The Phases of Event Management

27 November 2013

The phases illustrate the sequential nature of event management, highlighting the criticality of time in any event project. The phases include initiation, planning, implementation, the event, and closure, and are derived from traditional project management terminology. Effective management relies on engagement at each juncture of this continuum throughout the life of the event project, from inception through completion.

After reading this article you will understand how to

• create an effective strategic plan for an event

• develop a project plan based on the event requirements

• acquire and organize resources into an action plan for the event

• manage the onsite operations of the event

• close down onsite operations at the end of the event and report outcomes

Every event project has a lifecycle. It starts with an idea or a need and ends with concluding the event and reviewing its results, which are then integrated into the next event project. There is a linear progression in every event regardless of type, scale, or complexity. This sequence is necessary to ensure important factors are properly considered and decisions are based on sound reasoning.

The duration of this lifecycle and its individual components is based on the time available, which establishes the momentum for the event project. Unlike traditional project management wherein the work to be done establishes the date of completion, the event date is typically determined prior to planning the project. The amount of time allotted to each phase varies according to the nature of the event.

It is strongly recommended that the event manager be closely involved and an active participant throughout all the phases, but this is not always the case. If brought in at a later phase, an event manager must become acquainted with what has occurred and been decided in previous phases. The event manager needs to understand the totality of expectations even if excluded from a specific phase.

Typically the initiation and planning phases will be shorter than the implementation phase, but this will depend on the complexity of the event. During these three phases decisions can be made whether or not to proceed with the event, but once the event begins the only “no-go” possibility is closure (or cancellation of specific elements or activities included in the event). The event itself may only last a short period, but the intensity of the activity and responsibility will increase. Once the event has closed there is still important work to be accomplished, much of which will contribute to the success of the next event – either this event’s recurrence or the production of a different event.

Initiation

Overview of the initiation phase

Creating a new event, or deciding to purchase an existing event production, involves a lot of time, money, people, and other resources. You can not reasonably go forward with an event project without the ability or authority to commit these resources. Gaining that commitment from either an individual or an organization depends on having a clear vision of the scope, needs, and expected outcomes of the event. In other words, one must be able to describe the mission, nature, and merits of the event project.

This requires establishing and communicating a shared vision of the event and its expected outcomes from the perspective of each stakeholder. The vision incorporates and expresses the role of the event, determines the scope of the event, and defines the success of the event. Without clearly defining the purpose of the event, the criteria for what success will “look like,” and the constraints that will be imposed on the project, it will be nearly impossible to effectively develop an event plan. Making decisions at the very inception of the event will limit the investment of time, effort, and money if the project is abandoned, and increases the possibility for influencing its success if it proceeds.

Determine mission, goals, and objectives

Every event has a purpose – a reason it should take place. It might be to address a social, organizational, or economic need, to satisfy a market demand or personal request, or to fulfill a business or legal requirement. This is the basis for the mission statement, which is the foundation of the strategic plan for an event. The event manager needs to know why the event is happening to successfully determine how to meet the mission, goals and objectives.

Example of strategic plan components

Goal statements should be developed that illustrate how the event will accomplish its mission. These goal statements reflect the overall intent and expected outcomes of the event project and should be expressed in terms of behavior and purpose. Objectives define the specific and measureable outcomes needed to achieve these goals. These objectives will then be translated into specific tactics during the planning phase.

Research historical data, feasibility, and constraints

Conducting research into the history of previous or comparable events and determining the feasibility of producing an event that will meet its goals and objectives often proves to be the most important activity. Historical or comparable data can include evaluations and final reports from a previous event; observations or reviews of similar or competitive events; published reports or articles on emerging trends or economic impacts; and discussions with previous hosting organizations, suppliers, and other resources. Look for facts and figures as well as strengths and weaknesses that can contribute to this event project’s performance expectations.

The feasibility study examines the resources required and available to produce the event project to determine its success potential. It will take into consideration the quality, quantity, and flexibility of the timeline and the human, financial, technological, and operational resources to determine the project’s viability. It will also consider the legal, political, social, economic, and operational constraints that could pose difficulties.

Resources can often be augmented and constraints or obstacles overcome, but at times the feasibility study will indicate that the event project is not practical or does not have the potential for accomplishing what was envisioned. The goals and objectives might be out of reach based on an imbalance of needs, resources, and obstacles. In this case the outcome expectations could be adjusted accordingly or the event might be abandoned altogether.

