Event Planning Flashcards
what is Strategic Planning (4)
Vision: What the event aspires to be
Mission: Describes the event’s purpose
Goals: The strategic plans, the things the event would like to achieve
Objectives: The way to obtain your gaols
Characteristics of Vision Statements (5)
Long term
Describes a desired future outcome/state
Serves as a wider focus
Motivational
Must be understood and shared
Characteristics of a Mission Statement (5)
event’s purpose
Identify its customer groups’
nature of the event;
values of the event
is motivational and achievable
Value Statements (4)
The event’s core beliefs
Connect with the event’s audience
Make stakeholders aware of the priorities
Guide decision making
(can be included in mission statement)
what are Goals
provide direction to those engaged in the event
They expand on the mission statement
For some events, the step of creating goals prior to setting objectives might not be considered necessary
what are SMART Objectives (5)
o Specific
o Measurable
o Achievable / Agreeable
o Realistic / Relevant
o Time-specific
Choice of organisational structures (4)
Simple Organisational structure
Network
Functional
Program-based matrix
what is a Simple Organisational Structure (3)
Low-level complexity
Decision making centralised
Event manager has total control
what is a Network Structure (4)
Multi-Organisational Approach – Outsourcing
Focus on ‘Management and Coordination’
Advantages: small amount of full-time staff; external expert knowledge; accuracy in costing; “quick” decision making
Important: quality control issues; team-feeling; admin work
what is a Functional Structure (1)
Departmentalise tasks according to specialised areas of skill
what is a Matrix Structure
Program-based; Breakdown into projects and functions
What is a project (2)
A temporary group activity designed to produce a unique product, service or result.
it has a defined beginning and end time, and therefore defined scope and resources.
what is Project management
the application of knowledge, skills and techniques to execute projects effectively and efficiently
Benefits of a Project Manager Approach to Events (5)
Systematic
Ensures systems and processes are independent of any one person
The approach is recognised and understood
Documented approach = accountable approach
Makes work of event team visible and validated
what does Work Breakdown Structures (WBS) involve
Breaking an event down into major tasks.
These tasks are then further broken down, a process that continues until a level of detail has been reached that is deemed appropriate for the needs of event organisers.
what is Statement of Work (SOW) (5)
Event mission/vision/objectives
Scope of work
Stakeholders involved and key responsibilities of each
Draft schedule
Draft budget
— The SOW is a baseline document for the planning process
The Roles of Budgets
Budgets act to forecast event’s financial future and as such influence the decision to proceed or not to proceed with a given event
Steps in Preparing an Event Budget (5)
- Research and scenario building
- Determine an appropriate level of budgeting
- Create a budget and have it approved
- Monitor expenditure against budget
- Review budget post event
Considerations in budget development (6)
Taxation requirements of country (e.g. GST, VAT)
Market price sensitivities
Changes (actual and predicted) in the economic environment, e.g. Exchange rates/inflation
Period of time to event delivery
Current and potential revenue streams
Contingency allocation
what are fixed costs
do not change with the number of people attending an event
what are variable costs
change with the total number or people attending
what are direct costs
costs directly associated with running the event
what are indirect costs
event support costs e.g. Running of the event organisation (office space rental, computers & software, etc.)
How to Monitor Expenditure (5)
Monthly statements of income and expenditure
Purchase orders
Regular budget meetings
Restrictions on expenditure and over budget
Comparisons with previous years
An evaluation of the budget post event allows an event manger/organising body to see (5)
Areas where under-spending/overspending took place
Areas where income was up/down
Overall, how accurate the projection process was
Performance against previous years
Overall financial position of event going forward
Defining HRM
the process of matching people to jobs and developing a satisfied and effective workforce
Human resource management strategy for an event should seek to achieve specific outcomes, for example (5)
Growth
Cost containment
Improved quality – e.g. reduction in queuing times
Improved organisational effectiveness – e.g. through cross training
Enhanced performance as regards legal/environmental/safety responsibilities
what is Training
provision of specific job skills or knowledge that allow people to perform or improve current job performance
what is professional development
the acquisition of new skills or knowledge that prepares someone for future job responsibilities
what is Termination
legal issues such as laws against unfair dismissal
what is Outplacement
provision of assistance to staff/volunteers seeking new positions
what is Re-enlistment
maintenance of contract with past staff/volunteers and provision of
incentives
