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