Event Management 1

[Name of Student]

[Name of Institution]

[Date]
 Event Management 2

Executive Summary

Organizing events, seems like a daunting task, as the late '90s concept, which grabbed

attention ofthe World, was a key element needed to manage any type of event. Regardless of

the type and size of the event, the mental and physical hard work is done only slightly

differently. Formula 1 racing is recognized as the pinnacle of motor sport across the globe. It

attracted large audiences, international TV viewers, media interest and huge sponsorships. F1

season is held annually in major cities of the world. Since the first Formula 1 Australian

Grand Prix in 1996, Victoria has celebrated its birthday every year in March or early April at

Albert Park, Melbourne. The Grand Prix is funded and advertised through the Australian

Grand Prix Corporation (AGPC) and partly funded by the Victorian Government. There are

lots of activities in it. First of all, the first step is to form a committee and assign different

positions to each committee. Here you will be aware of all the theoretical concepts that you

have learned so far: public relations, human resource planning, logistics, human skills,

control, accounting, and the complete event management.

 Event Management 3

Table of Contents
Introduction................................................................................................................................4
The objective of the Project....................................................................................................4
Project Scope..........................................................................................................................4
User acceptance criteria..........................................................................................................4
Project boundaries or exclusions............................................................................................5
Project constraints..................................................................................................................5
Stakeholder Management Plan...................................................................................................5
Marketing Plan...........................................................................................................................6
Project Budget............................................................................................................................8
Work Breakdown Structure......................................................................................................10
Work Baseline Statement.....................................................................................................11
Scope Baseline Statement.....................................................................................................11
Gantt Chart...............................................................................................................................11
Risk Management Plan............................................................................................................13
Regulatory Environment beyond the Proposed Regulations................................................13
Crowd Management and Public Safety................................................................................13
Operating Without the Regulations......................................................................................15
Conclusion................................................................................................................................15
References................................................................................................................................16
Appendix..................................................................................................................................17
Appendix A..........................................................................................................................17
Appendix B...........................................................................................................................18
Appendix C...........................................................................................................................19
 Event Management 4

Introduction
The increasing number and importance of festivals is a worldwide phenomenon.

Cultural experts, government agencies involved in cultural policy and financial decision-

making, and the general public are attracted by the arts, social and economic backgrounds of

the festival(Newell and Grashina, 2003). Event management is a fast-growing multi-billion

dollar industry that regularly hosts major shows and events (PMP, 2014).

Formula 1 racing is recognized as the pinnacle of motor sport. It attracted large

audiences, international TV viewers, media interest and massive sponsorships. F1 season is

held annually in major cities in the world. Since the first Formula 1 Australian Grand Prix in

1996, Victoria has celebrated its fourth birthday every year in March or early April at Albert

Park, Melbourne. The Grand Prix is funded and advertised through the Australian Grand Prix

Corporation (AGPC) and partly funded by the Victorian Government. The Victorian

Government is promoting Melbourne and Victoria to the arena, and as part of a larger way to

provide and prepare a calendar of annual world events that bring significant economic, social

and cultural benefits to the state, the Grand Prix. These benefits include challenge creation,

business development, state investment, visitor attraction, improved infrastructure and

community participation.

The objective of the Project

This report describes the economic impact and brand equity of Victoria from hosting

the F1 Australian Grand Prix.

 Event Management 5

Project Scope

The goal of the project is to use the network to receive feedback, entertainment, invite

participants, supervise the event, and organize race celebration party after the event. This

event not only showcases the best works of art created by participants, but also food, music

and other entertainment.

User acceptance criteria

The Victorian Calendar of Events is arguably one of the most prestigious and hit activities

across the world. A report produced by the Victorian Major Events Company (VMEC)

predicted that a prime event in Victoria could add an anticipated $1.4 billion in economic

advantages in the coming year. Major activities attract more than 230,000 global visitors to

Victoria every 12 months, accounting for 23% of Victoria's general foreign visitors.

 It attracts a huge number of visitors to the country and guarantees sizable branding

and positioning of Melbourne and Victoria, each across the world and internationally.

