VENUE OPERATION MANAGEMENT

Venue Operation Management

Venue Operation Management

Integrating planning and operations

To understand and beginning with framing this paper, we shall dwell and discuss the concepts and processes that were involved in the area of what we call operations management. This paper not only covers and discusses core concepts; theories and analysis that had been delivered and discussed within this module, but will also narrate a reflection upon the importance of operations management and its significance in the world of business today. Venue operations management, to begin with a clear definition, is defined as a set pattern of rules, regulations and processes that would help and align all the core components of business operations, in the midst of producing or delivering quality goods or services (Alameri, 2003, 96-112). Operations management must be inculcated into the organization for the sole purpose of managing all courses of action that prevail in cost-effective and timely execution of operations and smoothly running a business.

Venue operational management is all activities related to the deliberate transformation of materials, information or customers. Operating function includes activities that result in manufactured goods and services supplied by the organization to the external environment. Organization may vary greatly in nature operating functions. For example, in industrial raw materials are processed, and the first from the raw produce individual parts and components, then assemble them into finished products (Allard, 2002, 19-25). The strategy of operations is a vision of the role of operations depending on the direction or general impulsion for the decision plan. This vision must be integrated with business strategy and often, but not always, reflected in a plan formal. The operations strategy should result in a consistent pattern of decision making in the operations and competitive advantage for the company.

As the department responsible for ensuring successful operational delivery across all tournament venues, events and operations coordinated a programme of planning designed to ensure that information was shared between departments at appropriate times and that services would be delivered according to agreed scope. An overarching planning framework was documented and it sets out the approach that was undertaken to achieve a coordinated planning effort (Meredith, 1998, 441-454). Importantly, wherever possible, venue owners and operators as well as key third party service providers were included in planning discussions. Under the programme, the events and operations team led initiatives such as: Developing a concept of operations for a match venue that set out how venues were to be operated, including the role of events and operations. This document was reviewed by all functional departments and represented the common understanding within the host union regarding how venues would operate:

Undertaking a detailed analysis of venue resource requirements, including those to be provided by the venue operator. This analysis initially resulted in the creation of generic tools in the form of room data sheets, venue overlay and equipment lists, which were subsequently customized by venue.

Overlay implementation/management.

Final review of detailed planning, deployment of venue staff, security and access control and ...