The document discusses how event planning can be viewed as a project with key tasks and resources that must be coordinated. It notes that events share characteristics with projects in having a defined life cycle, budget, and set of one-time tasks. Viewing events as projects allows for a systematic approach using common terminology and accountability. Key project management concepts are then explained like work breakdown structures, activity networks, resources, critical paths, and milestones for monitoring progress.
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Introduce yourself.
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2. Learning outcomes
By the end of the session, you will be able to:
List the key tasks for a simple event
Describe the difference between tasks and resources
Discuss the importance of measuring progress
3. Think back to
last week…
We looked at the
different phases of
event management
4. Source: Shone, A & Parry, B. (2019). Successful Event Management: A practical handbook, 5th edition, London: Sage
Conception
Definition
Production
Operations
Handover or
Divestment
Objectives & Getting
Started
Planning
Organising &
Preparing the event
Implementing:
Running the Event
Divestment/Legacies
Event mgt activities vs Project mgt activities
5. Source: Silvers, J. (2013), Risk
Management for Meetings and
Events, 2nd edition, London:
Elsevier
Start
Activity
Initiation Planning Implementation Event Closure
FinishTimeline
Project life
cycle
6. They are of limited duration
Require a degree of co-ordination of goals
Usually have a fixed budget
Are a unique occurrence
7. Source: Bladen et al (2018).
Events Management: An
introduction, Abingdon:
Routledge.
Events
Leadership
One-time
tasks
Cross-
functionality
Teams
Life Cycle
Budget
Characteristics
of events as
projects
8. Systematic approach
Doesn’t rely on an individual
Common terminology
Accountability
Open management
Training
Transferability of methodology
Common to other areas
Source: O’Toole, W and Mikolaitis, P. (2002) Corporate Event Project Management, New Jersey: Wiley.
9. Ever changing environment
Large numbers of stakeholders
Design
Creativity
Temporary Infrastructures
10. For a critical discussion, see:
Caccamese, A. & Bragantini, D.
(2012). Beyond the iron triangle: year
zero. Paper presented at PMI® Global
Congress 2012—EMEA, Marsailles,
France. Newtown Square, PA: Project
Management Institute.
Time
QualityCost
The ‘Iron
Triangle’ of
Project
Management
11. Projects are made of tasks
Let’s look at the simple example of making a cup of tea…
18. Work
breakdown
structure
Task Task Duration Dependencies
1 Fill kettle 10
2 Boil water 180 1
3 Get mug 5 2
4 Put teabag in mug 5 3
5 Get milk from fridge 5
6 Pour water in mug 120 2,4
7 Remove teabag 5 6
8 Pour milk in tea 5 5,7
9 Stir 5 8
Making a cup of tea
19. Enjoy tea
5
Stir
5 Pour milk
in tea
5 Remove
teabag
120
5
Get milk
from
fridge
5
Put
teabag in
mug
5
Get mug
Pour
water in
mug
180
Boil water
10
Fill kettle
Start at
kitchen
Activity network: Making a cup of tea
21. The pattern of dependencies will create multiple pathways through
the project
The ‘critical path’ reflects the shortest possible time in which ALL
tasks can be completed
Any change in any task on the critical path will impact the project
timeline
Tasks on non-critical paths can be flexed to save costs, but not
time
But, beware that flexing these tasks does not create a new critical path!
22. What is our critical path?
Start at
kitchen
Get mug
Put
teabag in
mug
Get milk
from
fridge
Pour
water in
mug
Fill kettle Boil water
Remove
teabag
Pour milk
in tea
StirEnjoy tea
10 180
5 5
5
555
120
23. Are not a task within the project itself, but are important moments
when you assess the progress against the plan
Should occur at regular intervals, but also when tasks outputs can
be observed or measured
Key milestones should allow time to take corrective action if
needed
24. Event management and project management share common characteristics,
and the principles of project management are often applied in events
Time, cost and quality are all linked – you cannot change one, without impact
one or both of the other two
Projects are made of tasks
The nature of the project depends on the duration and dependencies of tasks,
which can have resources allocated to them
The critical path identifies the most important tasks to manage, and can identify
which tasks will impact the project timeline
Milestones are vital in monitoring the progress of a project
As mentioned when we started many of the original techniques for large scale building, logistical and public projects have been used and adapted to the events industry.
