• Event planning industry has enormously grown in the past few decades. According to the recent research reports conducted by the famous event planning specialist- Dr.Joe Golbatt , estimated that consumer are spending $500 annually on special events. Every
    business has to survive different risk within the company or coming from outside the company. There are different risk which are been assessed and proper elimination has to be guided throughout. Events are becoming more and more important for any companies as an instrument of marketing and communication this report will make recommendations for application system and organization-design in the form of a reference process model for event management. The main goal of this report is to identify value creation opportunities in the event field especially through collaborations between actors in the event field.

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  • 1.1 Business process modeling

  • Business process modeling (Wikipedia, 2015) is a systematic engineering of the activities representing the activities of the business enterprise. The importance of business modeling is to analyze the current risk and improve them accordingly. It is a combination of set of activities within each organization with a structure describing their logical order and dependency. It enables the common understanding and analysis of business process. The business analysis explores the business modeling process.

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  • 1.2 Business analysis

  • Business analysis is a backbone of every different kind of business and automated system development. Business analysis means investigating the work of our business to find the problems to be corrected and their best possible solutions for business processes. It is a combination of modeling, systemic thinking, innovating, communicating, persuasion and several other analytical skills. The business analyst investigate ideas and problems, formulate options for a way forward and produce business cases setting out their conclusions and recommendations. As a result, the responsibility for advising organizations on effective courses of action lies with BAs, and their work precedes that of the project manager. There are four different areas which need to be covered-

  • Strategy analysis- PESTLE analysis, Porter’s five forces

  • Strategy definition

  • Strategy implementation

  • Performance measurement

  • 1.2 Business process modeling tools

  • There are variety of business process modeling tools which will provide us ability to model our business process, implementation and execution of those models. Some popular type of tools are listed below-

  • Use case diagrams created by Ivar Jacobson, 1992 (integrated in UML)

  • Activity diagrams (also adopted by UML)

  • Business Process Model and Notation (BPMN)

  • Cognition enhanced Natural language Information Analysis Method (CogNIAM)

  • Extended Business Modeling Language (xBML)

  • Event-driven process chain (EPC)

  • ICAM Definition (IDEF0)

  • Unified Modeling Language (UML), extensions for business process such as Eriksson-Penker’s

  • Business Process Execution Language (BPEL),

  • Web Services Choreography Description Language (WS-CDL).

  • XML Process Definition Language (XPDL)

  • The need of this report is to improve the overall companies’ efficiency and quality. The dramatically presentation of business process modeling is generally called “notation”. We will aim to improve business performance through optimizing the efficiency of connecting activities of the events encounter. The problems areas can be easily understood by a simple business process modeling diagram. These techniques are concerned with mapping and workflow to enable to understand the positive change in the event activities.

  • Hence, the outcomes of the business process modeling are very important for the organization, essentially for – value for the customer and reduce cost for the organization. Adding value to the customer (external customer or internal customer) is center criteria of our business process model.


  • Our event management company need to put focus on process modeling that generates efficient and effective business process. There are different techniques to model process such as flow charts, functional flow block diagrams, PERT diagram which are emerged in beginning of the 21st century. Our business analyst must understand the existing process and functions before he can make improvements. Modeling techniques will allow him to visualize the process into easy graphical form either on paper or specific software.

  • 2.1 Modeling a business

  • Modeling is the core of the business analysis activity. There is variety of modeling tools to arrive at a precise and agreed understanding of the business. Firstly, business events are used as the optimal way of partitioning the problem space. Business events are significant happenings outside the business to which the business responds. These are prioritized and the response to each event is modeled as an end-to-end process, giving the analyst the advantage (Guild, 1995-2015) of seeing the big picture, as well as finding more and better opportunities for process improvement.

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  • 2 2.Finding solutions

  • The real business solution in not just a piece of software, instead- the real solution is the future state of the business. The software is the only small part of it. The real challenge is here to transform the business into something really beneficial. We will be using several different techniques in or event Management Company –

  • Innovation- innovation means looking at the problem in fresh way. The business analyst of our company is responsible to find a better process, system, products and services that will make our business function very effective. If there is no innovation in our product or services, there will be no advancement from the previous state of our business.