Specify concept, scope, and expected outcomes

Clear and specific descriptions need to be developed that stipulate the concept of event envisioned, its scope, and its expected outcomes. This information is developed by conducting the needs assessment, which includes who the event will be for, what it will include, when it will take place, where it will take place, and why it should take place. Keep in mind that there are various perspectives regarding the purpose and expectations for an event, which should be reflected in the strategic plan.

• The client hosting an event often expects some return on investment such as attendance, charitable contributions, membership recruitment, revenues, or publicity.

• The customer purchasing a ticket to an event has done so to gain something – recreation, enrichment, adventure, or entertainment.

• The delegate registering for a conference has paid the registration fee expecting to gain knowledge, build relationships with colleagues, or advance a career.

• The invited guest at a wedding or other life-cycle event arrives with eager anticipation for the celebration and reunion with family and friends.

Overview of the contents of an event needs assessment

Prepare proposal and acquire acceptance

Once the research has been done and the specifications have been defined, it is time to formalize these outcomes into a strategic plan or proposal outlining the concept and approaches to acquire acceptance and/or approval. It should specify the deliverables (what is to be accomplished) of the event project. The proposal should also provide substantiated justification for why this plan will meet the needs identified and why this is the best way to meet those needs.

The proposal will be presented to the client or hosting organization (and other stakeholders as appropriate) for individual or consensus approval. Acceptance indicates that the plan is valid and agreed to, perhaps after adjustments or revisions are made to better reflect the host’s vision or the resources available.

Upon acceptance, authorization is given to proceed with the event project, moving it into the next phase in which the detailed planning will occur. It is at this point when the investment of resources is made, including the commitment of financial, human, and other resources.

Planning

The planning phase is typically the most deliberated phase. This is when the roadmap of how to get the event project from concept to completion is created. The event plan should clearly outline what should happen and how it is to be accomplished. All the functional areas of the event project, team, and tasks are determined and allocated, and mission-critical deliverables and dates are specified. The circumstances or assumptions that could affect the plan’s performance should also be defined.

Timelines are generated that sequence all the tasks according to the critical path – what must be done and when, as well as the associated dependencies. This is accomplished by decomposing the concept into its individual parts and components to develop a work breakdown structure from which roles and responsibilities will be assigned.

Specifications for all the event elements must be included in the plan, incorporating all the essential standards of quality, time, and cost, as well as the procedures to be used and the policies to be adhered to. The procedures for managing change within the event project throughout the balance of its lifecycle should be included.

The planning phase should result in a documented project plan that will be clear to all stakeholders and would allow someone else to take over and accomplish the event project even if you were not present. Keep in mind that planning is often an ongoing and iterative effort depending on the scope, nature, and complexity of the event, which makes it even more important to have a well thought out roadmap that shows the intended destination.

Assess resource requirements

Identify and quantify the temporal, economic, spatial, human, and other resources that will be needed to accomplish the event project as envisioned and specified in the proposal or business plan. This information forms the basis for the timeline, budget, procurement, staffing, and other plans. Although these resources will have been considered when putting together the project proposal, once planning commences these projections and assumptions are more thoroughly tested.

This is when the event team considers questions about every facet of the event and its components. The needs assessment and scope of the project should be verified and thoroughly itemized. It is often when the linkages, interdependencies, and project milestones are clarified from an administrative, design, marketing, operational, and risk management standpoint. Involving key stakeholders in this process often improves the process and facilitates shared ownership of the event project and its success.

The planning assessment is often when adjustments must be made to the original project proposal or business plan due to an imbalance of resources or unrealistic assumptions. This is why it is important to have prioritized objectives so that these decisions can be made before significant investments of time, money, or effort are made. This is also when certain activities or elements are classified as mission-critical and given the highest priority.

Develop standards specifications

Every roadmap needs markers to indicate the plan is on track, therefore targets or milestones must be established for time, cost, quality, and effort within the project plan so that controls can be devised. These standards indicators should be integrated into the timeline, budget, and procurement and staffing plans so that if and/or when deficiencies or performance shortfalls occur they can be dealt with in a timely and cost effective manner.

Performance evaluation needs to be incorporated throughout the project plan. Deadlines must be established, cost ceilings must be set, and levels of quality and quantity must be defined for work output and goods and services to be procured. The methods for collecting and disseminating this information vary depending on the type and scope of event and event organization, but often include scheduled status reports from those responsible for the various functional areas or tasks associated with the project.

