2. • To examine the planning process for
events
• To consider the mechanisms for
ensuring the effectiveness of the
planning process
• To consider operations, financial and
marketing-related planning activities.
2
OBJECTIVEOBJECTIVE
3. 3
IntroductionIntroduction
The planning processThe planning process
Objectives, environmental searchObjectives, environmental search
and information-gatheringand information-gathering
Demand and operational planningDemand and operational planning
LECTURE OUTLINELECTURE OUTLINE
Financial planningFinancial planning
Marketing planningMarketing planning
4. • The purpose of this chapter is to consider
one of the most important aspects of e
vent management – the planning process.
• Planning is the vital to the success of any
events, because of their complexity,
sudden requirements, inexperience in
organizing such events.
• A proper care should be taken by the
organizers otherwise the planning itself
will become a cage. 4
INTRODUCTIONINTRODUCTION
5. • Planning itself tell us what are the real things
going to happen in the event, but.
• Before planning you need to consider what type
of event you are going to organize, and
• What are the possible elements and issues that
need to be sorted out. For this
• You need to work out systematically breakdown
the plan into number of small plans, because
unless you break into smaller component you
could easily miss something important in that
area. 5
INTRODUCTIONINTRODUCTION
7. • In manufacturing the planning process ends
once the manufacturing process begins.
• Manufacturing process is a repeated process
were you carry on routine steps, Whereas in
even management.
• It is far grater than the routinely manufactured
products
• Planning events, for the uninitiated or for an
inexperience organizer, I s therefore rather more
important and time-consuming than equivalent
processes for repetitive goods and service.
7
THE PLANNING PROCESSTHE PLANNING PROCESS
10. 10
INTRODUCTIONINTRODUCTIONOBJECTIVES, ENVIRONMENTAL SEARCHOBJECTIVES, ENVIRONMENTAL SEARCH
AND INFORMATION-GATHERINGAND INFORMATION-GATHERING
The starting point for the
planning of any event ~
what is the event
intended to do?
Purpose of planning is to
visualize potential
problems and to have a
plan that solve the
problems
11. 11
COMPANIES AND THEIR ROLESCOMPANIES AND THEIR ROLESOBJECTIVES, ENVIRONMENTAL SEARCHOBJECTIVES, ENVIRONMENTAL SEARCH
AND INFORMATION-GATHERINGAND INFORMATION-GATHERING
12. 12
INTRODUCTIONINTRODUCTIONCOMPANIES AND THEIR ROLESCOMPANIES AND THEIR ROLES
Draft plan
OBJECTIVES, ENVIRONMENTAL SEARCHOBJECTIVES, ENVIRONMENTAL SEARCH
AND INFORMATION-GATHERINGAND INFORMATION-GATHERING
2
3
4
5
6
1
13. 13
INTRODUCTIONINTRODUCTIONCOMPANIES AND THEIR ROLESCOMPANIES AND THEIR ROLES
Information-gathering and
environmental searching
OBJECTIVES, ENVIRONMENTAL SEARCHOBJECTIVES, ENVIRONMENTAL SEARCH
AND INFORMATION-GATHERINGAND INFORMATION-GATHERING
14. 14
INTRODUCTIONINTRODUCTIONDEMAND AND OPERATIONALDEMAND AND OPERATIONAL
PLANNINGPLANNING
Demand
What sort of people are
interested?
How many might attend?
When would be a good
date or time to put on
the event? Depends
on?
18. Project ManagementProject Management
Project Management TechniquesProject Management Techniques
LECTURE OUTLINELECTURE OUTLINE
Phases of the Project Management of EventsPhases of the Project Management of Events
Project EvaluationProject Evaluation
Project Management Systems and SoftwareProject Management Systems and Software
Limitation of the Project ManagementLimitation of the Project Management
Approach to Event ManagementApproach to Event Management
ConvergenceConvergence
18
19. PROJECT MANAGEMENTPROJECT MANAGEMENT
A project is a complex non-routine one-time
effort limited by time, budget, resources and
performance specifications designed to meet
customer needs (Gray and Larson, 2004)
The management is the planning, organizing,
leading and controlling of the project.
19
20. PROJECT MANAGEMENTPROJECT MANAGEMENT
It is a systematic approach that can be improved with every eventIt is a systematic approach that can be improved with every event
It avoids the risk that the event’s success relies on one person.It avoids the risk that the event’s success relies on one person.
