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MODULE 4

Part 2: Event organisation

and project management
Table of contents
1. Introduction 3
2. Planning and coordination tools 3
3. Key factors of effective planning 5
3.1 Ticketing 6
4. Event project management 8
4.1 Characteristics of a project 9
4.2 The project management process 10
4.3 Event development programming 12
4.4 Project management techniques 14
4.4.1 Work-breakdown structures 14
4.4.2 Critical paths and schedules 14
4.4.3 Gantt charts 15
4.5 Managing project stakeholders 16
4.6 Project evaluation 17
5. Conclusion 19
6. Bibliography 20

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 Learning outcomes:

LO3: Choose how to formulate and plan activities to meet objectives, budgets, and
outcomes.

LO4: Select the tools that aid in planning events.

LO5: Identify the critical success factors in event planning and project management.

1. Introduction
When setting out to hold an event of any size, it is essential that all the activities and
arrangements are implemented at the correct time and that everybody involved in planning
and executing the event knows what they are required to do at a particular time and date.
The effectiveness of the organisation and management of the event are critical to its success.
This is where project management (the process of managing the implementation of an event
plan and the development of the event) comes in (Wanklin, 2010b:144). The main aim of
project management is to ensure that a project is realised within the designated budgets and
time frames.

This set of notes covers the planning and coordination tools that can be used to keep track of
the planning process, project management process, and the techniques to guide an event
from the idea stage through to completion.

2. Planning and coordination tools

Event managers can make use of a number of tools to assist them in the planning and
coordination elements of their job. Technology such as computers, laptops and more recently,
iPads and smartphones are important planning tools, allowing event managers to keep
records, develop spreadsheets, design site layouts, make detailed notes, and correspond via
email with clients and suppliers. Advances in computer technology has also resulted in the
birth of an array of programs that assist with project management aspects such as drafting
layouts and site maps, and geographical information systems that can be used in drawing and
design (Wanklin, 2010a:121).

Due to the nature of the event industry, the event manager is out of the office frequently, and
often attends site meetings or meeting with clients. Therefore, it is imperative for them to
have a mobile device that can send and receive emails and access the internet when they need
it. Technology certainly aids the event manager in planning and also allows them to always be
contactable, which is vital.

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 Explore further:

Invest in good design software in order to design layouts and maps in-house. Clients often
demand visual interpretations of ideas or budgets. It helps them to imagine what the
event is going to look like and what the spatial elements of the event will be. Drawings
should always be done to scale.

EventDraw is a drawing software used for events. The software allows one to create a
layout of the venue setting where individuals are able to get a view of the floor plan before
the venue has been set up. EventDraw is a perfect example of how computer technology
has made event project management easier.

Technology aside, there will always be important thought processes and information
exchanges between parties needed that will aid the planning process. Interaction and
effective communication are essential. Holding workshops, discussions, focus groups, or
brainstorming and mind mapping sessions can facilitate this interaction (Wanklin, 2010a:121).
To get the most out of these, they should be structured and have a clear agenda and list of
desired outcomes.

Mind mapping is an effective planning tool. It is used when a group of people meet to
brainstorm a certain idea or issue, which is then drawn into an informal picture with linkages
related to a central theme (Wanklin, 2010a:121). Mind mapping and brainstorming also
encourages creativity and generates ideas. Bouncing ideas off colleagues is a great way of
coming up with new ideas and helps to move the creative process along a lot faster. In Figure
1 an example of a mind map is provided.

Explore further:

Learn more about creating effective mind maps and the factors that contribute to
productive and useful mind mapping. Take some time to read about the importance of
mind maps which includes factors such as fostering creativity and structuring information
in a useful and presentable way.

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 Figure 1: An example of how to create a mind map.

3. Key factors of effective planning

Effective planning is one of the first steps in ensuring that an event is staged successfully.
Wanklin (2010a:122-123) outlines a few key items that are needed to facilitate successful
event planning:

• A clear, detailed and systematic planning brief.

• Active participation by the local community in the planning process, and thorough
consultation with all stakeholders throughout the planning process (this generally
applies to larger-scale public events).

• An experienced organisation, organising committee, or event manager with strong

leadership skills to head the planning process.

