1. SUSTAINABLE MARKETING MANAGEMENT OF EVENTS AND
FESTIVAL
INTENSIVE PROGRAMME
Event Impact Assessment, Sustainability and Risk
Management
Prof. Dott. Rui Teixeira Santos
ISCEM
Rome, 1 – 13 july 2012

2. Event Impact
Assessment, Sustainability
and Risk Management
Prof. Dott. Rui Teixeira Santos
ISCEM, Lisbon
Rome
10 July 2012

3. Program
 9.00-11.00: Teaching Unit: Event Impact
Assessment, Sustainability and Risk
Management
 11.00-11.15: Break
 11.15-13.00: Teaching Unit: Event Impact
Assessment, Sustainability and Risk
Management
 13.00-14.00: Lunch Break
 14.00-16.30: Teaching Unit: Event Impact
Assessment, Sustainability and Risk
Management

4. Event can refer to many
things such as:
A type of gathering:
 A ceremony, for example, a marriage
 A competition, for example, a sports competition
 A convention (meeting), also known as a conference
 A happening, a performance or situation meant to be considered as art
 A festival, for example, a musical event
 A media event, a happening that attracts coverage by mass media
 A party (including internal business function or staff party)
 A sporting event
 A corporate or business function, a profit driven event meant to raise
awareness of a company's brand and/or products & services.

5. Event can refer to many
things such as:
 In science, technology, and mathematics:
 Event (computing), a software message indicating that something has happened, such as a
keystroke or mouse click
 Event (synchronization primitive), a type of synchronization mechanism.
 Event, Particle accelerator, experiments which produce high energy (Electron
volt|MeV, GeV, and TeV) subatomic particle collisions
 Event (probability theory), a set of outcomes to which a probability is assigned
 Event (UML), in Unified Modeling Language, a notable occurrence at a particular point in time
 Event chain methodology, in project management
 Event (relativity), a point in space at an instant in time, i.e. a location in spacetime
 Event horizon, a boundary in spacetime, typically surrounding a black hole, beyond which
events cannot affect an exterior observer
 Extinction event, a sharp decrease in the number of species in a short period of time
 Celestial event, an astronomical phenomenon of interest

6. Event can refer to many
things such as:
 In philosophy:
 Event (philosophy), an object in time, or an
instantiation of a property in an object
 Mental event, something that happens in the
mind, such as a thought
 Grouped Events, the experience of two or
more events that occur in sequence or
concurrently that can be subsequently
categorized

7. Event can refer to many
things such as:
 In Film, television, theatre and literature:
 The Event, an American conspiracy thriller
television series for NBC
 The Event (film), 2003 film directed by Thom
Fitzgerald
 Derren Brown: The Events.
 Event, a literary magazine published by
Douglas College

8. Event can refer to many
things such as:
 In politics and financial
 French Revolution (1789)
 Crash of 1929, 1987, 2008
 11 de September (9/11)
 M. Merkel a Berlin!!!!!!
 A Government non elect a Roma!!!!!!

9. Events such as
Communication and
Marketing Strategy
 By forming themselves on
flexibility and organicity, Events
show up as a way to consolidate
ties and connections with people
more effective,
 Contemporary marketing
communication tool, which helps
in building a positive corporate
image.

10. Change
 Since the late twentieth century, major
changes have occurred in the business
world, with new market challenges
because, among other factors, the rapid
changes in society and the fierce
competitiveness, now globalized.
 With this, organizations had to adapt and
innovate their ways of management and
communication to maintain their market
share and win over consumers. To take
account of new challenges, organizations
have new management approaches that in
actuality, become competitive advantages
for the market competition.

11. Post-modernity
 The world we live in today, called by Lipovetsky (2004) of hyper, post-modernity
by Giddens (1990), Lyotard (1979), Bauman (1997, 2004, 2008), Maffesoli
(1995) Gil (2000) and many other authors, has a set of changes so we do not
have strong intellectual conditions to define them accurately.
 In this context of fluidity and transience and the centrality of consumption
assumed in our lives (Bauman, 2008), attention is turning to marketing, as it
assists organizations in developing and managing relationships with consumers
and in effect on the market.
 Companies try to establish deeper bonds and relate in a more interactive with
customers, as a possible alternative to seek differentiation and build bonds of
meaning in the lives of their audiences.
 Comes a wave of contemporary feature that replaces coercion by the
communication, the forbidden pleasure, by the anonymous tailor, accountability
and the reification that tends to establish an atmosphere of closeness and
concern (Lipovetsky, 2004).

