The big event

Managing a high-profile event is often more pressure-inducing that managing a complex project. With events, there is a set date around which participants plan their schedules: Thus, the event's manager cannot miss any deadlines. In short, schedule overruns are never an option. This paper--based on the white paper "Event Management & The PMBOK® Guide: Let's explore this with the Melbourne Commonwealth Games (authored by Brenda Treasure and Doug Treasure and presented at the PMI Global Congress 2007--Asia Pacific)--discusses how the two project professionals responsible for managing the technology implementation phase of the Melbourne 2006 Commonwealth Games successfully accomplished their assignment. In doing so, it overviews the challenges involved in putting on an event that involved 4,500 athletes, 2,000 officials, and an audience in the millions; it explains the project management approach used to plan and realize the event's technology implementation effort.
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