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3Blending Project and Meeting ManagementLynn R. Reed, MSPMProject Management ConsultantL. R. Reed & Associates

B. J. Reed, EdD, CMPProfessor, Media StudiesDirector, Teaching & Learning CenterUniversity of Wisconsin–Platteville

Main Topics

• PersonnelRolesinProjectManagement• ProjectManagementasaProcess• ProjectManagementKnowledgeAreas

Learner Outcomes

Uponthecompletionofthischapter,thestudentshouldbeableto:

1. Compareandcontrastthemajorrolesinaprojectmanagement-basedorganization.

2. Identifytheprojectmanagementprocessgroupsandknowledgeareas.

3. Differentiatetheappropriateresponsesforaprojectthreat.

4. Differentiatetheappropriateresponsesforaprojectopportunity.

5. Describethedifferencesbetweenthemeetingplanningrole,meeting/projectmanagerrole,andmeeting/programmanagerrole.

CMP INTERNATIONAL STANDARDSDomain A. Strategic PlanningSkill 1. Manage Strategic Plan for Meeting or Event

SubSkill. 1.05Skill 2. Develop Sustainability Plan for Meeting or Event

SubSkills. 2.01, 2.02Domain B. Project ManagementSkill 4. Plan Meeting or Event Project

SubSkills. 4.01, 4.02, 4.05

Skill 5. Manage Meeting or Event ProjectSubSkill. 5.01

Domain C. Risk ManagementSkill 6. Manage Risk Management Plan

SubSkills. 6.01, 6.02Domain F. Stakeholder ManagementSkill 13. Manage Stakeholder Relationships

SubSkill. 13.01

34 CHAPTER 3 Blending Project and Meeting Management

Project management (PM)isabusinesstool,process,andcareerpath.Basedonthesystemstheoryoforganizationalstructure(“TheCen-ter,”2014),PMprovidesaroadmapforcollaboration,communication,andactionacrosstheorganizationforsuccessfulprojectdevelopment,implementation,andevaluation.“Project,” in thiscontext,couldbeanitem,acollectionofitems,anactivity,orevenaninitiative.Project managersleadaproject teamandworkinhealthcare,manufactur-ing,government,insurance,highereducation,construction,informa-tion technology, andmany other fields. Virtually any enterprise ofsufficientsizecanutilizetheexpertiseofaprojectmanager.

Incomparisontothemeetingsindustry,whichhasasignificanthis-toricalpresence,PMisrelativelynewandisusedprimarilyasatoolandformalprocess toenhancemeetingsuccess.Worldwide, thepre-miereorganizationforPMistheProjectManagementInstitute(PMI);ithaspublishedatextonPMprinciples,techniques,andtools,knownastheProject Management Body of Knowledge (PMBOK® Guide, 2013).PMIalsoprovidesnumerousconferencesforprofessionaldevelopmentandcertificationsforaspiringandcurrentprojectmanagers.

In some cases, ameeting professional serves as projectmanag-er, but that is not true for allmeetings. Themeeting professionalinanassociation, for instance,mightrelyonavolunteerplanningcommittee, i.e., key external stakeholders, for the annualmeetingand convention, while the projectmanager organizes the variousdepartmentmanagers, i.e., key internal stakeholders,who have asignificantinvestmentinthemeeting’ssuccess.Thepurchasing(orprocurement), accounting, membership, public relations and/ormarketing,humanresources, travel,andriskmanagementdepart-ments for the associationwould have a significant investment oftime,employees,andotherresources.

Personnel Roles in Project Management Projectmanagers utilize various tools and techniques to accomplishproject goals andobjectives.Akey responsibility is to lead theproj-ectteam,usuallyconsistingofotherdepartmentmanagerswhohavedirect influence on project success. The project manager is respon-sibleforaligningthestrategicprojectoutcomeswiththosesetbythevariousdepartments,andmustensurethoseoutcomesalignwiththeorganization’smissionandgoals.Whentheenterpriseislargeenough,multipleprojectmanagersworkforaprogram manager,whooverseesmanyactivitiesthatfitintoaspecificdomain,e.g.,multiplemeetingsheldaroundthecountryforregionalchaptersofanassociation,orsalesmeetingsheldinmultiplelocationsforthelargeenterprise.Theportfo-lio managerisnextinthisbusinesshierarchy,whereaspecificmanageroverseesmultipleprogramsandprojects that seem independent,yetareconnectedbytheirroleinfulfillinganorganization’sgoals.

