# Sport Innovation/2011 Women In Super Mother's Day Classic/Project Life Cycle, Phases and Tasks MDC/Phase 4 - Execution of Event Plans

PHASE 4 – EXECUTION OF EVENT PLANS
< 2011 Women In Super Mother's Day Classic
Phase 4 sees the execution, or implementation, of the plans developed and reviewed in the previous phases. Each department will also continually monitor the progress of each of the activities and tasks they are responsible for.
REGISTRATIONS
During this phase the Registrations Department would have put an agreement in place with the software providers and started work on developing the software to the level required (i.e. setting up question data, price fields, uploading merchandise images and maximum sales limits for each style and size, and financial reports).
The system would’ve been tested again to ensure it works to the level of functionality required. Once the final stages of testing were complete, the registration system was officially launched and participant could enter the event. This would have been approximately four months prior to the event. In order to input information regarding the merchandise into the registration system, the Registrations Manager would have relied on the Services Department to have the merchandise options and quantities ordered.
The registration system would be monitored to ensure it has been meeting the standards and expectations set by the Registrations Manager. Quality control checks would be conducted to test the accuracy of data collected, to ensure the financial management reports balance and, in conjunction with the Services Department, check that the merchandise stock counts are correct.
SERVICES
The Services Department would have begun working with the merchandisers to create a range of options for participant to choose from. This phase would have also seen the final designs signed off on and quantities ordered. The final products would have been produced and shipped to the event organisers. The inclusions for each race kit would be sourced and estimated quantities would have been shipped to each event organiser. At this stage the Services department could have begun its activities and tasks without relying on the Registrations Department. However, they would have relied on the Marketing & Sponsorship Department. The Services Manager would have sourced race kit inclusions from event sponsors, therefore the Marketing and Sponsorship Department would have needed to secure sponsors in advance of the Services Manager beginning this particular activity.
The Services Department would have worked with the Registrations Department to ensure that the stocktake count on the registration system balances with the actual count. With the help of the Registrations Department again the Services Manager would’ve monitored the number of registrations in each host city to determine if the quantities of race kit inclusions were sufficient. If not the Services Manager would have been required to source additional items.
MARKETING & SPONSORSHIP
Phase 4 would have seen the Marketing & Sponsorship department begin rolling out various marketing, advertising and communication strategies identified in phase 2. The website content would be updated, social media accounts like facebook and twitter created, and sponsors secured for the various levels.
The Marketing Department were executing their plans well in advance of the event. The website and social media would have become active at least six months in advance of registrations opening. They would have been able to action their plan with little interaction with other departments. Once it became closer to entires opening and the event day there would have been considerably more interaction with both the Registrations Department and the Serviecs department in order to market specific information (i.e. entries opening, merchandise, donations etc.)
With the assistance of the Registrations Department the Marketing & Sponsorship Manager can monitor the marketing efforts by comparing the registration figures from 2010 – 2011 for the cities were targeted in the marketing efforts. A post-event survey would have been conducted to gather statistical data
If during this phase the organisers felt that their task were not going to achieve the best outcomes for the event, and they had the time, they would’ve returned to phase 2.
The next phase that Women in Super Mother’s Day Classic organisers would have move to is phase 5 - evaluation of event plans.
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