This presentation was given by Rupert Forrest of the Royal Edinburgh Military Tattoo to delegates at the APM Scottish Conference 2015 which was held on 10th September at BT Murrayfield Stadium in Edinburgh.

2. Project Management Behind the Ramparts
Lieutenant Colonel Rupert Forrest
MBE
Special Projects Manager

3. Hadrian and Wade
A Historical Perspective
Began around 1725
390 Km (240 Miles)
Planned by the Army
Programme
Latin: programma edict,
Proclamation, program
Planned before 122
17.5 km (80 Roman Miles)
Built by the Legions
Project
Latin: projectio extension,
projection, throwing forward

4. My Background

5. Culture

6. Scope
‘Chatham House’
 The Tattoo
 Context
 Business Effectiveness
 Project and Programme Management
 Art
 Personal Reflections
 Q&A

7. Our Context
 Edinburgh Castle is a military place with a symbolic role at the heart of
the Scottish Capital
 Military performances of music and dancing from 1947 - 1949
 Tattoo first conceived in 1949 for a 1st performance in 1950
 Now into our 67th season!
 The Show has been seen by over 12.5M people
 25 performances over August to a live audience of 8,800 each evening
- 220,000 across the season
 VIP capacity of 147 each performance (3675 including salute takers)
 Filmed by the BBC in High Definition. Peak viewing figures in 2015
topped 5.6M in the UK and >100M globally
 We deliver £77M in ‘additionality’ and a further £30M in term of Full
Time Employment (FTE) Equivalence
 Sold out for the 17th season
 49 Countries have taken part and we are in routine conversation with
32!
 One of the 12 Edinburgh Festivals delivering together £241M value
each year

8. Mission
The Royal Edinburgh Military Tattoo will deliver annually, a world-class, public
military event, rooted in Scottish tradition, which exceeds the expectations of
our audience and partners. In so doing, we will pursue defined charitable
purposes and contribute to the prestige and prosperity of our Nation, and
those of our allies and friends.

9. Royal Edinburgh Military Tattoo (Charities) Limited
Royal Edinburgh Military Tattoo Limited
Patron and Vice Patron (1)
Board of Directors/Board of Trustees (12)
Military Advisory Committee (2)
Senior Management Team (5)
Permanent Staff (24)
Seasonal Staff (200)
External Support (180+)
The Cast (1,200)
The Audience (8,850 – 220,000)
Organisation and Structure

10. PHYSICAL COMPONENT
(The means to do it all)
Manpower Information & Intelligence
Infrastructure & Equipment
Training Finance
MORAL COMPONENT
(The ability to get people to
give of their best)
Motivation Leadership
Management
Principles Practice Development & Creativity
CONCEPTUAL COMPONENT
(The thought process behind it all)
Efficient and Effective
(To deliver against objectives)
Business Effectiveness

11. An Output-focused Approach
Inputs
To-Hand Resources
Ticket Sales
Retail Sales
Investments
Prudential Borrowing
Sponsorship
Human Resources
Other sources of income
Controls
Business Analysis
Priorities (set by the Board of Directors)
Governance (Operating and Charitable Companies)
Resource and Risk Management
Mechanisms
Routine Business Rhythm
Financial Planning Process and Monitoring
Joint Planning and Evaluation
Contractual Relationships
Event Control
ACTIVITY Outputs
The Event
Financial Stability
Capital Growth
Outputs to Partners
Wider Contribution
Charitable Giving
Reports
Statutory Requirement
Board of Directors
Cheaper More Efficient More Effective

12. Performance Framework
PO1
PO2
PO9
PO3
PO4
PO5
PO6
PO7
PO8
Lead, manage and motivate our people
Understand and exploit our business environment
Deliver effectively and efficiently the Event and Show
Manage our property portfolio
Plan and prepare for the future
Communicate effectively
Promote a balanced programme of training and development
Promote profitability, propriety and fiscal efficiency
Build and manage our stakeholder community

