SEMMCommittee Coordinator Handbook

SPORTS EVENTS MANAGEMENT METHODOLOGY
SEMM
Committee Coordinator
Handbook
SPORTS EVENT MANAGEMENT METHODOLOGY
TABLE OF CONTENTS
Introduction ............................................................................................................................................................ 6
1 Event Initiation Phase ..................................................................................................................................... 6
1.1 Committee Initiation Kick-Off Meeting ................................................................................................. 6

1.1.1 Prepare Committee Initiation Kick-Off Meeting Agenda and Presentation ...................................... 7
1.1.2 Identify Committee Stakeholders to be invited to Committee Initiation Kick-Off Meeting ............. 7
1.1.3 Invite Committee Stakeholders to Committee Kick-Off Meeting ..................................................... 7
1.1.4 Hold Committee Initiation Kick-Off Meeting .................................................................................... 7
1.1.5 Produce and Distribute Committee Initiation Kick-Off Meeting Minutes ......................................... 8
1.2 Define Committee Scope ....................................................................................................................... 8
1.3 Define Committee High-Level Schedule ................................................................................................ 8

1.3.1 Determine the Deliverables Breakdown Structure (DBS) ................................................................. 8
1.3.2 Determine Milestones and Initial Time Estimates ............................................................................ 9
1.3.3 Determine Responsible Entities and Responsibilities .....................................................................10
1.3.4 Produce Committee High-Level Schedule ....................................................................................... 10
1.4 Define Committee Preliminary Budget................................................................................................10

1.4.1 Calculate Initial Cost Estimate .........................................................................................................10
1.4.2 Calculate Initial Revenue Estimate ..................................................................................................11
1.4.3 Produce Committee Preliminary Budget ........................................................................................11
1.5 Committee Quality Management ........................................................................................................11

1.5.1 Define Committee Quality Standards .............................................................................................11
1.5.2 Produce Committee Quality Standards Plan ...................................................................................11
1.6 Committee Risk Management .............................................................................................................12

1.6.1 Identify Committee Risks ................................................................................................................12
1.6.2 Produce Committee Risks List .........................................................................................................12
1.7 Committee Communication Management ..........................................................................................12

1.7.1 Identify Committee Communication Needs....................................................................................12
1.7.2 Produce Committee Communication Plan ......................................................................................12
1.8 Committee Preliminary Plan................................................................................................................13

1.8.1 Collate all Committee Documentation ............................................................................................13
1.8.2 Produce Committee Preliminary Plan .............................................................................................13
1.8.3 Submit Committee Preliminary Plan to Event Office ...................................................................... 13
1.9 Hold Weekly Committee Progress Meetings ....................................................................................... 13

1.9.1 Prepare Committee Progress Meeting Agenda and Presentation .................................................. 13
1.9.2 Invite Committee Stakeholders to Committee Progress Meeting .................................................. 13
1.9.3 Hold Committee Progress Meeting .................................................................................................13
1.9.4 Produce and Distribute Committee Progress Meeting Minutes .....................................................13
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1.10 End of Initiation Phase Approval .........................................................................................................14
1.10.1 Prepare End of Initiation Phase Meeting Agenda and Presentation...............................................14
1.10.2 Invite Committee Stakeholders to End of Initiation Phase Meeting ...............................................14
1.10.3 Hold Committee End of Initiation Phase Meeting ..........................................................................14
1.10.4 Gain Approval Signature from Event Manager ...............................................................................14
1.11 Acquire and Organize Committee Staff for Planning Phase ................................................................14
1.11.1 Produce Committee Organization Chart for Planning Phase ..........................................................14
1.11.2 Identify Skills and Knowledge Needed for Planning Phase .............................................................15
1.11.3 Invite, Interview, and Recruit People for Planning Phase ...............................................................15
1.11.4 Get the Planning team Acquainted with SEMM..............................................................................15
2 Event Planning Phase .................................................................................................................................... 16
2.1 Committee Planning Kick-Off Meeting ................................................................................................16

2.1.1 Prepare Committee Planning Kick-Off Meeting Agenda and Presentation ....................................16
2.1.2 Identify Committee Stakeholders to be invited to Committee Planning Kick-Off Meeting ............16
2.1.3 Invite Committee Stakeholders to Committee Planning Kick-Off Meeting.....................................16
2.1.4 Hold Committee Planning Kick-Off Meeting ...................................................................................17
2.1.5 Produce and Distribute Committee Planning Kick-Off Meeting Minutes .......................................17
2.1.6 Orient New Team Members ............................................................................................................17
2.2 Refine Committee Scope .....................................................................................................................18

2.2.1 Update Scope, Assumptions, and Constraints ................................................................................18
2.2.2 Update Committee Scope Statement .............................................................................................18
2.3 Refine Committee Schedule ................................................................................................................19

2.3.1 Determine Committee Work Involved at Detail Level ....................................................................19
2.3.2 Construct the Work Breakdown Structure (WBS) ........................................................................... 19
2.3.3 Perform Time Analysis ....................................................................................................................19
2.3.4 Perform Resource Analysis and Allocate Resources to Committee Activities ................................20
2.3.5 Update Committee Schedule ..........................................................................................................20
2.3.6 Produce Committee Human Resources Plan .................................................................................. 20
2.3.7 Produce Committee Procurement Plan ..........................................................................................21
2.4 Refine Committee Budget ...................................................................................................................21

2.4.1 Calculate Costs Based on Actual Information in WBS .....................................................................22
2.4.2 Perform Cash Flow Analysis ............................................................................................................22
2.4.3 Update Committee Budget .............................................................................................................22
2.5 Committee Quality Management ........................................................................................................23

2.5.1 Refine Committee Quality Standards .............................................................................................. 23
2.5.2 Update Committee Quality Standards ............................................................................................23
2.6 Committee Risk Management .............................................................................................................23

2.6.1 Perform Risk Assessment ................................................................................................................23
2.6.2 Identify New and Update Existing Committee Risks .......................................................................24

2.6.3 Quantify Committee Risks ...............................................................................................................24
2.6.4 Produce Committee Risk Management Plan .................................................................................. 25
2.7 Committee Communication Management ..........................................................................................25

2.7.1 Refine Committee Communication Needs ......................................................................................25
2.7.2 Update Committee Communication Plan ....................................................................................... 26
2.8 Define Change Control Process ...................................................................................................................26
2.9 Define Issue Management and escalation Process .....................................................................................27
2.10 Committee Plan ...................................................................................................................................27

2.10.1 Collate all Committee Documentation ............................................................................................27
2.10.2 Produce Committee Plan ................................................................................................................27
2.10.3 Submit Committee Plan to Event MANAGEMENT Office ................................................................27
2.11 Hold Weekly Committee Progress Meetings ....................................................................................... 28

2.11.1 Prepare Committee Progress Meeting Agenda and Presentation .................................................. 28
2.11.2 Invite Committee Stakeholders to Committee Progress Meeting .................................................. 28
2.11.3 Hold Committee Progress Meeting .................................................................................................28
2.11.4 Produce and Distribute Committee Progress Meeting Minutes .....................................................28
2.12 End of Planning Phase Approval ..........................................................................................................28

2.12.1 Prepare End of Planning Phase Meeting Agenda and Presentation ...............................................28
2.12.2 Invite Committee Stakeholders to End of Planning Phase Meeting ...............................................29
2.12.3 Hold Committee End of Planning Phase Meeting ........................................................................... 29
2.13 Acquire and Organize Committee Staff for Execution Phase .............................................................. 29
2.13.1 Produce Committee Organization Chart for Execution Phase ........................................................29
2.13.2 Identify Skills and Knowledge Needed for Execution Phase ...........................................................29
2.13.3 Invite, Interview, and Recruit People for Execution Phase .............................................................29
2.13.4 Get the execution team Acquainted with SEMM ............................................................................29
3 Event Execution Phase .................................................................................................................................. 30
3.1 Committee Execution Kick-Off Meeting .............................................................................................. 30

3.1.1 Prepare Committee Execution Kick-Off Meeting Agenda and Presentation ..................................30
3.1.2 Identify Committee Stakeholders to be invited to Committee Execution Kick-Off Meeting ..........30
3.1.3 Invite Committee Stakeholders to Committee Execution Kick-Off Meeting...................................30
3.1.4 Hold Committee Execution Kick-Off Meeting .................................................................................30
3.1.5 Orient New Team Members ............................................................................................................31
3.2 Execute Committee Plan .....................................................................................................................32

3.2.1 Monitor and Evaluate Committee Performance and Progress ....................................................... 32
3.2.2 Apply Control, Feedback and Problem Solving ...............................................................................32
3.2.3 Manage Committee Scope ..............................................................................................................33
3.2.4 Manage Committee Schedule .........................................................................................................34

3.2.5 Manage Committee Budget ............................................................................................................34
3.2.6 Manage Committee Quality ............................................................................................................35
3.2.7 Manage Committee Risks................................................................................................................35
3.2.8 Manage Committee Issues ..............................................................................................................36
3.2.9 Manage Committee Communications ............................................................................................36
3.3 Progress Meetings ...............................................................................................................................39

3.3.1 Hold Daily Progress Meetings .........................................................................................................39
3.3.2 Produce Progress, Status and Performance Reports ...................................................................... 39
3.4 End of Execution Phase Approval ........................................................................................................39

3.4.1 Prepare End of Execution Phase Meeting Agenda and Presentation .............................................39
3.4.2 Invite Committee Stakeholders to End of Execution Phase Meeting..............................................39
3.4.3 Hold Committee End of Execution Phase Meeting .........................................................................40
4 Event Closure Phase ...................................................................................................................................... 41
4.1 Solicit Feedback from Stakeholders ....................................................................................................41
4.2 Conduct Committee Assessment ........................................................................................................41
4.3 Provide Performance Feedback........................................................................................................... 42
4.4 Release Resources ...............................................................................................................................42
4.5 Contractual Aspects and Final Accounting ..........................................................................................43
4.6 Complete all Documentation...............................................................................................................43
4.7 Prepare Post-Event Committee Report ...............................................................................................43
4.8 Terminate and Archive Committee Information .................................................................................43

INTRODUCTION
The SEMM Committee Coordinator Handbook was developed to document a common methodology
for managing committees in Sports events and to provide guidance and advice to Committee
Coordinators throughout the life of a event.
A common methodology encourages individual Committee Coordinators across the state to approach
each event endeavor with the same discipline and tools.
Roles and expectations are clearly defined for Committee Team members, and Committee
Coordinators, regardless of the type of committee (Medical services, Promotion, Box Office,
Accommodation, transportation, etc.). All Committee participants receive the same information
regarding deliverables and activities throughout the event.
This streamlines event execution, since participants will not need continual direction and education
regarding the event process.
HOW TO USE THIS HANDBOOK?
The SEMM Committee Coordinator Handbook is intended to be both a “what to do” and a “how to
do it” guide Committee Coordinators. While at first it may appear intimidating, remember that in
many cases the Handbook is merely formalizing, in process documentation, what is already a fairly
standard and generally accepted technique.
The value of documenting and standardizing these processes is that it frees Committee Coordinator
from having to define a process to fit a particular situation and/or event occurring during his/her
particular event. Instead, standards are already there for the Committee Coordinator to use to
manage each process while continuing to focus on key committee activities.
Most processes and deliverables are required for all committees, although in smaller events they may
require less formality and a lower level of effort. The End-of-Phase Checklists can be used to ensure
that every process defined has been considered, necessary tasks addressed, and required deliverables
produced. If recommended tasks or deliverables are skipped, make sure to identify and record why
the particular task/deliverable has not been completed and how the objectives of that ask/deliverable
will otherwise be met.
1 EVENT INITIATION PHASE
1.1 COMMITTEE INITIATION KICK-OFF MEETING
When the Event Charter is complete, each Committee will conduct its Initiation Kick-Off Meeting. It is
the event that formally marks the beginning of the event for the committee. Committee Team
Members are introduced to each other and given the opportunity to discuss their areas of expertise
and how they will contribute to the event.
The Event Charter is presented by the Event Manager and discussed in an open forum, to foster a
mutual understanding of and enthusiasm for the event.
At the conclusion of the meeting, Committee Team Members will understand their “next steps” and
will leave the meeting excited to begin work.