It uses a common terminology and therefore facilitates clear, timely
communication
It uses a common terminology and therefore facilitates clear, timely
communication
It ensures accountability to the stakeholdersIt ensures accountability to the stakeholders
It makes the management of the event apparentIt makes the management of the event apparent
It helps train staffIt helps train staff
It is used in all other areas of management, not just eventsIt is used in all other areas of management, not just events
It is common to other businessesIt is common to other businesses
The advantages of using project management for events
(O’ Toole and Mikolaitis 2002)
20
22. PHASES OF THE PROJECTPHASES OF THE PROJECT
MANAGEMENT OF EVENTSMANAGEMENT OF EVENTS
StakeholdersStakeholders
CommunicationCommunication
ProcurementProcurement
Human ResourceHuman Resource
DesignDesign
RiskRisk
FinanceFinance
Time (deadline)Time (deadline)
ScopeScope
MarketingMarketing
InitiationInitiation
PlanningPlanning
ImplementationImplementation
EventEvent
ShutdownShutdown
22
23. PHASES OF THE PROJECTPHASES OF THE PROJECT
MANAGEMENT OF EVENTSMANAGEMENT OF EVENTS
The idea of the event being developed and setting the
objectives.
The idea of the event being developed and setting the
objectives.
InitiationInitiation
23
24. PHASES OF THE PROJECTPHASES OF THE PROJECT
MANAGEMENT OF EVENTSMANAGEMENT OF EVENTS
Planning is characterized by working out what is needed
and how it will fit together.
Planning is characterized by working out what is needed
and how it will fit together.
PlanningPlanning
24
25. PHASES OF THE PROJECTPHASES OF THE PROJECT
MANAGEMENT OF EVENTSMANAGEMENT OF EVENTS
The characteristics of this phase is project managing
events are:
•The application of all the plans
•Monitoring and controlling
•Making decisions based on the comparison between the
plans and reality
•Work in progress reporting to the key stakeholders
•Active risk management
The characteristics of this phase is project managing
events are:
•The application of all the plans
•Monitoring and controlling
•Making decisions based on the comparison between the
plans and reality
•Work in progress reporting to the key stakeholders
•Active risk management
ImplementationImplementation
25
26. PHASES OF THE PROJECTPHASES OF THE PROJECT
MANAGEMENT OF EVENTSMANAGEMENT OF EVENTS
During the event, the tasks and responsibilities tend to roll
on regardless of what the management wants to have
happen.
During the event, the tasks and responsibilities tend to roll
on regardless of what the management wants to have
happen.
The EventThe Event
26
27. PHASES OF THE PROJECTPHASES OF THE PROJECT
MANAGEMENT OF EVENTSMANAGEMENT OF EVENTS
The event manager will be responsible for the shutdown
of the event.
The shutdown plans will be created during the planning
phase and the shutdown ideally is the implementation of
these plans.
The event manager will be responsible for the shutdown
of the event.
The shutdown plans will be created during the planning
phase and the shutdown ideally is the implementation of
these plans.
ShutdownShutdown
27
28. PHASES OF THE PROJECTPHASES OF THE PROJECT
MANAGEMENT OF EVENTSMANAGEMENT OF EVENTS
•Scope
•Marketing
•Finance
•Time management
•Design
•Risk management
•Procurement
•Human resources
•Stakeholder management
•Communication
•Scope
•Marketing
•Finance
•Time management
•Design
•Risk management
•Procurement
•Human resources
•Stakeholder management
•Communication
Knowledge AreaKnowledge Area
28
29. PHASES OF THE PROJECTPHASES OF THE PROJECT
MANAGEMENT OF EVENTSMANAGEMENT OF EVENTS
•Expand the skill base of the event manager to include
project management
•Reduce the responsibilities of the event manager and
hire a project manager
•Train existing project managers in events management.
•Expand the skill base of the event manager to include
project management
•Reduce the responsibilities of the event manager and
hire a project manager
•Train existing project managers in events management.