12. Communication strategies
 Communication strategies are being reviewed and
restructured, looking up new approaches to meet these
challenges of the contemporary market. Consumers
increased their level of care and do not accept concepts
and products that do not conform to the new market rules
and personal satisfaction. Thus, companies have sought
innovations in the way of approaching consumers, and
differentiation in its manifold possibilities, is the frequent
proposal in marketing plans and communication.
 Tools that enable organizations to achieve greater visibility
for their products and brands have been featured on the
attention of professionals and market researchers.

13. Events as a form of
Communication
 In this context, the events are understood as a form of
communication with the market and identification with the
consumer.
 The events are a way to build a positive corporate
image, providing repositioning, adding new values ​and
approaching its consumers through actions that promote
cultural contact and perceived value. The values ​in society
today, such as
flexibility, sensitivity, intuition, affection, diversity, are the
essence of the events.
 Considers that the impact of market events provide for the
development company, since they continue to be performed for
decades and increasingly diversified. They are present in many
marketing plans and have been studied as an effective strategy
advocated by health professionals.

14. Marketing and Cultural
Events
 Also, involve many other segments, and the
multiplier effect of currency movements on
the market. With the increased interest and
participation that companies have been
demonstrating in the cultural market in the
last decade, studies related to the themes
Marketing and Cultural Events have been
increasingly present in the academy and the
market.

15. Characterize modernity
 The contemporary leaves behind the boundaries clearly defined,
stable routines, hierarchies, or dilutes the security of modernity.
What stands now is a condition in which structures, patterns,
choices and behaviors can not be defined more precisely, says
Blümelhuber (2007). The accelerated pace of change is the
ability and usefulness is transient. The ambiguity that we now
live in different levels of our life prevents the certainty and
security that the modernists enjoyed. The blurring of boundaries
is evident.
 Giddens (1990) states that modernity brings discontinuities, as
the pace of change clear that modernity sets in motion, with an
extremely fast and there are waves of social transformation that
penetrate virtually. This dynamism stems from the separation of
time and space and their recombination and the reflexive
ordering and reordering of social relations in the light of
continual inputs of knowledge affecting the actions of individuals
and groups.

16. Room to change…
 Thus, in contemporary society there is room
for change, and the moment that favors this
change frees up a huge potential
"energy, psycho-cultural and performative"
(Canevacci, 2009, p.12), it is
"reflective, liquid or even hyper-modern
"(BLÜMELHUBER, 2007). Canevacci
understand the culture as a lifestyle and
says it is increasingly constitutive part of the
new metropolis, and said, "Within the
communicational metropolis, it is essential to
focus on the gaps, something
flexible, changeable, fluctuating. For
example, the spaces of raves
"(Canevacci, 2009, p.9).

17. Values
 The metropolis of communication is based on
communication and culture, "instances" that house
values​​. The digital technology used for communication
without borders, favors the profound transformation of
the metropolis, forming large areas of communication
that compete and develop a transition. Canevacci
(2009, p. 5) points out that "now the metropolis of
communication, is much more fluid situation." This
fluidity is part of the cultural experience and urban
contemporary. In this context, we discuss new forms of
interaction and communication between individuals in
society.

18. Luhmann and the reduction of
complexity
 "For Luhmann, the system provides behavioral guidelines that
facilitate the reduction of complexity, which is realized through
the multitude of possible options." The differences are matters
of social communication without borders, and society is being
driven by communication, which becomes a fundamental
element in the cyclic system interventions.
 The core element of Luhmann's theory (2005) is
communication, and social systems are communication
systems. A system is defined by the boundary between
himself and the environment. Inside the system is to reduce
complexity, the communication by selecting a limited amount of
information available on the outside, separating from the
outside of a highly complex. Di Nallo (1999) explains that
Luhmann believes that the act of communication is not to
discard anything, but rather a process of multiplication.
Contents are not given, but shared, point and Bairon Perez
(2002, p. 15) corroborate the present that "communication is
a process of shared construction."