  • System thinking-It means to look at the business at whole but not as a small part of it. Our systematic thinking analyst will be responsible to find the solution that suits whole of the enterprise, and does not cause unexpected detrimental effects of any changes.

  • 2.3. Getting approval

  • We need to convince other departments with the organization, having a best solution is not enough .In this section we will show how do they convince the stakeholder to ensure that proper communication of the proposed solution is done.

  • 2.4 Ongoing Business Analysis

  • The role of the business analyst is evolving; it is moving away from the narrow role of a requirements writer to a wider range of responsibilities. Today’s business analyst must consider the enterprise as a whole, and whether his or her project is aligning with the rest of the projects in the enterprise, and whether the project is contributing to enterprise-wide goals. The business analyst is the person best placed to maintain the cognitive thread of requirements as they affect various parts of the organization. Knowledge gained by one project team must be distributed so that others can benefit, and knowledge from previous projects gathered to avoid duplication of functionality and systems. We also briefly look at how the products of business analysis can be used as input to project management tasks. After all, if business knowledge and requirements are the foundation for the project, it stands to reason that a project manager should use the business analysis deliverables as the basis for management.

  • 2.5 Need of this report

  • In this report we will study the different business requirement and the other related requirements such as legal, safety etc within our company. The readers will learn to use the structural report to understand the context of the business process modeling through identifying, scoping, analyzing and developing Particular emphasis is placed on identifying metrics to support the analysis and evaluation of business processes to ensure the alignment to business objectives. Business analyst is responsible to investigate through our staff/management team to observe study the different business processes and study the written documents. This will determine ways to improve and streamline workflow, eliminate waste, and add automation and lower costs.

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  • 2.6 Scope of this report

  • The main focus of this report is on value creation and the objectives are evaluating the fit of business models, finding value creating collaboration opportunities, and network level development opportunities in the event management. The potential for significant and enduring  disruptions makes it extremely important to have appropriate contingency and emergency operations plans in place and tested.  Managing an event will require a robust communications and decision-making system that will be able to quickly identify and respond to problem


  • In this section, we will define the different and most important requirements for the business process models. The activities perform Gathering requirements involves obtaining all relevant information that will help in understanding the customer’s requirements. Customer’s requirements can be classified as business, functional, interface, operating environment, performance, standards, and special requirements.aed during the requirement phases largely focuses on two areas that are problem analysis and problem solving. The main reason to develop an effective business requirement is to meet the objectives and goals of the business and stakeholders. Requirements are the key components of any event business project.

  • 3.1. Business Requirements

  • Business requirements establish the goals and scope of the business system. The business system basically (Wesley, 1999) responds to and processes a set of events. Hence understanding the business functions, for the most part, involves understanding the various events that take place and the business processing that happens in response to these events. There are two types of events. First is, external events which are triggered by external entities and secondly temporal events which are triggered by time. Besides identifying the events it is very necessary for our company to identify inputs and outputs for all events. The relationship between inputs and outputs of any type of event is really the business processing that needs to be performed by the system in response to a business event. Business requirements on other hand are the series of needs that must be fulfilled to achieve a high level of event objective.

