BHT2063s

EVENT OPERATIONS MANAGEMENT

CHAPTER 2
PROJECT
MANAGEMENT OF
EVENTS
TOPIC OVERVIEW
• Benefits of project management
To understand the benefits of applying project management concepts
to events
• Key project management principles
• Phases of event management
To explain the processes of an event

Instructor note: CLO 1

 SIMILARITIES VS DIFFERENCES

Events Project
Definition A specific ritual, presentation, performance or Similar to event as a ‘ temporary endeavour undertaken
celebration (Allen, 2000) to create a unique product or service’ (PMI, 2013)
Common Temporary: temporary in nature – begin when authorization is granted and end once objectives are achieved
characterist- Unique outputs: requires a particular combination of factors: location, date, resources and personnel. Thus, the
ics experience of planning and managing events and projects will never be the same
Executed by teams: executed by teams formed for that specific purpose (Matthews, 2008)
Outcome-based evaluation: Due to uniqueness, both are difficult to evaluate. Hence, both are measured based
on the outcomes or the objectives to be achieved (Jugdev and Maoeller, 2005)
Key Execution and consumption are simultaneous Execution and consumption are separate
differences
Dates for celebratory and reunion events generally Certain project categories date can be negotiable
cannot be adjusted

Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd ed., pg. 65-68
 BENEFITS OF PROJECT MANAGEMENT
Where project management can contribute is in helping to formalize processes such as planning, scheduling, resource allocation,
communication and documentation (Schnitzer et al., 2020). Thus brings the following benefits to event managers operating in the current
business environment.

1. Requirements Management, Coordination and Communication

• Events require the coordination of a group of stakeholders, each with distinct needs or requirements (Ali-Knight et al., 2009)
• Stakeholders progressively increased in number and diversity when events grow in complexity
• Project management can provide robust set of tools for integrating and disseminating event information, supporting coordination processes

2. Responsible Event Management

• Adaptation to current trends of environmental sustainability, social sustainability and ethical values in project and event activities (Thompson and
Williams, 2018)
• Request for minimize the impact of activities or provide social value using guidelines provided by a sponsor or a standard
• Project management possess an array of tools that can generate traceable documents, improving the transparency of planning process and execution

3. Knowledge Transfer
• Project management processes can capture information like lessons learned from previous event experience which can be invaluable when designing
future events
• Project management can also support the development of an internal database of event management knowledge
• These information forms a valuable input into planning and delivery of future events – eg.&enable
Ferdinand fasterEvents
Kitchin (2022). training of volunteers
Management: and selection
An International of appropriate
Approach, 3 rd ed., pg. 68-69
The Responsible Event Project Management Model
Demand to stage experiences of greater complexity within resource constraints require not only meet the expectations,
but the delivery processes enable efficiency and transparency.
Two areas are assessed to determine whether an event has been successful: the achievement of event objectives and
the effectiveness of event management processes (Albert, Blave, and Spang, 2017).

Event Objectives
• Feasibility
• Viability
• Desirability
• Stakeholder Expectations

Event Processes
• Phase 1 – Initiation
• Phase 2 – Planning
• Phase 3 – Implementing Process Phase
• Phase 4 – Event Execution
• Phase 5 – Event Closing
Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd ed., pg. 72-74
 Event Objectives
Feasibility Viability
• All components of the event to be delivered, desired level of • The need to achieve financial goals
performance and means of supply • Personal or hospitality events need to fit within
• Tangible (eg. stage equipment, décor) and intangible (eg. licenses, organizational financial constraints or budgets
skills) inputs required to deliver event outcomes – meet the • Other types of event may require to generate an expected
appropriate level of performance or quality return or profit
• Event team needs to assess the source of tangible and intangible
inputs either internally or from suppliers

Desirability Stakeholder Expectations

• Need to be desirable to both internal and external stakeholders • Planning and executing an event is a learning process for
• Measures an event’s attractiveness both event managers and stakeholders
1. exciting concept serves to interest planners and encourage active • Stakeholders are defined as parties with an interest or
support affected by event outcomes
2. Differentiates the event from competing offerings, allowing event • Early conceptualizations of project management sought to
promoters to build anticipation of a unique or distinctive experience to separate changes in stakeholder expectations from project
a potential audience deliverables
• However, this approach often resulted in outcomes that did
not meet changing stakeholder demands
• Thus, there is a need to incorporate these changing
expectations, updating plans as necessary.
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Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd ed., pg. 73
Desirability Source: Ferdinand & Kitchin (2022)
 Phases of project management (Event processes)

Once initial objectives have been agreed and accepted by stakeholders, detailed
planning of resources, time and services can be initiated.

