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UNIVERSITY OF FINANCE - MARKETING 1. DEFINING THE PROJECT SCOPE

FACULTY OF TOURISM

CHAPTER 4:
DEFINING THE PROJECT

Course ID number: 110121

QUẢN TRỊ DỰ ÁN SỰ KIỆN

Lecturer: Dr. PHAM HAI CHIEN

September, 2021
Faculty of Tourism
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1. DEFINING THE PROJECT SCOPE 1. DEFINING THE PROJECT SCOPE

 Your project scope definition is a document that will be Employing a Project Scope Checklist:
published and used by the project owner and project
1. Project objective
participants for planning and measuring project success.
2. Deliverables
 Scope describes what you expect to deliver to your
customer when the project is complete. 3. Milestones

 Your project scope should define the results to be achieved 4. Technical requirements
in specific, tangible, and measurable terms. 5. Limits and exclusions
6. Reviews with customer

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1. DEFINING THE PROJECT SCOPE 1. DEFINING THE PROJECT SCOPE

Scope Statement example:

A variety of key information for event organisers:
1. Contact details of organisation or client
2. Event purpose and event details
3. Event resource requirements in terms of equipment,
tables, seating, audiovisual requests.
4. Timescale for event setup, event and also event
breakdown
5. Catering details
6. Event budget and invoicing information and facilities.
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2. ESTABLISHING PROJECT PRIORITIES 2. ESTABLISHING PROJECT PRIORITIES

One of the primary jobs of a project manager is to manage the

trade-offs among time, cost, and performance.
Technique in practice:
1. Constrain
2. Enhance
3. Accept

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2. ESTABLISHING PROJECT PRIORITIES 3. CREATING THE WORK BREAKDOWN STRUCTURE

Event positioning and budget

There are ten ways event positioning can be achieved and/or defined:
1. Existing reputation/image
2. Charisma of management/leader
3. Focus on event programming
4. Focus on performers
5. Emphasis on the location and facilities
6. Event users
7. Price or quality
8. Purpose of event
9. Event type or event category
10. Wider attributes of the event
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3. CREATING THE WORK BREAKDOWN STRUCTURE 3. CREATING THE WORK BREAKDOWN STRUCTURE

Create Work Breakdown Structure (WBS) is the process of

subdividing project deliverables and project work into smaller,
more manageable components.
Major Groupings Found in a WBS:
1. By work packages
2. By phase
3. By deliverables

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3. CREATING THE WORK BREAKDOWN STRUCTURE
CHAPTER 4: DEFINING THE PROJECT
4. INTEGRATING THE WBS WITH THE ORGANIZATION
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3. CREATING THE WORK BREAKDOWN STRUCTURE
The lowest level of the WBS is called a work package
To review, each work package in the WBS:
1. Defines work (WHAT)
2. Identifies time to complete a work package (HOW LONG)
3. Identifies a time-phased budget to complete a work
package (COST)
4. Identifies resources needed to complete a work package
(HOW MUCH)
5. Identifies a single person responsible for units of work
(WHO)
6. Identifies monitoring points for measuring progress (HOW
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WELL) CHAPTER 4: DEFINING THE PROJECT 14
4. INTEGRATING THE WBS WITH THE ORGANIZATION
 The WBS is used to link the organizational units
responsible for performing the work, which is the
Organization Breakdown Structure (OBS).
 As in the WBS, the OBS assigns the lowest organizational
unit the responsibility for work packages within a cost
account.
 The intersection of work packages and the organizational
unit creates a project control point (cost account) that
integrates work and responsibility
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4. INTEGRATING THE WBS WITH THE ORGANIZATION 4. INTEGRATING THE WBS WITH THE ORGANIZATION

Example: a work breakdown structure organised

by event employee roles

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5. CODING THE WBS 5. CODING THE WBS

FOR THE INFORMATION SYSTEM FOR THE INFORMATION SYSTEM

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5. CODING THE WBS

6. PROCESS BREAKDOWN STRUCTURE
FOR THE INFORMATION SYSTEM

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6. PROCESS BREAKDOWN STRUCTURE 6. PROCESS BREAKDOWN STRUCTURE

1. Phase one: Planning

 Event management plan

 Safety advisory groups (SAG)

2. Phase two: Build-up

3. Phase three: The event
 Event attendees and event design

4. Phases four and five: Breakdown and debrief

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6. PROCESS BREAKDOWN STRUCTURE 6. PROCESS BREAKDOWN STRUCTURE

1. Phase one: Planning 1. Phase one: Planning

1.1. Event management plan 1.2. Safety advisory groups (SAG)

Various members
of a Safety
Advisory Group
to prepare for
emergencies

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7. PROBLEM-SOLVING AND DECISION MAKING 7. PROBLEM-SOLVING AND DECISION MAKING

CHAPTER 4: DEFINING THE PROJECT
1. Problem-solving strategies
 Clarify the problem
 Identify key elements of the problem
 Visualise the problem
 Create a model of the problem
 Change perspective
 Solve one problem at a time
 Rehearse the problem
 Do the research
 Get someone else involved
 Have a walk through
 Training and exercise
 Monitor social media
 Debriefs
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 Log keeping

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7. PROBLEM-SOLVING AND DECISION MAKING 7. PROBLEM-SOLVING AND DECISION MAKING

1. Problem-solving strategies 2. Decision making

Problem-solving strategies within the events sector
 In all five phases of the event, there will be a need to make decisions

 During the decision process, event organisers may be unaware of all

the facts, there may be interrelated factors to consider, and the impact
of the decision may be significant.

