The Corporate Event Project Management Process

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CHAPTER 2HAPTER 2

THE EVENT MANAGEMETTHE EVENT MANAGEMET

PROCESSPROCESS


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INTRODUCTIONNTRODUCTION The central concepts of the baseline plan andThe central concepts of the baseline plan and

the event project life cycle are criticalthe event project life cycle are criticalconsiderations for event managersconsiderations for event managers

The project management methodology must beThe project management methodology must bemasteredmastered

The concept of the scope of work and itsThe concept of the scope of work and itsdecomposition into manageable units must bedecomposition into manageable units must be

utilizedutilized The discussion of the scheduling tools ofThe discussion of the scheduling tools of

project management must be incorporated andproject management must be incorporated andusedused


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EVENT PROJECT LIFEVENT PROJECT LIFECYCLEYCLE

Planning significant part of eventPlanning significant part of eventmanagementmanagement

It is a process of mentally fitting all theIt is a process of mentally fitting all thecomponents togethercomponents together

Foreseeing any problems and their solutionsForeseeing any problems and their solutions

Its more realistic to regard event planningIts more realistic to regard event planning

as a method of reducing the no. of problemsas a method of reducing the no. of problems The aim is to plan all the task that can beThe aim is to plan all the task that can be

plannedplanned


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EVENT PROJECT LIFEVENT PROJECT LIFECYCLE ContYCLE Cont

Any type of events begin with an idea orAny type of events begin with an idea or

conceptconcept

11stst question to ask : is it feasible?question to ask : is it feasible? The answer is fed back into the conceptThe answer is fed back into the concept

Once the tools looks feasible, planning canOnce the tools looks feasible, planning can

startstart


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EVENT PROJECT LIFEVENT PROJECT LIFECYCLE ContYCLE Cont

During planning process, opportunities orDuring planning process, opportunities or

risk may be uncovered that requirerisk may be uncovered that require

modifying the event conceptmodifying the event concept Some aspect of the plan may beSome aspect of the plan may be

implemented while others aspects are stillimplemented while others aspects are still

in the planning phasein the planning phase Some aspects of shutdown may beginSome aspects of shutdown may begin

during setupduring setup


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EVENT PROJECT LIFEVENT PROJECT LIFECYCLEContYCLECont

The only certainty is there will be changeThe only certainty is there will be change

Predictable internal changes includes thePredictable internal changes includes the

increase in the event staff and contractincrease in the event staff and contractmanagement (as more suppliers becomemanagement (as more suppliers become

involved)involved)

External change could involve the all-too-External change could involve the all-too-

common change of venue, or it could occur oncommon change of venue, or it could occur ona grander scale (as with a fluctuation in thea grander scale (as with a fluctuation in the

foreign exchange rate)foreign exchange rate)


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EVENT PROJECT LIFEVENT PROJECT LIFECYCLEContYCLECont

No matter what change occur, the eventNo matter what change occur, the event

will need to work within constraints set bywill need to work within constraints set by

the clientthe client The client set constraints establish theThe client set constraints establish the

stated objectives within the event projectstated objectives within the event project

life cycle functionslife cycle functions


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SCALE The written plan depend on such factors

as : Complexity of the corporate event

Scale of the event Familiarity of the event management, staff

and suppliers with the particular type ofevent

Legal and stakeholders requirements Time and other resources allocated to the

planning task


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PROJECT AND EVENTMANAGEMENT

Characteristics that projects:

They are time based :every aspect has a

time constraint They are unique and involve either using

new resources

They have start and finish dates The level of activity varies over the duration

of the project


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PROJECTMANAGEMENTPROCESSProject definition

Scope of work

Work breakdown structure

SchedulingRisk analysis Costing

Baseline plan

Product breakdown structure

Control documents such as budget,

Gantt chart ,risk plan


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ADVANTAGES Establishing a systematic approach to all

events

Depersonalizing the event Facilitating clear communication

Conforming to the methodology used by

other department

Ensuring accountability


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ADVANTAGES Cont Increasing the visibility of event planning

Facilitating training

Developing transferable skills

Establishing a diverse body of knowledge


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GUIDELINE DOCUMENT Corporate event description-with mission

statement, vision and key objectives

Roles and responsibilities of the principal parties

List of stakeholders such as marketing,HR,PR andetc.

