Adoption of Project Management Practices by Event Management Organizations in England – Anele
Event practitioners affirm that Project Management (PM) practice is adopted and implemented in their organisation as this is where most of their concepts and principles emerge from. Event Management (EM) has all the characteristics of a project, which makes PM techniques an important subject in the Event Management Body of Knowledge. The aim of the study was to develop a business process map for the bench-marking of PM practices for Event Management Organisations (EMOs) in England. The objectives of the study are listed: To establish the concepts and principles of EM, whilst critically reviewing the existing and most common PM methodologies adopted across the world; To access the adoption of current PM practices (processes, tools and techniques) by EMOs in England using the existing methodologies as benchmark (for ensuring if EMOs adhere strictly to PM practices) and; To develop a process map to consolidate the research findings of the study.
A qualitative method was used to achieve the overall aim and objectives in this research. A qualitative case study methodology via a semi-structured interview technique was employed as data collection tool due to the exploratory nature of the research, with data collected from 6 case studies purposively sampled with Event Managers, Event Practitioners, Project Leaders, and other Professionals of the Event industry (private sector), and EM Departments of Local Authorities (public sector). A comprehensive literature review on past and present EM practices were used as secondary source of data collection. The findings from the literature review were presented in a tabular format of comparison of PM methodologies, and process maps illustrating the processes within each of those methodologies were also developed. The Single-case narrative technique was used to analyse and present the findings of each case, and the Cross-case synthesis technique was used to analyse and present the multiple cases on each interview question asked. The Comparative Analysis technique was deployed to identify each process within the case studies, comparing them with a typical PM process. The research outcome of this study was a business process map showing event activities that represent all the cases investigated, using a review of literature as research basis and existing PM methodologies as benchmark. This business process map was derived with the aid of typical PM processes from initiation to closure as a guide, to examine what event activities would be classed under those PM processes.
PMI Talent Triangle: Strategic and Business Management