Sample project management

Running Head: Sample Project Management
Olympic Village
[Name of the Writer]
[Name of the Institution]

Project Management 1
Table of Contents
1.0 INTRODUCTION ............................................................................................3
2.0 WORK BREAKDOWN STRUCTURE .............................................................4
3.0 SCOPE AND SCALE OF THE PROJECT ......................................................5
3.1 Major Milestones .........................................................................................7
3.2 Limitations ...................................................................................................7
4.0 SYSTEMS TO ENSURE PROJECT SUCCESS.............................................7
5.0 IMPORTANCE OF USING COLLABORATION ..............................................8
6.0 ORGANIZATIONAL AND NATIONAL CULTURE ROLE IN PROJECT
SUCCESS ..........................................................................................................10
6.1 Organizational Culture...............................................................................10
6.2 National Culture.........................................................................................12
7.0 POTENTIAL RESOURCE CONFLICTS .......................................................13
8.0 INFORMATION COMMUNICATION TECHNOLOGY...................................15
9.0 PROJECT MANAGEMENT SOFTWARE .....................................................16
10.0 RISK MANAGEMENT.................................................................................17
10.1 Risk Identification.....................................................................................18
10.2 Risk Assessment .....................................................................................19
10.3 Risk control Strategies.............................................................................19
10.4 Risk Communication Plan........................................................................19
11. TOOLS AND METHODS USED IN PROJECT .............................................20
12. RECOMMENDATION ...................................................................................20
13. CONCLUSION..............................................................................................21

EXECUTIVE SUMMARY
The primary purpose of this project is to construct the Olympic Village in East
London to accommodate all the participating athletes for Olympic Games. The
ODA (London Delivery Authority) was the sponsoring organization for this
project. The paper critically discussed the scale and scope of the project
including deliverables, milestones, project objectives and limitations. The paper
also presented with the work breakdown structure to split the major tasks of
project into smaller components. The project shed light on PMOs, project control
system and other risk managements systems that have been used during the
project. A network diagram and Gantt chart was designed using project
management software to attain assistance in project planning.
The use of collaboration has been explained and how it fits with the ODA’s
organizational structure. Furthermore, the role of organizational culture and
national culture in ensuring the project success have been described in a
detailed manner. The potential resource conflicts have also been identified using
the iron triangle along with strategies to cope up with those conflicts. The ICT
resources that have been utilized in the project are identified and detailed risk
management plan was formulated for this purpose. Lastly, the paper discussed
Evaluate the tools and methods that were used in the project.

1.0 INTRODUCTION
The London Delivery Authority (ODA) is a well-known authority that have
transformed the Paralympic Village and Olympic into a number of more than
2,800 new homes after the completion of London 2012 Games. The need to
develop and undertake a project to deliver the infrastructure and venues
increased tremendously, following the successful bid for the Paralympic Games
and 2012 Summer Olympic (Epstein et al, 2011). The ODA is regarded as one of
the two integral agencies, together with London Organizing Committee of the
Olympic and Paralympic Games (LOCOG) that have structured and organized
the London Olympic Games. The ODA was formed in 2006 and is located in
Stratford, East London. The ODA had merely a number of 5 years of period
(2006-2012) to gather all the employees to carry out the work and execute the
major undertakings in the project. The ODA was developed by Paralympic
Games Act 2006 and London Olympic Games. The ODA has also been able to
provide a successful model to other construction projects of UK (Epstein et al,
2011). Furthermore, ODA was expected to satisfy the media, government, local
residents and public at the same time. This particular project specifically focuses
on building an Olympic village using the ODA as an accommodation center for
the athletes of the Olympic Games.

2.0 WORK BREAKDOWN STRUCTURE
FIGURE 2: WBS (PART 1)
(Source: Self-Made)
FIGURE 2: WBS (PART 2)
(Source: Self- Made)

3.0 SCOPE AND SCALE OF THE PROJECT
The project is responsible and have the major objective to ensure the delivery of
legacy, infrastructure, facilities, transport and venues for the Paralympic Games
and Summer Olympic 2012 in London (Epstein et al, 2011). The project required
to deliver and procure the major construction works which is worth of £6 billion.
The budget that had been allotted for the project was determined as £6bn with
£2bn contingency plan. The scope of building an Olympic Village through ODA
involved land remediation and deconstruction of about a 400 hectare (ha) site. A
large majority of over 11 million audience were directly and indirectly involved in
this project. The project covered the development of infrastructure which included
13km tunnels, 20 km roads, 26 bridges and new infrastructure utilities i.e.
electricity, water, gas and telecommunication. To convert and put up for sale a
number of 2,800 total homes through Athletes’ Village was also among the major
objectives of this project (Epstein et al, 2011). The project also involved the
development of nearly 100ha of public open space, gardens, parklands as well
as transport improvements, including infrastructure work and station to house all
the athletes.
In order to meet the proposed objectives of the project within the allotted budget
and provided time interval, the deliverables of the project were recognized
(Ahmad et al, 2013). The delivery strategy of this project was largely based on a
smaller number of main tenets. TELOSS framework was adopted for the purpose
to identify the project’s deliverables. A TELOSS is a systematic framework that
describes the five distinct filed of the project, which includes technical,
economical, legal, operational, scheduling and social. These elements are
integral for evaluating the success of the project. The figure 1 below represents
the TELOSS framework developed for the Olympic Village project.

