Summary Verhaar and Grit

Project Management
Jan Verhaar & Iris

Eshel
Third edition, 2013
Roel Grit
Fourth edition, 2015
Lectures and
knowledge clips
Project Management – Verhaar & Eshel and Project Management – Roel Grit 1
Socrative
Table of Content
Project Management – Jan Verhaar & Iris Eshel 4
Chapter 1: Introduction 4
1.1 Why Project Management? 4
1.2 What is Project Management? 4
Chapter 3: The Event 5
3.1 What is an Event? 5
3.2 Every Objective Requires Its Own Form 5
3.3 The Parties Involved 6
3.4 An event as a Project 7
Chapter 8: The Project Budget and Budgeting 9
8.1 Each Project Phase Its Own Budget 9
8.2 The Standard Entries on an Event Budget 9
8.3 Budget Control and Reporting 10
8.4 Orders, Contracts and Permits 10
8.5 Liability, Insurance and Inland Revenue 11
Chapter 9: Project Financing 12
9.1 The Financing of Company Events 12
9.2 The Financing of Commercial Events 12
9.3 The Subsidising of Non-Commercial Events 12
9.4 Project Sponsoring 14
Chapter 10: Project Planning 15
10.1 The Bar Chart 15
10.2 The Script 15
10.3 Network Planning 15
10.4 Planning with the Computer 15
10.5 The Structuring of the Project by Means of a Breakdown 16
10.6 A Step-By-Step Plan for a Bar Chart (GRANTT Chart) 16
Chapter 11: Project Marketing and Communication 18
11.1 The Marketing and Communication Track Summarised 18
11.2 The Development of the Marketing and Communication Track 18
Project Management – Roel Grit 24
Chapter 1: The Project 24
1.1 Types of activities, types of work 24
1.2 Example of projects 24
1.3 What is a project? 24
1.4 From improvised activities to project to routine 25
1.5 Types of projects 25
1.6 Things to remember 25
1.7 Doing things in phases 25
1.8 Why do things in phases? 26
1.9 The phases of a project: an illustration 26
1.10 When to do it as a project 26
1.11 Lifecycle of a project 27
1.12 Projects should be SMART 27
Chapter 3: The project from start to finish 28
3.1 Organizing and carrying out the project 28
3.2 Project proposal 28
3.3 Initial meeting with the sponsor 28
3.4 Setting up the project 28
3.5 Project start-up meeting 28
3.6 Design and preparation 29
3.7 Realization of the project result 29
3.8 Completion of the project 29
3.9 Monitoring aspect of a project 29
3.10 Monitoring projects in practice 29
3.11 Why projects fail 30
3.12 Project risks 31
3.13 Terminating a project prematurely 31
3.14 Project management: methods 31
Chapter 4: Planning and scheduling 32
4.1 Why plan? 32
4.2 Concepts and terms 32
4.3 Grantt chart 32
4.4 Network diagrams 32
4.5 Deriving a Grantt chart from a network diagram 32
4.6 Adjustments to schedules 33
4.7 Which activities are required? 33
4.8 Planning software 33
4.9 Using planning software 33
4.10 Planning a large project in phases 33
4.11 Time Management 34
Lectures and Knowledge Clips 35
1. Teams and Talents 35
2. Working Methods 36
3. Ownership 38
4. Presentation & pitch 39
5. Project creation 40
5.1 Knowledge clip Molecule principle 41
6. Environmental Analysis 42
7. Managing a Project 43
7.1 Knowledge clip Managing a Project – Budget 45
7.2 Knowledge clip Managing a Project – Script 45
8. Design 46
8.1 Knowledge clip Design 46
9. Phasing 47
9.1 Verhaar 47
9.2 Phase model Grit 47
9.3 Project planning 48
9.4 Planning techniques 48
10. Information and Communication 49
Socrative Test 50
Project Management – Jan Verhaar & Iris Eshel
Chapter 1: Introduction
Events has proven to be an effective medium to come into direct contact with the target group.
1.1 Why Project Management?

Professional management of a project can prevent stress and ensure that high-quality events are set up
efficiently. Than it is possible to respond quickly and flexibility demands of the internal and external
environment of the organisation.
1.2 What is Project Management?

Permanent organisation: museum or theatre group
Project organisation: festival or public events
Project management is the control of processes within a temporary organisation. It is characterized by
the systematic + integral control of the development process from a creative idea to a concrete
product.
Manager has specific skills in the field of project management (necessary for structuring and
controlling the project, phase management) and her general management skills (meeting and
negotiation).
Chapter 3: The Event
Sometimes the following classification is made in regard to the size of an event
1. small-scale up to 500 visitors a day
2. medium-size around 500 – 5000 visitors a day
3. large-scale more than 5000 visitors a day
4. mega event more than one million visitors
3.1 What is an Event?

“An event is a special occurrence tied to a certain time and place, consciously planned by an initiator
(individual, group/organisation) and aimed at a certain target group, in order to achieve a certain
objective through selected means”.
3.2 Every Objective Requires Its Own Form

To assume a project is objective the mission/objective of the project needs to be clear. Sometimes we
ask questions and the answer is easily found, but we never have taken a look at the other options. This
because the mission was stated by a certain question. If the question might have been different there
still would be place for new ideas.
3.2.1 Which Purpose Should the Project Fulfil?

There are many difference purposes:
- sales - meeting place - information
- promotion - education - consumption
- communication - motivation - fund raising
Often a project has different target groups (primary and secondary), these target groups also may have
different purposes. In addition to a central objective, events often have desirable or undesirable side
effects (spinoff). Only when it has become clear what the project wants to achieve, alternative
solutions can be found.
3.2.2 Difference Between a Public and a Business Event

Public events = more general / idealistic objectives
Business events = achieving a company objective
Three-dimensional communication tools: events, conferences and fairs.
Central characteristics
Public event Business Event
Focussed on the public/general interest Set up in the company’s interest
Usually little influence who visits Influence who visits
Proceeds within the leisure/tourist domain Proceeds within business domain
Often originates from an idea Often originates from a problem/need
Often has an idealistic goal Often has a direct/indirect commercial goal
Funding often a challenge Budget is available
3.2.3 The Consumer Event

Consumer event a business organizes a party for the general public as potential clients. The visitors
can buy tickets and the company will get information, which they can use for their own marketing
communications.
3.2.4 Choice of Different Types of Events

There are many different types of events, all with their own atmosphere and character. In each case,
there is a temporary and unique occurrence and interaction between organisers and visitors. Another
characteristic of events is that is always occurs in a certain place and at a certain moment.
3.2.5 Some Types of Business Events
Companies organise events for example relationship marking, sell products, celebrate an occasion. But
it can also occur multiple types. Most of the time these events are organized by external organisations.
Fairs/exhibitions: static presentation.

Object-oriented exhibition art exhibition
Concept-oriented exhibition exhibition at a museum
Product-oriented exhibition/fair holiday fair
Trade-fair: aimed at professionals
Public fair: general public/special public
Conferences: gatherings that are presented under different names.

Congress gathering for joint deliberation
Workshop learning activities
Seminar study a certain topic under supervision
Symposium academic gathering to discuss a topic
Theme or contract day
3.2.6 Some Types of Public Events

Festivals: organised series of special events and performances.
Performances: images and appearances of people and groups

Dance and stage production
Concerts
Film and television productions
Mixed performances
Cultural programmes: include activities such as cultural excursions, town walks and
boat trips.
Markets: such as cheese markets or flea markets
Attractions: goal is to entertain people but sometimes also educate

Figure 3.2
Happenings: mix of different types of events
Commemorations: celebration of historic significance.
Sport Events: tournament and boxing gala
Supporting projects: when one event is supported by another event
3.3 The Parties Involved

Events are occasions in which an interaction occurs at a certain location
between people/groups.
3.3.1 Primary Parties Involved
The Supplier (of content) A theatre group
An individual/single organisation
(speaker) The Financier
A collective (number of operating Subsidizer, sponsor
museums)
The Suppliers
The Consumer/Target Group Designers, volunteers
The primary target group
The secondary target group The Stewards on the Ground
Attendants that guard and
Manager of the Site maintain an exhibition
A museum, stadium, city hall
The Indirectly Affected/Interested
The Client Neighbourhood
3.3.2 Who takes the Initiative?

The Directly Interested Parties
An individual/single organisation that has a direct interest in the event
A collective; trade organisation
The Location Manager

For the administration of its primary task: theatre puts on a stage production
To support its own primary task: nightclub hires an artist
The Independent Organiser of Events

An intermediary: agency
An organisation company for events
A producer company: Endemol also produces television programmes
The communication with the target group is important, that is why the organiser of events will have to
communicate with the parties involved. Not only the content but also the tone and form of the
communication will be different depending on the target group.
3.3.3 The Event Chart

The complete scope of an event is difficult to define, because so many parties participate. Figure 3.1 is
able to give us a scope within an event.
3.4 An event as a Project

It is handy when you formulate clearly and from the start what the basic assumptions and conditions
are for the event. That is why making an initiative report is smart.
3.4.1 When Do You Use a Project to Manage an Event?

Characteristics of a project:
- Definable beginning - Once-only - Organisationally
and end occurrence complex
- Unique, new - Result-oriented - Uncertain
elements - Multi-disciplinary - Managed centrally
- One client
When an initiative/idea conform to most of these, it is expedient to consider actually handling the
project as a professional project.
3.4.2 The Project Category
To what degree an event can be handled as a professional project is also determined by the category it
falls into. You can do that by objective but also the degree of uniqueness.
Each category of project needs its own approach. Sometimes you focus on a product that generates
profit and sometimes it is commissioned by a client. When setting up an (event) project the person
responsible for the project should always be aware of this distinction and implications of a certain type
of project might have in regard to the terms and conditions that have been recorded in the initiative
report.
3.4.3 The Advantages and Disadvantages of the Use of Projects

Advantages:
- Flexibility
- Decisiveness
- Purpose
- Innovative
Disadvantage:
- Many things have to be developed and set up for projects which makes it more expensive
- There are fewer learning effects within project organisations
- Difficult for people to work on a focused career track
- Working in projects is complex and risky
Chapter 8: The Project Budget and Budgeting
8.1 Each Project Phase Its Own Budget
Initiative phase: costs are sketchy
Development phase: start of detailed budget
Production/performance phase: no new budget
For complex projects 3 budgets need to be drawn up during process, namely:

1. The estimate of project expenses, end of the initiative phase (part of the initiative report)
2. The components budget, end of the preparation phase (part of the project plan)
3. The working budget, end of development phase (part of production scheme)
In figure 8.1 you can see a clear framework for budgeting. It is recommended that
when framing project budgets to proceed from the standard format of expenses.
8.1.1 The Estimate of the Project Expenses

The estimate of the project expenses is an estimate, based on the terms and
conditions that have been formulated in the initiative report. In the estimation of the
project expenses the expenses and earnings are included which are related to the
preparation and execution of the event. Think also of indirect expenses, mother
organisation for example. The expenses are estimated at maximum, the earnings at
minimum. Never estimate your expenses higher than you can substantiate, because
you need to clarify them. Once the estimation has been approved by the client, the
final amount becomes the term of reference and is then called budget.
Figure 8.1 A Framework for the
8.1.2 The Components Budget Estimate of Project Expenses
after the plan has been developed during the preparation phase, a new budget should
be built based on the same plan. This plan needs to be evaluated and then you can set priorities. Each
component is transparent. This budget is more detailed than the one in the initiative report because you
have quotes from suppliers. In a component budget an explanation should be provided that clarifies
what the most important entries are based on (quotes from suppliers). This explanation will mainly
include the differences to the last budget.
8.1.3 Working Budget

Central to the working budget is the detailed calculation of the cost price for each element of the
project. Here are man-hours, materials and services by third parties found. Often an extensive
component budget can fulfil the working budgets function. But when it is used, an explanation needs
to be given which accounts for the most important differences with respect to the previous budget.
8.2 The Standard Entries on an Event Budget

The standard division of cost types, used here, is in four digits and hierarchical. The main cost types
are indicated by 1000, standards. They can be subdivided for each project by hundreds.
1000 Location Expenses renting accommodation, parking lots, utilities

