Event Planning & Management

Kelvin Lam11th Feb 2017, Imperial College London

[Content]• Significance of

event planning• Management

tools• Delivery of an

event• De-brief: lesson

learnt, near-misses

[Content]• [Significance

of event planning]

• Management tools

• Delivery of an event

• De-brief: lesson learnt, near-misses

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!

Why should we bother…?Identifies goals, and subsequently objectives.

Why should we bother…?Identifies goals, and subsequently objectives.

GOALI’m very thirsty… but nothing stops me getting hydrated!

Why should we bother…?Identifies goals, and subsequently

objectives.GOALTypical road

blocks….

Why should we bother…?Identifies goals, and subsequently

objectives.GOAL

OBJECTIVE 1

OBJECTIVE 2

I have a way round it!

Why should we bother…?Identifies goals, and subsequently

objectives.GOAL

OBJECTIVE 1

OBJECTIVE 2

Why should we bother…?Predicts foreseeable project risk, and

establish mitigation strategy.GOAL

I plan to jump over this barrier

Why should we bother…?Predicts foreseeable project risk, and

establish mitigation strategy.GOAL

!ӣ$%^&*

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.

Good planningS - 6 W question words

M - criteria, KPI index, scope statement

A - methodology, objectives

R - feasibility, strategies

T - within timeframe

Good planningDevise a plan

Contradictory goals?

Review + refine + expand continuously

Execute

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

RequisitesWhat do we need to know/prepare/possess

before the event?

First aider?

DBS Check?

Responsible holder?

… etc.

[Content]• [Significance of

event planning]• [Management

tools]• Delivery of an

event• De-brief: lesson

learnt, near-misses

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

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

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…

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]

Time [1/2]• Gantt chart Concurrent process, identifies manpower as

required

Time [1/2]• ATC Slip

Time [2/2]• Review/ regular

meetings• Distribute

meeting agenda

• Record meeting minute

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]….

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]

Cost• Keep your stakeholders

happy!

• Tools: Account & balance sheet Cost breakdown Indexed records of

procurements / purchases Monthly report Lean approach – reduce

wherever possible

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

Quality• Risk – undesirable consequences

Mitigation strategy:

Risk matrix

Method Statement

Quality

Quality• Method statement• Outline:

• Person-in-charge• Description• Risk score• Mitigation / strategy• Remarks

Note: ALWAYS think of ALL eventualities. (6 sigma)

Quality• Gate model – “have you got the key to get in?”

•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

Quality• “Lean 6 Sigma”

Quality• Managing performance and quality – LEAN

approach.• Reduce wastes & inefficiencies.

5S (Seiri)Sort

Set-in-orderShine/sweepStandardise

Sustain

TRAP!• Only use tools as needed.• Too many tools used = wasting time• Different project sizes = adapt accordingly

[Content]• [Significance of

event planning]• [Management

tools]• [Delivery of an

event]• De-brief: lesson

learnt, near-misses

• Detailed Plan + Good management + _______________ = successful event

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)

[Content]• [Significance of

event planning]• [Management

tools]• [Delivery of an

event]• [De-brief:

lesson learnt, near-misses]

[Feedback]• What went

smoothly?

• What failed?

• What was unexpected?

FEEDBACK / THANK YOU EMAIL

[Debrief!]• What went

smoothly?

• What failed?

• What was unexpected?

Purpose of a de-brief!

Root Cause Analysis• “Swiss Cheese Model”

Superficial (trigger) cause

Root cause (hidden, latent cause)

Root Cause Analysis• (Q) Example: tripping hazard

(Active error)Students injured repeatedly from different hazards.

Root cause[4] ??

Superficial trigger[1] ?

[2] ?

[3] ?

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.

Root Cause Analysis• Treebone diagram: trace of

possibilities, a good paper trail

“Lesson Learnt” / near-misses

• Close call: “it was close, but nothing happened! It’s all good mate…”

“Lesson Learnt” / near-misses

• What nearly happened? (Latent)

• What can we learn from it?

• What can we improve in the future?

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

- Thank you - Question & Answer