13. Current Focus
 Grow our brand and our balance sheet by:
 Delivering an overseas Tattoo in Australia and New Zealand in
February 2016
 Relocating our HQ to 1 Cockburn Street while seeking to improve the
use and management of our existing properties – More later!
 Encouraging a robust programme/project management culture and
practice towards improving planning ‘lead times’ - out 6 years
 Continuing to lead, manage and motivate our people
 Better understanding and exploiting our business environment
 Delivering effectively and efficiently all aspects of our business
 Communicating and marketing more effectively
 Developing our staff and recruiting wisely
 Continuing to develop profitability, propriety and fiscal efficiency
 Continuing to build and manage our stakeholder community.

14. Programme and Project Management
the key ‘enabler’
 Define the Aim
 Plan
 Brief
 Execute
 Evaluate

15. The Tattoo Year
August September October November December January February March April May June July August
Governance
Draft AR
Final Accounts
Annual Review
Business Plan
29
External Meetings 24 EPOG EPOG EPOG EPOG 29
Board Meetings
1 Bd Dir 5 Ops 10 FRA 10 Bd Dir 1 FRA 15 BdDir 13 FRA
13 Coord
10 AGM 29
CEO 1/4ly & Task Group 2 26 1 28
Production Meetings Production Mtg Coord 1st
Wed Coord 1st
Wed Coord 1st
Wed Coord 1st
Wed
Event Management Production Mtg 7Tattoo29
PRS Publishing 24 7Present29
Built Property Recover 28
Events Production Mtg Prepare Finals Deliver
Stands 24get out28 Demount 5 Float 11 17 Build 26 Float 31
1 Float 3
4 Concerts 26
21 Getin28
Deliver
Event Control Recover 28 Lessons Production Mtg EPOG EPOG EPOG EPOG Licences 7 Deliver 29
Production Recover 28 Production Mtg Licences/PME 26 29
Production
Recover 28 Thank you letters
Disbursements
Request for
Service Music
Production Mtg
Coord 1st
Wed Coord 1st
Wed Coord 1st
Wed Coord 1st
Wed
29
Lighting, Sound and Props
Recover 28 Production Mtg 27 Train/Build 31 1Train/Build6
7 Tattoo 29
Crew
Recover 28 Production Mtg 27 Train/Build 31 1Train/Build6
7 Tattoo 29
Front of House
Disperse 24
Appoint
27 Train 31 1 Train 5
6 Tattoo 29
Cast
Disperse 24 Production Mtg 2 - 6 Reherse
7 Tattoo 29
Hospitality Open Sale 6 Tattoo 29
Corporate Recover 27 Open Sale 6 Tattoo 29
Court and Social Recover 27 Guest List Review Invitations Issued Coord 6 Tattoo 29
Sponsored Transport Recover 29 2 Cars Full Sp RCB 29 Full Sp 29
Marketing Initial Literature Consolidate
Press Conf
Prep Surveys
6 Media 29
6 Surveys29
PR Complaints Complaints
Sales Recover Review 6 Deliver29
Box Office
Retail Recover 28 Stock Review Sales +
Tattoo Shop
Kiosk, Prog and Cushions
Recover 28
Appoint 17 Train 31
1 Train 5
6 Deliver29
Event Support
Recover 28
17 Train 31
1 Train 5
6 Deliver29
Develop Show Programme
Continue Rolling Proposition
Prepare, Sell and Prepare DisplaysMarketing, Sales and Co-ordination
Rehersal (P&D From Jan 14)
Production Meetings and liaison
Production Meetings and liaison
Production Meetings and liaison
Recruit
Planning Preparation
Planning Preparation
Planning Preparation and Rehersal
Mission: The Royal Edinburgh Military
Tattoo will deliver annually, a world-class,
public military event, rooted in Scottish
tradition, which exceeds the expectations
of our audience and partners and, in doing
so, contributes to the prestige and
prosperity of the Nation.
Programme: The Tattoo Year runs from
the Sunday after the final Performance
until the final Performance each year.
Publishing, Licensing and Associated Payments (PRS, MCPS, PPL), Intellectual Property
Renting/Leasing and FM Support (incl Cleaning Contract), H&S, Security: Ramsay Gardens, 32 Market Street, Cannon Ball House and Muir Road
Musical Meetings
Production Meetings and liaison
Recover Preparation, Planning and Coordination Prepare and Build
Planning Preparation
Storage and Maintenance
Prepare and Sell Marketing, Sales and Co-ordination
Planning , Preparation and Co-ordination
Open Monday to Friday 1000 to 1630
Sales DVD and Stock
Recruit
Photo Competition
Pre orders and Planning Tickets Sales
Sales DVD and Stock
Prepare, Sell and Prepare Displays
Prepare and Sell
1 Car
Lessons Learned / PR Plot Rolling Proposition
Wash Up
1st Wed
post event
Annual Programme
Recovery & Exploitation
Planningand Preparation
Event Delivery
4 - 26 Jul Concert Period
27 Jul – 3 Aug TechnicalBuild
2 Aug Cast assemble
2 – 5 Aug Rehearsals
6 Aug Dress Rehearsal/Preview
7 Aug Opening Night
29 Aug Final Performance
30 Aug Disperse