2000 Primary Activities hardware, workshops, exhibition
3000 Secondary Activities opening ceremony, artists, “content” of the activity
4000 Design, Consultation, Support fees and travelling expenses
5000 Additional Expenses insurance, royalties (music, pictures), loan
6000 Support Facilities expenses for cleaning, ticket sales, wardrobe, parking
7000 Promotion, Publicity, PR press files, flags and banners, printing, brochure
8000 Organisation Expenses and meeting expenses, costs for meeting rooms
incidental expenditures
9000 Revenue entrance fees, proceeds from catering, sponsor contribution
Turnover Tax (VAT) needs to be paid
100 Personnel Expenses payment of employees
200 Housing Expenses chair, table
300 Office Expenses phones, internet
410 Production Expenses props and clothes
420 Performance/Day Expenses hair-dressing, clothes, props
500 Expenses Publicity, Promotion website, advertising, press file
600 Earnings performance subsidies, guarantees
The Financing Scheme

All expenses – income = exploitation deficiency (needs to be covered)
If it is not you can ask a sponsor to give some materials. Figure 8.2 Framework for a Budget of Stage
Projects
8.3 Budget Control and Reporting

When the basic principles of the initiative report (incl. estimate of project expenses), have been
approved by the client the total budget for the project is determined. That budget needs to be guarded,
which can be on in 2 ways:
1. Each phase a new budget is checked against the fixed budget
2. Budget is subdivided intro partial budgets
In the budget report the assessment of the real expenses is compared with the relevant partial budget
for each entry. By periodically framing a budget report, insight can be gained into the development of
expenses and earnings.
8.4 Orders, Contracts and Permits

With reference to offering and granting an order
the following steps can be distinguished.
8.4.1 Invite Tentative offers

Through tentative offers the project team can
receive an indication of the costs of a certain part
of the event, in order to make the project budget.
Invite Competitive Offers

Are requested in later phases, when there is clarify
about the requirements for a certain delivery. To
maintain a competitive price, offers will be given.
When suppliers pass on prices by phone, confirm
them by mail.
Comparing Offers
Suppliers need to base their price on the same request.
Issue Orders
It is always advisable to issue orders in writing by means of a written order or an order form.
Two ways of entering into an assignment:

1. An agreement/contract
2. Assignment / letter
Agreement is most conclusive. When an assignment is used, the other party needs to sign it and send it
back by regular post.
8.4.2 The Employment Contract
It does not matter how you arrange it. An important string in these types of relationships is that the
government quite quickly makes the assumption that there is an employment contract, even if you
yourself don’t call it that.
Permits
Request by council, police and fire brigade. To find out which licences are needed, what their terms
are and what their expenses are, you can call the information service of the council or municipality.
8.5 Liability, Insurance and Inland Revenue

Within the framework of the organisation of an event a number of liability issues can arise.
8.5.1 Covering Oneself Against Liability Claims

The financial consequences of liability claims can be avoided, limited and/or transferred completely,
or in part, by means of:
1. Insurance against these risks
2. Complete/partial avoidance by means of the chosen type of business enterprise, or the filing of
the general terms of delivery or terms for the performance of services at the registry of the
district court.
3. Transferral within the framework of the law of ultimate responsibility
4. Preliminary consultation with, and evaluation by, the qualified tax department and industrial
insurance board with reference to the implantation of fiscal law.
8.5.2 Fiscal law

It is important, to ascertain whether there is clean and convincing evidence of entrepreneurship, or
whether, in view of the factual situation, there is an employer-employee relationship, or can equivalent
employment relationship.
Chapter 9: Project Financing
9.1 The Financing of Company Events
Company events are financed in most cases from the finance resources of the
company.
Figure 9.1 The Schematic Development of
the Cash Flow in an Investment Project
9.2 The Financing of Commercial Events
Commercial events include events that primarily are aimed at generating profit. Investments projects,
there needs to be an investment for example pop concerts or fairs. For these projects, there needs to be
an investment plan with a SWOT-analysis, marketing plan and prognosis of the turnover. For
financing these events, alliance with one other company can be used, this is called co-creation.
I0 is market as the launching of the product. From this moment on the whole investment needs to be
earned back. To period from t0 to t1 is called the cost recovery period. For evaluating the feasibility
and profitability of an investment project, a chart such as figure 9.1 can give decision-makers a clear
understanding of the issue. When a project depends on external financing, the potential financier
(bank) wants to know the cash-flow development.
9.3 The Subsidising of Non-Commercial Events

9.3.1 Introduction
When non-commercial productions are involved, the profit motive is rarely or primary important.
Often non-commercial events are organised by permanent organisations such as a museum. Such an
event is usually financed, either completely or for an important part, of the organisation. Sometimes
supplemental funds will be necessary. In most cases, there will have to be a stacked financing, this can
consist of:
- Entrance fees
- Contributions from private funds
- Donations in cash/kind
- Sponsoring in cash/kind
- Project subsidies by a government institution
- Fundraising activities and merchandising
- Co-production
Who to Turn to?

Submit an application if your project fits with the subsider’s objective or the fund itself. It is important
to request an amount that a subsidiser is able and willing to give.
When Do You Submit the Request?

Start at least six months before. One also needs to take into consideration that the money is often
available much later than the deadline for submitting the request.
9.3.2 How is the Application Structured?

Step 1: Making of a project proposal in the form of an initiative report, which consists of:
- The transformation of the creative idea into a concrete basic concept
- The time planning of the project how long will it take
- The first draught for the project organisation who will take part
- The budget with the financing scheme what are the expenses
Step 2: Orientation on the possible subsidies and funds
Step 3: The writing of the application, using the data from the initiative report
Step 4: Preparing enclosures
Step 5: Sending the application and staying in contact with the subsidiser
Step 6: Give account afterwards.
Step 1: When Are You Ready to Submit the Application?
The moment of submitting depends on the deadline stipulated by the subsides and funding sources. It
also depends on the phase the project is in. But it is difficult because you do not know everything yet.
You will want to know whether you will get the subsidy, but the subsidizer will want to have
information. How do you solve this? Not is the answer, you can only give as much information as you
can.
Step 2: What Can You Ask For?

Do not ask for too much money but also do not ask for too little because if you forgot something
which will cost much money, you will be sad.
Step 3: What Does the Application Look Like?

What is produced and why, how it will be produced, by whom, for whom, when, where, how long it
takes and how much the expenses will be.
How Do You Make Clear What Is at Stake?

Translate the idea of your project into a concrete basic concept. From this it will become clear how
you want to shape the project and why you want to do it that way. When you will start making it you
need to think of who you want to be involved with and who will help with determining the content of
the project.
How Concrete Do You Have to Be?

Keep it clear but also brief! What you want to produce or organise where, for whom, with what
purpose, when and with whom.
Start From an Optimistic, Realistic and Pessimistic Scenario!

Have three scenarios: where you have all the money you need to do everything you want, make ends
and one with minimal expenses.
What Does the Layout Of the Application Look Like?

Not too artsy, easy to make copies of and furnished with page number and a table of content.
Step 4: Supplements With Your Application

Make a clear distinction between major and minor issues and make sure it is easily readable. People
get these applications very many times.
What does the Accompanying Budget Look Like?

Make sure that the budget handed in is not too tight. The desirable budget is the optimistic scenario;
working budget is the realistic scenario and the minimal budget belongs to the pessimistic scenario.
Be Prepared to Terminate a Project When It Is Not Feasible!

A minimal budget can be very useful, if only very little money is made available, then it is to risky.
What Is and What Is Not Accepted?

Assess the expenses as accurately as possible, mention them all. Do not assume the change of
receiving a subsidy is smaller if the budget is kept tight.
Provisional Budget Entries Enlarge the Risk?

Be careful with provisional entries on your budget such as “I have thought of it but I do not know how
much it will be”. This will am uncertainty for decision-making institution.
Do Not Add Up To Your Own Advantage
Be careful with booking income from the number of visitors.
9.3.3 How will the Application be Processed?
Who Will Deal With the Application?
The institution will get the application first. Then they are submitted to an advisor or advisory
committee for a recommendation which can take a month.
How is the Amount Determined?

The committee provide priorities based on an evaluation they have made on concerning the contents
and the business aspects of the subsidy application.
How Long does the Whole Procedure Take?

On average around two months.
How is the Subsidy Disbursed?

You will need to give bank account numbers, 80% will be paid then and 20% when the event is held.
The Procedure for Private Funds

This one is shorter, because there are less people that use this.
Step 6 9.3.4 Giving Account Afterwards

The provider of the subsidy will take a rough look at the credibility of the settlement and accounts.
Always save all receipts, because they will ask you to send long receipts.
9.4 Project Sponsoring

The subsidies for arts and culture have been declining for years. That is why many event organisers
are going to banks. Sponsoring is a part of fundraising. Sponsoring is the most commercial and the
most difficult part of fundraising.
Sponsoring and the Business Cycle

During an economic downturn, the sponsor market performs poorly and has a low priority for
companies.
9.4.1 Sponsoring as a Means of Communication

In many sponsor deals sponsors get “free communication” in exchange for money. Free publicity is
the best.
Double Expenses
The company does not only include the sponsored amount in the expense, but also the internal
organisation expenses (personnel, facilities) connected with the sponsoring.
9.4.2 The Sponsorship Contract

Writing down the agreements in a sponsorship contract of essential importance. When there are no
contact sponsors will easily quit. What needs to be in there?
- Quality of the parties (international bank)
- Object of the sponsoring (fair)
- Mutual rights and obligation (money vs communication)
Some Practical Tips for Sponsoring

1. Always make a cost/benefit overview
2. Ask potential sponsor for information about their company
3. Approach companies personally and warm up to people
4. Make sure that the sponsor has input in the completion of the sponsoring plan
5. Keep the risk of sponsoring in mind when determining the part of the budget covered by
sponsoring
6. The contact person for the sponsor should be a good listener, good talker and an open person
7. Use a mix of following elements: a few times a lot, many times a little
8. Be careful with the name “main sponsor”
9. Always remember that sponsoring is done by people who make mistakes
Chapter 10: Project Planning
A time schedule ensures that:
- The progress of the project activities can be controlled
- The project results can be delivered on time or start functioning
- The necessary provisions (people, money, space) are available the moment that they are
needed
Bar chart (GANTT-chart) relatively simple and very usable

Scrips, which can be applied when everything becomes very concrete
Network plan, which should only be used for complicated projects
10.1 The Bar Chart

Easy to make and very usable for controlling time within project in cultural and
leisure industry. The time frame will reference to the activities (on the horizontal
bars) and important moments/deadlines are marked with milestones.
Figure 10.1 Example of a Bar Chart in the
First Phase of an Exhibition Project
Time frame will show the total time taken to complete an activity, so when more
capacity, the total time taken can be reduced. The progress of the activities will have to be compared
regularly with the prepared planning: progress control.
The 5 Areas of a Bar Chart

1. Column on the left: activities, subdivided into phases
2. 2nd column: whom carried out
3. Top horizontal area: general project data
4. Horizontal area under that time bar is included
5. Main area: time frame
The Mutual Relationships Between Tasks and the Critical Path

Vertical dotted lines: possible relationship between activities and milestones. When a certain activity
is on that: critical path; activity cannot be delayed because there is no time left. Activity 4 has an
extension/leeway; it can take longer so no critical path.
How Detailed Do You Have to Plan?