• A multidisciplinary planning team headed by a principal manager who is responsible

for overall team coordination and performance.

• A well-balanced event programme containing at least one unique main attraction and
a number of other relevant, carefully selected attractions and activities.

Note:

There needs to be one main event manager who is responsible for the event as a whole
and who can make final and definitive decisions where necessary. For a successful event
outcome, there should be more people executing decisions than making them.

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3.1 Ticketing
Interest in an event must be managed efficiently and effectively, and interest must be
converted into ticket sales and attendance. Use as many outlets as possible to sell tickets, and
ensure that it is not difficult for potential participants to purchase tickets. A central computer
with a special program such as Ticket Pro could help to manage the sales.

The event manager needs to decide if tickets will be sold at the door or ahead of time through
an online platform. Selling tickets at the door can be tricky, as it can be difficult to accurately
estimate and cater to demand. It is, therefore, risky to rely only on ticket sales at the door.
The restrictions and population certificate issued for the venue need to be taken into account
when selling tickets. Keep in mind that contingency planning for an open event is different to
planning for a pre-booked event, and considerations such as under-selling and over-selling
(and which of these is most likely for a given pre-booked and open event) need to be taken
into account.

Tickets can be exchanged for wristbands or stamps upon entry as part of the accreditation
process. Ticketing is a way of control management and allows for better planning.

Online booking can be very effective and also serves as a good source of marketing
information about the event demographic. How potential guests are invited to an event will
depend on the target audience, what mediums they like to use and what the best way of
reaching them is. For example, consider the different avenues of communication that would
be used to reach the target market for an exclusive charity ball vs a four-day electronic music
festival.

There are a number of details that should appear on an event ticket. Figure 2 illustrates an
example of what some of these details are.

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 Figure 2: A ticket containing all the relevant details pertaining to the event.

Explore further:

With advancements in technology, tickets are available online and require no printing.
Online tickets offer a sense of ease, allowing attendees to simply use their mobilde device

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 to access their tickets anywhere and at any time. Websites like Ticketmaster,
CompuTicket, and WebTickets also makes this easier because attendees can avoid long
queues by simply using their mobile devices to purchase their ticket.

4. Event project management

Event project management is similar to event planning and coordination, but it tends to focus
on delivery to a greater extent. Project management in an event management context is,
according to Wanklin (2010a:144), “the process by which the implementation of a plan and
the development of an event are managed”. Project management is essential as it makes sure
that all the activities and arrangements are implemented at the right time and that everybody
knows what they are required to do at a particular time and date.

Project managers should always aim to implement SMART objectives when working on a
project. The goals should be:

Figure 3: Objectives for SMART planning. (Adapted from: Merrihew, 2017)

This is a useful acronym for remembering the key objectives of planning.

Explore further:

The world shapes and influences our goals in diffrerent ways, and it is important to be
aware of these influences when setting goals. Fresch (2021), states the importance of

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 bouncing back using smart goals in the events industry, especially considering the setbacks
casued by COVID-19 in recent years.

4.1 Characteristics of a project

By their very nature, events (much like projects) have to be classified as short-term
occurrences in that each event is a unique and time-limited operation. Annual events will be
different in terms of their look and feel and specific activities each year. There are also other
similarities between managing projects and events, as many techniques originally developed
to manage large-scale building, logistical and public projects are used to organise events
(Shone & Parry, 2013:242).

Due to their unique nature, projects and events are usually characterised by the following:

• A set start and finish date;

• A dedicated time frame;

• A unique (once-off) operating period;

• Contributions from several different groups or teams;

• A given set of resources; and

• Scheduled activities set out sequentially in order of occurrence.

(Harris 1998, cited in Wanklin, 2010b:145)

There is usually one project manager on an event, although large-scale events may have more
than one, each managing a certain area. A key characteristic of the project management team
is that it is multidisciplinary in nature; individuals and groups with diverse skill sets and areas
of specialisation within the event industry join together to work on bringing the event to life.

Explore further:

Designlab showcases a mega-wedding and highlights the complexity and coordination

needed between different teams (e.g. the architect, sculptor, lighting and video designer)
to successfully create an event of such magnitude.

