Week 8: EVENT OPERATIONS &
Sustainability
Learning outcomes - From this session , you should be able to ;
● Identify the key elements of operations from the EMBOK model
● Understand each element on its own merits , demands and requirements
● Explain why operations is critical to running cultural events
● Evaluate the scope and scale of operations among a variety of events.
● Understand why planning is critical to event operations and the delivery of cultural events.
● Introduce Sustainability in an event setting, and explore examples from industry
Definitions & Meanings
-Getz (2006) “ Refers to all those systems that must be in place and the actions that have
to be taken to produce the event”
-Tum , Norton , Nevan-Wright ( 2006 ) “Concerned with the day to day management ..where the
implementation of planning occurs and where control and administration takes place”
-Bowdin , Allen et al ( 2002 )“Operational plans are needed for all areas central to the achievement
of an events objectives”
The operations model
-An analysis tool for the sequence of key elements within event operations.
- Each element contains processes which ( when combined ) creates the entire event.
-Event Managers ensure each process meets event specifications.
-Operations are the management of all the processes required to produce an event.
-Event Operations management models explore all elements and issues that an EM should
consider from conception to close down.
-Operations Management is concerned with the achievement of satisfying both customer
expectation and resource utilisation.
-EMBOK states Operations to be one of five key knowledge domains for EM’s,
signifying its importance to the role.
Event Operations EMBOK
• This model is a little different with a Go / No Go running throughout the planning phases.
, • The Event will always remain as the deadline and can’t normally be moved.
• Event Management doesn’t end the day after the event, we need to review and close down.
Event Operations – EMBOK Core Values
• The framework identifies the core values of events and what is critical within the values and
culture of the industry.
• Continuous Improvement – Monitoring and analysing outcomes
• Ethics – Engender trust by being accountable
• Strategic Thinking – Develop organisational vision and goals
• Creativity – Draw on a variety of resources
• Sustainability – Employ sound business and environmental practices (key)
4 key parts to Event Operations
Analysis
• External and internal environments, service provision ,
• customer / stakeholder / gap analysis , operations modelling
Detailed Planning
• Product portfolios , product development , supply chain management ,
• location management , risk management
Implementation & Delivery
• People power, forecasting and capacity management ,
• scheduling and time management
Evaluation
• Performance evaluation , awareness of quality
Event Operations – Planning
• Scheduling; Event component breakdown, activity analysis, orders of completion,
arrangement of resources and timing of activities; known under the term ‘logistics’.
• Some activities can start without preparation, many will be dependent on preceding
activities being completed before passing over to the next stage.
• Some activities in the early stages may require resources before they can be completed.
• This could be power distribution, catering installation or staffing.
Sustainability
Learning outcomes - From this session , you should be able to ;
● Identify the key elements of operations from the EMBOK model
● Understand each element on its own merits , demands and requirements
● Explain why operations is critical to running cultural events
● Evaluate the scope and scale of operations among a variety of events.
● Understand why planning is critical to event operations and the delivery of cultural events.
● Introduce Sustainability in an event setting, and explore examples from industry
Definitions & Meanings
-Getz (2006) “ Refers to all those systems that must be in place and the actions that have
to be taken to produce the event”
-Tum , Norton , Nevan-Wright ( 2006 ) “Concerned with the day to day management ..where the
implementation of planning occurs and where control and administration takes place”
-Bowdin , Allen et al ( 2002 )“Operational plans are needed for all areas central to the achievement
of an events objectives”
The operations model
-An analysis tool for the sequence of key elements within event operations.
- Each element contains processes which ( when combined ) creates the entire event.
-Event Managers ensure each process meets event specifications.
-Operations are the management of all the processes required to produce an event.
-Event Operations management models explore all elements and issues that an EM should
consider from conception to close down.
-Operations Management is concerned with the achievement of satisfying both customer
expectation and resource utilisation.
-EMBOK states Operations to be one of five key knowledge domains for EM’s,
signifying its importance to the role.
Event Operations EMBOK
• This model is a little different with a Go / No Go running throughout the planning phases.
, • The Event will always remain as the deadline and can’t normally be moved.
• Event Management doesn’t end the day after the event, we need to review and close down.
Event Operations – EMBOK Core Values
• The framework identifies the core values of events and what is critical within the values and
culture of the industry.
• Continuous Improvement – Monitoring and analysing outcomes
• Ethics – Engender trust by being accountable
• Strategic Thinking – Develop organisational vision and goals
• Creativity – Draw on a variety of resources
• Sustainability – Employ sound business and environmental practices (key)
4 key parts to Event Operations
Analysis
• External and internal environments, service provision ,
• customer / stakeholder / gap analysis , operations modelling
Detailed Planning
• Product portfolios , product development , supply chain management ,
• location management , risk management
Implementation & Delivery
• People power, forecasting and capacity management ,
• scheduling and time management
Evaluation
• Performance evaluation , awareness of quality
Event Operations – Planning
• Scheduling; Event component breakdown, activity analysis, orders of completion,
arrangement of resources and timing of activities; known under the term ‘logistics’.
• Some activities can start without preparation, many will be dependent on preceding
activities being completed before passing over to the next stage.
• Some activities in the early stages may require resources before they can be completed.
• This could be power distribution, catering installation or staffing.