It is imperative that monitoring these performance indicators be mandatory and assigned to specific personnel. There are always choices that can be made to respond to these issues, but they will be more effective if made early, and far more costly the longer they remain unaddressed. In addition, carefully consider potential alternatives or contingency plans for key elements in the project plan when defining the deliverables.

Determine tactics

Goals lead to measurable objectives, which lead to strategies, which lead to tactics – the specific methods to be used for achieving expected outcomes. Tactics are also required to meet the functional needs associated with bringing people together at a specific time and place. These are all included in the roadmap that enumerates the goods, services, and resources required to meet needs and expectations.

Just as there is a reason for every event, there is a reason for every action, element, and expenditure included in an event plan. Examining these reasons identifies the various options, helps recognize obligations and potential obstacles, and facilitates better choices. It also influences decisions about quality and priority, and helps justify the choices made.

The project plan should illustrate what is to be done, what it will take to do it, how resources will be allocated, and how efforts will be organized. It is the culmination of the outputs from the 35 management areas discussed in this book, including the tasks identified in the work breakdown structure, the timeline and schedules, and the people, money, and materials needed.

Establish modification policies and procedures

The planning phase is when policies and procedures regarding decision making and change management should be established. The larger the scope and complexity of the event project or event organization, the more important it is to clearly define responsibilities and authorization systems. These will be based on the impact decisions and changes would have on the project plan.

Policies govern actions by defining the desired or required behavior and the constraints associated with that behavior. They typically address specific requirements related to legal, ethical, and operational principles and obligations. Procedures define the sequence of steps necessary to accomplish a task or implement an established policy.

Example of policies and procedures

Implementation

Once the event project plan has been devised, the work begins to accomplish the activities specified. This phase focuses on verifying, supervising, and controlling the scope, schedule, costs, quality, communications, procurement, and risks to make certain the event project is progressing according to plan. It should result in a detailed action plan for bringing the event to life and managing it throughout its duration.  

Work authorization and procurement systems are put in place to issue task assignments, job orders, and contracts. Human resources (particularly volunteers) are recruited, assigned, and provided with the necessary training. Bids and pricing from the various suppliers and vendors required for the event project are secured, and contracts are executed or orders are placed. Contingency plans are devised for any variations or situations that might emerge.

It is important to obtain the various logistical specifications and requirements from each vendor or provider so these can be incorporated into the action plan for the event. This will include delivery and installation requirements, spatial requirements, specifications, and terms of payment. The varying logistics are integrated, and preventative and corrective actions are employed to ensure the time, cost, and quality criteria are met.

All this activity converges in the production of the event. Comprehensive, meticulous, and systematic attention to detail will facilitate effective and efficient operations once the event begins.

Acquire goods, services, and human resources

Establish the purchasing policies and procedures for procuring goods and services for the event, including the range of cost and quantity, expenditure authorizations, and bidding or contractual requirements. It is important to prevent unauthorized personnel from entering into obligations or financial commitments on behalf of the event organization.

Identify the goods, services, and human resources that will be provided for the event from within the event organization or through donations or strategic alliances such as partnerships or sponsorships. Locate, evaluate, select, and contract providers for the goods, services, and event elements to be procured from outside vendors or suppliers. Collect and analyze the logistical specifications associated with each product or service to determine how each will be integrated into the site, schedules, and other action plans.

Conduct workforce planning and implement strategies and activities to recruit, induct, and train paid and volunteer event personnel. Establish schedules and assignments for personnel, and identify special needs or services to be provided such as food and beverages, uniforms, rest areas, and the like. Devise strategies to counteract staff reductions due to non-appearance or decreased need.

Coordinate logistical and spatial requirements

Every event element, activity, provider, product, and service that will be at the event will require space and time in order to bring in, install, and implement their contribution to the event. This can range from a handful of vendors delivering equipment and supplies for the event team to distribute at a charity fun run to hundreds of vendors, workers, and participants converting an empty field into a working Renaissance village for a community recreation department’s summer entertainment attraction.

Providers will be bringing in people, equipment, and supplies for setting up, maintaining, and taking down the event. This must be carefully plotted into the site plan and choreographed in the action plan. There will likely be proximity needs as well as restrictions, scheduling implications and dependencies, and numerous potential conflicts that should be addressed prior to the event production to ensure smooth operations.