16. The Show

17. Balancing Risk and Opportunity

18. The ‘Levels of Challenge’ and their Lead Times
‘Strategic’ (6 - 10 years)
‘Operational’ (2 - 5 years)
‘Tactical’ (the here and now!)
‘Grand Strategic’ (10 - 25 years)

19. The 5-Sided Model
International
National/UK
Regional/National Scottish
Municipal
Defence
Foreign
Affairs
Heritage, Culture
and the Arts
Tourism
Enterprise

20. The Sustainability ‘Triad’
Economic
Sustainability
Environmental
Sustainability
Social
Sustainability

21. In essence….a Comprehensive Approach

22. Measures of Effectiveness
“The standard by which any event is judged is seldom absolute but
rather is marked in relation to both competitors and the wider
sector”

23. Finance
 Ticket sales: (72% of turnover)
 Corporate Hospitality: (11%of turnover)
 Retail sales: (7.5% of turnover mainly audio-visual products
and digital) - busiest time is August to December
 Concerts and other events
 Sponsorship and Partnerships
 Intellectual Property
 Property
 Overseas Events (great adventures planned!)

24. Maintain a Singular Focus on the Customer

25. The Brand must remain ‘Authentic’

26. But…be prepared to innovate!

27. …and seek to deliver to consistently high standards!

28. …delivering a quality experience for everyone who
takes part!

29. It’s Art Darling

30. The Creative and Production Process
Inspiration (5%)
Clarification (10%)
Distillation (30%)
Implementation (40%)
Evaluation (8%)
Sustainment (7%)

31. The Creative and Production Process
Inspiration (5%)
 Open-minded
 Idea Generation - through
experience and research
 Searching for ‘the voice’
 Anniversaries and national events
 Seeking the Show Brand
 Opening relationships
Clarification (10%)
 Discipline
 Answer the key questions
 Initial integration (e.g. Possible
‘Courses of Action’)
 Selection of International acts
(incl. Pipes, Drums and dancers)
 Novelty acts
 Logistic detail starts
Distillation (30%)
 Self-criticism
 Preferred ‘Courses of Action’
 Liaison with the Lead Service
 Initial production meetings
 Technical details developed
as required
Implementation (40%)
 Precision
 Communication
 Project management and close co-
operation
 Iterative development of the storyboard,
narration, music, choreography and
technical support
Evaluation (8%)
 Rigour
 Attention to administration and
morale
 Initial rehearsals
 Sentencing Conference’ and follow
up
 Final rehearsals
 ‘Tuning and Quality Control’
Sustainment (7%)
 The Performer Experience
 Efficiency and Effectiveness in
technical support contracts and
infrastructure management
 ‘Thank You’ and sustainment of
relationships

