Analysis of EMBOK and EPARS - Literature review Example

Analysis of EMBOK and EPARS Scope Events do take place daily, but these events are unique from each other. For efficient management of an event, the scope has to be defined clearly by the entitled persons (Santocki, n.d). An event with unclear scope will neither be able to deliver its objectives nor those of the public. St. Patrick’s Day Parade is not just an ordinary event, but one that is renown across Europe. The event is done annually in remembrance of St. Patrick. The scope of this event can be termed as a religious and cultural event. The team should be very keen in identifying the scope of the event. Failing to do so, will result in total failure of the entire event. John and Agnes have profound insights on the way the event should be conducted, so as to deliver the objectives. The group is determined to use the platform and ensure all deliverables are met at the closure of the event. The event is based on a voluntary basis and; therefore it is upon the team to source for other volunteers. Managing St. Patrick’s Day is not a simple task, and the team has to consider which model of event managing will be appropriate for the event. Theoretical framework The team discussed with John and Agnes, and finally came up with a detailed scope of the event. According to Berridge, (2007), for an event to be outstanding as demanded by John, the group or management has to think outside the box. The previous events might have been using similar techniques for managing the event. Through the skills endowed to the group, the use of an appropriate model will be the turning point in the way St. Patrick’s Day is conducted. The team used the EMBOK model in developing the project management model for St. Patrick’s Day. More specifically the team used the scope element from the model. Unlike EPRAS, that does not give credit to the importance of the scope element. Stage one of EPRAS; defining the event just identifies, customer brief or summary as the essential element in understanding the event. The team opted to use EMBOK model in the developing the St. Patrick management model. Critical analysis The team, John and Agnes all expect St. Patrick’s Day Parade to go down in history as the best. According to Toole, (2011), for the event to be exemplary it is not just a work of overnight but involves tireless effort putting pieces together. The team analyzed the two models (EPRAS and EMBOK) to find out which one could be appropriate for the event. EMBOK proved to be suitable for the event at that stage. However, not all elements from EMBOK could be used and, therefore, the team selected the scope element from the initiation stage. The team did not choose an element from EPRAS since the element that could be at least applicable at that stage did not cover a wide spectrum of the event. EMBOK is resilient in this stage. The team critically analyzed customer brief of EPRAS and scope from EMBOK. According to Westerbeek, (2006), customer brief solely depends on the client’s information that can be scanty thus hampering planning and managing of a successful event. He further argued that Customers dispenses what they think is important to the event. For this case the event occurs annually, there is high tendency for John and Agnes just to give a brief on what they expect to be enhanced or included. If this is the case, then team will not be able to know how the entire proceedings of St. Patrick’s Day Parade. The result of this will cause inconsistency and conflict during the implementation process of the parade. This will be a drawback to the expectation of both the team and client. It makes EMBOK be a robust model as compared to EPRAS especially at the planning stage. Most event managers can attest to the failure of the planning is the genesis of an event failure (Santocki, n.d). The team is not ready to take any chances in prosperity of the event, and, therefore employs much of the time in planning. Having the right figures and facts from the onset of an event is an assurance of a successful event during the implementation and closure. Conclusion St. Patrick’s Day is an event full of expectation from the participants, clients, and the team. To ensure it does not turn to be a regrettable one then, an appropriate model should be developed. The team using scope element from EMBOK is a brilliant idea that will make the event turn out to be successful when it is implemented. The information harnessed by the scope element is concrete and reliable as compared to customer brief which is inadequate and hinders making sound decisions concerning the implementation of St. Patrick’s Day Parade. Work breakdown structure Work breakdown structure (WBS) is a phenomenon not only employed in event management but other projects regardless of their magnitude (Turner, n.d.). St. Patrick’s Day Parade is a mega event that cannot be done single-handedly. The team ambition to ensure deliverability of the event pushes them to breakdown the entire project into simpler achievable goals. Liu, (2004), argued that in assessing each goal to be achieved by an individual group member, it should be bases on skills and expertise. For example, a member who is familiar with sales then selling of the booklets won’t be a challenge. The WBS should be in line with the objectives of the client or else the management will encounter conflicting expectations from either side. Theoretical framework The team adopted this element from EPRAS model to develop the model for St. Patrick’s Day Parade management. EPRAS embraces the specialty among different members in the management. Once the scope is clearly identified then work breakdown structure can be done. EMBOK recruitment of human resource which is the administration domain is similar to that of WBS but does not emphasis on specialty. On this basis, EPRAS becomes robust more specifically in managing events that do not run for many days as St. Patrick’s Day Parade. Critical analysis According to Robson, (2009) the use of WBS allows tasks to occur sequentially. This is beneficial to the team since the event is full of activities that need to be conducted simultaneously either before or during the event. For instance, the selling of the booklets will be done as the event is going. The group had to have a meeting to discuss on who will fill a different position. The sole aim for this to ensure the objectives are met as the events heads into a closure. Working as a team without a specific assignment for each member is just a looming disaster. One can just imagine in a metro bus without a designated driver. No one will claim responsibility in