This paper tries to capture the importance it holds the project management in socio-cultural sector which stands out when we refer to the sport. So when we talk about project management in sport, to consider a much larger vision, a new project management perspective, they involve a responsibility for the implementation of an event with global impact on very long term. Sports projects, as history shows us, played a significant role in developing societies. Also, all major sports industry projects had at a somewhat modest cheer, developing exponentially along the history, often in spite of all chances. The scope of the industry is now so large that establishing new market data is a major task.project management, sports event, project, sports, spot, sports industry, sports education, sports management, sports activity management.

Sebastian Madalin MUNTEANU

English

Research Papers in Economics

Review of International Comparative Management                              Special Number 1/2011  441 
 
P PR RO OJ JE EC CT T   A AN ND D   S SP PO OR RT TS S   E EV VE EN NT TS S   M MA AN NA AG GE EM ME EN NT T 
 
 
Sebastian Mădălin MUNTEANU 
The Bucharest Academy of Economic Studies, Romania 
 
 
 
KEYWORDS:  project  management,  sports  event,  project,  sports,  spot,  sports 
industry, sports education, sports management, sports activity management 
 
 
The  importance  of  the  role  it  holds  the  project  management  in  socio-
cultural sector it stands out when it comes to sport. Thus, if we were to refer to the 
senior major sporting events such as Olympics, we see that their responsibility is 
assumed by the organization of host cities that make such long-term projects whose 
ultimate goal is more than the competition itself, is a socio-cultural legacy left to its 
citizens. Thus, when we talk about project management in sport, consider a much 
broader view, a new project management perspective, they involve a responsibility 
for  the  implementation  of  an  event  with  global  impact  and  very  long  term. 
Organizing an event can be realized so as to have a positive effect on the next 
event. For example, a local government, in research needs of the community needs 
can organize annual sports events that can have a positive economic impact on the 
reference area, sports associations at all levels and can use those events to stimulate 
the  large  participation  in  the  future  by  ensuring  all  appropriate  facilities  when 
present,  an  organization
1  to  implement  private  events,  creating  a  very  good 
relationship with current customers, to increase revenue for next year, a foundation 
that can raise more funds. Therefore, a pro fessional approach in terms of sports 
management can bring benefits in the industry. The science of project management 
that supports business strategy is a sequence of actions and activities necessary to 
achieve the ultimate goal, but beyond that, there are different definitions and views, 
for example, if both the goals and objectives require both strategic implementation. 
                                                        
