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.

Louise hardy   making the olympics happen Louise hardy making the olympics happen Presentation Transcript

  • *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 Management  Project Controls  Reporting  Assurance  Sustainability Delivery Partner
  • *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 Infrastructure • Athletes Village – 2,800 apartments • Media /Broadcast Centre ( circa 1m sq ft ) • 21 Screening Areas • 79 Hectares of Public Realm and Landscape
  • 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
  • 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 perimeter fence • 120 structures • Post-Games transformation
  • 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 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
  • *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
  • *Prepared by CLM Delivery Partner Limited Control of Cost Contingency Project Prog Funders • Change Control • Management of contingency • Performance management
  • 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
  • Performance Management • Monthly progress review  Earned value reporting and variance analysis  Deliverable / construction quantities  Milestones  Total Cost • Data rich reporting RAG status • Transparency
  • Reflections – moving forward •Appetite for EVA and Project Controls reporting •Supplier compliance – perspective •Value to Client •Integration •NEC – EoT & Risk management •Spirit!