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SESSION 40217

eTrak Online Session | MAY 9, 2017 | 2PM ET, 1PM CT, Noon MT, 11AM PT

Basic Project Managementand Reporting Skills

JERRY GERSON

All Materials Copyrighted by EXHIBITOR Magazine / Jerry Gerson© 2017 Rochester, MN

PRODUCED BY EXHIBITOR MEDIA GROUP

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Presented byJerry E.Gerson

Session 40217

Copyright©2017 Jerry E. Gerson All Rights Reserved

Thought process and practical applicationsfor organizing andmanaging your exhibit &event marketing projectsTop down view of project managementHow to integrate the elements into a wellplanned execution process

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1. Project Management Institute NineKnowledgeAreas

2. Four Areas for exhibit managers to consider3. Understanding corporate objectives4. Create show/event project teams5. Effective organizational leadership


6. Types of communication7. Communicating effectively at meetings8. Task management/Project tracking9. Final reporting on show/event results

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ELC 1.0 – Project Management Definition


PM is the application of knowledge, skills,tools, and techniques to project activities tomeet project requirements.PM is accomplished through the use of the 5processes: initiating, planning, executing,controlling, and closing. (PMBOK)

Competing demands for scope, time, cost, risk, qualityStakeholders with different needs & expectations

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Many of the processes within projectmanagement are iterative in natureDue to the existence of and the necessity forprogressive elaboration in a projectThemore you know about your project, thebetter you are able to manage it


1. Project Integration Management2. Project ScopeManagement3. ProjectTimeManagement4. Project Cost Management5. ProjectQuality Management6. Project Human Resource Management7. Project Communications Management8. Project Risk Management9. Project Procurement Management

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1. Exhibit/Event Integration Management: Incorporating all theknowledge areas, looking at your show from amore strategicperspective and guiding all of the tactical activities day to day. Itrequires you to have a vision of success and leadership skills toguide it all.

2. Exhibit/Event Scope Management: Understanding of the entirescope of work (pre show, at show, post show), the deliverablesthat need to take place to achieve the show objectives, and yourability to manage them.

3. Exhibit/Event Time Management:Management of all tasks andactivities required to ensure timely execution of the scope of alldeliverables and your ability to develop a clear and realistic set oftimelines. It includes sequencing them, estimating duration,schedule development and schedule control.


4. Exhibit/Event Cost Management:Managing and developingclear estimates of the costs in each area of the projected budget,including third party vendors. Realistic budget expectations anddisciplined cost controls show the investment needed to ensurethe expected quality end result.

5. Exhibit/Event Quality Management:Managing the quality ofthe processes so as to meet the show or event’s ultimatecompany objectives. It means planning and consistentlymanaging the quality outcomes in the cost vs. benefit argumentsthat come with scope, time and cost of each element of yourshow or event.

6. Exhibit/Event Human Resource Management: Creating astrategy for attracting, selecting, motivating, andmanaging allthe people involved in the show or event, including thestakeholders, in the right organizational structure.

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7. Exhibit/Event Communications Management: Creating themechanisms of keeping stakeholders and show team participantsinformed and involved throughout the life of the project are keysuccess factors.

8. Exhibit/Event Risk Management: Assessing and preparing forwhat could adversely affect the outcome of your show/eventproject is important. Identifying and preparing for possible areasfor risks and their consequences and the methods for reducingand/or avoiding them is crucial to the process.

9. Exhibit/Event Procurement Management: To solicit, source andselect products and service providers, as well as to ensure thatcontracts are constructed and enforced effectively and fairly.


ELC 2.0 – Four areas to consider whenmanaging exhibit/event marketing projects

1. Show/EventObjectives2. Organization andCommunications3. Task management/project tracking4. Reporting

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Organization & communication skills are just asimportant as task & detail managementOne is usually our strengthThe other needs attention


ELC 3.0 –Understanding corporate objectivesin order to guide the exhibiting process.

Provides valuable insightProvides understanding on departmentalperspectivesHelps you plan and direct your effortsMakes you a partner in themarketing andsales process

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1. Why are you exhibiting at trade shows?2. Who are your show targets?3. What must be communicated to the

different targets4. What do you want to accomplish and bring

home?


Get specificWhat must be accomplished?What’s the time frame?Helps you understand customer relationshipsFacilitates your timingGuides exhibit & special events planning

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ELC 4.0 – Create show/event project teamsThink about 2 types of organization:1. Organization: where an orderly set of

priorities apply in order to achieve a goal2. Organization: a team of people who

conceive and execute a task


Who’s really in charge here?What do we need to accomplish?Who’s on the team?What are their responsibilities?How do we interact?Aboveme, who has themost vested interestin this project’s success?

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Choose from those with a vested interestChoose from inside and outside the companyWilling participants (doers)Highest management level to make it meaningfulThis is NOT “management by committee” – it is a“committee with a leader”


One from uppermanagementOne from salesOne frommarketingOne from R&DOne from customerserviceOne from exhibithouse

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Make a list of the idealTEAMmembers to help you run this projectWrite why you would want each person

Name Department Why you want this person – what they can contribute


Just because you have the responsibility, doesn’t meanyou automatically have the authority.

Exemplify a higher, achievable expectation ofexcellenceCreate team organizational action that getsthings moving forward immediatelyFocus the team and their respective strengthson the project

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Your ability to providethe teamwith:Sense of purposeClear vision ofsuccessTeam unityDirectionForum to assessproblems &solutions


Helping Forces Hindering Forces

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ELC 6.0 –Types ofcommunicationShould beconsistent, activecommunication2 types to useFormalInformal


Bridge from organizationto project trackingStyle and content make allthe difference in yourability to lead your projectteam/organization

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Communications planningdetermining the information and communicationsneeds of the stakeholders: who needs whatinformation, when will they need it, and how willit be given to them.

Information distributionmaking needed information available to projectstakeholders in a timely manner. (PMI)


Performance reportingcollecting and disseminating performanceinformation. This includes status reporting,progress measurement, and forecasting.