S. NoItemDescription
1.      VenueDepending on the budget and characteristic of the event the venue has to be chosen. Venue is the place of event.
2.      BudgetEvery event has an estimate budget. Budget estimated at the financial planning process of the event.
3.      CateringMost of the event. Small or large has a special demand of catering of food and beverages .Catering is done keeping in mind the number of event participants.
4.      PromotionMarketing plays an important part in attracting customers at the event. It is directly related success of any event. There are different promotions tools. Every event manager needs to analyze these tools.
5.      MaterialsMaterials can be tangible or non-tangible thing. Example are-furniture or equipments
6.      PresentersWill you be having presenters at your event? What costs will they incur? Do they charge a fee, and will you pay for their transportation, accommodation, and meals
7.      Subsidizing ParticipantsParticipants should be comfortable. All the facilities should be pre-planned and provided to the participants.
8.      Shoulder PeriodsPlacing events at these off peak times can lead to high number of participants at the events.
9.      AnticipationCreating anticipation for any event included marketing and communication issues
10. ArrivalThe vent designed should ensure the arrival dynamics are safe, efficient and an integral part of the event
11. AtmosphereThe venue should be selected and developed with keen eye for location, layout and audience accessibility and comfort.
12. ActivityWhether spectator or participatory, impromptu or produced, there is always some activity at an event. The purpose and goals of your event will shape the decisions about entertainment choices, meaningful diversions, and recreational options you offer at the event.
13. AmenitiesAn event is ephemeral. Once it is over, all that is left are the memories. Amenities are the details incorporated into an event to provide the tangible expressions that extend the legacy of those memories and offer walk-away value.

  • Every event large or small provides opportunities to the customer/participants to explore. When planning, it is important to define the purpose of the event clearly and calculate the return of investment. Manager should with clients to clearly understand and articulate their interests, aims, and objectives from which we begin the process of planning for their success.

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  • 3.2 Functional requirements

  • Functional requirements are the end-users’ view of required business functionality and implementing them is the basic purpose of the project. In easy terms functional requirement are related to customers business. It is a complete breakdown that explains how the outcome of the event will operate to meet the specified business requirements.

  • Registration: To enter the website the user has to register himself. The different requirements for registration are – name, last name, middle name, email address, password, confirm password, contact number etc.User login: The system will provide faculty to login into the required system.Selecting the event: The user can select the event he desire along with the payment method.

    Admin panel : The admin can add event manager , event inspector , stewardess , event volunteers and any other participant

    Manager  panel : the manager can add any volunteer , main event or post event

    Logout : The system will also provide the user to logout from the categories
    • 3.3 External interface requirement

    • The event application that is been developed by our company might interface with many other existing automated or non-automated systems. It is important to identify this external interface as this will make sure that the applications designed by our company will pass and will receive data compatibility.

    • 3.4 Operation Requirements

    • There are different operations in event planning. Staring from objectives setting to handling customer management, in this report we have discussed the different operations in the event and their decision making process.

    • Hardware-It is crucial to have any type of brain-like computation at any event. It makes the event operations easy to achieve. Despite of the popularity of event-driven software’s, there are very few hardware’s currently available in the market. This is because existing hardware solutions for event management scale badly with the number of events.Continual monitoring of health and safety procedures is essential to ensure they remain effective. Inspections of the event site should take place before, during and after the public are on the premises/site and inspections of operating procedures by event staff and contractors should be a continual process throughout.

    RAM : 600 MBProcessor : Pentium –IV onwardsHDD Space : 3 GB
    • Software-The planning and managing of “events” (banquets, seminars, conferences, athletic competitions, etc.) involves everything from recording the customer’s contact information when they first inquire about space to billing them at the completion of their successful event, and everything in between. EMS facility and resource scheduling systems have tools for every phase of the process, including two of the most important steps: reserving the rooms or other spaces, and coordinating the use of resources like catering, A/V equipment, and personnel.

    Operating system : WindowsInternet Browser : Google chrome , windows explore , FirefoxFront end – JSP, Servlet, cloud

    Back End- MY SQL

    Web server : Apache
    •  Communication– Events communications include the provision of information to the public and efficient operational systems to communicate with event staff in both routine and emergency situations. In addition to the use of communication equipment key personnel should conduct regular on-site meetings to resolve issues, which effect the smooth operation of the event.

