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Lesson 3 cmice
1. Event Management Body of
Knowledge (EMBOK)
and the Code of Ethics for
Events
CMICE
M. Aldana | SHTM Faculty
2. References
Bernabe, C. et. al. (2019) Professional Event Management: A guide to meetings,
incentives, conventions, exhibitions and events. C&E Publishing: Manila
Silvers, J. (2003). Event Management Body of Knowledge Project. Retrieved from:
http://www.juliasilvers.com/embok.htm
EMBOK Website - https://www.embok.org
https://s3.studentvip.com.au/notes/4216-sample.pdf?v=1444003336
3. Events Management
Event management is the process by which an event is
planned, prepared, and produced.
As with any other form of management, it encompasses the
assessment, definition, acquisition, allocation, direction,
control, and analysis of time, finances, people, products,
services, and other resources to achieve objectives.
4. EMBOK
EMBOK is a model that describes the scope and work involved
in event management.
The EMBOK model, is a three dimensional description of the
knowledge and skills essential to create, develop and deliver
an event.
5. History of EMBOK
The EMBOK began in 1999 when
William O'Toole initiated the
concept on his website as part of
his masters thesis in the application
of project management to events.
Julia Rutherford Silvers contacted
Bill and developed her EMBOK
Project on her website. Julia began
a comprehensive taxonomy of
event management. The outline of
this taxonomy was used as the basis
of discussion for the first meeting of
the EMBOK.
Released in 2003
7. EMBOK’s Aim
"to create a framework of the knowledge and processes used
in event management that may be customized to meet the
needs of various cultures, governments, education programs,
and organizations.“
Simply put, EMBOK is a framework illustrating and
encompassing the facets of events management that is
flexible according to the needs of its user.
8. Domains of Event Management
Event management is made up of five areas of management:
Design
Administration
Marketing
Operations
Risk
9. Administration
Deals primarily with the proper allocation, direction, and
control of resources used in an event project.
Since resources are limited, it is important that resources are
utilized in the most efficient and effective manner for the
benefit of the event project and to limit its risk.
10. Design
Focuses on the creative expression of the goals and objectives
of the event project and its experiential dimensions.
The elements developed within each functional area must all
enhance the event experience : theme, program, environment,
etc.
11. Marketing
Addresses the functions that facilitate business development,
cultivate economic and political support, and shape the image
and value of the event project.
For the event to transform into an “experience,” thorough
understanding of the unique buyer-seller relationship
associated with this intangible product is required.
12. Operations
Concentrates on the people, products, and services that will
be brought together on-site to produce the event project.
It also refers to the roles, responsibilities, applications, and
maneuvers associated with each.
Seamless coordination is required in order to manage the
symphony of logistical and functional requirements and
expectations.
13. Risk
Deals with the protective obligations, opportunities, and
legalities traditionally associated with any enterprise,
including an event project.
These areas are inextricably linked with every choice made
and all activities conducted, and are increasingly mandated by
stakeholders, ranging from regulatory authorities to
discriminating event consumers
14. Process
A process is series of step by step
tasks or activities that are
repeated in the management of
an event. These actions can be
regarded as the components in
the overall process to deliver the
event. Each action contributes
towards the completion of a
main task. Processes may be
illustrated by a flow chart.
15. Process
The Processes facet of the EMBOK illustrates both a sequential
and iterative system that promotes a comprehensive course of
action as well as a dynamic approach to the changing nature
of events.
The Processes include assessment (which includes
identification and then analysis), selection, monitoring,
communication, and documentation, and are based on
widely-accepted process systems.
16. Phases
As with any project, the management of an event passes
through a series of phases. Decisions on time underlies all
aspects of event management. The event is the deadline for
most of the management. However the event management
does not end with the event. There remains the shutdown or
closure phase.
17. Core Values
are values that influence all
aspects of the event
management process. Core
values include creativity,
strategy, continuous
improvement, ethics and
integration
19. Ethical Issues
As with all modern professions, the
presence of a code of ethics can
enhance the reputations of those
involved, and can assist the customers
to feel confident in their choice of
event manager, supplier or contractor.
20. Ethical Issues
Ethical issues include, gifts or kickbacks
associated with commission
procedures, bookings at venues,
subcontracting, confidentiality of
information, overbooking and
overpricing.
The International Special Events Society
(ISES) came up with a Code of Ethics.
21. ISES Code of Ethics
Promote and encourage the highest level of
ethics within the profession of the special
events industry while maintaining the highest
standards of professional conduct. Strive for
excellence in all aspects of our profession by
performing consistently at or above
acceptable industry standards.
22. ISES Code of Ethics
Use only legal and ethical means in all industry
negotiations and activities.
Protect the public against fraud and unfair
practices, and promote all practices which
bring respect and credit to the profession.
23. ISES Code of Ethics
Provide truthful and accurate information with
respect to the performance of duties. Use a
written contract clearly stating all charges,
services, products, performance expectations
and other essential information.
Maintain industry-accepted standards of safety
and sanitation.
24. ISES Code of Ethics
Maintain adequate and appropriate insurance
coverage for all business activities.
Commit to increase professional growth and
knowledge, to attend educational programs
and to personally contribute expertise to
meetings and journals.
25. ISES Code of Ethics
Strive to cooperate with colleagues, suppliers,
employees, employers and all persons
supervised, in order to provide the highest
quality service at every level.
