?? The Fundamentals of Program Planning: Building the Foundation for Major Sports Events

If planning a major sports event feels like solving a 40,000-piece puzzle, then understanding the fundamentals of program planning is like knowing where to put pieces when you see those.

It’s the guiding reference point that helps you align every decision, every action, and every resource toward a clear and shared goal.

Without these fundamentals, even the most well-intentioned plans can drift off course.

Deadlines are missed, priorities blur, and energy gets spent in all the wrong places.

But with them, planning becomes more than just managing tasks—it becomes about building a roadmap to success, one decision at a time.

If you keep reading (I not it's a long read), I will reveal my break down of the five fundamentals questions event organisers need to answer while program planning in major events.

1. Who are we planning FOR?
2. Who is responsible BY?
3. WHEN do things happen?
4. WHAT do we invest?
5. WHAT do we achieve?

Together, these pillars create a foundation strong enough to support even the most ambitious event plans.

Let's break these down one by one.

1. Who Are We Planning FOR?

At the heart of every successful event are the people it’s meant to serve.

But in a major sports event, “people” isn’t a single audience—it’s a complex web of different target groups, each with their own needs and expectations.

First, there are the athletes and teams. Their needs revolve around performance—training facilities, nutrition, accommodation, and transportation must be handled with precision.

Then, there are the spectators. Whether it’s families attending their first live match or die-hard fans who’ve traveled across continents, their experience depends on smooth ticketing, clear signage, reliable transportation, and well-designed fan zones.

We can’t forget the media and broadcasters. Their job is to share the magic of the event with millions around the world. For them, facilities, technology, and access are non-negotiable.

And what about partners and sponsors? They’ve invested resources and expect visibility, exclusivity, and tangible returns on their investment.

Behind the scenes, volunteers and staff keep the machine running. Their experience impacts their morale, which in turn affects every interaction they have with spectators and participants.

Finally, the local community and stakeholders. Hosting a major event is an opportunity for cities and regions to shine—but it also comes with disruption, traffic, and demands on infrastructure. Their buy-in and cooperation are essential.

When planning begins, every decision should start with the question: “Who are we doing this for, and how will it affect them?”

2. Who Is Responsible BY?

Once we know who we’re planning for, the next question is who is responsible for making it happen?

In major event planning, responsibilities aren’t vague—they’re clearly defined across different organisational levels.

At the top, there’s Leadership (the Board and CEO). Their role isn’t to micromanage but to ensure we do the right things. They set the vision, approve the strategy, and define the key objectives.

Below them, Management (C-level Executives and Directors) ensures we do things right. They break down strategies into actionable plans, manage resources, and oversee project milestones.

The Event Organization Team (Staff and Volunteers) handles execution. This includes everyone from project managers and coordinators to volunteers on the ground.

Then there are Partners and Stakeholders for special projects and tasks. Whether it’s venue owners, city authorities, or commercial partners, their involvement is woven into most stages and parts of the major event projects.

If the first principle of planning asks “Who are we serving?”, this one asks “Who is leading, managing, and executing each part of the plan?”

3. WHEN Do Things Happen?

Timing is everything in event planning. A perfectly laid plan will crumble if the timing is wrong.

Major sports events unfold across seven key phases:

1. Bidding: The journey often begins years before the actual event, with organisers, cities, regions and in sometimes even countries presenting their case.
2. Master Planning: The overarching vision, goals, concepts and structures are defined.
3. Event Planning: Programs, projects, and tasks are outlined, teams are assembled, and various event scripts are created (=event production plans)
4. Preparation: Physical infrastructure is built, stuff and equipment are sourced, teams are trained, suppliers and vendores are signed and operational systems are tested.
5. Implementation: The days and weeks leading up to the event focus on executing plans and ironing out last-minute details.
6. Delivery: The event itself—where every plan is put to the test. The Live Event.
7. Wrap-Up and Legacy: Reflection, evaluation, and ensuring long-term impacts are realized.

In each phase, tasks must align with specific milestones. As we know. Delays in one phase create domino effects, impacting everything downstream.

