The Event Project Management Body of Knowledge has been developed using the years of experience of event managers around the world. The tasks and techniques have been quantified and measured to produce guidelines that are becoming standards for practitioners in the field. Just as managers in any other project-based business, the event manager must control all areas of the event from the initial idea to the final shut-down and wrap-up. Gone are the days of plans on napkins and lists on loose papers. A loss of focus or a misstep in any area can create serious problems not to mention associated costs.
There is also a growing requirement for accountability and transparency. Therefore, the project management process enables the event manager to provide the business, government or charitable organization with documentation for financial and logistical processes. These processes include work breakdown structures including risk analysis, scheduling, and costing plans. A systematic approach is now required as events have now become an integral part of business for organizations of all types. Everyone must know what they have to do, when they have to do it and the organization must know how much it will cost.
Planning and implementation must be independent of an individual. The use of common terminology throughout the event with all involved enables effective communication and a clear basis for decision-making. The project management documentation provides full accountability to the stakeholders in any event. It also enables a clear vision of the process for the client. Having a methodology such as that used by the leaders in the industry provides the staff and volunteers a clear understanding of their responsibilities and a view of how they fit into the big picture. A bonus for those working with an organization using a systematic project management process means that they can transfer the skills learned to other endeavors.
Various organizations such as Meeting Planners International, the Canadian Tourism Council, and the International Special Events Society are involved in certification of event practitioners.
An event has a life cycle that begins with an idea or concept and quickly moves to planning and implementation. As it evolves, the management will change and the focus will shift. No matter what changes occur, the event will be required to adhere to the constraints set by the client or stakeholders. Some of these constraints include a return on investment, achieving a marketing, fundraising or communication objective.
A written plan aids in structuring an event. It can be as short as a page or can fill a 3-ring binder. It is not carved in stone but rather an evergreen document that changes as the life cycle evolves. Keeping it current is critical to accurate communication with clients, vendors and attendees.
The project management process used for IT is not directly transferable but there are many tools which can enable en event manager to identify and manage the key elements. The process can be molded to fit the event, the client, and the event management team. Companies today are reorganizing into more nimble work group structures and must do more with less as well as be better able to respond to change.
Guideline documentation and templates can help the event manager determine elements such as the goals, vision, scope, timeline, budget, stakeholders, and signature authority.
The following are some of the key elements in project managing events:
1. Event Breakdown Structure: it is a method for establishing the client's goals and objectives, organizational structure and provides a clear view of the event requirements.
2. Work Breakdown Structure: This is a process of decomposing the complex project into smaller units of work that can be easily managed.
3. Scope Creep: Events can gradually expand beyond the original plan. Event Managers must constantly monitor the activities and expenses against plan and communicate with the client regarding feasibility and impacts of changes.
4. Work Package: This term refers to the grouping of associated tasks. A work package document can be provided to a sub-group or vendor and provides only the information necessary to complete the associated tasks. This enables clear communication and more efficient work processes.
5. A timeline: a timeline for each task must be estimated and a Gantt chart or Bar Chart can be constructed to monitor the progress of the activities. A critical path with critical tasks and milestones must be established to ensure a successful execution of the event.
An advantage to using the project management process is that it can be used for the whole event and for individual areas. It also demonstrates professionalism and helps to ensure success.
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