Planning and Managing an Exhibition Programme

approach took into account the fact that the exhibition would involve every museum
department and virtually every staff member, especially when educational and development
programming were taken into account"The development and implementation of Odyssey took
place against a background of normal operating activity, including the special exhibition
schedule and educational programming, plus the final phases of planning for the major facilities
expansion and an ongoing US$I00 million fundraising campaign.
THETEAMAPPROACH
To address this need for a new, innovative, management structure, an Odyssey Core Group
was formed for the duration of the effort. Comprised of eight mid- or senior-level staff to
oversee eight specific areas of activity, it was small enough for efficient management. At the
same time it encompassed all key areas of exhibition-related activit),. lts purpose was to push
decision-making to its appropriate level within the organisation. lts activities were to assure
an essential level of co-ordination with ongoing operations, to report on progress and to
resolve issues that rose to the Core Group level. The Core Group initially developed a
comprehensive,'detailed list of tasks necessary to complete the exhibition and related
programming successfully. The tasks were collectively divided and assigned to individual Core
Group members and ultimately scheduled and budgeted.Accountability resided collectively
in the Core Group.
The Core Group itself was led by a three-person Management Group, which set agenda, ran
meetings, recorded minutes, facilitated communication and follow-up, mediated and tracked
tasks, schedule and budget. This group consisted of a deputy director with overall
responsibility, supported by an exhibition planner and an executive assistant. Core Group
members responsible for overseeing specific areas of activity each formed a broader subteam
drawn from staff deeper within the organisation. Over time,with dynamic membership,
these teams completed current assigned tasks and communicated further out into the
organisation:
t
o
o
o
Team l,Objeas ond Scholorshrp, developed and maintained the object list and made certain
that the works were prepared and installed in time.Working closely with all curatorial
departments, this team provided the research and primary information on the objects
and ensured the integrity of both the obleca and the scholarship.
Team 2,lnterpretotive Broinstorming,was the creative group that produced the conceptual
and thematic structure for the exhibition, interpretative media and programmes.
Teom 3,Exhibraon Destgn,was responsible for allaspects of exhibition design,fit-up,graphics
and integration of interpretative media.
Team 4, Renovotions, provided project management for the major renovations of the
galleries, responsible for interface with the general contractors and for delivery of the
completed shell space.
. Teom 5, VisitorServrces, was responsible for planning mitigation of adverse impacts due to
the renovation and installation work.This team also planned visitor service operations
and amenities required by the exhibition.
PLANNINGAND MANAGING AN EXHIBITION PROGRAMME 271