Role of the Project ManagerRole of the Project Manager
29
30. PHASES OF THE PROJECTPHASES OF THE PROJECT
MANAGEMENT OF EVENTSMANAGEMENT OF EVENTS
•Develop and work in a team and provide leadership
•Successfully define tasks and deliver on time and to quality
•Integrate the project plan with the strategic, marketing and artistic plan of the
event
•Undertake risk management according to the standard of the industry
•Use financial controls, indicators and reports effectively
•Develop a procurement plan and manage contracts
•Demonstrate high level communication skills in presentation and negotiation
•Liaise with and manage a wide range of external stakeholders, including
public and private organizations
•Produce management progress reports for senior management and clients,
including project evaluation and project closure
•Possess knowledge of the event and similar event in this field
•Have the ability to employ and assess project software and management
systems related to the events
•Develop and work in a team and provide leadership
•Successfully define tasks and deliver on time and to quality
•Integrate the project plan with the strategic, marketing and artistic plan of the
event
•Undertake risk management according to the standard of the industry
•Use financial controls, indicators and reports effectively
•Develop a procurement plan and manage contracts
•Demonstrate high level communication skills in presentation and negotiation
•Liaise with and manage a wide range of external stakeholders, including
public and private organizations
•Produce management progress reports for senior management and clients,
including project evaluation and project closure
•Possess knowledge of the event and similar event in this field
•Have the ability to employ and assess project software and management
systems related to the events
Key Competencies of a Project Manager in EventsKey Competencies of a Project Manager in Events
30
32. PROJECT MANAGEMENTPROJECT MANAGEMENT
TECHNIQUESTECHNIQUES
Project definitionProject definition
Scope of workScope of work
Work breakdown structureWork breakdown structure
Task analysisTask analysis
ScheduleSchedule
Gantt chart/critical pathGantt chart/critical path
ResponsibilityResponsibility
Activity sheetsActivity sheets Work packagesWork packages
Project Management Cascade
32
33. PROJECT MANAGEMENTPROJECT MANAGEMENT
TECHNIQUESTECHNIQUES
s
Legal, political, economic and cultural environment
Scope of work
Work breakdown structure
Stakeholder
Management
plan
Schedule Checklist
s
Financial plan,
budget
Risk
management
plan
Resource
analysis, contract
management
Client’s brief for the event
Task
responsibility
chart
CommunicationRisk
Finance
Resource
s
Time
Human
resources
Plans and documents
created from the work
breakdown structure
(WBS)
33
34. PROJECT MANAGEMENTPROJECT MANAGEMENT
TECHNIQUESTECHNIQUES
Gantt Chart
1.Tasks
2.Timeline
3.Priority
4.Grid
5.Milestones
Advantages of a Gantt Chart
1.Visually summarizes the project or event schedule
2.Is an effective communication and control tool
3.Can point out problem areas or clashes of scheduling
4.Is readily adaptable to all event areas
5.Provides a summary of the history of the event.
Scheduling
34
35. PROJECT MANAGEMENTPROJECT MANAGEMENT
TECHNIQUESTECHNIQUES
Deliverables includes
1.WBS- a deliverable of the planning scope
2.Task responsibilities
3.Checklists
4.Schedule
5.Resource analysis
6.Financial plan and budget
7.Stakeholder management plan
8.Risk management plan
Responsibilities-from documents to
deliverables
35
37. PROJECT EVALUATIONPROJECT EVALUATION
•Comparing the task descriptions and planned timelines with their
actual performance
•Comparing the task descriptions and planned timelines with their
actual performance
•Assessing the ability of the system to respond to change; that is, its
flexibility
•Assessing the ability of the system to respond to change; that is, its
flexibility
•Evaluating the timeliness of reports•Evaluating the timeliness of reports
•Assessing the effectiveness of management decisions•Assessing the effectiveness of management decisions
•Comparing planned milestones with the reality•Comparing planned milestones with the reality
Event Project Evaluation includes:Event Project Evaluation includes:
37
38. PROJECT MANAGEMENT SYSTEMSPROJECT MANAGEMENT SYSTEMS
AND SOFTWAREAND SOFTWARE
Much of the project management software is excellent for
planning the event management, as it imposes a
discipline on the event team and demands a common
language.
Of the software systems, the most popular for event
management is Microsoft Project.
Using software for events is limited by its ability to work in
a complex, changing and uncertain environment.
38
39. LIMITATIONS OF THE PROJECTLIMITATIONS OF THE PROJECT
MANAGEMENT APPROACH TOMANAGEMENT APPROACH TO
EVENT MANAGEMENTEVENT MANAGEMENT
39
40. LIMITATIONS OF THE PROJECTLIMITATIONS OF THE PROJECT
MANAGEMENT APPROACH TOMANAGEMENT APPROACH TO
EVENT MANAGEMENTEVENT MANAGEMENT
40
41. CONVERGENCECONVERGENCE
Both the event management theory and project
management theory are converging.
A new approach to project management, Agile Project
Management, attempts to create a different model.
The Agile approach stresses the human interaction
involved in the project and the need to adapt the project
and tasks as the situation demands
41
