1. An Introduction to the Project Management Of Events
Chapter Three
An Introduction to the
Project Management
Of Events

2. Chapter learning objectives
3.1 Appreciate the importance of project management for the successful management of events
3.2 Identify the benefits of project management in an event management context
3.3 Understand key project management principles
3.4 Explain the phases of event management.

3. Units of Competence and Elements
SITXMGT502 Manage projects
Define project scope
Develop project plan
Administer and monitor project
Evaluate project
SITXEVT603 Determine event feasibility
Analyse event context and rationale
Assess resource requirements and opportunities
Evaluate planning and operational requirements
Develop recommendations and models

4. Units of Competence and Elements
SITXADM501 Prepare and present proposals
Analyse tender requirements
Determine ability to meet tender requirements
Develop details for inclusion in proposal
Prepare written proposal
Submit the proposal and seek feedback

5. Introduction Events are larger and more complex than ever.
EG. Compare the 2012 London Olympics with the 1960 Rome Olympics
Need systematic approaches to ensure they run:
on time
on budget
to specified standards
and in a way that satisfies stakeholders.
Project management principles are well suited to event management.

6. The importance of project management
Project management involves systematically planning and implementing activities to ensure project completion on time, within budget and to the required specifications.
Project management concepts and techniques can be applied to a broad range of projects such as: the building of a block of apartments, a bridge or an aircraft; the design and development of a software package; or, the planning and staging of an event.

7. The project management of events
A big difference between events and other projects is that with events, the ‘on time’ requirement generally contains no margin for slippage.
Most events are advertised to the public to commence on a specific date.
Tickets are organised well in advance, as well as performances and other arrangements.
Postponing the event is virtually out of the question.
There is almost a total lack of flexibility in terms of timing.

8. The project management of events
The diversity of stakeholders now involved with events has also expanded.
This has led to greater complexity and a greater need for effective communication and sound project management.
Government involvement in major events for example, has increased substantially over the past few years.
Large corporate events have become more commonplace.

9. Corporate events Large corporate events may be used for:
promoting sales
launching products
team building
staff training initiatives
providing incentives to staff
running meetings and conferences.
A project management approach to the planning and implementation of these events leads to greater levels of efficiency and effectiveness.

10. The importance of project management
But what about the WOW factor?
An almost indefinable quality that makes an event unique and memorable.
Gives an event impact.
One argument is that structure and planning are not conducive to creative thought that produces WOW factors.
The other is that a cluttered mind cannot think creatively either.
The key is to provide structure for the details and let thought run wild elsewhere.
 Activity: As an event Woodstock was poorly planned but had an incredible wow factor. Split students into two team and have them debate the creative thinking vs structured planning issue, and see what sort of points get raised. Can they decide on a strategy to ensure both can happen?

11. The benefits of project management
A structured systematic approach
consistent with the increased professionalism of event management.
Scalability
Project management techniques are useful regardless of the size of the event.
In addition, they can be used just as effectively on small parts of a particular project or event as on the entire event.
Structured approach – ensuring no little details are forgotten which may make the event come undone while delivering as promised.
Scalability – same techniques can be used for large or small events – meaning that the systems can be perfected over time. For large events, each activity can be a project within a project, using the same techniques.
Body of Knowledge –Project management body of knowledge (PMBOK), which can be adjusted to events. It is a structure of systems used to ensure projects are run well.
Communication – within events team, with stakeholders and external bodies. This includes provision of clear written documentation, instructions and verbal communications.
Professionalising – Project management provides structure and credibility to an industry previously seen as ‘running parties’.
Formalising/depersonalising – Spreads the risk of failure by putting knowledge in writing and into systems rather than keeping in the mind of one ‘expert’ who feels ‘ownership’ of the event.
Accountability – Provision of documentation and key milestones and reporting dates are embedded into the project management system. This ensures regular updates to stakeholders in a formal format.
Training – Gives a step-by-step run through of the event, facilitating understanding and allowing for any misunderstanding to be identified and discussed. It also provides visual assistance in the form of documents such as WBS and Gantt charts. Having staff understand this process can sharpen their management skills.
Profile – PM processes can make the planning stage more visible to stakeholders, who often do not appreciate the amount of time and effort involved.

12. The benefits of project management
Establishment of a rich, diverse and practical body of knowledge.
The facilitation of clear communication within the event team, with other stakeholders and with external bodies.
Support for the professionalization of event management.