Establish communication infrastructure

The success of an event relies on effective communication with all the people involved in producing the event. A communication infrastructure is needed to advise personnel, vendors, and stakeholders of decisions, conditions, policies, procedures, and expectations. Determine the methods and protocols for getting and disseminating information, including procurement documentation, schedule verification, and in particular, any change advisories.

Establish a system that includes verbal and written methods of communication that can be documented. Confirm orders with vendors and suppliers, schedule reminders for deliveries and personnel, prepare handbooks or guidelines for volunteers and providers, and maintain a diary or log of conversations and decisions. The widespread use of telecommunication, social media, and Web-based technologies indicates that these must be integrated into the communication plan.

Inform those included in the communication framework of who to contact, when, and how. Let them know where and when they can find or will receive information. Make certain they know and understand their roles and responsibilities with regard to emergency situations. Schedule in-person meetings with key stakeholders and personnel prior to the event to confirm the status of plans and expectations.

Monitor and control scope, schedule, costs, and risks

Most events have lots of people doing lots of things to get an event ready, but someone needs to supervise all this activity and keep an eye on the whole picture. Otherwise things get overlooked, tasks are unnecessarily repeated, conflicts arise, and confusion reigns. This is the responsibility of the event manager, who typically delegates facets of this within an organizational reporting structure.

The project plan must be continually checked to ensure that the roadmap is being followed and that any changes needed are verified and thoroughly integrated. The key things to monitor (and avoid if possible) are increases in the scope of work or the event, schedule or cost overruns, lowering of quality standards, and new or intensified risks.

This is not to say that such changes will not occur or be necessary. Things do change because conditions, obligations, opportunities, and expectations change. The client changes her mind; ticket sales have been hugely successful; a certain vendor turns out to be unavailable; a volcano eruption in Iceland disrupts air travel for a month. Managed flexibility is important.

The Event

Overview of the scope of the event phase

The event phase commences once the onsite production begins. A vigorous approach is required because once the doors or gates open – no matter what, ready or not – the “show” will go on. The task now is to pay careful attention to what is actually happening.

Everything about the onsite production relates to the performance of the action plan from the arrival of the first worker to the big finale. The vendors have been selected and contracted and preparations have been made for every detail relevant to the event project. Now it is time to monitor service delivery and conduct any necessary change or damage control actions.

As the event unfolds, there will be many directions to give and decisions to make. Understanding the entire scope of the event, all the plans, how all the event elements fit together, and focusing on the goals and objectives of the event project will facilitate smooth operations. It will also be important to allow the event team to do their respective jobs. The structure of authority has been established, and those with the responsibility for the various event elements should be permitted to complete their tasks with just enough supervision to ensure high quality performance.

There is always the possibility of some aspect of the event plan that may become uncertain, unusable, or unsafe due to conditions beyond one’s control. Therefore, contingency plans should be in place to overcome any vulnerability or anticipated problem.

Inspect and monitor service delivery

Inspecting the facilities prior to move-in ensures operational readiness. This has two functions – first, to identify any vulnerabilities or unsafe conditions that must be addressed prior to opening; and second, to establish a baseline for making sure the facilities are returned in an equal or better condition at the close of the event.

Keeping an eye on the delivery of all goods and services verifies what is being delivered is what was ordered or promised. Honest mistakes and oversights can easily occur, especially when a vendor is providing a broad spectrum of goods or serving numerous different clients at the same time. The earlier such errors are discovered, the easier they will be to correct. If correction is not possible, suitable adjustments must be made in contractual obligations and must be properly documented to prevent disputes after the event.

Monitor the event production schedules closely. Many tasks are contingent on other tasks having already been done. This is particularly prevalent during move-in and installation. Delays in one task or service can create a cascade of schedule problems for all facets of the action plan, as well as cost overruns due to overtime charges or procuring extra personnel or equipment.

Direct onsite logistical operations

Logistical operations are governed by task, time, and space. In other words, certain tasks must occur prior to or at the same time as other tasks, certain tasks require more time and equipment than others, and two things can not occupy the same space at the same time. Logistics is the delicate choreography of moving people, equipment, and materials within a limited space at the appropriate time.

Just think about a two day craft fair held along the sidewalks of a city park. Tents and stages are being trucked in and set up, tables and chairs are being delivered and distributed, food vendors are arriving in their catering vans, exhibitors are bringing in their booths and lots of boxes of  products to sell, musicians are bringing in their lights and sound systems, and portable toilets and trash receptacles are being brought in and positioned.