 Melbourne Cricket Ground, its infrastructure and the city of Melbourne, and the

Olympic Park are loved by way of the wider network all the year round.

 Create nearby business stories that could upload fee to other Victorian activities and

open new opportunities for international business.

 Organizes exhibitions for small sporting and cultural occasions, and provides services

for interstate and global visitors.

Project boundaries or exclusions

The venture includes developing a task plan that consists of layout, creation and

implementation of subsequent The Australian Grand Prix. Also, the competition operations

may be managed, and submit clean-up of the site can be accomplished.

On the other hand, the task excludes:

 Event Management 6

 The construction of the car track

 Logistics involved in bringing the shipping containers containing cars to the

site(Morris and Hough, 1987)

Project constraints

The constraints of the project are:

 Time – This integrated project plan is required to be done by December 13, 2020,

so the project team can only work for a limited period of time. (Pressure of

deadline)

 Budget – The requirement is to complete the project under the estimated cost is $

150,000 USD. The project team has a limited budget to execute this project.

(Sponsor imposed funding limits)

 Schedule – Everything should be completed no later than June 30, 2020, which

means the full implementation of the project such as work completed, reviewed,

approved and ready

Resources – Inside and outside resources are limited(Turner, 2009)

Stakeholder Management Plan

The Australian Grand Prix is one of the most famous and biggest events in Australia

and opens the F1 seasons every year. Due to this, different types of stakeholders work

together for the success of the event. Victoria State Government and City of Melbourne

represent the primary stakeholder and invest huge amount to set up the event. Also, there are

the sponsors (Rolex, Jaguar, Heineken, Porsche, Australian Air forceetc), the broadcast

partner, supporters, event planner, the drivers and Automakers. The stakeholder’s

management plan for the complete project is as under:

 Event Management 7

Stakeholders Roles
Victoria State - Ensure the safety of all spectators
Government - Financial Support

City of Melbourne - Amenities

- Public Transport to get in and out of the Albert Park Grand
Prix Circuit Complex

Sponsors - Financial Support

- Entertainments

Drivers - drive the F1 cars

- Brand events

Broadcast partner - Telecast the event to the world

- Marketing actions
- Interactions with the spectators and with viewers around
the world

Automakers - Promoting the brand through actions with spectators and

drivers

Event Planner - To take care of the good functioning of the event as a

whole

Marketing Plan

Audience Responsi Delivery Due Communica Objective of Deliverabl

ble / Date / tion Type Communica e
Method/ Freque tion
Format ncy
Project Project Face to Once Project - Review the -Project
Manager, Sponsor Face Approval project plan Plan
Project – Tim Meeting - Review the - Project
Team Mills project Requireme
requirements nt lists
- Review the - Agenda
project roles
and
responsibiliti
es
Project Project Face to Once a Weekly - - Project
Team Manager Face week Project Understandin Scope
Status g of the Statement
Report project - WBS
 Event Management 8

expectations - Weekly
- Project project
overview status
- Forecasting report
project - Agenda
budget, and
schedule
- Reporting
project
progress
Mayor of Project E-mail Once a Weekly - Keeping - Weekly
Lynn – Manager week Project the mayor project
Judith F. Status informed status
Kennedy Report about the report
project
Project Project E-mail, Once a Weekly - Keeping - Weekly
Sponsor – Manager Phone week Project the project project
Tim Mills Status sponsor status
Report informed report
about the -
project
Project Event E-mail Once a New ideas - Providing - Planned
Manager Organize week about the supports, requiremen
r project information
ts list
organization
- Project
al level organizatio
nal plan
- Change
request
Form
Lynn Event Newspa Once Announceme - Informing - Fliers
Residents, Organize per, nt of the the -
and r Social Australian community Newspaper
Communit Media Grand Prix and residents - Social
y about the Media
project campaign
content
Vendors & Event E-mail, Once a Pre- - Discuss the - Request
Catering Organize Phone month commission community list
Suppliers r Event Plan expectations - List of
from the the goods
vendors - Beverage
- Prepare the menu
menu and - Food
cuisine Menu
Artists & Event E-mail Once a Pre-
Performers Organize month commission
r Event Plan
Lynn PD Program Face to Once Pre- - Provide - Safety
and Coordina Face commission provision of requiremen
 Event Management 9