    Communication methods for an event can include:• Portable radio systems• Internal and external telephone links

    • Public address systems (preferably which allow the option of addressing different sectors collectively or separately)

    • Closed circuit television systems

    • Information boards and video boards

    • Cellular (Mobile Phones)

    • Tickets, programmers and other

    • Battery operated loud hailers
    • 3.5 Performances Requirement

    • The only way in which systems will meet their performance targets is for them to be specified clearly and unambiguously. It is a simple fact that if performance is not a stated criterion of the system requirements then the system designers will generally not consider performance issues. While loose or incorrectly defined performance specifications can lead to disputes between clients and suppliers. In many cases performance requirements are never ridged as system that does not fully meet its defined performance requirements may still be released as other consideration such as time to market. The system needs to be reliable and if unable to process the request then error message will be presented. Also web pages will be loaded within few seconds.

    • In order to assess the performance of a system the following must be clearly specified:

    • Online response time– the response time is identified by the business case. That means it is directly related to the type of event our organization is organizing. In an event response time system can measure the customer needs and performance management.

    • Number of transaction per second-As the event process, the workload will increase. Our system should be capable of handling the customer support. These statements are often good metrics at a high level management level but do not define the work that the system must support.

    • Number of customers to be serviced per hour-The performance of the system is dependent on how the load is delivered to the system. For example it is easier to achieve faster response times for a system that receive an regular arrival of work throughout the day compared to one that receive burst of traffic. Therefore it is important that the workload profile is defined

    • 3.6 Standards Requirements

    • All standards that the customer requires to be followed during the project should be listed here. The actual standards themselves can be defined in a separate document. Document- Be it for a large event with thousands of spectators or a smaller type event with anything from several hundred people present there is a certain amount of administrative work to be undertaken and documented. It is good practice for the event organizer to minute all decisions taken at all stages of planning for the event. Forms and checklists should be formulated to capture information on incidents that may occur at the event and to assist with briefings, safety checks, staff rosters, equipment handover etc. In line with the regulations for the safety of persons at work, accidents should be logged and an accident report form completed for any significant injury.

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    1. 7 Special User Requirements

    • Security

    • The incident may affect persons in attendance at the event, cause a delay in a specific aspect of the event or disrupt the smooth running of the event in some way. The responsibility for activating a pre-planned recovery mechanism to effectively bring an incident to resolution must be clearly defined in your event procedures and contingency plans. Undertaking a if exercise at the planning stage can assist in identifying the procedures you need to put in place to recover from such occurrences and allow the event to continue. The details needs to be maintained properly . The user must provide their authentication and the database must be kept backed up

    • Audit Trail

    • Management must first know the functional qualities of the organization, and what business opportunities it has the ability to exploit. Management conducts a self-audit to evaluate all factors relevant to the organization’s internal workings and structure.

    • Reliability

    • Management undertakes a complete review and evaluation of the proposed strategies to determine their feasibility and desirability. Some evaluations call for the application of good judgment—the use of common sense. Others use sophisticated and complex mathematical models.

    • Backup and Recovery

    • Because of the financial implications inherent in the allocation of resources, management approaches the evaluation of strategic alternatives and plans using comprehensive profit planning and control. Management quantifies the relevant strategies in pro forma statements that demonstrate the possible for future financial impact of the various courses of action available. Some examples of pro forma statements are: budgets, income statements, balance sheets, and cash flow statements.

    • 3.8 Technical requirement

    • Technical requirement are needs of the events that supports the event outcome and its implementation. Most of the events requires different combination of staging, audio visual, lighting , sanitary and cleanness facilities , computer aids , food and more , decoration items, furniture arrangement . This combination many vary from event to event. Below is the list of various technical requires in an event taken into consideration-