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4.2 The project management process
The purpose of project management in an event management context is to ensure that an
event is delivered within the allocated time frames and budgets (Wanklin, 2010b:144). Project
management normally follows a five-step process as illustrated in Figure 4.

Figure 4: The project management five-step process. (Adapted from: Morton, 2017)

Table 1 outlines the similarities between event management and project management
activities.

Table 1: Comparison between event management and project management activities.

(Source: Adapted from Shone & Parry, 2013:243)

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The aim of project management is to reach specific targets as stipulated by the owner of the
project or event. Each event differs in scope and complexity, but regardless of these
differences, the following activities need to take place in order to manage all the aspects of
the project successfully (Harris, 1998 cited in Wanklin, 2010b:145):

• A clear project goal must be established.

• Project objectives should be determined.

• Milestones and all tasks to be performed, as well as a clear link between tasks and
time frames, must be established.

• A project plan diagram should be prepared.

• People should be guided on an individual basis and as part of the broader team.

• The project leader must support and encourage team members’ dedication and
enthusiasm and motivate them as they work on the event.

• Relevant and timely information must be distributed to all the project role players.

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 • The team should be empowered to perform effectively.

• Risks should be managed, and creativity should be encouraged in order to motivate

the team to find innovative ideas and solutions to challenges.

Project management requires special qualities to handle stressful and complex situations as
they arise. Project managers should have a diverse skill set and experience with leadership
ability. They need to be proactive in their approach and diplomatic in many situations.

4.3 Event development programming

Constructing a programme to manage the development of an event from start to finish can
be summarised in six basic steps, as outlined in Table 2.

Table 2: The six steps of event development programming. (Source: Adapted from Wanklin, 2010b:147)

Development programming steps

1. Set objectives Review the event objectives in terms of the plan that has
been prepared.

2. Schedule Break the event down into manageable parts, and further
break down the parts into detailed sets of activities and
related costs.

3. Assemble resources Formulate requirements for implementation and relating

to human resources, equipment, and services.

4. Draft a programme Assign time sequences and durations to all activities.

5. Manage the project Use the detailed networks of activities to help manage the
implementation of the event.

6. Monitor and review Continually review and monitor the performance of the
implementation process compared to the goals and
objectives, time, and costs allowed.

Working in a global marketplace that is characterised by rapid change, fierce competition,

increasing costs, and a growing complexity of consumer demands and tasks to be performed,

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event managers have to work strategically and efficiently to draw up each component of an
event development programme in a professional manner (Wanklin, 2010b:146). Event
managers have to aim to minimise costs and risk, manage the complexity presented by each
task, and exceed client expectations at each point in the process.

In the event management context in particular, project managers need to ensure that the
following items fall into place during the programming phase in order to successfully stage an
event:

• Event organiser commitment: There needs to be “buy in” from the group
responsible for organising the event and its management team.

• Thorough scheduling: A realistic and well-defined schedule of activities aligned to a

critical path should be put in place.

• Reporting lines: Decision-making lines of communication, and authority structures

within the project need to be clearly defined.

• Team commitment: It is important to have a well-motivated, driven, and supportive

team that is willing to cooperate with the project manager.

• Flexibility: The project team and event organiser need to adopt a flexible mind-set
in order to deal with changes.

• Project management integration: The project management component of the event

needs to be brought in early in the planning and conceptualisation process; the
earlier the project managers are involved, the easier it will be for them to make
realistic plans regarding event completion timelines for each phase of the process.

• Function documents: The documentation used in the project planning process

needs to be detailed and well prepared.

• Review and monitoring: The project manager should continually review and
monitor aspects such as quality of outputs, performance, and actual expenditure
against budgeted expenditure.

• Clear communication to stakeholders: Stakeholders should be involved in each step

of the process and be kept up to date through effective information distribution,
meetings, and clear action plans.

(Wanklin, 2010b:159)

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4.4 Project management techniques
Once the specific objectives of the event have been clearly defined, there are a number of
techniques that event managers can adapt from project management in order to manage
their event programming. These are outlined in the following sections.