1.1.1 PREPARE COMMITTEE INITIATION KICK-OFF MEETING AGENDA AND
PRESENTATION
Prior to the meeting, an agenda and a presentation highlighting the contents of the Event Charter
should be prepared by the Event Manager.
Consult Produce
Committee Initiation Kick-Off Meeting Committee Initiation Kick-Off Meeting Agenda
Agenda Template
Committee Initiation Kick-Off Meeting Committee Initiation Kick-Off Meeting
Presentation Template Presentation
Event Charter
1.1.2 IDENTIFY COMMITTEE STAKEHOLDERS TO BE INVITED TO COMMITTEE

INITIATION KICK-OFF MEETING
Consult the Event stakeholders list and compile the Committee Initiation Kick-Off Meeting
Stakeholders List
Consult Produce
Event Stakeholders List Committee Initiation Kick-Off Meeting
Stakeholders List
1.1.3 INVITE COMMITTEE STAKEHOLDERS TO COMMITTEE KICK-OFF MEETING
Send formal invitations to all people on the Committee Initiation Kick-Off meeting Stakeholders List.
Consult Produce
Committee Stakeholders List Committee Initiation Kick-Off Meeting
Stakeholders Invitation
1.1.4 HOLD COMMITTEE INITIATION KICK-OFF MEETING
The Event Manager should designate one of the team members as the scribe for the meeting, to
capture decisions, issues, and action items. The Event Charter and any applicable supporting materials
are distributed to attendees for their review.
Using the Event Business Case, the issues list and through brainstorming and discussion, the workshop
group must construct the committee purpose/mission. This must be short, clear and to the point. It is
a concise statement of the committee’s purpose or mission, including its strategic reasons. In essence,
it is the committee’s primary objective. An effective committee purpose/mission statement should
relate to the intention and purpose stated in the Event Business Case.
It is important to note that the purpose/mission is not the scope of the Committee nor the detailed
objectives. These are still to be derived.
Consult Produce
Event Business Case Committee Purpose/Mission

1.1.5 PRODUCE AND DISTRIBUTE COMMITTEE INITIATION KICK-OFF MEETING
MINUTES
Following the session, the notes and action items should be compiled into meeting minutes and
distributed to all attendees.
Consult Produce
Committee Initiation Kick-Off Meeting Committee Initiation Kick-Off Meeting Minutes
Minutes Template
Committee Initiation Kick-Off Meeting
Stakeholders List
1.2 DEFINE COMMITTEE SCOPE
1.2.1 Establish Scope, Assumptions, and Constraints
Using the DBS as input, the workshop group must develop the initial committee scope, assumptions,
and constraints. These will guide and assist the group in defining the committee result milestones and
detail planning.
The initial committee scope, assumptions, and constraints are developed from the business case,
what has been done so far, and through further discussion and brainstorming. The stakeholders’
support of and interaction with the workshop group is important in developing effective scope,
assumptions, and constraints:
• The scope is the overall description of the committee activities and is often described as
‘what is in and what is out of the boundaries (scope) of the committee’.
• Assumptions are details of the committee that are not explicitly stated in any previous
document or discussion but have been (or will be) used to take decisions.
• Constraints indicate the restraining boundaries within which the committee must be
achieved.
1.2.2 Produce Committee Scope Statement
Consult Produce
Committee DBS Committee Scope Statement
Committee Scope Statement Template
1.3 DEFINE COMMITTEE HIGH-LEVEL SCHEDULE
1.3.1 DETERMINE THE DELIVERABLES BREAKDOWN STRUCTURE (DBS)
Once the purpose/mission, objectives and approach have been determined, the initial scope of the
committee needs to be defined. The precursor to this is establishing the committee deliverables. The
essential tool used to assist in the development of the committee deliverables is the deliverables
breakdown structure (DBS).
The DBS identifies and displays the deliverables to be produced and/or accomplishments or results to
be achieved as well as the sub-elements of the committee activities. The number of elements in the
DBS depends on the experience of the workshop group relating to the specific type of committee as
well as the number of objectives defined. At this early stage it is often difficult to break down the
committee activities into elements of work, but it is normally feasible to establish the deliverables or
results required to achieve the committee objectives.

The inputs to the DBS come from the business case, purpose/mission, objectives, analysis of the
issues and discussion. The development of the DBS assists the workshop group to:
o further understand and define the scope;
o develop the milestone objective chart (MOC);
o develop a cost estimate.
The DBS follows the same concepts and rules for the construction of a work breakdown structure. The
same procedure can be used to construct a DBS. A DBS can also be developed using mind-mapping
techniques. The DBS could be supported by a short description of each of the deliverables and/or
results if necessary.
Remember this important fact: if a DBS cannot be developed for a committee at this stage, then too
little is known about the committee to achieve it, let alone manage it!
Consult Produce
Event Business Case Committee DBS
Committee Purpose/Mission
Committee Objectives
1.3.2 DETERMINE MILESTONES AND INITIAL TIME ESTIMATES
At this point in the process, the workshop group has defined the final objectives for the committee.
Two definite major milestones are therefore already known: the start (the committee definition
workshop) and the end (the committee objectives to be achieved). The final objectives or goals are
defined by all that has gone before in the process but specifically the committee objectives and
performance measures, DBS and initial scope information. These combine to form the final goal or
major milestone that the committee must reach.
The workshop group now needs to develop the map, route or plan of how the committee will proceed
from start to end. This incorporates all that has gone before: the committee purpose/mission,
objectives, DBS, scope and other details. The map or plan must also illustrate how the event will
unfold from start to final objective. In essence it tells a story of the event unfolding, in a simple flow
of related milestones. The tool used for this is the milestone objective chart (MOC).
A suggested process for the workshop group to use in drafting a milestone objective chart is given
below:
a. Generate ideas for milestones. Preferably start at the end of the event (the objectives) and
work backwards as well as forward from the event start. Note ideas as they arise and display
them where the entire group can see them. Some of the ideas will be activities rather than
milestones, but these should also be listed. Continue until nothing new arises. This process is
known as ‘dumping’.
b. Select the milestones. From the ‘dumped’ list, select the milestones by discussion and
workgroup consensus. Ensure that a few critical decision points are agreed. The remaining
ideas or items will probably be activities that supplement the milestone objective chart.
c. Prepare the milestone objective chart. Vertically arrange the milestones in a logical
sequence and paths. As a first draft use the second level of the DBS as paths, although paths
may be grouped if a particular path has only one or two milestones on it. Connect the
milestones to indicate logic, flow and paths. Draw the final chart.
Consult Produce
Event Business Case Committee MOC
Committee Purpose/Mission
Committee Objectives

1.3.3 DETERMINE RESPONSIBLE ENTITIES AND RESPONSIBILITIES
The list of identified responsible entities is required for documentation reasons and for use in the
following step in the process – the development of the milestone responsibility matrix.
The milestone responsibility matrix is created by the workshop group through discussion. The parties
to be committed to the committee must be involved in the discussion process. This stage defines the
relationship between the individual parties committed to the committee. Potential differences in
opinion or levels of expectation can be discussed, thus preventing most of the conflict that can result
in the event execution phase.
The committee team indicates the involvement of the responsible entities determined in the previous
section in the milestones developed in the earlier section ‘Determine milestones’. This is done by
placing symbols representing the role of the responsible entities alongside the milestones. In the
milestone responsibility matrix, the rows represent milestones and the columns the responsible
entities.
The following table lists possible roles and responsibilities with a single identifying character.
X eXecutes the work (responsibility)

D takes Decision solely or ultimately (authority)
P manages Progress (accountability)
C must be Consulted
I must be Informed
a available to advise
d takes decision jointly or partly
p manages function progress
Q assures Quality
T provides Tuition
M provides Mentoring
Consult Produce
Committee MOC Committee Responsibility Matrix
1.3.4 PRODUCE COMMITTEE HIGH-LEVEL SCHEDULE
Consult Produce
Committee DBS Committee High-Level Schedule
Committee MOC
Committee Responsibility Matrix
1.4 DEFINE COMMITTEE PRELIMINARY BUDGET
1.4.1 CALCULATE INITIAL COST ESTIMATE
Using available tools, the Committee Coordinator calculates the preliminary budget that will be
required to complete committee activities. All aspects of the committee, including the cost of human
resources, equipment, travel, materials and supplies, should be incorporated. At this point
information will be presented at a summary level, to be refined during Event Planning, as more
detailed information becomes known. However, the budget should be more detailed and more
accurate now than it was during Event Origination. The Committee Coordinator should use manual or
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automated tools to generate a Preliminary Committee Budget Estimate. The budgeting tools may be
simple spreadsheets or complex mathematical modeling tools.
For historical purposes, and to enable the budget to be refined, the Committee Coordinator should
always maintain notes on how this preliminary budget was derived. Cost estimating checklists help to
ensure that all preliminary budgeting information is known and all bases are covered.
The Committee Coordinator must also have a general understanding of the cost of both the human
resources and the equipment and materials required to perform the work. The method by which staff
and products will be acquired for the committee will directly affect the budgeting process.
Consult Produce
Committee High-Level Schedule Committee Initial Cost Estimate
1.4.2 CALCULATE INITIAL REVENUE ESTIMATE
If your committee is generating revenues, then a revenue estimate based on all the available
information (DBS, scope, milestones, risks, responsibilities, etc) must now be prepared.
Consult Produce
Committee High-Level Schedule Committee Initial Revenue Estimate
1.4.3 PRODUCE COMMITTEE PRELIMINARY BUDGET
Consult Produce
Committee High-Level Schedule Committee Preliminary Budget
Committee Initial Cost Estimate
Committee Initial Revenue Estimate
Committee Preliminary Budget Template
1.5 COMMITTEE QUALITY MANAGEMENT
1.5.1 DEFINE COMMITTEE QUALITY STANDARDS
The Committee Coordinator must identify and document standards for each committee deliverable
during Event Initiation. If quality standards are not identified and documented, the Committee
Coordinator will have no way to determine if deliverables are being produced to an acceptable quality
level.
The Committee Scope Statement documents what the outcome of the committee activities will be,
and will help determine the appropriate quality standards to use. Additional information discovered
when defining your committee approach (e.g., your materials acquisition strategy) that is above and
beyond that contained in the scope statement may aid in identifying quality standards.
1.5.2 PRODUCE COMMITTEE QUALITY STANDARDS PLAN
Consult Produce
Committee Scope Statement Committee Initial Quality Standards Plan
Committee Quality Standards Plan Template
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1.6 COMMITTEE RISK MANAGEMENT
1.6.1 IDENTIFY COMMITTEE RISKS
Committee related risks will be tracked, prioritized and communicated in accordance with the SEMM
Risk Management procedures.
Risk descriptions, owners, resolution and status will be maintained in the Risks List in a standard
format.
1.6.2 PRODUCE COMMITTEE RISKS LIST
Consult Produce
SEMM Risk Management Guidelines Committee Risks List
SEMM Risks List Template
1.7 COMMITTEE COMMUNICATION MANAGEMENT
1.7.1 IDENTIFY COMMITTEE COMMUNICATION NEEDS
Committee Communications will be done in accordance with the SEMM Communication

