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Event Management Analysis: Local Soccer Championship
Introduction
Even management requires careful and detailed analysis and planning in order to avoid a project failure and create an impressive and amazing setting for visitors. The event selected for analysis is a local soccer championship. This event attracts much soccer fans and people interested in s[port events. For this reason, safety issues and controls are the main concern for the project manager. The schedule of the game is established by general soccer rules and does not require additional changes or improvements. The game lasts 90 minutes, and is divided into two matches. 45 minutes each.
Events Life Cycle
The Main Stages of the Event
The event life cycle can be divided into five parts: the preparation, the first match, the break, the second match and the celebration of the victory. The first step in plan is preparation. The soccer fans gather at the local stadium and take their sits. The aim of this step is to ensure safety of fans. During the second stage of the event, all players were on their own side of the field. My team won. In contrast to traditional shape of the field, where the size of the areas is about 100 yards in length and 50 yards wide, the shape of the areas is GYM are smaller. There are boundary lines surround the field considered part of the filed.
The main problem was that we did not have 11 players for each team (according to the rules of the game) but had 7-7 for each team. During the third stage, the break, fans did not leave their sits as it lasted only 15 minutes. The second match carried an immense appeal. No two contests could ever be repeated exactly, and we were constantly expecting the unexpected. Last week, there were no severe penalties against players of both teams. The break between matches was at 4:45 PM. During this time, my favorable team planed and discussed our drawbacks in defense and created new tactics and strategy of the play. The last stage was the event was a celebration of victory and communication with players (Robbins, 2002).
Legislative and Licensing Framework
In soccer, legislative and licensing framework determines the main rules and procedures of the game. The main issue for project managers is to develop and ensure effective performance for visitors and sport fans (Thompson and Martin 2005). This level will involve analysis of the differences between current level of assessment and instructions, and desired one (Grant, 1998). Though it is a costly part of the budget, money spent on continuing changes represents most likely the single most valuable investment.
Externally, legislative issues should reflect general rules and principles of soccer. Internally, legislative issues should reflect internal needs of the institutions and its main goals. If project team really accomplished what is in most game rules guides, they would be considerably ahead of where they are now in sport event management (Owens and Wilson 1996).
It is essential that soccer players and event managers agree upon and clear up their curricular goals, assign responsibility for achieving them, and have a paper that will make these decisions clear to any inquirer. Event schedule should be chosen for its potential. This approach does not necessarily mean only practical use but rather that the knowledge and skills learned will be conducive to new learning and problem solving, originality, and the making of responsible decisions (Burkun, 2005).
Project Management
The practice of project management is influenced by developments in the management science, by new and old models and understanding of the management and its functions in events. Project management is often considered as one of the main tools which help organizations to compete on the market and create strategic goals and competitive position (Grant, 1998). The modern sport sector represents a unique market segment within a global trade.
It requires unique strategic goals and strategic thinking tools to compete on the market place. It is often asserted that the modern environment is so multifaceted that it is impossible to capture reality with the help of any formal model. In spite of great advantages and benefits proposed by modern theories and concepts of management, there are some limitations and weaknesses which prevent managers from effective implementation and introduction of their decision and management solutions (Moore, 2001).
Communication Skills
The main skills required by project managers are excellent communication and planning skills, ability to accept risky decision and foresee possible problems and risks associated with mass events. The art of strategy design should begin with the recognition of environmental threats and their transformation into opportunities. The first limitations of the modern management theories are an awareness of the companys dependency on its environment.
Modern organizations rely on very popular Porters five forces, namely, competitors, buyers, suppliers, substitute producers, and potential new entrants. Thus, they do not take into account political and social factors outside the company. A second limitation is inadequate environmental scanning applied ot the company beyond internal management information systems. In their responses to environmental challenges, managers are hampered by a variety of response barriers, such as entry, exit, and inertia barriers (Mintzberg et al 2004).
Information technology and research skills
Information technology and research skills help project managers to assess and evaluate different approaches to event management and select the best possible solution for the soccer championship. The simplicity of the strategies and proposed management solutions limit the scope of analysis and opportunities assessment. Dynamic and complex environments are more difficult to measure and to model than complex but static markets.
Yet, most difficult and complex are those business issues that are both multifaceted and dynamic; these environments are correctly termed discontinuous or turbulent environments. The major problem is that corporate-level managers are ill-equipped to do effective analysis because they do not understand the unique resources and capabilities in the organization, whereas managers have the knowledge, within the new sector, organizations should take a specula attention to internal and external resources, rapid changing environment and flexible planning process (Dobson and Starkey 2004).