1  Ceptureanu,  S.-  Organizatiile  moderne  si  provocarile  noului  secol,  Simpozionul  international 
Abordari  moderne  in  managementul  si  economia  organizatiei,  vol.  1,  ISBN  978-973-594-869-6, 
ISBN 978-606-505-002-0, Bucuresti 
ABSTRACT 
  This paper tries to capture the importance it holds the project management in 
socio-cultural sector which stands out when we refer to the sport. So when we talk 
about project management in sport, to consider a much larger vision, a new project 
management perspective, they involve a responsibility for the implementation of an 
event with global impact on very long term. Sports projects, as history shows us, played 
a significant role in developing societies. 
  Also, all major sports industry projects had at a somewhat modest cheer, 
developing exponentially along the history, often in spite of all chances. The scope of 
the industry is now so large that establishing new market data is a major task.          Special Number 1/2011                         Review of International Comparative Management  442 
When talking in terms of management strategy in the context of the project, we 
refer to things and offers for different people, tastes, different needs and so on. 
Objectives of a sports project may involve implementation of an event requiring 
short or long periods of planning and may involve matters in which that event is 
just a catalyst. In some cases, the organization can go to the incorporation of sizes 
that  do  not  take  the  traditional  project  management.  Also,  the  emphasis  is  on 
managing projects or events and not on the management of an organization. This is 
an important distinction because the events are by nature ephemeral, and even if 
they can repeat at a certain time, every time they are a separate project. Even under 
these conditions, management of sporting events should be taken into account in 
two  completely  different  levels,  namely  sports  project  management  and 
management of sports programs, with the provison that the second type requires a 
broad, strategic approach for more time. 
Sports  projects,  as  history  shows  us,  have  played  a  significant  role  in 
developing societies. Also, all major sports industry projects had at a somewhat 
modest progress, developing exponentially throughout history, most often in spite 
of all odds. The magnitude of the industry is now so great that the establishment of 
market data is a major task. From an economic perspective, there is the cost-profit 
organization with money spent on sporting events versus profit made from them, 
on the other hand, the phenomenon of sport development perspective, much harder 
to quantify, given the large number of participants, from school to the competitions 
worldwide. These data are more or less accurate depending on the type of sport that 
is taken into account and may be supplemented by the popularity of the percentage 
increase from one year to another. On all types of projects and sports events carries 
many  factors  that  influence  political,  social,  economic,  administrative, 
technological,  as  they  must  go  to  sets  of  methods  according  to  the  different 
regulations, such as health, environment, population security, employment, fiscal 
reporting, getting licenses for activities, etc., in question. These influences can be 
both positive and negative effects on projects and events. For example, if we were 
to consider the politics intervention, we can see that this is quite different from one 
case to another, but all politicians, regardless of their profile, see fit to play a role 
in the  management  of sports events /  or their use for political purposes. Many 
opinion polls have revealed that important state people have become more widely 
accepted after, in advance, they were associated with major sporting events. The 
role and effects of technology in sport is intrinsically linked to the scale sports 
projects:  customer  expectations  and  the  media  have  led  to  many  types  of 
innovations and their use in pre-development sports industry. The greater number 
of  spectators  and  /  or  viewers,  the  more  likely  that  in  future  their  number  be 
increased, and the phenomenon of loyalty to a particular sport to grow. As an aside, 
this is the main task of the federations, associations, etc., ie, not to create an event 
for  the  experience,  but  to  convert  the  emotions  resulting  from  participation  in 
competition in long-term attachment. “Developing economic environment led to a 
further  development  of  social  responsibility. Thus,  social  responsibility 
encompasses  a  business  approach  leads  to  long-term  value  creation  for Review of International Comparative Management                              Special Number 1/2011  443 
shareholders from opportunities that arise and economic risk management, social 
and environmental”
1.  
Sports industry can be analyzed according to various sizes depending on 
the scale of the conceptual analysis considered. Sports events are organized all over 
the world for people with or without disabilities, men and / or women of all ages. 
There are sports with one or more formats, some of which are generally accepted, 
while others only in a specific area or country. Depending on the duration of the 
competition, there are competitions which run from one day to the championships 
that span a period of one year. In terms of socio-economic dimension, there are 
amateur  tournaments  and  professional  tournaments.  Taking  into  account  the 
criterion  of  accessibility  and  acceptability  are  organized  competitions  for  those 
who are newly introduced to the sport concerned and professional competitions. 
Finally, a trade show events where the classification is made from spectators or 
participants which have the lead role, the revenue received from either the former 
or  the  latter  ones.  Educational  institutions  are  probably  the  first  through  which 
children  are  familiar  with  the  various  sports  competitions  in  schools,  colleges, 
universities, etc.. Television, as an opinion maker, also has an important role in 
children's preferences for different sports games. Projects are organized in schools, 
colleges, universities, at county, regional, national and international level. Some 
older clubs were founded for amateur sports, but have evolved into professional 
organizations. Many sports projects represent  only a certain part of a particular 
industry  of  entertainment.  Large  events  covering  a  wide  range  of  leisure-time 
activities and recreational sports can have a component socially integrated with art, 
music, etc.. “In today’s dynamic business environment, speed and flexibility are a 
necessity”.
2 “Change has become the rule, not the exception.”.
3 
Sports industry projects consists of three  elements: consumers of sports 
projects,  sports  and  products  resulting  from  behind  these  projects.  In  sports 
projects, participants or spectators are of two basic types, corporate and individual. 
Consumers may be corporate sponsors of sports events, public relations agencies 
and guests. Individual spectators may be ticket buyers, invited beneficiaries of free 
admission  events.  Consumers  of  sporting  events  may  also  be  participants  form 
teams  or  individually,  and  also  the  entourage  made  up  of  coaches,  medical 
personnel and impresarios. Officials such as referees, observers and judges are also 
included here, as take part and "consume" the event. An event is also a consumer 
                                                        