Phase 1: Initiation
 The goal is to identify all potential ideas and determine which one is best
suited to meeting event objectives
 confirms the need for the event, examines alternative event concepts and
decides on the concept that best needs the overall event objectives
 few resources are committed and greater opportunity to influence the
outcome at the lowest possible cost.

Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd ed., pg. 75-78
Phase 1: Initiation
1a: Initiation inputs
• Identification of stakeholders and understand their particular interests: employees, shareholder,
senior management, customers, government, special interest groups and competitors, medias and
local community
1b: Initiation activities
• When developing event concepts, useful structuring device of Goldblatt (2002) can be applied, 5-
W’s framework
• To brainstorm or generate a range of ideas that will meet the event objectives.
• For small events, brainstorm can be among team alone. Whilst large public events necessary to
involve external stakeholders to contribute and evaluate ideas as well as examine environmental
and social impact of the event
1c: Feasibility
• Review assesses the resources along with the performance level required to deliver the event
• Determine if the resources can be provided directly from event team members, through
volunteers or from suppliers.
• Requirements of licenses or permits
Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd ed., pg. 75-78
Phase 1: Initiation
1d: Viability
• Determine if the event meets the cost or revenue generation criteria
• Generating an estimated cost to stage the event
• Proposed means of funding can be either internally, or through ticket sales, donations and so on
are sufficient
• For events that required to earn revenue, expected profitability for each option can be forecasted
1e: Desirability
• Internally, event concepts can be evaluated based on the attractiveness of the event team.
• Externally, the concepts should be compared to events that are planned during the same
timeframe
1f: Outputs
• Identification and monitoring of internal and external constraints
• Internal constraints – can be monitored using feasibility, viability and desirability dimensions (eg.
working with stakeholders)
• External constraints – factors imposed on the event such as legal requirements, suppliers and
competitors. Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 ed., pg. 75-78
rd
 5-W’s framework from Goldblatt
(2002)
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 these events

Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd ed., pg. 75-78
 Phases of project management (Event processes)

Phase 2: Planning
This stage elaborates the selected idea and determine the resources required to deliver
Converts the description to detailed working procedures that enable execution of event
activities:
 Work breakdown structure
 Work schedules and deadlines
 Budgets and cash flow
 Areas of high risk, uncertainty and contigency plans
 Personnel plans and resource utilization plans
 Procurement plans
 Documentation management plans

Planning is an iterative process due to the complexity of events and the need to
incorporate stakeholder input
Event team may consult with stakeholders to ensure that resources are still available
before detailed planning can begin Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd
ed., pg. 78-83
Phase 2: Planning
2a: Define event deliverables
• Event initiation activities produce a description of an event concept that best meets stakeholder
requirements.
• Product breakdown structure (PBS) is a tool that supports the process of refining the concepts
into actionable components
 highest level of PBS refers to event
 second level refers to major event components eg. venue, décor, entertainment
• PBS then converted to work breakdown structure (WBS) which identifies the activities required
to deliver event components
 element focuses on activity, not deliverables
 lowest level called as ‘work package’, where time and resources are estimated
 simplifies communication among various stakeholders by provide a standard representation of event
components in a graphic format
 aid to refine these components to work packages that can be completed by team members or suppliers
 should be reviewed by stakeholders to ensure that all event elements are accounted for
 should be further refined and updated to reflect any changes

Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd ed., pg. 78-83
 PBS

WBS

Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd ed., pg. 78-83
Phase 2: Planning
2b: Determine resource requirements
• Type and amount of resources can be obtained by compiling data from individual work
packages
• once collected, event managers can plan how to acquire them, either internally or
from suppliers.

