Management of Event Operations

Julia Tum, Philippa Norton

• Publisher: Routledge
• Year: 2006
• Print ISBN: 9780750663625
• eBook ISBN: 9781136386176
• Topic: Business
• Subtopic: Hospitality, Travel & Tourism Industry
• Index: Business

The Management of Event Operations: project management, planning and customer satisfaction provides an introduction to the management of operations for the event planner and venue provider. Taking an holistic view of an event enterprise, it links the traditional topics within operations management to present a coherent and hands-on approach specifically for the events manager. The approach is pragmatic and is dictated by practical consequences and considerations, which are so important to an event manager who balances many views and needs from diverse stakeholders.

Section One

Analysis

Introduction

Within Section 1, the event operations management model is introduced and explained. The event operations management model provides the structure for the entire book, and the four sections within the book relate to the four stages of the model.

The importance of analysis is stressed in Chapters 1–6. An event manager must work with eyes, ears and mind open to activities that are going on around the organization – not only those that are close to the organization but also those that are thought to be remote and of no direct importance to the event. The concept that everything has a knock-on effect somewhere is very difficult to challenge.

This book identifies how, by using conventional operational management theory and project planning techniques, the event manager can be better equipped to manage events in the twenty-first century.

The chapters in Section 1 therefore concentrate upon internal and external analysis to identify the environments in which the event manager is working.

Chapter 1 introduces the development of the event operations management model. This model is proposed as the ideal process for an event manager. It is based on extensive research, and brings together aspects of previously published models. The model embraces all the aspects of managing an event, from concept through to implementation and review.

As alluded to in the preface, today’s environment is dynamic, competitors are aggressive, and customers can be fickle and demanding. Many events organizations are small entrepreneurial companies, others are part of large companies often seeking to promote brands and excellence, and others are charitable or community based. None of these organizations can afford to make financial errors, lose reputation or fail to meet agreed objectives.

The event operations management model seeks to explore all the elements and issues that an event manager should be aware of as the event is considered from concept to completion.

Chapter 2 identifies some of the major terminology used within the operations management and the project management literature, which can clearly be applied to managers within the event industry. These previously very well researched and documented approaches are relevant and can be appropriately transferred to the event industry.

Critically, the importance of having a clear mission and objectives is discussed, as is the importance of knowing who the customers are and how their needs can be satisfied.

The notion of transformation of resources is introduced. This is the process whereby both tangible and intangible resources are utilized to create, and be consumed by, the event. Often creation and consumption is simultaneous.

The chapter concludes by examining the different formats that events can take. It is very important for an event manager to be able to consider the impact of these variances on costs, training needs, standardization and flexibility.

Chapter 3 considers in depth the external environment. It offers various techniques that can be used to appraise external factors, and explains the importance of both creating and understanding objectives set by and expected by a diverse range of people. In order to cover these points succinctly the importance of business policy is introduced, since this will have an impact on the event operations management model.

The chapter explores in depth many of the external issues and groups that influence organizations, and it offers a technique that can be used by an event manager to explore and analyse the impact of stakeholders on an organization.

Chapter 4 considers some aspects of marketing. This chapter provides a bridge between the internal and external environments. The main aim of the chapter is to demonstrate the importance of knowing what the customer wants and values. This is a significant aspect of the event operations management model.

The chapter considers specifications, consistency of provision, timeliness, flexibility, price and added value. The issues within this chapter are of considerable importance to the event manager.

Chapter 5 covers in depth the needs of the customers and the various stakeholders. It examines the amount of interaction between the organization and the customers, and the effect that different levels of contact can have on the management and control of the different elements of the event. Similarly, the chapter considers the degree of influence on the organization from the different stakeholders, and analyses the influence and impact that stakeholders can have on an event and how the event manager can aim to control this.

The concept of critical success factors is introduced and various techniques are explored to evaluate how well an organization is meeting the needs of its customers. This section culminates in exploring the concepts of gap analysis.