case of breakdown. Linking this concept to St. Patrick’s Day any inconsistency in the raffle tickets can be stemmed down to the associated member. Comparing the administration domain of EMBOK to the work breakdown structure of EPRAS, conclusion can be drawn. First the administration dominion links several elements within itself; this includes information, stakeholders, human resource, procurement, and time (“Events Feasibility and Development”, 2011). It argues that with this type of linkage, specialty cannot be enhanced among the team member. The team needs a clearly broken down structure detailing what activity one is entitled to perform. Human resource is not specific about the exact quality one should possess. St. Patrick’s Day is expected to perform better than the one held last previous year. Conclusion It is beyond doubt that the benefit accrued with the use of work breakdown structure is immense. The team selecting this element, and discarding the administration dominion is debatable, but at the same time WBS best suits for St. Patrick’s Day Parade. Breaking down the event tasks and assigning to each member is what the coordinator will make sure is implemented. The administration dominion contradicts in how tasks can be allocated since it is more concerned with top management rather the actual happening on the ground. It was wise for the team to select this element and be included in the model. Having this element in the project will ensure St. Patrick’s Day meets the expectation of all stakeholders. Objectives and aims Objectives are the deliverables that have to be met before and a project is closed. According to (Lazear,2009) A project will be assessed based on how the set goals were performed. However, he also argued that some objectives set become a challenge to achieve but that does not mean that one should not make an effort. Managing and planning for an event can be deemed as easy when the goals are set, but the reality is realizing the goals is the greatest hurdle. The team was privileged to plan and manage St. Patrick’s Day Parade. During the planning phase, the team identifies the milestones for the event. Together the John and Agnes objectives are discussed to reduce the possibility of goals being vague. Just like any project; event has goals that have to be attained before the real event and goals to be met during and after the event. The team set targets of raising £ 300 to finance the parade. This objective ought to be achieved before the event kicks off. Without that amount, the event is more likely not happen. The goals in an event tend to be the one pushing or realizing the next goal (Toole, 2011). Some of the goals are met in a sequential manner while others are achieved concurrently. For instance, preparation of the Irish center will be done during the day while selling of the raffle tickets will be done at night. The two objectives will happen at different time, and each has its purpose. Setting up Irish center will make the team member know-how of the center. This will be beneficial in organizing the next year event. Selling of the raffle tickets will help the center concentrate on the event on proceedings during the event. In addition to that the center can estimate the participants that will attend the parade, by calculating the number of raffle tickets sold. Theoretical framework The first phase of EMBOK (initiation) the goals are discussed among the stakeholders. The goals are directed by the core values. Any objective selected should reflect an act of creativity and strategic. Objectives cannot be chosen without critical analyzing their impacts to the event (Robson, 2009). As expected in a business improvement of services should take its course. Since the objectives are the one that guides the overall success of an event, therefore they should be improved year after year. EPRAS in the first phase (defining the event) objectives are identified after a customer brief is done. The objectives are then assessed by the management to determine the deliverability and the measurability of each objective. It is essential for an objective to be measured to identify the progress. According to (Bannazadeh, Zomorodian, & Maghareh, n.d.) a goal may not be fully met, but some aspect of it achieved. They argued that this will not mean that the management failed to deliver the goal. Measuring objectives is tricky especially coming up with the quantifying variables. It is the duty of the management to make sure the objectives are met and measured for future business with the clients and associates. Critical analysis Objectives in any task are imperative and achievement of the objectives will define the success of a task. EMBOK does not recognize a goal without an aim attached to it (“Events Feasibility and Development”, 2011). Furthermore, the goal has to be creative, and can be improved continuously. The team has set the goals for St. Patrick’s Day Parade to be prosperous. One of the goals is to raise £ 300 to fund the parade. The goal is clear and has an aim maybe the question might be can it be improved in a creative manner? The team had to look for means to attain the amount since St. Patrick was not have a charitable number. As a matter of fact, the team was determined this will not occur again if they happen to manage the parade next year. Before the next parade, St. Patrick’s Day Parade will have its charitable number. This will relieve the team the burden of funding the parade. Analyzing EPRAS, it becomes a fascinating task to manage events. The model emphases the set goals should be measurable to determine the overall performance of the event. The team set a target of hundred sales for the booklet during the event. The hundred sales did not mean that only hundred booklets will be there during the parade. If the member of the team with the help of the volunteers will manage to sell hundred and twenty booklets, then the team will have surpassed the target. According to Allen, (2008) assessing an individual goal makes it easier for the management to identify its strength and weakness in managing an event. For instance, the turn out becomes low, the team might analyze it promotion means. Maybe the use of social media did not reach the target group. Conclusion Both models provide unique and advantageous element in managing objectives. The two models can be referred to as a doubled edged sword for smoothing and making goals turn to be realistic. However, decision has to be made on how the team will manage the objectives. The team adopted portion of both models to in setting and managing the objectives. EPRAS proved to be robust in ensuring the success