Administrative closuregenerating, gathering, and disseminatinginformation to formalize phase or projectcompletion. (PMI)

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How are you going to communicate?What “news they can use” will you send ascontent?What are the on time successes in theprocess to report?What milestones can you consider met, orclosed?

Audience Vehicle of Communicaiton Frequency Medium Delivered by Sensitivities Date Delivered Expected Result

VP Sales Informal Meeting - objectives

At initiation, other major changes such as new project, they join, etc.

verbal Exhibit Manager

Is this another bottleneck? How does my role fit in here?

November, December

Discussion regarding the show, what it is, who is part of it, and Question / Answer time; get everyone on the same page

Executive Staff? Executive Staff One-on-Ones

Announcement staff meeting? Exhibit Manager

Educate them on what show provides

Strategic Business Unit leads?

one-on-ones PMO announcement, and as they initiate projects supported by CIO group.

Exhibit Manager

If it came out of CSS, can it be any good?

January/ February

Educate them on what show provides, as well as help them determine if focus product would serve well on the business side as well.

Immediate project management

Meetings bi-weekly presentation Exhibit Manager

3/2/98 and weekly

thereafter

Identify/resolve issues; communicate info from management team meetings

Department leads that work with the PMs: David Harris, Jennifer Haase, Cynthia Currance

Informal Meeting - Goals and objectives

At initiation, other major changes such as new project, they join, etc.

verbal Exhibit Manager

CSS experience (good and bad)

December, January

Educate them on what this show provides

Project team, anyone you run into, IN THE ELEVATOR or hallways

Elevator conversations Establish at project initiation; revisit at any major scope/timeline changes

hardcopy; LAN Consultant as needed Speak to the specific business problem the project will address, who it impacts (business and technical), the different groups involved, locations to be implemented

Organization "Brownbag Lunches" At project initiation, major revisions and/or scope change

hardcopy; LAN/WEB

Consultant Communicate in an informal manner regarding technology and business impact of the project

Business Team Informal meeting - Project Plan

At kickoff, major revisions and/or scope change

hardcopy, email

Consultant as needed Address dependencies between technical schedule and warehouse readiness

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Formal:MemosReportsPlansAppointments

(Brenda Square)


Informal:E mail:copying e mails to key individuals on an FYI basis

Verbal in the hall, or casual updates:Time when you see them on an informal basis

Highlighted excerpts from formal reports:internal reports, press coverage, etc. (Brenda Square)

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Shorter, more formal works at beginningTeam communication will mirror your rhythmLearn each person’s rhythmwith you


Decide how it is easiest for you, becausethat’s how you will do it.If you are more creative in themornings,draft your communications then.If you are more organized in your head laterin the day, do it then. (Jana Burke)

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Helps to educateConnects the linksQuells the politicsOvercomes resistanceHelps establish “what’s right” instead of“who’s right”


Prepare an agenda and send to all participants prior tothemeeting.

Plan for 1 hour, no more. Don’t plan for the end of the day– time constraints, family commitments – discouragesopen dialogue.

Always start on time.It shows respect for those who came on time and showslatecomers you value everyone’s time commitment.

Record agreed upon actions, in a “who’s going to dowhat by when” format.

This minimizes misunderstandings about actions andallows the chairman to easily follow up.

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Once all the appropriate information is shared,guide the committee toward decision making.This builds buy in and commitment amongcommitteemembers.

Facilitate the meeting.Your job is to keep themeeting on target and stayfocused on the results.

Stick to the agenda and time schedule.Redirect to stay on agenda and refocus back to thetask in discussion


Involve everyone.Themore participants are involved, the greater the buy in and actionon tasks.Encourage full participation don't allow one or two people tomonopolize the discussion.When disagreements arise, refocus the discussion on results you wantto achieve.

Recognize and reward accomplishments.This sustains energy and commitment.

Have fun.Themore enjoyable the experience is, the better the attendance, thegreater the quality of result.

End the meeting when the business is done.Toomanymeetings drag on to fill the planned time frame.Ending at the completion of the business builds confidence in theproject leader and commitment by the participants.

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ELC 8.0 –Task management/project trackingKnowwhich tasks are on/not on scheduleWhere to divert resources or assistanceWhen to act or react on tasks or issues

TIMING, BUDGETING,QUALITY


Project Costs for <Project Name>

Produced <Date> At <Time>

Month Budget Actual Variance

Cost Budget Actual Budget Actual Budget Actual Budget Actual Budget Actual to Date to Date to DateStaff $0.00 $0.00 $0.00IT $0.00 $0.00 $0.00Print & Publish $0.00 $0.00 $0.00Travel/Living Exp $0.00 $0.00 $0.00Ads/Publicity $0.00 $0.00 $0.00Subcontractors $0.00 $0.00 $0.00Hardware $0.00 $0.00 $0.00Software $0.00 $0.00 $0.00Misc Equipment $0.00 $0.00 $0.00Other Costs $0.00 $0.00 $0.00

Total Costs $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00Progress Pmnts $0.00 $0.00 $0.00

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ELC 10.0 – Low and high techmethodsLow tech:Spiral notebooksThree ring bindersPre tabbed binders


The showSub tabs for showmgt services, deadlines, etc

Your exhibitSub tabs: everything from structure to transport

Involved corporate departmentsStaffTravelBudgetObjectives, messages, leadmanagement

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Software to which you might already haveaccess that you can adapt for your use:MSOutlook calendarSpreadsheet programsWord processingCalendar programsDatabase programs


Project management software: frominexpensive shareware to more costlyspecialized programsMS ProjectSoftware especially for exhibit and eventmanagersTRAQ ITEXHIBITFORCE.comSHOWGO

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Horizontal bar chartgraphically displays project relationships across aperiod of time

Bars are different lengthsamount of time they represent across the processof completing your project

Project tasks down the left sideTimeline across the top


Objectives

Final Obj

Messages

Final Msg

GraphicsFinal Gfx

ShipPre-con & training

JAN FEB MAR

1 8 15 22 29 5 12 19 26 5 12 19 26

Show time!