 Decisions can often fail because the best alternatives are not clear at
the outset, or key factors are not considered as part of the process:
‘essential decisions for event processes are more difficult to make
since obvious and less obvious side effects are hard to anticipate’

 People should be encouraged to contribute to the discussion without

any fear of other participants rejecting their ideas. Make sure
everyone recognises that the objective is to make the best decision
possible in the circumstance.
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7. PROBLEM-SOLVING AND DECISION MAKING 8. RESPONSIBILITY MATRICES

2. Decision making
 Different options may seem to make the decision more complicated at
first, but coming up with alternatives enables a more in-depth look at
the problem from different angles.

 When making that final decision it is important to check that the

organiser has based it on sound intelligence and research. It is
important to double check to make sure that the information is still
reliable and that there has been no change to the situation.

 The event organiser should use their previous training and experience
to evaluate the decision made, especially if there are still elements
that are uncertain.

 Once the decision has been reached, it must be communicated to

everyone affected
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8. RESPONSIBILITY MATRICES 8. RESPONSIBILITY MATRICES

1. Event teams 1. Event teams

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8. RESPONSIBILITY MATRICES 8. RESPONSIBILITY MATRICES

2. Event volunteers 2. Event volunteers

 Volunteers are a crucial part of the events management workforce, and
recruiting, managing and maintaining quality volunteers is critical for
event success
 However, tensions can be present between paid staff and volunteers
within event teams due to difference in status between volunteer and
full-time paid employee
 A great deal of attention is paid to volunteer recruitment instead of on
effective volunteer management in relationship to job satisfaction.
 Volunteers are ‘tied by a shared set of values’ to their volunteer
organisation. If volunteers are value driven then the event managers
need to ensure these values are met, achieved and reinforced within
the volunteers’ set tasks.
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 Event volunteers can be segmented into six different categories based
on their motivations for getting involved:
 The instrumentalist: the volunteer who is motivated by freebies such as the free
ticket and T-shirt for taking part.
 The obliged volunteer: the volunteer who feels that they should get involved in
volunteering.
 The very keen enthusiast: this volunteer loves the event and everything about it,
enjoys all the benefits involved and wants to volunteer again next time.
 The semi-keen enthusiast: this volunteer is supportive, getting involved feels good
and they think it will be good for their careers.
 The associative/supportive enthusiast: this volunteer is happy to support their
colleagues and the group to put on a successful event.
 The habitual but not very interested volunteer: this volunteer has been helping
over the long term but does not have very strong connections to the event.
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9. PROJECT COMMUNICATION PLAN 9. PROJECT COMMUNICATION PLAN

The communication plan is usually created by the project

CHAPTER 4: DEFINING THE PROJECT
manager and/or the project team in the early stage of project
planning.
Project communication plans address by core questions:
1. What information needs to be collected and when?
2. Who will receive the information?
3. What methods will be used to gather and store information?
4. What are the limits, if any, on who has access to certain
kinds of information?
5. When will the information be communicated?
6. How will it be communicated?
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9. PROJECT COMMUNICATION PLAN 9. PROJECT COMMUNICATION PLAN

Developing a communication plan entails the following

basic steps:
1. Stakeholder analysis
2. Information needs
3. Sources of information
4. Dissemination modes
5. Responsibility and timing

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9. PROJECT COMMUNICATION PLAN
Example: Shale Oil Research Project Communication Plan
CHAPTER 4: DEFINING THE PROJECT
10. EVENT MARKETING AND PROMOTION
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9. PROJECT COMMUNICATION PLAN
Example: Stakeholder Communications
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10. EVENT MARKETING AND PROMOTION
1. Project management and the marketing mix
 Product: the item, event and/or service being sold or offered,
including a consideration of branding, features and usability
 Price: the cost of the item, event and/or service to the customer; value
for money and perceived quality should be considered
 Place: where is the item, event, and/or service coming from or going
to? The location of the event in this instance needs to be considered
 Promotion: communication and advertising of the event message to
relevant stakeholders
 Participants: those involved in the planning and hosting of the event.
 Physical evidence: the event site.
 Process: the project management of the event, including flow,
strategies and procedural considerations
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10. EVENT MARKETING AND PROMOTION 10. EVENT MARKETING AND PROMOTION

