Traditional Event Project Management

Salama, Mohamed

doi:10.23912/9781911635734-4773

Cited by 1 publication

(5 citation statements)

References 1 publication

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Atkinson et al (2006) emphasise uncertainty related to the scope of EM and Damm (2010Damm ( , 2011 correctly noted that event projects need a special kind of management due to the whirlwind of everevolving planning due to their iterative and organic characteristics. This is a good reason for EM to make use of PM tools and principles (Williams, 2013).…”

Section: Embok Conceptsmentioning

confidence: 99%

“…Quinn (2013) focuses on the broad economic impact of events, marketing and sponsorships. Globally, EM is a multibillion-dollar, multidisciplinary profession forming a rapidly growing business sector (Williams, 2013;Park & Park, 2016 with high uncertainty. This underlines the importance of agility since only adaptive organisations survive (Andrejić et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

“…Later, an Australian study by Perry et al (1996) attempted to identify key knowledge areas of event organisers, which included general functions such as financial management, general management, public relations, marketing, economic factors and ethical conduct among others. EM needs a diverse skill set concerning Williams (2013) and Andrejić et al (2011) who identified criteria directly related to event projects namely, consumed simultaneously, cocreated with participants, performing adjustments (continuously) and pre-determined dates. Park (2016, 2017) conducted a thematic analysis of topics from scholarly publications to establish trends in EM.…”

mentioning

confidence: 99%

“…When the detail is studied a micro perspective, it shows a clear picture of the dynamic nature of the science. Projects are unique and need a unique management approach historically derived from the 'development of a method, the absorption of useful techniques from other disciplines, refinement of these techniques, and shifts in focus' (O'Toole, 2000, Gopal, 2016. The field and discipline of PM hold a unique philosophy based on a performance-driven and non-conventional kind of management in the lexicon of management sciences.…”

mentioning

confidence: 99%

“…The PMI (2022) defines a project as a temporary endeavour that is undertaken to produce a unique product, service, or solution. Projects have a distinct mission and termination points, and the motivation to achieve predicts excitement in an integrative function with social and technical activities (Gopal, 2016;Heagney, 2016). This means that projects are dealt with one at a time.…”

mentioning

confidence: 99%

See 4 more Smart Citations

A proposed integration of the event and project management body of knowledge

Antwerpen

2023

IJASTE

View full text Add to dashboard Cite

The concept of an established international body of knowledge implies being updated with a respected good standing. The EMBOK (event management body of knowledge) may have some limitations in need of an update to be clearly distinguished. EM (event management) need a special kind of management considering the scope of the event industry with unfortunate event failures. The comprehensive nature of any body of knowledge (BOK) study led to a pre-study with respect to a conceptual integrated exploratory methodology. This provided the freedom to move outside conservatism to relate ideas, notions, theories, impressions and abstractions to the problem. The purpose was therefore not to obtain a final account but to propose a well-defined hypothesis for further studies. The conceptual data less structured casual observation, and an overview of secondary sources and literature. The overall exploratory study indicates a need for the update of the EMBOK also by means of the PMBOK (project management body of knowledge) or a synthesised event-project management framework (E-PMBOK).

show abstract

Section: Embok Conceptsmentioning

confidence: 99%