Feasibility

The test that turns an event idea into a commitment. Three questions, all asked against the runway you actually have rather than the one you wish you had. Can you get a venue that fits this format, on a date this close? Can you cover what this format costs, from income you can realistically land inside that window? Can you get the people this format needs to run, named and committed, not hoped for? Answered honestly, in hours and money, not in optimism. The rule that makes it a test rather than a wish: when one of the three comes back no, the format bends. Not the objective, and not the date. Feasibility is also not a one-time gate. It gets re-asked at every go/no-go date as sponsorship money lands or doesn’t.

Source: Assembled from practitioner doctrine rather than a single definition. DevOpsDays treats team feasibility as a precondition, requiring at least three organizers from three different organizations before an event is green-lit, and ties spend commitments to go/no-go dates as sponsorship revenue arrives (devopsdays.org/organizing). The TEDx Organizer Guide makes the same move on team size: “Scale your team appropriately; quality is more important than quantity” (Build your team). Richard Millington’s CMX Summit talk supplies the costing discipline: every tactic priced in both time and money before you commit, because a plan that has never been costed is not a plan. Runway benchmarks come from the standard planning-timeline literature, 6 to 12 months for large conferences and 3 to 6 for mid-size events (Lyyti).

First used in: 1.1 · Strategy before logistics. Re-tested against real numbers in 1.4 · The money: three-tier budgeting, where it becomes a set of dated go/no-go calls.