Simon Maier, joint MD at Visual Response agency, offers a check list for PCOs to keep their shows on the road and avoid some classic errors in event delivery.
Three years ago I wrote a book called In Any Event. In it I made the point (which I have often repeated since) that in the world of event delivery and management anywhere in the world, there are ‘professionals’ who sometimes forget or assume the most obvious of lessons. And there is no excuse; so, what are they?
1. Well, improperly allocating resources tops the list of most common mistakes. Not having the right people managing or working on an event can be (and usually is) a recipe for disaster. But, it seemingly happens all the time. The key to a successful event is getting the right people with the right skills. Sounds obvious, doesn’t it? All the planning in the world won’t overcome weak talent. No more to be said on this.
2. Events will always have changes in scope. Failure to keep a track of the smallest change can mean an out-of-control budget, maybe an impossible timeline or something forgotten. Following a formal (i.e. not casual) ‘change tracking process’ is a simple and effective way to keep changes documented, communicated and under control. The client needs to understand the repercussions of the requested or necessary change and the project manager/producer must determine how that request will impact on the project and then communicate that to the team.
3. Untoward things happen at the last minute. Such ‘things’ might be a city terrorist attack, travel delays, malfunctioning Internet connections in a venue, missing equipment, guest speaker not showing up – and many others. Consequently, the event preparation goes into a tailspin while someone has to try to sort out the problem. If an event risk assessment is made as an early part of the planning process, then all problems will have solutions. Brainstorm with your team at the start what could happen to derail the event, anything at all that may prevent you from delivering expected results. Then figure out ways to mitigate those risks. Then tell the client.
4. A major problem when clients plan events is that the money belongs to the client, not the project manager spending it. Always pass on some of the financial responsibility by making everyone working on a project aware of the budget and make them accountable for specific areas of the project. Maybe consider an incentive for delivering an event that achieves the event’s objectives. Also, encourage your team to report any significant savings made.
5. A great number of corporate events are all too soon forgotten, sometimes the instant delegates leave the venue. That should never, ever happen and something is seriously wrong with content or engagement if it does. Events should also never be seen as a stand-alone element, but must be integrated with other parts of your clients’ strategies and, importantly, there should (must) be a legacy plan so that messages are reinforced long after everyone has left the venue