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JAN FEB MAR APR MAY JUN

Objectives

Final Objectives

Show Strategies

Show Tactics

Presentation Script

Presentation Practice

Show time!Final Staff Messages


Demos To be completed by: Application Team

Deadline:

Done? Project 1 Due By Notes

Demo Objectives 4/15/16 3 meetings: Jill, Fred, Valerie, Sean. On Time

Initial Demo Script 4/28/16 Fred, Valerie: On Time

Finalize Script 5/18/16 Jill, Sean: On Time

Create scenarios 5/28/16

Practice demo 6/15/16

Final Adjustments 6/20/16

Pre-load demos 6/25/16

Ship to show site 7/1/16

Pre-show practice 7/23/16

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Date: Week Ending: 2

Project Start:

Project: On Target

Project Completion:

Project Phase:.

Deliverable/Task/Issue Owner Description/Status Due Date

Status Codes On Target Delay Possible Project at Risk

Accomplishments This Week:.

Upcoming Tasks for Next 2 Weeks:


Assists in reporting to the stakeholders andyour superiors. At a moment’s notice you can:Report progress on individual showsReport progress on milestones met, ongoing tasks

Maintains sanity!

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1. Brainstorming – make a listing of the gross tasks andsub tasks

2. Estimate the durations of each task – howmuch timewill it reasonably require, due when

3. Determine the predecessors – what must happen inwhat sequence

4. Assign the resources – who will get these tasksaccomplished

5. Report on the milestones and the progress of theproject as a whole


Tasks/Sub tasks Duration Start Finish Predecessors Resource

SHOW INFODates, times, show location, booth size and locationShow demographicsShow management/services contacts listsI & D schedule, etc.SponsorshipsOBJECTIVES ANDMESSAGESCompanyMarketing ObjectivesCorporateSalesMarketingProduct(s)/Service(s)SPECIFIC OBJECTIVES FOR THIS SHOWCorporateSalesMarketingProduct(s)/Service(s)Types and number of leadsDemonstrations, Live Presentations, etc.Specific MessagesOUR EXHIBITSizeGraphics needsRefurb needsLogisticsPRE SHOW, AT SHOW, POST SHOW PROMOTIONPromotional productsAt show execution, lead gatheringPost show promotionSTAFFINGStaffTravel arrangementsPre show briefingBUDGET

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Use a written report to communicate show/eventsuccesses, shortcomings and recommendations.True picture of planning, execution, expected outcomes

Present the report personally


Goal: state original goal or goals of projectList key metrics (items for measuring success)

Actual: summarize what really happened inrelationship to goalsList progress against metrics

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Plan: summarize original schedule of projectList key milestones

Actual: summarize what really happened inrelationship to planList differences in terms of original dates (x weekslate, x months early, etc.)


Quality goal: state original quality goal orgoals for the projectList key metrics (items for measuring success)

Actual: summarize what really happened inrelationship to quality goalsList progress against metrics

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Budget: state original quality goal or goals forthe projectList key cost goals, expenditure limits

Actual cost/expenditures: summarize whatreally happened in relationship to budgetList progress against goals & limits

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Who was responsible for original plans?How did that work? Right set of people?

Was project well defined from beginning?Was there an actual written plan?How was the project plan communicated?How well did that work?


Was the plan a good one?What was good? What was missing?

Was the plan realistic?How did the plan evolve over time?Was the change good or bad?How did the changes affect the project?

Key areas for improvement:Make very specific recommendations.

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How was the project managed through R&D?Howmany teams, number of people, reportingstructure, etc.How well did that work? Improvements?

How did the R&D teams communicateWhat methods, timing, etc.How well did that work?


Identifying & solving technical problemsWere issues identified early enough?Were problems solved well?What worked? Didn’t work? Could be better?

Estimates & executionWere estimates on track with actuals?What helped people estimate well?What caused people to estimate poorly?

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Meetings: who/when/how oftenHow well did this work?

Communication: who/when/how oftenHow well did this work?

Changes: how tracked, communicatedHow well did this work?

Other methods: email, schedules, databases,reports, etc.


Was the exhibit properly prepared?Paperwork complete & accurate?Materials ordered & ready?

Did the exhibit meet show goals?Were there unexpected delays or problems?

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Did positioning match final product?Was positioning successful?Appropriate?Effective?Was product launch effective?Were marketing programs effectivelyimplemented?Did product & launchmeetmarketing goals?


Was channel & sales force appropriatelyinformed about product?Did product andmessagemeet customerneeds?Was timing appropriate? Cost?How do initial sales compare to goals?How was product received by attendees?

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Was staff prepared to work the show?Were they effective? Efficient?

How did staff do in achievement of showobjectives?How were staff issues resolved?Were support teams properly prepared?

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Summarize in quick bullet points specificthings that worked wellUse specific examples: “daily 15 minute morningstatus meetings worked well” instead of “teamcommunicated well”.Distribute or list network location of forms,procedures, reports, etc. that were found to beparticularly useful.


Summarize in quick bullet points specificthings that caused problemsTry to isolate specific attitudes, procedures,methods, timing issues, etc. that caused problems

How did team respond to problems?

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By department or management level, recordcritical recommendations for future productsof this typeDistribute document or network location ofmore detailed summary of your presentation


Learn the skillsPut them to use immediatelyWatch your results soar!

Session 40217 Basic Project Management

and Reporting Skills

Jerry E. Gerson Corporate Training & Measurement

Marketech3602803 Dason Ledge

San Antonio, TX 78258 210-492-5162

[email protected]

Copyright ©2017 Jerry E. Gerson All Rights Reserved

Copyright ©2017 Jerry E. Gerson All Rights Reserved (210)492-5162 2

PREFACE

The course concept, manual and the instruction offered were created by the instructor and have been designed to coincide with and support a multi-media lecture presentation.

It provides the participant with a basic working knowledge of the project management and organizational skills. It recognizes that the exact situation and approach within a participant’s company and exhibit marketing program may be different

This manual does not purport to be complete, nor is it intended to specifically endorse or support the products or services of any manufacturer, supplier or service provider. Important source information has been denoted throughout the text to call readers’ attention to additional information relating to the specific topics discussed.