Important Definitions

• Project—Atemporaryanduniqueproduct,service,orinitiative.Fromtheper-spectiveofthemeetingsindustry,aprojectcouldbeanymeetingorevent.

• Projectmanagement—Theprocessofplanning,organizing,directing,andcontrollingresourcesforaproject.

35CHAPTER 3 Blending Project and Meeting Management

Forexample,inalargeuniversity,astrategicgoalmightbetofosterinclusiveness,aswellasdiverseopinionsandknowledge.Theport-foliocouldincludeaprojectinstudentaffairsthatencouragesinter-nationalstudentstonetworkwiththeirlocalhosts,aprogramfromthechiefdiversityofficerthathelpstrainprofessorsoninclusivenesstechniques,andareviewofeventsacrosscampusthathaveavarietyofparticipants,e.g.,homecoming.

In themeetings industry, PCMAmight haveastrategicgoalofestablishingitselfasapremiermeetings organization in higher education. Aproject for thatgoalwouldbe thedevelopmentof this book.Another projectwould be the de-velopment of partnerships with universitiesofferingmeeting-managementdegreeprograms.Additionally, the Convening Leaders meetingeachJanuarycouldbeaddedtotheportfolioaswell as variousmember services. The portfoliomanagerevaluatesthevariousinitiativesandde-terminesiftheinitiativesaretakingPCMAintherightdirectionforachievingthisstrategicgoal.

Enterprisesarecharacterizedbyinfinitevari-etysoastrictdescriptionoftermslike“meetingprofessional” or “projectmanager” is difficult.Since thePMdisciplineevolvedfromdifferentfields (e.g., engineering) than themeetings in-dustry(thehealthcarefieldwasanearlyadopterofmeetingmanage-mentprinciples), the roles and tools that eachdisciplineuseshaveunique titlesbutoverlap in function.Dependingon the sizeof theorganization,ameetingprofessionalcouldsupervisemultiplemeet-ingprofessionalsorhavea“hands-on”functionintheproject.Inthiscase, themeetingprofessionaldoesnotholdthesamepositionasaprojectmanager.Inotherwords,ameetingprofessionalcouldbetheequivalentofaportfolio,program,orprojectmanager(seeFigure3.1).Ononeendofthespectrum,someoneishandlinglogisticalplanning,e.g.,blockinghotelrooms,whileanotherpersonhandlespolicyde-velopment,e.g.,creatinginternalpolicythatguidespurchasingdeci-sions.Inthesmallorganization,thiscouldbeoneperson.

Project Management as a ProcessWhen an enterprise uses the principles of PM, the process flowsacross theproject’s lifecycle.Thebasicstructureof the lifecycle is:starting,planning,doing,andending.Duringallpointsoftheproj-ect’slifecycle,theprojectmanagercanusetoolsandtechniquesfromthefiveprocessgroups:initiating,planning,executing,monitoring/controlling,andclosing.Theseprocessgroupseachhavepredictable

Meeting Planner

Meeting/Project Manager

Meeting/Program Manager

Assigns tasks

Supervises planners & managers

Informs key stakeholders

Monitors multiple

meetings

Requests resources

Monitors budget

Commits resources

Sets policy

Performs discrete

tasks

Adheres to budget

limits

Follows policy

Reports to manager

Figure 3.1 Meeting Planners, Project Managers, and Program Managers The definitions for some terms in this chapter are not universally accepted, but the definitions do provide one perspective on project manage-ment and how it relates to the meetings industry.


timeframes,butdonotoccurinaclear,consecutiveorder.PMisaniterative process.Often changes in the project, anticipated or not,cause shifts in tasks, timelines, or budgets.These changes requiretheprojectmanager to re-evaluateallof theplansand implementnewitems.ThePMprocesswillidentifyacriticalpathofnecessarytasksforprojectcompletion,whichguidestheprojectteamthrough-outtheproject’slifecycle(seeFigure3.2).

InItIatIng

Intheinitiatingprocess,theorganizationmustmakeadecisiononthebasis of incomplete data. Budget informationwill be estimated andquitebrief.Attendanceforthemeetingwillbeestimated,basedonei-therpreviousmeetingsthataresimilaroraneedsanalysis.PMdeci-sionsaremadeonthebasisoffacts,butintheinitiatingphase,thosefactsarefluid.Thekeydecisionmadeintheinitiatingphaseiswhetherthemeetingwilloccur.Inthisphase,theprojectmanagerdevelopstheproject charter,whichincludesbasicinformationabouttheprojectandleadstoadecision.Apositivedecisionauthorizestheprojectmanagertocommitvariousorganizationalresourcestotheproject.

