MPI Global Certificate in Meetings and Business Events

1. MPI Global Certificate in Meetings and Business Events

2. Project Management Presented by Jan Shaw & Min Liu

3. Learning objectives • Create a basic project plan • Determine timelines and critical dates • Delegate tasks to individuals or teams, and know how to hold them accountable • Develop a reporting structure and process so that everyone stays focused on “building” the meeting the right way

4. What is a project? A project is a complex non-routine one-time effort limited by time, budget, resources and performance specifications designed to meet customer needs. Project management is a system that describes the work before the event actually starts. The project management of meetings concentrates on the management process to create the event. Project management can be regarded as integrating all of management areas. The objective of a project To integrate management plans from different knowledge areas into a cohesive, workable plan for the entire project

5. Phases of the project management of meetings A project phase is a series of related tasks, performed over a period of time to produce a major deliverable Meeting management has five phases Initiation Planning Implementation On-site operation Shutdown / wrap up

6. Phases of the project management of meetings Venue A/V Transport F&B Housing Marketing Risk Mgt Registration Organizing committee Initiation: Feasibility study Stakeholder analysis Planning implementation Mission objective Budget On-site operation Shutdown

7. Initiation The first phase of initiation is to identify the purpose of the meeting The initiation phase may include a feasibility study Stakeholder analysis The end of the initiation phase is characterized by a ‘go/no-go’ decision

8. Objectives

9. Smart objective Example: The Membership Department of the International Association of Hotel Accountants will "increase association annual revenue to $5 million before 2006 by increasing membership dues 5%."

10. Stakeholders Arts & Entertainment Industry and Associations Corporate, Business & Associations Government Sports Industry and Associations Tourism & Hospitality Industry and Associations Media Event committee or major client Emergency services Transport Authority Police Attendees Sponsors Event management Company (MCI) Paid/volunteer/service contractors

11. Group activity • Prepare a profile of the Global Chocolate Forum Identify stakeholders What are needs of the attendees? Identify two SMART objectives

12. Planning Planning is characterized by working out what is needed and how it will fit together. Each of the management areas will produce a separate plan. A major role of project management is to integrate all these plans into a cohesive, workable plan

13. Implementation Application of all the plans: e.g. hiring staff, sending out RFP, confirming contractors and carrying out promotion Monitoring and controlling: testing the plans and confirming how relevant they are as the organizing progresses Making decisions based on the comparison between the plans and reality Work in progress reporting to the key stakeholders. Active risk management

14. On-site operation & shutdown On-site operation Ensure that all the programs run as planned. Implement risk management Shutdown Shutdown includes preparation for the next meeting. Archiving the documents Assessing management success.

15. Guiding principles in project management Identifying tasks Break down work into different tasks such as: Marketing Finance/budget Time management/timeline Risk management Resource requirement (e.g., human resource, meeting space, supplies, service contractors) Human resource management (delegate tasks and responsibilities) Stakeholder management Communication plan Others (e.g. sponsorship or exhibition sales) Analyzing tasks Identify sub-tasks under each task

16. Program Content Marketing Speaker selection Robert Mtg Plnr Marcus CEO Vanessa Dir of Sales Forum Logistics Production

17. Analyzing tasks – Finance/Budget Identify expenses Indirect costs (overhead) Expenses not directly related to the meeting (staff salary, equipment repair, etc.) Fixed costs Expenses that are unresponsive to the number of visitors (venue rental, AV equipment, speaker fee, etc.) Variable costs Expenses that are proportionate to the number of attendees (e.g., F&B) Identify revenue sources Remain conservative on budget Forecast minimum revenue & maximum expense

18. Marketing mix Product: Intangible experience (learning, networking) Place: Location where the meeting is held People : Staff, attendees, speakers, and partnerships (stakeholders such as sponsors and media) Price: Decide the registration fee Promotion/communication: Direct mail, advertising, website, Public Relations Analyzing tasks - Marketing

19. Resource requirement (e.g., human resources, meeting space, supplies, service contractors) An outcome of identifying and analyzing tasks Resource analysis allows the meeting manager to decide what services and goods are: Outsourced to suppliers/service contractors Sourced from the client or sponsor Specially created or constructed for the event. These decisions impact budget/finance Outcomes of resource analysis are: A list of suppliers Human resource management plan Analyzing tasks – resource requirement

20. Human resource management Delegating tasks and responsibilities should be integrated into the timeline: An outcome of task analysis What tasks should be grouped together to create a job or position? What should be looked for in individuals applying for identified jobs? What tasks should form the basis of performance appraisal for an individual in a specific job? What training and development programs are required to ensure staff/ volunteers possess the needed skills/knowledge? What should an organizational structure look like and what interrelationships between jobs should exist? Training and motivating staff Analyzing tasks - HRM

21. Developing a Project Plan

22. Time management/timeline Guiding Principles in Project Management • Slippage • The delay is created when tasks do not meet their intended deadline • How to avoid slippage? • Well-prepared planning • Allow breathing room by overestimating time

23. Gantt chart Guiding Principles in Project Management Milestone: start of forum

24. Gantt chart The steps in creating a Gantt chart are: Identifying and analyzing tasks Establishing timeline Consider are the starting and completion times. The schedule for many aspects of the meeting management will work back from the date of the meeting. Establishing priority What other tasks need to be completed before this task can start? Marking milestones Tasks that are of particular importance are designated as milestones and marked on the chart. The advantages of Gantt chart It visually summarizes the project or event schedule. It is an effective communication and control tool. It can point out problem areas or clashes of scheduling It is readily adaptable to all meeting areas . Guiding Principles in Project Management