Figure 3: TELOSS Framework
Technical Economic Legal
 Installation of video
conferencing
between LOCOD
and LOC
 HDTV Sport
lighting for 5bn
people
 Physical model of
park by 3D printing
 Change in budget
 Shift time
 Safety and Health
Issues
 Financial Penalties
 Usage of timber from
non-legal and
sustainable source
Operational Social Scheduling
 To prevent
software conflict,
DP provide
software training to
all contractors and
consultants to help
interface.
 DP applies Blenty
system to
centralize
engineering,
contacts,
management and
collaboration
system
 To provide all
stakeholders with level
of standards and
quality of work
 To maintain a sense
of Corporate Social
Responsibility while
executing the project.
 To satisfy all the
concerned
stakeholders
 Staff scheduling
 Various teams working
in different areas.
(Source: Self-Made)

3.1 MAJOR MILESTONES
 London announced as the winner – (July 2005)
 Planning and Land assembly– (2006- 2007)
 Demolish, Dig, Design– (2008)
 Interior Design – (September 2008)
 Foundation and Construction – ( 27 July 2009 – 27 July 2010)
 Installation of Technology – (June 2010)
 Testing and Certification –(Dec 2011)
 Completion –(2011 to 2012)
3.2 LIMITATIONS
There are certain limitations involved with every project and Olympic Village’s
project is no exception in this case (Valverde, 2012). The need to sustain the
interest of stakeholders and to have a constant support from the government is a
major challenge for this project. Apart from that, all the available resources have
to be allocated effectively to ensure the project’s success. There are also vendor
and supplier limitations since they have the capability to put limits on project
timelines. To ensure the timely delivery of a project, it is necessary to utilize an
effective vendor selection process before the start of a project (Bonaccorsi et al,
2014). The problem of maintaining the time and growing cost because of long
duration of project have raised major restraints on project’s viability.
4.0 SYSTEMS TO ENSURE PROJECT SUCCESS
For the purpose of determining the accomplishment level of the project, various
set of aspects will be taken into consideration. There is a dedicated department
also known as Project Management Office (PMO) that works within an
organization and focuses merely on the standards of Project management. For
example, a “directive PMO” have been implemented that goes beyond the control
and takes the responsibility of the major tasks pertain in the project (Tsaturyan &
Müller, 2015). It delivers the project management experience and resources in
order to accomplish the project in the timely and effective manner. For larger

projects like this one, directive PMO is highly effective since it implements a
common methodology and standardize terminology across the project
management process (Hayes, 2014). In any type of project, change is
unavoidable, whether it is from the external sources or from within the project.
Hence, it is important to develop an organized process for the purpose to identify,
evaluate and mitigate any major changes in the project.
For this project, change management and change control system have been
implemented to monitor and prevent any potential changes. The change
management system will allow the project management team to promote a
balanced change culture and transform the deleterious change into beneficial
change (Hayes, 2014). Moreover, the management will also deploy a Risk
Management Information System (RMIS) and risk analysis plan in order to
safeguard the health and safety measures involved in the project by monitoring
the project’s cost of risk.
5.0 IMPORTANCE OF USING COLLABORATION
The importance of collaboration across team members and various functional
areas in the organization should not be neglected. The collaborative project
management is grounded on the standards of containing all the members of a
project in the control and planning process and then linking them via
communication, information and collaboration modules. The act of collaboration
helps the team members to coordinate, monitor and implement the process of
projects that are complex in nature. In a project, collaboration can be used for the
purpose to simplify the time and tasks in the most effective manner. All the
project members should work with high cohesion and enjoy strong power which
is the essence of collaboration in a project.
Since the organizational structure of ODA is based on “pure project management
structure”, the collaboration will act as a tool to interlink the project members and
maintain the required level of communication and transparency between the
director and the different project managers (see fig 2). To achieve project goals,

integration, collaboration and mutual understanding is vital among the several
project modules. The structure is designed in such a way to promote
collaboration among individual team members, so as to attain the cost efficiency
with a least amount of duplication of efforts and overlaps. In project based
organizational structure, the director has all the authority and power to ensure the
smooth operations of the project and thus eliminating multiple leadership. The
reaction time is highly short in this structure because all the decision of the
project team is established within the project. The collaboration across different
functional areas of business is highly integral to sustain the level of coherence in
a project (Kauffeld et al, 2015). The degree of collaboration in this type of
structure is high since all the members share a common goal in a project which
ultimately results in reducing ambiguity and having clear-cut responsibilities by
each individuals (Smits, 2013).
Figure 4: Project -based organizational structure
Source: (Classtoolkit, 2007)