CEUs are available upon successful completion of this seminar program. Visit the CTSM info desk for additional information and details.

For CTSM required courses, the content must be fully assimilated by CTSM program candidates. Material from these sessions are incorporated into quizzes and a comprehensive exam which must be passed in order to attain the CTSM credential. NOTE: CTSM required courses are all numbered in five digits.


TABLE OF CONTENTS

Preface .................................................................................................................................. 2

About The Instructor ............................................................................................................. 4

Essential Learning Components ........................................................................................... 5

Introduction, Purpose and Overview .................................................................................... 6

DEFINITION OF PROJECT MANAGEMENT ....................................................... 7 1.0 ELC – Project Management Institute 9 Knowledge Areas ................................. 7 2.0 ELC – Four Areas for Exhibit Managers to Consider ......................................... 9

OBJECTIVES ................................................................................................................... 9

3.0 ELC – Understanding Corporate Objectives: 4 questions ................................ 9

ORGANIZATION............................................................................................................. 10

4.0 ELC – Create Show/Event Project Teams ........................................................... 10

5.0 ELC – Effective Organizational Leadership ........................................................ 11

COMMUNICATIONS MANAGEMENT ........................................................ 11

6.0 ELC – Types of Communication ........................................................................... 11

7.0 ELC – Communicating Effectively at Meetings .................................................. 13

TASK MANAGEMENT/PROJECT TRACKING .................................................... 14

8.0 ELC – Task Management/Project Tracking......................................................... 14

9.0 ELC – Final Reporting on Show/Event Results .................................................. 17

Appendix ....................................................................................................... 20 Slides ....................................................................................................... 21-59


ABOUT YOUR INSTRUCTOR

Jerry E. Gerson Corporate Training and Performance Measurement

Marketech360

Jerry Gerson is a seasoned marketing, training and consulting professional based in San Antonio, Texas and is Corporate Training Associate for Marketech, Inc. As a professional trade show marketing consultant, Jerry works with a broad range of clients both nationally and internationally.

Jerry brings over 40 years of experience to his workshops combining practical knowledge and skills from his leadership positions in executive level management, sales and marketing management, and corporate turnaround experience. He has been responsible for the strategic development and implementation of major marketing, exhibiting and sales programs during his business career in the broadcast, cable television and healthcare software industries.

With a business-based approach, he puts it all into practice with his exhibiting consultation and workshops for clients including Janssen Pharmaceuticals, Inc., Teleflex Medical OEM, General Dynamics IT, KCI, Inc., exporTT Trinidad and Tobago, Learning A-Z, WhiteWave Foods, U.S. Army and many others.

Recognized as an accomplished and effective marketing consultant and trainer, Jerry is a highly rated Exhibitor Show Faculty instructor. He is also a contributing writer for Exhibitor Magazine, and other industry trade publications. His energetic and interactive style makes his programs enjoyable and memorable.

Copyright ©2017 Jerry E. Gerson All Rights Reserved 5

ESSENTIAL LEARNING COMPONENTS Basic Project Management and Reporting Skills

The Essential Learning Components listed below represent the main learning objectives of this seminar.These core concepts are the basis of the knowledge transfer objectives of the course.

1.0 Project Management Institute – Nine Knowledge Areas: According to the Project Management Institute, there are 9 Knowledge Areas crucial to good project management: Integration Management, Scope Management, Time Management, Cost Management, Quality Management, Human Resource Management, Communications Management, Risk Management, Procurement Management. Project management is accomplished through the use of 5 processes: Initiating, Planning, Executing, Controlling, and Closing.

2.0 Four Areas for exhibit managers to consider: There are four areas to consider when it comes to managing your exhibit/event marketing projects: Show/Event Objectives, Organization and Communication, Task management/project tracking, Reporting.

3.0 Understanding corporate objectives: You must understand your corporate objectives in order to guide the exhibiting process.Why are you exhibiting at trade shows? Who are your show targets? What do you want to accomplish and bring home? What must be communicated to the different targets?

4.0 Create show/event project teams: For each major show or event, consider who can be helpful in assisting you with the activities of planning, resourcing and executing. Solicit these people from inside and outside of the company. The team should ideally have: one person representing upper management, one from sales & marketing, one R&D, one customer service, someone from your exhibit house, etc. Limit the team to 5 or 6 people.

5.0 Effective Organizational Leadership: Just because you have the responsibility, doesn’t mean you automatically have the authority. Effective Organizational Leadership = Your ability to provide the team with a sense of purpose, a clear vision of success, a team unity, direction and a forum to assess problems and solutions.

6.0 Types of communication: Consistent, active communication is very important to project management. Communication style and content makes all the difference in your ability to lead your show/event project team. Consider two types of communication: Formal and informal.

7.0 Communicating effectively at meetings: Communicating effectively at meetings is an important skill. You must be able to set the agenda; allow for open discussion on ideas; guide open dialog while keeping it on track; keep communication pertinent to the tasks, focused on the deliverables and framed for timely completion.

8.0 Task management/Project tracking: Allows you to know which tasks are on schedule and which are not, where to divert resources and assistance, and it helps you to know when to act or react on tasks and issues. Use a Gantt chart to help you see the whole project in one view. It is about reporting and managing the details so the details don’t manage you.

9.0 Final Reporting on the Show/Event Results: Use a written post-show report to communicate the show/event’s successes and shortcomings. Be ready to give a true picture of the project’s planning, execution and expected outcomes, and be prepared to personally present the report to the stakeholders.


INTRODUCTION

Welcome! As exhibit and event marketing professionals, it is a pleasure to have you with us to discuss an important aspect of the profession – Basic Project Management and Organizational Skills. Careful planning and focused attention must go into all of the events you must produce for your company. How can you get your arms around it all?

PURPOSE AND OVERVIEW

During this workshop, we will examine some important fundamentals in the thought processes and practical applications that go into organizing and managing your exhibiting and event projects. This course is designed to give you a top-down view to assist you in developing a project management mindset. Throughout your CTSM coursework, you will acquire a myriad of tiplists and checklists to help you with your logistics. This course is about making them work. It is about how to integrate all of the important elements into a well-planned execution process so that you can maintain control and report your successes to the stakeholders in your organization.