Depends on what the purpose of the planning is. For example: overall planning
is quite general and provides an oversight of all phases and the most important
activities within them.
10.2 The Script Figure 10.2 Example of a Script for a Public-

To make activities concrete, mostly made at the end of the development phase to Event Project
be able to manage the time accurately during the project phase of a project. A
time schedule in shape of a script is often part of the production schedule in Description of the Task
which all the production information of a project is recoded. Task No. Task
Duration
10.3 Network Planning Starting End Date
Figure 10.3 The Basic Information of a Task
To make complex processes or projects transparent. Advantage: mutual Date

in a Network Planning
relationships between the activities are very clear. However, this is at all cost of
the general overview of activities: breakdown. Activities are small blocks (with
basic information) and the mutual dependencies between activities are shown as
arrows. Figure 10.4 shows a segment of a network planning.
Figure 10.4 A Segment of a Network Planning
10.4 Planning with the Computer
Nowadays, many software programs contain digital project planning are available, Ms-Project for
example. Advantage: each change is immediately computed and with that the planning adjusts itself
automatically and the planning was set up in the shape of a bar chart, can be changed into a network
planning.
10.5 The Structuring of the Project by Means of a Breakdown
It is important to know what kinds of things need to happen,
to reach the project result. This is done with the construction
of a hierarchical overview of activities: Work Breakdown
Structure (WBS), or breakdown in short. For the construction
of a provisional breakdown you proceed as follows.
Preparatory Step Through the Mind-Map Method

Mind mapping is a creative technique to introduce a first
measure of organisation, in a lot of information. You can use
mind-mapping for complex projects. For this preparatory step Figure 10.5 Example of a Computer Planning (Bar Chart)
proceeds as follows:
Take a big piece of paper and draw a box in the middle, which in a few keywords contain the project
idea. Under that write: “What kind of things will it take to realise this basic concept?”.
Then fill in the whole paper. Now, a provisional breakdown can be structured though the following
four steps, on the foundation of this Mind-Map.
Step 1: Determine the Starting and the End Date of the Project Process
Determine the start and ending date. In many cases, the project is considered as finished, when
everything is over and done with. Also, a planning can only relate to a part of the process.
Step 2: Make a Distinction Into Phases

With each phase, a new aspect is central every time. By phasing your project, you will get a better grip
on the course of the process. Dividing a project up into phases, makes it possible to report to the client
by means of a decision document at the end of a phase. Based on this, adjustments can be made during
the process, because at the end of each phase the result of that phase can be compared with the terms
and conditions that have been determined by the client.
Step 3: The Distinction Between Sub-Projects and Project Components

For example, the opening of the academic year, a distinction can be made between the official opening
with lectures in the afternoon and party for the employees and students in the evening. These two
components can be seen as two sub-projects, which, can be coordinated separately. Components of the
party consists of: hall, performance and the catering.
Step 4: Construct an Overview of Activities (Breakdown)

The catering component can be divided into a number of tasks. The preliminary breakdown provides a
hierarchical overview of the tasks that need to be carried out consecutively.
10.6 A Step-By-Step Plan for a Bar Chart (GRANTT Chart)

Step 5: Put an Overview of the Activities in the Planning
In a planning the next phase was developed to the level of concrete activities or tasks, for in the left
column. For the following phases, usually only the duration of the phases and the milestones are
included.
Step 6: Determine Who Will Carry Out the Tasks

Names need to mentioned of who will carry out the task and/or who will carry primary responsibility
for the different components for each activity.
Step 7: Determine the Calendar Scale

A calendar scale needs to be chose for the time axis. Calendar scale is dependent on the units of the in
which the time frames of the tasks will be discussed.
Step 8: Make an Estimate of the Time Frame of Each Activity

The completion of a task takes time: task duration/time frame. When you want to supply tasks with a
time frame you can start with the first task but also the deadline. Ask people how long the task will
take. This makes him jointly responsible for the planning constructed and for the realisation of the
activities within that planning.
Step 9: Mark Milestones and Deadlines

A milestone is an occurrence which indicated that a group of related tasks has to be completed.
Step 10: Introduce Relationships and Determine the Critical Path

Determine which relationships exist between the tasks and the milestones and mark these by vertical
dotted lines. Subsequently, determine the critical path, because this path needs a special care.
Step 11: Close the Planning

This means that all the tasks have to be realised eventually within the total amount of time. If you did
not succeed in doing this the first time, then you will have to sole this planning problem by for
example rescheduling the tasks.
Step 12: Make the Planning Definitive

When the definitive planning is finished, it will be presented to the internal or external client of the
project for approval.
Step 13: Engage in Progress Control During the Implementation

When the project has really gotten on its way, progress control will have to take place during the
execution of the activities that have been previously entered into the planning. It is wise to turn
progress control into a fixed item on the agenda in meetings of a project team.
Chapter 11: Project Marketing and Communication
11.1 The Marketing and Communication Track Summarised
Because public events usually depend on the number of paying
visitors, priority will be given to the communication. That is why
the most important deadline for a public event will be the point at
which it becomes necessary to start promotional activities (3 -6
months before the event). The promotion needs to contain certain
information such as the date of the event, location and sponsors.
11.2 The Development of the Marketing and Communication

Track
In the following sections the steps that should be followed during
the marketing and communication track mentioned above will be
discussed extensively.
11.2.1 Choose the Positioning

After it is clear what the project team has been asked to do, the
project result (product) should be positioned. For the positioning of a product three fundamental
questions are central, namely:
1. Positioning on content: how do we want to position our project?
What will this project signify and to whom?
2. Legitimisation: how does the possible subsider, see the project?
To what extent does our project connect with the policy of the
subsidising government agency and/or social issues?
3. Positioning on image (profiling) what image should we choose for the project?
Which perception do we want to have of the product?
11.2.2 Perform the SWOT-Analysis

The SWOT-analysis is a tool used to represent in a systematic way the internal strong and weak
points of the product and the opportunities and threats from the environment. For conduction, a
SWOT-analysis you proceed as follows: Positive Negative
Interna Strengths Weaknesse
Step 2a: Formulate the Subject of the Analyses l s
Write the project result in the centre of a sheet of a paper/board in a Extern Opportuniti
Figure 11.2 The Threats
Basic Shape of the SWOT-Analysis
catchword. al es
Step 2b: Brainstorm About the Four Components
Strengths: the internal characteristics/behaviour/aspects of achievements that are strong
Weaknesses: the internal characteristics/behaviour/aspects of achievements that are weak
Opportunities: occurrences, developments, tendencies, factors and changes in the environment, that
offer positive opportunities for the project result.
Threat: occurrences/changed in the environment that can become obstacles for the successful
completion of the project result.
Internal analysis: strong and weak points of the project result (product) itself. Organisation also
involved.
External analysis: look at opportunities and threats in the medium-range environment.
With one’s own projects, when the client is concerned with a product that is going to be introduced at
the market, hence when there is a product that external consumers will have to come and visit, it is
necessary to know what the visitor wants.
Step 2c: Confront the aspects that have been found
Now compare the aspects that have been found though the SWOT-analysis with each other. In this
way, the most important points of interest (strategic issues) are brought into the picture. First look at
you threats and weaknesses, how can you avoid these? Secondly look at the opportunities and
strengths, and how you can maximize them.
It is true that in general, energy which is aimed at positive factor usually obtains better results than
energy invested in resistance!
Step 3 11.2.3 Formulate the Communication Strategy

When you know what it should look like (basic concept), and what (project objectives) needs to be
achieved and with whom (project target groups), then you can start ponder about the communication
strategy.
First, the communication field needs to be mapped
With whom (communication target group; not only project target group but also sponsors or
subsidisers) do we need to communicate?
With what aim (communication objective; attracting visitors, acquiring subsidies)?
The communication strategy falls into 3 categories of communication target groups namely:
a. Product target group main and sub-target group of the project
b. Fund-raising target group companies, funds, subsidisers
c. Other parties the media, institution concerning
The Communication Strategy is often an integral part of the Initiative Report/Project Proposal.
Communication Target Communicative Objective Communication Message
Group Figure 11.3 Format for a
A Product Target Groups Communication Strategy
B Fundraising Target
Groups
C Other Parties
Step 4 11.2.4 Framing the Marketing Plan

Naturally, a marketing plan is only important for project with end products. However, with a product
launch the event is used as a means of communication to introduce another product). Marketing plan is
in the project plan/independent plan. It is made clear how one wants to introduce the product onto the
market. For the framing of the marketing plan we use the 5P’s.
- Product which product for each target group (Product/Market Combination; PMC)
- Price price level
- Place where is it offered
- Promotion how is it brought to the public’s attention
- Personnel image
Product Target groups Product Price Place Promotio Personne Figure 11.4 Format for a
Marketing Plan (Using the
n l Marketing Matrix)
Main target group
Sub-target group
Secondary target group
Step 5 11.2.5 Framing the Fundraising Plan

In the Fundraising Plan the way in which the fundraising/sponsoring will be approached, needs to be
worked out.
Fundraising Fundraisin Fundraisin When to When to Who

Target Group g Target g Message Apply Expect a Applies
Figure 11.5 Format for a
Fundraising Plan
Reaction
A
Subsidisers/Fu
nds
B Sponsors
Step 6 11.2.6 Frame a Communication Plan

The communication plan is also an elaboration of the communication strategy from the Project
Proposal/Initiative Report. When the communication plan is an integral part of the Porject plan it
usually consists of 2 parts:
1. Communication Matrix
2. Communication Planning
In a communication matrix for each target group the following aspects are considered:
a. Communication target groups: the target groups can be copied from the Communication Strategy
b. Communication objective: what does a target group need to know?
c. Communication message: the message that needs to be communicated
d. Means of communication: which means or communication instruments will be used to reach this
target group?
Advertising internet
Public-relations press conferences
Promotions stunts
Direct marketing direct email
Personal approach promotion team
e. Style and tone: which style and tone will be used for the communication?
f. Frequency and timing: when is a means of communication deployed?
g. Sender: in whose name is the message send to the target group?
h. Feedback opportunities: in what way will the target group submit feedback?
i. Return service: what can be offer in return?
Communicat Commu Comm Means Styl Frequen Send Feedbac Possib

ion Target nication u of e+ cy + er k le
Group Objecti nicatio Com Ton Timing Oppor- Retur
ve n mu e Tunities n
Messag nicati Servic
e on e
A
Production
Target
Groups
B Other
Parties
Figure 11.6 Format for a Communication Plan (in the Form of a Communication Matrix)
Independent communication and/or marketing plan might consist of the following items:
1. General description of the project
2. Objective and scope of the project
3. Concrete project results
4. Agreements about the communication responsibilities
5. General communication objective for the project, formulated on the basis of knowledge,
attitude and behavioural level
6. Making of an inventory of the target groups with corresponding objective and message
7. Choosing the means of communication to be deployed, preferred style, tone, frequency, sender
and feedback possibilities
8. Planning of the communication activities
1 – 6 in integral project plan
Point h, communication plan or bar chart
Step 7/8 11.2.7 Framing/Implanting the Action Plans

The communication action plan is the actual execution of the communication plan.
No Day/ Actio Aimed at Medi Messag By Expense Remar

. Date n communicati a to e s ks
on Target be
Group Used
Figure 11.7 Format for a Communication Action Plan (in the Form of a Script)
Step 9 11.2.8 Funding the Event
Marketing Programme
To help in this analysis and in developing specific budget point for the marketing activities, there are
some basic ideas that must be kept in mind initially. Firstly, price tag. Regardless of the type of
transaction, the price has a value associated with it that has an impact on your budget on both the
revenue and the expenses sides.
Other 2 basic ideas are: price and cost. When developing the event marketing budget, there are several
major financial categories to consider:
- Advertising print, TV, radio, creative/design, production
- Printing mechanical cost, couriers, printing costs
- Public relations copying, press releases, electronic
- Promotional printing banners, posters, giveaways
- (Social) Media
- Barter deals (free tickets for events)
Marketing is often the most expensive item on the expense side of your budget.
Step 10 11.2.9 Perform an Evaluative Public Survey

To find out whether the objectives of an event have been realised, an evaluate public survey is often
performed. The step-by-step plan contains the following steps:
Orientation phase (results in a research proposal which, is a plan of approach)

1. Describe the reason for the survey (context)
2. Exploration of the problem: formulating a central problem
3. Formulate research questions
4. Choose research method
5. Describe population and choose a sample
6. Budget hours, facilities and expenses
7. Construct time schedule and possibly organisation set-up
Research phase (results in a research report)