Security tor – Event Plan the t report

Service Doneeca Australian - Event
Thurston Grand Prix safety
- Monitors guide
activities at - Event
the event and safety
ensure checklist
people safety
Transporta Associate E-mail Once Pre- - Plan to - The map
tion Director- commission transportatio of the
Service Pedro Event Plan n pick up shuttle
Soto and drop off service
locations - Pick up
- Provide the and drop
shuttle off
service locations
Regulators Program Face to Bimonth Required - Project -
Manager- Face, E- ly Permits legal-side Permission
Julia mail requirements Document
Midland - Obtain the
location of
the event
- Local
requirements
- Safety
requirements

Project Project Face to Once, Project - Discuss the -

Sponsor- Manager Face the last Closure Roll-out Plan Performan
Tim Mills, week of - Review the ce Review
Project the feedback - Lessons
Team, Project - Meeting learned
Event agendas documenta
Organizer tion
- Project
closure
report

Project Budget

The direct advantages to the Victorian economy are the expenses of interstate and

overseas visitors who come to Victoria for the Grand Prix or amplify their stay in Victoria,

and the price of staying in Victoria for an occasion in Victoria. All interstate or remote places

grand prix expenses were deducted from this. This is summarized within the table below.
 Event Management 10

The project estimates also involve the following fixed costs where the fixed amount

will be paid to the respective companies while signing the contract(Jones, 2014):

Activity Cost Description

(USD)

Sign Contracts $5,000 Confirming the artists with the Artists Management
(participants) Company for the Murals. Here the company will be paid
the entire fees in advance.

Sign Contracts $3,000 Here the event fee will be paid to the Entertainment
(Entertainment) Company in advance.

Sign Cleaning $3,500 Here the Cleaning company will be paid the fixed fees in
Contract advance while signing the contract.
 Event Management 11

Fees

The proposed Rule 50 regulates fees for the purposes of Article 37 of the Act. Section

37 allows AGPC to move the unmanned vehicle to a convenient region when parked in a

chosen or certain access area in the course of a race. The proposed rate for the proposed rule

is a unit charge of 20 ($279 for financial 12 months 2016-2017) for towing an automobile,

daily or five fees whilst the automobile is not maintained in a convenient place. These

charges are not consequences and reflect charges incurred through AGPC when it comes to

car towing and garage.The cost baseline will only be changed when there is a change or

changes in the scope statement, which also means that the project plan was not well-

structured and planned(Kerzner, 2002). In this case, if the 10% contingency reserves are

approved by the sponsor, the project doesn’t require any immediate changes to the cost

baseline(Goldblatt, 1997); reversely, if the contingencies are not approved, we may cut down

the cost by reducing expenses in Event Execution phases were the following example

activities are taking an excessive amount of cost:

Name Baseline Cost

Select Race Track $2,520.00

Select and Confirm Track $4,920.00

Publish on Social Media and On-site Marketing $8,000.00

Work Breakdown Structure

The given schedule baseline leads to finish this project no later than  June 30th, 2020,

and the estimated baseline schedule is June 31, 2021, which is a day later than the projected
 Event Management 12

finish date; There are two options for our team, first, talk to the sponsor and ask for an

additional days, or second, go back and reschedule our planned activities to make certain

adjustments to fit the time frame(Parent and Chappelet, 2017). The followings are the tasks

that their duration could be revised and updated in the future:

Name Baseline Duration

Select Racers 20 Days

Select and Confirm the Track 12 Days

Sign Contract for Entertainment 5 Days

Work Baseline Statement

The total estimated work baseline is 4,710.88 hours, which is greater than the actual

completion hour of 4,449.68h by 261.2, which means the project team is not spending the

right number of hours on their tasks.

Scope Baseline Statement

The project is to design and hold a two weeks event about art festival named Australian

Grand Prix. The duration of the project is from Sep 19, 2019, to Jun 30, 2020. And the budget

of the project is about 150,000 US dollars. After the creation of work breakdown structure,

our major deliverables include community research, project management, event design, artist,

food vendor, entertainment, event conduction and clean-up. At present, after the cost and

schedule estimation, the scope of the project has not changed.