DEFINING PROJECT MANAGEMENT

ELC 1.0 - Project Management Institute – Nine Knowledge Areas: According to the Project Management Institute, there are 9 Knowledge Areas crucial to good project management: Integration Management, Scope Management, Time Management, Cost Management, Quality Management, Human Resource Management, Communications Management, Risk Management, Procurement Management. Project management is accomplished through the use of 5 processes:Initiating, Planning, Executing, Controlling, and Closing.

So, you have just been handed the assignment of coordinating, planning and executing your company’s trade shows! This is not the time to panic – don’t worry -- you’ll have plenty of time for that! Good project management (1) forces you to organize the priorities and tasks, and (2) tells you how you are doing time and money wise. It really helps to keep it all from “ganging up on you” at the end.

You have to think about your gross tasks, the estimated durations, the predecessors (what must happen in which order), assign resources and bring everything together on time. Each trade show or event should be considered as a separate project, because each has it’s own time frame, requirements, target audience, logistical considerations, etc.

Project Management Institute Definition (PMI Body of Knowledge) and the Five Processes:

Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management is accomplished through the use of the processes such as: (five processes) initiating, planning, executing, controlling, and closing. The project team manages the work of the projects, and the work typically involves:

Competing demands for: scope, time, cost, risk, and quality Stakeholders with differing needs and expectations Identified requirements

It is important to note that many of the processes within project management are iterative in nature. This is part due to the existence of and the necessity for progressive elaboration in a project throughout the project life cycle; i.e., the more you know about your project, the better you are able to manage it.

According to PMI, there are Nine Knowledge Areas to consider: 1. Project Integration Management: processes required to ensure that the various elements of the project

are properly coordinated. It consists of project plan development, project plan execution and integrated change control.

2. Project Scope Management: processes required to ensure that the project includes all of the work required, and only the work required to complete the project successfully. It consists of initiation, scope planning, scope definition, scope verification and scope change control.

3. Project Time Management: processes required to ensure timely completion of the project. It consists of activity definition, activity sequencing, activity duration estimating, schedule development and schedule control.

4. Project Cost Management: processes required to ensure that the project is completed with the approved budget. It consists of resource planning, cost estimating, cost budgeting and cost control.

5. Project Quality Management: processes required to ensure that the project will satisfy the needs for which it was undertaken. It consists of quality planning, quality assurance and quality control.

6. Project Human Resource Management: processes required to make the most effective use of the people involved with the project. It consists of organizational planning, staff acquisition and team development.


7. Project Communications Management: processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information. It consists of communications planning, information distribution, performance reporting, and administrative closure.

8. Project Risk Management: processes concerned with identifying, analyzing, and responding to project risk. It consists of risk management planning, risk identification, qualitative risk analysis, quantitative risk analysis, risk response planning, and risk monitoring and control.

9. Project Procurement Management: processes required to acquire goods and services from the outside the performing organization. It consists of procurement planning, solicitation planning, solicitation, source selection, contract administration, and contract closure.

Compare the PMI descriptions to your job as an exhibit/event manager: 1. Exhibit/Event Integration Management: Incorporating all the knowledge areas, looking at your show from

a more strategic perspective and guiding all of the tactical activities day-to-day. It requires you to have a vision of success and leadership skills to guide it all.

2. Exhibit/Event Scope Management: Understanding of the entire scope of work (pre-show, at-show, post-show), the deliverables that need to take place to achieve the show objectives, and your ability to manage them.

3. Exhibit/Event Time Management: Management of all tasks and activities required to ensure timely execution of the scope of all deliverables and your ability to develop a clear and realistic set of timelines. It includes sequencing them, estimating duration, schedule development and schedule control.

4. Exhibit/Event Cost Management: Managing and developing clear estimates of the costs in each area of the projected budget, including third-party vendors. Realistic budget expectations and disciplined cost controls show the investment needed to ensure the expected quality end result.

5. Exhibit/Event Quality Management: Managing the quality of the processes so as to meet the show or event’s ultimate company objectives. It means planning and consistently managing the quality outcomes in the cost vs. benefit arguments that come with scope, time and cost of each element of your show or event.

6. Exhibit/Event Human Resource Management: Creating a strategy for attracting, selecting, motivating, and managing all the people involved in the show or event, including the stakeholders, in the right organizational structure.

7. Exhibit/Event Communications Management: Creating the mechanisms of keeping stakeholders and show team participants informed and involved throughout the life of the project are key success factors.

8. Exhibit/Event Risk Management: Assessing and preparing for what could adversely affect the outcome of your show/event project is important. Identifying and preparing for possible areas for risks and their consequences and the methods for reducing and/or avoiding them is crucial to the process.

9. Exhibit/Event Procurement Management: To solicit, source and select products and service providers, as well as to ensure that contracts are constructed and enforced effectively and fairly.


ELC 2.0 - Four Areas for exhibit managers to consider: There are four areas to consider when it comes to managing your exhibit/event marketing projects: Show/Event Objectives, Organization and Communication, Task management/project tracking, Reporting.

In terms of exhibit and event management, now is the time to step back and think about 4 areas of project management that you will need to master:

1. Show/Event Objectives 2. Organization and Communications Management 3. Task management and project tracking 4. Reporting

Harnessing and “getting your arms around” the project so you can fluidly guide it to a valuable-quality end result is the key. If you think about it, once you know the company’s overriding objectives; the specific show/event targeted objectives; the team of people with whom you can work and delegate; the width and breadth of your chain of communication and how you will communicate with them, you can then operate the project and track its completion.

Your organization and communication skills are just as important as your ability to manage the tasks and their details. A good balance makes a difference. For many of us, one or the other (organization or communication) tends to be our strength – and the other ends up needing focused attention. Now is a good time to realize which area is really the strength, and which one is the weakness.

SHOW/EVENT OBJECTIVES

ELC 3.0 - Understanding corporate objectives: You must understand your corporate objectives in order to guide the exhibiting process. Why are you exhibiting at trade shows? Who are your show targets? What do you want to accomplish and bring home? What must be communicated to the different targets?

