1. Project Management for Special Events
William J. O'Toole
وليم أتوول
Project Management for Special Events
December 2012

2. اهلا وسهلا ب Who am I – William J. O'Toole - Bill وليم أتوول
 وليم أتوول
Events Development Specialist
Australia mobile : +61  ,
local number Dubai (0)
Website:
Address: 30 Cox Avenue Bondi Beach 2026 NSW Australia, استراليا

3. Learning Objectives
Understand the science of project management and how to apply it to an event
Set objectives and measure success
Create an event management system/manual and checklists for your next event
Understand and improve event finance, sponsorship and cost control
Undertake risk management using the world standard

4. Trends It is now a profession with many textbooks
It has risk management and ISO31000
Like engineers, accountants and doctors you are part of an international network
It now has a recognised methodology and an International Competency Standard EMICS 4

5. Events as Assets Trends
Companies and government departments are rationalising and streamlining their events under an events strategy
Individual events are seen as part of a portfolio of events that is part of the overall strategy of the business.
ROI and value creation are the measures of success including intangible value such as brand and good will 5

6. Events are assets to your company
Trends
Events are assets to your company
Intangible outcomes – but they can be measured
Three ROI for every asset:
Commercial
Social Capital
Goodwill (brand)
Your company must choose which project to allocate resources
You need to justify it.
Not for just one event - for the portfolio
Governments do this by preparing an events strategy

7. Creating the event management system
In groups – decide on an event
Decide the scope: what, where, when, how long and how many people.
Create this system
This is now found as a spreadsheet sent separately to you.

8. Event Phases
Initiation – where does the event come from? why is it there? feasibility
Planning - research and thinking!
Implementation of plan - action time, coordination, monitoring
Event - relaxation time – but ready
Shutdown – action time, evaluating
initiate
plan
implement
EVENT
shutdown

9. Event planning, archiving and review system Defining the event project
EPARS
Event planning, archiving and review system
Brief – summary
expectations assumptions
Defining the event project
Mission/goals
Measurable Objectives
Past events
stored data
Explanation/
manual
INPUT –baseline plans
Scope : date,
who, where..
Stakeholder
management
Work
Breakdown
Structure
Risk
Register
Glossary of
terms
Planning
Schedule
Tasks
Responsibility
Resources
Checklists
Other Doc
Site map
Contact sheet
Production Sched.
Evaluation
Review and Archiving
Archive
© W. J. O’Toole

10. Defining the event project
This part includes the client’s brief or a request for a proposal or self generated proposal.
Brief – summary
expectations assumptions
It is vital to come to common agreement on the goals. Worth spending time on this - including informal chats.
Mission/goals
Defining the event project
Make sure there are objectives that can be measured. Event intangible benefits can be measured.
Measurable Objectives
Finally - this brings a discipline to the event management. There will be enough chaos - so make sure there is a solid management framework.

11. Scope : date, who, where.. Stakeholder management Risk Register Budget
Scope is an essential term as it summarises the event. It clarifies the framework and is often forgotten
Scope : date,
who, where..
The scope tells you the scope of work. This is described by the WBS - from this comes the budget
Stakeholder
management
Work
Breakdown
Structure
A large part of your time will be spend managing the stakeholders so this should be set up from the start
Risk
Register
Finally - the whole thing can came apart if you do not look for possible problems. The risk register is the way to do this
Budget

12. Tasks Schedule Resources Responsibility Checklists Work Breakdown
From the WBS, Risk Register and the Stakeholder analysis comes the finer parts of the project plan
Work Breakdown
Structure
Tasks
What = tasks
When = schedule
With what = resources
Who will do it = responsibility
Schedule
All of this can be completed using a template system
Resources
Responsibility
Finally - it all gets down to a system of checklists
Checklists

13. Baseline plans for next event
By using a system we can evaluate the event and the management of the event - and improve!
Evaluation
Review and Archiving
By using a system we can archive the management documents
Archive
This adds to our knowledge management system so we have a data base to draw from for future events
Past events
stored data
For our next event we can chose from our templates.
This system is the asset from all your events
Baseline plans for next event

14. Tools used
The deliverable as a way to create the planning and implement it
Delegation - not of tasks – but of deliverables with a checklist
Risk management was a way to identify and control problems – and show that it has been done
Estimation – cost is never exact for events. Three types :top down, bottom up, parametric
Specification: function, performance and technical

15. Summary of three days Events as assets
Event management as a profession
Using the tools and techniques of project and risk management
Used an example to apply all the tools and techniques
Worked in groups
Increased everyone’s professionalism measured by the competency test

16. More information?
CDROM 16

17. Event Management Competency
The table shows the increase in competency (measured by self assessment) during the workshop.