Events as projects PDF

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Events as projects  Has specific time periods  Set or limited amount of resources that is included in events such as Human Resources and target (different target that you want to achieve)  What makes events different: o Moveable event date o Stakeholders may be different e.g. sponsors, community – making it more complex o The event length may accumulate o Budget – set amount or an estimation of resources may fluctuate Event Initiation  Initiation stage – come up with different concepts or produce a client brief  Mission and vision statements  Feasibility study o Estimating the resources e.g. do we have the market or skills for these resources Event Planning  Planning phases is about working out all of the things that have been done  The scope of work is used to be able to tell all stakeholders on what the event looks like and how each stakeholder group is involved  Work Breakdown Structure (WBS)  Organisational structures links to human resources  The role of volunteers is becoming more significant in events (can be given significant roles within the event)  Venue/site selection (the role of the venue or it can be a wow factor of the whole event)  Budgets – cash flow is sued to work out where are you getting income from and maintaining the use of cash for each stakeholder group o Decrease financial mismanagement  Transport management plan is highly beneficial as you are trying to communicate and be transparent about the event and venue as a whole – meaning you are taking consideration of the roads  Risk management – top consideration because you are upholding your duty of care and identify what the risks might be, analysing them on how they and how they would be occurring

Event Implementation  What you can do to ensure that all of the things have been delivered e.g. Gantt chart, event manual and a production schedule Event Monitoring and control  Run sheets is an example for monitoring and control mechanisms  Time phases: pre, current, historic  Run sheet can be a control measure in the current time frame  Evaluation is you are doing things right or smoothly Event Shutdown  What worked and what didn’t throughout the event and if the event itself was either a success or a failure  Reports back to government about staff– HRM Evaluation  Who would you report it back to? o E.g. sponsors, stakeholders  Different options or processes of your evaluation and it these processes can be informal or formal e.g. community meetings or looking at media reports about the event Contextual Factors  Economic, social, political and technological factors can cause conflicts towards the event that you are producing e.g. social trends or phases in the market  Codes of ethics and codes of professional conduct to professionalise the vent industry to ensure that event planners are acting responsibly (individual and organisational responsibility) 2 parts of the exam  20 Short answer question e.g. half a page o List or briefly describe these things  2 ext. response questions and choose 1 extended response question e.g. 2 and a half pages o Add case studies and examples

EVENT REVISION TUTE  20 short answers and 1 extended response  Short answer questions are 4 marks each  Case studies from readings would be included within the exam Planning Context  What is the point of event management? o Coming up with an idea and finding about the processes and planning tools that are needed to implement an event. o Tools, staff, budget 

Event planning process – what do we need to plan? o The graph that shows how all the contextual factors interrelate to each other such as environmental and financial factors

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What are contextual factors? o Things that directly and indirectly affect the event such as political, financial, technological and social factors

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Feasibility studies o Justifying whether the event is worth the risk

Event Initiation (1)  Why do we need a very clear event concept? o Use the 5Ws to see that you want to do and what you want to achieve  How can an event scope help us? o A clear and concise description of an event o Vision: brief statement on the plans and future plans o Mission: statement of purpose o Goals: broad statements – provide direction and aims o Objectives: a breakdown of goals (something to measure your success e.g. using the SMART objectives) *Understanding the value of strategic planning *Clear, concise and realistic – provide a real life example Event Initiation (2)  Feasibility analysis – is the event worth the risk? o Tenders, client briefs o Provides clarity for stakeholders o Can act as a pitch to stakeholders  Bidding for events (process) o Changes the location of the event e.g. the Olympics or conferences  To gain more media or publications about the event or how it is socially displayed  Tenders and client briefs o Clients briefs is when organisations seek advice on how the event would be produced

o Ethics and event management such as the code of conduct and the code of professional conduct Event Planning (1)  We need structure to ensure the event runs smoothly o Scope o Event resources o WBS o Event Organisational Structure  Functional (organises your structure into teams making more structure and order when doing tasks – common for larger and complex events as there are more clearly defined roles  Matrix (treats various aspects of an event separately – common for multi-venue events – each venue has a mini organisational structure for each venue used e.g. the Olympic games)  Pulsating (based on staff requirements whether if you need more staff – for small events that have a limited budget)  Network structure (enlisting suppliers and the event company coordinates them) *Know the pros and cons on the different planning tools (IN THE EXAM) Event Planning (2)  Event planning tools and software o Virtual events o Floor plan o Registration and ticketing o Apps to aid for patron experience  Budgeting – it is not just about making $ and paying the bills o Control and measure of your expenses and cost savings o Revenue streams o Contingency plans Event Planning (3)  Human resource management process  Volunteer management o Most events depend on volunteers o There are more than free labour o Volunteers are often the first point of context with the event patrons o They play a major role in executing of events Event planning (4)  Why should we care about supplier’s selection, contracting and management?  Site/venue selection, layout and design o Functional v patron experience o Traffic and transport planning  Are all event affected?

Event planning (5)  What is risk management? o Measure current and future risk that can occur throughout the event o Impacts on the health and safety of all stakeholders o Involves cost to build a risk management plan and to decrease it as well o Having liability and insurance o Minimise risk to it would not affect a company’s reputation  Why is a contingency plan necessary in events management? o Flow of communication between staff members o Knows what happening and who is in charge Event Delivery and Shutdown  Event delivery (implementation) o Production schedules o Run sheets o Gantt charts o Checklists o Event manuals  Event control o Making sure that things are happening when they should be, if not you should address them by making measures e.g. checklists and by having competent and experienced staff members 1. Predictive (anticipation and identification) 2. Monitoring (benchmarks, run sheets, checklists) 3. Feedback 

Event shutdown (what it is and why is it important for it to be accounted for?) o Clean up (rubbish, transport and environmental plan) o Physical infrastructure or the removal of props, decorations, staging, floor, AV o Stakeholder and volunteer management o Review the event

Event Evaluation  Why do we evaluate events? o To see if it was a success or failure o Did we achieve the objectives o How can we improve and report to stakeholders on how they performed o What legacy did you leave behind? o You can evaluate pre, during and after the event  What can we evaluate? o Economic outcomes (profit) o Tourism outcome o Social factors (demographics)

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o Management systems (how did the team perform) o Technological factors (new software used) o Suppliers (new supplier used) How can we evaluate? o Reports and observations o Merchandise or food sales o Conduct surveys (with attendees or volunteers) o Follow up calls o Software or apps and run surveys there o...