4.4.1 Work-breakdown structures

A work breakdown structure involves breaking a project or task down into different
components in order to identify what needs to be done at each stage of the project. This
breakdown is a broad outline to determine what needs to be done by each team or individual.
Details of each activity are not necessary at this stage. Its hierarchical layout (as depicted in
Figure 5) resembles an organisational chart, and the breakdown is organised with the major
event (for example, a wedding) starting at the top, with each subsequent level further broken
down into smaller parts to arrive at a team responsible for each part (Shone & Parry,
2013:244).

Figure 5: A work-breakdown structure. (Adapted from: Shone & Parry, 2013:244)

4.4.2 Critical paths and schedules

Event managers are able to recognise the activities that are most important to the success of
the event after a breakdown of the work structure has been drafted. A critical task is defined
as a task that needs to be prioritised before any other task in an activity (Shone & Parry, 2010).

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For example, if one task is to secure a venue, and another task is to decorate the venue, the
task of securing the venue is a critical task, because the venue cannot be decorated if it has
not been secured, whilst the task of decorating the venue is called a dependency, as its
commencement is dependent on the critical task’s completion.

Identifying critical tasks serves as a way of keeping track of project timelines and deadlines,
because critical tasks need to be completed timeously in order for other activities to take place
(Shone & Parry, 2013:244).

It is generally accepted that the more external dependencies (dependencies that are not
within the event manager’s direct control) a project has, the greater the risk of project failure
(Shone & Parry, 2013:245). Large events tend to have considerably more external
dependencies than smaller events. Event managers can keep track of all the critical tasks and
dependencies using software such as Microsoft Excel, Smartsheets, or Microsoft Project.

4.4.3 Gantt charts

A Gantt chart is a simple chart that plots tasks in a time-sequence order, allowing the user to
see which tasks need to be completed in what order, and where certain task timelines overlap
(Shone & Parry, 2013:245). The chart gives project managers, and each team involved, an
indication of how long they should take to complete a certain task, and what the ripple effect
on other tasks will be if one task is delayed.

Gantt charts are useful to indicate what tasks still need to be completed, and if there are any
time clashes between different tasks. A limitation of this chart, however, is that it does not
indicate whether there are sufficient resources to complete each task, or if the individual
allocated to the task has been assigned too many responsibilities based on their capacity
(Shone & Parry, 2013:245).

Gantt charts are easy to prepare, and a simple software tool such as Microsoft Excel can
prepare excellent Gantt charts. Figure 6 depicts an example of a Gantt chart for a formal
dinner event.

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 Figure 6: Example of a Gantt chart.

Risk assessment:

An event, just like any other project, is subject to certain risks, and it is important for event
managers to plan ahead and anticipate potential risks before executing their plans. Often
the team involved in the project will meet to discuss the possible risks of a project and
categorize them accordingly. This categorization allows them to easily determine both
positive and negative risks and the reponses to mitigate them.

4.5 Managing project stakeholders

According to the Project Management Institute, stakeholders refer to:
Persons or organisations (e.g. customers, sponsors, the performing
organization, or the public), who are actively involved in the project or whose
interest may be positively or negatively affected by the performance or
completion of the project.
(Project Management Institute, 2008:23).
Stakeholders will have different levels of involvement in a project, and some are more
influenced by, or able to exert more influence over, the project. For example, when planning
a music festival, the managers of the various artists that will perform will be able to exert
more influence over the festival schedule than the local community would, although both

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groups would be classified as stakeholders. Managing stakeholders entails the three steps
highlighted in Figure 7.

Figure 7: Three steps to managing stakeholders. (Adapted from: Chris Wright, 2017)

The larger the project or event being planned, the greater the degree of risk and uncertainty,
and event managers require a specialised set of skills to coordinate and build relationships
with all the stakeholders involved, anticipate potential problems, make swift decisions,
monitor performance and put forward suggestions for review where needed (Wanklin,
2010b:145). Effective relationship and stakeholder management is especially important in the
beginning phases of a project, as it is at the beginning of a project that the degree of
stakeholder influence, project risk, and uncertainty are at the highest (Project Management
Institute, 2008:17).

