event management
TRANSCRIPT
![Page 1: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/1.jpg)
Event Planning & Management
Kelvin Lam11th Feb 2017, Imperial College London
![Page 2: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/2.jpg)
[Content]• Significance of
event planning• Management
tools• Delivery of an
event• De-brief: lesson
learnt, near-misses
![Page 3: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/3.jpg)
[Content]• [Significance
of event planning]
• Management tools
• Delivery of an event
• De-brief: lesson learnt, near-misses
![Page 4: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/4.jpg)
Cba to plan this…
I swear this will go smooth anyway…
Yh I dunno why we’re planning this crap project out Fail to prepare,
prepare to fail!
![Page 5: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/5.jpg)
Why should we bother…?Identifies goals, and subsequently objectives.
![Page 6: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/6.jpg)
Why should we bother…?Identifies goals, and subsequently objectives.
GOALI’m very thirsty… but nothing stops me getting hydrated!
![Page 7: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/7.jpg)
Why should we bother…?Identifies goals, and subsequently
objectives.GOALTypical road
blocks….
![Page 8: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/8.jpg)
Why should we bother…?Identifies goals, and subsequently
objectives.GOAL
OBJECTIVE 1
OBJECTIVE 2
I have a way round it!
![Page 9: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/9.jpg)
Why should we bother…?Identifies goals, and subsequently
objectives.GOAL
OBJECTIVE 1
OBJECTIVE 2
![Page 10: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/10.jpg)
Why should we bother…?Predicts foreseeable project risk, and
establish mitigation strategy.GOAL
I plan to jump over this barrier
![Page 11: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/11.jpg)
Why should we bother…?Predicts foreseeable project risk, and
establish mitigation strategy.GOAL
!ӣ$%^&*
![Page 12: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/12.jpg)
Why should we bother…?Predicts foreseeable project risk, and
establish mitigation strategy.GOAL
It was a wrong decision…
I will nominate you for Darwin Award 2017!
Your tolerance mate…. Shocking.
![Page 13: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/13.jpg)
Good planningS - 6 W question words
M - criteria, KPI index, scope statement
A - methodology, objectives
R - feasibility, strategies
T - within timeframe
![Page 14: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/14.jpg)
Good planningDevise a plan
Contradictory goals?
Review + refine + expand continuously
Execute
![Page 15: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/15.jpg)
Good planning[1] Project charter[2] Stakeholders[3] Problem statement[4] Goals & objectives[5] Requisites and requirement[6] Deliverables (output, outcome)[7] Outcome[8] Risk
![Page 16: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/16.jpg)
RequisitesWhat do we need to know/prepare/possess
before the event?
First aider?
DBS Check?
Responsible holder?
… etc.
![Page 17: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/17.jpg)
[Content]• [Significance of
event planning]• [Management
tools]• Delivery of an
event• De-brief: lesson
learnt, near-misses
![Page 18: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/18.jpg)
Management tools• “Application of processes, methods, knowledge and
skills, and experience to achieve a defined objective.”
• An art of optimisation and compromise.
Projected…
Output?Outcome?Benefits?Strategic objectives
![Page 19: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/19.jpg)
Time [1/2]Layman method:Timetable / itinerary (rule of thumb)
Event Time
Introduction 09:00
Workshop 1 09:15
Demo 10:15
Break 10:30
Workshop 2 10:45
Demo 11:45
Talk 12:15
Lunch 12:45
![Page 20: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/20.jpg)
Time [1/2]Layman method:Timetable / itinerary (rule of thumb)
Event Time
Introduction 09:00
Workshop 1 09:15
Demo 10:15
Break 10:30
Workshop 2 10:45
Demo 11:45
Talk 12:15
Lunch 12:45
Event Time
Event definition 01-Sep
Specifying goals 03-Sep
Identify objectives 10-Sep
Identify resources 13-Sep
Procurement of resources 15-Sep
Risk Analysis 20-Sep
Method Statement 25-Sep
Project Review I 27-Sep
Trial run 30-Sep
Project Review II 02-Oct
Event day 1 03-Oct
Event day 2 05-Oct
Event de-brief 10-Oct
Improvement 12-Oct
Things will get very messy…
![Page 21: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/21.jpg)
Time [1/2]• Prioritise – which steps are result-critical?Eisenhower Box [priority]
Urgent, Important [1]
Not urgent, important [2]
Urgent, not important [3]
Not urgent, not important [4]
![Page 22: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/22.jpg)
Time [1/2]• Gantt chart Concurrent process, identifies manpower as
required
![Page 23: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/23.jpg)
Time [1/2]• ATC Slip
![Page 24: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/24.jpg)
Time [2/2]• Review/ regular
meetings• Distribute
meeting agenda
• Record meeting minute
![Page 25: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/25.jpg)
Time [2/2]Agenda
Publish them ahead of meeting.
Distribute them to the concerned parties.
