Luton )
Event Processes (2)
• Phase 1 – Initiation continued…
   – Initiation activities: When developing event concepts, the
     5W’s framework from Goldblatt (2005) is a useful
     structuring device:
      1. Why? Or the purpose of the event
      2. Who? Or the specific stakeholders that will be affected by the
         outcomes
      3. When? Or the date(s) on which the event is held
      4. Where? Or the location of the event
      5. What? Or the details of the event

   – Within this framework, it is possible to generate a range of
     ideas that will meet event objectives
   – The generated options are assessed using the criteria for
     feasibility, viability and desirability
Event Processes (3)

• Phase 1 – Initiation continued…
  – Initiation outputs: The event description is now converted into a detailed
    description or scope of works. This should identify:
      • Internal constraints – related directly to the event and can be monitored
        using the feasibility, viability and desirability dimensions
      • External constraints – factors imposed on the event such as legal
        requirements, suppliers and competitors
Event Processes (4)
• Phase 2 – Planning: This stage elaborates the
  selected idea and determines the resources
  required to deliver. Some of the details include:
  – Product breakdown structure
  – Work schedules and deadlines
  – Budgets and cash flow
  – Areas of high risk, uncertainty and contingency plans
  – Personnel plans and resource utilization plans
  – Procurement plans
  – Documentation management plans
Product Breakdown Structure for
Las Luton
Las Luton PBS
Event Processes (6)
• Phase 2 – Planning continued ...
   – Define event activities required to deliver the event
   – Define resource requirements – once resource requirements
     have been established, the event manager can plan how to
     acquire them
   – Estimate duration and effort for event – using the WBS, the
     party responsible for executing the activity should provide an
     estimate for each work package based on available historical
     information or expert judgement
   – Sequencing of work packages – the event team needs to
     identify the sequence of dependent work packages in order to
     determine the overall time required
   – Scheduling – a Gantt chart is utilized to prepare a draft schedule
   – Function or run sheet – used to show sequence of activities
     during event staging (Tum et al., 2006)
GANTT Chart
Schedule
Event Processes (7)

Phase 2 – Planning continued…
• Costing and budgeting – the WBS can be used to tabulate costs.
  For extensive events that require extensive preparation, an event
  cash flow determining financing requirements during preparation is
  also necessary
• Risk management plan – the WBS can also be used to identify
  risks and develop proactive measures to treat with them. The
  activities required to mitigate risks should be used to update the
  WBS, flowchart, schedule and budget
Risk Register
Event Processes (8)

• Phase 3 – Mobilizing/Implementing: In this phase, event
  setup activities are performed. At this stage the event
  management team:
   – Ensures that the event scope is delivered in a manner that meets
     stakeholder expectations and within cost requirements
   – Monitors and controls activities to prevent unwanted outcomes
   – Evaluates performance against plans and communicates progress
     to stakeholders
   – Takes corrective action to remedy unwanted or varying outcomes
   – Evaluates completed work packages to ensure that performance
     requirements are met
Event Processes (9)

• Phase 4 – Staging/Event Execution: The event is
  staged
   – At the end of this process an event evaluation report is produced
• Phase 5 – Closing Process: Evaluation of the entire
  process is done and lessons learned from event
  activities are captured
   – All documentation produced from the event, are archived
   – The event team reviews event documents to determine any
     lessons learned. These are compiled in a report which can be
     referred to to guide planning for future events
   – All financial issues related to the event are resolved
   – Any assets created specifically for the event, are transferred to
     the relevant operating authority
Summary

• The benefits of applying project management concepts to events,
  in many ways, outweighs the limitations
• Even managers have a number of beneficial tools available to them
  that are derived from project management principles and these lend
  themselves well to achieving an efficient and effective event
• Selecting and implementing the most effective solution to
  manage an event project, can simplify the event execution process
• Reviewing the management of past events to identify lessons
  learned is often an overlooked step that is be vital to the success of
  future work