They all need space; they all need time; they all want what is most convenient for them. Without careful planning and diligent oversight, this could easily become a logistical nightmare wrought with conflict and safety problems. These logistics extend from move-in and installation before the event opens, maintenance activities during the event, and through to the dismantling and move-out once the event is over.

React to changes and problems

Monitoring must be conducted throughout the event to identify unanticipated issues and perform change or damage control actions as needed. The longer a problem exists, the more likely it will escalate and be harder to solve. Problems can emerge due to the attendees or participants, the activities or event attractions, the environment in which the event takes place, or the providers creating the event experience.

Every member of the event team should be scanning his or her area of responsibility for potential adverse conditions or situations so that timely decisions can be made about how to handle them. These problems need to be communicated to their supervisors within the event organization so that, even if they have to authority to solve them or contingency plans have been devised, others impacted by the situation or the response to be taken are properly notified. This is not the time to point fingers or assign blame (Solomon 2002, 180); that will be addressed in the closure phase.

Events are never static. They are always changing and evolving as people, objects, environment, and emotion come into contact throughout the course of the event production. Diligent observation by all team members and rapid communication is necessary to avert disasters waiting to happen and take advantage of opportunities waiting to be exploited.

Implement contingency plans as necessary

Certain potential conditions or situations can be anticipated, and strategies for resolving them can be predetermined. These are typically identified when conducting the needs assessment, the risk or threat and vulnerability assessment, or a SWOT analysis. Mission-critical event components should always have contingency plans in place to overcome delays, breakdowns, loss, or cancellation.

Contingency plans should specify actions to be taken and the trigger or threshold for activation. They must also be integrated into the communication plan, the action plan, and the budget. Once activated, all relevant members of the event team must be notified, as well as stakeholders, attendees, and participants as appropriate. Be prepared to go to “Plan B.”

Closure

The closure phase of the event includes four distinct facets: event shutdown, feedback and data collection, evaluation, and knowledge transfer. Its output is the event report that documents the outcomes, business intelligence, and lessons learned that will serve the next event project.

The event itself is not truly over until move-out has occurred and the event site is returned to its original condition. The event project is not over until all payments have been made and received and the paperwork is done; all stakeholders have completed their assigned roles and been released from their responsibilities; and all the results have been collected and analyzed.

Feedback typically includes post-event debriefings with clients, staff, volunteers, participants, contracted providers, and other stakeholders to determine any challenges, variances, conflicts, triumphs, and the level of success achieved. Other feedback systems could include suggestion cards, opinion polls, and other audience response mechanisms. Combined with the review of the event project plans and documentation, a clear description of recommendations for the next event should emerge.

Evaluation typically includes attendee surveys, interviews, and focus groups, plus the collection and analysis of facts, figures, and statistics to rate the overall success of the event. Evaluation measurements may include quality, quantity, costs, efficiency, resource allocation, popularity, productivity, staffing levels, and many other facets of the event production and programming.

All this information and data becomes the history of the event that will be used when conducting the research for the next event project. The lessons learned contribute to the ability to improve quality, performance, policies, procedures, and practices for future event projects.

Supervise event shutdown and obligation fulfillment

The event has concluded and the audience has gone home, but the work isn’t over. All the décor and staging needs to be dismantled, materials need to be packed, the equipment needs to be removed, and the site needs to be cleaned. Everything brought in to create the event must now be taken back out. This is the reverse of setting up the event and the logistics are just as complex.

All contractual obligations must be completed. This typically includes return of all equipment and facilities in good condition, releasing contracted workers, delivering promised benefits to volunteers and sponsors, and final payment of outstanding bills. There are also disputes that must often be resolved such as compensation for lost or damaged rental equipment, head counts with the caterer, or refunds for underperformance.

Finally, there is paperwork that must be completed including correspondence and documentation. Correspondence includes such things as thank you letters to volunteers and sponsors and evaluation reports for stakeholders and service providers. Documentation includes such things as getting advertising fulfillment reports from media outlets, reconciling ticket sales with the venue, filling out insurance forms, and collecting and processing photographic and video documentation.

Collect data and feedback

The business adage that “you can’t manage what you can’t measure” means that both hard data and soft data is required to productively evaluate success. Collect and compile the hard data numbers such as attendance and consumption volumes, usage demand levels, timing and durations, coupon redemptions, income, costs, refunds, and anything else that can be counted.