32. Working In The ‘Arts’
 Learn to deal with the artistic temperament.
 See everyone as having characteristics rather than
strengths and weaknesses.
 Selection and maintenance of the aim.
 Keep it simple.
 Learn to balance risk and opportunity.
 Top Tips:

33. Make The Right Strategic Decisions

34. Understand and exploit the business environment
to remain first, best and different!

35. Strong Leadership and Appropriate Delegation

36. Integration, Integration and Integration

37. “Nothing is impossible but… some things you
cannot afford”

38. REMT Mission: The Royal Edinburgh
Military Tattoo willdeliver annually, a
world-class, public military event, rooted
n Scottish tradition, which exceeds the
expectations of our audience and partners
and, in doing so, contributes to the
prestige and prosperity of the Nation.
Move and Refurbishment Draft
Mission: Move to refurbished premises,
via temporary facilities in order to seize
he opportunity of a better premises which
enables ourbusiness objectives, meets
he strategy for growth and sustainability,
whilst delivering the mission.
Apr to Sep October November December January February March April May June July August September October November December
Governance Draft AR Annual review Business Plan 23
Meetings: External and Board
CEO
Production
EPOG
3FRA 17BdDir
Coord 1st Wed
16 Bd Dir 6 Bd Ops 20 FRA
28
11 Bd Dir Production Mtg EPOG
2FRA 16BdDir
30 FRA
Coord 1st Wed
EPOG
14 Coord
28
Coord 1st Wed
EPOG
11 AGM
Coord 1st Wed
EPOG Licences
Coord 1st Wed
23 1 15 Bd Dir 5 Bd Ops 19 FRA
27
10 Bd Dir
Other Key Activities
12
Build
6 Float 12
Preparation, Planning and Coordination
Storage and Maintenance
11
Build
20 Float 28 29
29 Concerts 19
20 Get in 27
1 1Tattoo23 Demount
Lessons
6 Float 12
Ticket Sales Ticket Sales Open Sale Tickets Sales Leave Open Sale
Shop Sales
Move and Refurbishment Anticipation Initial Planning and Preparation Project Initatiation and final Preparation Move 1 & Refurbishment followed by Move 2 Consolidate Maintain
Decision Points
Purchase, Fin End
State, comms and
Org
Appoint
Contractors
Finalise Detailed
Plan
Ready to Move
Bldg Acceptance
Ready to Move
Refurbishment
Acceptance
Final Adjustments
Market Street Normal Operations Clear and Ret
Temporary office accomodation Initial Visits as soon as identified Planning and Preparation
Prepare and
Occupy
Normal Operations Clear and Ret
Temporary Shop ? Initial Visits as soon as identified Planning and Preparation
Prepare and
Occupy
Normal Operations Clear and Ret
Future Accomodation Initial Visits as soon as identified Planning and Preparation Refurbishment Float and Move 2 Consolidate Maintain
Resources
Finance Initial Budget Planning Final Budget Monitor Audit & Close
REMT Event Manager
Anticipate
Requirements,
Research and
Prepare
Agree Organisation, Warn Team, brief and visit Detailed Planning and Preparation Manage Moves and Refurbishment. Deal with issues. Cost, Time, quality, scope, risk and benefits Consolidate Maintain
REMT Project Team Normal Operations Detailed Planning and Preparation Assist Moves and Refurbishment as required. Consolidate
REMT Staff Normal Operations Prepare Move Normal Operations Prepare Move Normal Operations
Contractors Research Consider Options and Initial Approach Tender Planning and Preparation On Task
Stakeholder Communications
Research and
Plan
Initial Consultation and Communication Communication and Engagement Maintain
COUNTER BOOKINGS
Detail
Questions
and
Discusion ?

39. © Copyright 2015 The Edinburgh Military Tattoo (Charities) Ltd is a company
limited by guarantee Registered in Scotland No. 108857. Charity No. SCO18377.
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For information on usage rights, contact adminstration@edintattoo.co.uk or
0131 225 4783.

40. This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events