25. Stakeholder management Good example of a stakeholder management plan in meetings are Sponsorship plan Risk management Communication plan Guiding Principles in Project Management

26. Guiding Principles in Project Management - Sponsorship Plan - • Profiling the event audience • Consider again the target markets of your event • Sponsors will look for a reliable picture of the event audience • Event sponsorship is most successful as a marketing medium when there is a solid database that profiles existing visitors. • Creating the event’s asset • The agreement to purchase product/services from a sponsor, event naming rights, exclusivity, business and sponsor networking opportunities, merchandising rights, media exposure, the capacity to demonstrate product or technology at the event, corporate hospitality services and a volume of tickets for the sponsor’s use • Hierarchical packages • e.g., tiers of gold, silver, and bronze • e.g., premier partner, major partner, event partner • Formulating packages to deliver greater value to the sponsors

27. Matching event assets with potential sponsors Find those organizations that want access to the same audience, or who have a specific problem that the event may assist in solving Firms that reposition themselves, regain market acceptance or introduce new products or services Use various research techniques to identify potential sponsors Industry associations, business and financial media and the web Which organizations are looking to enter new markets in your area or region? Which companies appear to have attributes and values that match those of your event/festival? Identify who has sponsored similar events in the past. This can be done by examining programs/ promotional material/websites of these other events Guiding Principles in Project Management - Sponsorship Plan -

28. Use various research techniques to identify potential sponsors (cont.) Existing sponsors of the event Useful source of referral to other potential sponsors A more detailed examination of their business and marketing objectives and the types of asset that will meet their needs can be completed. Types of event the organization is willing to sponsor Whether the organization is tied to particular causes The time in their planning cycle when they allocate their sponsorship budget Guiding Principles in Project Management - Sponsorship Plan -

29. The sponsorship approach Identify person in charge of the sponsorship decision Chief executive officer (CEO) or managing director The marketing or public relations manager Write a brief introductory letter to profile your event and the sponsorship opportunity. Make direct contact by e-mail or telephone, especially if they have been referred by another sponsor or have some informal rapport with the company’s personnel Guiding Principles in Project Management - Sponsorship Plan -

30. Preparing and presenting sponsorship proposals The sponsorship proposal should address the following questions: What is the organization being asked to sponsor? What will the organization receive for its sponsorship? What is it going to cost? Contents to be included in the proposal An overview of the event The sponsorship package on offer and its associated cost. The proposed duration of the sponsorship agreement. The strategic fit between the proposal and the business and marketing needs of the organization. The event’scontact details for the company’sresponse and follow-up negotiation. Guiding Principles in Project Management - Sponsorship Plan -

31. Risk management Identify, analyze, and treat risk Identify risk Guiding Principles in Project Management - Risk Management- • Natural events • Snow, rain, tornado, etc. • Financial risk • Exchange rate, economic environment • Legal risk • Disputes over contracts • Technology-related risks • Fireworks, AV system • Security and Safety

32. Guiding Principles in Project Management - Risk Management- • Safety-related risk • Venue and site design • Site inspection • Fencing, seating, barrier, facility … • Equipment & décor • Lighting, AV system, special effects • Fire, electrocution, drowning • Food, drink, sanitation • Crowd management

33. Guiding Principles in Project Management - Risk Management- • Analyze risk in terms of:

34. Guiding Principles in Project Management - Risk Management- • Analyze risk to determine the level of risk • Extreme: An extreme risk requires immediate action as the potential could be devastating to the organization. • High: A high level of risk requires action, as it has the potential to be damaging to the organization • Moderate: Allocate specific responsibility to a moderate risk and implement monitoring or response procedures • Low: Treat a low level of risk with routine procedures.

35. Guiding Principles in Project Management - Risk Management- • Risk treatment: Preventative measures and contingency plans

36. Guiding Principles in Project Management - Risk Management- • Insurance as a contingency plan • Property insurance • Coverage against loss of owned property that show/event organizers bring to the event, property of others that the show/event organizer is responsible for • Commercial General Liability insurance • Policy bought by all show/event organizers • Liability claims due to bodily injury or property damage arising from a show or special event • Occurrences and claims-made • Each occurrence: $1,000,000 Annual aggregate:$2,000,000 • Personal injury: $1,000,000 • Fire damage legal liability: $300,000 • Medical payments to others: $5,000

37. Guiding Principles in Project Management - Risk Management- • Crime insurance • Necessary at shows/events where cash is collected • Coverage limit should be based on how much cash will be on hand • The same size as the property insurance deductible (the part of the loss that is the insured, generally $10,000). • Crime deductible apply on a per-loss basis • Event cancellation insurance • Unique to the exhibition and special event industries • Covers a number of perils including cancellation, postponement, abandonment, interruption, and reduction in attendance.

38. Pre-event meeting for work in progress report and measurement of meeting What has been done so far? What needs to be done? Assess the tasks, responsibilities, and schedules against projected plan The Gantt chart Risk management Essential to determining success How often should it be held? Periodically Post-event meeting Held in shutdown Guiding Principles in Project Management - Communication Plan -

39. Project management software http://en.wikipedia.org/wiki/comparison_of_project_management_software Guiding Principles in Project Management

40. Group Case Discussion • Create a timeline for organizing a gala dinner at the Global Chocolate Forum.

41. MPI Global Certificate in Meetings and Business Events