PlannIng

Onceapositivedecisionhasbeenmade,theplanningprocessbegins.TheprojectmanagerdevelopsthePMplaninthisphase,anddefinestheproject scope.The scope indicateswhat theproject is, aswell aswhat theproject isnot.Thisscopedefinition is imperativewhentheorganizationmonitorsandcontrolsproject-associatedtasks.Toprotectvaluableresourcesdedicatedtotheproject,theprojectmanagermustavoidscope creep.Scopecreepoccurswhenadditionaltasksareaddedtoaproject’splanthatwouldresultinunrelatedoutcomes.

Anexamplewillillustratetheconceptofscopecreep.Anon-profitassociationdecidestohostameetingthatofferstraininginnewEnvi-ronmentalProtectionAgency(EPA)standardsforaspecificindustry.TheEPAwillprovidespeakersforthiseventatnocosttotheasso-ciation.Theassociation,though,reliesonmembershipstoachieveitsmission;therefore,theboardofdirectorsdecidestousethemeetingasamembershiprecruitmentforum.BesidessomeethicalconcernsfortheEPA,whichisnotinthehabitofendorsingoneassociationoveranother,themembershipdriveconstitutesscopecreepfortheproject.

Figure 3.2 Project Management as a Process The Project Management Insti-tute has been instrumental in defining project management terms and suggesting best prac-tices for the industry since 1969 (PMI, 2014).

Monitoring/Controlling

ClosingExecutingPlanningInitiating


ExEcutIng

Theexecutingprocessillustratesadifferenceofperspectivebetweenprojectandmeetingprofessionals.Forthemeetingsindustry,plan-ning occurs constantly from the initiatingphase all of theway toholding the meeting, which would be considered the executingphase. However, a project manager would consider the planningphaseas strictlypreparing to execute.When contracts are signed,tasksarecompleted(e.g.,creatingawebsitetopromotetheevent),andcostsareencountered, theprojectmanager is intheexecutingphaseoftheproject.Differencesdoexistbetweenthemeetingpro-fessional’sperspectiveoftheproject’slifecycleandtheprojectman-ager’sperspective.

MonItorIng/controllIng

The project manager and project team are given responsibility formonitoringandcontrollingresourcesthroughoutthelifeoftheproj-ect.Monitoringincludesthecollectionofdatainordertodeterminethe statusof assigned tasks.Controlling includesmakingdecisionsand takingsteps tomeet theprojectdeadlineandbudget limits,asnecessary.Projectmanagersmakethesedecisionsbasedonthefactsaccumulated, so communication is critical during themonitoring/controllingprocess.Asmentionedpreviously, actions takenduringthisphasemayresultinare-evaluationofthevariousplans(scope,time,andrisk),updatesinthedocumentation,andnewtasksbeingcreatedandassigned.

closIng

Projectsmustbeconcluded,andtheclosingprocessishandledwiththe same attention to detail and data collection used throughoutthe previous processes.Closing for projectmanagers is similar tothe post-convention tasks encountered by meeting professionals,e.g.,payingbills, thankingattendees,andconductingevaluations.In this phase, theprojectmanagerwill find thepost-event report (PER)providedbytheConventionIndustryCouncil (CIC)tobeahelpfultool(“APEXPost-Event,”2005).Theprojectmanagerwouldincludeasectionknownas“lessonslearned,”whichexplainsuniqueaspectsof themeetingandwhattheproject teamrecommendsforfuturemeetingsofthistype.

IdEntIfyIng thE ProcEss grouP

Sincetheprojectlifecycleisbothuniquetotheprojectandfluiduptoapoint,membersoftheprojectteamcanfindthemselvesindiffer-entphasesofthelifecycleatdifferenttimes(seeFigure3.3,p.38).Iftheprojectteamconsistsofmanagersfromofficessuchasprocure-ment,travel,risk,andmemberservices,theprocurementmanagercouldbeworkingonstrategiccontractnegotiationswithanaccom-


modationprovider,i.e.,executing,whilethedirectorofmemberser-vicesisdeterminingtheappropriatetypeofspeakers,i.e.,planning,andtheriskmanageriswaitingformoreinformationsotheprocessofdeterminingresponsepreferencestothreatsoropportunitiescanbegin,i.e.,initiating.