Here we see how Shone & Parry have considered what activities are completed for each industry….look at the similarities.
Silvers uses the stages of the project in the timeline and you can see the varying level of activity at the different stages……..low to start, lots of planning, quiet implementation as plans are in place, busy again during event and a quiet close….
There has been discussion as to whether events fits within the project management definition of a project…….but PMBOK & it’s processes can easily be adapted to fit.
Yes they can easily be seen as a project because…..
Even at times where you think it is the same event such as a wedding or conference it is merely the principles that are the same in fact many aspects to the event will make it unique………each has a different clients needs or stakeholder requirements.
Bladen believes there are 6 key characteristics when considering your event to be a project…….
LEADERSHIP – this role depends greatly on the scale of the event – mega events will have a series of committees who are reporting to international bodies or governments. Smaller events will have direct leadership….the key is knowing the lines of leadership
BUDGET – Income/Expenditure, forecasting. Often remember other considerations here such as schedules, timelines, life cycle of project, contingency all of which have an impact on the budget.
LIFE CYCLE – a defined beginning and end. Consideration must be gven to where the key phases are for your project. IN some sectors such as engineering one phase is often complete before the start of the next – Event generally don’t have this luxury due to the length of the project and the way the project comes together…….now you see the importance of being able to multi task!!!
TASK – Often many of the tasks for events are not repeated because of the unique nature or size of the task, for example think about volunteer management it can depend on the area, societies mood, commitment needed etc. Often can be even more challenging if different leads/cultures/places each time for the event……..this also makes it hard to learn from previous events.
CROSS FUNCTIONALITY – often done without any formal authority – event managers really have more often than not been project managers due to the versatility in the skills range needed and the knowledge of the variety of key business areas…….other industries are more segregated in their approach.
TEAMS – Events or projects don’t function without them….simple!!!! They often vary in size and knowledge throughout the duration of the project, often brought together on a short term basis for the project and can then adopt varying organisational structures….think about a ‘pulsating organisation’.
It is a systematic approach that can be improved on as we know events can always be improved
It avoids relying on one person and therefore avoids risk – there is systems for documentation communication etc
- Uses common terminology
IT ensures accountability to stakeholders (this can’t wait until the event is live!)
It makes the mgt of the event apparent to all – not hidden
It helps to train staff by providing a framework
The Mgt methodology can be transferred to any project
It is common to other businesses.
These are for direct application to events….
A big part of events is taking advantage of new opportunities, traditional proj mgt approaches tend to be less flexible
More stakeholder generally means more objs to try and meet again these objs can at times keep changing needing a degree of flexibility…….think of different expectations and intangible event outcomes….ie it was ‘fun’ event
The ‘wow’ factor…..event design is hard to describe or quantify….traditional project mgt looks for defined deliverables at the initiation phases
Many events are about abstract thinking not logical concepts and linear processes……creatives see boundaries as constriction to their ability to produce the event!.....they want artistic flair!
Events have short timelines so when temporary infrastructure the short timelines do not allows for detailed planning and analysis which traditional proj mgt looks for.
Like any human undertaking, projects need to be performed and delivered under certain constraints. Traditionally, these constraints have been listed as "scope," "time," and "cost".[1] These are also referred to as the "project management triangle", where each side represents a constraint. One side of the triangle cannot be changed without affecting the others. A further refinement of the constraints separates product "quality" or "performance" from scope, and turns quality into a fourth constraint.
The time constraint refers to the amount of time available to complete a project. The cost constraint refers to the budgeted amount available for the project. The scope constraint refers to what must be done to produce the project's end result. These three constraints are often competing constraints: increased scope typically means increased time and increased cost, a tight time constraint could mean increased costs and reduced scope, and a tight budget could mean increased time and reduced scope.
The discipline of project management is about providing the tools and techniques that enable the project team (not just the project manager) to organize their work to meet these constraints.