1. Desk research
2. Constructing survey
3. Do lay-out of the questionnaire
4. Produce the schedule for taking the survey
5. Test the survey
6. Construct a coding system and a processing table
7. Copy the survey and conduct it
8. Process and analyse the surveys
9. Report the findings of the survey
Orientation phase
Step 1: Describe the reason for the survey (context)
This can be for instance, that you want to find out who visits the event, because there is a possibility
that new target groups can be tapped into.
Step 2: Exploration of the problem: formulating a central problem

With public events, there are often great uncertainties with regard to the following aspects:
- The make-up of the public of the event (age, level of education)
- The appreciation of the public for the event (price/quality, repeat visits)
- The effectiveness of the means of communication deployed
Central problem of a survey falls apart into:

- The objective of the consumer what does the consumer want to achieve
- The central question for the researcher translation of the objective in a question
The researcher can also present the customer a list, where he can indicate which topic he wants to gain
more information about.
- Gender - Communication - Occupational group
- Origin medium - Price/quality
- Age - Evaluation - Date
- Motivation visit - Size party - Weather conditions
- Interest - Level of education - Prognosis Number
- Transport of Visitors
Step 3: Formulate Research Questions

Means of research questions = the research is made more concrete. By formulating the research
questions, a clear image emerges concerning the questions that need to be in the questionnaire, in
order to be able to answer the central question of the research.
Step 4: Choose Research Method

Two types: desk research (existing sources) and field research (own research;
questionnaire/interview).
Step 5: Describe the Population and Choose a Sample

Before you start with the research, first the set of research units which the research is focussed on:
population, needs to be indicated.
100 visitors = 80 sample
Step 5: Budget the Hours, Facilities and Expenses

On basis of the data from different steps an estimate can be made, at the start of the research, of how
much manpower, facilities and money will be needed.
Step 6: Construct time schedule and possibly organisation set-up

At the start of the research study a time schedule can be made, on the basis of the steps. This can be
visualised by for example the bar chart.
Research Phase
Step 7: Desk Research
After the research proposal has been approved, the research study can actually get started. As
described in step 4 existing sources can give answers to one or more research questions.
Step 8: Constructing the Survey
The order in which the questions are posed is important. it is advisable to start with a topic that is not
sensitive, for example, communication. It is the best to end with personal questions.
Step 9: Do the Lay-Out of the Questionnaire

In style of the project. Logo, and letter type and letter size need to be determined. Some suggestions:
1. The logo of the project, specification of the survey and, possibly, the logo of the organising
institution
2. Text block which the pollster is required to fill in, number, date, location.
3. Text block with instructions for the respondent
4. Questions about communication media
5. Questions about accessibility and the evaluation of the event
6. Personal questions
7. Optionally, dotted lines for possible remarks
8. Work of thanks for the cooperation
9. Text block where the email address is filled in; for winning a price
Step 10: Produce the Schedule for the Taking of the Survey
It is recommended to spread out the days and always choose a different week for the survey.
Step 11: Test the Survey

Hand the survey out to 5 different people with different backgrounds. It can be tested then if it is clear
or not.
Step 12: Construct a coding system and a processing table

Before the survey is conducted it is advisable to prepare in advance for later processing. In the coding
system for each question mention is made of: the number of the question, description, abbreviation,
called the code and what sort of data can be entered for the question.
Processing table: the respondent numbers are listed vertically. Horizontal are the numbering of the
questions.
Step 13: Multiply the Survey and Conduct It

Copied on one side only and staples together, then it is conducted.
Point of Interest for this Instruction

Before the survey is started all the questionnaires need to be numbered, to make sure that no
double number emerge and every respondent number is unique.
Checklist: What does the Pollster Take Along

- Pre-numbered questionnaires
- Forms to record the non-response
- Pencils with erasers and sharpener and pens
- A table that is big enough for 8 people
- Small gifts for people that filled in the questionnaires
Selection Rule
It should be clear to the pollster that he is not supposed to select suitable candidates himself.
When he is busy, he will let the next person to be surveyed go by and take the next one.
Non-response Records
For each day and each pollster non-response records have to be kept, you register here which
questionnaire number has been ignored and which has not been returned at all.
Step 14: Process and Analyse the Surveys

Data should be entered into the processing table. The processing table and the non-response records
are handed to the person who enters them into SPSS.
Step 15: Report the Findings of the Survey
They become available after an analysis of the data has been made by means of SPSS. The research
report needs to provide answers to all the research questions that have been posed in the research
proposal and to the central question of the research.
Project Management – Roel Grit
Chapter 1: The Project

1.1 Types of activities, types of work
There may be activities characterized in the following 3 groups:
1. Improvised activities
Ad hoc reaction: not according to a laid down plan, but decided on as events unfold. It
is flexible but also gives much stress.
2. Routine activities
Repeated frequently and are relatively predictable. Work procedures / instructions
have to be developed to make the routine activities efficient.
3. Project-based activities
Non-recurring and have a limited duration, but are reasonably predictable. In order to
increase this predictability, the work should be done according to a plan.
Improvised Project-based Routine

When? Ad hoc (suddenly) Predictable Repetitive
Result? Uncertain Reasonably certain Certain Table 1.1 Types of activities
Familiarity? New, sudden New, planned Well-known
Freedom? A lot A suitable amount Little
Procedures? Chaotic Increasingly clear clear
1.2 Example of projects

Construction projects: building a shopping centre, a bridge, new suburb
Projects involving developments by companies developing new product, merging two businesses
Projects involving company plans marketing plan, export plan
Projects to do with company IT system introducing major financial software
Projects within the health sector reducing waiting lists, reducing costs of medication
Projects within the education sector devising a new course, new student information
system
Projects within the sport/recreational sector doing a theatre production, organizing an expo
1.3 What is a project?

A project can be defined as a group of people, usually from various fields of expertise, collaborating
temporarily with the aim of reaching a predetermined project result within a predetermined budget
within a predetermined time frame.
Features of a project:
- Clear starting point; start-up or kick-off
- Finishing date and a limited duration
- A project has a unique and clear defined goal
- The project tells why the client has commissioned the project
- A project (usually) has a “client”, who has commissioned the project and who pays for the
project, commonly referred to as the “sponsor”
- A project has a budget that needs to be determined in advance
- The project group usually consists of people from various fields of expertise working together
in a temporary team.
- A project has its own organizational set-up
- A project is initials as a purposeful move, it never starts spontaneously
It is important that all members of the project team be able to work in a result-oriented fashion. After
all, the goal is to achieve the project results.
1.4 From improvised activities to project to routine
There is a lot of improvisation when an organisation takes on a new task. As soon as it becomes
obvious what the task will have to be repeated, the greater degree of organization will become
necessary. Improvisation will be a thing of the past: activities can now be carried out as the standard
routine.
1.5 Types of projects

Technical projects: aim: effect some change in technology/come up with a new product
Easy to plan, end result is obvious. “Hard” projects
Social projects: aim: change the corporate culture / organizational structure of a
company outcomes are not quite evident. “Soft” projects.
Commercial projects: aim: earn money.
Mixed projects: combine aspects of technical and social projects.
1.6 Things to remember

Request planning time from the sponsor
To work systematically, a project plan is essential. Make sure that the sponsor allows enough time for
planning the project. The decision-making process can slow things down, especially in large
organisation.
Consult everyone involved

The project needs to be talked over with all parties involved. Make good arrangements about the
contribution expected of every worker.
Work from the top down

Set out the main lines of the project first. Dividing the project into phases is one way to keep it
manageable:
- Preparation think
- Realization act
- Aftercare maintain
Thinking things through: from start to finish and from finish to start
It is important not to overlook a single activity because your schedule will not be reliable.
1.7 Doing things in phases

There are a number of measures that can be taken to keep a project manageable. First a project plan
should be made: with a clear description of the project.
Concept Project proposal

The idea
Definition Project plan
What needs to be done?
Design Preliminary design
What is the ultimate goal?
Preparation Detailed design
How do you need to go about
it?
Realization Project results
Doing it!
Aftercare Using the project results
Operation and maintenance Adapting the project results
Concept:
The project exists only as a problem/idea in the minds of who thought it up. If a decision to proceed is
made at the managerial level, a number of activities may be carried out.
- An investigation into the current state of affairs
- A rough estimation of the extent of the problem
- A determination of the aims/desired results of the project
- A determination of the feasibility of the project.
Definition:
It is important to make a distinction between the projects formal objectives (mandatory) and the
wishes involved. At the end of this phase there should be a project plan with the project is defined in
detail.
Design:
Here it is important to think of a way to resolve the problem. This phase makes a demand on the
creativity of the participants; by a brainstorming session. There can be made a prototype; to test the
demands that are likely to be made of the design. At the end, there needs to be a design that does the
following:
- Show the sponsor exactly what he will be getting
- Shows those who will be actively involved in the next phase
Preparation
The design that was prepared during the design phase is made ready for production.
Realization
The objectives of the project are achieved and the product is constructed. Measures have to be taken to
facilitate the introduction of the project’s outcomes.
Aftercare
In the aftercare phase the project’s outcomes are put to use. After the project, the job is not over yet.
1.8 Why do things in phases?

Executing a large project in phases has the advantage that a number of opportunities for decision
making are built into the project. At the end of each phase the sponsor has an opportunity to alter the
project. The options available are as follows:
- Continue as planned
- Continue with some alterations to the project
- Termination of the project
1.9 The phases of a project: an illustration

Concept: A family wants to build a house in a new housing estate on the outskirts of the city. They
contact a real estate agent to investigate the possibilities.
Definition: The agent will find some things out. Financial possibilities: how much can they borrow?
How much money do they have? Availability of a suitable piece of land to build on and what sort of
house they want.
Design: The list of requirements is talked through with the architect. He makes some drawings.
Preparation: on basis of the drawings, additional technical drawings are made. Now a building
contractor needs to be found to do the actual building of the house.
Realization: the building contractor makes a plan for the building of the house. At the end of this
phase, the house is ready and the family can move.
Aftercare: the family need to maintain the new house.
1.10 When to do it as a project
Advantages of a project-based approach:
- The project is part of your everyday work
- Concentrate on the project  better results
- There is a sponsor for the project who can make decisions when necessary
- There is a clear project plan
- The responsibilities of the project manager, sponsor and members are clear defined
- In phases, it will be well organized
- If the team is well chosen, the productivity will increase
- Smaller risk of failure, because there is a specific end result
- Working in a project team is a valuable experience
Disadvantages of a project-based approach

- Setting up and organizing a project costs time
- It takes time to formulate a good plan
- There is a gap in the department that must be filled
- Inexperienced members of the project team must be trained first
When should a project-based approach be used?

