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Unit 7: Planning for Events and Event Proposal

Reports from team members from pre-work Notes
Discussion of event preproduction schedule
Consensus regarding event preproduction schedule
Discussion of production schedule

Consensus regarding production schedule
Final review of plan to check for any illogical elements, gaps, oversights, or other
Adjournment.

7.4.2 Confirming Validity, Reliability and Security

After the planning meeting or meetings, conclude that the event manager must make certain that
the event plan is valid, reliable, and easily communicated to a wider group of stakeholders. Prior
to distribution of the plan, make certain that your event plan passes the “grandmother test.” Show
the plan to those stakeholders who were not directly involved in the planning process. Ask these
stakeholders pointed questions, such as: “Is this logical? What is missing? Does the plan support
the goals and objectives of the event?” Once the plan is validated and prior to distribution to a
wider group of stakeholders, make certain that there are no security implications of this release.

Example: If a very important person (VIP), such as a high-ranking elected official or
celebrity, is included in the plan, you may wish to assign the individual a nom de guerre or limit
the distribution of the plan to preserve the security for your event.

7.4.3 Timeline

The tracks that your event train will travel to reach its successful destination are reflected in the
instrument known as the event timeline. The event timeline literally reduces to writing the
major decisions that will be included in the event from the beginning of research through the
final tasks involved in evaluation. Often I am asked: “When does the event timeline begin?” It
must begin with the first inquiry about the potential or prospective event.

Example: The first telephone call from a prospective client researching your availability
to manage an event or from an event manager who is researching information about your
catering services may quickly lead to design, planning, coordination, and finally evaluation.
Therefore, it is suggested that you begin the construction of the timeline when you first hear that
unmistakable sound that telegraphs curiosity and enthusiasm or that twinkle in the eye that
immediately and firmly announces that a potential spectacular is hiding just around the corner
(from research and design). In fact, the only distance between you and that ultimate realization
of the event may be a few hours, days, weeks, or months. To best control this period, it is
essential that you construct a realistic time frame.
Another reason that many events fail is due to an insufficient time frame to effectively research,
design, plan, coordinate, and evaluate an event. When time is not sufficient to research an event
properly, you may end up paying more later, due to insufficient or incorrect information. When
time is not sufficient to design an event, you may overlook some of the more creative elements
that will provide you with the resources to make the event magical and therefore memorable.
Each event manager should construct a timeline that begins with the research phase and concludes
with the evaluation phase. The timeline should cover each aspect and component of the event. It
should include the start and ending times for each activity or task. It must be comprehensive and

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