19. The communicative process thus has the
selectivity of the information an important
element.
 Communication is related to the intervention in the struggle of signs
and symbols. The way of dressing up, making music, using your
body to build through cultural forms. (Canevacci, 2005). Detects the
existence of a highly mobile crowd, focus and hard to interpret.
Difference in styles, based on multifaceted behaviors, which became
deeply personal manifestos. Multiple personalities, thresholds, good
and bad ... contradictory, but so familiar ... Thus, the manifestations of
the individual also become topics of discussion. Culture and
communication in the current dimensions fasten the process in which
the individual expands, multiplies.
 Canevacci (2005), Italian anthropologist, coined the concept of
multivíduo to define modern man is no more "indirect" indivisible, but
"multi", complex, elusive, fleeting. There is no longer a single
identity, but identities in the plural. Mobile identity and floating in transit
passenger. And the events are the spatial manifestation of choice for
these multiple identities. The author also highlights the challenge of
modern man to invent constantly present, integrating the local with
the global and inhabit multiple identities.

20. Multivíduo
 The relationship between individual / undivided brings to
question whether the individual has an identity, that is, if it is
always the same, even though in a different context. Having this
feature is the great challenge of the human being today. The
author argues that the plural of the self is not us, is "selves." A
multiplicity of "selves" in the subject. This condition favors the
proliferation of multiple "selves", which carries a kind of fluid and
plural identity. It is a pluralization of individuality, which the
author calls "multivíduo." Means that a subject has a multitude of
'selves' in their own subjectivity, a multiplicity of identities. The
contemporary individual is able to co-inhabit, building new
identities, flexible and plural (Canevacci, 2009). Di Nallo
(1999, p. 172) corroborates: "(...) presents individual identity as
changeable and contradictory."

21. The contemporary consumption shall be
based on more performative
dimensions.
 Thus, you can connect to different places and times, both with
completely different people. This refers to the extreme cultures
and cultures pluralized today seeking to develop and implement
digital literacy (Canevacci, 2005). In these places develop
different types of relationship between individuality and the
concept of society, so the contemporary consumption shall be
based on more performative dimensions. There are places to
turn, also be an actor processes. "Much of what the
contemporary communication is encouraging is that the public is
a constituent part of the work and who can represent their own
history, its own story, his own imagination"
(Canevacci, 2009, p.5).

22. Spect-actor or Spectator
 Canevacci points out that it becomes also
the concept of spectator, who has now
become "spect-actor", a mixture of the one
who assists and is also involved. It is the co-
participation of the public, that is no longer
passive, but is a constituent part of the work,
with the capacity to absorb, understand and
interact, and sometimes modify.

23. Spectator as a co-creator
 Lipovetsky (1983) had already taken this omen
when he said that in future works of art,
culture would be opened. No longer
contemplate an object away, but the observer
would find inside the space, with many artists
dedicated to managing open spaces, curved or
polissensoriais, in which the observer will sink.
Uncertain and changeable, the work to
establish a systematic involvement, since the
observer is now streamlined, a moving
reference point. So it is called to collaborate
with the work and becomes a "co-creator."

24. Problems of Contemporaneity
 The ongoing leadership and performative work
in stage design from the standpoint of
consumption are hallmarks of the modern
consumer. Thus, consumption becomes a
perception linked to "events in their capacity to
promote social integration between
people, shaping the tastes and standards to
create identity in constant transformations in
contemporary society" (PEREZ and
Trinity, 2009, p. 1). These definitions hold a
congruence with respect to the detection of
persons with common characteristics and
hence it is the most complex problems arise
Contemporaneity.
 Modern man, as well as multiple, is
mutable, metamorphic as fast as the digital
world provides.

25. The End
 Next, in 30 mn

26. DECONSTRUCTING
TRADITIONAL MARKETING
 Currently the fundamentals of Modern Marketing lost their
explanatory power and, increasingly, academics and
practitioners argue that Marketing needs reform, maybe even
a revolution, or at least a new paradigm. The discussion about
the decay of Marketing become before the twenty-first century.
From 80 years, the debate on the crisis of discipline assumes
greater relevance, suffering 90 years with some dramatic
pronouncements. In the early 1990s, the German writer Gerd
Gerken published a book of explicit title: Abschied vom
Marketing (Marketing Farewell, in English), which holds that
new strategies that take into account what the author calls
"scenarios" must be designed (DI NALLO, 1999).
 The fragmentation of demand and the inability to follow it
when it becomes too diverse and changeable has required a
change of perspective.