4. WHAT Do We Invest, and WHAT Do We Achieve?

Every program, project, task group, and task relies on resources to succeed. But when we talk about resources in program planning, it’s not just about concepts of money, time and effort—it’s about the practical building blocks that allow us to plan, run, and deliver effectively.

At its core, these resources can be broken down into four key categories—what I like to call the 4S Framework: Space, Stuff, Staff, and Services.

??? Space: The Physical Environment

Every event needs a stage to perform on. Whether it’s a stadium, a media center, a fan zone, or a hospitality lounge, the physical layout defines the visitor experience and operational flow.

• Are the venues ready to host athletes, spectators, and media?
• Are logistics mapped out for traffic flow and access?
• Are the facilities functional and safe?

Without proper space planning, even the best resources and staff will struggle to perform their tasks.

??? Stuff: The Tools and Equipment

Stuff covers the physical tools, materials, and technology needed to execute tasks. Think of everything from furniture and signage to IT systems and security equipment.

• Are temporary structures like stages, fencing, and kiosks in place?
• Are technical systems such as sound, lighting, and broadcasting equipment functional?
• Are consumables like wristbands, catering supplies, and merchandise ready?

Stuff is the “things” we rely on to bring plans to life, and every missing piece can cause operational hiccups.

?? Staff: The People Who Make It Happen

At the heart of every event are people—the staff, volunteers, contractors, and experts who deliver the event vision on the ground.

• Are roles and responsibilities clearly defined across leadership, management, and operational teams?
• Do volunteers have the training and tools they need to serve guests effectively?
• Are teams coordinated and aligned to prevent overlaps and gaps in delivery?

Staff aren’t just manpower—they’re the living connectors between planning and execution.

?? Services: The External Expertise and Partnerships

Not everything can or should be done in-house. Partnerships and external services provide expertise, support, and access to specialized resources that might not exist within the core event team.

• Are key vendors and service providers contracted and aligned with the event’s goals?
• Do partners understand their deliverables and timelines?
• Are external agencies and local authorities integrated into planning processes?

Services ensure that gaps in skills, expertise, or resources are filled effectively.

?? From Investment to Achievement

Every investment of Space, Stuff, Staff, and Services serves a purpose—and that purpose translates into clear outcomes:

• Revenue: Direct financial returns from ticket sales, sponsorships, and broadcasting rights.
• Impact: Social, cultural, and economic benefits to local communities and stakeholders.
• Set Goals and Vision: The specific outcome targets of event organisation
• Legacy: Long-term benefits like improved infrastructure, enhanced capabilities, and lasting goodwill.
• Rightholder & Stakeholder Benefits: Clear value delivered to sponsors, partners, and of course, rights holders.

These outcomes aren’t accidental—they’re the direct result of aligning resources with objectives at every level of planning.

In the end, every resource, whether it’s a temporary venue, a catering team, or an IT service provider, needs to be tied to a measurable result. Without that connection, resources risk becoming expenses rather than investments.

The Fundamentals Come Together

The fundamentals of program planning—FOR, BY, WHEN, WHAT WE INVEST, and WHAT WE ACHIEVE—aren’t isolated ideas. They’re a system.

You can’t plan FOR your audiences if you don’t know BY whom it will be delivered. You can’t decide WHEN things need to happen without understanding WHAT resources are available and WHAT OUTCOMES we target for.

When these fundamentals align, your event isn’t just planned—it’s strategically orchestrated.

Key Takeaways

? You’re not planning for one audience—you’re planning for many. Each group requires attention, care, and tailored solutions.

? Clear responsibilities prevent overlaps, confusion, and missed accountability.

? Timing isn’t just about deadlines—it’s about sequencing. Every phase builds on the one before it.

? Resources aren’t just things we spend—they’re assets we activate. And every investment in Space, Stuff, Staff, and Services should contribute directly to achieving the event’s goals.

Does this make sense? Help me out by sharing, liking or commenting this.

If this resonates you, take a look at masterclass.eventmanagement.shop and join the waitlist for the masterclass of Major Event Program Planning (from the Start).