Management procedures.
The following strategies have been established to promote effective communication within and about
the event. Specific Committee Communication policies will be documented in the Committee
Communication Plan.
• The Committee Coordinator will present Committee Status Reports to the Event Manager on
a weekly basis; however, ad hoc meetings will be established at the Committee Coordinator’s
discretion as issues or change control items arise.
• The Committee Coordinator will provide a written Committee Status Report to the Event
Manager on a monthly basis and distribute the Committee Team Meeting Minutes.
• The Event Manager will be notified via e-mail of all urgent issues. Issue notification will
include time constraints, and impacts, which will identify the urgency of the request for
service.
• The Committee Team will have weekly update/status meetings to review completed tasks
and determine current work priorities. Minutes will be produced from all meetings.
• All electronic Committee Documents will be maintained in the central Event Repository by all
Committee Stakeholders.
1.7.2 PRODUCE COMMITTEE COMMUNICATION PLAN
Consult Produce
SEMM Communication Management Committee Initial Communication Plan
Guidelines
SEMM Communication Plan Template
SEMM Status Report Template
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1.8 COMMITTEE PRELIMINARY PLAN
1.8.1 COLLATE ALL COMMITTEE DOCUMENTATION
Collate all committee documentation as at this point and produce the integrated committee plan
baseline.
1.8.2 PRODUCE COMMITTEE PRELIMINARY PLAN
Consult Produce
Committee High-Level Schedule Committee Preliminary Plan
Committee Preliminary Budget
Committee Risks List
Committee Communication Plan
Committee Quality Management Plan
1.8.3 SUBMIT COMMITTEE PRELIMINARY PLAN TO EVENT OFFICE
1.9 HOLD WEEKLY COMMITTEE PROGRESS MEETINGS
1.9.1 PREPARE COMMITTEE PROGRESS MEETING AGENDA AND PRESENTATION
Prior to the meeting, an agenda and a presentation highlighting the contents of the Progress Report
should be prepared by the Committee Coordinator.
Consult Produce
Committee Progress Meeting Agenda Committee Progress Meeting Agenda
Template
Committee Progress Meeting Presentation Committee Progress Meeting Presentation
Template
1.9.2 INVITE COMMITTEE STAKEHOLDERS TO COMMITTEE PROGRESS MEETING
Consult Produce
Committee Stakeholders List Committee Progress Meeting Stakeholders
Invitation
1.9.3 HOLD COMMITTEE PROGRESS MEETING
The Committee Coordinator should designate one of the team members as the scribe for the meeting,
to capture decisions, issues, and action items. The Progress Report and any applicable supporting
materials are distributed to attendees for their review.
1.9.4 PRODUCE AND DISTRIBUTE COMMITTEE PROGRESS MEETING MINUTES
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Consult Produce
Committee Progress Meeting Minutes Committee Progress Meeting Minutes
Template
Committee Progress Meeting Stakeholders
List
1.10 END OF INITIATION PHASE APPROVAL
At this time, the Committee Coordinator should schedule a meeting to discuss and gain agreement to
secure Committee Planning resources. Meeting attendees should always include the Event Manager.
Attendees may also include members of other agencies who are able to provide resources that will
add value during Committee Planning. During the meeting, resources are formally secured by gaining
the signatures of the appropriate managers on the Committee Deliverable Approval Form.
1.10.1 PREPARE END OF INITIATION PHASE MEETING AGENDA AND PRESENTATION
Prior to the meeting, an agenda and a presentation highlighting the contents of the meeting should
be prepared by the Committee Coordinator.
Consult Produce
Committee End-of-Phase Meeting Agenda Committee End-of-Phase Meeting Agenda
Template
Committee End-of-Phase Presentation Committee End-of-Phase Presentation
Template
1.10.2 INVITE COMMITTEE STAKEHOLDERS TO END OF INITIATION PHASE MEETING
Consult Produce
Invitation
1.10.3 HOLD COMMITTEE END OF INITIATION PHASE MEETING
to capture decisions, issues, and action items. The End-of-Phase Report and any applicable supporting
1.10.4 GAIN APPROVAL SIGNATURE FROM EVENT MANAGER
Consult Produce
Committee End-of-Phase Deliverable Signed Committee End-of-Phase Deliverable
Approval Form Template Approval Form
1.11 ACQUIRE AND ORGANIZE COMMITTEE STAFF FOR PLANNING PHASE
1.11.1 PRODUCE COMMITTEE ORGANIZATION CHART FOR PLANNING PHASE
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1.11.2 IDENTIFY SKILLS AND KNOWLEDGE NEEDED FOR PLANNING PHASE
1.11.3 INVITE, INTERVIEW, AND RECRUIT PEOPLE FOR PLANNING PHASE
1.11.4 GET THE PLANNING TEAM ACQUAINTED WITH SEMM
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2 EVENT PLANNING PHASE
2.1 COMMITTEE PLANNING KICK-OFF MEETING
When the Initiation Phase is complete, each Committee will conduct its Planning Kick-Off Meeting. It
is the event that formally marks the beginning of the event Planning Phase for the committee.
Committee Team Members are introduced to each other and given the opportunity to discuss their
areas of expertise and how they will contribute to the event.
New Committee Team members are thoroughly prepared to begin work, the current committee
status is reviewed, and all prior deliverables are re-examined. All deliverables produced during
Committee Initiation are used in Committee Planning.
The Preliminary Committee Plan is presented by the Committee Coordinator and discussed in an open
forum, to foster a mutual understanding of and enthusiasm for the event.
At the conclusion of the meeting, Committee Team Members will understand their “next steps” and
will leave the meeting excited to begin work.
2.1.1 PREPARE COMMITTEE PLANNING KICK-OFF MEETING AGENDA AND

PRESENTATION
Consult Produce
Committee Planning Kick-Off Meeting Agenda Committee Planning Kick-Off Meeting Agenda
Template
Committee Planning Kick-Off Meeting Committee Planning Kick-Off Meeting
Preliminary Committee Plan
2.1.2 IDENTIFY COMMITTEE STAKEHOLDERS TO BE INVITED TO COMMITTEE PLANNING

KICK-OFF MEETING
Consult the Event stakeholders list and compile the Committee Planning Kick-Off Meeting
Stakeholders List
Consult Produce
Event Stakeholders List Committee Planning Kick-Off Meeting
Stakeholders List
2.1.3 INVITE COMMITTEE STAKEHOLDERS TO COMMITTEE PLANNING KICK-OFF

MEETING
Send formal invitations to all people on the Committee Planning Kick-Off meeting Stakeholders List.
Consult Produce
Committee Stakeholders List Committee Planning Kick-Off Meeting
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2.1.4 HOLD COMMITTEE PLANNING KICK-OFF MEETING
As was the case for Event Initiation, a meeting is conducted to kick off Committee Planning. At this
meeting the Committee Coordinator presents the main components of the Preliminary Committee
Plan for review. Suggested items on the agenda to highlight during the Committee Planning kick-off
include:
• Introduction of new team members
• Roles and responsibilities of each team member
• Restating event background and objective(s)
• Most recent Committee Schedule and timeline
• Identified risks
• Communications plan
• Current Committee status, including open issues and action items
The goal of the kick-off meeting is to verify that all parties involved have consistent levels of
understanding and acceptance of the work performed to date and to validate and clarify expectations
of each team member in producing Committee Planning deliverables. Attendees at the Committee
Planning Kick-off Meeting should include the Committee Coordinator, Committee Team, and any
other Stakeholders with a vested interest in the status of the committee.
The Committee Coordinator should also be sure one of the Committee Team Members in attendance
is designated as the scribe for the session, to capture pertinent committee decisions, issues, and
action items. Following the session, the information captured should be compiled into meeting notes
to be distributed to all attendees for review and approval. Meeting materials should be added to the
event repository.
Consult Produce
Preliminary Committee Plan Preliminary Committee Plan Reviewed
2.1.5 PRODUCE AND DISTRIBUTE COMMITTEE PLANNING KICK-OFF MEETING MINUTES
Consult Produce
Committee Planning Kick-Off Meeting Committee Planning Kick-Off Meeting Minutes
Minutes Template
Committee Planning Kick-Off Meeting
Stakeholders List
2.1.6 ORIENT NEW TEAM MEMBERS
The goal of orientation is to enhance the ability of new team members to contribute quickly and
positively to the committee’s desired outcome. If individuals have recently joined the team, it is
imperative they have adequate workspace, equipment, security access, and supplies necessary to
perform their required tasks. The Committee Coordinator must convey to each new team member, in
a one-on-one conversation, what his/her role and responsibilities are related to the event.
In order to streamline interaction among the team, new team members must also become familiar
with the roles and responsibilities of all other Committee Team members and Stakeholders as soon as
possible and immediately receive copies of all event materials, including any deliverables produced so
far. It is usually the Committee Coordinator’s responsibility to get new members of the team up to
© 2009 SEMOI 17 | P a g e
speed as quickly as possible. On large events, however, if the team is structured with Team Leaders
reporting to the Committee Coordinator, it may be more appropriate to assign a Team Leader to
“mentor” the new individual.
Information that would be useful to new team members includes:

• All relevant event information from Event Origination and Initiation
• Organization charts for the Event Team and Performing Organization
• Information on event and committee roles and responsibilities
• General information about the Performing Organization
• Logistics (parking policy, work hours, building/office security requirements, user id and
password, dress code, location of rest rooms, supplies, photocopier, printer, fax,
refreshments, etc.)
• Event procedures (team member expectations, how and when to report time and status, sick
time and vacation policy)
• SEMM documents and guidelines
Orientation sessions can be held for new members to ensure that they read and understand the
information presented to them.
2.2 REFINE COMMITTEE SCOPE
Where the initial Committee Scope Statement highlighted the deliverables to be produced in support
of the desired committee outcome, the revised Committee Scope must go one step further. Using the
information learned during Event Initiation, and based upon input gained by communicating regularly
with the appropriate Stakeholders, the Committee Team must refine the Committee Scope Statement
to clearly define each deliverable – including an exact definition of what will be produced and what
will not be produced.
2.2.1 UPDATE SCOPE, ASSUMPTIONS, AND CONSTRAINTS
Break each deliverable described in the Committee Scope statement down into smaller, more
manageable components. Repeat this until the components are small enough to be defined in the
greatest possible detail. Questions to ask to determine if each deliverable has been broken down
sufficiently are:
• Am I able to clearly define the component?
• Am I able to clearly state what will be done to complete the work and what will NOT be
done?
• Am I able to estimate the time needed to complete the component? Am I able to assign an
individual who will be responsible for completing the work?
• Am I able to assign a dollar value to the cost of completing the work?
If the answer to any of these questions is “No,” that particular component needs to be further broken
down. This “decomposition” exercise assists committee staff to better understand and properly
document the Committee Scope. It also provides information needed for Committee Schedule and
budget revision.
2.2.2 UPDATE COMMITTEE SCOPE STATEMENT
Consult Produce
Committee High Level Schedule Committee Scope Statement
Committee Scope Statement Template
© 2009 SEMOI 18 | P a g e
2.3 REFINE COMMITTEE SCHEDULE
2.3.1 DETERMINE COMMITTEE WORK INVOLVED AT DETAIL LEVEL
During the committee initiation phase, the deliverables breakdown structure (DBS) was produced.
This can almost be regarded as an initial or high-level work breakdown structure (WBS). During the
committee planning phase more information becomes available, and it is possible to develop a
detailed WBS by adding more levels to the DBS. The supplementary activity lists maintained while
preparing the MOC during the committee initiation phase come in handy at this point.
The WBS required to further plan the committee activities must be as detailed as possible.
The WBS is reviewed again and again to make sure everything is there. Supplementary items are
identified and added to the structure at appropriate levels.
To achieve a useful WBS, to what level is the work broken down?
A rule of thumb is that the WBS is broken down to the level where time, cost and resources required
for a work package can be determined with comfort. The level of detail must be balanced – too much,
and little benefit to accuracy is gained with the extra effort; too little, and accuracy could suffer. It is
essential, though, that all work packages are broken down to activity level.
2.3.2 CONSTRUCT THE WORK BREAKDOWN STRUCTURE (WBS)
Consult Produce
Committee High Level Schedule Committee WBS
2.3.3 PERFORM TIME ANALYSIS
Now that the work has been defined down to activity level, a time analysis is needed in order to
ensure that the plan is viable in terms of time. To do this, the activities contained in the work
packages at the lowest level of the WBS must be scheduled – in other words, determine when an
activity will take place and how long it will take to do. This means estimating the duration of each
activity and sequencing the activities in a logical order of execution or precedence. To illustrate this,
consider the task of building a house. Some activities could be: build walls, lay foundations, put up
roof, plaster walls. But imagine trying to execute the construction in that sequence. The logical order
would be: lay foundations, build walls, put up roof, plaster walls.
When performing the time analysis, the milestones and dates set on the milestone objective chart
(MOC) during the committee initiation phase need to be assessed. If the time analysis indicates that
they cannot be achieved, they need to be renegotiated with the upper management. Other dates too
may need to be regarded as milestones, such as contractual delivery dates and dates where another
contractor requires ‘access’ to completed work so that they can fulfill their obligations. Holidays and
industry shutdowns must also be taken into consideration.
The time analysis is repeated until the most realistic set of dates is obtained within the time
constraints – either those determined during the Committee initiation phase, or those renegotiated in
this phase. Ultimately, the MOC dates may need to be changed as a result of the time analysis.
Consult Produce
Committee WBS Updated Committee WBS
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2.3.4 PERFORM RESOURCE ANALYSIS AND ALLOCATE RESOURCES TO COMMITTEE
ACTIVITIES
The time analysis provides a clearer picture of how long the committee work will take, how long each
activity will take, and when each activity should start and end. This analysis only superficially
considered the resources required to do the work. The assumption made while doing the time
analysis is that unlimited resources are available.
It is now time to formalize the resource requirements of the committee and ensure that the
committee plan is viable in terms of resources. The resource analysis is always performed on the
results of the time analysis irrespective of the time analysis tool used. The resource analysis involves
determining the resource requirements for each activity. There are two reasons for analyzing the
resource requirements: 1) to determine the effect of the resources required on the committee time
schedule; 2) to provide a basis for the price/cost estimating process.
Resources can be people, materials, equipment and services. Money (expenditure and revenue) can
also be regarded as a resource, and it is an important consideration, as discussed in the following
section on cost analysis. This involves examining each activity included in the time analysis to
determine what resources are required to do the work and how those resources are spread over the
duration of the activity.
Consult Produce
Committee WBS Updated Committee WBS
2.3.5 UPDATE COMMITTEE SCHEDULE
Consult Produce
Committee WBS Committee Schedule
2.3.6 PRODUCE COMMITTEE HUMAN RESOURCES PLAN
During earlier processes, human resources required for tasks and activities were determined. At this
point, there should be a good understanding of the type of person required and the level of skills they
should have. The following tasks are necessary to prepare the human resources plan:
• Determine and document how the human resources will be brought into and out of the
committee team.
• Create role or job descriptions and people profiles.
• Identify specific people with the correct profiles to fill the roles. This may involve
negotiations with individuals and other committee coordinators. If the resource is not
available within the organization, recruitment agencies or individuals outside the
organization may have to be approached. This may require interfacing with the human
resources and procurement functional departments of the Event Office.
• Develop and document reward and incentive schemes as well as team-building activities.
• Plan and schedule any specific training required for the committee.
• Take into account leave and any other reasons assigned staff may be unavailable.
All the above aspects are documented in the Committee Human Resource Plan. Some factors such as
staff availability, training, and incentive and reward schemes will affect the time, cost and resource
analyses.
Consult Produce
Committee Schedule Committee Human Resource Plan
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2.3.7 PRODUCE COMMITTEE PROCUREMENT PLAN
The Committee Procurement Plan indicates which committee needs can best be met by obtaining
products or services outside the organization. It involves consideration of whether to procure, how to
procure, what and how much to procure, and when to procure it.
If the organization does not have a procurement ‘facility’ (buying department), such a function may
need to be established for the event or outsourced. Even if a procurement facility does exist, the
committee may require that specialists be approached to assist in contractual, specification or quality
assurance aspects.
Procurement has an impact on timing. Certain materials may need to be imported or may have long
lead times that could affect committee schedules. The concept of ‘just-in time’ procurement could
have an effect on the cash flow and funding.
Procurement invariably involves some form of contract, and such contracts need to be drafted if they
do not exist, or evaluated if they do. Conditions contained in contracts may mean that the time, cost
and resource analyses need to be considered and redone if necessary.
It is essential, therefore, that a procurement strategy and plan be developed to address all of the
above issues.
Consult Produce
Committee Schedule Committee Procurement Plan
2.4 REFINE COMMITTEE BUDGET
Based on the information now known about the committee as a result of Committee Planning
activities, the Committee Coordinator recalculates the budget required to complete committee
activities and tasks. As in the previous phase of the event, all costs must be considered including the
cost of human resources, equipment, travel, materials and supplies. In addition, the following
committee components must be taken into account:
• Committee Schedule – the schedule created during Committee Initiation has been revised
during Committee Planning to include more detail and greater accuracy regarding committee
activities, tasks, and durations. This information will be used as direct input to the refined
cost budget.
• Staff Acquisition – the Committee Coordinator must identify additional staffing
requirements. Strategies defined in Committee Initiation need to be changed accordingly.
Note that if the reporting relationships among different organizations, technical disciplines,
and/or individuals have changed in any way, the strategy used to acquire human resources
may need to be changed. Also, if the skills required to staff the committee are different from
those known during Committee Initiation, the means by which staff members are acquired
could be different. The Committee Coordinator must update the Committee Schedule to
include all tasks needed to acquire Committee Team members.
• Resource Requirements and Costs – at this point in time, a more detailed understanding of
the resources required to perform the work and their associated costs is most likely known
and can be used in refining the budget.
• Materials Acquisition – the Committee Coordinator must verify whether committee
requirements have changed since Committee Initiation. If changes have occurred, the
product acquisition strategies need to be changed accordingly. The Committee Coordinator
must update the Committee Schedule to include all tasks needed to acquire equipment,
materials, and other non-human resources.
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2.4.1 CALCULATE COSTS BASED ON ACTUAL INFORMATION IN WBS
Now that the level and timing of resources are known, the cost estimate produced in the committee
initiation phase can be improved. The cost estimate is developed using the cost breakdown structure
(CBS). The CBS is produced from the detailed WBS by adding cost elements that are not necessarily
related to work. Such elements could be provisions for risk (contingencies), interest on loans, license
fees and royalties, and certain administration overheads.
In practice, the CBS is created and the estimating process is started as soon as the detailed WBS is
defined. Cost information is fed into the CBS as and when it becomes available.
Material lists (bills of quantities) are now becoming available, decisions are being made as to the use
of subcontractors, and the procurement department is already pricing necessary items. As this
information becomes available, the cost estimate becomes more accurate until the best and final
estimate is reached.
Essentially, the estimating process is similar to that done to create the earlier estimate during the
committee initiation phase. The differences are that there is now a more detailed framework within
which to estimate and more information available to support it.
Consult Produce
Committee WBS Committee CBS
2.4.2 PERFORM CASH FLOW ANALYSIS
This analysis is only carried out once an accurate and stable plan has been developed. It entails taking
the money estimate and phasing it over the duration of the event in a similar way to the resource
analysis (that is, money is regarded as a resource). For the cash flow analysis, expenditure (outflows)
must be separated from income (inflows).
The result must be a graph or schedule showing the cumulative outflow and inflow of funds for each
time period in the event.
The prepared graph is an indication of the funding requirements of the committee, as discussed in the
earlier section of this chapter on financial viability. The committee coordinator needs to analyze this
graph in consultation with the event’s finance manager to determine whether the organization can
afford to implement the event. The committee coordinator cannot make this decision alone, as the
committee coordinator has no authority over the allocation of the organization’s funds.
Acting on the advice of the finance manager, the committee coordinator and the committee team
may need to ‘smooth’ and ‘optimize’ the committee cash flow in a similar way as for scarce resources.
The strategies for optimizing cash flow are similar to those for reducing cost and leveling resources.
The process of optimizing the cash flow may require changes to the cost, resource and time
components.
Consult Produce
Committee CBS Committee Cash Flow
2.4.3 UPDATE COMMITTEE BUDGET
Consult Produce
Committee CBS Committee Budget
Committee Cash Flow
SEMM Budget Guidelines
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2.5 COMMITTEE QUALITY MANAGEMENT
2.5.1 REFINE COMMITTEE QUALITY STANDARDS
The committee Coordinator must determine if changes have occurred to the Committee Scope,
Committee requirements, external standards or regulations, or any other aspect of the event that will
affect the quality standards established for each deliverable during Committee Initiation. If the
standards are no longer valid, the quality policy must be changed appropriately to refine existing
standards or define additional ones.
Also during Committee Planning, the Committee Coordinator communicates with the Event Manager
to establish and document all quality activities to be implemented during the course of the event to
ensure the defined quality standards will be met. This is called quality assurance. Sometimes quality
assurance for specific types of deliverables is performed by a separate Quality Assurance Department.
If an organization does not have the luxury of a Quality Assurance Department, the required activities
will need to be performed by designated Committee Team members.
A description of all quality activities to be implemented during the course of the event should be
included in the Committee Quality Management Plan.
2.5.2 UPDATE COMMITTEE QUALITY STANDARDS
Consult Produce
Committee Quality Standards Plan Updated Committee Quality Standards Plan
2.6 COMMITTEE RISK MANAGEMENT
2.6.1 PERFORM RISK ASSESSMENT
Risks require continual review and assessment throughout the event management lifecycle. The goals
of Risk Assessment are to predict the likelihood that a risk will occur, to quantify its potential impact
on the event, and to develop plans for risk management. Risks documented during Committee
Initiation should be reassessed during Committee Planning.
Next, an approach for risk management is developed. Actions can be taken to avoid, mitigate or
accept each risk, depending upon the probability of its occurrence and the magnitude of its impact on
the event. If a risk event can be anticipated, there should be sufficient opportunity to weigh
consequences and develop actions to minimize its negative impacts or maximize its positive ones.
The list of risks created during Committee Initiation is entered into the Committee Risk Management
Worksheet and supplemented by any additional risks identified in Committee Planning. Within the
worksheet, information is added to describe the risk probability, impact, and the timeframe in which
the impact may occur.
Based on these factors, the priority level of the risk event can be derived. Last, and most important,
risk management plans must specify the individuals responsible for the mitigation actions, the timing
of the actions to be implemented, and the expected results of the actions.
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In addition to quantifying risk probability and impact and formulating risk responses, the risk
assessment process facilitates establishment of an agreement for the Committee Team, and Event
Manager to collaborate in managing risks as they arise during the event.
2.6.2 IDENTIFY NEW AND UPDATE EXISTING COMMITTEE RISKS
The Committee Coordinator must review the list of risks initially identified for the committee to
determine if all risks remain applicable.
As a result of Committee Initiation and Planning, the Committee Coordinator and team members
should be considerably more knowledgeable about the committee activities and, therefore, better
able to recognize and predict risk events.
Through other activities taking place in Committee Planning specific to Cost, Scope, Schedule and
Quality (CSSQ), additional risk variables may be introduced to the event. Further refinement of the
Committee Scope may uncover areas of concern that were previously unknown. A more detailed
schedule may introduce a new level of complexity and interdependencies to the event, possibly
producing more risk. More accurately defined staffing requirements may call for resources with
unique skills whose availability may be diminishing. These are only a few examples of how risks in an
event evolve over time, with the focus shifting from one risk source to another.
The Committee Coordinator verifies the updated list of risks with the Committee Team and Event
Manager. As in Committee Initiation, the Committee Coordinator must consider both internal and
external risks, internal risks being those events the Committee Coordinator can directly control (e.g.,
staffing), and external risks, those that happen outside the direct influence of the manager (e.g.,
legislative action).
Once again, data and experiences from previous events may provide excellent insight into potential
risk areas and ways to avoid or mitigate them. If the organization has a list of common committee
risks, it can be useful to ensure that the Committee Coordinator has considered all potential risk
elements in the current list. The Committee Coordinator should update the organization’s list as
necessary based on the results of the current event.
Consult Produce
Committee Risks List Committee Risk Management Plan
SEMM Risk Management Plan Template
SEMM Risk Management Guidelines
2.6.3 QUANTIFY COMMITTEE RISKS
The Committee Coordinator and Committee Team members evaluate each risk in terms of the
likelihood of its occurrence and the magnitude of its impact. Both criteria should be quantified using a
five-point scale: very high, high, medium, low and very low.
These measurements are used as input into the Committee Risk Management Worksheet for further
analysis when determining how the risk threatens the event. There are many tools available to
quantify risks. The Committee Risk Management Worksheet presented here has been selected for its
simplicity and ease of use. More sophisticated tools may be necessary for large-scale high-risk events.
A factor to be considered when quantifying risks is stakeholder risk tolerance, the threshold to which
the Performing Organization will assume risk, which is dependent on its attitude toward and
motivation for the event. For example, an agency may view a 15% chance of an activity overrun as
acceptable since the cost benefit for the organization to do the event far outweighs this factor. The
Committee Coordinator’s understanding of the organization’s strategic direction and the motivation
© 2009 SEMOI 24 | P a g e
of the Event Manager will help determine the level of risk tolerance for the event.
Consult Produce
Committee Risks List Updated Committee Risk Management Plan
2.6.4 PRODUCE COMMITTEE RISK MANAGEMENT PLAN
The Committee Coordinator evaluates the results of the previous task to determine an appropriate
response for each risk: avoidance, mitigation or acceptance. Each case will require a decision by the
Committee Team. The Committee Coordinator is then responsible for communicating the steps
necessary to manage the risk and following up with team members to ensure those steps are taken.
Since each risk may have more than one impact, the Committee Risk Management Plan must describe
the actions to be taken to avoid, mitigate or accept each risk impact, including contingency plans. It
should also specify the individuals responsible for the mitigation actions or contingency plan
execution.
Attention should be directed to those risks most likely to occur, with the greatest impact on the
outcome of the event. On the other hand, a conscious decision can also be made by the Committee
Team to accept or ignore certain risks. These decisions must be documented as part of the Committee
Risk Management Plan for subsequent re-evaluations.
Some commonly employed risk mitigation strategies may include:

• Procurement – some risks can be mitigated through procurement. For example, if the
committee requires staff with particular skills it may be advisable to retain resources through
an outside organization. Unfortunately, this may introduce other risk factors such as the
resource’s unfamiliarity with the agency.
• Resource Management – it may be beneficial to leverage a lead resource that has already
worked on a committee with similar characteristics by assigning that resource as a mentor to
more junior team members. This will mitigate delays in the schedule due to the learning
curve of more junior resources.
• Use of Best Practices/Lessons Learned – some organizations already have repositories of
committee specific best practices, which may help you to prepare for unanticipated risks.
Taking advantage of other event best practices, whether they are process or tool based, will
help to mitigate risk. Implementing processes that have worked successfully on other events
will save time.
Consult Produce
Committee Risks List Updated Committee Risk management Plan
2.7 COMMITTEE COMMUNICATION MANAGEMENT
2.7.1 REFINE COMMITTEE COMMUNICATION NEEDS
A preliminary Committee Communications Plan was developed for inclusion in the Initial Committee
Plan during Committee Initiation, and describes how communications will occur. As the event
progresses, certain events may occur that alter the way information is accessed or change
communication requirements. For example, a department may move to a new building, allowing
© 2009 SEMOI 25 | P a g e
Committee Team Members access to email for the first time. Or a change in personnel may dictate a
change in the frequency of communications. During Committee Planning and subsequent phases, the
Committee Coordinator should review the Committee Communications Plan with the Committee
Team to be sure it is still viable. If it is determined that any portion of the plan is no longer applicable,
the Committee Coordinator must develop appropriate revisions to the plan.
Also, at this point in time, sufficient information is most likely known to allow the Committee
Coordinator to describe in further detail what the distribution structure will look like. Part of the
Committee Communications Plan describes how communications will be managed. Depending on the
event, communications management may be very informal or highly sophisticated. When deciding
how to manage communications on the committee, a Committee Coordinator solicits information
from the Committee Team and Stakeholders and together they decide:
• How committee information will be collected and stored, and what procedures will be
followed to disseminate the information. If an electronic filing structure will be used,
someone must be responsible for its setup and maintenance. Information access should be
defined.
• The distribution structure, specifically detailing what, how, and when information will flow to
Stakeholders. For Internal Stakeholders, communication channels currently established in
the organization should be used. For External Stakeholders, different channels may be
required for each discrete Stakeholder group. The team must decide when it should occur,
what information should be communicated, and how it should be delivered. The distribution
structure for External Stakeholders must take into account how the particular Stakeholder
group will be affected by this event.
• The method by which information will be accessed if it is needed between regularly
scheduled communications. Information requiring communication comes from different
sources. Sometimes it is already documented in hard copy or electronic form, but
sometimes it is conveyed during formal meetings, informal gatherings, or simple
conversations. The Committee Coordinator must be aware that this information exists and
be prepared to convey it using the communications management system. Some sources of
committee information that may require communication include:
o Status Meetings
o Status Reports
o Memos
o Newsletters
o Executive Correspondence
o Meeting Notes
o Executive Meetings
o Steering Committee Meetings
2.7.2 UPDATE COMMITTEE COMMUNICATION PLAN
Consult Produce
Committee Communication Plan Template Committee Communication Plan
SEMM Communication Management
Guidelines
2.8 DEFINE CHANGE CONTROL PROCESS
Every aspect of the committee defined during Committee Initiation and Planning has the potential to
change. In fact, change should be expected to occur throughout every event phase; but if an effective
change control process is defined and agreed upon during Committee Planning, any change should be
able to be handled without negative effect on the committee outcome.
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Committee change is not defined simply as a change to the cost, end date, or Committee Scope.
Change should be defined as ANY adjustment to ANY aspect of the Committee Plan or to ANY already
approved deliverable(s). This includes anything formally documented in the Event Charter, Committee
Plan, or any deliverable produced during the course of the event.
Consult Produce
Committee Change Management Plan Committee Change Management Plan
Template
SEMM Change Management Guidelines
2.9 DEFINE ISSUE MANAGEMENT AND ESCALATION PROCESS
Issue management involves capturing, reporting, escalating, tracking, and resolving problems that
occur as the event progresses. A process must be in place to manage issues, since they can potentially
result in the need for change control and can become major problems if not addressed. The following
items must be agreed upon between the Committee Coordinator and Event manager and must be
documented and included as a section of the Committee Plan:
• How issues will be captured and tracked

• How issues will be prioritized
• How and when issues will be escalated for resolution
Consult Produce
Committee Issue Management Plan Template Committee Issue Management Plan
SEMM Issue Management Guidelines
2.10 COMMITTEE PLAN
2.10.1 COLLATE ALL COMMITTEE DOCUMENTATION
Collate all committee documentation as at this point and produce the integrated committee plan.
2.10.2 PRODUCE COMMITTEE PLAN
Consult Produce
Committee Schedule Committee Plan
Committee Budget
Committee Risks List
Committee Communication Plan
Committee Quality Management Plan
Committee Change Management Plan
Committee Issue Management Plan
2.10.3 SUBMIT COMMITTEE PLAN TO EVENT MANAGEMENT OFFICE
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2.11 HOLD WEEKLY COMMITTEE PROGRESS MEETINGS
2.11.1 PREPARE COMMITTEE PROGRESS MEETING AGENDA AND PRESENTATION
Prior to the meeting, an agenda and a presentation highlighting the contents of the Progress Report
should be prepared by the Committee Coordinator.
Consult Produce
SEMM Progress Meeting Agenda Template Committee Progress Meeting Agenda
SEMM Progress Meeting Presentation Committee Progress Meeting Presentation
Template
2.11.2 INVITE COMMITTEE STAKEHOLDERS TO COMMITTEE PROGRESS MEETING
Consult Produce
Invitation
2.11.3 HOLD COMMITTEE PROGRESS MEETING
to capture decisions, issues, and action items. The Progress Report and any applicable supporting
2.11.4 PRODUCE AND DISTRIBUTE COMMITTEE PROGRESS MEETING MINUTES
Consult Produce
SEMM Progress Meeting Minutes Template Committee Progress Meeting Minutes
Committee Progress Meeting Stakeholders
List
2.12 END OF PLANNING PHASE APPROVAL
At this time, the Committee Coordinator should schedule a meeting to discuss and gain agreement to
secure Committee Planning resources. Meeting attendees should always include the Event Manager.
Attendees may also include members of other agencies who are able to provide resources that will
add value during Committee Planning. During the meeting, resources are formally secured by gaining
the signatures of the appropriate managers on the Committee Deliverable Approval Form.
2.12.1 PREPARE END OF PLANNING PHASE MEETING AGENDA AND PRESENTATION
© 2009 SEMOI 28 | P a g e
Consult Produce
SEMM End-of-Phase Meeting Agenda Committee End-of-Phase Meeting Agenda
Template
SEMM End-of-Phase Presentation Template Committee End-of-Phase Presentation
2.12.2 INVITE COMMITTEE STAKEHOLDERS TO END OF PLANNING PHASE MEETING
Consult Produce
Invitation
2.12.3 HOLD COMMITTEE END OF PLANNING PHASE MEETING
Consult Produce
SEMM End-of-Phase Deliverable Approval Signed Committee End-of-Phase Deliverable
Form Template Approval Form
2.13 ACQUIRE AND ORGANIZE COMMITTEE STAFF FOR EXECUTION PHASE
2.13.1 PRODUCE COMMITTEE ORGANIZATION CHART FOR EXECUTION PHASE
2.13.2 IDENTIFY SKILLS AND KNOWLEDGE NEEDED FOR EXECUTION PHASE
2.13.3 INVITE, INTERVIEW, AND RECRUIT PEOPLE FOR EXECUTION PHASE
2.13.4 GET THE EXECUTION TEAM ACQUAINTED WITH SEMM
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3 EVENT EXECUTION PHASE
3.1 COMMITTEE EXECUTION KICK-OFF MEETING
The purpose of the Committee Execution and Control Kickoff is to formally acknowledge the
beginning of Committee Execution and Control and facilitate the transition from Committee Planning.
Similar to Committee Planning Kick-off, Committee Execution and Control Kickoff ensures that the
Committee is still on track and focused on the original organizational need.
Many new team members will be introduced to the committee at this point, and must be thoroughly
oriented and prepared to begin work. Most importantly, current committee status is reviewed and all
prior deliverables are re-examined, giving all new team members a common reference point.
3.1.1 PREPARE COMMITTEE EXECUTION KICK-OFF MEETING AGENDA AND

