© William O’Toole William J. O'Toole وليم أتوول Project Management for Special Events...

© William O’Toole

William J. O'Toole

أتوول أتوول وليم وليم

Project Management for Special Events

December 2012


اهال وسهال ب• Who am I –William J. O'Toole - Billوليم أتوولوليم أتوول Events Development Specialist

Australia mobile : +61 418419322, local number Dubai (0) 554 78 4119Email: [email protected]: www.epms.net

Address: 30 Cox Avenue Bondi Beach 2026 NSW Australia, استراليا


Learning Objectives

1. Understand the science of project management and how to apply it to an event

2. Set objectives and measure success

3. Create an event management system/manual and checklists for your next event

4. Understand and improve event finance, sponsorship and cost control

5. Undertake risk management using the world standard


It is now a profession with many textbooks

It has risk management and ISO31000

Like engineers, accountants and doctors you are part of an international network

It now has a recognised methodology and an International Competency Standard EMICS

TrendsTrends


Companies and government departments are rationalising and streamlining their events under an events strategy

Individual events are seen as part of a portfolio of events that is part of the overall strategy of the business.

ROI and value creation are the measures of success including intangible value such as brand and good will

Trends Events as Assets


Events are assets to your company

• Intangible outcomes – but they can be measured

• Three ROI for every asset:– Commercial

– Social Capital

– Goodwill (brand)

• Your company must choose which project to allocate resources– You need to justify it.

– Not for just one event - for the portfolio

• Governments do this by preparing an events strategy

Trends


Creating the event management system

• In groups – decide on an event

• Decide the scope: what, where, when, how long and how many people.

• Create this system

• This is now found as a spreadsheet sent separately to you.


• Initiation – where does the event come from? why is it there? feasibility

• Planning - research and thinking!• Implementation of plan - action

time, coordination, monitoring• Event - relaxation time – but ready• Shutdown – action time, evaluating

Event Phases

initiate plan implement EVENT shutdown


ChecklistsChecklists

ResponsibilityResponsibility

TasksTasks

ResourcesResources

Work Breakdown Structure


Risk Register

Risk Register

Stakeholder managementStakeholder management

Brief – summary expectations assumptions


Scope : date, who, where..

Scope : date, who, where..

Measurable ObjectivesMeasurable Objectives

Mission/goalsMission/goals

Other DocSite map

Contact sheetProduction Sched.

Other DocSite map

Contact sheetProduction Sched.

EvaluationEvaluation

Glossary of terms

Glossary of terms

ArchiveArchive

ScheduleSchedule

Defi

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g t

he

even

t p

roje

ct

Pla

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ing

Revie

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Explanation/manual

Explanation/manual

INPUT –baseline plansINPUT –baseline plansPast events stored data

Past events stored data

© W. J. O’Toole

EPARSEvent planning, archiving

and review system

EPARSEvent planning, archiving

and review system




Measurable ObjectivesMeasurable Objectives

Mission/goalsMission/goals

Def

inin

g th

e ev

ent

pro

ject

This part includes the client’s brief or a request for a proposal or self generated proposal.

It is vital to come to common agreement on the goals. Worth spending time on this - including informal chats.

Make sure there are objectives that can be measured. Event intangible benefits can be measured.

Finally - this brings a discipline to the event management. There will be enough chaos - so make sure there is a solid management framework.




Risk Register

Risk Register

Stakeholder managementStakeholder management

Scope : date, who, where..Scope : date, who, where..

Scope is an essential term as it summarises the event. It clarifies the framework and is often forgotten

The scope tells you the scope of work. This is described by the WBS - from this comes the budget

A large part of your time will be spend managing the stakeholders so this should be set up from the start

Finally - the whole thing can came apart if you do not look for possible problems. The risk register is the way to do thisBudgetBudget


ChecklistsChecklists

ResponsibilityResponsibility

TasksTasks

ResourcesResources

ScheduleSchedule



From the WBS, Risk Register and the Stakeholder analysis comes the finer parts of the project plan

What = tasksWhen = scheduleWith what = resourcesWho will do it = responsibility

All of this can be completed using a template system

Finally - it all gets down to a system of checklists


EvaluationEvaluation

ArchiveArchive

Revie

w a

nd

A

rch

ivin

g

Baseline plans for next eventBaseline plans for next event



By using a system we can evaluate the event and the management of the event - and improve!

By using a system we can archive the management documents

This adds to our knowledge management system so we have a data base to draw from for future events

For our next event we can chose from our templates.This system is the asset from all your events


Tools used

• The deliverable as a way to create the planning and implement it

• Delegation - not of tasks – but of deliverables with a checklist

• Risk management was a way to identify and control problems – and show that it has been done

• Estimation – cost is never exact for events. Three types :top down, bottom up, parametric

• Specification: function, performance and technical


Summary of three days

• Events as assets• Event management as a profession• Using the tools and techniques of project and

risk management• Used an example to apply all the tools and

techniques• Worked in groups • Increased everyone’s professionalism

measured by the competency test


CDROM

More information?


The five phases of event management 500%A work breakdown structure (WBS) 450%Resource analysis 400%The tools of event costing and estimating 346%The sponsorship property 306%Risk analysis 260%The use of the WBS 209%Incentive contracts 205%Monitor speakers or foldback speakers 200%House seats 165%Event risk management process 148%Difference between three phase power and single phase power 137%

Service and good specification for projects 125%The deliverable 120%The scope of the event 110%ISO 31000 applied to event management 103%Event shutdown procedure 97%The uses of the site map 97%Opportunity costs 92%Exclusivity in entertainment contracts 80%The scope of work 64%The work in progress report 63%Parametric estimating 62%The contract management process 60%The definition of an event stakeholder 57%

Event Management Competency

• The table shows the increase in competency (measured by self assessment) during the workshop.

© William O’Toole William J. O'Toole وليم أتوول Project Management for Special Events...

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