The project lifecycle phases, then, are defined in terms ofwhichtasksoccur,notintermsofwhenaphasebeginsandends.Theproj-ectmanagercommunicateseffectivelywithteammemberstomoni-torwhattasksarenecessarytoprojectsuccess,whentheyneedtobestarted/concluded,andbywhomtheyneedtobedone.BecausePMhasevolvedtohandlecomplexprojectsacrossmanydisciplines,theprocessisrobustaswellasflexible—themanagementprocessmustfitthetemporaryanduniqueneedsassociatedwithaspecificproject.Inthisway,projectmanagementisausefulapproachtoorganizingacomplexmeeting.

Project Management Knowledge AreasPMI has identified knowledge areas for its discipline, just as themeetings industry has done through the CIC’s CertifiedMeetingProfessionalStandards (CMP-IS),which isusedasaguide for thecompilation of this text. Some of these knowledge areas overlapbetween the disciplines (see Figure 3.4). The knowledge areas forPMasdefinedbyPMIareintegration, scope, time, cost, quality, human resource, communication, risk, procurement, and stakeholder management(PMBOK®,2013).

All of these areas have specific inputs (the information and/orresourcesrequiredtocompletetasksordocumentation),tools,tech-niques,andoutputs(plansanddocumentation).Eachknowledgeareausesbasicbusinessskills,aswell.Settingobjectivesandkeyperfor-manceindicatorsarenecessarystepstheprojectteamwillcompleteacrosstheknowledgeareas.

Figure 3.3 Project Management Team in Action This photo represents a project management team working together while representing various units or departments in the organization.


Strategic management principles suggest that the project teamwillmaximize theuseofresourcesandoutcomes. Inotherwords,theprojectteammustusecriticalanalysistodetermineifthisappli-cationofresourcesisappropriatetotheorganizationandpreferredprojectoutcomes,orifthosesameresourcescouldbeutilizedmoreproductivelyelsewhere.

ProjEct IntEgratIon ManagEMEnt

Typically,aprojectbeginswithaprojectcharter.Thismaybeaformalprocess insomeenterpriseswhereacommitteeorenterprise leadermakesadeclarationthattheprojectwillbeundertaken.Thisprojectcharterauthorizestheprojectmanagertostarttheprojectandcommitenterpriseresourcestotheproject.Resourcelimitsmaybesetatthispoint,buttheyareusuallypreliminaryestimates,ratherthanspecificlineitemsforbudgetingpurposes.TheintegrationofresourcesacrosstheenterpriseiscompletedthroughthePMplan,whichspringsfromtheprojectcharter.

ProjEct scoPE ManagEMEnt

Theprojectmanagerwillberequiredtodefinetheprojectscope.Thisstep is critical to successfulproject completion,because ithelps setlimitstoresourcecommitmentandutilizesprojectobjectivestoguidetheprojectlifecyclephases.Inthescopemanagementarea,theprojectteamwillcreateawork breakdown structure (WBS),whichidenti-fiestasksandcreatesaframeworkforatimelineorschedule(whichisfoundinProjectTimeManagement)foreachoftheidentifiedtasks.In addition, theWBSwill suggestwhowill be responsible for taskcompletionandinwhatordertaskshavetobecompleted.

ProjEct tIME ManagEMEnt

Theprojectmanagerisresponsiblefordevelopingtheprojectschedule,whichcanbeacomplexendeavor.Onceallkeyinternalstakeholdershavebeenidentified,theprojectmanagermustdeterminewheneach

Project Time Management

Project Cost Management

Project Communication

Management

Project Risk Management

Project Stakeholder Management

Project Scope Management

Project Integration

Management

Project Human Resource

Management

Project Quality Management

Project Procurement Management

Figure 3.4 Project Management Knowledge Areas The project manage-ment discipline has identi-fied 10 knowledge areas that define project management practice. This is an evolving discipline, so emerging knowl-edge areas are anticipated (PMBOK®, 2013).

Example of Task List for Work Breakdown Structure

• Registration• Audiovisual• Exhibition• Marketing• Riskmanagement• Onsitemanagement


departmentneedsresources,whoisinchargeofeachtask,whichtasksareindependentofothers,andwhentasksareco-dependent.Allofthisischartedcarefullytomaximizetheapplicationofenterpriseresources,tominimize“down”times,andtocompletetheprojectontime.