PRESENTATION
Consult Produce
SEMM Execution Kick-Off Meeting Agenda Committee Execution Kick-Off Meeting Agenda
Template
SEMM Execution Kick-Off Meeting Committee Execution Kick-Off Meeting
Committee Plan
3.1.2 IDENTIFY COMMITTEE STAKEHOLDERS TO BE INVITED TO COMMITTEE

EXECUTION KICK-OFF MEETING
Consult the Event stakeholders list and compile the Committee Execution Kick-Off Meeting
Stakeholders List
Consult Produce
Event Stakeholders List Committee Execution Kick-Off Meeting
Stakeholders List
3.1.3 INVITE COMMITTEE STAKEHOLDERS TO COMMITTEE EXECUTION KICK-OFF

MEETING
Send formal invitations to all people on the Committee Execution Kick-Off meeting Stakeholders List.
Consult Produce
Committee Stakeholders List Committee execution Kick-Off Meeting
3.1.4 HOLD COMMITTEE EXECUTION KICK-OFF MEETING
As was the case for Committee Initiation and Committee Planning, a meeting is conducted to kick off
Committee Execution and Control.
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During the meeting, the Committee Coordinator should present the main components of the
Committee Plan for review. Other items to cover during the meeting include:
• Introduction of new team members
• Roles and responsibilities of each team member
• Restating the objective(s) of the committee and goals for Execution and Control
• Latest Committee Schedule and timeline
• Committee Communications Plan
• Committee risks and mitigation plans
• Current committee status, including open issues and action items
The goal of the kick-off meeting is to verify that all parties involved have consistent levels of
understanding and acceptance of the work done so far, to validate expectations pertaining to the
deliverables to be produced during Committee Execution and Control, and to clarify and gain
understanding of the expectations of each team member in producing the deliverables.
Attendees at the Committee Execution and Control Kick-off Meeting include the Committee
Coordinator, Committee Team, Event manager, and any other Stakeholders with a vested interest in
the status of the committee. This is an opportunity for the Event Manager to reinforce the
importance of the event and how it supports the organization’s need.
As at every formal committee meeting, the Committee Coordinator should be sure that one of the
Committee Team members in attendance is designated as the scribe for the session, to capture notes
and action items. Following the session, the notes and action items should be compiled into meeting
minutes to be distributed to all attendees for review and approval, and should be added to the event
repository.
3.1.5 ORIENT NEW TEAM MEMBERS
As in Committee Planning, the goal of orienting new Committee Team members is to enhance their
abilities to contribute quickly and positively to the committee’s desired outcome. If the Committee
Coordinator created a Team Member Orientation Packet during Committee Planning, the packet
should already contain an orientation checklist, orientation meeting agenda, committee materials,
and logistical information that will again be useful.
The Committee Coordinator should review the contents of the existing Team Member Orientation
Packet to ensure that they are current and still applicable to the committee. Any changes needed to
the contents of the packet should be made at this time. Once updated, packet materials can be
photocopied and distributed to new team members to facilitate their orientation process. The
Committee Coordinator or Team Leader should conduct one-on one orientation sessions with new
members to ensure that they read and understand the information presented to them.
If the orientation packet was not created during Committee Planning and new team members are
coming on board, the Committee Coordinator must gather and present information that would be
useful to new team members, including:
o All relevant committee information from Committee Origination, Committee Initiation, and
Committee Planning
o Organization charts – Committee Team, Event Team, Performing Organization
o Information on Committee Roles and Responsibilities
o Logistics (parking policy, work hours, building/office security requirements, user id and
password, dress code, location of rest rooms, supplies, photocopier, printer, fax,
refreshments, etc.)
o Committee procedures (team member expectations, how and when to report committee
time and status, sick time and vacation policy)
o SEMM documents and guidelines
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3.2 EXECUTE COMMITTEE PLAN
3.2.1 MONITOR AND EVALUATE COMMITTEE PERFORMANCE AND PROGRESS
Monitoring is the collecting, recording and reporting of information concerning all aspects of
committee performance that the Committee Coordinator and others wish to know.
Control and monitoring are not the same. Monitoring is measuring and reporting against progress;
control includes monitoring, but it also includes taking timely, corrective action to meet committee
objectives or goals.
Monitoring, therefore, is an essential part of control. Monitoring is the activity that determines
whether the committee is proceeding according to plan, and reports any variances.
It must be stressed that the purpose of monitoring is not to provide a basis for penalizing or
rewarding committee members. The intention is to highlight deviations from the plan, identify the
need for possible corrective action, and establish a basis for taking corrective action before the
situation becomes irrecoverable or uncontrollable.
3.2.2 APPLY CONTROL, FEEDBACK AND PROBLEM SOLVING
Control is management, not paperwork. Control is about:

• analyzing the situation reflected in the reports;
• deciding what course of action is necessary to recover the plan;
• proceeding with the recovery actions.
Day-to-day problems are addressed as they arise. Problems arising that can be dealt with rapidly
should not wait to be reported on first at a regular meeting. Others that cannot be resolved are
escalated via the issues management system. Managers at all levels, but particularly the Committee
Coordinator, must be resolute in taking action. They must act for the sake of the event, even when
that means making tough decisions. They must also be seen to be taking action by the committee
team, to reinforce the need for control and to motivate the team.
The Committee Coordinator must hold formal and regular review meetings individually with the
committee team, and Event Manager to discuss the status of the committee, resolve problems and
decide on action. These meetings can be co-located or virtual via videoconferencing.
Although all address similar aspects, the level of detail will vary depending on the meeting
participants. These meetings normally occur in the following sequence.
The Committee team meets first, as regularly as required but at least weekly. Prior to the meeting the
Committee Coordinator receives reports from task group leaders. Either the Committee Coordinator
personally or support staff collate the information, and prepare the progress report for discussion.
Following the discussion a summary report for event management is created. This summary is
discussed at a commmittee/management meeting.
Having reviewed and analyzed the reports, the relevant committee participants must take corrective
action to overcome any problems identified. The course of action obviously depends on the problem,
but will generally be one of the following:
• rearranging the workload;
• putting in more resource or effort;
• moving milestone dates;
• lowering the level of quality/expectation.
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3.2.3 MANAGE COMMITTEE SCOPE
During Committee Planning, the Committee Coordinator, through regular communication with the
Event Manger, refined the Committee Scope to clearly define the content of the deliverables to be
produced during Committee Execution and Control. This definition includes a clear description of
what will and will not be included in each deliverable.
The process to be used to document changes to the Committee Scope was included in the Committee
Plan. This process includes a description of the way scope will be managed and how changes to scope
will be handled. It is important that the Committee Coordinator enforce this process throughout the
entire event, starting very early in Committee Execution and Control.
Even if a scope change is perceived to be very small, exercising the change process ensures that all
parties agree to the change and understand its potential impact. Following the process each and
every time scope change occurs will minimize confusion as to what actually constitutes a change.
Additionally, instituting the process early will test its effectiveness, get the Event Manager
accustomed to the way change will be managed throughout the remainder of the event, and help
them understand their roles as they relate to change.
As part of managing scope change, one of the Committee Coordinator’s functions is to ensure that
the committee produces all the work but ONLY the work required and documented in the Committee
Scope.
Any deviation to what appears in the scope document is considered change and must be handled
using the change control process. Sometimes, despite the best effort of the Committee Coordinator
to carefully document what is in and outside of scope, there is disagreement between the Committee
Coordinator and Event manager regarding whether something is a change. When conflicts occur, the
Committee Coordinator and Event Manager must be willing to discuss their differences of opinion and
reach a compromise. If a compromise cannot be reached, it may be necessary to escalate the issue to
a higher level of management.
Once the Committee Coordinator and Event Manager agree that scope change is occurring, they all
must take the time to thoroughly evaluate the change. In order to effectively evaluate change, the
Committee Coordinator must forecast the impact of the change on the remaining three “quadruple
constraints”: Cost, Schedule and Quality.
Equipped with this information, the Committee Coordinator and Event Manager will be able to
determine if implementing the proposed change would be beneficial. If it is determined, for example,
that the cost of implementing a change outweighs the benefit, the change should most likely be
rejected or put aside for future consideration.
When a scope change is determined to be beneficial to the outcome of the event, approval and
funding for the change is secured. At this point, the Committee Coordinator must follow the
procedures defined in the Committee Plan to implement the change.
The Committee Coordinator must incorporate any agreed-upon changes or addenda into the
deliverables produced during Committee Initiation and Committee Planning. This ensures that all
committee deliverables are in line with the revised Committee Scope.
Any lessons learned from scope change control should be documented and included in the event
repository for later use by the current event and any other events to be performed by the
organization.
Throughout Committee Execution and Control, continuous communication between the Committee
Coordinator, and Event manager is crucial in managing scope.
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3.2.4 MANAGE COMMITTEE SCHEDULE
During Committee Planning, an agreed-upon baseline was established for the Committee Schedule.
This baseline will be used as a starting point against which performance on the committee will be
measured. It is one of many tools the Committee Coordinator can use during Committee Execution
and Control to determine if everything is on track.
Committee Team members must use the communications mechanisms documented in the
Communications Plan to provide feedback to the Committee Coordinator on their progress. It is
recommended that each team member prepare a Progress Report.
This report documents effort spent on tasks and provides estimates of the effort required to
complete them. Progress Reports are used by the Committee Coordinator to update the Committee
Schedule.
The Committee Coordinator must emphasize to the team the importance of accurate reporting, and
must be vigilant in collecting information at a detailed level. Using the information contained in the
Progress Reports, the Committee Coordinator tracks work done against the tasks in the Committee
Schedule. If the time remaining to complete a task in the schedule differs from the estimated time,
the schedule should be updated accordingly. It is recommended that the Committee Coordinator
update the Committee Schedule on a regular basis. Frequent updates to the schedule not only save
time in the long run, they also allow the Committee Coordinator to quickly spot potential problem
areas. Small slippages on individual tasks may combine to create significant issues with other,
dependent tasks.
3.2.5 MANAGE COMMITTEE BUDGET
The Committee Coordinator must know the extent of his/her authority to make budget decisions. For
example, is the Committee Coordinator allowed to authorize work that requires additional hours of
salaried personnel time, or must employee time extensions go through the same approval process as
contract personnel or equipment purchases? Often, the Committee Coordinator must work closely
with fiscal and contract personnel in other divisions to track and control costs. These relationships
must be established early in the event management lifecycle.
Part of the Committee Coordinator’s job is to ensure that the committee’s tasks are completed within
the allocated and approved budget. Budget management is concerned with all costs associated with
the committee, including the cost of human resources, equipment, travel, materials and supplies.
Increased costs of materials, supplies, and human resources, therefore, have a direct impact on the
budget. Just as task duration estimates are tracked carefully against actual, the actual costs must be
tracked against estimates. The same analysis should be conducted and the same questions asked:
What other aspects of the budget were constructed based upon these estimates? Changes to the
scope of the committee will most often have a direct impact on the budget. Just as scope changes
need to be controlled and managed, so do changes to the Committee Budget.
It is the responsibility of the Committee Coordinator to closely monitor the financial performance of
the committee and take responsibility for addressing cost-related issues as they arise. In addition, the
Committee Coordinator should always be aware of the effect his/her decisions may have on the total
cost of the committee, both before and after the implementation.
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3.2.6 MANAGE COMMITTEE QUALITY
Quality control involves monitoring the committee and its progress to determine if the quality
assurance activities defined during Committee Planning are being implemented and whether the
results meet the quality standards defined during Committee Initiation. The entire organization has
responsibilities relating to quality, but the primary responsibility for ensuring that the committee
follows its defined quality procedures ultimately belongs to the Committee Manager. The following
figure highlights the potential results of executing an event with poor quality compared to an event
executed with high quality:
Poor Quality High Quality

