Updated EMBOK Structure as a Risk Management Framework for Events

28 December 2004

Excerpts from a paper presented at the

2005 Las Vegas International Hospitality and Convention Summit, included in and

reprinted with permission from Risk Management for Meetings and Events (Butterworth-Heinemann, 2008)

Despite the millions of public and private events successfully organized each year, heightened awareness of security and the threat of terrorism have permeated the public consciousness and affect the travel to and staging of events of all types in all locations. Sensational media coverage of mass casualties at night clubs in the United States, sport events in South Africa, rock concerts in Australia and elsewhere, plus numerous civil liability actions against event organizers and facilities (Abbott & Abbott, 2000), the prosecution and conviction of an event organizer in New Zealand for criminal negligence (Grieve, 2003; 2004) and incidents such as the IKEA craze marketing episode in Jeddah, Saudi Arabia (Crowd Dynamics, 2004) illustrates that the event industry is being defined by its disasters. And although communities of practice recognize the importance of risk management as a core competency, few event-specific resources exist to fully prepare and assist event organizers. There is a great deal of guidance on risk management available; not, however, adapted to the unique characteristics and conditions of planned special events, and in its absence, standards of best practice in event risk management are likely to be determined in the courts rather than by the industry.

Risk management for events is recognized as a core competency and responsibility in most event management certification programs and curricula, yet there are limited resources for event organizers in the way of clear, concise, and practical tools that will assist them in managing the exposure to the possibility of loss, damages, or injuries arising from uncertainties that surround their events and event operations. Although there is a plethora of books and information on risk management as a discipline and in other fields, risk management is included only as a section in most event industry books, and the topic, by necessity, is not covered in depth. The Event Management Body of Knowledge (EMBOK) may serve as a holistic framework that, due to its comprehensive and structured nature, provides a logical and systematic approach to the management of the risks surrounding events of all types and sizes.

The initial global EMBOK framework and taxonomy introduced on this web site, based on a comparison of the knowledge systems supporting the event management industry including numerous occupational standards, certification knowledge domains, academic curriculums and literature review, was expanded at the 2004 International EMBOK Imbizo to include five phases, five processes, five core values, and five knowledge domains that encompass 35 function areas. The sequential aspect of the phases and iterative nature of the processes, which are permeated with core values, allows one to approach the functional areas in a comprehensive and systematic manner. This taxonomy facilitates categorizing these functions into modules or fields of study, defining areas of responsibility, and for systematic analyses in a risk management context.

The Processes

It is useful to begin with the process system, which includes assessment, selection, monitoring, communication, and documentation, because this process system and the terminology proposed is based on the widely-accepted process systems, particularly in the risk management field (DOD, 2002; PMI, 2000; Standards Australia, 1999 & others). It is a sequential and iterative system that promotes a dynamic approach to the changing nature of events and the risks that emerge. Risk management must be an on-going and dynamic activity because the risks surrounding meetings and events are constantly emerging, growing, subsiding, changing, and fluctuating in terms of urgency and priority. The risk management process must also be proactive and cyclical — facilitating communication, forecasting, and forward planning.

Assessment is defined as a two-step process of first identification then analysis. Identification is a discovery and definition process in which all the elements in each class or category are considered. The analytical process enhances predictive capabilities and facilitates proper prioritizing by qualifying and quantifying the characteristics of an element or identified risk.

Selection is the decision-making point, choosing the methods or tactics deemed most likely to achieve the goal or objective. Coupled with this decision are the assignment of resources, responsibility, and authority to carry out the tactic selected. The typical tactics in risk management include avoidance, reduction, transference, isolation, and retention.

Monitoring includes the regimented and planned tracking of the progress, status, or conditions of the tactic selected, including the performance of risk control actions, and developing further options and actions as needed by reiterating the assessment and selection processes.

Documentation includes the recording, reporting, maintaining, and archiving of assessments, analyses, response plans, monitoring and control results, and other records and documents, and provides valuable data and important evidence that leads to a robust risk management process.

Communication is a vital component of the process system, which includes timely information acquisition and distribution plus the appropriate consultation in decision-making. It is important to involve the appropriate constituents to achieve a comprehensive assessment and to foster acceptance of and support for the decisions made.

The Phases

The phases illustrate the sequential nature of event management, highlighting the criticality of time in any event project. The phases include initiation, planning, implementation, the event, and closure, and are derived from traditional project management terminology. Effective risk management relies on engagement at each juncture of this continuum throughout the life of the event project, from inception through completion.

Initiation is the phase in which research is conducted and the concept is defined and validated. This is when the scope and context is set, goals and objectives are defined, and the commitment of resources is established. This is also when a commitment to risk management must be instituted.

Planning is the phase wherein the requirements and specifications for the event project are determined, specifying the activities that will occur, how efforts will be organized, the resources that will be required, and the context, conditions, or assumptions that affect the decisions to be made. Risk planning provides the structure for making decisions based on realistic assumptions and accepted methods.

Implementation is the phase when all the goods and services are contracted and coordinated, synchronizing all the operational and logistical requirements of an event project. Risk management techniques are required during this phase to ensure the proper verification and control activities are employed.

The Event is set apart from Implementation as a distinct phase because a different and dynamic approach is required once the production begins. Whilst the above phases have the possibility of go/no-go decisions, once the event begins the only no-go possibility for the event is closure (or cancellation of specific elements or activities included in the event). Risk monitoring and control functions are critical during this phase so that hazards or incidents are responded to in a timely and effective manner.

Closure is the phase in which the event production is shut down, dismantled, and contractual obligations completed. This phase also includes the collection of feedback and the review of actions, activities, and decisions. This information is then evaluated to determine measurements (Return on Investment) or ratings against established criteria (performance critiques), to reveal impacts (economic, environmental, social, and cultural), and to record lessons learned that will facilitate the effective transfer of knowledge to the next event project.

The Core Values

The core values specify those principles that must be applied to all decisions regarding every element, phase, and process to ensure these decisions facilitate successful and sustainable outcomes. It is equally important to infuse all risk management decisions with these same fundamental values.

Creativity is regarded as essential for producing innovative and imaginative solutions and approaches to the challenges and opportunities presented throughout the management of an event project. Employing the qualities of inventiveness, inspiration, artistry, and resourcefulness are particularly important in the event industry.

Strategic Thinking is the ability to view and align an individual project’s needs and methods within the entirety of an enterprise’s short- and long-term goals and objectives in order to maintain a focus on the larger issues and impacts that should be factored into plans and tactics.

Continuous Improvement is a Total Quality philosophy expressed in the Capability Maturity Model that contends an optimized performing organization depends on the continuous and proactive improvement of all procedures, systems, and, it is thereby presumed, the results, rather than relying on reaction-driven planning.

Ethics encompass the judgments and choices made and the actions taken that reflect and enact beliefs of what is right versus wrong. Embedded in most codes of conduct for the event and other industries, these standards guide the decisions, negotiations, and activities in a way that maintains integrity, fairness, and decency.

Integration reflects the critical need to coordinate, synchronize, and merge the variety and multitude of interactions, dependencies, and interconnected elements included in an event project to ensure decisions incorporate all the factors influencing and influenced by those choices. (See also Integration Management and Speaker Integration Example)