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Construction project management theory, to the extent that it exists, draws on ideas taken from mainstream project management theory and its fundamental assumption that universal solutions are applicable to projects that are more or less the same. A common explanation when things go wrong, and source of debate, is the perceived uniqueness of the industry. In this paper we investigate if we can learn anything from looking more closely at the practices in an industry that by and large is even more unique than construction. We ask ourselves what mystic processes make the event industry deliver under high pressure to firm deadlines and what can we learn from one sector to another. Are there dubious structures or is the delivery done in joyful partnering? The paper draws on individual experiences from event industry. Conclusions are drawn highlighting areas in which research towards understanding performance mechanisms in projects can fruitfully be undertaken.