For instance, change management strategies should be more effective, in terms of identifying what it is that the business should be doing today and tomorrow in order to survive and prosper in the long run. The highly competitive nature of many markets and the likely future prospect of continued economic turbulence as national and global economic fortunes vary, requires that business managers continue to look for opportunities to improve performance. For this reason, organizations should concentrate on knowledge-based strategies and resources-based view to compete on the market (Fulton and Maddock, 1998).
Risks
A major source of risk on events is tied to difficulties in managing needs and requirements. If needs have not been identified correctly and if the corresponding requirements do not capture real needs properly, then a project is foredoomed to fail because it will produce deliverables that do not correspond to customers needs and wants. Proper management of needs and requirements is a necessary condition for project success. Problems begin with attempts to identify needs. One common difficulty is determining who the customers are. At first blush, the answer may seem obvious: the key customer is the individual who is paying the bill.
But reflection shows that this perspective is too narrow. In the area of investment decisions, probability forecasts are very important, e.g. variable estimates of future sales costs and prices will affect the estimated rates of return on capital invested in projects. Risk management is an important area of project management because it helps the project manager to locate and plan resources taking into account probability analysis and possible risks (Gardiner, 2005).
Ineffective risk analysis leads to failure of the project and threatens its outcomes. Better customer relations lead higher morale of staff, lower program costs result in higher profit margins. Individuals have a lot of freedom, but when they join a project their freedom is restricted and their effort must be joined with those of others to achieve organizational goals. For this reason, the project manager should take a special attention to all areas of the project and resources involved to achieve desirable and stipulated outcomes (Frame 2002).
PEST and SWOT
Pest
Political stability in UK opens new opportunities for soccer to meet fans demands and needs. Soccer championship can raise the level of competition. In order to compete on this market and remain profitable, soccer should introduce aggressive advertising campaign informing potential fans about new products and their benefits. To get the message different types of media will be used in accordance with particulate audience. (Gardiner, 2005)
Economic liberalization allows soccer championship to enter Eastern Europe and expend its popularity. Techniques used here include: temporary price reductions; extra value offers for soccer clubs, including offers relating to future purchase; premium offers (incentives), including free mail-in premiums, banded free gifts. Often a critical determinant to estimating demand is the availability of information. The obtaining of such information can be extremely difficult and costly in many countries, particularly developing countries (Gardiner, 2005).
Social factors involve cross cultural communities and improved standards of living. The soccer championship manager establishes offerings in accordance with his perception of both actual and potential demand; he continuously monitors the sport marketplace to adjust to changing wants and needs; gathers marketing intelligence to delineate market opportunities; and integrates, coordinates, and controls marketing resources to achieve more efficient systems of action (Gardiner, 2005).
Technological forces demands innovative solutions and methods in production and marketing operations. Technological developments and changing market environments are externally based, whereas research and development, and modifications of products, packages, marketing channels, and advertising. Digital TV and real time video will help to attract more fans around the country. Corporate resources are balanced both internally and externally. Internal balance is achieved by the coordination of all soccer championship activity and its integration with the other areas of the business (Gardiner, 2005).
Conclusion
Event management requires excellent communication, management, planning and control skills. An event management framework involves such concepts as technology, structure, effectiveness, and fit. Each of the concepts has great impact on the modern organization and its functions. The correlation between these measures and measures of arrangement indicates how well the management decisions matches structure. Modern project management does not reveal much about how the important properties of these systems should be measures.
Bibliography
Burkun, S. 2005, The Art of Project Management. OReilly Media; 1 ed.
Dobson, P., Starkey, K. 2004, The Strategic Management: Issues and Cases. Blackwell Publishing.
Gardiner, P. 2005, Project Management: A Strategic Planning Approach. Palgrave Macmillan.
Grant, R. M. 1998, Contemporary Strategy Analysis, (3rd edn.). Oxford: Blackwell.
Frame, J.D. 2002, The New Project Management: Tools for an Age of Rapid Change, Complexity, and Other Business Realities. Jossey-Bass.
Fulton, R. L., Maddock, R. C. 1998, Motivation, Emotions, and Leadership: The Silent Side of Management. Quorum Books.
Mintzberg, H., Lampel, J. B., Quinn, J. B., Ghoshal, S. 2004, The Strategy Process. Pearson Education.
Moore, J. L. 2001, Writers on Strategy and Strategic Management: Theory and Practice at Enterprise, Corporate, Business and Functional Levels. Penguin Books Ltd.
Owens, I. Wilson, T. 1996, Information and Business Performance: A Study of Information Systems and Services in High Performing Companies. Bowker-Saur.
Robbins, S. 2002, Organizational Behavior. Pearson Higher.
Thompson, J. L., Martin, F. 2005, Strategic Management: Awareness, Analysis and Change. Thomson Learning.
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