Your ability to clarify objectives, guide the value of each department’s contribution, provide direction and vision, and to assess issues based on the company’s priorities is key to your success. It is going to take a team of people, and you have to guide the team.

Understanding your company’s overall marketing and sales objectives will Provide valuable corporate insight Provide understanding on departmental perspectives Help you plan and direct your efforts Make you a partner in the marketing and sales process

Get the answers to these 4 questions: 1. Why are you exhibiting at trade shows? 2. Who are your show targets? 3. What must be communicated to the different targets? 4. What do you want to accomplish and bring home?

Once you know the answers to these questions, you can better manage the communication that the exhibit will project to potential and existing customers. Be advised, however … when you begin to talk about objectives, you will find most everyone to be very “broad brushstroke.” Your goal is to get specific. Find out what these departments must specifically accomplish this year, and you will have a much better idea for how to guide the process of exhibiting and conducting special events.


ORGANIZATION

ELC 4.0 – Create show/event project teams: For each major show or event, consider who can be helpful in assisting you with the activities of planning, resourcing and executing. Solicit these people from inside and outside of the company. The team should ideally have: one person representing upper management, one from sales & marketing, one R&D, one customer service, someone from your exhibit house, etc. Limit the team to 5 or 6 people.

You have to have two types of organization: 1. Organization: where an orderly set of priorities apply in order to achieve a goal 2. Organization: a team of people who conceive and execute a task

Before you start constructing your team, think about: Who’s really in charge here? What do we need to accomplish? Who’s on the team? What are their responsibilities? How do we interact? Above me, who has the most vested interest in this project’s success?

Whether you solicit a formal trade show “team,” or simply begin by soliciting individuals’ “assistance,” it helps to have an Organization#2. Consider participants from the departments that have a vested interest in the show/event’s success and who can potentially motivate others: management, marketing, sales, R&D, customer service, your exhibit house.

Willing participants -- you need doers not talkers Management level endorsement makes it meaningful and can facilitate resourcing This is NOT “management by committee” – it is a “committee with a leader” – YOU!

Choose an upcoming show/event and make a list of the ideal team members you would consider soliciting to help you run this project:

Name Department Why you want this person – what they can contribute


ELC 5.0 - Effective Organizational Leadership: Just because you have the responsibility, doesn’t mean you automatically have the authority. Effective Organizational Leadership = Your ability to provide the team with a sense of purpose, a clear vision of success, a team unity, direction and a forum to assess problems and solutions.

Now, think about Organization #1. Your ability to provide the team with a sense of purpose, a clear vision of success, a team unity, direction and a forum to assess problems and solutions is important to your success. Your effectiveness will win you the resources and support you need.

Leading your team properly earns you the authority you need to get things done. Just because you have the responsibility, doesn’t mean you automatically have the authority. You earn it quickly by;

Exemplifying a higher and achievable expectation of excellence Creating team organizational action that gets things moving forward immediately Focusing the team and their respective strengths on the project – Helping and Hindering Forces

Internal Considerations: Your corporate culture, the individuals involved and your company’s business practices can make a difference. If your company has an “attitude” that really drives it forward, make sure you grasp your challenges with the same forward “attitude.” I would add this from my CTSM friend and colleague:

“Melanie De Luca's Tradeshow Guide: Critical Things You Need to Know, But No One Will Admit” Doing everything great is fantastic, but likely not realistic in your first time managing an event. Who is evaluating your performance in this assignment (careful...in addition to your boss, this may also include the head of a product line, sales management, or someone else)? What are their expectations of you related to this event? What are their expectations of the event outcome? How are their superiors measuring them, related to the outcome of the event? Focus on addressing those needs. Even focus narrower by applying the Paredo Principle: find the 20% of the problem that will improve things by 80%, and put your energy there.

If you meet or exceed expectations in those most critical areas, you will be earning points that may help you later in gaining support in the area of budget and resources, to help you broaden your focus in future events and start working on bringing business results that may be broader and more important to the company than just satisfying your management's expectations.

COMMUNICATIONS MANAGEMENT

ELC 6.0 - Types of communication: Consistent, active communication is very important to project management. Communication style and content makes all the difference in your ability to lead your show/event project team. Consider two types of communication: Formal and informal.

In the section on Organization, we addressed communication, because it was a natural place to talk about the quality and importance of good communication. Here, we will discuss a bit more about the kinds of and needs for consistent, active communication. Communication style and content make all the difference in your ability to lead your project team/organization.

Effective Communication is the bridge from Organization to Project Tracking. Again ask yourself these questions:

What do we need to accomplish? Who’s on the team? What are their responsibilities? How do we interact? Above me, who has the most vested interest in this project’s success?


Communicating and reporting to one another in your organization is a critical skill. You might think about communications management in four areas:

1. Communications planning – determining the information and communications needs of the stakeholders: who needs what information, when will they need it, and how will it be given to them.

2. Information distribution – making needed information available to project stakeholders in a timely manner.

3. Performance reporting – collecting and disseminating performance information. This includes status reporting, progress measurement, and forecasting.

4. Administrative closure – generating, gathering, and disseminating information to formalize phase or project completion. (PMI)

Consider it this way --How are you going to communicate? What “news they can use” will you send as content? What are the on-time successes in the process to report? What milestones can you consider met, or closed?

You can use both formal and informal communication: (Brenda Square)

Formal: Memos Reports Plans Appointments

Informal: E-mail: copying e-mails to key individuals on an FYI basis Verbal in-the-hall, or casual updates. Time when you see them on an informal basis Highlighted excerpts from formal reports: internal reports, press coverage, etc.

You will probably find that shorter, more formal communication will work well with the team, especially in the beginning. You will also find that your communication within the project team will take on a “rhythm.” Some people will answer you in short bursts; some will take longer but give you more in each e-mail. Learning to communicate in a rhythm with each person (that’s why 5-6 people on a project team is a lot) can be important.