Only use it if the duration of the project is at least two/three months.
1.11 Lifecycle of a project

When the sales slowdown, a new project might start again.
1.12 Projects should be SMART

SMART stands for:
- Specific described in detail
- Measurable when are you finished?
- Acceptable it should be acceptable for the person that needs to achieve it
- Realistic feasible and realistic
- Time-bound specific deadline
Chapter 3: The project from start to finish
3.1 Organizing and carrying out the project
If the organization has little/no experience in working on projects, it is
recommended that it do a small trial project first. If a trial project fails, the
loss to the company will be minimal. A trial project is also knowing as a pilot
project. Larger projects are carried out in phases: concept, definition, design,
preparation, realization and aftercare.
3.2 Project proposal

Important aspects of a project proposal are:
- Name of the project
- Introduction and background to the project
- Information on the person who has written the project proposal
- Future sponsor
- As detailed description as possible of the project results; scheduling outline
- People and resources required
- Cost estimate
- Feasibility and expected bottlenecks
- Consequences for the organisation
Once the project proposal is approved, management usually appoints a project manager to further
develop the proposal.
3.3 Initial meeting with the sponsor

Because projects are based on a vague idea, it takes someone with enough influence and budget in the
organization to carry out this idea in the form of a project. The sponsor invites the project manager to
talk about the matter: initial meeting, here is an outline made of the project. The project manager will
never say “yes” or “no” very quickly because he wants to negotiate with the sponsor.
3.4 Setting up the project

A feasibility study can be carried out first, a definite decision on whether or not to embark on the
project would be made subject to the findings of the feasibility study: the go/no go decision. If a
decision to go ahead is made, a number of things need to be organized:
- the objectives of the project must be determined
- a team has to be put together and suitable people for that team have to be found
- authorization to make decisions must be arranged
- lines of communication need to be organized
All this should be put down in a writing during the definition phase of the project and a project plan
drawn up.
3.5 Project start-up meeting

The start-up meeting is sometimes known as the “kick-off” meeting. A start-up meeting should have
the following agenda items:
- Getting acquainted with each other: finding out who everyone is
- Discussion of the goals of the project
- Presentation of the project plan
- Discussion of the activities to be carried out, the deadline for each activity and who will carry
them out
- Methods and tools to be used during the project could be explained
- Agreement has to be reached on the methods and procedures to be followed
- Team agreements need to made about what the project members can expect from each other
- The authority the group has needs to made clear. Which decisions can the group make itself?
3.6 Design and preparation
Once the project has gotten underway, a design of the project results is drawn up, with a detailed
description of the project results to be achieved. The design is a document intended for: the sponsor of
the project and the users of the project results & members of the project team.
The design is used to make preparations for the project. Once this is on paper it is a: detailed design.
3.7 Realization of the project result

The process that the project is making should be evaluated and the schedule adjusted if necessary,
projects need considerable monitoring because of the high costs for instance.
3.8 Completion of the project

All parties involved in the project need to be informed that the project has been completed. Keep in
mind:
- Depending on the type of project, a final report should be produced
- After the project has been completed its members will return to their former positions
- For some team members, completion of the project can be very emotional
- The project manager should make sure that the sponsor provides an official written discharge
from the project
- The project should officially conclude during a meeting with all parties involved
- At this meeting the outcomes of the project are presented
- The project results need to be evaluated
- Have a dinner party prior to or after the final meeting
3.9 Monitoring aspect of a project

When buying there are 3 questions: With sponsors, it is difficult to say this because every project is
unique.
1. What am I getting and what quality?
2. When will I get it?
3. What will it cost?
The following five monitoring aspects are essential during the preparation and execution of a project:
1. Time T
2. Money M
3. Quality Q
4. Information I
5. Organisation O
Input are the means of people; the output exists of project results. A sponsor wants to know
what he is getting and at what quality (Q), when he is getting it (T) and what it will cost (M). The
aspects Organisation and Information are not a goal in themselves but rather serve to support the other
three aspect.
3.10 Monitoring projects in practice

Planning (T)
To ensure the success of a project, a schedule must be made beforehand. What needs to be answered?
- Which activities are carried out by who?
- What is de sequence of the activities?
- What recourses are needed?
- At what point in time must the activity be finished?
Progress checks (T and I)
Clear arrangements must be made on how project members are to account for their use of time and
materials to the project manager. This can be done by a time record, a register of each activity in the
project plan. It shows the following:
-
- A description of the activity
- Time spend on it
- Time still needed
- Time originally planned
- Reason for deviation from the original schedules
A project member can also be asked to write a short weekly report in which the activities that have
been carried out the past week and the activities of next week are set out.
Consulting (I and O)
In order to exchange information, consultations must be held between all parties involved in the
project.
Adjusting the planning (T)

If major adjustments are required, the project manager will have to report them to the sponsor and
consult them with him. Planning rarely correspond with reality.
Sticking to the project’s budget (M)

The sponsor sets a budget for the project and it is important to stick in this budget, that is why it is
important to always look at the budget and if the project will be more expensive or not.
Quality control (Q)

For a project, it is difficult to state the quality because if there would be specifications they would not
be right later. Quality costs money and high quality costs considerable money.
Providing information and filling of documents (I)

If there are any changes a project manager needs to give this information as soon as possible to who
are working on the project. All documents need to be filed together and should be well ordered. The
project archive contains 2 types of documents:
1. Documents with content-relation information
2. Documents for managing the project to ensure efficiency and accountability
Monitoring the project’s objectives (O)

If a sponsor is making changes, it is important that the project manager deals with this appropriately.
He looks at how he can make the end result of the best expectations but some changes are not good for
planning and the money that is spend on the project.
Threats to the project (O)

Some dangers that the project manager needs to see:
- Initial enthusiasm among the team members, but waning as the project progresses
- Unclear division of tasks within the team
- Too much concern among the team members about what they themselves are getting out of the
project
- Differences of opinion in the team
- The project’s objective remaining to vague
- Project manager toleration too many adjustments
- The decision process being too time consuming or not clear enough
- Department managers ever typing to undermine the project in order to get their staff back
- Demising attention to the project being paid by the board of directors
3.11 Why projects fail

A successful project is a project that:
- Has achieved its objectives and is of the desired quality
- In concluded in time
- Has not cost more than was agreed on
Some reasons why projects fail
- Poor planning - Stakeholders are insufficiently
- Too optimistic planning involved
- Failure to track progress - Little delays all add up
- Late delivery of purchased materials
- Starting an activity too late - No provision for rectifying mistakes
- Project members are not competent enough - Ignoring preliminary and finishing off
- The project is being sabotaged activities
- Project members have too much on - Calamities
their plates - Unclear objects
- Project workers aiming at too much - Changed of definition
perfection - The changing world
- Interest costs
3.12 Project risks

Every project entails risks. This section maps out the most important risks in a structured manner by
means of a risk analysis and provides possible solutions. A risk is the possibility of suffering harm /
loss due to an undesirable event.
Size of risk = probability of occurrence X consequence for projects
Project risks
- Size of project - Facilities and tools
- Project planning - People
- Market - Organization
- Materials - External influences
Risk analysis, is carried out as follows:

1. Take stock of risks
2. Analyse the risks
Examine the causes “estimate to probability of the risky event | estimate the maximum
harm
3. Formulate measurements
Make a list of priorities
Preventative: avoid
Repressive: reduce
Transference: transfer
Acceptance: accept
3.13 Terminating a project prematurely

Project 1 Project 2 Project 3
Already invested by deadline (T) $1000.000 $200.000 $300.000
Still to be invested by deadline (T) $100.000 $200.000 $300.000
Profit at end of project $250.000 $250.000 $250.000
Continue/stop at deadline (T) Yes Yes No
Total project results at end of the +$50.000 -$50.000 -$150.000
project
Successful project Yes No No
If a project is in danger of failing, the argument of “we have spent so much money in it”, this is a non-
argument. The project should have more profit than loss at every point in time.
3.14 Project management: methods
Systems Development Methodology (SDM), is characterized by a systematic staging in which the
project’s result is derived from successive stages. PRINCE2 is a program that divides a project into
phases.
PMBok = Project Management Body of Knowledge. Best practiced, techniques and instruments for
managing a project. P6-method: for small to medium to large business and for both small and large-
scale projects.
Chapter 4: Planning and scheduling
4.1 Why plan?
- to determine the duration of a project - to organize the activities of the project
- to determine what the consequences of workers
delay - monitoring the progress
- to determine the costs
4.2 Concepts and terms

- activity/task = amount of work that needs to be done during the course of a project
- duration = the time that elapses between the commencement and the completion of the project
- required working hours = all working hours necessary to complete the job
- delay = if an activity is not finished on schedule
- milestone = product that is produced during the duration of a project
- dependent activity = can only be carried out after completing another activity
- critical activity = whose duration will affect the duration of the project as a whole
- critical path = chain of critical activities
- Non-critical activity = an activity with a certain amount of slack
- Recourses of a project
o The people who carry out the work
o The materials used during the activities and the tools to carry out the activity
- Scheduling techniques
o Grant charts
o Network diagrams
4.3 Grantt chart

On a Grantt chart/bar chart are activities indicated by strips/bars, the
length indicates the duration. Any slack can be indicated by using dotted
lines and mutual dependencies can be linked via vertical lines in the
chart. You can make it by hand or use a planning board.
Every activity in the table of activities is given a code and a description.

The dependencies are noted in the last column, activity D can only start
after A. The critical path is the longest possible path and runs from A-B-
D-E-F-G-I. When activities are defined as being dependent, the critical
path will become longer than is necessary.
4.4 Network diagrams

A network diagram is a tool for scheduling complicated projects involving
multiple activities. A network diagram consists of: a circle starting point
and as a finishing point, rectangles used to indicate the finished activities
 milestones and arrows indicate the dependencies and also denote the
activities.
Path A-E-F-G-H = 20 days
Path A-C-D-G-H = 43 days  critical path
Path A-B-H = 40 days
4.5 Deriving a Grantt chart from a network diagram

- Time scale is drawn up along the X-axis. Longer than the
duration of the project.
- Strips should be drawn for all the activities; each strip should
have to right length and show the code.
- Now drawn the non-critical path activities
- For activities that are not on the critical path, slack is dotted
lines
- Activities dependencies may be indicated by vertical lines
Example of the thesis 
4.6 Adjustments to schedules

Progress reporting = project members need to hand in their time records to the project manager,
weekly. A schedule must be adjustable because there might be some changes. The changes must be
made known to all participants and the project manager need to report them to the sponsor
4.7 Which activities are required?

You need to determine what kinds of activities and tasks should be carried out in order to achieve your
end result. There is a big chance that you have little experience, to find out what activities are needed:
1. Come up with as many different activities as possible
2. Consult relevant literature
3. Consult with your project team mates
4. Interview an experienced project manager
5. Consult with the sponsor
6. Create a Work Breakdown Structure
A Work Breakdown Structure (WBS) contains a schematic overview of project activities.
4.8 Planning software

Some of the possibilities opened up by planning software such as Spreadsheet:
- It is possible to draw up a Grantt chart and a network diagram from the same planning data
- Activities can be grouped into project phases
- Activities and duration can be put into the project very easily
- Dependencies between activities can be easily registered
- Manpower and resources can be assigned to activities
- The schedules can be calculated automatically
- Resource rates can be entered, enabling automatic calculation of costs
- The program can indicate where the problem areas are
- The progress of the project can be monitored
- Working times and recourse availability can be included using the calendar function
4.9 Using planning software

Frequently used planning programs are Microsoft Project, CA-SuperProject, Time Line, Project
Scheduler and TurboProject Professional.
Grantt chart time flow chart

PERT chart network diagram
Tracking comparison of performance to earlier schedules
Resources how they are deployed
Calendar tasks and/or resources are recorded on a calendar
4.10 Planning a large project in phases

1. Divide the project into phases
Concept: the idea that sparks it off
Definition: defining what needs to be done
Preliminary design: deciding how to go about it
Detailed design: detailing how to do it
Producing doing it
Aftercare: making it operational and providing aftercare
2. Make a general plan for the whole project
It is not realistic for the sponsor to demand a detailed plan for the whole of the project at its
commencement, a general plan is okay here.
3. Make a detailed plan for the following phase
Collect all the data needed to plan the next phase
List as many of the tasks that have to be done
Arrange the tasks in logical groups
Determine the dependencies between the groups and tasks
Determine the duration of each task
Make time and activity schedules here.
4. Put the plans into action
The tasks are carried out and the project manager coordinates the tasks.
5. Collect data relation to progress
Time registration is an essential part of the progress report. How much time is spent on the
various tasks?
6. Adjust the schedules if necessary
If the progress data and the project workers indicate that there are likely to be major changes
to the plans, the schedules have to be adjusted. And these should be discussed with the
sponsor.
7. Finish the phase
When a phase is completely finished, it should be formally rounded off.
4.11 Time Management

- Always start the day by making a list of tasks
- Jot down all the tasks and put a (-) sign in front of each point, once finished (+)
- Note future tasks in your diary
- Try to deal with new tasks as quickly as possible
- Each day plan 1 or 2 tasks that can be finished that day
- Do difficult things when you are fit
- Keep your contact with colleagues short when you are busy
- Make realistic appointments
- Try to make as few mistakes as possible
- Try to avoid problems
- Be selective about messages received
- Only read things that are useful
- Make sure of a clean working space
- E-mail could save a lot of time trying to reach the other party
- A call phone is very useful because you can be reached at all times
- Take time to relax
- Be positive in your detailing with other people
Lectures and Knowledge Clips
1. Teams and Talents

A definition on Professionalism
“The skill, good judgement, and polite behaviour that is expected from a person who is trained to do a
job well”.
Pie of professionalism
Expertise (quality)
Personality (acknowledge)
Presentation (how you act)
Expertise
- Knowledge (facts, knowing things)
- Skills (being able to DO things)
- Experience (you’ve done it before)
Personality  be the person you like to work with. Human values (Imagineering)
What’s expected from the personality of a professional?
Trust
- Reliable - Independent
- Realistic - Honest/integrity/transparent
Active
- Proactive - Friendly (energy giver)
Moral
- Ethical (obey the law/follow the written lines)
Reliable: what I promise I WILL actually deliver

Realistic: what I promise I CAN actually deliver
Taking responsibility vs being responsible
Honesty: professionals tell the truth, don’t mislead others on persons
Integrity: professionals act with integrity and respect the interest of others
Transparent: professionals are open and don’t keep secrets.
The difficulty: fairness is subjective judgement where the peer group (e.g. society) is decisive.
A true professional is Independent: it doesn’t mean you need to able to do everything, but that you get
stuck, you find a solution/way out/person to take the process further!
Presentation: what do you show of yourself?

