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 :

Temporary

Unique outputs

Executed by teams

Outcome based.

Events unlike projects are: Executed and consumed simultaneously Salem et al., 2004)Co-created with participants and adjustments are made during execution (Tum, 2006)Executed on specific dates that cannot be adjusted

Using Project Management for Event Management (1)

Managing events encompasses:Coordination & Communication• Events require the

coordination of a group of stakeholders, each with distinct needs (Ali-Knight et al., 2009)

• Project management can provide a robust set of tools for integrating and disseminating event information and supports coordination processes

Improving accountability & external audit• Event Managers are

increasingly called upon to account for their activities (Adema and Roehl, 2009)

• Standards and guidelines are used to minimize the impact of activities and to ensure sustainability

• By adopting formal processes, documentation can be generated that record actions taken and their rationale

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

Event Project Management Model

StakeholderExpectations

Must be managed and incorporated

into the event outcome

ViabilityDetermined by:

- Budget constraints

- Expected profit returns)

FeasibilityDetermined by:

- Components of the event

-Desired level of performance

-Means of supply

Desirability-Builds enthusiasm for stakeholders

involved- Differentiates the event from competitors

Event Project Cycle

Input• Event

Environment• Stakeholder

Needs• Event

Knowledge Database

Output• Event

Description•Business Case

Output• Pre Event

evaluation report

• Updated Run Sheet

Output• Update Event

Knowledge Database

Output•Resource Plan• Monitoring and Evaluation

plan• Schedule

• Run Sheet

Process• Generate Alternatives

• Select Event Concept

• Create Business Case

for Event

Process• Resource

Planning• Time Planning

• Risk Management

Process• Mobilize Resources

• Monitor Suppliers

• Promote Event• Review

Business Case• Review Run

Sheet

Process• Summarize event lessons

learned• Dissolve Event

Team• Transfer Event

Assets

Input• Resource

Commitment for Planning• Event

Description• Business Case

Input• Resource

Commitment for Implementation

• Plans

Input• Resource

Commitment for Closure

Planning Mobilizing Closing

Output• Event Evaluation

Report

Process• Execute Event

Activities following Run

Sheet• Monitor Event

Activities

Input• Resource

Commitment for Executing

• Run Sheet

StagingInitiation

(Silvers and Nelson, 2009)

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

Case Study: 3 Group (Las Luton )

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

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

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

Product Breakdown Structure for Las Luton

Las Luton PBS

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)

GANTT Chart

Schedule

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

Risk Register

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

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

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