    1.      Sound systemA sound system that is inadequate for the size or shape of the room will leave people straining to hear what the featured speaker is saying; eventually, they tune out and the message is lost.
    2.      LightingThe venue contract should specify if power is included in the rental or if it is a separate line item. Some venues may not have enough power on site to meet the needs of the event, especially when extra lighting, sound, and other staging equipment is used.
    3.      DecorThe cost involved in transforming multi-use spaces like ballrooms and convention centers can be surprising. It is often possible to rent décor items from prop and staging companies, although it is also a good idea to inspect their condition before signing any contract.
    4.      Structural safetyThe failure of any temporary structure in a crowded, confined space could have devastating effects. It is therefore essential to ensure that any temporary seating, staging, sound towers, large tents, marquees, stalls, attractions etc, are acquired from reputable companies, comply with the appropriate standards and are erected by experienced persons using safe working practices.
    5.      StagingTemporary covered accommodation can range from small tents used as first aid posts, catering outlets, craft stalls etc. to large tents and marquees. The anchoring of such structures will depend on the type of ground available, anchored on soft ground and others on a hard standing.
    6.      BarriersBarriers may be required for a number of purposes including securing the site, controlling entrances and crowd movement, relieving crowd pressure, excluding people from unauthorized or dangerous areas, protecting the public from dangerous equipment and preventing climbing on structures.
    7.      Sanitary facilitiesTemporary facilities should be in a suitable location, clearly marked and sufficient types provided to avoid unnecessary queuing; this will entail undertaking consideration of the actual male: female ratio present at the event and the needs of people with disabilities or impairments.
    8.      Drinking waterThe provision of free drinking water is of particular importance at concert type events where the audience may assemble in cramped or hot conditions.

    • Business Decision Modeling is an approach for automating and improving business decisions. This approach is about high volume of operational decision that must be made every hour in our event company. Unlike strategic or other management’s decisions, these decisions are single interactions.

    • Business Decision Management has proven itself as a way to implement business rules and as a way to tie business rules and analytics together to manage risk, reduce fraud and improve customer engagement. While there are other use cases for business rules and for advanced analytics, using them to automate, manage and improve decisions is by far the most powerful. Applying the approach generally involves three steps:

    1. Changing the way you do requirements so that decisions are discovered, described and understood explicitly rather than treating them simply as part of a process or system requirement.

    2. Using decision management technologies to build decision services as part of your systems development and implementation effort, whether agile or waterfall.

    3. Putting in place the processes and systems you need to track decision effectiveness so you can perform ongoing decision analysis and continuous improvement.

    • An event plans serves to communicate the strategic plan for taking the event forward. This will also communicate our business event vision and purpose. This will enable us to focus on the events potential to develop and grow.

    1. Event overview/Identifying objectives: Clearly stating the mission and vision of the event and how each of them will be delivered.

    2. Identifying targeted market – Typically, you’ll invite your target customers, but you can also use events to reach out to potential employees, existing suppliers, potential business partners, or other groups that are important to your business.

    3. Choosing time and Date– making sure several potential dates and times for the events are available. Avoiding national and regional holidays and checks no other major event.

    4. Development plan – In this section we need to present an outline of how the event will develop over the few days.

    • Strategic development: outline key objectives and how they will be delivered.

    • Development implications: Summarizing the policies we need to ensure for quality controlling.

    • Strategic implications: describing the current developed plan to the stakeholders.

    1. Event requirement – In this section we should outline the operational level to deliver the event:

    • Facilities-list of facilities we need to offer the customers in terms of accommodation, catering, communication, technology

    • Services-List of service we require and who will deliver them such as fire, police saferty , child protection , medical , traffic management

    • Production – detail outline of production equipment requirement such as power, fencing, staging , sound , lights etc

    • Legal and insurance- implicating the contractual arrangement and necessary insurance required to cover all the aspects of the event

    1. Marketing and communication – In this section we need to analyze our event audience or participants and how will we reach them.

    • Situational Analysis – provide outline information about existing audiences/participants/spectators;

    • strengths, weaknesses, opportunities and threats with specific reference to the marketing and communications effort

    • Targets – identify primary and secondary target markets for each year of the Business Plan

    • Marketing Strategy – set aims, objectives and achievement strategies

    • Communications/Media Strategy – outline the key communication messages and how they will be delivered against a timeline

    • Marketing Action Plan – plot activity against a monthly timeline

    • Budgets and Resources – show how you will finance and resource the plan

    1. Financial consideration – This section is very crucial. We need to show that the event is financially viable and achievable