[Subject][Date / Time]
[Item 1: review of last meeting]
[Item 2]….
![Page 26: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/26.jpg)
Time [2/2]Minute
Formal record of the event
Descriptive and comprensible
Paper trail
[Subject][Date / Time][Attendance][Open][Item 1: review of last
meeting][Item 2]….[AOB][Close][Attachments/insert]
![Page 27: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/27.jpg)
Cost• Keep your stakeholders
happy!
• Tools: Account & balance sheet Cost breakdown Indexed records of
procurements / purchases Monthly report Lean approach – reduce
wherever possible
![Page 28: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/28.jpg)
Quality• Monitoring the process/output
[1] - traditional/Waterfall (initiation, planning, execute & monitor, close)
[2] – Risk approach (Health & Safety)[3] – PRINCE2 / Gate Model[4] – Lean (Lean Six Sigma) approach
![Page 29: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/29.jpg)
Quality• Risk – undesirable consequences
Mitigation strategy:
Risk matrix
Method Statement
![Page 30: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/30.jpg)
Quality
![Page 31: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/31.jpg)
Quality• Method statement• Outline:
• Person-in-charge• Description• Risk score• Mitigation / strategy• Remarks
Note: ALWAYS think of ALL eventualities. (6 sigma)
![Page 32: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/32.jpg)
Quality• Gate model – “have you got the key to get in?”
![Page 33: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/33.jpg)
•Goal here
09/16
•Goal and expected outcome here.
10/16 •Goal and
expected outcome here.
11/16
•Goal and expected outcome here.
12/16 •Goal and
expected outcome here.
02/17
•Goal and expected outcome here.
03/17
Gate 1:Objective 1 here
Gate 2:Objective 2 here
Gate 3:Objective 3 here
Gate 4:Objective 4 here
Gate 5:Objective 5 here
![Page 34: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/34.jpg)
Quality• “Lean 6 Sigma”
![Page 35: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/35.jpg)
Quality• Managing performance and quality – LEAN
approach.• Reduce wastes & inefficiencies.
5S (Seiri)Sort
Set-in-orderShine/sweepStandardise
Sustain
![Page 36: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/36.jpg)
TRAP!• Only use tools as needed.• Too many tools used = wasting time• Different project sizes = adapt accordingly
![Page 37: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/37.jpg)
[Content]• [Significance of
event planning]• [Management
tools]• [Delivery of an
event]• De-brief: lesson
learnt, near-misses
![Page 38: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/38.jpg)
• Detailed Plan + Good management + _______________ = successful event
![Page 39: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/39.jpg)
Delivery• Detailed Plan + Good management +
Smooth delivery of event = successful event
• Liaising & delegate tasks time to time• Advertisement & PR (!!)• Q&A skills• Venues • Logistics• Customer services (i.e. dealing with students)• Problem solving (unexpectedly)
![Page 40: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/40.jpg)
[Content]• [Significance of
event planning]• [Management
tools]• [Delivery of an
event]• [De-brief:
lesson learnt, near-misses]
![Page 41: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/41.jpg)
[Feedback]• What went
smoothly?
• What failed?
• What was unexpected?
FEEDBACK / THANK YOU EMAIL
![Page 42: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/42.jpg)
[Debrief!]• What went
smoothly?
• What failed?
• What was unexpected?
Purpose of a de-brief!
![Page 43: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/43.jpg)
Root Cause Analysis• “Swiss Cheese Model”
Superficial (trigger) cause
Root cause (hidden, latent cause)
![Page 44: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/44.jpg)
Root Cause Analysis• (Q) Example: tripping hazard
(Active error)Students injured repeatedly from different hazards.
Root cause[4] ??
Superficial trigger[1] ?
[2] ?
[3] ?
![Page 45: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/45.jpg)
Root Cause Analysis• (A) Example: tripping hazard
Root cause[4] Poor hazard management.
Superficial trigger[1] Many wires on the floor.
[2] Lack of safety checks.
[3] Safety check not required by Method Statement.
(Active error)Students injured repeatedly from different hazards.
![Page 46: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/46.jpg)
Root Cause Analysis• Treebone diagram: trace of
possibilities, a good paper trail
![Page 47: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/47.jpg)
“Lesson Learnt” / near-misses
• Close call: “it was close, but nothing happened! It’s all good mate…”
![Page 48: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/48.jpg)
“Lesson Learnt” / near-misses
• What nearly happened? (Latent)
• What can we learn from it?
• What can we improve in the future?
![Page 49: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/49.jpg)
Summary Planning: SMART, reviewed
iteratively. Management: time, cost, quality Paperwork: event/strategy plan,
meeting minute & agenda, H&S method statement and Risk Analysis
De-brief: RCA, reporting near-misses, identify lesson learnt
![Page 50: Event Management](https://reader035.vdocuments.net/reader035/viewer/2022062900/58e49f631a28abf5428b5ced/html5/thumbnails/50.jpg)
- Thank you - Question & Answer