27. Era of Marketing
 According to Di Nallo (1999), Gerken took into account the
latest economic and social trends and leaning in an
absolutely innovative forms, at least in the new theories of
communication, considered overcome the Era of Marketing.
Gerken (1994) pointed out that in 90 years: (1) opens a time
of "poly-sensualism," ie, many consumers live in a man, (2)
the desire for novelty and discovery of the new becomes
itself a need, (3) time becomes increasingly rapid and
discontinuous, so the attraction to marks/brands, the
attraction depends on the topicality of the same, (4) born
multi-optional civilization and the market wants micro-
segmentation, (5) groups referee must order the new creed
is "converge", (6) the stables markets have discontinues
processes and become chaotics.

28. Focus on scenarios,
not on groups
 For Gerken (1994), fusion was the new word to
define this participatory component of a
different marketing.
 From action to interaction, with the essence of
what the center does not get the reference
groups, but the scenarios, which are buildings
that rely on the common basis for
projections, create their own currency and give
the products and lifestyles informative value
individual , whether batch/discontinuous or
fluent.
 Let the reference groups, to focus on
scenarios, represented a decisive shift to
marketing. The market success will always
depend on more than one can impose on the
public conscience of the social interpretation of
the product.

29. Marketing Post-modern
 For the Marketing, this implies the end of
abstract reasoning about reference
groups and head to real social
groups, and at the same time means to
live among these groups, rather than
analyze them only from the outside
(Gerken, 1994, p. 108).

30. The most recent marketing studies put the
consumer at the center of the dynamics of
consumption.
 With this paradigm shift, new challenges are coming.
 The business process becomes dependent on the communication.
Communication theorists have a field of increasingly complex
challenges, to represent the aspirations and realities increasingly
pluralistic, global and complex. Bairon and Perez (2002, p.13)
argue that, to the analysis of communication, one should take into
account dimensions "of sociology, anthropology, history, social and
experimental psychology, linguistics and semiotics, and of course.
philosophy. "
 Following this thought, Di Nallo (1999) set up a new approach to
the Marketing, Meeting Points, which evaluates the concept that
the goal should be to get the companies directly under the
scenarios, participate actively in the construction of cultures
of consumption, emphasizing participation and interactivity.

31. Companies
as a part of the systems
 Companies should be considered as part of
systems that intend to operate, which
necessarily implies that his view is the
internal market and conditioned by several
factors. We can no longer act in the market
and consumers as if they were targets for
which direct the attention. Every action of
Marketing will no longer only in the
direction of the company to the market,
became a boomerang whose trajectory
depends partly on business strategies, but
more social systems with which it comes into
contact.

32. Meeting Points
 Consumption and style are definitely not
demarcated, but mobile and changing, giving
rise to the phenomena of cheating the
consumer. The needs of today's consumers
may not be what he will need tomorrow.
 The products are inserted in consume
systems. The venues of consumers with these
systems and products are the areas called
Meeting Points (DI NALLO, 1999). This
meeting is by use of communicative flows that
interacts with the market and the
company, which influence the market system
and meeting points, allowing the company to
act with conscience, since it is able to observe
and understand the various mechanisms that
lead to meeting with the consumer.

33. To know the communication processes
 Addressing the meeting points underscores the need for
conscious attunement and analysis of early communicative veins
that will influence the area of consume.
 In this perspective one can not think of an marketing industry
that addresses the needs of consumers, bypassing
technological developments, legal developments,
demographic trends and religious, anthropological
developments, finally, the demands and needs of the
consumer. (DI NALLO, 1999, p 22.)
 Thus, to understand the processes of communication, the
interaction and the perception that govern the creation and
the consumption of the product, can predict what interests
the market and guide you to the directions most convenient
for the company.

34. EVENTS
 "For many entrepreneurs, the event is the
main product of Cultural Marketing," says
Tavares (2003, p. 101).
 Kotler and Keller explains that "events and
experiences are opportunities to take part in
relevant and more personal moments in the
lives of consumers" (Kotler and
Keller, 2006, p. 596), being able to broaden
and deepen the relationship between the
sponsors and their consumers .