Collect soft data such as complaints, compliments, observations, opinions, problems, reactions, and suggestions using a variety of feedback systems. Feedback should be solicited from everyone involved in the event from attendees to stakeholders and sponsors, to vendors and volunteers. Feedback systems can be in person interactions or debriefings, physical or digital response solicitations during or after the event, and online review sites (created by the event or others).

Review all actions, activities, and decisions to identify disparities between planned approaches and actual performance. Determine if there were any gaps that need to be filled, improvements that could be made, procedures that must be changed, or event features that should be developed or enhanced. There is always room for improvement no matter how well things went.

Analyze and evaluate outcomes

Analyze and quantify the results including the final accounting, return on investment and objectives, and lessons learned. This is the link between expectations and outcomes – what “success looks like” and how closely the results resemble that vision. Did the event achieve its mission, goals, and objectives? Were the expectations realistic? Was it all “worth it”?

Scrutinize all the facts and figures to answer these and many other questions. The answers help establish better criteria and refine future plans, and leads to continuous improvement. Compare this data to existing records from previous or other events to ascertain trends that can be exploited or should be mitigated. For example, if the percentage of online registrations for the annual charity fun run is continually increasing, perhaps the number of onsite registrars can be reduced.

Examining event data can also reveal economic, environmental, social, and cultural impacts that could be important to various stakeholders and authorities. This information will typically be more important for mega events, city-sponsored events, and tourism-related events than events with a smaller scope or constituency. Yet this data could become important when seeking future community and commercial support and government grants.

Compile final report

A final event report should be created specifying outcomes, business intelligence data, and recommendations for future events. Just as the strategic and project plans serve as guides for producing an event even if the event manager is unavailable or changes, the event report that serves as a guide for taking advantage of everything that occurred to improve upcoming or potential events. Always leave a plan and a record. This increases the institutional memory that supports an organization’s ongoing endeavors.

The business intelligence gained from this event is an important asset of the event organization. Keep in mind that all events should be run like a business even if they are wholly volunteer-driven and non-commercial in nature. Strategies for increasing revenues, reducing expenses, improving efficiency and satisfaction levels, and numerous other improvements can be found in the data surrounding an event project.

In addition, virtually all events have various constituencies that care about the event’s success and impact, from supporters to sponsors to safety officials. The event report serves as the evidence that the event organizer and organization conducted their activities properly with authentic and transparent intentions. If initial outcome projections fell short or were far more successful than expected, this report should explain why to all concerned.

Summary

To review, this article discussed the sequential lifecycle of an event, any type of event, and why each phase is important to the success of the event. The duration of each phase will vary depending on the scope and nature of the event, but it all begins with an idea for an event product that fulfills a need or desire, which is expressed in a strategic plan. The factors that shape the event product are then incorporated into a project plan that provides the roadmap to success. The necessary resources are procured and synchronized into an action plan for producing the event.

At the event, all the operational logistics are monitored and any problems (which are inevitable) need to be solved. Finally, when the event is over, everything is moved out and all business obligations need to be fulfilled. But it doesn’t end there. Information must be gathered to determine the level of success and lessons learned so that this business intelligence will benefit future events.

Terminology

• Business intelligence: the records that contain marketing and financial data pertinent to business operations and objectives

• Contingency plan: a pre-determined strategy to overcome a problem

• Critical path: the sequencing of actions in a logical and necessary order

• Deliverable: a tangible or verifiable outcome that must accomplished

• Feasibility study: an analytical tool used to forecast the practicality of an event based on the resources available and any obstacles present

• Hard data: data that can be numerically measured (quantitative)

• Institutional memory: the records that track the history of an organization and illustrate the progression of actions and decisions

• Milestone: a significant point or deliverable that must occur before subsequent actions may proceed

• Mission-critical: an item or activity that is critical to achieving the purpose of the event

• Needs assessment: an analytical tool used to determine the needs and requirements of an event project

• Production schedule: an itemized chronological schedule of all onsite activity from move-in through move-out

• Soft data: data that is descriptive rather than numerical (qualitative)

• Stakeholder: an individual or entity that is financially, politically, emotionally or personally invested in an event

• SWOT analysis: an analytical tool that examines strengths, weaknesses, opportunities and threats

• Threat and vulnerability assessment: an analytical tool to determine potential risk areas

• Work breakdown structure: the list of the activities, tasks, or work packages required to accomplish the event project

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