Increased Costs Lower Costs
Low Morale Happy, Productive Event Team
Low Customer Satisfaction Delivery Of What The Customer Wants
Increased Risk Lower Risk
3.2.7 MANAGE COMMITTEE RISKS
During Committee Initiation and Planning, risks were remote events with uncertain probabilities of
coming true. In Execution and Control, however, impact dates draw closer, and risks become much
more tangible.
The Committee Coordinator must continually look for new risks, reassess old ones, and re-evaluate
risk mitigation plans. The Committee Coordinator should involve the whole Committee Team in this
endeavor, as various team members have their particular expertise and can bring a unique
perspective to risk identification. As the Risk Management Worksheet is integrated into the status
reporting process, this review and re-evaluation should take place automatically, with the preparation
of each new status report.
Because the Risk Management Worksheet places risks in order according to their priority level, it is
important to update all quantifiable fields to portray an accurate risk landscape. The risk probabilities
may have changed; the expected level of impact may be different, or the date of impact may be
sooner or later than originally anticipated – all of these variables determine which risks the
Committee Team will concentrate on first.
Likewise, the Risk Management Plan needs to be constantly re-evaluated. Make sure the right people
are still assigned to mitigation actions and that the actions still make sense in the context of the latest
developments.
Another consideration is whether a specific risk’s probability level is high enough to warrant
incorporating the Risk Management Plan in the Committee Schedule via the change control process. If
so, the risk should be removed from the worksheet.
Finally, the Committee Coordinator must be constantly on the lookout for additional risks. Reviewing
the risks as part of regular status reporting should involve the whole Committee Team via
bidirectional communications.
Sooner or later, one of the events on the Risk Management Worksheet – or an entirely new and
unexpected risk – will actually occur. The Committee Coordinator and Committee Team members
must evaluate the risk event and invoke the Risk Management Plan. There are generally three
possible response scenarios:
• If the risk occurred as expected, the existing Risk Management Plan may be adequate for dealing
with it.
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• If the risk occurred in a different manner, or other circumstances have come to bear, the Risk
Management Plan may have to be modified.
• If the risk event was unexpected and unanticipated, a whole new Risk Management Plan must be
created to address it.
Regardless of the scenario, however, as soon as the risk event occurs it ceases to be a risk (future,
possible event) and becomes an issue (current, definite condition). As a result, it should transition
from the Risk Management Worksheet and onto the list of current committee issues, with the Risk
Management Plan becoming the issue’s Action Plan.
During the entire risk management process, the Committee Coordinator should be especially vigilant
regarding the effect on the committee’s Cost, Scope, Schedule and Quality (CSSQ). With the proper
risk management processes in place, many risk events may come to pass without affecting (either
positively or negatively) the committee’s defining parameters. However, when a risk event occurs
that threatens the committee’s scope, quality standards, schedule or budget, the Committee
Coordinator must determine the proper course of action to protect the integrity of the event.
Until CSSQ impact is certain, the Committee Coordinator must, at a minimum, introduce the event to
the list of current committee issues. The issue’s Action Plan must reflect all the tasks required to
accurately determine what impact (if any) the event will have on CSSQ. Once the impact is certain and
quantifiable, the Committee Coordinator should transition the issue to the Change Control process
3.2.8 MANAGE COMMITTEE ISSUES
Managing issues involves documenting, reporting, escalating, tracking, and resolving problems that
occur as the event progresses.
During Committee Planning, the Committee Coordinator and Event Manager agreed upon and
documented the process for managing issues and included the process in the Event Plan.
The issue escalation and management process addresses the following:

• How issues will be captured and tracked
• How issues will be prioritized
• How and when issues will be escalated for resolution
Issues are usually questions, suggestions, or problems raised by Committee Team members, including
the Committee Coordinator and Event manager. They are different from changes in that they do not
usually have an immediate impact on the Committee Scope or Schedule. If issues remain unresolved,
however, they are likely to affect the Committee Schedule or Budget, resulting in the need for change
control. It is, therefore, very important to have an issue escalation and management process in place,
and to execute the process before change control procedures become necessary.
Anyone involved in a Committee in any way can and should inform the Committee Coordinator of
issues. It is the responsibility of the Committee Coordinator and Event Manager to foster an
environment where communicating issues is not only acceptable but strongly encouraged. Individuals
should feel a responsibility to the organization to voice their concerns. If individuals are fearful of
communicating issues, the resulting effect on the event can be devastating.
3.2.9 MANAGE COMMITTEE COMMUNICATIONS
During Committee Planning, the Communications Plan was refined to describe how committee
communications will occur, and expanded to describe the way communications will be managed.
As the event progresses, events may occur to alter the way information is accessed or change
communications requirements. During Committee Execution, the Committee Coordinator and
Committee Team must again review whether the Communications Plan is still current and applicable
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to the Committee. If it is determined that any portion of the plan is no longer applicable, the
Committee Coordinator should update the document.
During Committee Execution the Communications Plan is carried out so that required information is
made available to the appropriate individuals at the appropriate times, and new or unexpected
requests receive a prompt response. Communications must continue to be bi-directional during
Committee Execution.
The Committee Coordinator must provide required information to the Committee Team and
appropriate Stakeholders on a timely basis, and the Committee Team and Stakeholders must provide
required information to the Committee Coordinator.
In addition to having a solid Communications Plan in place, it is the responsibility of members of the
Committee Team to exercise good communication skills. When composing correspondence, progress
reports, meeting minutes, etc., and when speaking with individuals face to face, the team members
are responsible for clear, unambiguous, and complete communication of information.
The receiver, in turn, must be sure information is not only received correctly and completely, but that
it is understood. During Committee Execution, the Committee Coordinator, Committee Team, and
Stakeholders will share information using a variety of communication mechanisms. These were
defined during Committee Planning and may include:
• Status Meetings
• Status Reports
• Memos
• Newsletters
• Executive Correspondence
• Meeting Notes
• Executive Meetings
• Steering Committee Meetings
This information is collected, stored and disseminated based upon procedures established and
documented in the Communications Plan. While executing the plan, the Committee Coordinator must
be aware of how the organization will use the information, and whether the plan is effective. He/she
must be flexible and ready to modify the plan if portions of it are not working as expected or
communications needs change within the Performing Organization.
Of the many mechanisms available to the Committee Coordinator, status reporting is particularly
useful for communicating the performance of a committee. Committee Team members must
complete Progress Reports providing regular feedback to the Committee Coordinator. These reports
can serve a dual purpose – as a reporting mechanism to the Committee Coordinator and also to the
team member’s immediate supervisor. Progress Reports should document detailed descriptions of
actual work accomplished and include Team members’ estimates of the effort they feel will be
required to complete tasks. Progress Reports should also contain information regarding work to be
done in upcoming weeks, and list any issues preventing completion of required tasks.
When correctly completed by the Committee Team, the reports are very useful to the Committee
Coordinator for updating the Committee Schedule, and for anticipating issues and proactively
planning ways for their resolution.
Using the Progress Reports prepared by the Committee Team, the Committee Coordinator should
complete a Status Report to be presented to the Event manager. In this report, the Committee
Coordinator measures the “health and progress” of the committee against the Committee Plan. It is
the primary communication vehicle between the Committee Coordinator and the Event Manager, and
should contain the following information:
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• Summary of Progress to Committee Schedule – a high-level glance at the major
committee deliverables, with their intended and actual start and end dates.
• Issues and action items – a running list of open and closed issues, including the name of
the person responsible for taking action to resolve them.
• Significant accomplishments – a list of the most important completed tasks, or a
description of work done toward their completion.
• Significant planned accomplishments for the following weeks – a description of the most
important tasks scheduled for completion during the following weeks.
• Deliverable acceptance log – a running diary of actions taken toward acceptance of
deliverables.
• Change control log – a running diary of actions taken toward acceptance of change
control.
• Lost time – a description of any situation that occurred that resulted in the Committee
Team being unable to perform work.
Other committee documents that should be attached to the Status Report include any Change
Control Requests, Deliverable Acceptance Forms, Meetings Notes, and the Risk Management
Worksheet.
The Status Report becomes the point of discussion for the Status Meeting, the regularly scheduled
forum where the Committee Coordinator presents the committee status and discusses issues with the
Event Manager.
The Committee Coordinator should periodically assemble the Committee Team to review the status
of the committee, discuss their accomplishments, and communicate any issues or concerns in an
open, honest, constructive forum. These meetings are ideal opportunities for the Committee
Coordinator to gain insight into the day-to-day activities of Committee Team members, especially if
the team is large and individual interaction between the Committee Coordinator and each team
member is infrequent.
During the meeting the Committee Coordinator should review the Committee Schedule with the team
and verify with each member the work that needs to be accomplished in upcoming weeks.
Part of the meeting should focus on the team’s Progress Reports, to verify estimates to complete
tasks and to discuss issues that may impact estimates. The Committee Coordinator can then use
information communicated during the Committee Team meetings as input to the Status Report.
The regularly-scheduled Committee Team meeting is also a good forum to recognize individual
accomplishments, and to reward team members for outstanding work.
As documents are gathered and generated during Committee Execution, the Committee Coordinator
is responsible for filing them in the appropriate location in the event repository. The repository must
be maintained on a continuous basis, as it represents a history of the committee, from its inception
through closure. It will be used as a reference manual throughout the event and should, therefore, be
made available to every member of the Committee Team. At a minimum, the Committee Coordinator
should make sure the following repository items are always current:
o Committee Schedule, including any committee financials
o Status Report, including:
Change control log
Issues log (open and closed)
Deliverable acceptance log
o Team member Progress Reports
o Team member timesheets, if used
o Risk Management Worksheet
o All correspondence, including any pivotal or decision-making memos, letters, email, etc.
o Meeting notes, results and/or actions
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3.3 PROGRESS MEETINGS
3.3.1 HOLD DAILY PROGRESS MEETINGS
If an event is to be successfully completed, all relevant committee participants must be kept informed
about the status of the event. If everyone is aware of the objectives and how well they are being
achieved, they will also know what needs to be done and will be motivated to work towards
remaining goals. There are no set standards for communicating event status – various schedules,
graphs and reports can be used. Enough information must be reported to indicate status and allow
decision making, without causing an ‘information overload’.
The information in the reports is summarized from the various monitoring and controlling schedules
and reports. The content of the report depends on its destination. The communications plan
developed from the stakeholder analysis during the definition and planning phases must be taken into
consideration in this and the next step.
3.3.2 PRODUCE PROGRESS, STATUS AND PERFORMANCE REPORTS
A typical progress report could contain the following:

• event status overview;
• schedules such as cost reports, Gantt charts, activity schedules, performance reports (earned
value calculations);
• progressed milestone objective chart;
• quality report;
• issue lists;
• performance, cash flow and production graphs;
• problems and possible solutions;
• risk evaluation;
• decisions required.
Consult Produce
SEMM Progress Report Template Committee Progress Report
3.4 END OF EXECUTION PHASE APPROVAL
3.4.1 PREPARE END OF EXECUTION PHASE MEETING AGENDA AND PRESENTATION
Consult Produce
Committee End-of-Phase Meeting Agenda Committee End-of-Phase Meeting Agenda
Template
Committee End-of-Phase Presentation Committee End-of-Phase Presentation
Template
3.4.2 INVITE COMMITTEE STAKEHOLDERS TO END OF EXECUTION PHASE MEETING
Consult Produce
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Invitation
3.4.3 HOLD COMMITTEE END OF EXECUTION PHASE MEETING
Consult Produce
Committee End-of-Phase Deliverable Signed Committee End-of-Phase Deliverable
Approval Form Template Approval Form
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4 EVENT CLOSURE PHASE
4.1 SOLICIT FEEDBACK FROM STAKEHOLDERS
The most important measures of the success of the event are whether the event was developed and
delivered successfully and how well the needs of the Customers have been met. The most effective
way to determine these measures is to Solicit Feedback.
The Committee Coordinator should gather feedback using a survey appropriate to the committee’s
activities. Depending on the size and type of the event and the structure of the Performing
Organization, different surveys may be required for different stakeholder groups, and surveys will
need to be distributed to the appropriate individuals. At a minimum, feedback should be solicited
from the Event Manager and Committee Team members who performed the tasks in the Committee
Schedule. The Committee Coordinator should determine if surveys should also be given to other
stakeholders in order to collect sufficient information for assessing the success of the committee in
meeting its goals and their needs. The survey must also assess the outcome of the event and the
performance of the Committee Team. The Committee Coordinator must stress to all survey
participants the importance of their honest feedback as one of the primary mechanisms for assessing
the Committee’s performance.
The written survey should be distributed, in either electronic or hard copy form, with a specific due
date for its completion. The Committee Coordinator should follow up if the survey is not returned on
time. If distribution is extensive, it may be helpful to keep a list of to whom and when the survey was
sent and returned.
The Committee Coordinator also has the option of conducting a survey in person or over the
telephone. An interview survey can often be more effective than a written one. While those
responding to a written survey are limited to answering the questions as they are written, an intuitive
Committee Coordinator will be able to expand upon the verbal responses of the survey participant,
gathering information that might otherwise not be uncovered. In some cases, however, participants
may be reluctant to disclose information as honestly in person. The Committee Coordinator may not
be the appropriate person to administer the survey interview to some Stakeholder groups.
Once survey feedback has been collected, the Committee Coordinator must review, analyze, and
summarize the results for presentation at the Committee Assessment Meeting.
The following is a suggested list of categories to use when compiling survey information:
• Committee Effectiveness
• CSSQ Management
• Risk Management
• Communications Management
• Issues Management
• Implementation and Transition
• Performance of Committee Team
Summarized feedback will be used during the Committee Assessment Meeting as a starting point for
identifying lessons learned and best practices to use in future events. It will also be included in the
Post-Implementation Report created at the end of Committee Closeout.
4.2 CONDUCT COMMITTEE ASSESSMENT
The goal of this task is for the Committee Coordinator to meet with select members of the Committee
Team and stakeholder community to present the summarized results of the feedback surveys, discuss
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all other aspects of the completed event, gain consensus on what was successful and what was not,
and derive best practices and lessons learned. It is a good idea for the Committee Coordinator to
distribute the summarized survey results to each participant in advance of the Committee Assessment
Meeting, to allow them to come prepared to address the contents.
During the course of the assessment meeting, participants will consider the summarized feedback
results and the experience of the Committee Coordinators in attendance to discuss and assess the
performance of the event. Based upon these discussions, the group will identify and agree upon
lessons learned. These lessons will not only benefit the current Committee Team, they will also help
managers and team members of similar committees. The lessons may be positive or negative. Lessons
learned must not simply be identified during the meeting. It is also important to document each one
and develop an action plan describing when and how they might be implemented within the
Performing Organization.
During the course of the event, the Committee Coordinator, and Committee Team members most
likely recognized certain procedures that, when exercised, improved the production of a deliverable,
streamlined a process, or suggested ways to improve standardized templates. Best practices are
documented as part of the Committee Assessment Meeting and later shared with other Committee
Coordinators so they can be repeated.
In some cases, the outstanding “successes” might be translated into new procedures to be followed
by future events.
4.3 PROVIDE PERFORMANCE FEEDBACK
The Committee Coordinator must also take the time to document their feedback on the
accomplishments and performance of each Committee Team member. As the person most aware of
the day-to-day activities performed by the Committee Team, the Committee Coordinator is the most
appropriate person to provide honest and accurate feedback.
Feedback documentation should be prepared and reviewed with the individual committee members
first. Following this performance discussion, the documentation is submitted promptly to each
Committee Team member’s immediate supervisor to be used as input to performance appraisals. The
performance feedback mechanisms (appraisal forms, committee exit interviews, etc.) specific to the
Performing Organization should be used.
4.4 RELEASE RESOURCES
All resources, equipment, materials, and particularly personnel must be released from the committee.
In addition, all resource managers must be informed that they are relieved of their commitments to
the event.
Equipment and materials can simply be returned to stores or suppliers, but people require special
attention. Equipment and materials cannot have any further influence on current or future events.
People, however, can have a profound influence on the success of future events. Committee team
members may have made significant contributions, or even sacrifices, to the success of the event.
If it is not recognized, the event will at best end on an anti-climax, at worst it will leave lasting
resentment that will roll over into the next event. If the releasing of people is not handled with tact
and fairness, a feeling of resentment will form.
The Committee Coordinator is responsible for releasing the resources off the committee, and is
therefore morally obligated to ensure that personnel are released in a fair and proper manner.
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4.5 CONTRACTUAL ASPECTS AND FINAL ACCOUNTING
The Committee Coordinator must ensure that all the contractual aspects are settled and that the final
committee accounting is done. All contractual commitments to clients, vendors and suppliers must be
scrutinized and finalized. This may require reports to be exchanged and final payments to be made
and received.
The final accounting of the event must be completed. This will include totaling the costs and
revenues, producing the final cost evaluations and reports, paying all accounts, and closing the
event’s books. Once this is done, no further costs can be incurred against the event, and this is why
the closing of the books is done after the resources have been released and contractual commitments
settled.
The contractual documentation and final cost and accounting reports are used during the post
implementation review.
4.6 COMPLETE ALL DOCUMENTATION
Event Committees generate substantial volumes of documentation and it is essential that these are
collated and filed for future reference. Certain documents, such as the final cost reports, contracts
and claims documents, only become available during the close-out and this step in the process
ensures that these documents are completed and collated.
The committee documentation is necessary, as it serves as a basis for settling any future questions or
disputes that may arise from the event. It can also serve as a training guide for other Committee
Coordinators and is a source of information for future events of a similar nature.
The committee documentation could include (but is not limited to) the following:
• definition and planning schedules and documents (PDR, integrated committee plan);
• performance and status documents (cost reports, performance evaluation reports, audits,
minutes of meetings);
• contractual documents;
• general correspondence (memos, letters, electronic communications, faxes);
• accounting and cost information;
• change control documents (variation orders, change control registers);
• procurement documents (purchase orders, quotations, brochures).
Where relevant, both the original plans and documents as well as the final ‘as built’ plans must be
kept. The documentation can be stored on various media (video, photographic, electronic, paper).
4.7 PREPARE POST-EVENT COMMITTEE REPORT
4.8 TERMINATE AND ARCHIVE COMMITTEE INFORMATION
The event is declared ended and all the documentation is archived. Advice of the termination must be
communicated to all who were involved in the committee. The event is now officially closed.
© 2009 SEMOI 43 | P a g e
Any further work requested to be done on the event must be rejected and the committee coordinator
must resist the temptation to do ‘just this last small thing’. The objectives of the event have been
met, the scope has been delivered, the event terminated. Any further requests must become part of a
new event.
The completed event has no funds, no purpose and no resources – all that is now out the door. The
event manager is the last out through the door, and the last one out switches off the lights...
© 2009 SEMOI 44 | P a g e

SEMMCommittee Coordinator Handbook

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SEMMCommittee Coordinator Handbook

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SPORTS EVENTS MANAGEMENT METHODOLOGY

1 Event Initiation Phase ..................................................................................................................................... 6

1.1 Committee Initiation Kick-Off Meeting ................................................................................................. 6

1.2 Define Committee Scope ....................................................................................................................... 8

1.3 Define Committee High-Level Schedule ................................................................................................ 8

1.4 Define Committee Preliminary Budget................................................................................................10

1.5 Committee Quality Management ........................................................................................................11

1.6 Committee Risk Management .............................................................................................................12

1.7 Committee Communication Management ..........................................................................................12

1.8 Committee Preliminary Plan................................................................................................................13

1.9 Hold Weekly Committee Progress Meetings ....................................................................................... 13

© 2009 SEMOI 2|P a g e

2 Event Planning Phase .................................................................................................................................... 16

2.1 Committee Planning Kick-Off Meeting ................................................................................................16

2.2 Refine Committee Scope .....................................................................................................................18

2.3 Refine Committee Schedule ................................................................................................................19

2.4 Refine Committee Budget ...................................................................................................................21

2.5 Committee Quality Management ........................................................................................................23

2.6 Committee Risk Management .............................................................................................................23

© 2009 SEMOI 3|P a g e

2.7 Committee Communication Management ..........................................................................................25

2.8 Define Change Control Process ...................................................................................................................26

2.9 Define Issue Management and escalation Process .....................................................................................27

2.10 Committee Plan ...................................................................................................................................27

2.11 Hold Weekly Committee Progress Meetings ....................................................................................... 28

2.12 End of Planning Phase Approval ..........................................................................................................28

3 Event Execution Phase .................................................................................................................................. 30

3.1 Committee Execution Kick-Off Meeting .............................................................................................. 30

3.2 Execute Committee Plan .....................................................................................................................32

© 2009 SEMOI 4|P a g e

3.3 Progress Meetings ...............................................................................................................................39

3.4 End of Execution Phase Approval ........................................................................................................39

4 Event Closure Phase ...................................................................................................................................... 41

4.1 Solicit Feedback from Stakeholders ....................................................................................................41

4.2 Conduct Committee Assessment ........................................................................................................41

4.3 Provide Performance Feedback........................................................................................................... 42

4.4 Release Resources ...............................................................................................................................42

4.5 Contractual Aspects and Final Accounting ..........................................................................................43

4.6 Complete all Documentation...............................................................................................................43

4.7 Prepare Post-Event Committee Report ...............................................................................................43

4.8 Terminate and Archive Committee Information .................................................................................43

© 2009 SEMOI 5|P a g e

HOW TO USE THIS HANDBOOK?

1 EVENT INITIATION PHASE

1.1 COMMITTEE INITIATION KICK-OFF MEETING

© 2009 SEMOI 6|P a g e

1.1.2 IDENTIFY COMMITTEE STAKEHOLDERS TO BE INVITED TO COMMITTEE

1.1.3 INVITE COMMITTEE STAKEHOLDERS TO COMMITTEE KICK-OFF MEETING

1.1.4 HOLD COMMITTEE INITIATION KICK-OFF MEETING

© 2009 SEMOI 7|P a g e

1.2 DEFINE COMMITTEE SCOPE

1.2.1 Establish Scope, Assumptions, and Constraints

1.2.2 Produce Committee Scope Statement

1.3 DEFINE COMMITTEE HIGH-LEVEL SCHEDULE

1.3.1 DETERMINE THE DELIVERABLES BREAKDOWN STRUCTURE (DBS)

© 2009 SEMOI 8|P a g e

1.3.2 DETERMINE MILESTONES AND INITIAL TIME ESTIMATES

© 2009 SEMOI 9|P a g e

X eXecutes the work (responsibility)

1.3.4 PRODUCE COMMITTEE HIGH-LEVEL SCHEDULE

1.4 DEFINE COMMITTEE PRELIMINARY BUDGET

1.4.1 CALCULATE INITIAL COST ESTIMATE

1.4.2 CALCULATE INITIAL REVENUE ESTIMATE