13. The benefits of project management
Formalising or depersonalising the event and the event management process.
Ensuring accountability to stakeholders.
Providing a framework for the training and development of human resources.
Increasing the profile of event planning.

14. Key project management principles
Feasibility
Whether the event is possible
If it can be planned and staged within timeframes
Key aspects of feasibility relate to:
financial and infrastructure requirements
venue requirements and capacities
skill needs of managers, employees and volunteers
economic and environmental impact
legal requirements and potential legal problems
political support or opposition.
‘Scope creep’ – Additional items added to scope that increase the items that need to be completed. May be minor, major or ongoing. These can impact budget, timeframes, resource allocations and skills required, so all care needs to be take to ensure that any additional items added are able to be accommodated.

15. Scope The parameters of the event
What needs to be done, by whom, and in how much time
Who is responsible for what
Care needs to be taken that ‘scope creep’ does not occur
Scope creep is:
a gradual expansion of the amount of work involved in planning and staging the event.
occurs when the scope increases in an unplanned or uncontrolled manner.

16. Key project management principles
Work Breakdown Structure (WBS)
Breaks a complex project into more manageable tasks.
First level of categorisation is how the task is initially broken down into functions.
Second level of categorisation is what needs to happen to complete those functions.
WBS – assist in assessing scope and work required. Also shows the things that should NOT be included in task management.
Categorisation can be based on function (i.e.: departments in an events business) to keep tasks clearly linked to whom is going to perform them.
Package of work – those tasks handled by one person or team.

17. Key project management principles
Stakeholder analysis
Stakeholders are any organisation or individual with a vested interest in the event.
Carefully check all agreements.
Milestones and deliverables
Milestones are the end of a package of work or phase.
Deliverables are the items that confirm the completion.
Risk management
Even very small events have risks.
Not just safety risks – financial, operational, legal.
Stakeholder Analysis – undertaking an analysis of the agreements with stakeholders that specify their goals and objectives for involvement, or any objections to the event, ensures that wishes of all stakeholders is considered and planned for. This reduces issues at the conclusion of the event and increases the likelihood of satisfied stakeholders.
Milestones – represent the completion of a part of the project, such as sourcing the venue.
Deliverables – represent the evidence of completion, such as a signed contract.
Risk Management – it’s important to advise that risk is not just OH&S or safety based. A thorough risk assessment will identify risks from all areas of the event – risk to financial outcomes, reputation, environment, legal obligations, timing and logistics, etc.
 Activity: Have students think of a basic event, such as a child’s birthday party being held at home. As a group, brainstorm the first level of categorisation for the WBS. Then have them split into groups to complete the second level of categorisation. Ask them to identify five stakeholders for the event, and what objectives they will have for the event. Finally, have them conduct a risk assessment of the event, noting as many different risks as possible.

18. Phases of event management – Initiation
Mission Statement
Summarises the purpose of the event
Must consider stakeholder needs
Aims
Provide more scope to the mission statement
Objectives
Create measurable targets for the aims
Must be SMART
Event Proposal
Includes all of the above plus key event information
Event Management Body of Knowledge (EMBOK) – identifies 5 phases of event management – Initiation, Planning, Implementation, Event, Closure.
Mission Statement – will vary depending on the type of event, and the reason why it is happening.
SMART Objectives – Specific, Measurable, Achievable, Relevant and Time oriented.
Event Proposal – should include all of the above plus information on the event organisation, skills of staff, stakeholders involved, layout of the event and the venue/site, location information, resources, marketing/promotion, sponsorship options, budgets, risk assessment, impacts (i.e.: carbon footprint and ideas for neutralising for environment impacts), sample timeframes/run sheets, Gantt charts for planning etc.

19. Phases of event management – Planning
The planning phase answers these questions:
What needs to be done?
How do we do it?
When does it have to be done?
Separate plans are needed for:
administration
design
marketing
operations
risk.

20. Phases of event management – Planning
Organisational charts
Shows the structure of the planning committee
Includes reporting channels and task allocation
Maps
Shows exactly what will be happening where
Often use CAD software to create maps to scale
Models
Usually 3-D representations that show different scenarios
Assist with planning for issues such as crowd control
Organisational charts – For some events several are created. Might show different groups of planners for particular parts of the event, then have one main one.
Maps – Different maps for different people. E.g.: contractors might have maps with additional information such as ceiling heights, access points, no build areas etc. Volunteers may get maps with areas marked out for different purposes with no further information. Most venue will create maps of floor plans showing specific placement of furniture items to establish maximum capacities and ensure sight lines, etc.

