Start with the decisions that take time to reverse
Begin the AV conversation when you know the event's purpose, date and likely venue. You do not need every equipment model selected. You do need to identify uncertain elements such as custom development, special construction, unconfirmed access or content that still needs production.
There is no single lead time that fits every project. A familiar setup using approved content has a different preparation path from a new interactive installation. Ask the supplier to propose a schedule after reviewing the brief, with the decisions that must be made before equipment and work can be confirmed.
Use milestones with evidence
| Stage | Evidence of completion | What depends on it |
|---|---|---|
| Brief and venue review | Agreed objectives, layout, conditions and unresolved owners | Feasible design and comparable quotation |
| Configuration and booking | Approved scope, availability and responsibilities | Production, preparation and logistics |
| Prototype where needed | Uncertain interaction or integration tested | Detailed build and final content decisions |
| Content approval | Correct files, language versions and playback list | System preparation and cue programming |
| Pre-event test | Agreed hardware and content checked together where possible | Release for site installation |
| Installation readiness | Access, supports and required services available | Installation, alignment and calibration |
| Rehearsal and acceptance | Programme tested and remaining issues resolved or assigned | Opening the experience to guests |
| Removal and closeout | Equipment returned, site handed back and agreed files delivered | Project closure or next event |
PMI's scheduling material explains how activities connect through dependencies and require resources. Read its discussion of schedule logic. In an AV plan, “content approved” should therefore connect to the work that uses that content, not sit as an isolated date.
Worked example: a conference with a small interactive zone
Imagine a hypothetical project whose team has already assessed the work and chosen the following checkpoints: scope agreed 20 working days before opening, interaction prototype accepted 15 days before, content delivered 10 days before and the integrated pre-event test completed five days before. Installation is scheduled the day before opening, followed by the agreed on-site checks and presenter rehearsal.
These dates illustrate a schedule structure. They are not minimum booking periods or a promise that a custom application can be delivered within them. A real schedule must use estimates and availability confirmed by the people doing the work.
Suppose the prototype reveals that the proposed gesture is confusing. Record the needed change and assess its effect on design, content and testing. Do not keep the original later dates unchanged merely to make the plan look on time. Agree a revised approach, a reduced scope or a schedule change while the decision can still help.
Give content a real delivery window
“Files before the event” is too vague. Define when final assets arrive, who checks them, how corrections are returned and when a version is released for use. Include the actual playback system, languages and screen formats. Leave room for checking a replacement file instead of treating every upload as ready.
Maintain one approved content list and one person who consolidates changes. A late presentation may need different handling from a late change to an interactive mechanic. Ask the technical lead which checks are affected and who can approve the consequences.
Plan the site sequence with the other teams
Confirm when scenery, supports, power and network services become available. If final lighting focus depends on completed scenery, show that relationship. If tracking calibration depends on a fixed sensor and clear play area, reserve that condition. Assign the handover point between contractors.
Include unloading, case storage, system tests, rehearsal, doors, show finish, dismantling and collection. The public programme occupies only part of the working schedule. Check that the same person or shared lift is not assigned to incompatible simultaneous tasks.
Keep the schedule usable as it changes
Name an owner, input and completion check for each important task.
Show dependencies and confirmed venue restrictions.
Separate a forecast date from an accepted milestone.
Record changes, their impact and the updated version of the plan.
Review the next unresolved decisions, not only the opening date.
Send the event date, venue information and custom work requirements to technical production. Ask for a schedule covering preparation through dismantling, with named approval points and the dependencies that could move them.