Items may lead to change and adjustment of project scope baseline:

 After the schedule and cost estimation and submission, a one-day delay and an
 Event Management 13

overrun of $6,014 were approved.

 Sponsor adds additional requirements, such as the construction of the park

environment during the event.

 Sponsor’s requirements change, such as no need for entertainment activities other

than art exhibitions.

 Event delay due to weather and other uncontrollable reasons.

 Sponsor's budget has adjustment.

Gantt Chart

Task Name Duration Start Finish

Australian Grand Prix 228.5 days Thu 9/20/20 Tue 8/4/21

Event Initiation & Conception 34 days Thu 9/20/20 Web 11/6/20

Community Research 9 days Thus 9/20/20 Wed 10/2/20

Stakeholder Register 12 days Wed 10/2/20 Fri 10/18/20

Project Charter 8 days Fri 10/18/20 Wed 10/30/20

Deliverable Checklist 5 days Wed 10/30/20 Wed 11/6/20

Event Definition & Planning 28 days Wed 11/6/20 Fri 12/13/20

Project Management 18 days Wed 11/6/20 Mon 12/2/20

Event Scope Management 8 days Wed 11/6/20 Mon 11/18/20

Event Budget Plan 9 days Mon 11/18/20 Thu 11/28/20

Event Schedule 9 days Mon 11/18/20 Thu 11/28/20

 Event Management 14

Event Risk Management Plan 10 days Mon 11/18/20 Fri 11/29/20

Event Communication Plan 8 days Mon 11/18/20 Wed 11/27/20

Kick-Off Meeting 12 days Thu 11/28/20 Fri 12/13/20

Event Execution & Monitoring 149 days Mon 1/6/21 Thu 7/30/21

Event Design 115 days Mon 1/6/21 Fri 6/12/21

Event Permits & License 20 days Mon 1/6/21 Thu 1/30/21

Participants Management 29 days Fri 1/31/21 Wed 3/11/21

Food Vendor Management 27 days Thu 3/12/21 Fri 4/17/21

Music/Entertainment 22 days Fri 1/31/21 Mon 3/2/21

Crowd Management 7 days Wed 6/3/21 Thu 6/11/21

Marketing & Promotions 40 days Mon 4/21/21 Fri 6/12/21

Event Conduction 74 days Mon 4/21/21 Thu 7/30/21

Event Orientation 10 days Wed 5/21/21 Tue 6/2/21

Event Set-up Plan 5 days Wed 6/3/21 Tue 6/9/21

Operations Management 9 days Wed 6/10/21 Mon 6/22/21

The Australian Grand Prix 21 days Tue 6/23/21 Mon 7/21/21

Event Clean-Up 74days Mon 4/21/21 Thu 7/30/21

Event Closure 11 days Tue 7/21/21 Tue 8/4/21

Final Performance Report 8.67 days Tue 7/21/21 Fri 7/31/21

Event Success Evaluation 11 days Tue 7/21/21 Tue 8/4/21

 Event Management 15

Event Closure 11 days Tue 7/21/21 Tue 8/4/21

Risk Management Plan

A risk management plan is a formal process for a group to identify, assess and deal

with risk factors in a systematic manner. The Grand Prix will continue at Albert Park until

2023, and regulations remain an important safety tool for future events. The proposed rules

are basically the same as the previous ones, with minor changes to increase clarity and

modernize expressions and concepts (Veal & Burton, 2015).

Regulatory Environment beyond the Proposed Regulations

Assessing the fees and benefits of extra regulatory measures calls for an assessment of

the regulatory environment if no guidelines are proposed. This “baseline” describes presently

applicable legal guidelines and rules which may cowl the sports predicted of the proposed

rules. Some of these can be relevant, consisting of land use guidelines, crook laws, and laws

regarding principal sporting occasions.