35. Events as a answer to the Digital Era
 In the same vein, Smith (2005, p. 13) explains that "the era of
virtual information, meeting people is of greater
importance", hence the proliferation of the use of events by
companies. By its ability to unite and sponsor potential
consumers in an interactive environment, from the occurrence or
event actually attractive.
 Events can have a major impact on the public, by their
simultaneity and individual experiences, even being considered
vehicle for ephemeral, according to Tavares (2003).
 Events can be considered promotional tools that deliver the
experience of the consumer brand, and, from the standpoint of
the company, a number of reasons to perform them or sponsor
them.

36. Some reasons are:
- vg. Kotler and Keller (2006)
• Create identification with a target market or specific
lifestyle;
• Increase awareness of the company / product;
• Create or enhance consumer perceptions as the key
associations with the brand image;
• Improve corporate image dimensions;
• Create experiences and sensations cause;
• Allow opportunities for dissemination or promotions.

37. Sustentability
 The choice of type of event should be consistent with other
communication plans.
 The type of event should be appropriate to the
characteristics of the company, consistent with the
positioning of the product and the company, and consistent
with the profile of the public who want to reach.
 Fischer (2002) points out that the action becomes more
effective when linked directly to a particular market segment.
The degree of involvement and integration with the public
event has the same level of importance from the aspect of
marketing, say Crescitelli and Costa (2007).

38. Objectives of the event and
event typology
 The various terms and classifications that
involve the function of the activity, the public
participation and the company, can be
combined by providing multiple sensory
appeals.
 It is the goal of the event which determines
the type, according to Silva (2005, p.23) "to
be directed, the event can, in a short period
of time and one time, achieving a good deal
of public whish interest to the company."

39. Events , Competitiveness
and job creation
 The cultural event is a way to provide entertainment and
recreation for the public consumer who produces more benefits
than a joint advertising campaign in the media.
 For Silva (2005), Events must be thought of as true
competitive advantage, because the events they create,
recreate, reinvent and innovate. There are simple facts, events
and agents of change but of the whole society, becoming more
essential to the economic life of any organization.
 Each year they grow in number, proportion and degree of
sophistication and involve a large number of agents, create job
opportunities and direct and indirect jobs, which
streamlines and increases activity of the professional market.

40. Events as a economic and
social development
 The events segment is already being seen
as an important catalyst and notorious driver
of economic and social development.
Events are able to represent a great
stimulus to the economy, giving rise to a new
'industry' expanding, capable of generating
financial returns and provide employment
generation, assuming transformative role in
society and, consequently, the corporate
image (SILVA, 2005).

41. Events as Media
 The holding of events such as
communication strategy, integrating the
information process, making the newest
"media" acting to mobilize public
opinion, generate controversy, creating
facts become event and arouse emotions in
people.

42. The return of the events
 Many pieces and promotional materials can be used in
disseminating and venue of the event, reinforcing the
attachment of the image of the companies / products that
participate in it. Silva (2005) believes that a company can
use the event in different ways, subject to variables such
as the importance of objectives, the level of expected
return and the availability of funds.
 The processes are complex and involve large
numbers of people and financial resources, so there is
a need for adequate planning that includes
objectives, content and form, and a rigorous cost /
benefit analysis, because when companies invest in
Events aspire to a tangible return.

43. Conclusions
 Events are a way for the construction and expansion of
connections and links more effective. Thus, the consumer is
now also an actor processes. With the plural
identities, moments multi-media operating environments
present in the culture of Events enable a differentiated
enjoyment, which is configured as a privileged setting for
engaging with their audiences.
 Many of the events leading name brands that conduct or
sponsor, strengthening even further the association with the
brand.
 For this process to make symbolic
production, advertising, therefore, has "no more than
advertise products, but rather marks mean" (Perez 2004, p.
111)

44. A ideological process
 In giving the life of its own brands, which
contributed to the social relations behind the
goods were further masked somewhat more
distorted.
 Therefore, we can say that the postmodern
times don't eliminated the ideology, but on
the contrary, it intensified.
 They made their process more complex.

45. Event as ―leverage‖ of a
business
 Event is a contemporary marketing
strategy, consistent communication with the
metropolis of differentiated integration
therefore considered effective.
 For Melo Neto (2000, p. 111) "Events are
currently the newest form of 'leverage' of any
business professional."