An example illustrates this time management challenge. In amedium-size organization, themeetingsdepartment requests thatemployeetravelplansbecompletedinthefirstweekofJulyfortheannualmeeting scheduled inmid-August.The traveldepartment,however,isonaretreatthefirstweekofJuly.Theyinformtheprojectmanager,whoconsultsthescheduleanddeterminesthatthetravelplansmustbemadeearlierthanoriginallyrequested.However,thekeyinternalstakeholdersareextremelybusyduringthe lastweekofJuneandsuggestthefirstweekofthatmonthasthetargetdatefortravelplans.Thetraveldepartmentconcurs;theprojectmanagercommunicates this information to the budgetmanager and othermembersoftheprojectteam.Theaccountingofficemustmakead-justmentstotheirsystem,sincethenewtargetdatechangeswhenthe cost for travel is encumbered—from the next fiscal year (JulythroughJune)tothecurrentfiscalyear.

Commontoolstoanalyzethescheduleandanynotablevariationsinclude(butarenotlimitedto)theGanttchart(namedafteranengi-neer andmanagement consultant) andprogramevaluation and re-viewtechnique(PERT).AwebsitehasbeendevotedtoGanttcharts,anditexplainsthataGanttchartidentifiesrequiredtasks,andwhentheymustbestartedandconcludedtomeettheprojectdeadline.AsimpleGanttchartcanbecreatedinMicrosoft®Excel,butproprietarysoftwarefordevelopingPMchartsisavailablefromnumeroussourc-es,aswell.

Theprogramevaluationandreviewtechnique(PERT),createdbytheUSNavyinthe1950s,isusedtoconveyrelationshipsbetweentasksandhowtasksarescheduled.ThevalueofPERTcharting istoassistinschedulingtaskswhenonlysomeoftheelementsofthetaskareknown.Theprojectmanagerusesformulasforfindingtheexpectedamountoftimespentonataskbyestimatingtogethertheleast amount of time, themost amount of time, and the probableamountoftimeeachtaskwilltake.Anotableevent(thoughcertain-lynotthemostrecent)tousePERTwasthe1968WinterOlympicsinGrenoble,France.PERTwasusedextensivelytoplan,implement,andassessthatproject.Microsoft®providesanapplication,knownasVisio,tocreatePERTchartswithotheronlineappsavailableforthischartingprocess.

Inadigitalera,mostprojectmanagersreporttokeypersonnelviaanIntranet.Whenthereportingsystemcontainsmultiplechartsandgraphs,theprojectmanagertypicallycreatesadashboard.Thiscouldbedescribedasanelaborate,interactivetableofcontents.

The critical pathmethod (CPM) is an essential process utilizedbyprojectmanagers.CPMisoftendiscussedwhenPERTchartsare

Common Time Management Tools

• Ganttchart• Programevaluation&

reviewtechnique(PERT)• Criticalpathmethod

(CPM)


mentioned, although theyare alsoapplicable toGantt charts.TheCPMprovidesatimeline,thetasks,andtheirrelationships,andmayevolveastheprojectlifecycleadvances.Tasks,inotherwords,canbealtered,shiftedintime,added,orsubtracted.Schedulechanges,though, should go through a formal process designed to providedocumentationastowhy,when,andhowtasksshift.

ProjEct cost ManagEMEnt

Theconceptof costmanagementgoesbeyonda simplebudget.Theproject manager must follow contract obligations, accounts payableand receivable, and the timingof cashflow throughout theproject’s

Sustainability requires the use of high-level project management

skills at every stage of event planning, from initiation through

implementation, monitoring, and closing. This graphic represents

a classic “plan-do-check-act” environmental planning model. This model is ap-

plicable to every aspect of the meeting/event planning process, e.g., site se-

lection, housing management, food and beverage, marketing, transportation,

and exhibitor coordination. Ideally, sustainability should be integrated into the

planning process and not perceived or managed as a separate activity. Meet-

ing professionals should be encouraged to build economic, environmental, or

social sustainability requirements into existing processes, e.g., templates and

RFPs. Event sustainability also requires careful attention to scope, deadlines,

cost, quality control, staff training and accountability, communication, risk man-

agement, procurement policies, and stakeholder management. Sustainable

event management is increasingly being recognized as a vehicle for greening

the supply chain and driving organizational change, as well. Onsite monitor-

ing and post-event data collection and analysis are continuing challenges for

individuals and organizations committed to sustainability. Fortunately, meet-

ing professionals can choose from an increasing number of destinations, con-

vention centers, hotels, caterers, and other industry suppliers who are able to

provide clients with data on critical issues, e.g., waste diversion, water savings,

energy consumption, carbon emissions, local purchasing, and social responsi-

bility program outcomes. In addition, the migration from static documents to

online project and event management software is allowing teams to more easily

collaborate and be accountable for the necessary follow-up, documentation,

and verification of sustainability performance.

