Lim Sei cK

 There are considerable similarities between the management of projects and of events.  Both are unique, time-limited operations.

Objectives and getting started ↓ Planning ↓ Organizing and preparing the event ↓ Implementing: running the event ↓ Divestment / legacy

Conception ↓ Definition ↓ Production ↓ Operations ↓ Handover or divestments

 In setting objectives for an event, these can be tested using the SMART formula:  Specific  Measurable  Achievable  Realistic  Timely

 Specific : not framed or worded badly, or are confusing  Measurable : being able to know whether they are being achieved, or whether progress is being made towards them  Achievable : it must be genuinely possible to put on the event  Realistic : irrespective of whatever flights of fantasy the clients may want you to achieve  Timely : taking into account what can be done in the time available

 The use of work breakdown structures  Project planning  Gantt charting  Risk assessment

 The job broken down into its rough component parts  Identify the work that one person or a related team of people can do.

 Identification of critical tasks and external dependencies  Critical tasks are essentially those functions that must be completed first, in any sequence of activities, for the activity to proceed.

 Concentrate attention on the jobs  Provides the framework for setting deadlines for checking progress

 Two critical tasks:   identification of venue   construction of the tent  Construction   setting up the framework   fitting of the external covers  Once these things are achieved other activities can take place.

 The follow on tasks are called dependencies.  External dependencies are those issues that are outside the event co-ordinator’s direct control  EG: Having to hire furniture for an event.  The more external dependencies a project has, and the more unusual they are, the more risk there is of the project going wrong or failing completely.

 Using software such as Microsoft Project  By hand using graph paper.  ‘Decorate venue’ may be a perfectly adequate statement of a task, but ‘Put green balloons one metre above the doors’ is over- specification.

 It shows:  the various tasks that have to be done in a time-sequence order;  what the various tasks are;  how long they should take;  when they should be completed;  what happens if a task, especially a critical task is delayed.

 The filled black boxes:  the tasks completed so far  The white boxes:  those still to be done  Various things were ordered and arranged.  Only one item is shown as having been ordered – the flowers

 It does not show the resources available to do the job.  Someone may be given too much work to do in the time available.  It may be difficult to find out how long things genuinely take to do.

 In some cases, Gantt chart might be best applied backwards, starting at the deadline and working back in order to find out how long doing something will really take.

 Work out a simple Gantt Chart for the event:  “Surprise birthday party for our classmate”  1. List down the various tasks that has to be done.  2. Work out a time sequence order.  3. Draft a simple Gantt chart.

 The events co-ordinator must address the possibility that something might go wrong at an event.  Risk assessment is a way of attempting to identify potential risks and taking steps to reduce or mitigate them.  It is also the starting point for being able to produce contingency plans and emergency procedures.

 Risks to staff and others  Risks in marketing an event  Risks in health and safety  Risks in catering provision  Risks in crowd management  Risks in security  Risks in transportation and deliveries

 The outcome of careful risk management might be to save someone’s life.  You are then likely to be faced with a choice of approach, either fairly conceptual or broadly processual, in deciding the best way forward for your specific event.

 After dealing with the criticality of addressing the appropriate scope and detail of the likely risks facing your event, you can work out a Risk Assessment table.

 The event taking place is a small regional kite-flying championship, which happens to be taking place next to a cricket ground on the same day as a cricket match.  Naturally, each event is different, and the impact must be assessed individually.

 1: Assessment  2: Evaluation  3: Control measures  4: Recording activity

 In assessing the risk at events, our initial judgment can be based on existing practice and on an awareness of what constitutes the routine and predictable and what does not.  Low risk events  Medium risk events  High risk events

 Typically, these are indoor events;  It involves no unusual or specialist activities;  There is already considerable expertise and experience amongst management and staff.  Examples: banquets and dinners, either indoor or in marquees.

 Very large indoor events, in locations that the public might not attend regularly,  Alternatively where these are outdoor, involving large numbers of people, but with no obvious or perceived dangerous activities.  Examples: large-scale sporting competitions, public shows and street festivals.

 Events involving significantly large number of people in activities and locations they are unfamiliar;  Where there is little or no existing knowledge or experience of the event.  Examples: high speed racing events, large- scale complicated open air events (1 st time)

 Event managers and coordinators should strive to ensure that they provide a safe event and a safe environment for all concerned.  In all events, but especially high risk events, the need for adequate and sufficient staff training, is absolutely vital.

 You are in charge of organizing a wedding banquet for a couple at KIGS. You need to make sure that the location is safe for all the attendees.  Carry out the risk assessment and present your findings accordingly.  This is an INDIVIDUAL task!