    • Income and Expenditure Projections – present detailed event budgets and cash flow projections for the period of the plan

    • Budget Notes – as necessary, explain how you have arrived at these figures

    • Revenue Plan – outline targets and strategies for securing funding and sponsorship and other incomes; include expected time scales and contingency plans

    • Investment Appraisal – what value for money does the event bring

    • Economic Impact Estimation – the additional income that holding the event will bring to your area

    1. Management and business control – In this section we need to show how the set up need to be management in the event.

    • Management & Organization – Outline the legal status of the organization and be clear about event ownership. Detail key management and stakeholder roles and expertise; show the organizational structure and chain of command

    • Event Action Plan – set out a clear timetable covering all aspects of event delivery

    • The Business – describe how you will keep track of the business

    • Other Records – explain the other systems you will put in place to monitor progress of each operation

    • Management Information Systems – how will you measure objectives against levels of achievement (marketing, budget, etc)

    • Review – state when the plan will be reviewed and whose responsibility it is to do so

    1. Risk management – This includes a proper documentation of the following aspects –

    • Additional financial information

    • venue map

    • research and economic impact information

    • Equal opportunities policy

    • Health and safety policy

    • Ethical practices

    • Code of practice/staff briefing document

    • The flow chart below represents the Strategic Event plan


    • Event feasibility of any event is needed to evaluate whether the holding the event for the organization is worthwhile or not. The following considerations are vital for decision making process. It is best to avoid clashes with other events such as elections, other major recreation or sporting events or similar events that may draw competitors and/or spectators (Commission, 2000) away from the planned event. It is often difficult to recognize other events which may compete with your event. Even such things as church picnics or special concerts close to a proposed date may require stakeholders to make decisions about committing themselves or their resources, so it is advisable to check as broadly as possible. Then, announce the decision (in writing) to all stakeholders stating clearly the nature of the event and its objectives.

    • Overview of the sequence of planning and managing an event


    • SUBCOMMITTEES (EVENT COORDINATION) • Catering • Competition • Facilities and equipment • Finance • Marketing and communications • Programs, results, awards • Security • Support services • Transport • VIPs • Volunteers

      PLANNING AND PREPARATION• Appoint event committee• Event committee appoints Event Coordinator and sets objectives Event Coordinator: • Develops budget • Identifies tasks and responsibilities • Prepares organization and work flow charts for subcommittees • Develops marketing plan

      • 4.     BUSINESS DESIGN

      • Whenever a company designs a new product or a service, it is essentially designing its business design. A well business design creates offerings that aspires companies and excite the customers. Every organization combines various design thinking and traditional corporate strategies to help their customers or clients to create an avenue for market growth. Innovation plays on the strengths and the culture of a company, so its approach and alignment can be vital to its success. Our event business Design teams work closely with companies to develop a strategy for innovation and draw roadmaps for future growth. We believe in assisting our customers in figuring out what innovation means for their events.

      • Our business creativity comes most into play in the design phase of event planning. In this section we will design the overall feel and look of the event management software. Our team is responsible to research and design a feasible event for the client. Be aware that the production of a proposal is time-consuming and potentially expensive, especially if you include photographs or sketches. Coordination and Evaluation are the two next steps of the business design.

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      • There are enormous event management software’s available on the market. We will develop software which is best in design and easy to handle in terms of technology. Our event management platform has something to help you at each stage of your event—from finding unique venues, setting up a budget, marketing your events and hosting online registration, to easing the check-in process, engaging your attendees onsite, and ultimately providing you with post-event analytics to measure your inevitable success.