Decide how it is easiest for you, because that’s how you will do it. If you are more creative in the mornings, draft your communications then. If you are more organized in your head later in the day, do it then (Jana Burke). But, once you start, make sure you are consistent about it, because your team members approach their day with your communication in mind. Consistency gets attention.

Good communication helps to educate, connect the links, quell politics, and overcome resistance. It becomes about “what’s right” instead of “who’s right.” Resistance comes in all forms. Resistance between people and departments is minimized by your active and consistent communication. This is especially true if your department is considered a “shared service.”


ELC 7.0 - Communicating effectively at meetings: Communicating effectively at meetings is an important skill. You must be able to set the agenda; allow for open discussion on ideas; guide open dialog while keeping it on track; keep communication pertinent to the tasks, focused on the deliverables and framed for timely completion.

When gathering your project team for a meeting, provide an agenda and review it at the top meeting. Sending out the agenda and meeting reminders to all participants ahead of the meeting gives them a framework for thinking about the meeting and providing valued content.

Ensure that you have a set amount of time for the meeting. Remember that most people consider most meetings to be a waste of time, and all of them certainly have other priorities. Allow time for open discussion on ideas. That’s how solutions are born. But, guiding the open dialog so that no person’s idea discussion becomes a speech is crucial. It is your job to keep meeting communication pertinent to the tasks, focused on the deliverables and framed for timely completion.

Some tips on conducting meetings: ___Prepare an agenda and send to all participants prior to the meeting. Plan for 1 hour, no more. Don’t plan for the end of the day – time constraints, family commitments – discourages open dialogue.

___Always start on time. It shows respect for those who came on time and shows latecomers you value everyone’s time commitment.

___Record agreed upon actions, in a “who’s going to do what by when” format. This minimizes misunderstandings about actions and allows the chairman to easily follow up.

___ Once all the appropriate information is shared, guide the committee toward decision making. This builds buy-in and commitment among committee members.

___Facilitate the meeting. Your job is to keep the meeting on target and stay focused on the results. Stick to the agenda and time schedule. ___ If someone takes a conversation off course, respectfully redirect them back to the agenda and refocus the meeting back to the task in discussion. ___ If people go off the subject, redirect them back to the topic.

___Involve everyone. The more participants are involved, the greater the buy-in and action on tasks.

___ Encourage full participation -- don't allow one or two people to monopolize the discussion. ___ When disagreements arise, refocus the discussion on results you want to achieve.

___Recognize and reward accomplishments. This sustains energy and commitment.

___Have fun. The more enjoyable the experience is, the better the attendance, the greater the quality of result. ___End the meeting when the business is done. Too many meetings drag on to fill the planned time frame. Ending at the completion of the business builds confidence in the project leader and commitment by the participants.

(Sources: adaptations from Marsha D. Egan, Tom Welch)


TASK MANAGEMENT AND PROJECT TRACKING

ELC 8.0 - Task management/Project tracking allows you to know which tasks are on schedule and which are not, where to divert resources and assistance, and it helps you to know when to act or react on tasks and issues. Use a Gantt chart to help you see the whole project in one view. It is about reporting and managing the details so the details don’t manage you.

This important skill is all about managing the project (getting your company ready to exhibit or participate in an event) tasks i.e., having organization in your organization (a/k/a Organization #1 in your Organization #2). Managing the details should happen before the details manage you.

There are many areas that need attention. You must have a way to track the time, quality and budgeting of all of the tasks that make up the project.

There are some tools to consider: low-tech tools; high-tech tools.

Low-tech: Tabbed spiral notebooks and/or 3-ring binders, and a pen: This is obviously the easiest and least

expensive way to manage information and tasks. You will probably need at least one tab for each area of attention:

o The show: sub-tabs for all show management services and deadlines o The exhibit: sub-tabs for everything from structure to transportation o Corporate departments o Staff o Travel o Budget o Objectives, messages, lead management

Gantt Chart: Named for Henry L. Gantt, an American engineer, it is basically a horizontal bar chart that graphically displays project relationships across a period of time. The bars are different lengths depending upon the amount of time they represent across the process of completing your project. The low-tech form can be done on a simple piece of graph paper. With your listed project tasks down the left side, and your timeline across the top, you simply draw the bars horizontally from the start time to the end time of the task within the project. This allows you and everyone to see how much time is needed, how many tasks are in process at the time and how it call comes together at the end to result in a well-planned show or event.

High-tech: Software to which you might already have access that you can adapt for your use:

o MS Outlook calendar o Spreadsheet programs o Word processing o Calendar programs o Database programs

Project management software: there’s an assortment from inexpensive shareware to more costly specialized programs

o MS Project o ExhibitForce.com o TRAQ-IT: software specifically produced for exhibit and event managers o ShowGo: software specifically produced for exhibit and event managers

Whichever method you choose, it is important to track each element in your process so you know where you stand. One thing we all find out sooner or later is that doing by the seat of our pants can make life very frustrating.


Task management/Project tracking allows you to know which tasks are on schedule and which are not, where to divert resources and assistance, and it helps you to when to act or react on tasks and issues. It also assists you in reporting to your stakeholders and superiors. At a moment’s notice, you can report on progress toward different shows. And, if you are planning and executing several shows or event in short time period, your task management/project tracking will be invaluable.

BASIC STEPS

1. Brainstorming – make a listing of the gross tasks and sub-tasks 2. Estimate the durations of each task – how much time will it reasonably require, due

when3. Determine the predecessors – what must happen in what sequence 4. Assign the resources – who will get these tasks accomplished 5. Report on the milestones and the progress of the project as a whole

Make your project chart into these basic headers

Tasks/Sub-tasks Duration Start Finish Predecessors Resource Name(s) SHOW INFO

Dates, times, show location, booth size and location Show demographics Show management/services contacts lists I & D schedule, etc. Sponsorships

OBJECTIVES AND MESSAGES Company Marketing Objectives

CorporateSalesMarketingProduct(s)/Service(s)

SPECIFIC OBJECTIVES FOR THIS SHOW CorporateSalesMarketingProduct(s)/Service(s)Types and number of leads Demonstrations, Live Presentations, etc. Specific Messages

OUR EXHIBIT SizeGraphics needs Refurb needs Logistics

PRE-SHOW, AT-SHOW, POST-SHOW PROMOTION Promotional products At-show execution, lead gathering Post-show promotion

STAFFING StaffTravel arrangements Pre-show briefing

BUDGET


SIMPLE GANTT CHART

SIMPLE PROJECT/TASK STATUS REPORT

Objectives

Final Obj

Messages

Final Msg

GraphicsFinal Gfx


JAN FEB MAR1 8 15 22 29 5 12 19 26 5 12 19 26

Show time!