1 Costin Ciora –“Value creation through sustainable development”, Suplimentul revistei Calitatea - 
Acces  la  succes, anul  11,  nr.111,  2010, ISSN  1582-2559,  CNCSIS  B+,  indexata in  Scopus  si 
EBSCO 
2  Năftănăilă Ion, Hotaran, Ilinca, Cioană Georgiana - “A dynamic approach to manage the production 
capacity,  Simpozionul  “International  Conference:  Modern  Approaches  in  Organisational 
Management  and  Economy  2009  Third  Edition”,  Special  Issue,  Vol  1,  ISSN  1582-3458,  
pp. 519-524 
3 Năftănăilă Ion, Hotaran, Ilinca, Cioană Georgiana - “A dynamic approach to manage the production 
capacity,  Simpozionul  “International  Conference:  Modern  Approaches  in  Organisational 
Management  and  Economy  2009  Third  Edition”,  Special  Issue,  Vol.  1,  ISSN  1582-3458,  
pp. 519-524          Special Number 1/2011                         Review of International Comparative Management  444 
because  it requires resources to be there. There are  also consumers  of sporting 
goods. These products consist of goods and sports equipment. There are also sports 
information and data, including results, transmissions through media channels, live 
or delayed. May we include here several facilities and training services that are 
provided to those who request them. When talking about suppliers, we can mention 
that they do not relate only to producers of goods and sports equipment included 
and sponsors and other organizations that provide equipment, services and funds. 
Media representatives are providers of information in various ways, and individual 
consumers are, of course, accepted as partners in the conference. In this category 
are included sports clubs, as suppliers of elite performance. A prevailing concept in 
all sports events, namely all part of the entertainment industry. This is true even if 
the event takes spectators or participants part in their own fun, although this is 
sometimes difficult. So, regardless of the scale achieved, there is always a show 
that is put into practice. Establishing these three  elements of the sport industry 
provides an understanding of the relationships that govern the conduct of sporting 
project.  What  should  be  clear  is  that  industry  projects  belong  to  sport  in  this 
concern for the provision of entertainment is no different than any other industry 
and that the main aim of the organizers must meet consumer needs. Every year 
there are numerous projects throughout the sports world, and their structure and 
format are determined by their owners. Among them within local authorities and 
government,  sports  governing  bodies  and  organizing  committees,  corporate 
organizations, voluntary and charitable organizations, educational institutions and 
organizations, etc.. In many cases, especially when the impact is very big, there is 
collaboration  between  two  or  more  of  these  types  of  owners  in  control, 
development and implementation of the event. 
Also, they determine what kind of show will host the sporting event in that 
format. Regardless of the deployment of the sports spectacle, there are only a few 
basic formats generally applicable. These formats have been developed over time 
and due to the influence of key factors such as rising consumer expectations and, 
more recently, for some events, expectations that transmit television competition. 
Thus, in a first stage of the competition were introduced preliminary mini-leagues 
or groups so that more sports games to be seen by fans, knockout stages still be 
enjoyed  by  the  consumer  of  sport,  but  in  the  final  part  competition  involves 
competitors who were able to support their efforts. Finally, several formats can be 
used  by  the  event,  although  some  are  more  common  in  certain  dimensions  of 
competition than others. The main types of formats of sports events and projects 
are: eliminatory tournaments, leagues and knock competitions. Sports participants 
in  a  project  are  often  perceived  as  only  men  and  women  taking  part  in  the 
competition. Of equal importance are other "players" listed above as consumers in 
the sports industry. The organization can not miss any sports project competitors. 
They are men and women who compete against each other, individually or in teams 
of two or more persons, either for their personal satisfaction, or representing an 
organization  like  a  school,  a  club,  a  county,  a  region,  a  league  or  a  country. 
Competitors may participate in the event by paying an entrance fee and also can Review of International Comparative Management                              Special Number 1/2011  445 
purchase tickets for themselves and their families. They may also spend money at 
the event in question through a variety of ways. In case of major projects, there are 
those competitors for the event itself could not sell therefore there is prize money 
or payment for mere participation. These, even if they are owners of the event or 
not, have the lead role in conducting the competition. They, whether are employed 
or on a fixed-term contract, involve stakeholders. Clearly, there were sports project 
managers, long before any qualifications to be available. This leads to the question 
whether there really need a formal qualification in an area which has been well 
served by a wealth of expertise in other disciplines? Great event managers were 
launched  in  environments  such  as:  law,  marketing,  human  resources  and 
accounting, as well as from non-certified management routes. The reason for their 
success  is  that  project  management  includes  all  these  subjects  and  a  project 
requires  a  variety  of  management  and  business  skills.  Project  management 
qualifications offered by higher education institutions are not able to deepen the 
single  disciplines,  allow  to  create  multi-skilled  and  trained  graduates,  a 
contribution which can only benefit the industry. A more recent development of 
new programs is a result of industry requests for more skills in this area. 
 
