Published Paper Details:

Purpose: We recommend employing project management to manage sports events. To this purpose, we recommend an adaptation of the PM² project management methodology, which was developed inside the European Commission, to manage sports projects. Design/methodology/approach: We offer theoretical analyses arguing about what is a project in sport, the roles of event and sport management, and a theoretical adaptation of PM² methodology to sport management. While this study presents a tailored PM² approach designed for sports events, it also presents structured frameworks to incorporate two key dimensions (Risk Management and Sustainability Practices) to consider operational vulnerabilities and environmental accountabilities in sports events management. Results: We demonstrate that event management could be improved by PM² methodology with several adjustments. The primary adjustment involves splitting the original project execution phase into two distinct phases - the deployment phase and the project execution phase (stricto sensu). The first narrowly encompasses all the activities carried out in preparation for the sports competition, while the latter addresses the complexity of the precise dates of the competition in question, which includes simultaneous presence, mass participation of participants, and mass presence of spectators for this event. We also suggest changes to the original PM² governance model, to allow for a market orientation in order to maximize economic return of the event and why it includes the idea of the "extended customer," which includes the event owner, the participants and the spectators, as well as a risk management system across all phases of the PM² lifecycle framework and sustainability practice suggestions, in particular the minimization of waste and energy usage, and environmental impact assessments (ensuring events are not just well-managed, but resilient and environmentally friendly). Research limitations/implications: There needs to be more empirical research to examine how this adaptation of PM² gets implemented, especially the risk frameworks and sustainability impact indicators prescribed. Practical implications: We provide an adaptation of PM² methodology for the event managers enabling them to use project management standards in their respective events. Our adapted version reflects the marketing mix and market orientation, often referred to by event managers along with new tools and techniques to mitigate and manage risks and sustainable choices during the lifecycle of the project. Social implications: As an outcome, the rethinking of the role of sports events and managers to a project management perspective, will allow the use of cost-benefit analysis when developing a sport event which enables sports events to be not only successful but also profitable, sustainable or responsible and efficient. Moreover, the integration of sustainability principals and rigorous risk management, increases stakeholder trust in a future focused approach aligning with growing environmental and social governance (ESG) expectations globally. Originality/value: PM² is being applied for the first time to events, specifically sport events. The specific unique aspects of PM² make it useful in any sector, such as sport events where the manager may not have the project management standards and methodologies transferable experience. This extension proposal takes a progressive step in aligning project governance with newer imperatives of resilience to risk and sustainable development.