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SPORTS EVENTS MANAGEMENT - Coggle Diagram

- - - - Planned vs. Unplanned
      - One-time vs. Recurring
      - Sport-based, Cultural-based, Political...
      - Local, Regional, National, Continental, World-Wide...
    - - Special Events (planned)
        
        Minor Sports Events (community level with low attendance)
        
        Festivals (community-based)
        
        Major Sports Events (high attendance, media attention)
        
        Hallmark Events (recurring)
        
        Large-Scale Sports Events (one-time or recurring)
        
        Mega Sports Events (one-time)
    - - Planning
        
        Bid (1-3 years)
        
        Transition (6-8 months)
      - Implementation (3 years)
      - Wrap-up (6-12 months)
    - - Proper Projects: clearly defined goals (complex environment with a lot of Stakeholders)
      - There is an Event Owner who owns the rights to host the event (organizes a tendering)
      - Service Goods: there is no possibility to stock and consumption and production of the event occurs at the same time
      - High media attention
      - High number of human and financial resources
      - Publicly funded and create legacies for the host city
    - - Project: temporary organisation of a project-oriented company for the performance of a relatively unique short to medium term strategically important business process
      - Sports events fulfil all criteria for projects: temporary organisation, high strategic importance, complexity through several products and consumers, high risk...
  - - - Important Characteristics
        
        Power
        
        Legitimacy
        
        Urgency
        
        Dedication
    - - What is the importance of the event?
      - What are the benefits?
      - Who should have input or give consideration?
      - What are the demands of the events?
      - What are the time frames and who are the competitors?
      - Who are potential partners?
  - - - Too limited use of formal strategic planning may hinder decision-making
      - Research and monitoring are needed before and after a mega-event
      - Mega-events should be integrated with broad development planning
    - - 1 - Idea and Feasibility
      - 2 - Candidature Process
      - 3 - Construction and Organisation of the Event
      - 4 - Event
      - 5 - Post-Event
- - - - Front of the House (FoH)
        
        Focuses on all elements that directly interact with the spectators and participants
        
        Includes customer service, ticketing, security at entry points, concessions, ushers, entertainment, and media relations
        
        The Goal is to provide a seamless and engaging experience for attendees
      - Back of the House (BoH)
        
        Involves behind-the-scenes operations that support the event but are not visible to the public
        
        Includes logistics, technical setup, staff coordination, emergency planning, and facility management
        
        Ensures the smooth functioning of the event without direct interaction with attendees
  - - - Develop integrated Contingency Plans
      - Subscribe Insurance Coverage
      - Exercise Venue Teams
    - - Reduce the risk of negative situations
      - Strengthen the knowledge of Venue Operative Plans and Policies and Procedures
      - Clarify roles and responsabilites of key workers
      - Ensure decision making process inside the venue
      - Guarantee effective communication
    - - The discussion of main activities each venue functional areas have to build up to receive its own client during operations
      - A solid instrument to follow is the Daily Run Sheet
      - “Virtual Tour” around the Venue driven by different clients groups
      - Supporting Instruments
        
        Functional Operations Manuals
        
        Venue Maps
        
        Venue Operations Plans
    - - Roundtable dialogue with venue teams regarding possible critical situations presented in the cases
      - The venue team is asked to discuss about situations that can happen during operations and to solve scenarios making use of Policies and Procedures and "good sense"
    - - Practice of venue operations and key functional area operations
      - The venue team is asked to practice “real” exercises, to react to normal, critical or abnormal situations, to solve problems making use of technological instruments
- - - - Debriefing and Evaluation
      - Decommissioning
      - Final Reports and Closing the Books
      - Managing the legacies
  - - - Tangible and Intangible
      - Territorial and Individual
      - Sport and Non-Sport
    - - Local Population
      - Urban Regime
      - Event Owners
    - - The Bidding and Organizing Phases
      - The future 10 years
      - More than 10 years port-event
    - - Sustainability
      - Knowledge Management and Transfer
      - Technology