Crowd Management and Public Safety

If no AGPC policies are proposed, they should construct on an existing casual crime

matrix and crook regulation for insurrection manipulate purposes. These consist of the

Victorian Criminal Act of 1958 (including belongings harm and civilian arrest provisions),

the unlawful series and procession regulation of 1958, and normal regulation crimes together

with rioting, plane, casual attack, and unlawful encounters.

The Summary of the 1966 Criminal Act contains many provisions for retaining public order.

Victoria cops can intervene with or harass a ramification of activities in public, including:
 Event Management 16

 Indecent, obscene or threatening behaviour,

 Blasphemy, ballads, artwork, flags and different symbols

 A summary of activities thich are naughty, impolite or offensive.

We can also add the extra prohibitions

 Wilful trespass

 Damaging fountains, shrines, monuments, statues and other public structures

 Property destruction

 Obstructing traffic

 Criminal damage and entry

The 1958 Criminal Act additionally includes many provisions that may be applicable to the

control of massive numbers of Grand Prix members and the preservation of public order in

parks. Also this:

 Intentional violation of significant bodily harm

 The negligence causes serious injury

These regulations had been first created in 1996 and revised in 2006, as the policies for

Victoria's predominant sporting activities have changed with the advent of the Major Sports

Events Act (MSEA) 2009. This law passes regulation of key aspects of predominant sporting

occasions. Sporting activities such as shopping offers, crowd management, and on-web page

advertising, unauthorized marketing and price tag resale. The Major Sports Events Act of

2009 presents all crowd manipulate and some hotfixes, but they are now not enabled in

Grands Prix. It is considered useless to apply laws on this context because they offer a more

structured set of controls for specific occasion situations. Only provisions of the Major Sports

Events Act 2009 follow to the Australian F1 Grand Prix.

 Event Management 17

This competition has no other felony controls, however it has precise provisions to make

sure that the methods for organizing principal carrying events do not interfere with the

walking of the Grand Prix. Several of the proposed policies provide authority to modify

crowds, most of which might be duplicated within the 2009 Major Sports Events Act. In

precise, unbought alcohol, prohibited gadgets, damage or damage to infrastructure, isolation

ladders, access or exit, throwing or kicking projectiles, blocking off the view of citizens, or

the use of speakers without permission. The rules for copy in statute are nearly or exactly the

same for the predominant sporting occasions of 2009.

Operating Without the Regulations

While the above regulatory matrix can empower a couple of stakeholders to clear up

problems bobbing up from Grand Prix businesses, event organizers are the ones with most

concerned within the safe and green operation of the event. It is not sufficient to provide to

others. From solving common problems.

Some of the powers hooked up within the 1998 Royalland Reserve (Albert Park

Reserve and Albert Reserve) are a part of the proposed guidelines (disturbance of vegetation

and fauna, prohibition of business pastime). Please be aware that that is related to a similar

trouble. Based on this, it can be stated that the present regulatory matrix can be used to

resolve those problems.

Conclusion

The Project Manager and the project team will carry out tests at planned periods at

some stage in the task to make sure that all methods are being efficiently applied and

achieved. The great supervisor will offer each day fine management and conduct technique

audits on a weekly basis, monitor technique overall performance metrics, and guarantee all
 Event Management 18

processes followed assignment and organizational requirements. If discrepancies are found,

the fine supervisor will meet with the Project Manager and evaluation of the diagnosed

discrepancies. The Project Manager will schedule regularly occurring undertaking, control,

and report reviews. In these critiques, an agenda object will encompass a review of

assignment techniques, any discrepancies and/or audit findings from the nice supervisor, and

a discussion on process improvement tasks.

 Event Management 19

References

Goldblatt, J. J. (1997) Special events: best practices in modern event management. Van
Nostrand Reinhold.

Jones, M. (2014) Sustainable event management: A practical guide. Routledge.

Kerzner, H. (2002) Strategic planning for project management using a project management
maturity model. John Wiley & Sons.

Lewis, J. P. (1995) Project planning, scheduling, and control: A hands-on guide to bringing
projects in on time and on budget. Irwin.

Masterman, G. (2014) Strategic sports event management. Routledge.

Mikulskienė, B. (2014) Research and development project management: study book.