1. Communication
Online: findability, emails, social media/apps
Offline: CV, letter, language, telephone
Non verbal communication
2. Appearance: how do you (want to) come across?
Outfit/clothes: what the wear when?
Non verbal behavior
Some nuances
1. Are all these characteristics equally divided in 3 equal parts for each job?
Where is the focus for an Medical surgeon vs. Receptionist?
2. Difference between professions & sectors
Lawyer vs a Political (oath of secrecy) (professions)
Manager museum vs Tomorrowland event manager
3. Cultural differences (ICC)
Corruption in construction work of transportation (events in Russia/Brazil)
2. Working Methods
What are working methods?
1. Brainstorming 5. Train office 9. Trello
2. Meeting 6. Coffee corner 10. Slack
3. Debating 7. Lecture
4. Home office 8. Staff meeting
A form of a meeting/discussion (pitch/weekly meeting) but also the way in which you perform your
work (train office, home office)
Why/goal of working methods?

Discover
(brainstorm)
Fast way to create new ideas/views on a topic
Inform
(presentation)
All members of the team update each other on a progress of their responsible tasks
Decide
(meeting)
Deliberative assembly of individuals called to debate certain issues and problems, and to take
decisions.
Control
(evaluate)
Collecting + interpreting + presenting information in order to determine the value of an
outcome or process. Did we achieve the goals?
Learn
(intervision / collaborative learning)
Building on the knowledge of each other
Intervision is a professional exchange of expertise between employees working in the same
field. The aim is to stimulate the expertise and to improve the quality of work.
Goal depends on
- The number of people
- Who’s is in the audience?
Soft conditions for a meeting

- Create good atmosphere (be positive)
- Involved, willing, competent and authorized
- General rules
o Be on time
o Listen to each other
o Hear someone out
o Accept the of the chairman
o Formulate short and to the point
o Stick to the agenda point
o After the meeting, you implement your points of action  important
- Rules 2016
o Use laptop and phone?
o Being absent but being present
Technical conditions for a meeting

Team roles
Chairman
Preparation tasks:
- Determine agenda
Tasks during meeting:
- Always be impartial
- Protect the general interest
- How to run the meeting?  focused on task & focused on the group
Secretary = right hand of chairman

Preparation tasks:
Gather necessary info
Compose and send meeting document
Incite participants
Arrange venue + facilities
Tasks during/after meeting
Minutes secretary
Tasks during/after meeting:
- Take meeting minutes
- Process minutes
- Send minutes to secretary
Other attendees
Preparation tasks:
- Read precious meeting minutes
- Agenda
- Prepare involved subject
1. Opening 4. Incoming messages
2. Meeting minutes precious meeting + 5. Agenda points
points of action 6. Aob (any other business)
3. Notification 7. Close (give a rap up)
The future of working methods

What does this mean for our way of working?
Co-creation
Flexible work (time + place)
Digital office
IT facilities
Sustainable office
Old world New world

Work at office on fixed time Work on self-selected location and time
About presence and number of hours Results of work are important
Manage out of control Manage out of trust
IT facilities at the office IT facilities for mobile working.
Pro’s Cons
More ownership over work 24/7 available (extra pressure + workaholic)
Better work life balance Distractions & discipline
Less traveling time and costs Less social contact
Competitive advantage Focus on result
Physical complaints
3. Ownership
1. What is ownership?
You are in charge/control
Willing to move forward
Act anticipatory
Be active and proactive
Take that ownership
2. What is needed for ownership?

Responsibility
= a duty to be in charge of someone/something, so that you make decisions and can be blamed it
something bad happens.
If you say yes  100% dedicated

This commitment indicates that you are the full responsibly
Accountability
= the quality/state of being accountable; especially: an obligation/willingness to accept
responsibility or to account for one’s actions.
You are: willing (to spend time) + available (findable) + approachable (want to help someone)
Knowledge & Competences

Have clear vision of your knowledge and skills
Knowledge: what you know/have learned
Competences: skills  things you’re able to do in certain situations
Connected
Be part of something/feeling at ease (belong somewhere)
3. Different forms of ownership

Reactive ownership: Ok I will. Boss is the BOSS
Active ownership: who can start this  oh here, I’ll do it
Proactive ownership:
4. Why is ownership important?

Employees show ownership are more passionate, motivated, show more initiative.
We move from a hierarchy (boss is above you) to network organization (you are a bit the boss to).
Problem  don’t say BUT find solutions not excuses
Urgent Not urgent
Important Do Decide
(do it now) (Schedule a time to do it)
Not important Delegate Delete
(Who can do it for you?) (Eliminate it)
4. Presentation & pitch
Prepare + design + deliver = great presentation

Prepare
1. Define the goal and setting
Want people be informed?
Who is your audience, what do they need to remember?
2. Start with a mind map
3. Build stories and examples
Better use stories than facts
Show your passion and make it personal
4. Choose a structure
Structure the mind map
Clear the beginning, middle (content) and end
Flow (link the topics)
Make and keep it simple
5. Keep it SExI
State
Explain
Illustration
Design
Tools for presenting
PowerPoint, Prezi, Piktochart or nothing
Use colours well, learning to use online colour

How to create a colour scheme in PowerPoint?
Use images and stories instead of bullet points

A picture is worth more than a thousand words.
Deliver
Use your space  brain activity is higher when you walk
Make eye contact (or look over the heads Las Dunas)
Take it slow (pace of your voice)
Use silences, people like it, also if you don’t know what to say
Cue cards  don’t write everything down
Body language (90% is body language)
Read your audience
Pitching
Short presentation to shade experience, quality and ideas of the contractor. Goal  gaining trust,
convincing, getting an order
Elevator pitch  short and to the point
Sales pitch: Before you get the order from the client, more businesses are making one
Initiative report experience proposal  plan of action  pitch
Leisure sector  experience
Content
Introduce (show how good you are)
The assignment (show that you know what he wants)
Idea/story line (share ideas)
Feasibility (it should be done in a time plan, technical)
5. Project creation
Project creation: How to come to an original idea / concept?
Creating concepts according to the molecule principle (new ideas with a one-liner)
Expeditie Robinson  Survival – Game – TV program
Analysis, Brooding, Creation, Design, Exchange, Follow-up
Concepts are important:

Because they are unique and authentic
Concept: an overall idea, which shows the
Create a concept with the Molecule Principe, for both the promotion film and the knowledge meeting
before starting to “produce”.
Course of Action (FIRST THINK THAN ACT)

A document with gives a details subscription of a project
From a tot z empathize with the intend end result and plan in detail how to reach that end result
- Gives structure
- All activities are described (PBS, WBS)
The essence of a course of action

1. Start situation
What does the organization do?
What does the target group looks like (sociological + demographical)?
Trends
What is the goal of the commissioner?
what exactly is the assignment?
What is your own (group) goal?
2. Idea /concept
Concept film & knowledge meeting
Translation from concept  product:
1st storyline
the program (knowledge meeting) is explained in general
3. Activity Plan
What exactly are you going to create
PBS  project breakdown structure / what
WBS  work breakdown structure / how / who
4. Management Plan
How do you ensure that the project succeeds?
Manage time + quality + organisational structure
5.1 Knowledge clip Molecule principle
A concept is a working-principle that generates interrelatedness and direct the realization of one /
more goals
The voice of …: singing contest with open admission, judged by a jury with the goal of finding talent.
So: also, services can be based on concepts
A concept helps you as a starting point

As soon as you have a strong concept, it helps you to work out the product in detail!
Criteria of strong IMA concepts

1. Unique/distinguishing no imitations
2. Authentic: ‘real’ for the target group values
3. Meaningful (for target group) values
4. Easy to communicate (understand) keep it simple
5. Multiple layers (Efteling) 3D, so even more a concept
6. Enduring/sustainable long term character
7. Multi useful for multiple products does the concept determine
all aspects of your product?
For concepts, we need to create new connections which represent the essence (DNA) of the concept 
Molecule Principle
One liner: a title that is the summary of your molecules: that says it all
Something internally/form the organisation: analysis (golden nuggets!)

Something external/from the outer world: brainstorm (IMA notebook)
For instance, Lego: clicking things together, 3D, colour, building with stones
Red Bull: extreme sports/no limits, fun, theatre and pushing boundaries
Tips and tricks

1. Search for the right “wording”
2. Choose words which are a principle in itself
3. Choose words which speak to the imagination
4. Don’t use too many 2-5
5. Find inspiration for molecules in other areas
6. Stay close to values target group / organization
6. Environmental Analysis
It is a statistic tool. It is a process to identify all the external elements which can affect the
organization’s performance
Trends Suppliers Public sector Competitors

Customers Stakeholders Residents Environment
The factors you need to keep in mind as an organization, it is a 24/7 job as a leisure manager to
analyze the environment.
why: you need to response to the behavior of the costumers
Trends
Responding to trends  predictive value
Long and short term!
Meso  within the sector: cooperation in the cultural sector foodtrucks
Macro  global trend: ageing, sustainability technology
Decontextualisation  leisure in a different context (in a prison)

Muli funicational leisure location: Voltage in Tilburg
Organization: reduce to 4 main elements  effect the performances

1. Trends
2. Stakeholders
3. Competitiors
Stakeholders
A person/organization that invests in your company/event
Competitors
Consumer needs competitors: you can spend more only once
Generic competitors: similar activities in the leisure sector (cinema / concert)
Product form competitor: refers to the different forms within a product (Slagharen en dolfinarium)
Brand competitors: competition between different brands (013 – Mezz)
Customers
Information for marketing purchase
Demographic
Geographic
Is the customer satisfied?
Research
7. Managing a Project
Improvise  start attacking the problem
Focus on progess
Ad hoc (directly beginning)
Project based  planned

In the beginning a lot of recourses
Routine  using almost the same recourse

Procedure
Known
What is a project?
A group of people, usually from various field of expertise, collaborating temporality (once) with the
aim of reaching a predetermined project result within a predetermined budget within a predetermined
time frame.
Objective of the project: can you improve

Outcome of the project: event/report
Start (idea)  End (project outcome)
Examples
Technical project (new product)
Events
Commercial project (making money)
Social project (achieve changes in behaviour)  most hard
Mixed projects (technical and social items | Software company)
1. Initiating a project (idea)

Someone has an idea
Do it yourself (in the organisation) or outsources (can’t organize the full event on your own)
Determination of the feasibility of the project (enough money and employees)
Project or not
What should the idea bring in?
What are the objects to achieve (what should the outlook look like?)
What should be intended project result
What requirements do you have?
SMART
Specific / concrete  what Realistic  feasible
Measurable how/how big Time  when
Acceptable  who
2. Organizing a project
Which external companies play a role (the What are the tasks?
government)? Who will do what?
Who is the commissioner, contractor, project How do I get a good project start up (PSU)?
manager?
3. Writing a project plan (plan of approach / course of action)

