Corporate Event Project Management (The Wiley Event by William O'Toole; Phyllis Mikolaitis;

By William O'Toole; Phyllis Mikolaitis;

Applies more often than not permitted venture administration instruments to company occasion planning.Offers distinctive, concentrated insurance devoted thoroughly to company events.Includes case experiences from North and South the USA, Europe, and the Asian-Pacific area.Features an accompanying site with value-added instruments, varieties, and checklists.

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Extra info for Corporate Event Project Management (The Wiley Event Management Series) by William O'Toole (2002-06-12)

Sample text

Each of these types of tasks must be given its proper attention. The sequence of tasks that have Scheduling Figure 2-9 Time Chart for the Day of a Small Seminar no buffer time is the critical path. Each task along the critical path absolutely must be completed on time, even if it costs more resources or means a change in the content of the event. At an outdoor hospitality event, so many of the tasks depend on the arrival and setup of the generator that it is regarded as a critical task. Once the generator is set up, the tents can be erected, and the caterers can get to work.

What are the goals of these events? 6. List the possible target audiences for these corporate events. 7. Interview a corporate event manager and discuss the following: a. Corporate culture b. Role of the event planner c. Types of events managed d. Typical event goal CHAPTER 2 The Corporate Event Project Management Process THIS CHAPTER WILL HELP YOU: ■ ■ ■ ■ ■ Describe the basic concepts of the project management process Create a product breakdown structure Create a work breakdown structure Classify the scheduling of a task as serial or parallel Describe milestones and create the critical path of a corporate event The central concepts of the baseline plan and the event project life cycle are critical considerations for corporate event managers.

All the projects have their own management teams and deliverables that contribute to the whole event. The program manager’s role is to keep all these “subevents” on track. Figure 2-8 showed the activity level of an event management company or a corporate event office over the course of the corporate event project life cycle. During the monitoring period, when the office has the fewest tasks, an event company will look for more work, that is, another event. The aim is to keep the workload constant.

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