Morris, P. W. and Hough, G. H. (1987) ‘The anatomy of major projects: A study of the
reality of project management’.

Mulcahy, R. (2011) PMP Exam Prep: Rita’s Course in a Book for Passing the PMP Exam.
RMC Publications, Inc.

Newell, M. and Grashina, M. (2003) The project management question and answer book.
Amacom.

Parent, M. M. and Chappelet, J.-L. (2017) Routledge handbook of sports event management.
Routledge.

PMP, J. F. (2014) The project management answer book. Berrett-Koehler Publishers.

Quinn, B. (2013) Key concepts in event management. Sage.

Turner, J. R. (2009) The handbook of project-based management: leading strategic change

in organizations. McGraw-hill New York, NY.

Veal, A. J. and Burton, C. (2015) Research methods for arts and event management.
 Event Management 20

Appendix A

Approaches to assessing the financial impact of a primary occasion, the financial

price of a huge event may be measured using direct costs, input-output modelling,

computableGeneral Equilibrium modelling (CGE), and /or cost benefit analysis respectively.

The input-output model assumes that a big investment inside the economic system, inclusive

of keeping a huge event, can have a ripple impact on other industries, and increase in

manufacturing, employment, and profits. In comparison, the CGE model assumes that the

economy has restrained assets, and that massive investments, together with protecting a big

event, can divert resources from other productive activities. In 2007, the Chief Auditor of

Victoria made a public funding document on essential events. The auditor concluded that the

input-output evaluation became insufficient for assessing the economic effect of major

activities (that is, activities that receive more than $10 million in funding of the government

yearly). Under this approach, the estimated financial impact of the event is typically large

than the estimate based on the CGE model. In 2005, AGPC outsourced the National Institute

of Economic and Industry Research (NIEIR) to conduct a monetary evaluation of the Grand

Prix the use of input-output evaluation. They estimate that gross state product (GSP) will

boom from $1.563 million to $174.8 million due to the 2005 Grand Prix, with next figures

suggesting guided tourism ($9.1 million). As explained above, the input-output evaluation

and CGE simulation use one of the methods and assumptions to degree the financial impact

of major event, so the outcomes of the NIEIR and Audit Committee reports are not directly

compared.

Appendix B
 Event Management 21

Compliance (Rules 41-46) Rule 41 allows authorized individuals to apply in violation

of Rule 17 (alcoholic liquids) or Rule 18 (prohibited items) or in a manner inconsistent with

Rule 17-36. You can request delivery of an item in a stated location (carried out inside a

stated vicinity) or policies 39 and 40 (creative distribution or item sale). Rule 42 requires an

authorized man or woman or police officer to inspect for the duration of the race and any

baggage or different reservoirs that are intended to be carried or carried into the said place,

and so forth allows you to make requests to those who intend or enter the place for opening

bags using portable equipment. Anyone who refuses to conform to this request outside of this

region may not entre the stated region in the course of their career. The maximum penalties

for violating this rule is 20 penalty units. Rule 43 permits an authorized person or police

officer to train or to leave a chosen vicinity or seat if she or he refuses to reveal a price ticket

and the legal person or police officer can supply goods or merchandise. Rule 44 states that if

a person in authority or a police officer unearths that there may be a justifiable cause for

committing a crime in step with a sure rule, the authorized man or woman or police officer

can presents that you can order to go away, a included vicinity, or an area that is blanketed.

Appendix C

Regulation for a Specific Period (Regulations 47-49) Regulation 47 prohibits positive

acts during a precise length (as described in Rule 5, which begins 12 weeks before the care

duration and it ends in 4 weeks). This can interfere with secure and orderly paintings

performance in declared regions, along with unauthorized admission to work areas. The most

penalties for violating this rule is 20 penalty units. Rule 48 permits a certified character or

police officer to train a person to go away marketed vicinity if he or she interferes with, or

compromises the provision of a commercial enterprise or service. The maximum penalty for

violating this rule is 20 penalty units. Rule 49 presents for the exclusion of certain durations
 Event Management 22

at certain places, which prevent a person from working effectively and orderly for a unique

length at positive locations.