46. Bibliography
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Janeiro: Jorge Zahar, 2004. _________. Vida para o consumo. Rio
de Janeiro: Zahar, 2008
 BLÜMELHUBER, Christian. Goodbye and Good Luck, Mr. Kotler.
Expertise, Junho/2007, p. 36-40.
 CARDOSO, Onésimo; FOSSÁ, Maria Tereza. Comunicação
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Julho/2009.
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Estratégia de Comunicação e Marketing, Pontifícia
Universidade Católica, São Paulo, SP

49. The End
 Next after Lunch time

51. Involving context
 Contexto Económico - Determina as trocas de bens e
serviços, dinheiro e informação na sociedade.
 Contexto Sociocultural - Reflete os valores, costumes
e tradições da sociedade.
 Contexto Político-legal - Condiciona a alocação de
poder e providencia o enquadramento legal da
sociedade.
 Contexto Tecnológico - Traduz o progresso técnico
da sociedade.

52. Event impact
assessment, sustainability
and risk management.
 Great events have significant impacts.
 Large-scale events have impacts on the urban
level, the development of cities, but also at the
legacy for the future and even, later
developments to the event itself.
 These beneficial effects must be evaluated and
measured. The Olympic games of Barcelona,
or Expo 94 in Lisbon, or the Olympic Games
London 2012 are opportunities to revitalize
cities.
 The same happened in Chicago, Francisco,
Shanghai and Moscow.

53. Event Legacy
 The model of development which is to be
applied in London for the Olympic Games
this summer, can be considered even as a
new development model ds cities in the
future (Johnson and Tassiopoulos, 2012)

54. System of Impact
Assessment (SIA)
 Screening
 Scoping
 Impact assessment
 Options
 Decision making and implementation
 Monitoring, appraisal and post-audit
 Consultations

55. Screening
 Screening represents the measures taken for evaluation.
 should be taken in the most preliminary.
 sampling to determine the type of assessment to be
made, distinguishing where one must make a full APPRAISAL
or just simplified.
 Probably should draw up a list where distinguishes the impact
assessment "full", "simplified" or "No".
 Only the major policy interventions with greater complexity
should be "full" assessed.
 Usually with other forms of assessment it is possible to reach
correct conclusions with more controlled costs.

56. Scoping
 Scope must be done in the initial stages of defining
the policy.
 The purposes of the Scope Management / Project
Scope includes the definition of the work required to
complete the project, serve as a guide (or reference
point) to determine what work is not included (or not
needed) in the project.
 The scope / context is the focus of the project. The
scope of the project differs from the product scope to
the extent that the project scope defines the work
required to make the product, and defines the scope
of the product features (attributes and behaviors) of
the product being created.
 The projects often do not divert the focus of the
business, and are usually related to their core
business.

57. Selection of the project for its scope /
context
 Most projects go through a process to determine its cost
and value. They are selected based on several conditions:
opportunity, need, customer requirements, changes in laws,
among others. The scope / scope of the project should be
created to support the purpose and need for the project.
 The selection process based on the perceived value is
usually a cost / benefit ratio (BCR). This type of study is
comparative, and determines whether the project is worth
being done.
 Another selection model is the constrained optimization
method. These methods are used most often in large
projects, and focus on relatively complex mathematical
equations. Some of the most common models are: linear
programming, nonlinear programming, integer programming
and algorithms multi-objective.

58. Home Project
 When a project is selected, the next step are the
processes of initiation. One of the main outputs of the
first term is the opening of the Project (or Project
Charter), it is important to give authority to the project
manager.
 The Term Project Charter names the project, and defines
project manager with authority and responsibilities. It
also defines the business needs to be satisfied by the
product of the project (Project Requirements).
 It is said that the project does not exist until a term has
been created.

59. Planning Project Scope
 The scope of the project planning is done through a process called
scope management plan.
 To determine what the scope of the project, there is much scope
planning. For this, both the manager and the team must have a
unified view on what are the components of the project, its
requirements, the expectations of project stakeholders, and where
the project fits the needs of business stakeholders.
 The result of the planning scope is the scope statement. The scope
statement says what's inside and what is outside of the
project, clearly and unambiguously.
 It is important that the scope statement is well-made, and there is
agreement on it. When the scope statement is ready, the project
team, stakeholders, the project sponsor and project manager should
not change the scope - unless there is a very strong reason to justify
this change (which almost certainly means the cost impacts the
project).

