The document discusses how events and projects are similar in being temporary and having unique outputs. It outlines how project management can be used for event management, including improving accountability, coordination, and adopting formal processes. A 5-phase event project management model is presented: initiation, planning, mobilizing, staging, and closing.
Event marketing needs special abilities to crack it. Not everyone can do it well. We have the perfect setup to help you get solid returns from your next event.
EVENT INFRASTRUCTURE
Identify event infrastructure
The first stage of event operational planning involves establishing the event infrastructure requirements.
These requirements could be for an indoor venue, such as sports centre, community hall or an exhibition centre.
They could also be for an outdoor site.
Identify event infrastructure
The first step is to coordinate with relevant authorities at the commencement of the management cycle to ensure regulatory requirements are integrated into planning process.
Identify event infrastructure
The second step is to identify and analyse infrastructure and facility requirements based on detailed review of all aspects of the proposed event and venue.
These requirement includes:
Staging
Power supply
Water supply
Heating or air-conditioning
Public toilets
Erection of temporary structures (in addition to staging)
Scaffolding
Emergency services
Car and coach parking
Transport systems
Contractor access
Camping sites or other temporary accommodation
Signage
Technology requirements
Disabled access
Waste management
Security
Any environmental or heritage requirements
Once detailed list of the infrastructure requirements has been developed, it needs to be discussed with the approving authority or venue management.
At all stages it is necessary to incorporate safety, security and risk management issues into all planning documentation and processes as safety aspects are the most likely to lead to rejection of event plans.
Establish and organise event infrastructure
Following approval from the relevant authorities , site or venue manager, steps can be taken to establish and organise event infrastructure and contractors.
It requires accurate request for tenders or detailed briefing of contractors so that quotes can be obtained from suppliers of equipment and services.
Establish and organise event infrastructure
Licences may be required for:
Building work
Electrical work
Gas fitting
Handling hazardous materials
Forklift operations
Stage sets(e.g. Fire retardant certification)
Rigging
Pyrotechnics and special effects
security
Establish and organise event infrastructure
The logistics of event management planning involves:
getting things organised
getting things in the right place at the right time
pulling everything down.
Establish and organise event infrastructure
Running an outdoor event:
Each element of the proposed infrastructure must be discussed with key stakeholders and suppliers.
Careful coordination and monitoring is essential particularly during the bump-in phase when several contractors will be working simultaneously.
Bump-in (or set-up)
Setting up can be a time-consuming process and a run-through must be built into planning
It is absolutely essential as it is imperative that all facilities and equipment work.
For outdoor sites:-an all-terrain vehicle may be needed to avoid damage to grass.-Perimeter fencing is required - Computer network
Event marketing needs special abilities to crack it. Not everyone can do it well. We have the perfect setup to help you get solid returns from your next event.
EVENT INFRASTRUCTURE
Identify event infrastructure
The first stage of event operational planning involves establishing the event infrastructure requirements.
These requirements could be for an indoor venue, such as sports centre, community hall or an exhibition centre.
They could also be for an outdoor site.
Identify event infrastructure
The first step is to coordinate with relevant authorities at the commencement of the management cycle to ensure regulatory requirements are integrated into planning process.
Identify event infrastructure
The second step is to identify and analyse infrastructure and facility requirements based on detailed review of all aspects of the proposed event and venue.
These requirement includes:
Staging
Power supply
Water supply
Heating or air-conditioning
Public toilets
Erection of temporary structures (in addition to staging)
Scaffolding
Emergency services
Car and coach parking
Transport systems
Contractor access
Camping sites or other temporary accommodation
Signage
Technology requirements
Disabled access
Waste management
Security
Any environmental or heritage requirements
Once detailed list of the infrastructure requirements has been developed, it needs to be discussed with the approving authority or venue management.
At all stages it is necessary to incorporate safety, security and risk management issues into all planning documentation and processes as safety aspects are the most likely to lead to rejection of event plans.
Establish and organise event infrastructure
Following approval from the relevant authorities , site or venue manager, steps can be taken to establish and organise event infrastructure and contractors.
It requires accurate request for tenders or detailed briefing of contractors so that quotes can be obtained from suppliers of equipment and services.
Establish and organise event infrastructure
Licences may be required for:
Building work
Electrical work
Gas fitting
Handling hazardous materials
Forklift operations
Stage sets(e.g. Fire retardant certification)
Rigging
Pyrotechnics and special effects
security
Establish and organise event infrastructure
The logistics of event management planning involves:
getting things organised
getting things in the right place at the right time
pulling everything down.
Establish and organise event infrastructure
Running an outdoor event:
Each element of the proposed infrastructure must be discussed with key stakeholders and suppliers.
Careful coordination and monitoring is essential particularly during the bump-in phase when several contractors will be working simultaneously.
