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*Prepared by CLM Delivery Partner Limited
2
CLM
Programme Manager and Delivery Partner
London 2012
CLM contracted as DP providing programme and project management services:
 Cost
 Schedule
 Design
 Risk
 Contract Man...
*Prepared by CLM Delivery Partner Limited
Strategic Relationships: ODA and London 2012
CLM Delivery Partner
Supply Chain
The Assets
• 20km Roads
• 13km of Tunnels (132kv & 400kv)
• 26 Bridges & 7 Underpasses
• 11 Sporting Venues
• Utilities In...
Timeline of the Olympic Park
Site preparation
Build infrastructure
Build venues
Test events
Olympic/Paralympic Games
Decon...
November 2007
*Prepared by CLM Delivery Partner Limited
8
Soil remediation
ST
v
A
H
IBC
B
AV
WF
Structures Bridges & Highways
Scope and Scale
• 22 bridges
• 7 underpasses
• 12km of road
• 4 transport malls
• 16km of pe...
Energy Centre
Olympic Stadium
Aquatics Centre in Games Mode
Aquatics Centre in Legacy
Velopark
Basketball
17
Athletes’ Village
The Issues
• Safety Performance
• Industrial Relations
• Logistics
• Design and Construction Integration
• Control of Cost
Commercial Landscape - Complexity
• 120 NEC 3 Works Contracts
• 150 JCT Fixed Price Contracts
• 96 Tier 1 Suppliers
• 869 ...
*Prepared by CLM Delivery Partner Limited
Baseline was established
 Agrees the scope and status
 Identifies budgets and ...
*Prepared by CLM Delivery Partner Limited
Control of Cost
Contingency
Project
Prog
Funders
• Change Control
• Management o...
Control of Cost
• Change Control / Management of Contingency
• Contingency levels based on QRA P80
• All contingency ident...
Performance Management
• Monthly progress review
 Earned value reporting and variance analysis
 Deliverable / constructi...
Reflections – moving forward
•Appetite for EVA and Project Controls
reporting
•Supplier compliance – perspective
•Value to...
Louise hardy   making the olympics happen
Louise hardy   making the olympics happen
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Louise hardy making the olympics happen

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  • But, to give our risk management approach teeth, we combine it with the management of contingency.We don’t view contingency as a fund set aside for rainy days, but rather, its how webudget for risk on the programme & account for scope that could not be adequately defined during baselining.It is one of the most powerful management tools we have at our disposal and we leverage it.
  • Transcript of "Louise hardy making the olympics happen"

    1. 1. *Prepared by CLM Delivery Partner Limited 2 CLM Programme Manager and Delivery Partner London 2012
    2. 2. CLM contracted as DP providing programme and project management services:  Cost  Schedule  Design  Risk  Contract Management  Project Controls  Reporting  Assurance  Sustainability Delivery Partner
    3. 3. *Prepared by CLM Delivery Partner Limited Strategic Relationships: ODA and London 2012 CLM Delivery Partner Supply Chain
    4. 4. The Assets • 20km Roads • 13km of Tunnels (132kv & 400kv) • 26 Bridges & 7 Underpasses • 11 Sporting Venues • Utilities Infrastructure • Athletes Village – 2,800 apartments • Media /Broadcast Centre ( circa 1m sq ft ) • 21 Screening Areas • 79 Hectares of Public Realm and Landscape
    5. 5. Timeline of the Olympic Park Site preparation Build infrastructure Build venues Test events Olympic/Paralympic Games Deconstruction / Transformation 2007 2008/11 2012 2008/11 2011/12 2012/13 Legacy2013 - 2025
    6. 6. November 2007
    7. 7. *Prepared by CLM Delivery Partner Limited 8 Soil remediation
    8. 8. ST v A H IBC B AV WF
    9. 9. Structures Bridges & Highways Scope and Scale • 22 bridges • 7 underpasses • 12km of road • 4 transport malls • 16km of perimeter fence • 120 structures • Post-Games transformation
    10. 10. Energy Centre
    11. 11. Olympic Stadium
    12. 12. Aquatics Centre in Games Mode Aquatics Centre in Legacy
    13. 13. Velopark
    14. 14. Basketball
    15. 15. 17 Athletes’ Village
    16. 16. The Issues • Safety Performance • Industrial Relations • Logistics • Design and Construction Integration • Control of Cost
    17. 17. Commercial Landscape - Complexity • 120 NEC 3 Works Contracts • 150 JCT Fixed Price Contracts • 96 Tier 1 Suppliers • 869 Critical Suppliers ( Tier 1,2, & 3 ) • Spend: Peak £185m / month, avg £130m / month • +80,000 EWN’s / CEN’s • Client change Management ( c100 / Month ) • Economic climate: Stability / Insolvency
    18. 18. *Prepared by CLM Delivery Partner Limited Baseline was established  Agrees the scope and status  Identifies budgets and phasing  Apportions responsibilities  Clarifies current risks and opportunities  Shows current outline schedule  Establishes a basis for controlling change and managing contingency 20
    19. 19. *Prepared by CLM Delivery Partner Limited Control of Cost Contingency Project Prog Funders • Change Control • Management of contingency • Performance management
    20. 20. Control of Cost • Change Control / Management of Contingency • Contingency levels based on QRA P80 • All contingency identified as project or programme • Clear reporting at project level • Monthly trend review at Project Level • Monthly Change Board
    21. 21. Performance Management • Monthly progress review  Earned value reporting and variance analysis  Deliverable / construction quantities  Milestones  Total Cost • Data rich reporting RAG status • Transparency
    22. 22. Reflections – moving forward •Appetite for EVA and Project Controls reporting •Supplier compliance – perspective •Value to Client •Integration •NEC – EoT & Risk management •Spirit!
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