60. Management processes of
the project scope
 These processes are the following scope
management plans. They ensure that the
scope will include all the work required - and
only the work required - to complete the
project. It also documents how changes may
enter the scope, and how often it is expected
that the scope change.
 [edit] Change Control Project Scope
 Ensure that changes are agreed by all
 Determine when a change occurred
 Management of change when / if it occurs

61. Verification of the project
scope
 Scope verification is the process of formally
accepting the project work as defined in its
documentation, the scope of the project, or
contract, if applicable. The formal
acceptance requires the signature for
product acceptance.
 The verification of the project scope occurs
at certain times:
 At the end of the project
 In the final phase of the project

62. Impact assessment
 The assessment of the impact must take into
account costs.
 Assuming that the scope of the project to
determine what would be the kind of impact
assessment definitions should be if the
resources of the house (in Simplified), or if
you have to resort to third party services
(full).
 The assessment should cover all economic
social and environmental aspects, among
others, the various alternatives should be
investigated. The assessments should be
measured in the short, medium and long
term.

63. Options and M&E Analyses
 In the beginning all the choices made in the
scoping phase are analyzed in the phase of
impact assessment. Having made the
screening is only a few that will be analyzed
more deeply.
 At this stage the analysis is more specific
and will collect data, sometimes in
percentages sometimes statistically

64. Decision making and
implementation
 At this stage one should make the planning
of specific actions already at a very
concrete, policy implementation should be
monitored.
 There should be a relationship between
assessment and decision and establish the
post-audit

65. Monitoring, appraisal and
post-audit
 The distinction is between monitoring,
evaluation and post-event audit and
monitoring, appraisal and post-audit of the
political events of the same type.
 This phase must assess the initiative in
concrete and its impacts in the short term
and locally and politics as a whole and their
overall impacts

66. Consultations
 The stakeholder consultation is an essential
part of the System Impact Assessment (SIA)
 The role is multi-functional and contributes
to the different stages of the SIA Process.
 Includes guidance on the
process, information and expertise on the
assessment, and commenting reviewing up
an assessment, support assessment finding
in decision-making and Implementation

67. Public Interest on risk
analiyses
 In last tree decades
 Supplement and complement of all
management
 The adaptation on risk analyses have led to an
unprecedented of theory, methodology and
practical tools.
 There is risks associate to areas of system
development, planning, design, prototyping, an
d constructing of physical infrastructures
 And quality control, maintenance, estimation of
costs and schedules and proget management

68. Risk
 Measure of the probability and severity of
adverse effects, in a concept that many find to
difficult to comprehend and its quantification
has challenged and confused laypersons and
professionals alike
 Why?
 Because risk is a complex composition of
reality (the potential damage) and the
imagined mathematical human construct
termed probability
 Probability per se is intangible, yes its
omnipresence in risk-based decision-
making is indisputable.

69. Quantitative and empirical
balance of the risk
 There are many models to calculate the risk
as Hierarchical multiobjetive modeling
(HHM),
 Today is a discipline a science: risk
management

70. Risk types
 1. Non systematic risks (risk of one
organization): Financial Risks (cost of the
structures of org.) and business risks (from
de management of the org.)
 2. Systematic risks (market risks): Financial
Risks (involving environment) and Business
Risks (management of positions and factors
of the org. on the market)

72. Sustainable system that
reduces the risk of events
Creating a risk-intelligent organization: using enterprise
risk management, organizations can systematically
identify potential exposures, take corrective action
early, and learn from those actions to better achieve
objectives
The three steps a event organization should consider
when executing an initial risk assessment are:
 Define,
 Execute and Rate and
 Report.
 A practical, reasoned approach will provide the
organization with the necessary tools to develop a
comprehensive analysis of organizational risk that will
be the foundation of all subsequent risk management
activities.