  Bibliography 
 
1.  Claudiu  Cicea  –  Eficienta  si  Evaluare  in  invatamantul  superior,  Editura 
Eficon Press, Bucuresti 2006, ISBN 973-87454-9-7 
2.  Commission  of the European Communities  - Project Cycle Management – 
Integrated Approach & Logical Framework, 1993 
3.  Cusworth, J.W., Franks, T. R – Managementul proiectelor în ţările în curs de 
dezvoltare, Ed. ALL, Bucureşti, 1997 
4.  Daniel C. Funk – Consumer behavior in sport and events, Ed. Elsavier, 2008, 
ISBN 978-0-7506-8666-2 
5.  David  I.  Cleland  –  Project  Management.  Strategic  Design  and 
Implementation, Editura McGraw-Hill, 1990, ISBN 007147160X 
6.  Eric C. Schwarz, Jason D. Hunter – Advanced theory and practice in sport 
marketing, Ed. Elsevier 2008, ISBN 978-0756-8491-0  
7.  Hums A. Mary – “The Conscience and Commerce of Sport Management: One 
Teacher's Perspective”, Journal of Sport Management, VOL 24, USA, 2010, 
pp. 1-9, ISBN 0888-4773 (ISI Thomson) 
8.  James  K.  McCollum,  Cristian  Silviu  Banacu  –  Project  Management/ 
Management de proeict, Ed. Universitara, Bucuresti, 2005, ISBN 973-7787-
45-5 
9.  Kampf  Constance  E.,  Longo    Bernadette  –  What  is  excellence  for  Project 
Management  knowledge  in  the  context  of  globalization?,  2009  
IEEE International Professional Communication Conference, anul 2009, pp. 
212-221, ISBN 978-1-4244-4357-4, (ISI Thomson)          Special Number 1/2011                         Review of International Comparative Management  446 
10.  Eugeniu  T.,  Munteanu  S.M.,  „Evolutia  sociala,  economica  si  culturala  in 
Romanaia  in  perioada  2004-2007”, Economia.  Seria  Management  Vol.  12, 
Nr.2 special / 2009 
11.  Victor  Radu,  Ion  Ionita,  Carmen  Nadia  Ciocoiu,  Banacu  Silviu  Cristian, 
Dobrea Razvan Catalin, Simion Cezar Petre, Curteanu Doru, Brancut Mihai, 
Anghel  Flroin  Gabriel,  Radu  Monica  Irina  –  Managmentul  proeictelor, 
Editura Universitara, 2008 ISBN   978-973-749-327-9 
12.  Costin Ciora – “Value creation through sustaibanle development, Suplimentul 
revistei Calitatea” - Acces la succes, anul 11, nr.111, 2010, ISSN 1582-2559, 
CNCSIS B+, indexata in Scopus si EBSCO 
13.  Năftănăilă Ion, Hotaran, Ilinca, Cioană Georgiana - “A dynamic approach to 
manage  the  production  capacity,  Simpozionul  “International  Conference: 
Modern Approaches in Organisational Management and Economy 2009 Third 
Edition”, Special Issue, Volumul 1, ISSN 1582-3458, pag. 519-524 
14.  Ceptureanu,  S.-  „Organizatiile  moderne  si  provocarile  noului  secol”, 
Simpozionul  international  Abordari  moderne  in  managementul si  economia 
organizatiei,  vol.  1,  ISBN  978-973-594-869-6,  ISBN  978-606-505-002-0, 
Bucuresti 
 
  This article was prepared as part of the "Ph.D. and Ph.D. candidates in 
education-research-innovation triangle (DOC-ECI)”, a project co-financed from the 
European Social Fund through the Sector Operational Program: Human Resources 
Development 2007-2013 and coordinated by the Academy of Economic Studies of 
Bucharest. 

Bernadette – What is excellence for Project Management knowledge in the context of globalization?,

Cioană Georgiana - “A dynamic approach to manage the production capacity,

Claudiu Cicea – Eficienta si Evaluare in invatamantul superior, Editura Eficon Press,

Commission of the European Communities - Project Cycle Management – Integrated Approach & Logical Framework,

Costin Ciora – “Value creation through sustaibanle development, Suplimentul revistei Calitatea” - Acces la succes,

Cristian Silviu Banacu –

Evolutia sociala, economica si culturala in Romanaia

Funk – Consumer behavior in sport and events,

Ion Ionita, Carmen Nadia Ciocoiu, Banacu Silviu Cristian, Dobrea Razvan Catalin, Simion Cezar Petre, Curteanu Doru, Brancut Mihai, Anghel Flroin Gabriel, Radu Monica Irina – Managmentul proeictelor, Editura Universitara,

Mary – “The Conscience and Commerce of Sport Management: One Teacher's Perspective”,

Organizatiile moderne si provocarile noului secol”, Simpozionul international Abordari moderne in managementul si economia organizatiei,

R – Managementul proiectelor în ţările în curs de dezvoltare,

Project and Sports Events Management

http://rmci.ase.ro/no12vol1s/Vol-12_No-1S_Article-68.pdf

Project and Sports Events Management

Abstract

Similar works

Full text

Available Versions

Research Papers in Economics