Start situation Activity plan
Idea/concept Management plan
4. Managing / executing the project (Project approach)
Overview of all the activities and intermediate product to achieve the outcome.
Work breakdown structure are the activities
Product breakdown structure are the intermediate products
Phrasing making a model to organize something

- Preparing Execution event Evaluation
- Dividing project into phases (series of activities within a project)
- 3 prinicples
1. think first then act
2. think things through (from start to finish and from finish to start)
3. working from rough to detailed plan (sequential and simultaneous work)
- why: it makes the project manageable (choice)
- how: depends on your project
Controlling control the content

- Planning, doing, control, act / adjustment
- What time, money, organisation, quality, information, facilities
Controlling + time
Which people are involved?
What start and end date
Production programme / script
What: a overview of all the information which is necessary for the actual execution of the
event
What is the structure:
General part (general info of the project)
Specific part (all info of the event what where)
Appendices (all the visitors list and maps)
Preparation execution event evaluation
@the end of the preparation make a script
Controlling + Money
Determine costs and turn overs
Make a decision of costs
Are we still within the budget?
Phase 1: Estimate project expenses Phase 4: working budget
Phase 2: component budget Phase 5: Produce final financial
Phase 3: working budget statement
Making decisions the project will get bigger if you don’t make them
- Every phase ends with a choice / decision
- Know what the boundaries of the project are
Length: from start to end (milestone) when
Width: what needs to be done what includes
- Why: from broad to detail
Concept model of Jan Verhaar

Idea product event
A product –oriented track or track concerning content
B1 Marketing of Communication track (attract visitors)
B2 Control-Oriented track (time, money, people)
C Decision making track
PDCA: Plan, Do, Check, Act
7.1 Knowledge clip Managing a Project – Budget
Profit and loss account // income statement = turnover – costs = Earnings before taxes
Profit and loss account

Turnover
Purchase - COSTS
Gross profit
Operational costs - COSTS
EBIDTA Earnings before interest, taxes, depreciation and amortization
Depreciation - COSTS
EBITA
Interest - COSTS
EBTA Earnings before taxes
7.2 Knowledge clip Managing a Project – Script

Preparation execution event evaluation  phasing
Script is made a few weeks before the event

1. Building up script
2. Event script
3. Wrap up script
Script: a detailed overview of all the information which is necessary for the actual execution of the
event.
Guideline for all parties
Gives overview
Backup function
Control method
Structure:
General part general info of the event, dress code, contact numbers
Specific part most extensive, all information to execute the event
Number, time, action, location, responsible, information,
material people, next
Appendices budget, floorplan, house rules, directions, visitors list
8. Design
8.1 Knowledge clip Design
Gestalt = see
Explains the perception of visual communication
What do we see, what shape, structure?
Why do we see and discern what we see?
What are the different parts of the image?
Optical illusion: it seems like the guy eats the persons. That is impossible, yet the first thought that
comes to mind
Recognizable shapes: sometimes we see things in other things, faces in the sky
What do you see first, 2 persons?
Law of Figure-Ground: FedEx has an arrow
Semiotics = understanding
Studies the meaning of signs around us and explains the why you understand its meaning.
What is the meaning of what we see?
Which symbols do we recognize?
How is it possible that we know this?
2 levels
1. Meanings of signs and logos
2. Meaning of image on 2 layers
Denotation = describe and analyse
The same for everyone: lights
Connotation = give a meaning to the image you see
Not the same for everyone
Realism reality comes first
Expressionism photographer comes first
Formalism beauty is paramount
Instrumentalism goal comes first
Retorica = persuade
Explains how visual communication you convince
How come the image as strong works?
What emotion is addressed?
Ethos credibility
Pathos feeling/emotion
Logos rational, thought put and argued
9. Phasing
9.1 Verhaar
A: Product-Oriented Track/Track concerning

B1: Marketing or Communication track
IDEA PRODUCT
EVENT B2: Control-Oriented track
C: Decision making track
A = activities that need to be done to reach the concrete product

B1 = audience must come to the event, target group has to be approached
B2 = control of different aspects: Quality, Organization, Time, Money, Information,
Facilities & Logistics
C = in each phase decisions are made by products
9.2 Phase model Grit

Prepare the match play the game afterwards drinking a beer
Preparation implementing evaluation
Phasing is to maintain the overview.
Initiative/concept: it still is a problem.

Space use it as an: event venue
Definition: what has to be delivered?
Design: how to design and how to look
like?
Preparation: building the venue, doing it.
Realization: project outcomes are put to
use
After care: using the project results
9.3 Project planning
Why?
- Knowing the duration of the project
- Monitoring the progress
- Controlling the process
From phase model to script?

Phase model, most important activities
Time schedule
Script, activities are very concrete
Steps to make a project planning

1. Determine the starting and end date of the project process
2. Make a distinction into phases
3. Make a distinction between intermediate product (sub-project) and project components
4. Construct an overview of activities
5. Put the overview of the activities in the planning
6. Determine who will carry out the tasks
7. Determine the calendar scale
8. Make an estimation of the time frame of each activity
9. Mark milestones and deadlines
10. Introduce relationships and determine the critical path
11. Close the planning, make it definitive and finally engage in process control
9.4 Planning techniques

Planning techniques
- To do list
- Phase model (Grit and Verhaar)
- Bar chart (Grantt Chart)
- Network diagram
- Script
Step by step plan network diagram
Earliest start Duration Earliest

finish
Description of activity
Latest start Total slack Latest finish
10. Information and Communication
Information
Facts  data  information  knowledge
What are we going to communicate to Whom, Where, How and When?

- Who will use the information (internal or external)?
- Where can the information be stored?
- Who can be made responsible for the management of the information?
- How can we communicate the information internally and externally?
- In what setting can we communicate the information internally and externally?
Which information/product needed in which phase of the project?

Initiative phase budget, concept, feasibility study
Preparatory phase division of tasks, promotion plan
Development phase flyers, website
Execution phase logistic plan, catering plan
Completion phase script, evaluation report
Diverse forms of communication

Modalities of communication: different goals
- Information
- Education (voorlichting)
- Public relations (PR)
- Advertising
- Propaganda
Internal communication  inform and motivate employees

Concern communication  identity and image on long term
Marketing communication  selling products/services
What does the organization show?

Identity/image
Vision, Mission, Concepts
Corporate identity
Name/logo, Colour, Typography, Use of image
Corporate identity carriers
Leaflets, Events, Advertisement
What do I communicate to external target groups?

Positioning (mission, image, legitimization)
Positioning matrix
Strategy (target groups, message, time planning)
Effect: see the difference
Comparison: compare with other products
Explanation: explains benefits
Association link between brand and something else: love
Instruments (social media, publicity actions)
Socrative Test
Professionalism
1. The Pie of Professionalism contains of these 3 aspects: skills, presentation and personality
(true)
2. Professional behavior is equal in every sector/industry (false)
3. A professional can work independently (true)
4. Knowledge, skills and experience determines which expertise a person has (true)
5. A professional mainly works with assumptions (false)
6. Being unfriendly is unprofessional at any time (false)
7. When a person has a lot of expertise, the way this person garment itself is not important (false)
8. The content of a private post on social media says nothing about how somebody comes across
to business contacts (false)
9. The vision on professional behavior will not change in the next 20 years (false)
10. Writing a good CV/resume is important in a job application procedure (true)
Working Methods
1. Goals of a discussion / deliberation are to discover, inform, decide, control or learn. (True)
2. What is NOT a general rule during a meeting? Bring cake
3. Situation: you are in a meeting with your project group and you receive WhatsApp of your
roommate. What are you doing? You apologize towards your project group and switch your
phone on mute.
4. What is NOT a task of the chairman? take meeting minutes
5. What is NOT a task of the secretary? take meeting minutes
6. What are elements of an agenda?
Opening, meeting minutes previous meeting, incoming messages, notifications, agenda points,
AOB, close
7. What does AOB mean? any other businesses
8. In the New World of Work number of hours you work are more important then the results.
False
9. An advantage of The New World of Work is that you have more ownership over your work.
True
10. In The Old World managers lead out of CONTROL. In The New World managers lead out
of… trust
Ownership
1. Four elements are part of the ownership circle:
Responsibility, accountability, knowledge & competences, connected.
2. What definition of ownership are we focusing on?
Psychological definition
3. Someone who shows ownership...
Actively takes responsibility to address opportunities and to solve problems.
4. Ownership is about...
Being in control and act anticipatory.
5. Why is ownership important?
Employees who show ownership are more driven, motivated, show more initiative and come
up with creative and innovative solutions. True
6. What form of ownership do we stimulate?
Proactive ownership
7. The Eisenhower Box is about:
Urgency and importance
8. What percentage of time do successful people spend on activities which are important but not
urgent?
60%
9. What task is typical for the quadrant 'Delete'?
Gossip with students about your coach
10. Situation: you and your project team give a presentation tomorrow for Visit Brabant, nothing
has been prepared yet. In what quadrant falls this task?
Do
Presentation and Pitching
1. What does the I in SExI stand for?
Illustrate
2. PowerPoint is a good tool to present detailed written information.
False
3. In the lecture it is pointed out that you should use the space of the podium; so don't stand on one
square meter behind your lectern. Why?
Because physical movement of the presenter...Results in physical movement of the audience,
which stimulates their brain activity.
4. Why is it helpful to use examples and stories in a presentation?
Examples and stories are easier to remember than facts
5. The level of (inter)action from the audience depends of the number of people in the audience
(bystander effect)
True
6. In order to give a good presentation, the following 3 steps are important:
Prepare, design, deliver
7. You can connect with your audience by making eye contact. What is a comfortable way to do
this?
Looking over the heads of the audience.
8. A sales pitch contains the following topics:
Introduction, assignment, idea, feasibility
9. In the introduction of a sales pitch...
You introduce the project team members and share their experience and expertise.
10. The goal of a sales pitch is always to get money for your idea.
False
Project Creation
1. The "Start situation" of a project is the date or time the project starts.
False, Start situation= situation analysis, formulating objective of the client, central question, project
mission, target group and intrinsic goal.
2. When setting up a project you can think from a market perspective or from a product perspective.
Statement: In the leisure sector, more and more we notice a product-oriented approach (product
perspective).
False, see Verhaar Chapter 2, more and more market & target group focused.
3. The Course of action can be seen as a sort of tender to a client.
Correct, see lecture
4. "Project Creation" is the creative part of starting up a project.
False, see lecture, project creation is not only the creative part, it’s creating a creative idea/concept and
translating this into a concrete course of action.
5. The ABCD formula gives you guidance in creating a new idea/concept. Statement: In the A phase
you create your new idea/concept.
False, see lecture, The A phase is the analytical phase, in the C phase you create a new idea/concept.
6. The “molecule principle" is a technique to come up with innovative concepts.
Correct, see lecture and knowledge clip
7. If you know which components a project consist of, the "work breakdown structure" (WBS) is a
tool that you use to dissect (split up) the project into activities that need to be carried out.
Correct, see lecture
8. During a project the "project breakdown structure" (PBS) is a tool to determine how many people
you need in the implementation of the project or event.
False, see lecture, PBS= determine WHAT you’re going to doe (main/sub products), in the WBS it’s
determined HOW you’re going to do this and WHO is doing what.
9. According to the book Project management by Roel Grit, quality cannot be measured.
False, see Grit, chapter 3
10. In the book Project management, Jan Verhaar describes the “Model of Spontaneous Creative
Process”: The “World of ideas” versus “Daily practice”. Statement: discussion and reflection
belong to the “World of ideas”. Correct, See Verhaar Chapter 2
Environmental analysis
1. A trend has a predictive value in the short term (False)
2. A Leisure manager analyses his surrounding during his own leisure time (False)
3 Boutique festivals are an example of a micro trend (False)
3. A stakeholder is a person or organization that has a negative impact on the organizer’s project
(False)
4. Sustainability is an example of a meso trend (False)
5. Brand competition applies to the various forms within a group of products (False)
6. The public sector consists of the province and the national government (False)
7. As a leisure manager you must respond to the needs of the consumer (True)
8. Walibi versus Slagharen is an example of product form competition (False)
10. An environmental analysis maps that which you as an organization must take into account (False)
Managing a Project
1. Feasibility of a project is determined in the design phase.
a. true
b. false
2. The design, programming, installation and implementation of a computer program in an

organization is an example of a social project.
a. true
b. false
3. Large complex projects tackle a project.