—Deborah R. Popely

Plan Do Check

Act

Environmental Planning

Model


lifecycle. While meeting professionals follow the budget limits, theprojectmanagermustmonitorcostsandrevenueacrossmultiplestake-holder groups and keep key internal stakeholders informed of anypotential budget adjustments.While ameetingmay exceed budget,theprojectmanagerwouldneedtoprovideasoundrationaleforthisexpenditureanditemsshouldnotbeasurprisetotheprojectteam.

ProjEct QualIty ManagEMEnt

TheAmericanSocietyofQuality(ASQ)suggests thatquality inanorganization isbasedoncustomersatisfaction(ASQ,2014); the In-

ternationalOrganizationforStandardizationconcurs in itsseriesofpublicationsaboutqualitymanagement(ISO9000,2005).Sincemostprojectmanagersoverseeaproject that is intended foraspecificcustomer,satisfactionwiththeprojectoutcomeisofpar-amount importance. This parallelsmeetingmanagement, butthemeetingprofessionalhasmultiple“customers”foraspecificmeeting.Therefore,meetingprofessionalsandprojectmanagersshareafocusonqualitymanagementasaprocess.ASQoutlines

theseelementsinthequalitymanagementprocess:customerfocus,employeeinvolvement(thiscouldbestatedmorebroadlyas“stake-holderinvolvement”),processorientation,integrationofdepartmentsacross theenterprise,systematicandstrategic techniques,continualimprovement, fact-baseddecisionmaking, and critical communica-tion(ASQ,2014).

ProjEct huMan rEsourcE ManagEMEnt

Theprojectmanagerisfocusedonaspecificareainhumanresourcemanagement—choosing the project team and assigning tasks asneeded to complete theproject on time.Projectmanagers often re-questspecificpeopleintheorganizationfortheprojectteam,whichrequiresdiplomaticskillsandtalentrecognition.Further,theprojectmanagermaybecalledupon toreviewproject teammembers,andthesereviewsaresharedwiththeemployeeaswellastheemployee’ssupervisor.Thehumanresourcesofficeisresponsibleforotherper-sonnel services, such as benefits and salaries.Theprojectmanager,though, is responsible forknowingwhenanemployee isnecessaryforproject successandwhichemployeemaybebest suited for theassignedtasks.

ProjEct coMMunIcatIon ManagEMEnt

The project manager concentrates on collaboration and excellentcommunicationwithin theproject teamandwithkeystakeholders.Thisrequiresnumerouscommunicationdeliverymethods,includingemail, phone calls, oral presentations, and reports. Project manag-ersrelyonnumeroustoolstoconveycomplexdata.Sincetimingissignificantinorganizationalmanagement,theprojectmanagermust

Strengths(Internal)

Weaknesses(Internal)

Opportunities(External)

Threats(External)

Figure 3.5 Elements of SWOT Analysis In a SWOT analysis, the strengths and weak-ness represent the current situa-tion within an organization while the opportunities and threats are external to the organization.


quicklycommunicatecostsandtasks,createcontractsandschedules,andcalculatestatusasneededthroughouttheprojectlifecycle.

ProjEct rIsk ManagEMEnt

Theconceptofriskisassociatedwithnegativeandpositiveeventsthatimpacttheproject’scriticalpathoroutcome.Threatsandopportuni-tiesarenumerousinPM,andmeetingshaveauniquesetofpotentialrisks.Forriskmanagement, theprojectteamwill identifyrisks inaSWOT analysis (strengths, weaknesses, opportunities, and threats)byatleastthreecharacteristics:probability,potentialdamage,andre-sourceneedsasdeterminedbyhowtheorganizationrespondstotherisk(seeFigure3.5).SWOTanalysiswasdevelopedinthe1960sdur-inganalysisofFortune500companiesbyAlbertHumphreyandtheStanfordResearchInstitute;theprocessfocusesonprojectobjectivesandrisksthatmayimpacttheaccomplishmentofthoseobjectives.Itrequires objective evaluationof theorganization’s current situationandidentificationofpredictableeventsthatwill,iftheyoccur,utilizeorganizationalresources.