      • In today’s economy (INC, 2004), organizations are re-evaluating their systems and processes with a new level of scrutiny. Rapid ROI is a key factor in decision-making and our             comprehensive online event management technology platform delivers it immediately. It’s time to say goodbye to point solutions and manual processes, and embrace the power of the platform!
        List of Inputs and outputs

      • S.NoRequirementInputsOutputs
        1.      RegistrationUser detailsFilled registration details
        2.      User loginEnter username and passwordUser profile page
        3.      Select the eventMain event, post event , enrollment number, add teamEvent selected successfully
        4.      Forgot passwordEmail idReset link to the email address
        5.      Admin panelMain event , post eventAdd successfully in the database
        6.      Manager panelMain event, post event , volunteersAdd successfully
        7.      LogoutSelect optionLogout from the system

        • Data Design

        • The database design is responsible to store the products and services information in the event management system. In our data design we will include the different sub handing where the user can add the valuable information of the event in the system .The system head can add the three or more event mangers, those can manage and update the event details regularly .The system will automatically send the reminders to the users about the upcoming schedules or meetings. Some of the top features are:

        • Online event registration

        • Secure event payment

        • Onsite check in

        • Visitors contact list

        • Robust event planning

        • Event budget managing

        • Powerful integration

        • Integration Design

        • The integration design is done in such a way that it shows efficient processing of the products online store. The integration design of the database will help the user to get the information from the system. This will allow the event managers to flow the business. The managers can segment and target email communication through the system design. They can also upgrade the system to advance social media integration. This will help to fully match the organization branding .The user can also interact with the customers through the social media display. We will also provide robust integration capabilities to our clients.

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        • Input Design

        • The input design of the system will be depended on the collection of data input from the user. We should be very concerned with our data design as data validation and verification is very important. The input design involves three basic steps they are –          Collecting, entering and processing. There are different types of input data methods. We need to choose between “Batch, Real – time, hybrid”. The user need to input only necessary data and let the system calculate the drive the data out of it.

        • Output design

        • The output model is the set of procedures that an application can use to draw pictures on the screen. It is important that all output be directed through the window system so that the graphics primitives can be clipped to the window’s borders. This emphasis on standards enables our customers to maximize compatibility with their existing workstation and server components. Our system design recognizes both the advantages and limitations of the standards, and can work effectively on a wide variety of communications media and infrastructures.

        • Security design

        • It is very important for the system deign to give a guarantee to the users. A safe payment gateway will be established along with the user data security. The user can keep their data safely with a safe password. The information we will receive from the user will be stored in the system and cannot be used by anyone. e may release personal information to our trusted 3rd party service providers, as long as they agree to keep this information confidential. We will not sell or release your personal information to other parties to use for marketing to you.

        • Graphical user interface

        • The modes of operations will be navigation and data entry .Our prime object is to make the user’s tasks easier to perform with the information system than without it and to Design the interface to meet the user’s needs. This will meet time and resource allocation

        • Pop-up menus

        • Pull-down menus

        • Drop-down/List boxes

        • Option (Radio) Buttons

        • Check Boxes

        • Text Boxes

        • Spinners

        • Command (Push) Buttons

        • Menu Bars

        • Menu Pads

        • Maximize/Minimize

        • Button Bars

        • Tool Bars

        • Scroll Bars

        • Docking

        • The following diagram (orcale)shows the event management business process, detailing the steps that occur during the planning phase, the invite and register phase, the execute and convert phase, and the analysis phase. The people and functions that perform each task are shown.

        • 6. CONCLUSION

        • Planning and managing any event involves a long process from recording to customer contact information. Our event management system facility and resource scheduling systems have tools for every phase of the process, including two of the most important steps: reserving the rooms or other spaces, and coordinating the use of resources like catering, A/V equipment, and personnel. Our software design will offer a full suite of room scheduling, meeting and event management, academic scheduling, shared workspace management, master calendaring and online registration/survey solutions. The area of user interface tools is expanding rapidly. Five years ago, you would have been hard-pressed to find any successful commercial higher-level tools, but now there are over 100 different tools, and tools are turning into a billion dollar a year business. Chances are that today, whatever your project is, there is a tool that will help. Tools that are coming out of research labs are covering increasingly more of the user interface task, are more effective at helping the designer, and are creating better user interfaces. As more companies and researchers are attracted to this area, we can expect the pace of innovation to continue to accelerate. There will be many exciting and useful new tools available in the near future.

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