2c: Estimate duration and effort for event

• Determine the duration of each activity
• Responsible party should provide an estimate for each work package based on
available historical information or expert judgement
• Estimates for work packages should be less than the reporting period for the event to
support later control activities
• Consideration to decompose the work package into lower levels
Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd ed., pg. 78-83
Phase 2: Planning
2d: Sequencing of work packages
• Working out the order or sequence of work packages
• Some work packages are dependent on previous activities.
• Identification of the sequence of dependent work packages are needed to determine the overall time required

2e: Scheduling
• Creation of draft event schedule
• Can be done in the form of Gantt chart – displays activities using a vertical and horizontal axis.
• However, it does not sufficient to support event delivery

2f: Function or run sheet

• Used to show the sequence of activities during the event staging
• Showing the key elements of the event, their exact timing along with any critical decisions to be made
• More complex events may incorporate a customer processing chart that anticipates how event attendees will
enter and move during the event

Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd ed., pg. 78-83
Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd ed., pg. 78-83
Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd ed., pg. 78-83
Phase 2: Planning
2g: Costing and budgeting
• overall event cost can be determined by tabulating costs in the WBS
• For large events, cash flow determining financial requirements during
preparations is necessary
• This cash flow can be generated by compiling weekly or monthly work package
costs using the event schedule.

2h: Risk management plan

• identify sources of risk, determine their possible effect and plan responses.
• Risk can be identified from the WBS and event flow chart where detailed
overview of event activities and processes are provided

Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd ed., pg. 78-83
 Phases of project management (Event processes)

Phase 3: Mobilizing
• At this phase, event team ensures that the event scope is delivered in a manner that meets
stakeholder needs within cost requirements
• The actions descried in work packages are executed to deliver outcomes described in the
WBS
• Team needs to monitor and control activities to prevent unwanted outcomes
• Need to determine the appropriate response to risk events, generally using actions
described in the risk plan
• Evaluation of event performance and communicate the progress to stakeholders
• Decision on necessary corrective actions if variance occurs that may influence event
outcomes
• For larger events, testing by experts and the findings to be communicated to stakeholders
• A pre-evaluation report may be completed at the end of implementation that can provide
useful data such as expected attendance.
Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd ed., pg. 83
 Phases of project management (Event processes)
Phase 4: Staging
• Stakeholders will decide whether to approve or not the resources for staging the event
based on the pre-evaluation report findings
• Data from pre-evaluation report used to update the run sheet, ensuring the document
reflects the site and supplier realities
• Coordinators manage the process from pre- to post-event, ensure that activities are
executed in the planned sequence and to the desired level of quality

Phase 5: Closing
• Considered as a critical element in improving event planning and delivery
• Documentation to be archived
• Event team reviews event documents to determine any lessons learned
• All event-related financial issues should be resolved including supplier contracts
• Any assets created specifically for event must be transferred to the relevant operating authority

Ferdinand & Kitchin (2022). Events Management: An International Approach, 3 rd ed., pg. 84
 Parameters Project Management Event Management

Focus It mainly focuses on management of project activities until its It mainly focuses on each and every aspect related to
completion. events.

Duration It is a temporary management process. It is a permanent management process i.e. an ongoing

process.
Event manager have less responsibilities than project
Responsibilities Project manager have more responsibilities than event manager. manager.

Factors affecting project management includes internal relationship, Factors affecting event management includes financia
Factors management tools, network as planning tool, time complexity, factors, timing and location, publicity, risk in costs,
improper risk management, etc. environmental issues, short lead times, etc.

Process Process of this management includes initiating, monitoring, planning Process of this management includes initiation, plannin
project, controlling, and finally closing project. implementation, event and finally closure.

Its benefits include accurate increase customer satisfaction, saves Its benefits include increase level of creativity, save tim
Benefits costs, reduce risk related issues, improve team collaboration, etc. effective risk management, measurability, increase leve
of satisfaction, etc.

Objectives Its main objective is to identify methods or techniques that one can Its main objectives is to manage and control all events
use and complete project effectively in given period of time. that might occur during operations of service.

Type of project management includes six sigma project management, Types of event management include event coordinatio
Types agile Programming project management, Lean project management, event entertainment, event designs, appreciation event
etc. etc.

Difficulty Project management is more difficult than event management. Event management is less difficult than project
management.