Chapter 6 focuses on the internal environment. This is an important part of the event operations management model. The chapter examines the culture of an organization and how this can influence quality decisions, what information systems are required and the importance of financial strength.

The chapter explores the efficient use of resources and the varied competencies of employees. A technique is offered which will enable the event manager to make efficient use of resources so as to provide the best possible customer satisfaction – i.e. the critical success factors (CSFs). The chapter closes with a discussion on the different management structures that organizations can create, and their varying advantages and limitations.

Hence, Section 1 offers a set of tools and techniques for events management, using a logical and clearly described event operations management model.

Chapter 1

Development of the proposed event operations management model

Learning Objectives

After reading through this chapter you will be able to:

Define a project, and understand the various approaches to event operations and the management of a project

Explain the importance of project management and its application to event operations management

Appreciate how the event operations management model has been created

Understand the four stages within the event operations management model.

Introduction

Tukel and Rom (2001) have researched various definitions of what a project is, and cite the work that has been put forward over a period of time by Kerzner (1994). Initially he offered three objectives for a project – that it should be:

1. Completed on time

2. Completed within budget

3. Completed at the desired level of quality.

It can be seen that these are only internally focused objectives, and are concerned with the success of the project from the organization’s point of view.

By the late 1980s, after the introduction of Total Quality Management (TQM) into academic literature, Kerzner (1994) added a further two performance measurements:

4. Customer satisfaction and acceptance of the outcome

5. Customers allowing the contractor to use them as a reference.

This is an example of a trend by researchers to integrate customer involvement as a factor in determining project success.

Turner’s (1999: 8) definition of a project starts to reflect some of the known and expected constraints and characteristics of a project:

… an endeavour in which human, financial and management resources are organized in a novel way to undertake a unique scope of work, of given specification, within constraints of cost and time, so as to achieve beneficial change defined by quantitative and qualitative objectives.

This development of the definition is supported by Cicmil (2000), who argues that traditional project management had developed a range of specific techniques for planning, monitoring and control which used to be applied to industries such as construction, aerospace and defence. However, he also recognizes the limitations and challenges of modern projects. It is precisely those challenges that can often be present within virtual teams in the event industry – i.e. there exists complex and diverse customer–supplier chains and multiple stakeholders who have a complexity of expectations of an event.

It can be seen that project management is becoming more common and necessary as stakeholders and the business environment are demanding professional and commonly agreed standards. Bowdin et al. (2001) note that project management methodology is being used in fields as diverse as software management, business change management and event management.

Other work (Bubshait and Farooq, 1999) has focused on the person who is in charge of a project. This person is vital in providing, and often being, the main focal point. Gray and Larson (2000) advise project managers to innovate and adapt to changing circumstances in order to maintain control. Even well-planned projects in the event industry are likely to face unexpected challenges – customers’ changing needs and numbers, variable weather conditions, road access closures, failures of suppliers etc. Cooke-Davies (1990) notes that any one of these changes may result in significant modifications being made to the project schedule and resource requirement. In the event industry, however, no changes can be made to the end time of the project, since this is the start time of the event. No slippage is possible, and there is only one opportunity to get it right. To quote from O’Toole and Mikolaitis (2002):

What separates the corporate event contract from others is the overriding importance of time.

The dynamic nature of events and the way that the functional areas are so closely linked means that a small alteration in one area can result in crucial changes, and may affect the whole event (Bowdin et al., 2001). Since an event has a start and an end point, it can also be defined as a project. It has a life expectancy, and the time from its inception to completion can be termed ‘the event project life cycle’.

The work...

Table of contents

• Cover
• Halftitle
• Title
• Copyright
• Dedication
• Contents
• List of Figures
• List of Tables
• List of Case studies
• Series editors
• The authors
• Series preface
• Preface
• Section One: Analysis
• Section Two: Detailed planning
• Section Three: Implementation and delivery
• Section Four: Performance evaluation
• References
• Index