Whenariskiscategorizedasaprojectthreat,theorganizationhasfourpossibleresponses:absorbtherisk,mitigatethedamagecaused,transferthedamagetoanotherparty,oravoidtherisk.Whenariskiscategorizedasaprojectopportunity,theorganizationcanexploit,enhance,share,oraccepttherisk(PMBOK®,2013,pp.344–346).Theprojectmanagerisresponsibleforidentifyingpotentialrisks,analyz-ingthem,andmakingrecommendationstotheorganizationforpos-sibleresponsesandthepotentialoutcomes(seeFigure3.6).

Threatstomeetingsuccesscanbeman-madeornatural.Theycanbemildorcatastrophic.Whilemeetingshavenumerouspotentialthreats,theyalsoencounteropportunitiesthat,ifpoorlymanaged,canbelost.Anexamplewillillustratethispoint:ExpositionAintheinformationtechnology(IT) industryhostshundredsofexhibitors.ExpositionB,hostedby a competitor, has been losing attendeenumbers over thepastfiveyears,sothehostcancelsfutureexpositions.Thisisanoppor-

Exploit

Enhance Share

Accept

Opportunity

Absorb

Mitigate Transfer

Avoid

Threat

Figure 3.6 Possible Responses to Project Threats and Opportunities Risk analysis will identify both threats and opportunities to the project and will make rec-ommendations for organizational response, should these risks actually occur.

Risk Characteristics

• Probability• Potentialdamage• Resourceneeds


tunityfortheproject teamforExpositionAtorespondstrategically;e.g.,contactpotentialexhibitorsforthecancelledexpositionwithmar-ketingmaterialsforExpositionA,whichisstillanactiveproject.

ProjEct ProcurEMEnt ManagEMEnt

Manyorganizationsputprocurement(orpurchasing)inaspecificde-partmentthatnotonlymanagesday-to-daypurchasesandpayments,butalsosetspoliciesforemployeestofollow.Theprojectmanagermustknowthepolicies.Procurementcouldsetpoliciesfortravel,overnightaccommodations,food,contractobligations,reimbursementprocessesandlimits,aswellasmanyothermeeting-relatedresources.Partofthedifficultyinprocurementmanagementisdecidingwhen,howmuch,andfromwhomtopurchase.Theprojectmanagerwillberesponsiblenotonlyforfollowingsetpolicy,butalsoinfluencingpolicydevelop-mentfortheorganization.Policyrequirementscanincludeanyofthefollowingandmanymore:

• Purchasealltravelarrangementsthroughanexclusivetravelagency.

• Usetaxexemption(foranon-profitassociation)onallallowablepurchases.Itisimportanttonotethattaxationexemptionsaredeterminedbylocalgovernmentagenciesinsomecountries.Theprojectmanagermustknowthelocationtaxationrequire-mentsaswellasorganizationalpolicy.

• Providereceiptsforallfoodpurchasesandprovideverificationofmealscoveredbyregistrationfees.

• Usethelowest-pricedhotelreservedbythemeetinghostinsteadofthemostconvenienthotel(oftenthe“headquarters”hotel).

ProjEct stakEholdEr ManagEMEnt

Twoclassificationsofstakeholdersareimportanttoprojectmanagerswhentheproject isameeting: internalandexternal. Internalstake-holdersareemployees,somevolunteers,andstockholders(Whenthecompanyisapubliclyheldorganization,thestockholderisapartialownerofthecompany).Projectmanagershavevariousmeanstopro-filestakeholders,oftenbasedoninterestintheproject,influenceonprojectsuccess,andcommunicationneeds.Theessentialstakeholdergroupforprojectmanagersistheprojectteamitselfandmostofthecommunicationfromtheprojectmanagerwillbewiththisgroup.Theprojectmanagerwillalso focusontheorganization’s leadership,aswellasotherhumanresourcescommittedtotheproject.

External stakeholders are typically ofmore concern to themeet-ingprofessional than theprojectmanager, if theseare twoseparategroups.Externalstakeholdersincludeexhibitors,suppliers,meetingattendees,potentialcustomersofmeetingartifacts(e.g.,videorecord-ingsofsessions),andmanyotherstakeholders(suchasthemedia).

Classification of Stakeholders

• Internal• External


Areas of Concern

• Supplychainmanagement

• Changemanagement

Theprojectmanager,though,islesslikelytobeincontactwiththesestakeholders,unlikethemeetingprofessional,whooftenknowsmanyofthesestakeholdersbyname.Ofcourse,thisisnotauniversalde-scriptionofroles;externalstakeholdermanagementmaybea largepartoftheprojectmanager’sresponsibilities.

