Event Design Applied Theories in a Successful Application - Literature review Example

Event Design Applied Theories in a Successful Application The goal of event design management is to manage and complete the delivery of the projects scope deliverable for an efficient end result of the determined stakeholders. The consideration of event experience designed on managing time and on budget provides strategic objectives (Ingram, 2006). Therefore, the primary objective of event design management the ability to achieve the company’s strategic goals and mission that outlines the core initiative resolving research decisions. In doing so, the client’s purpose for the development of the product or service with stated specifications are able to effectively plan accordingly. The focus on the core management objective allows for a central concentrated effort on the event design to outline the needed tasks. The approach provides for the daily organizations functions as a business specification that creates a solution base deterring element (Wild, Wild, and Han, 2006). The general delivery of effective event design is the fundamental research decisions and associated problems that define the project. The application of the event design can be characterized as an efficient means to market the project for an informative and useful study concept (Henderson, 1990). The event design presents the investigation into the value of received data in using the information to form an efficient platform of design. The element of designing presents the designating of the information event of interest for the steps in accomplishing the desired results to become classic (O’Conner, 2000). The steps for an efficient approach to defining the process necessary in event design are as follows: a) The effort to define the date upon which the market would have received the news. b) Characterize the returns of the individual companies in the absence of this news. c) Measure the difference between observed returns and "no-news" returns for each firm--the abnormal returns. d) Aggregate the abnormal returns across firms and across time. e) Statistically test the aggregated returns to determine whether the abnormal returns are significant and how long. Retrospectively, the potentially important event design choice for the core elements to measure the specified project in concert means relates to the merit of the desired outcome. Case in point of the series steps project. The event should be something of wide focus that presents the anticipated market a desired reaction to reaching the cornerstone of effectiveness. Therefore, the exploration in event design to recognize the project and get the research done and executed accordingly is the goal (Rosenberg, 1982). The associated risk management involved relates to collective consensus of project management within an organization to consider having an event designing management office. The approach provides a productive step in centralizing the need for better event design planning. The reason for the event design management office presents the centralization of the responsibility and authority for the achievement of organizational goals. The event design constitutes a project or non-project that will present a temporary nature or long term result for reaching a predetermined outcome. Therefore, the basic event design series of the basic types of event studies presents a directive in market efficiency, information value, and metric explanation. The defined event classifications present the sometimes mutually exclusive concepts to outlining how the event studies are analyzed effectively (Williams, 2008). The methodology of the defined exclusive concepts presents the exploration of the event study design. The methodology approach presents the business research to outlined the econometricians and statisticians used for event design. The statistical theory is to define how a test should be run and in the area of event design the means to be tested empirically, not theoretically directed. The securities on arbitrarily defined event design and tests competing methodologies outlined ascertain which is acute in detecting the shortcomings. Therefore, the determination is agreed upon for completing an event design out of the normal operations of the organization, a focused effort must be made for a successfully completion (Armstrong and Kotter, 2007). The objectives of the event design principles and operations are at times very different in keeping the company working towards the same goal. Therefore, the business enterprise is still the core initiative to direct the proposed event design in the right direction to perfecting organizing activities (Haritz, 2004). The project definition integration of the application provides for the directive to implement the core benefits of project management processes within the organization - that is required for a managing of the initiating, planning, executing, monitoring and controlling, and closing. The stakeholders including customers, the performing organization, and the public concern is the effectiveness of execution (Henderson, 1990). Therefore, the calculation of returns is important to distinguish between two periods. The estimation period, estimates are derived these estimates are used to define expected or normal returns for each event plus and/or minus some number of days, weeks or months. The concept will provide the assessment of the sample firms returns that are observed to see if anything unusual happened in an event is kept relative to the event design day. The policy change in accounting, might involve the same calendar event day for all firms to foster a streamline approach in event design concept (Cooper, Grey, and Stephen, 2005). The several approaches for characterizing a firms event design during normal returns relates to the mean returns, market returns, control portfolio returns, and risk-adjusted returns to present the results. The formulated mean returns in the mean return approach, a company is expected to generate the same return average during estimation period. Therefore, the fundamental aspect of establishing a strong event design management team within the organization is the ability to answer to challenges that arises in the daily operations of the company (Mantel, Meredith, Shafer, and Sutton, 2008). The event design management team can accomplish tasks outside of the normal activities within the confinement will focus solely on the initiative. In doing so, the event design can effectively decide on measures for a successful implementation of a proposed plan initiative. The event design selection methods are an imperative to determining the method to implement core initiative approaches (Savory and Butterfield, 1998). The event design project selection methods are used to generally fall into certain identifying categories for a better understanding to the fundamentals. The statistically difference between observed returns and the returns predicted for that day, week, or month when the company mean return is used as the prediction are referred to as mean-adjusted returns (Rosenberg, 1982). The actual of a return of the market is used as the "no-news" expectation for the defined difference relates to the market-adjusted return. The event design management methodology defines as a set of the actual project management process groups that offers related selection models processes and the related control of such functions. The controlled functions are consolidated and combined into a functioning unified process for utilizing the design selection models to producing the right applied. The methodology of the event design management will be an elaboration of the standard usage of the selection model. The event design planned chosen techniques assist the team for a preferred formal process in order to achieve the outline objectives of the project scope (Klign, 2007). The design event technique assists in identifying the key tasks to schedule when a device needs to be implemented for a large scale outcome. The event design concept outlines how the professional criteria needed to be aware when consulting the project is imperative to establish accordingly (Best, 2006). The integrated change control process outlines the outputs for the developing the event design management according to the specifics of the team. The event design management outputs from the selection model tools in the decision process to which selection would be sufficient by applied application. In conclusion, the event design concept presents the fundamental measurements to draw in concluding what works for the project scope initiatives. The event design study is a classic design to outlined a concept of classic designs, in which, the approach is more simple and elegant, as well as functional. The event design has become the classic means in analyzing the data related to the project to deliver the projected outcome of an event. The overall event design to producing a reliable result for the event design methodology to provide the simplest versions of the design work. Therefore, the more specialized of the event designs presents the fundamental concept to outlining the necessary issues for appropriate application of resolutions. The defined application to simpler versions creates for a chronological frame of reference the presents and evaluation of any such events to a successful outcome. References Armstrong, Gary & Kotler, Philip, (2007). Marketing: An Introduction, 8th Edition. Pearson, Prentice Hall, Upper Saddle River, New Jersey Best, Kathryn (2006). Design Management: Managing Design Strategy, Process and Implementation (Ava Academia). AVA Publishing; First Edition Cooper, Dale, Grey, Stephen, Raymond, G, and Walker, (2005) Managing Risk in Large Projects and Complex Procurements Haritz-Menne, Angelika (2004). Business Processes: An Archival Science Approach to Collaborative Decision Making, Records, and Knowledge Management Henderson Jr., G. (1990). Problems and Solutions in Conducting Event Studies. Journal of Risk & Insurance, 57(2), 282-306. Retrieved from Insurance Periodicals Index database Klijn, Erick-Hans (2007). Managing Uncertainties in Networks. Taylor & Francis; 1 edition Mantel, Samuel J. Jr. & Meredith, Jack R. & Shafer, Scott M. & Sutton, Margaret M. (2008) Project Management in Practice, John Wiley & Sons, Inc. Publishing Mullins, John (2006). Marketing Management: A Strategic Decision-Making Approach. 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