Programme Organisation and Project Management Micro reports

  • HDTV sport lighting
    The Olympic and Paralympic Games is the world’s largest broadcast operation bringing sports action to an estimated five billion people. This meant that the high definition television (HDTV) lighting had to be perfect. However recent advances in broadcast technologies meant...
  • Staff engagement – the ODA Staff Forum
    The Olympic Delivery Authority (ODA) established the Staff Forum as a staff consultation mechanism. This was key during periods of intense organisational change such as Games-time and organisational close out. Success is evidenced by an employment engagement score of 92...
  • Promoting health and wellbeing within a high performing organisation
    The construction of the Olympic Park was a fast-moving programme with an immoveable deadline. Employees had to perform at their best, under periods of intense pressure in a constantly changing and complex environment. The health and wellbeing of employees was...
  • Career transition
    The Olympic Delivery Authority (ODA) pre-planned the smooth career transition and exit of all employees, thus ensuring that they remained focused on high performance, Games-time delivery at the same time as considering their future career plans. ODA’s Career Transition and...
  • ODA’s People Strategy
    The People Strategy was the key tool used by the Olympic Delivery Authority (ODA) to align human resource (HR) activities with the changing needs of the business. It consisted of 10 priority areas which allowed clear accountability in the HR...
  • Sustainability reporting in a major event organisation
    The events sector is starting to take cautious steps in the reporting of its sustainability successes and failures. While the Global Reporting Initiative (GRI) Event Organisers Sector Supplement is a welcome development for the industry it came late in the...
  • ODA/CLM approach to Baseline Control and Contingency Management
    The establishment of the Olympic Delivery Authority’s (ODA’s) baseline, in November 2007, was a fundamental building block to the successful delivery of the London 2012 programme.
  • Approach to Anticipated Final Cost
    The Anticipated Final Cost (AFC) for the London 2012 programme was updated monthly to ensure the ODA always had a current view of their projected outturn costs. Early identification of potential cost pressures and opportunities formed part of an early...
  • Integrated planning for the London 2012 Programme
    With around 50 individual projects to provide the venues and infrastructure for London 2012, the challenge was to ensure that plans were integrated and to avoid ‘surprises’ during delivery. A level 2 schedule was created to capture the key interfaces...
  • Monitoring and control of delivery at the ODA
    The Olympic Delivery Authority (ODA) managed a complex programme of many interrelated projects to deliver the venues and infrastructure required for London 2012. A suite of monthly reviews provided oversight and executive direction for the programme. In turn, this ensured...
  • Promoting quality during the Build
    A ‘Zero defects at completion’ campaign was put into place on the Olympic Delivery Authority’s Construction Programme to promote quality during the construction stage of the programme.
  • Using Earned Value/stable baselines with NEC Contract projects
    Earned Value (EV) was chosen by the Olympic Delivery Authority (ODA) to objectively and consistently measure project performance across the London 2012 construction programme. Combining scope, schedule and cost measurement into an integrated system allowed programme-wide progress to be established...
  • Managing risk across the Olympic programme
    The Olympic Delivery Authority (ODA) was tasked with completing the venues 12 months ahead of the London 2012 Olympic and Paralympic Games, and within its £7.2 billion budget. The risks to these targets were great, with a heavily contaminated site,...
  • London 2012 – TUC Principles of Cooperation
    In September 2008 ‘Principles of Cooperation’ were signed by senior representatives of the Trades Union Congress, the Olympic Delivery Authority and the London Organising Committee of the Olympic Games and Paralympic Games. The development of the principles, before the signing,...