ExPandIng arEas of ManagEMEnt

Twosignificantareasofconcernformeetingprofessionalsandprojectmanagersaresupplychainmanagementandchangemanagement.

Supply chain management Supplychainmanagementistheglobalprocessof identifyingproject suppliers and their suppliers to trackpotentialthreatsandopportunitiesinthechain.Ifthefoodandbever-agesupplierforameeting,forinstance,isexperiencingproblemswithweather-relatedshortages forcertain foods,adjusting themeeting’smenuswouldbeprudent.Themeetingprofessionalcouldwaitforthesuppliertobroachthistopicorbeproactiveandavoidthethreattoasuccessfulmeeting.Attimes,knowingwhatsuppliesareplentifulinthechainandwhatsuppliesmightexperiencedelays,shortages,orpricehikescanmakeasignificantdifferenceinbudgetmanagement.According to Supply Chain Management Review, changes in recentyearsintheglobaleconomyhaveledtosignificantalterationsinhowcompaniesselectsuppliersandwhichsupplierstheyselect:“InordertosourcefromChina,anintermediaryishired(inEurope,probablyknownwell,orinChina,certainlylesswellknown)whodealswithanunknownsupplier.Themoreglobalthesupplychainbecomes,andthemoreintermediariesbetweenyourcompanyandtheoriginalsup-plier,thelessyouknowaboutthequalityofthatcomponent.Trustisdiminished” (Craig&McNamara,2014,para.5).Consumerprotec-tionlawsvarybycountry,soathoroughinvestigationofthesupplychainandmakingadjustmentsasnecessarycouldinfluencecustomersatisfactionsignificantly.

You are a freelance project manager who negotiated a favorable contract to work with a government agency that is hosting a major three-day training meeting. In the contract, you agreed to performing “other necessary duties as requested” because a list of every task was not possible. You realized the agency had not planned or hosted large meetings, which is why they wanted a contract with you. Your contract was not based on hours worked but rather a flat fee, which was a concern. The meeting is just months away and you are being asked to perform basic office work that is not typical for a project manager; and now, they want you to be at the meeting. The hours worked are far more than expected. How will you handle your refusal to comply with these “other duties” and what might be the response? What kind of language would you need in future contracts to protect yourself?

46 CHAPTER3Blending Project and Meeting Management

SuMMARyProjectmanagementisoftenreferencedasabusinessprocessthatplans,implements,monitors,andclosesatemporaryanduniqueundertaking.Assuch,PMissuccessfullyappliedtothemeetingsindustry.However,“projectmanager”and“meetingprofessional”arenotinterchangeableterms.Thedifferentialelementiswhat,precisely,theprojectormeet-ingprofessionalaccomplishesfortheorganizationandprojectsuccess.Manyelementscommonlyassignedtotheprojectmanager—fromde-veloping the scope to following the criticalpath—will also serve themeetingsindustry.Differencesbetweenthesetwoapproachestoman-agingatemporaryproject—likeameeting—doexist.PM,though,isapreferredprocess inbusinessesaroundtheglobe.LearningPMskillswillbeanessentialprofessionaldevelopmentfocusfortheentry-levelmeetingprofessional.

KEy WORDSdashboardportfoliomanagerpost-event report (PER)programmanagerprojectprojectcharter

projectmanagement(PM)projectmanagerprojectteamscopecreepworkbreakdownstructure(WBS)

DIScuSSIOn QuESTIOnS1. Whatarethepotentialadvantageswhenanorganizationcanask

ameetingprofessionaltoserveasprojectmanager?2. Whatarethepotentialadvantageswhenanorganizationhasboth

ameetingprofessionalandaprojectmanager?3. Whatisscopecreep?Provideanexample.4. Whatisglobalsupplychainmanagementandhowmightthatimpact

ameetingfor30,000attendeesheldinEuropeortheUnitedStates?

Change management Changemanagementisaprocessfocusedonpeople; it addresses how peoplewill bemanagedwhen change isimminent,whilechangeisimplemented,andafterachangehasoc-curred, but requires reinforcement. Prosci, a companydedicated tohelping organizations with change management, identifies seniorleadership,managers and supervisors, the project team, and otheremployeesasdistinctgroupsintheorganizationwhowillhavediffer-entreactionstoannouncedchange.Whenameetingiseitherthecata-lystforchangeortheoutcomeofit,changemanagementprinciplesandtechniquescanmaketheprocessmoresuccessfulandrewardingfortheemployeesinvolved(Prosci,2014).

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