73. 1. Define
 An organizational risk assessment, broadly defined, is a structured means
of identifying, assessing and rating the risks faced by an organization within
the context of its financial reporting processes, operations and compliance
with laws and regulations. It is designed to provide the organization with a
structured means to harvest relevant information necessary to proactively
consider the implications of such risks, and what actions, if any, the
organization should take to mitigate those risks.
 Advance preparation is critical to the successful execution of an effective
organizational risk assessment. Since individuals from across
organizational functions will be involved, the language used to articulate the
components of the organizational risk assessment must be standardized
and communicated throughout the risk assessment team, the audit
committee and board of directors and the organization as a whole.
 Communicating the definition of inherent risk is a good place to start. This
would include the risk to an organization before the application or
consideration of internal controls that would alter the underlying risk’s
likelihood of occurrence and/or impact. For example, an inherent risk
relating to cash is that cash can be easily stolen, temporarily borrowed or
misappropriated. Internal controls implemented by an organization to
mitigate the inherent risk would have a direct impact on the likelihood that
cash balances could be misappropriated or misstated.

74.  A well-structured, comprehensive organizational risk assessment should consider
the key business and support functions of the organization and measure the
inherent risks associated with those functions over a spectrum of broad risk factors.
Create a comprehensive list of the significant processes and key support functions
for your organization. Is there a single revenue process or multiple distinct revenue
processes that need to be considered? For example, a retail organization may sell
product in stores in addition to selling directly to consumers through the internet. Is
technology a critical process or is it a support function within your organization?
 The risk factors should be defined in advance and approved by those responsible
for the overall risk assessment process, which may include the CFO, CEO and
audit committee. The primary risk factors that an organization may consider
evaluating in the organizational risk assessment include: Market/Reputation risk
 Financial risk
 Operational risk
 Legal/regulatory risk
 Strategic risk
 Technology risk
 People/culture risks
 Fraud risk
 Social/political risks

75. 2. Execute and Rate
 Comparing and contrasting risk factors across the organization of
events are accomplished through an established risk rating
system. Standardizing definitions and assigning quantitative
factors whenever possible facilitates prioritization of
identified risks. The likelihood of an inherent risk occurring as
well as the impact to the organization if that risk should occur can
best be defined in terms of a numeric rating scale. For
example, a scale of one to five — representing virtually no
possibility of a risk occurring all the way up to the likelihood that
the risk is almost certain to occur — provides a standard
language with which to discuss and define the inherent risks of
events. Likewise, a scale of one to five would be established for
rating the impact, one representing no impact up to
five, representing highly significant material impact.

76.  When applied to the concept of reputation risk, the possibility
that unconventional sales techniques are employed in your
organization’s revenue process might give rise to a higher
likelihood (4 or 5) with a relatively significant impact (4 or 5) on
the organization’s reputation. The combination of these ratings
might then translate to an overall high rating for reputation risk
within the revenue process.
 Risk ratings are best assigned during healthy facilitated
discussions of the inherent risk factors among process owners
and key stakeholders. These discussions provide a 360-degree
perspective of risks faced by the organization, which in turn
provides the organization with the information necessary to make
focused, value-added decisions with available resources.
 Consider utilizing an Excel spreadsheet to document these
discussions and capture the risk ratings. Create a tab for each
significant process listing out the risk factors, with columns for
rating the likelihood and impact, and assigning the resulting
overall risk level. Key discussion points should also be
documented as well as the underlying rationale for the ratings.

77. 3. Report
 All too often organizations of events misallocate resources to the
easiest fixes or the squeakiest wheel regardless of the level of
risk. Comparing the ratings of the risk factors across the
significant processes provides an overview of the risks to the
organization and prioritizes risks and high risk processes for
decision makers, leading to an appropriate allocation of
resources.
 The net effect of implementing and reporting on this type of
comprehensive approach is multi–faceted:
 Increased awareness of and consensus among key decision
makers as to the critical risks faced by the organization of
events;
 Development of standardized measurement criteria to actively
track historical risks and the impact of related remediation
activities; and
 More efficient and effective use of organizational resources.

78. Conclusion
 The organizational risk assessment can be
your first step in establishing a risk
management function. Considering that the
general business environment, economics
and technology standards are continuously
evolving and can have a significant impact
on a business/events, an organizational risk
assessment should be conducted or
updated at least annually. Areas of high risk
should be carefully evaluated for the
adequate application of controls and
monitored to ensure those controls are
operating as designed.