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Project Manager : Project Manager April May 2012
• London 2012 Project management medaL winners HigHLigHts frOm tHe fieLD what project managers can learn from olympic games athletics events. 1HurDLes Problem-solving Even the smoothest run megaproject involves the occasional hurdle along the way. Problems inevitably arise through designers or contractors failing to fulfil their commitments; a misalignment between the parties involved; and changes caused by inevitable revisions, construction problems and external factors. To minimise these problems and create a means of hurdling them when encountered, five key management processes were created: Upfront planning; Project and program monitoring; Problem resolution; Change management; and Integration management. What was unusual about the London 2012 preparations was the level of effort and rigour with which these processes were executed. 2reLay Delivery partners When the baton is being passed, medals are at stake. Choosing the right delivery partner is crucial. The ODA chose CLM, a joint venture formed specifically for London 2012. The combination of the three firms offered a novel breadth of program management, project management and direct construction expertise, while ensuring the delivery partner would operate with a “clean sheet of paper ”, without the entrenched beliefs and practices of an established firm. On another level, contractors were allowed to work with familiar supply chain partners to take advantage of established personal relationships in resolving problems and issues. 3JaveLiN Health & safety Propelling a 2.5 metre-long spear almost 100 metres through the air is a dangerous business, for both the thrower and those sharing the Olympic field. London 2012 is on target to record no fatalities or major injuries during construction, a feat not even the Sydney Olympics could achieve. Health and Safety was championed as one of the ODA’s six priority themes. An on-site health facility was provided for all workers and safety and leadership committees were set up. This emphasis had the additional benefit of making workers feel that management cared about them, which helped inspire greater commitment, effort and productivity. 4sPriNts full funding When a race lasts just 10 seconds, there can be no holding back. If it’s gold you’re after, don’t leave anything in the tank. In the same way, when managing megaprojects, while costs should be controlled by clear limits, money needs to be spent. At its peak, delivery partner CLM’s staff numbers hit 600 and program management costs were about 10 per cent of the overall program spend, making it well funded. Given the project’s timescale was finite, with many potential delays and pitfalls, full funding was vital to allow the rigorous implementation of best practice project management processes. 5POLe vauLt supported flight Just as vaulters know they won’t climb ver y high without their trusted bendy pole, good project managers know that formal organisational processes will only get them so far. The ODA’s building of a supportive culture was nominated as a crucial enabling factor in the successful preparation of London for the Olympics. The organisational culture was supportive in three important aspects: creating a fundamental belief that failure was not an option and that everything must be done to make the program a success; fostering a commitment to bringing problems to light at an early stage and striving collaboratively to find solutions; and ensuring a particularly strong discipline around health and safety aspects.
Project Manager Feb March 2012
Project Manager June July 2012