4.6 Project evaluation

Upon completion of a project, the project manager is required to oversee the project
breakdown and evaluate the project’s success based on the objectives that were set out at
the beginning of the project (Wanklin, 2010b:158). The success of the project can, in large
part, be determined by the outcomes relative to the costs incurred in achieving those
outcomes.

Project evaluation and success in an event management context can be a challenging task,
especially if it includes obtaining feedback from event attendees, because people often tend
to leave events in a rush and do not always take the time to complete surveys and
questionnaires. Survey-based feedback is also very subjective in nature, because a guest may
have a distorted perception of an event based on their personal state of mind or emotional
state at the time of the event (Wanklin, :58). Despite these challenges, event managers should
still endeavour to obtain feedback and complete the evaluation process, as it will assist the
event manager in planning for future events.

Parry and Shone (2013:213) explain that the quality of survey feedback can be greatly
enhanced by planning well-structured surveys with clearly articulated and targeted questions

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based on key aspects of the event. Open-ended questions such as “Did you enjoy the event?”
should be avoided, as they tend to produce vague answers, for example “Yes, it was alright”
that cannot be meaningfully analysed to identify trends. The questionnaires could also be
emailed to guests to increase response rates, and it is useful to consider creating
questionnaires for other stakeholders such as organisers, sponsors, and suppliers to gain
insight into their perception of the event. It is also useful to make use of a “mystery guest” to
attend the event and fill out a report covering all the aspects of the event. The more
perspectives an event manager has of how different groups experienced the event, the better
informed their decision-making for future events will be. Figure 8 illustrates an example of a
feedback questionnaire.

Figure 8: An example of a feedback questionnaire.

Explore further:

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 A post event evaluation allows the team to see how successful they were in planning and
executing the event. An event can be evaluated in many ways, such as collating
stakeholder feedback, social media mentions, and revenue or loss generated.

Table 3: Types of information for evaluating events. (Adapted from: Shone & Parry, 2013:312)

Types of information for evaluating event success

Quantitative information Qualitative information

Visitor and participant data andsales Visitor perceptions

Target market (obtained from visitor Questionnaire and surveys

profiles)

Attendance statistics Recorded discussions (structured) or

interviews

Financial reports or accounts Staff and volunteer feedback

Financial balance sheet Management notes

Economic impact analysis Social impact analysis

General statistical information Social benefits balance sheet

5. Conclusion
By employing relevant planning and coordination tools and project management techniques
and keeping up to date with software developments that can streamline planning and project
management processes, event managers can ensure that their events run as smoothly as
possible, leaving both the attendees and organisers with a deep sense of satisfaction and joy
that comes from being part of an unforgettable event.

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6. Bibliography
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https://www.lawinsider.com/dictionary/central-computer [2022, May 23].

Merrihew, M., 2017. The Importance of Setting SMART Goals. Available:

https://www.hydratemarketing.com/blog/the-importance-of-setting-smart-goals
[2022, June 6].

Miller, D. & Oliver, M. 2015. Engaging stakeholders for project success. Available:
https://www.pmi.org/~/media/PDF/learning/engaging-stakeholders-project-
success.ashx [2016, March 10].

Morton, M., 2017. 5 Phases of the Project Management Process | TeamGantt. Available:
https://www.teamgantt.com/blog/5-crucial-project-management-phases#step-1-
project-initiation-&-conception [2022, June 6].

Project Management Institute. 2008. A guide to the project management body of knowledge
(PMBOK guide). 4th ed. Pennsylvania: Project Management Institute.

Shone, A. & Parry, B. 2013. Successful Event Management: A Practical Handbook. 4th ed.
Cengage Learning.

Wanklin, T. 2010a. Events planning and coordination. In Events management: A

developmental and managerial approach. 3rd ed. D. Tassiopolous, Ed.
Claremont: Juta. 108-124.

Wanklin, T. 2010b. Project management for events. In Events management: A

developmental and managerial approach. 3rd ed. D. Tassiopolous, Ed.
Claremont: Juta. 143-160.

Wright, C. 2017. 3 Simple Steps to Managing Stakeholders | SciTech Connect. Elsevier.com.

Available: https://scitechconnect.elsevier.com/3-simple-steps-managing-
stakeholders/. [2022, May 23].

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