Scope of work

Draft schedule with milestones

Budget with cash flow


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PRODUCT BREAKDOWNSTRUCTURE

Known as PBS

Used to establish the organizational

structure Provide clear view of the overall event

requirements


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WORK BREAKDOWNSTRUCTURE

Known as WBS

The process of decomposition whereby a

complex project is broken up into smaller unitsof work that can be easily managed

Tasks analysis:

Single purpose and manage as discrete entity

It has specific start and finish times

It requires clearly assigned resources


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WORK BREAKDOWNSTRUCTURE..Cont

An event may be divided into these unitsaccording to various criteria, such as:

Program elements(e.g.: what activities arescheduled at the event-an exhibition, aformal dinner or tours)

On site location or position (e.g.: in front of

the building) Function (e.g.: finance,sound,entertainment,

awards, registration)


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WORK BREAKDOWNSTRUCTURE..Cont

A mixture of all three criteria is used, as the

aim is to identify small, manageable units that

can be assigned to subcontractor or the event

staff.

WBS can also be used to create a coding

system for the whole event

These codes can be similar to the process of

outlining: they define the levels of the structure


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WORK BREAKDOWNSTRUCTURECont

SCORE CREEP Gradual expansion of the amount of work to

be done

Occur after the WBS has been completedand often goes unnoticed by the busy eventofficer until it too late to change its cause orlimit the damage.

Arise from the client changing an aspect ofthe event-the client or sponsor suddenlydecides to change the venue (for example).


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SCORE CREEPCont This can result in an unrecognized increase

in the amount of work to be done by eventmanagement

Scope creep can have external causes suchas changes in the countrys law or

fluctuation in the exchange rate Internal causes can be controlled by

establishing procedures for any change inscope

This would include documentation such as achange form that must be completed andapproved before made any changes


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WORK BREAKDOWNSTRUCTURECont

WORK PACKAGE Once the event has been broken down into

activities or tasks, they have to be assignedto a responsible person or group.

Tasks may be grouped together to form awork package

A multistage event such as product launchmay have sound setup and operation asdifferent tasks for each stage


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WORK PACKAGECont

However, they would be grouped into the one

work package done by the contractor (a

sound company)

They represent a continuous amount of work

for the contractor, which has the appropriateresources with start and finish dates and

times

This grouping of tasks with the overall start

and finish times is often indicated on adocument sent out to the contractors


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SCHEDULING TASKS-PARALLEL AND SERIAL

Once event tasks have been identified, thenext step is to place in the most efficientorder

Some task can be done simultaneouslywhereas others must be done sub

sequentially. For example: advertising for event can be

taking place at the same time as suppliersare contracted, provided the same person

does not perform both tasks


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Tasks can be divided into: Parallel: can be performed at the same time,

as they required different resources and the

satisfaction of different preconditions

Serial: must be performed in sequence due

to resource availability or necessary

preconditions


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Task must be sorted by immediate

predecessors

Given a number of tasks that may be involved

in a complex event, this initial sorting process

can be a daunting task in itself

For smaller event, planners often use a sticky notes (e.g.: post-it notes)

one to a task and place them on a large board

The notes are then rearranged to get the optimum

sequence This system is very flexible and allows planners to

respond quickly to suddenly changing condition


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TIMELINES

How long will each task take given the right

resources and preconditions?

This duration called the estimated

completion time (ECT) . It often determined

by expert 4 estimated value:

Earliest start (ES)

earliest finish (EF)

Latest start (LS) Latest finish (LF)


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Earliest start (ES)

The earliest date/time that a task can be

started after its immediate predecessor

tasks has been finished

Earliest finish (EF)

The earliest date/time that the task can be

finished (thus, EF=ES=ECT)


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Latest start (LS)

The latest date/time that the task can be

started without affecting the date of the

event

Latest finish (LF)

The latest date/time that the task can be

finished without affecting the date of theevent


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THE GANTT CHART Gantt or bar chart is such a display

Imparts information quickly across many

different work cultures If kept simple, it can show the major tasks and

when they need to be completed

Combined with WBS, the Gantt Chart

demonstrates a management competency that

enhances any event proposal


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END OF CHAPTERND OF CHAPTER2

THANK YOUTHANK YOU

Documents

The Corporate Event Project Management Process