PROJECT MANAGEMENT

Innovation is the key to staying ahead of the game in e-commerce, and successful companies continually engage in new projects, whether to design a new product, to implement a new business practice or operating procedure, or any other new endeavor. Project management is the science of keeping projects focused, on schedule, and profitable. Project managers are charged with keeping costs down and logistical problems under control, reinforcing the project's goals, keeping all those working on the project motivated and focused, and seeing that the project reaches its ultimate goals. The research firm Gartner Group reported in 2002 that half of all information technology projects failed to meet their objectives, while Boston-based Aberdeen Group Inc. estimated that fully 30 percent were abandoned before completion, and 90 percent of those completed were delivered behind schedule.

MAPPING YOUR PROJECT MANAGEMENT STRATEGY

Without clearly defined project management processes and procedures, a series of slight inefficiencies can quickly add up and send a project's budget spiraling out of control. Thus, clearly codified processes need to be implemented and enforced from the outset. These codes can include everything from the format and direction of communications within the project to the operating rules of meetings. The discovery process is the initial stage of the project. During discovery, you find out exactly what it is you have to work with, what needs to be done, what obstacles might be in the way, what support you can expect, what resources are at your disposal, and what kind of people and expertise will be available for the project. In the discovery process, you also begin building relationships between all the parties, outline the criteria for the project, begin delineating strategies and processes for setting the project in motion, and getting a feel for the overall environment within which the project will be conducted. Over time, your projects need credibility if they are to gain the team's buy-in, and, ultimately, if they will succeed. To achieve credibility, you need to demonstrate that your project is worth doing, will add value to the firm, is well-grounded, well-planned, and well-executed. At the outset, you should spell out for all project stakeholders what a successful completion of the project will look like and what it will do for the firm. A few staples of project management continue to flourish in the e-commerce era, including daily progress reports; continuous feedback; strictly codified routines, processes, and methodologies; and strict, inflexible budgeting. Techniques like these allow project managers to keep a close eye on the project team's progress, and ensure that their work doesn't stray too far away from its intended purpose. Because individuals working on disparate, narrowly focused problems tend to break off onto their own paths, it's important to assign a taskmaster to oversee the project and make sure each individual keeps their work directed at the project's goals. A good project manager is close enough to the project's demands and employees that he or she can have intimate knowledge of the process and of the employees' concerns. On the other hand, the projectPage 105 | Top of Articlemanager should have enough familiarity with larger company prioritiesand a stake in the firm's successto keep the project on track without pitting the team against the management.

The organized flow of information through the project team is a final key element in successful project management. Knowledge management is sharing knowledge and information in an efficient and productive manner, and aims at the elimination of redundancy within the project. Employees can build on accumulated knowledge to devise solutions to new problems, rather than continually starting from scratch. To aid this process, you may wish to quantify and classify your firm's problem-solving techniques and approaches to various business situations, and take an inventory of the expertise existing among its employee ranks.

SOFTWARE
A bevy of software packages to aid in project management are available. These packages can assist managers in keeping tabs on and organizing all the processes and concerns involved in the project. Project-and resource-tracking software, for instance, lets you organize tasks in a hierarchical list, and under each task and subtask you define the resources, budget, employees, and assignments. In addition, you can enter priorities for which tasks need to be completed first, and then configure how best to allocate all available resources toward that end. Time-tracking software allows for detailed overviews of where time is being spent and lost on your project, so you can spot and weed out inefficiencies. Bug-tracking and version-control software helps you keep track of all the software and hardware being employed in by all members of a project team, so you can coordinate your systems and applications for the greatest efficiency. This can, for instance, ensure that all members of one committee are operating with the same version of a particular software application, and that no one is using equipment that is incompatible with the project needs. But as analysts repeatedly point out, project-management software does not make for good project management. Rather, they are mere tools that, in the hands of a strong project manager with a sound strategy, can help generate increased efficiency and meet goals.

EVENT
Event management, also known as special event planning, provides a valuable vehicle by which for-profit and not-for-profit organizations are able to engage in specialized public relations activities. Events help organizations become recognized and establish and maintain relationships with key constituents through direct communication. Types of special events utilized by organizations include new building dedications, fundraisers, galas, product launches, receptions, and community or arts sponsorships. When executed well, events can add greatly to the organization's profile and prestige.

SPECIAL EVENTS DEFINED

Special events are those circumstances in which organizations have to deviate from traditional public relations, advertising, and marketing efforts and meet directly with clients. Nevertheless, they should be part of an integrated public relations campaign. Some may have a non-media-related purpose, but typically they are structured to be part of the organizations' larger communication plan. They provide a vehicle by which to directly communicate with customers, often by bringing them to a place of business. Successfully executed, a special event can enhance an organizational image by presenting a company as proficient and professional, thereby adding to its prestige. In executing special events, companies provide "ready-to-be-consumed" media images and stories that support their public relations efforts. A major function of many, though not all, special events is that they often are organized around a fundraising theme or purpose. Many special events are designed to provide people with a meaningful experience by which they enjoy participation or entertainment in exchange for a donation to a worthy cause or to a political candidate.