Statement: Within large complex projects, the basic principles for managing are phasing and
controlling.
a. true
b. false
4. Phasing is used within a project based approach to keep the project manageable.
a. true
b. false
5. A project-based approach has been chosen for this case.

Statement: The advantage of project-based working, compared to other approaches, is that activities
are carried out according to fixed procedures.
a. true
b. false
6. One of the sub-objectives is:

Improving interaction skills of the pedagogical employees who work at the 100 SDK institutes in the
Netherlands before 20 of February 2015.
Statement: This sub-objective meets the SMART criteria of a good objective.
a. true
b. false
7. The project has a 12-month run time.

Statement: The 12-month run time is part of the project boundaries of the project.
a. true
b. false
8. The production schedule /script is a decision document that contains general information.
a. true
b. false
9. The general part of the script contains the core program with location and start and finish time.
a. true
b. false
10. The organization of an event makes a component budget.

Statement: A component budget shows what happens in the next period in terms of revenues and
costs.
a. true
b. false
Design 1
1. Our brains are still faster then the fastest computers. For complex images the brains rapidly analyze
each element separately and remebers. True or false
• our brains tend to decompose an image in the simplest forms. For example, clustering.
(GESTALT) FALSE
2. We make a distinction in different visual elements?
• Yes, we prioritize analyze image. (recognizable shapes GESTALT)
3. The FedEx logo has a symbol in itself. According to the GESTALT is here used law of foreground
and background. Is this correct?
• Yes, it comes to the name as a logo, the icon of the arrow contributes to where fedex;
movement. The hidden character can be explained by the law of foreground and background.
4. what is striking about the Arabic version of the FedEx logo? Colors/vertical mirrored/arrow icon
points to the East/arrow icon points to the left?
• Links
5. Rhetoric stands for simplicity?
• No, to convince
6. Semiotics is to apply on 2 levels. Statement: level 1 is about the meaning of signs, logos and icons.
Level 2 expands on the meaning of image.
• Yes, level 2 you can divide into 2 layers; denotation and connotation
7. The second level of Semiotics consists of 2 layers; denotation and connotation.
Statement: which layer goes in on describing and analyzing?
• denotation
8. Rhetorics is helping you telling the truth to clear, in a cristal clear way?
• No you used rhetoric to convince
9. Ethos, pathos and logos are style means within the rhetoric?
• Yes
What is good:
• A – realism = reality comes first. Instrumentalism = photographer comes first.
• B – formalism = beauty is paramount. Expressionism = photographer comes first
• B is well
Design 2
1. If you touch screen of your smartphone is an interface, is your keyboard with all physical buttons an
interface as well?
• Yes, between user and pc
2. a given situation:
Attached to the ceiling there is a bucket full of water hanging. Attached to the bucket a piece of string
which you can pull. The water then falls over you. What can you designate as interface?
• a: bucket with water, B: ceiling, C: string, D string: water and • C is intermediate between
user and bucket
3. Because people are visually orientated an immersive experience has a strong focus on sense of
sight.
• No, multi sensory in nature
4. The 4 I's helps you to design a good immersive experience?
• Yes
5. Is storytelling usable within an immersive experience?
• Yes. A good or memorable experience you base on a story line. This is what the user
remembers and will take. The immersive experience is the way you told.
6. 4 I's.
You're not just a voyeur but really feel being a part of a (virtual) world. Does this have to do with: A-
integration or B-immersion?
•B
7. the possibility of influencing 'the story' and by this ‘re-creating’ the story is important. Why?
A-the realization that you presence matters contributes greatly to the experience. B-people don't want
to remain anonymous.
•A
8. An immersive experience is applicable only within the art?
• No. Think of the example of living cell
9. Lovemarks is all about products and brands that use immersive experience within their
communication
• No. Lovemarks is an attempt to harness the power of strong brands. It shows that emotions
are involved and that can be difficult to discern in a frame.
10. Multimedia, off and online techniques, technologies are only tools to an immersive experience
design.
• Yes. These tools can help you to tell the story and design a strong experience
Phasing
1. Phasing is dividing a project into chunks to avoid losing overview.
a. true
b. false
2. According to the model of Grit, the result of the initiative phase is the decision whether it is a
project or not.
a. true
b. false
3. Statement: A script is produced in the preparation phase according to Verhaar’s phase model.
a. true
b. false
4. The organizers of the project have to communicate frequently with their own staff.
Statement: Communicating with their own staff is considered a component of the marketing and
communication track according to Verhaar.
a. true
b. false
5. Verhaar describes in his book Project Management a step-by-step plan for a good project planning.
Statement: The first step you have to make is to determine the starting and the end date of the project
process.
a. true
b. false
6. The slack of activities can be calculated because the critical path has been determined.
a. true
b. false
7. A critical path activity is an activity that influences the end time of the entire project by run time
changes.
a. true
b. false
Information and Communication
1. A "competent leisure manager" is someone who above all “gathers” information very well.
FALSE (a competent leisure manager controls/manages all information in a project, he uses
his knowledge and skills to apply gathered information in a skillful way)
2. In the five phases (Verhaar) of a project a lot of information is communicated. Statement:
logistical plans are especially needed in the initiative phase. ERROR (execution phase)
3. According to the knowledge clip information & communication, different communication
“modalities” are used for different events or projects. Statement: If an organization
communicates with the aim of convincing others of an ideal, it has to use the modality
“Advertising”. FALSE (Propaganda)
4. Concern communication and marketing communication are both externally focused. TRUE
5. A marketing plan is an example of “personnel and organization (HR) information”. FALSE
(in terms of sorts of information it’s an example of “policy information).
6. In terms of concern communication, an event is an example of a corporate identity carrier.
TRUE
7. For the “Breda Loves Football” marketing project, the marketing and communication manager
of football club NAC Breda has chosen families as a new communication target group.
Statement: In the logical order of Verhaar’s marketing and communication track, the activity
after choosing a position will be choosing the target group families for this marketing project.
TRUE
8. The marketing and communications manager of the Best Kept Secret festival has selected
WhatsApp as a new marketing and communication tool for the festival in 2016. Statement: In
the logical sequence of the marketing and communication process of Verhaar, the activity
"choosing target group" will follow after determining the communication instruments (in this
case WhatsApp). FALSE (target group selection takes place before you choose the specific
communication tools)
9. Redhead Days festival focuses on redheads and non-redheads. The festival in September 2016
had competition from other public events in Breda and its surroundings. The Jupiler beer
brand will also be the main sponsor of the festival in 2017. In "positioning" the festival, target
group (relevance), brand (identity) and competition (distinction) play an important role.
Statement: The "brand" in this case is Redhead Days festival. TRUE
10. In the marketing communication campaigns for mobile telephones, telephone companies
compare their prices with prices of competitors. Statement: The specific marketing
communication strategy of these telephone companies is based on the “effect” concept.
FALSE (it’s based on the “comparison concept”)
Sustainability
1. The four pillars of sustainability are people, planet, profit, purpose (true)
2. The footprint gives insight in:
the environmental impact of a company/person/project (true)
the solutions to avoid environmental impact
3. Climate change is the only result of a non-sustainable society (false)
4. Energy and waste are the most important sustainability topics (false)
5. It is not necessary to engage stakeholders in the sustainability process, it’s a management task
(false)
6. A sustainability plan starts with actions and after that the goals are formulated (false)
7. The 3 r’s that help tackle the waste problem are
8. reduce, reuse, recycle (true)
9. By means of the climate agreement of Paris a big number af country’s aim to keep a global
temperature to well below 3 degrees (false)
10. Sustainability is a top down decision (true)
11. A better world begins with you (true)
Logistics and Facilities
1. The Fun lane describes the logistics processes from bed to bar and from bar to bed.
a. true
b. false
2. Many organizations use the 4 M principle (men, means, material and method) to calculate index
numbers.
Statement: The best way to prevent waiting queues is to change the method.
a. true
b. false
3. A facility action plan is made in the preparation phase according to the phase model of Verhaar
a. true
b. false
4. Maarten van Rijn indicated in his knowledge clip “Fun lane” that the event can be divided into 4
layers. The inner layer is layer 4 and the outer layer is layer 1.
Statement: The layer in which the organization try to influence the visitor by informing him is layer 1
a. true
b. false
5. The bottle neck plays a major role in logistic processes.

Statement: The bottleneck of risk control is the place in the logistics process with the lowest capacity
per time unit.
a. true
b. false
6. A high crowd density (for example 5 persons per square meter) means that the flow rate (people per
meter per minute) will be high.
a. true
b. false
7. The modal split tells you as an organizer how many persons will come by bus, car, train, bike etc.
a. true
b. false
8. The basic idea of process control is that you have input going into the process and output.
a. true
b. false
9. DJ Armin van Buuren hosts the ‘538 King’s Day’ event. 200 people attend it and drink, on average,
two glasses of beer per hour. One glass contains 0.25 liter of beer and the party lasts from 18.00 to
21.00 hrs.
Statement: In total, 325 liters of beer are required during this event.
a. true
b. false
10. At the event 200 people were present continuously, 50% men and 50% women. Every visitor goes
to the bathroom, on average, once per hour, women taking 3 minutes and men taking 1 minute.
Statement: Is it right that the organizers need 7 toilets?
a. true
b. false

Summary Verhaar and Grit

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Project Management

Jan Verhaar & Iris

1.1 Why Project Management?

1.2 What is Project Management?

3.1 What is an Event?

3.2 Every Objective Requires Its Own Form

3.2.1 Which Purpose Should the Project Fulfil?

3.2.2 Difference Between a Public and a Business Event

Three-dimensional communication tools: events, conferences and fairs.

3.2.3 The Consumer Event

3.2.4 Choice of Different Types of Events

Fairs/exhibitions: static presentation.

Conferences: gatherings that are presented under different names.

3.2.6 Some Types of Public Events

Performances: images and appearances of people and groups

Markets: such as cheese markets or flea markets

Attractions: goal is to entertain people but sometimes also educate

Happenings: mix of different types of events

Commemorations: celebration of historic significance.

Sport Events: tournament and boxing gala

Supporting projects: when one event is supported by another event

3.3 The Parties Involved

3.3.2 Who takes the Initiative?

The Location Manager

The Independent Organiser of Events

3.3.3 The Event Chart

3.4 An event as a Project

3.4.1 When Do You Use a Project to Manage an Event?

3.4.3 The Advantages and Disadvantages of the Use of Projects

For complex projects 3 budgets need to be drawn up during process, namely:

8.1.1 The Estimate of the Project Expenses

8.1.3 Working Budget

8.2 The Standard Entries on an Event Budget

1000 Location Expenses renting accommodation, parking lots, utilities

The Financing Scheme

8.3 Budget Control and Reporting

8.4 Orders, Contracts and Permits

8.4.1 Invite Tentative offers

Invite Competitive Offers

Two ways of entering into an assignment:

8.5 Liability, Insurance and Inland Revenue

8.5.1 Covering Oneself Against Liability Claims

8.5.2 Fiscal law

9.3 The Subsidising of Non-Commercial Events

Who to Turn to?

When Do You Submit the Request?

9.3.2 How is the Application Structured?

Step 2: What Can You Ask For?

Step 3: What Does the Application Look Like?

How Do You Make Clear What Is at Stake?

How Concrete Do You Have to Be?

Start From an Optimistic, Realistic and Pessimistic Scenario!

What Does the Layout Of the Application Look Like?

Step 4: Supplements With Your Application

What does the Accompanying Budget Look Like?

Be Prepared to Terminate a Project When It Is Not Feasible!

What Is and What Is Not Accepted?

Provisional Budget Entries Enlarge the Risk?

Do Not Add Up To Your Own Advantage

How is the Amount Determined?

How Long does the Whole Procedure Take?

How is the Subsidy Disbursed?