of each goal is a measured. This will be an advantage to the team to assess the overall performance of the event. At the same time give insights into the weakness and strength in the planning of St. Patrick’s Day Parade. Use of EMBOK model, on the other hand, will ensure objectives relevant to the success of the parade are set. The goals are supposed to be creative. Creativity in events is what determines how successful the event will turn out to be (Allen, 2008). The team identified having face painting and balloons during the event will attract the teens. Integration of both models enhances the development of achievable and realistic goals. Evaluation and archive After any activity, it is rational to analyze the activity. In the analysis is only when one knows if the activity is progressing or merely stagnating. According to (Haughey, 2013), the evaluation process should have standard to gauge the progress. The process of identifying the standards should be done soberly, to avoid chances of conflicting and unachievable standards. The team through its planning process for St. Patrick’s Day Parade identified its target before, during and after the event. It is from those targets that an evaluation of the team effectiveness can be determined. After the evaluation, the results should always be archived. Archiving results will help the management to solve similar challenge that might occur in future events (Santocki, n.d). The industry of event is not measured by its success before the closure. Research has found out that an event can be on track from the planning phase down to the event, but just fails during the closure. For instance, there might be power black-out during the last performance, some minutes to St. Patrick’s Day closure. It will be a lesson to learn since the public will feel disgusted by the incidents. As a team, the evaluation will be around how to solve such a scenario from recurring again in not only St. Patrick’s Day, but other events. The evaluation is then archived and retrieved when planning an event similar to that of St. Patrick’s Day. Theoretical framework EMBOK model regards evaluation element as essential to the future success of the event. Evaluation is done the fifth stage of EMBOK, closure. The model respects the view of the participants by encouraging them to give their feedback on the proceedings of the event. The feedback from the participants is evaluated and verified. EPRAS on the other hand still collects feedbacks from the client and the public at large concerning the event performance. Comments from clients and public should not result into a conflict (Malhotra, A., & Malhotra, C. n.d). They suggested that anonymity minimize chances of victimization in the upcoming events does not arise. The model not only evaluates the feedback, but also archives it for further analysis as well as retrieval for similar tasks. Critical analysis The two models are useful in evaluating the event. However, EMBOK only reviews the feedback and fail to archive the results. According to Robson, (2009), reviewing the feedback alone does not guarantee the team to be successful in the future. The team members can part way before the next St. Patrick’s Day and without a script on how the previous event was conducted will force the management to start again from scratch. This feature makes EMBOK weak in ensuring future events are improved, and this goes contrary to its core values specifically continuous improvement. EPRAS on the other hand in its third stage archiving and reviewing emphases the need to evaluate and archive the results. The two elements are designed to occur one after the other. For instance, the team will collect information by use of checklists and evaluate the overall performance of the event. The results are archived alongside with recommendation. This characteristic of this model makes it resilient in ensuring future events are not only successful, but memorable. The team stands a chance of planning and managing the 2016 St. Patrick’s Day. Using this model will make the team become brilliant in forecasting possibilities in an event and preparing contingency measures. Comparing the two models, it is definite that both admit the possibility of challenges during an event (Toole, 2011). This is why feedback from participants is treasured. The team should treasure the participants of St. Patrick’s Day for future event enhancement. John and Agnes have hopes for the event to attract many people around Huddersfield. Conclusion The team selecting evaluation and archiving element from EPRAS is a definite suggestion of prosperity in the next St. Patrick’s Day. The event might not be successful as the way John and Agnes had expected, but with the model developed by the team the coming events will be successful. The concept of archiving information is the secret behind a progressive management. Therefore, for the team to become exemplary in managing events archiving comments and evaluation will be the starting point. The team would have used EMBOK, but that would have hampered the continuous improvement in the event management skills. References Allen, J. (2008). Festival & special event management (4th ed.). Milton (Qld): J. Wiley & Sons Australia. Bannazadeh, B., Zomorodian, Z., & Maghareh, M. (n.d.). Assessment of PMBOK Indexes in Executive Projects. Journal of Advanced Management Science, 265-268. Berridge, G. (2007). Events design and experience. Oxford: Butterworth-Heinemann. Events Feasibility and Development. (2011). Elsevier Science. Haughey, D. (2013). Project Management Methodology. Retrieved February 9, 2015, from http://www.projectsmart.co.uk/project-management-methodology-explained.php Lazear, I. (2009). Having the right objectives for a cultural festival. Objectives and Realization. Liu, J. (2004). Risk Management with Work Breakdown Structure. Journal of Risk Management, 38-41. Malhotra, A., & Malhotra, C. (n.d.). Evaluating Customer Information Breaches as Service Failures: An Event Study Approach. Journal of Service Research, 44-59. Robson, L. (2009). Event Management Body Of Knowledge (EMBOK): The Future of Event Industry Research. Event Management, 19-25. Santocki, J. (n.d.). Meaning and Scope of Event Audit. management and Business Research, 64-70. Toole, W. (2011). Events feasibility and development from strategy to operations. Oxford: Butterworth-Heinemann. Turner, J. (n.d.). Towards a theory of project management: The nature of the project governance and project management. International Journal of Project Management, 93-95. Westerbeek, H. (2006). Managing sport facilities and major events ([New ed.). London: Routledge. Read More