1. Project management and the marketing mix 2. Marketing strategy

 Situation analysis

 Objective setting

 Targeting

 Positioning and message strategies

 Method and media strategies

 Communications budget

 Implementation

 Measurement, evaluation and control

 Written communication plan

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10. EVENT MARKETING AND PROMOTION 10. EVENT MARKETING AND PROMOTION

2. Marketing strategy 3. Marketing Research

SMART concept should be followed when building a marketing strategy:  Stakeholder needs
 Specific: to set up Facebook, Twitter and Instagram accounts for the  Event segments and profiles
company
 Branding
 Measurable: software will be used to measure the number of Likes
and Follows and additional activity – Shares, Retweets, Favourites
 Action: set up the digital marketing tool and then upload content
frequently
 Resourced: appropriate staff must be trained to ensure they can use
and understand the technology; money is needed to purchase
software analysis packages if relevant
 Time: exact timescales should be implemented, all platforms to be
fully functioning and updated and managed within three months.
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10. EVENT MARKETING AND PROMOTION 10. EVENT MARKETING AND PROMOTION

3. Marketing Research 4. Marketing control systems

An example of C-PEST during the research stage in developing a marketing strategy

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10. EVENT MARKETING AND PROMOTION 10. EVENT MARKETING AND PROMOTION

5. Delivery: Promoting events successfully 5. Delivery: Promoting events successfully

1. Offline marketing and promotions 5.1. Offline marketing and promotions
 Word of mouth (WOM) is a ‘potent force’ which has the capabilities to affect the
2. Digital promotion and e-word of mouth (e-WOM)
success or failure of a product or service, and in this case an event.
3. Technology and project management  WOM involves the person-to-person sharing of discourse by individuals about
personal experiences and expectations.
 Other offline communication methods such as telesales, leaflets, brochures,
face-to-face meetings and radio/newspaper adverts can be more closely
monitored.
 The tangible aspects of marketing and promotions such as websites, social
media and adverts are more easily measured and quantified in terms of number
of ‘hits’, ‘likes’, ‘retweets’ and so on.
 Measuring customer satisfaction, advertising impact and effectiveness of both
the traditional WOM and e-WOM (electronic word of mouth) is much more
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10. EVENT MARKETING AND PROMOTION
5. Delivery: Promoting events successfully
5.2. Digital promotion and e-word of mouth (e-WOM)
 Social media is a prime example of a virtual promotional platform for dialogue
and is now crucial to the promotional marketing mix
 Examples of social media sites include Facebook, Twitter, Instagram, LinkedIn,
Pinterest, YouTube and SnapChat, to name just a few.
 Social media, emails, blogs and forums can be thought of as digital WOM or
e-WOM, whereby people interact and share their experiences but this time
online through digital networks
 The digital identity of the social media user, be that an individual or an
organisation, is highly contingent on the way the user wishes to be perceived by
others
CHAPTER 4: DEFINING THE PROJECT
10. EVENT MARKETING AND PROMOTION
5. Delivery: Promoting events successfully
5.2. Digital promotion and e-word of mouth (e-WOM)
 The top part of the Purchase Funnel,
therefore, generates awareness and
‘hooks’ in the potential event attendee.
 The narrower end of the funnel sees
a shift from awareness towards intent to
buy.
 Potential attendees will then visit
online sources more equipped to offer
pecific details and even offer reviews of
specific event experiences.
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10. EVENT MARKETING AND PROMOTION
5. Delivery: Promoting events successfully
5.2. Digital promotion and e-word of mouth (e-WOM)
 It must also be noted that different e-WOM channels each have a varied focus
and purpose, such as pleasure (Facebook, Google+, Instagram), business
(LinkedIn) and shopping and lifestyle (Pinterest).
 Twitter is also used by event entertainment acts, sport stars and musicians who
can connect to the event’s own digital presence.
  Event marketers must, therefore, use the appropriate avenue to advertise
and promote their event, whether it is a business conference, a food and gift
show or a music festival.
 In essence, promotion and marketing is about an end-product that is usually a
consumer purchase or a customer buy-in, whether that is something tangible (a
ticket) or intangible (a sense of community).
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10. EVENT MARKETING AND PROMOTION
5. Delivery: Promoting events successfully
5.3. Technology and project management
 E-marketing, and in particular e-ticketing, is a key development within the
events sector and relates to both the Place and Process parts of the extended
marketing mix
 Event attendees and stakeholders should be provided with freely available
online information, which includes access to e-brochures, virtual tours, reviews
and videos which help consumers to get an understanding of the event
 Event marketers must therefore strike a balance between customer information
they need to know, that it would be a nice to know and, lastly, details that
there is no need to know.
 It has been found that people who do not buy e-tickets are concerned about
security and privacy details, and also feel more comfortable with a physical
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ticket to demonstrate the transaction is complete
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