Bump-in (or set-up)
Setting up can be a time-consuming process and a run-through must be built into planning
It is absolutely essential as it is imperative that all facilities and equipment work.
For outdoor sites:-an all-terrain vehicle may be needed to avoid damage to grass.-Perimeter fencing is required - Computer network
this is a training slides in the event management if you need the material, training any inquiry .you can contact me via linkedin just search for" ahmed samir tolba"
its afull guide to manage effective event that stands out
Provides an overview of the key design issues in events, when catering for international audiences. It considers cultural differences and the need for catering for international audiences.
This notes will helps to get basic knowledge on event management and the various type of events. this will explain the steps of event process and checklist. importance and the step by step process also explained in this notes.
Significant risks come with opening a new restaurant and getting the design and construction of the venue right. Concept development and operations management may be among restaurant owners’ core competencies, but few have expertise managing the design and construction tasks that come with opening a new location. And keeping track of the countless related tasks remains equal parts art and science, when done correctly. In this hour-long webcast a panel of restaurant development professionals shared their experiences and expertise about successfully managing projects from concept to completion. These are the slides from the free webcast.
this is a training slides in the event management if you need the material, training any inquiry .you can contact me via linkedin just search for" ahmed samir tolba"
its afull guide to manage effective event that stands out
Provides an overview of the key design issues in events, when catering for international audiences. It considers cultural differences and the need for catering for international audiences.
This notes will helps to get basic knowledge on event management and the various type of events. this will explain the steps of event process and checklist. importance and the step by step process also explained in this notes.
Significant risks come with opening a new restaurant and getting the design and construction of the venue right. Concept development and operations management may be among restaurant owners’ core competencies, but few have expertise managing the design and construction tasks that come with opening a new location. And keeping track of the countless related tasks remains equal parts art and science, when done correctly. In this hour-long webcast a panel of restaurant development professionals shared their experiences and expertise about successfully managing projects from concept to completion. These are the slides from the free webcast.
Project Management Software are simply the software programs that support with enforcing knowledge, skills, tools and techniques to organize and manage resources, costs and schedules to fulfill the necessities of the specific project and admit much incorporated features as calendars, charts, tracking of people and budgets, generating of reports and scheduling.
Hotel & Resort Greenfield Projects DevelopmentSubodh V. Gupte
Aum Consultants is a full service Hotel & Resort Project & Management Consultants Company. We consult Business Hotels, Boutique Hotels, Budget Hotels, Theme Resorts, Camping Resorts, Clubs, Theme Restaurants, Conference & Banquet Halls & so on and deliver clients with the result driven Hospitality Management Services in all areas of Hotels.
Aum Consultants provide a detailed Consultancy in Hotel Project Technical Planning and ensures the delivery of optimum returns on the investment. Our focused attitude ensures leverage of hotel assets, greater occupancy, and enhanced levels of service quality and operational performance.
Construction Project Management is an important subject to learn in Civil Engineering.
Significance • As construction involves various activities starting from the design and planning to project completion and quality check, there is a exorbitant need for Management of construction. • Construction Industry plays a crucial role in the economy and development of a nation.
4. Objectives To complete the project in specified time and with allocated budget. To Plan and schedule the work and distribute between various departments. Deployment of personnel in Different tasks. To achieve High quality workmanship. Creating an organisation that works as a team. Using the limited available resources and producing maximum output. Providing safe and satisfactory working conditions for all personnel and workers.
5. Functions: Planning & Scheduling Organizing Staffing Directing Controlling & Co-ordinating
6. Stages of construction Briefing Designing Tendering Construction Commissioning
7. 1) Briefing Stage • This stage consists of framework required for the construction work to take a shape from the ideology of client and feasibility of Project which involves architects, engineers and project manager.
Objectives Developing Alternatives Feasible Solution ? Evaluation of Alternatives Report & Recommendation Technical and non technical Investigations
8. 2) Designing or planning Stage Prepare construction schedule Prepare final cost estimate Prepare Working Drawings and specificati ons Prepare scheme and detailed designs Soil investigations, Topographic investigation, material supply and market surveys etc Carry out Technical Investigations Final adoption of the most suitable summary Finalize Project Summary
Project management in events. roject management is the process of leading the work of a team to achieve all project goals within the given constraints. This information is usually described in project documentation, created at the beginning of the development process. The primary constraints are scope, time, and budget
Project Management : Project Planning by iFour Technolab Pvt. Ltd.
Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment.
Created by iFour Technolab Pvt. Ltd.
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This is one of a series of training and capacity building training we have received at the Federal Ministry of health in Sudan and were used with permission at the National Leaders' Development Program that was developed and delivered by the Arab Certificate Students' Association (ACSA) in collaboration with Ahfad University for Women between 2004-2006
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
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