Olympic Games London 2012: When the client strives for innovation (The London model)
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On July 2005, the city of London won a two-way fight against Paris to gain the right to stage the 2012 Summer Olympics, even if "Paris has been the favorite throughout the campaign" [4]. The crucial change in the preferences took place after an impressive presentation by Lord Coe, the bid chairman, who emphasized the cornerstone of the bid for the conduction of the Olympic Games, namely the plans to make this the most sustainable Olympic Games on record and leave a lasting legacy. [4] The momentous day of undertaking the Olympic Games of 2012 simultaneously set a seven year countdown clock ticking for the greatest show on Earth. Following the award of the Olympic Games, the British government immediately created a new publicly funded body, which was established by an act of Parliament in April 2006 [1]. The publicly funded body was responsible to bring the whole construction project into reality and to hand it over to the London Organising Committee of the Olympic Games and Paralympic Games (LOCOG), the private sector organization responsible for staging the Games. More specifically, the Olympic Delivery Authority (ODA), as the name of this body was, had not only to plan and deliver a programme constituted out of 70 individual projects, translated in more than 120 principal contracts, but also to encompass the sustainability objectives and to envision the legacy of the Games. The ODA philosophy may be summarized under the quote: ‘Design for Legacy and Adapt for the Games’ [1]. | On July 2005, the city of London won a two-way fight against Paris to gain the right to stage the 2012 Summer Olympics, even if "Paris has been the favorite throughout the campaign" [4]. The crucial change in the preferences took place after an impressive presentation by Lord Coe, the bid chairman, who emphasized the cornerstone of the bid for the conduction of the Olympic Games, namely the plans to make this the most sustainable Olympic Games on record and leave a lasting legacy. [4] The momentous day of undertaking the Olympic Games of 2012 simultaneously set a seven year countdown clock ticking for the greatest show on Earth. Following the award of the Olympic Games, the British government immediately created a new publicly funded body, which was established by an act of Parliament in April 2006 [1]. The publicly funded body was responsible to bring the whole construction project into reality and to hand it over to the London Organising Committee of the Olympic Games and Paralympic Games (LOCOG), the private sector organization responsible for staging the Games. More specifically, the Olympic Delivery Authority (ODA), as the name of this body was, had not only to plan and deliver a programme constituted out of 70 individual projects, translated in more than 120 principal contracts, but also to encompass the sustainability objectives and to envision the legacy of the Games. The ODA philosophy may be summarized under the quote: ‘Design for Legacy and Adapt for the Games’ [1]. | ||
Revision as of 00:37, 29 September 2015
Abstract
On July 2006, when London won the fight to stage the 2012 Summer Olympics, the Olympic Deliver Authority (ODA) and its Delivery Partner (CLM) were pledged to deliver the "Greenest Games" ever. They managed to deliver the construction project on time, within budget, with zero fatalities and high sustainability outcomes, striving to procure innovative products and solutions from the rest of the supply chain. The outcome of their effort, which was evaluated not only in relation to the conduction of the Games, but also to the urban regeneration of various deprived neighbourhouds and the planning of the future use of the venues, was considered succesful and provided them with great industry awards.
The rewarding aftereffect of the construction management programme was combined with the effort of documenting critical paths of the process (learning legacy), so that future mega projects or other Olympic Games could take advantage of an existing succesful 'London model' and evolve their construction process. Various aspects of the 'London model' will be analysed in this wiki article in respect to the programme management process followed by ODA.
Context
![Drivers of success, [8]](/index.php/File:Overall_drivers_of_success.JPG) |
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- == Challenge ==
- === Main Challenges ===
- * Crucial importance of completing the construction in a tight, well-defined timescale with an “immoveable deadline”, corresponding to the Opening Ceremony of the Games in July 2012
- * Scale of the construction: 70 separate projects with significant interdependencies (common services, site logistics etc.)
- * Wide range of stakeholders with legitimate influence over different parts of the programme
- === Additional Challenges ===
- * After the creation of the Olympic Delivery Authority, the body had five years to staff up, procure and deliver around £6 billion of major construction works
- * Fixed deadline
- == Solution ==
- === Headline drivers of success ===
- * Up-front planning process
- * Project and Programme Monitoring Process:
- * Problem Resolution Process
- * Change Management Process
- * Integration Management Process
- === Enabling factors ===
- Moreover, crucial enabling factors created the conditions for the success drivers to work efficiently. These factors are concluded in the following points:
- * Use of well-resourced Delivery Partner
- * Supportive contractual arrangements (The Athletes’ Village example)
- * Supportive culture
- == Implication ==
- Not finished yet(the author)
- == Annotaded bibliography ==
- Not finished yet (the author)