EXAMPLES OF SPECIAL EVENTS

The types of special events are highly diverse; among them are press conferences, fundraisers, dedications, open houses, gala events, award ceremonies, product launches, meetings and conferences, golf outings, trade shows, contests, rallies and marches, and benefit concerts. Although the different incarnations of special events are limited only by the imagination, the primary categories of special events are open houses, fundraisers, project groundbreaking or completion ceremonies, holiday celebrations, grand openings, promotions, and commemorations and anniversaries.

FACTORS IN SUCCESSFUL SPECIAL EVENT PLANNING

To be successful in developing special events, a number of factors are worth noting. First, to generate media attention, an event should be newsworthy in its own right. Second, events tend to work bestPage 302 | Top of Article when there is a meaningful link between a company and an event, such as when women's fitness apparel companies stage events to fight breast cancer. Third, if there is to be a product link, it should be evident but not intrusive; more direct approaches tend to turn consumers off. Finally, the event itself should be well planned and executed to make the experience distinct and memorable.

HOW TO PLAN SPECIAL EVENTS

When planning a special event, there are a number of important considerations to take into account. First, a special event needs to be a part of a larger public relations plan. It should follow traditional public relations techniques of research, planning and budgeting, implementation, and evaluation. Furthermore, the event must be effectively promoted to generate both media and public interest. Although standard public relations techniques are necessary, special events also have a number of unique characteristics that require specific planning and focus. Attention to detail is especially critical in event management, in which perfection is in the mastery of thousands of small details. From start to finish, there are a number of important concerns that an event planner must keep in mind. First, care must be taken in choosing the timing and the location of the event. The event also must not conflict with other major events. If the occasion will be held outside, attention must be paid to weather concerns, with contingency plans made available. Additionally, thought must be given to signage, transportation and reception, as well as to necessary banners and other promotional materials that effectively represent the organization's image. There also is the problem of providing tickets; tickets provide event managers a means by which to gauge interest and to manage attendance. Another feature of special events is that they characteristically require production and technical assistance in the form of a stage, audiovisual equipment, microphones, and lighting. Most of this equipment, as well as tents, booths, fences, tables, and portable generators, is available for rent. Special consideration should be given to the choice of food and beverages; the organization must take into account the image it wants the special event to promote, as well as modern drinking and dietary habits and concerns (e.g., vegetarianism and food allergies). The same concerns often surround the topic of entertainment. Entertainment must not offend, must be booked and paid for, and again, must reflect positively on the organization. Risk management is a further concern. It clearly goes without saying that safety procedures need to be spelled out and followed. Contingencies that must be planned for include illness, heart attack, and overconsumption of food or drink; therefore, if liability insurance is not enough, necessary insurance riders for the event must be procured. A major issue of event planning is that of security: keeping out unwanted guests or activists who would seek to disrupt the event and ensuring the safety of those who are inside. Finally, though it is less than glamorous, sanitation is an area that requires attention. Some companies have taken to renting trailers with generous "powder rooms" to get away from the indignities of port-a-potties. Finally, additional planning must be done to handle the collection and disposal of trash. Keith Michael Hearit See also Campaign; Cause-related marketing; Communication management; Community relations; Consumer/customer relations; Entertainment industry publicity/promotion; Philanthropy; Photo-op; Program/action plans; Publicity

Bibliography

Allen, J. (2000). Event planning. Toronto: Wiley. Cutlip, S. M., Center, A. H., & Broom, G. (2002). Effective public relations (8th ed.). Upper Saddle River, NJ: Prentice Hall. Goldblatt, J. (2002). Special events: Twenty-first century global event management (3rd ed.). New York: Wiley. Matera, F. R., & Artigue, R. J. (2000). The special event campaign: If you plan it, they usually come. Public Relations Campaigns and Techniques (pp. 201214). Boston: Allyn & Bacon. O'Toole, W., & Mikolaitis, P. (2002). Corporate event project management. New York: Wiley.
Source Citation: Hearit, Keith. "Event." Encyclopedia of Public Relations. Ed. Robert
Heath. Vol. 1. Thousand Oaks: Sage Reference, 2005. 301-302. 2 vols. Gale Virtual Reference Library. Gale. UiTM Melaka. 16 July 2009 <http://find.galegroup.com/gvrl/infomark.do? &contentSet=EBKS&type=retrieve&tabID=T001&prodId=GVRL&docId=CX3439100156&source=gale&us erGroupName=uitm_mlk&version=1.0>.