21. Phases of event management – Planning
Programs and schedules
Timetables showing when particular activities occur
Run Sheets
Most popular event program/schedule
Start out fairly basic, but increase in complexity
Should not include the details inside the actual event – these are in the script
Script
This is given to people with a part in the event, e.g.: MC
Detailed breakdown of the formalities of the event
Run Sheets – When planning begins, few details are confirmed and run sheets have gaps. As planning progresses and more details are confirmed with stakeholders, the run sheet becomes increasingly complex. In the final detailed form, run sheets will contain every activity that takes place between the first item of the bump in, through the event to the last item moved off site.
Script – This usually gives directions for people to follow, such as when to move to the side of the stage, to present flowers, etc. The script usually has timing attached with specific breakdowns of times allocated to each task.

22. Phases of event management – Planning
Checklists
Can provide control to the script
Various versions for different purposes
Gantt Charts
Bar charts that provide a visual of the schedule
Created by developing tasks to be done, setting timelines for tasks, setting task priorities, creating the chart and highlighting milestones
Are a very clear way of communicating with stakeholders
Good guide for people new to the events process
Checklists – These may be used to cover legal obligations for audits or safety issues associated with an event. They may have the equipment required for each stage of the event, or a list of permits that have been acquired, etc.
Gantt Charts – Setting tasks is usually done per the WBS to maintain consistency. Timelines are created with a clear start date, finish date and duration which assists with keeping things on track. You need to figure out exactly how long it will take to complete a task and build in a contingency in case of delays. Duration can be dependant on the availability of equipment and venue space or the budget available. Priorities must then be set – some tasks cannot start until others are completed, but many tasks can be done simultaneously with others. After this hierarchy is developed, planners must decide on critical tasks that must be done at certain times in order to avoid a delay to the event. Creating a chart format is next, ensuring there is space for the task number, task, start date, end date, duration and then the days/months of the planning process. Milestones are the final step, which highlight those important parts of the panning process.
Many events planning softwares and databases, such as events by certain or basic software like Microsoft Project have capacities for creating Gantt Charts.

23. Phases of event management – Planning
PERT Charts
Another graphical way to present information
Involves identifying tasks and their priorities and charting
Influence diagrams and sensitivity analysis
Influence diagrams show the interdependence of tasks
Sensitivity analysis is the influence of one part of an event over other parts or the whole thing.
Influence Diagrams – work on the premise that not all risks can be identified and not all delays can be predicted. It goes a step further than a Gantt chart by showing the effect that a change to one task can have on other tasks. Takes into consideration the priorities set and the reliance of some tasks on the completion of others.

24. Phases of event management – Implementation
Putting the plans into practice.
Involves risk management and monitoring and controlling of plans.
Corrective actions must be taken when there are gaps identified between the plans and reality.
Urgency will be decided by whether it is a critical task.
Gaps can lead to identification of unrealistic expectations or to budget over-runs.
Work-in-progress reports are important.

25. Phases of event management – Event
Tangible products are usually handed over at implementation.
Events are not tangible and remain the responsibility of the project manager.
Testing cannot take place, making planning vital.
The entire event must be mapped out in advance to reduce the risk of unexpected problems.
Staffing is also important to ensure that issues are addressed immediately and professionally.
Duration is short compared to the planning phase.

26. Phases of event management – Closure
Guests leave and the site is returned to normal.
Tools used to ensure smooth closure include event shutdown checklist, WBS, task/responsibility list and shutdown schedule.
Regular events are likely to have a smooth shutdown.
Events with large crowds might experience delays.
Crowd management plans are vital in these cases to ensure crowd safety.

27. Chapter summary
Project management of events provides a systematic approach to planning and implementation.
There are multiple benefits for project management of events, including professionalism and accountability.
Project management principles such as scope and milestones can be applied to give events structure and to analyse the process.

28. Chapter summary
EMBOK (Event Management Body of Knowledge) identifies five phases – Initiation, Planning, Implementation, Event and Closure.
These phases are characterised by planning tools and systems that monitor the event.
Tools include Work Breakdown Structures, PERT Charts, Run Sheets and Gantt Charts.
Project management systems can be used for events of all types and sizes, making them invaluable for an event context.