Objectives

Final Obj

Messages

Final Msg

GraphicsFinal Gfx


JAN FEB MAR1 8 15 22 29 5 12 19 26 5 12 19 26JAN FEB MAR1 8 15 22 29 5 12 19 26 5 12 19 26

Show time!

Date: Week Ending: 2

Project Start:

Project: On Target

Project Completion:

Project Phase:.

Deliverable/Task/Issue Owner Description/Status Due Date

Status Codes On Target Delay Possible Project at Risk

Accomplishments This Week:.

Upcoming Tasks for Next 2 Weeks:


ELC 9.0 – Final Reporting on the Show/Event Results: Use a written post-show report to communicate the show/event’s successes, shortcomings and recommendations. Be ready to give a true picture of the project’s planning, execution and expected outcomes, and be prepared to personally present the report to the stakeholders.

Post-Show Project Report

Performance Against Goals Goal: state original goal or goals of project

– List key metrics (items for measuring success)

Performance Against Schedule Plan: summarize original schedule of project

– List key milestones

Performance Against Quality Quality goal: state original quality goal or goals for the project

– List key metrics (items for measuring success)

Performance Against Budget Budget: state original quality goal or goals for the project

– List key cost goals, expenditure limits

Post-Show Report By Department

Show/Event Project Planning How Was the Project Planned? Who was responsible for original plans?

– How did that work? Right set of people? Was project well defined from beginning?

– Was there an actual written plan? – How was project plan communicated? – How well did that work?

Show/Event Project Planning Was the Plan the Right One? Was the plan a good one?

– What was good? What was missing? Was the plan realistic? How did the plan evolve over time?

– Was the change good or bad? – How did the changes affect the project?

Key areas for improvement: – Make very specific recommendations.


Research & Development How Was R&D Managed? How was the project managed through R&D?

– How many teams, number of people, reporting structure, etc.– How well did that work? Improvements?

How did the R&D teams communicate – What methods, timing, etc. – How well did that work

Research & Development How Effective & Efficient Was R&D? Identifying & solving technical problems

– Were issues identified early enough? – Were problems solved well? – What worked? Didn’t work? Could be better?

Estimates & execution – Were estimates on track with actuals? – What helped people estimate well?– What caused people to estimate poorly?

Show/Event Project Management How Was the Project Managed? Meetings: who/when/how often

– How well did this work? Communication: who/when/how often

– How well did this work? Changes: how tracked, communicated

– How well did this work? Other methods: email, schedules, databases, reports, etc.

The Exhibit Was the exhibit properly prepared?

– Paperwork complete & accurate? – Materials ordered & ready?

Did the exhibit meet show goals? Were there unexpected delays or problems?

Marketing Did positioning match final product? Was positioning successful? Appropriate? Effective? Was product launch effective? Were marketing programs effectively implemented? Did product & launch meet marketing goals?

Sales Was channel & sales force appropriately informed about product? Did product and message meet customer needs? Was timing appropriate? Cost? How do initial sales compare to goals? How was product received by attendees?


Exhibit Staff Was staff prepared to work the show?

– Were they effective? Efficient? How did staff do in achievement of show objectives? How were staff issues resolved? Were support teams properly prepared?

Key Lessons What Went Right Summarize in quick bullet points specific things that worked well

– Use specific examples: “daily 15-minute morning status meetings worked well” instead of “team communicated well”.

– Distribute or list network location of forms, procedures, reports, etc. that were found to be particularly useful.

What Went Wrong Summarize in quick bullet points specific things that caused problems

– Try to isolate specific attitudes, procedures, methods, timing issues, etc. that caused problems How did team respond to problems?

Recommendations By department or management level, record critical recommendations for future products of this type

Distribute document or network location of more detailed summary of your presentation

YES, IT REQUIRES A LOT OF EFFORT

No doubt, you have looked at it all and probably said some “why am I doing this to myself” kinds of things in your head. Congratulations!! You’re normal!!

As you embark on your path to great experience as an exhibit and event manager, you will come to know that these skills we discussed here are valuable, not only to this job, but also every other endeavor. These are the foundational skills of great leaders and managers.

Learn these skills, put them use immediately, and watch your results soar!


Appendix

The following listings are provided to direct attendees of this course to sources of additional information on the topics presented.

PRINT

Project Management Body of Knowledge, Project Management Institute, www.pmi.org Flight of The Buffalo, James A. Belasco and Ralph C Stayer,Warner Books, Inc., New York

The Experience Economy, by Pine & Gilmore, Harvard Business School Press, 1999

The Oz Principle, by Connors, Smith, Hickman, Portfolio Hardcover, revised 2004

HELPFUL RESOURCES

Exhibitor Magazine gantthead.com 206 S. Broadway, Suite 745 4035 Ridge Top Rd., Suite 300 Rochester, MN 55904-6565 Fairfax, VA, 22030 www.exhibitoronline.net www.ganthead.com

Sales & Marketing Management Project Management Institute 770 Broadway Four Campus Boulevard New York, NY 10003 Newtown, PA 19073-3299 www.salesandmarketing.com www.pmi.org

The Power of Exhibitions I & II Marketech360 Center for Exhibition Industry Research Jerry Gerson 8111 LBJ Freeway, Suite 750 2803 Dason Ledge Dallas, TX 75251 San Antonio, TX 78258 (972) 687-9242 (210) 492-5162 www.ceir.org [email protected]

Exhibit Surveys, Inc. 7 Hendrickson Ave. Red Bank, NJ 07701 (800) 224-3170 www.exhibitsurveys.com

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