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PROJECT MANAGEMENT

AND EVENTS

Johnny Allen, DirectorAustralian Centre for Event Management

University of Technology Sydney

COMMUNITY OF INTEREST

FORUM

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PRESENTATION OVERVIEW

Presenters introduction ACEM and its activities

Project Management and Events Questions and Discussion

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THE GROWTH OF EVENTS

Growth in the number and scale of public events(compare Melbourne 1956 and Sydney 2000

Olympic Games)

Increasing involvement of government in events

as tourism and economic generators

Growth of leisure and demand for high qualityleisure experiences

Increasing corporate use of events

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CORPORATE EVENTS

Events are now seen as a key part of themarketing mix including

Sales promotions

Product launches

Staff incentives

Training

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EVENT MANAGEMENT:

AN EMERGING PROFESSIONINITIAL

EMERGING

GROWTH

ESTABLISHED

MATURE

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EMERGENCE OF AN EVENT

INDUSTRY

Hallmarks of a profession

A specific body of knowledge

Established processes and procedures

Code of ethics

Training and accreditation

Career paths

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IDENTIFYING AND

CODIFYING THE EMBOK

Event management draws on existing fields ofknowledge, adapting them to the event

context, e.g.

Business planning

Financial management

Project management

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BUSINESS PLANNING

VISION

MISSION

OBJECTIVES

STRATEGIES

PLANS

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THE PROJECT MANAGEMENT

IMPERATIVE

Corporate event managers are increasinglyrequired to follow the same project

management process used by other

operating departments, and to be measuredby the same metrics

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EVENTS AS PROJECTS

Event - a specific ritual, presentation,

performance or celebration that is consciouslyplanned and created to mark special occasions

and/or to achieve particular social, cultural or

corporate goals and objectives.

Allen, 1998

Project a temporary endeavour undertaken to

create a unique product or service

PMBOK, 2003

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EVENT MANAGEMENT CYCLE

Evaluation

Research & Design

Planning

Implementation

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PROJECT MANAGEMENT CYCLE

Handover & Evaluation

Initiation & Concept

Planning & Development

Implementation & Execution

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APPLICATION OF PROJECT

MANAGEMENT TO EVENTS

The shift towards adopting the Event ProjectManagement Process involves

New processes Documentation standards

Roles

Reporting of chain of command

The need to track metrics

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APPLICATION OF PROJECT

MANAGEMENT TO EVENTS

Progression from the ad hoc to the systematic

Development of a specific body of knowledge(EMBOK)

Methodology is coherent, repeatable and transferable Processes are standardised, documented and consisten

Productivity is tracked and measured according to

expectations

Organisation is committed to continuous improvementbased on auditing of processes, analysis of defects andapplication of lessons to future projects

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SANITY TRIANGLE

TIME

COST QUALITY

PROJECT MANAGEMENT

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PROJECT MANAGEMENT

CONCEPTS/TOOLS Scope of work (event proposal)

Work breakdown structure

Work packages

Gantt Chart Schedule parallel and serial tasks

Critical path

Milestones

Event folder (event manual)

Project management software MS Project,Primavera

SO Wh i l h

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SO Who implements the

project management of anevent?

In small to medium companies, the eventmanager is also often the Event Project

Manager Larger events may have a dedicated Event

Project Manager role

Large organisations may have an Event

Project Office

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IN SUMMARY ..

Events have grown rapidly

The emerging event industry is now in thegrowth phase

An EMBOK is being formed, drawing onother disciplines including ProjectManagement

Project Management is helping to formaliseand standardise the event management process

Project management is now the basis of most

contemporary events, leading to the creationof the new role of Event Project Manager

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QUESTIONSAND

DISCUSSION?