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Event project management

  • 1. Events Versus Projects Projects have been similarly defined to events. A project is ‘a temporary endeavour undertaken to create a unique product or service’ (PMI, 2008) Events and projects are both : Events unlike projects are: Executed and consumed simultaneously Temporary Salem et al., 2004) Unique outputs Co-created with participants and adjustments are made during execution Executed by teams (Tum, 2006) Outcome based. Executed on specific dates that cannot be adjusted
  • 2. Using Project Management for Event Management (1) Managing events encompasses: Coordination & Improving accountability & Communication external audit • Event Managers are • Events require the coordination increasingly called upon to of a group of stakeholders, account for their activities each with distinct needs (Ali- (Adema and Roehl, 2009) Knight et al., 2009) • Standards and guidelines are • Project management can used to minimize the impact of activities and to ensure provide a robust set of tools for sustainability integrating and disseminating event information and supports • By adopting formal processes, documentation can be coordination processes generated that record actions taken and their rationale
  • 3. Using Project Management for Event Management(2) Event Managers have the task of ensuring that the event meets expectations and that processes are efficient and transparent • This is determined by: 1. Achievement of event objectives : • Event objectives shape all subsequent activity  Event goals 2. Utilizing event management processes that ensure efficiency and effectiveness (Baccarini, 1999): • Management of event characteristics - cost, time and quality
  • 4. Event Project Management Model Feasibility Viability Determined by: Determined by: - Components of Stakeholder -Budget the event constraints Expectations -Desired level of -Expected profit Must be managed performance returns) and incorporated -Means of supply into the event outcome Desirability -Builds enthusiasm for stakeholders involved - Differentiates the event from competitors
  • 5. Event Project Cycle (Silvers and Nelson, 2009) Initiation Planning Mobilizing Staging Closing Input •Event Input Input Input Input Environment •Resource •Resource •Resource •Resource • Stakeholder Commitment for Commitment for Commitment for Commitment for Needs Planning Implementation Executing Closure •Event Knowledge •Event Description • Plans •Run Sheet Database •Business Case Process Process Process Process Process •Generate •Resource •Mobilize •Execute Event •Summarize event Alternatives Planning Resources Activities lessons learned •Select Event •Time Planning •Monitor Suppliers following Run •Dissolve Event Concept •Risk Management •Promote Event Sheet Team •Create Business •Review Business •Monitor Event •Transfer Event Case for Event Case Activities Assets •Review Run Sheet Output Output Output Output Output •Event •Resource Plan • Pre Event •Event Evaluation •Update Event Description •Monitoring and evaluation report Report Knowledge •Business Case Evaluation plan •Updated Run Database •Schedule Sheet •Run Sheet
  • 6. Event Processes (1) • Phase 1 – Initiation: The goal is to identify all potential ideas and determine which one is best suited to meeting the event’s objectives – Initiation inputs: after a macro analysis is conducted organizers must then identify stakeholders and understand their particular interests – Common event stakeholder categories: • Sponsors – provide resources to execute event • The Media – helps to build anticipation for the event • Attendees – organizers must ensure that attendee expectations are met or exceeded • Community – consultations are necessary to ensure that benefits are maximized and negative impacts are minimized • Event organization – the event team is an important stakeholder
  • 7. Case Study: 3 Group (Las Luton )
  • 8. Event Processes (2) • Phase 1 – Initiation continued… – Initiation activities: When developing event concepts, the 5W’s framework from Goldblatt (2005) is a useful structuring device: 1. Why? Or the purpose of the event 2. Who? Or the specific stakeholders that will be affected by the outcomes 3. When? Or the date(s) on which the event is held 4. Where? Or the location of the event 5. What? Or the details of the event – Within this framework, it is possible to generate a range of ideas that will meet event objectives – The generated options are assessed using the criteria for feasibility, viability and desirability
  • 9. Event Processes (3) • Phase 1 – Initiation continued… – Initiation outputs: The event description is now converted into a detailed description or scope of works. This should identify: • Internal constraints – related directly to the event and can be monitored using the feasibility, viability and desirability dimensions • External constraints – factors imposed on the event such as legal requirements, suppliers and competitors
  • 10. Event Processes (4) • Phase 2 – Planning: This stage elaborates the selected idea and determines the resources required to deliver. Some of the details include: – Product breakdown structure – Work schedules and deadlines – Budgets and cash flow – Areas of high risk, uncertainty and contingency plans – Personnel plans and resource utilization plans – Procurement plans – Documentation management plans
  • 13. Event Processes (6) • Phase 2 – Planning continued ... – Define event activities required to deliver the event – Define resource requirements – once resource requirements have been established, the event manager can plan how to acquire them – Estimate duration and effort for event – using the WBS, the party responsible for executing the activity should provide an estimate for each work package based on available historical information or expert judgement – Sequencing of work packages – the event team needs to identify the sequence of dependent work packages in order to determine the overall time required – Scheduling – a Gantt chart is utilized to prepare a draft schedule – Function or run sheet – used to show sequence of activities during event staging (Tum et al., 2006)
  • 16. Event Processes (7) Phase 2 – Planning continued… • Costing and budgeting – the WBS can be used to tabulate costs. For extensive events that require extensive preparation, an event cash flow determining financing requirements during preparation is also necessary • Risk management plan – the WBS can also be used to identify risks and develop proactive measures to treat with them. The activities required to mitigate risks should be used to update the WBS, flowchart, schedule and budget
  • 18. Event Processes (8) • Phase 3 – Mobilizing/Implementing: In this phase, event setup activities are performed. At this stage the event management team: – Ensures that the event scope is delivered in a manner that meets stakeholder expectations and within cost requirements – Monitors and controls activities to prevent unwanted outcomes – Evaluates performance against plans and communicates progress to stakeholders – Takes corrective action to remedy unwanted or varying outcomes – Evaluates completed work packages to ensure that performance requirements are met
  • 19. Event Processes (9) • Phase 4 – Staging/Event Execution: The event is staged – At the end of this process an event evaluation report is produced • Phase 5 – Closing Process: Evaluation of the entire process is done and lessons learned from event activities are captured – All documentation produced from the event, are archived – The event team reviews event documents to determine any lessons learned. These are compiled in a report which can be referred to to guide planning for future events – All financial issues related to the event are resolved – Any assets created specifically for the event, are transferred to the relevant operating authority
  • 20. Summary • The benefits of applying project management concepts to events, in many ways, outweighs the limitations • Even managers have a number of beneficial tools available to them that are derived from project management principles and these lend themselves well to achieving an efficient and effective event • Selecting and implementing the most effective solution to manage an event project, can simplify the event execution process • Reviewing the management of past events to identify lessons learned is often an overlooked step that is be vital to the success of future work