6.0 ORGANIZATIONAL AND NATIONAL CULTURE ROLE IN
PROJECT SUCCESS
6.1 ORGANIZATIONAL CULTURE FOR PROJECT SUCCESS
There are some organizations that are well-versed than others at managing
projects. In majority of the cases, the reason for project failure is because the
organizations do not align the project’s goals with their corporate strategy and
culture. There are numerous variables that may influence the ability to ensure the
project’s success (Alvesson, 2012). The organizational culture can be regarded
as the major roadblock or a solid foundation for a project’s success. The
organization’s culture is one of those variables and has a lot to do with the
project’s success rate. In the viewpoint of Alvesson (2012), "culture is regarded
as a more or less cohesive system of meanings and symbols, in terms of which
social interaction takes places” (Alvesson, 2012). A project is connected with
several aspects that must not be neglected and includes a wider environment.
The sponsoring organization in the project is part of this environment and hence
have the capability to affect the project’s success rate
Figure 5: Organizational Culture Profile
Source: (2012books, n.d)

The organizational culture of ODA is formal and bureaucratic in nature. This type
of organizational culture is related with the relationship between subordinate and
the authority. At the top of hierarchy, there is a senior leader, which is followed by
mid-level management and then subordinates. The ODA’s organizational
structure have good processes in place and make sure every employee follows
them properly to ensure project’s success. Hence, it helps the management to
remain engaged and interested in projects. Furthermore, there is no vagueness
and the roles are more defined in bureaucratic culture which aids in increasing
the project’s success rate. The culture of ODA is friendly, open and endorses an
open environment. The ODA’s culture directly influence the project operations
since its culture encourage an atmosphere where there free flow of
communication between various departments in the project team. The
employees of the organization are rewarded purely on merit-based performance
appraisal system and the same rewarding mechanism is applied in the project
operations i.e. the project’s team members are not evaluated on their position but
instead based on their performance and level of contribution.

6.2 NATIONAL CULTURE
FIGURE 6: FOUR DIMENSIONS OF UK’S CULTURE
Source: (Hofstede, n.d)
The national culture of a country in which the project is being implemented also
influence the project’s feasibility and viability in an extensive manner. A national
culture also have the capability to affect the culture of an organization since the
employees adopt the culture and norms adhered by a particular country in their
early stages of life. In 1994, Hofstede identified four dimensions of national
culture, namely Individualism versus Collectivism, Power Distance, Masculinity
versus Femininity and Uncertainty Avoidance (Geert-hofstede.com, 2015). In the
viewpoint of Hofstede, the culture of UK can be considered as highly masculine
and individualistic culture (see fig 4). A society will be motivated by achievement,
success competition, and competition when it shows a high score on masculinity
dimension. The masculinity dimensions shows a high score which indicates that.
Whereas, a low score on this dimension indicates that the society is feminine in

nature and is driven by factors such as cooperation, modesty, quality of life and
caring for the weak. Since UK is highly masculine society, it is highly success
oriented and possess success driven value system. The members in a project
are stimulated by success and appreciate a sense of achievement in masculine
society. Furthermore, this high level of motivation helps to exhibit high
performance teams (Hofstede, 2013). Another dimension on which UK scored
highest score is individualism versus collectivism. A high score on this dimension
represents that a society is individualistic, meaning the members of such a
society are expected to take care of only themselves and their immediate
families. In contrast, a low score on this dimension represents collectivism. In
collectivism, society prefer tightly-knit framework and belong to ‘in groups’ that
look after them in exchange for loyalty. In high individualistic culture, project team
members are emotionally attached and independent. Furthermore, the team
members are provided with the necessary freedom to think for new initiatives and
demand less supervision and guidance from their supervisors.
7.0 POTENTIAL RESOURCE CONFLICTS
The idea to construct an Olympic village in the heart of London came with huge
challenges. Conflict is invitable in project management and the cause of conflict
in project team can be connected to differences in attitudes, needs, values,
personalities, perceptions and resources. To dicuss to the potential resource
conflicts occurred in this project, a model of iron trianlge has been utilized (see
fig 5). Iron triangle is a well-known model of project management representing
constraints often occur during the project (Ebbesen & Hope, 2013). There are
three major attributes illustrated on each corner of a traingle, namely time, scope
and schedule. These three factors combined influence the overall quality of the
project. The project’ tasks can either take longer or duration amount of time to
conclude. There are number of factors on which the project’s completion is
depedentent such as workers’ skills, experience and commitment etc (Time,
2015). During this project, the project team faced numerous issues related to

time that caused the team leader to extend the deadline. Since the location of the
project is in populated city of London, it caused a major challenge to continue the
work without any interruption that ultimatley prolonged the duration of the project.
Relocation of the workers from one construction site to another was also a
concern. The second attribute in iron triangle is cost. It is often difficult to
estimate the exact cost for the project for both, organization and project
managers. The cost increased substantially during construction of Olympic
village due to changes in the duration of the project. The delay in procurment and
changing prices of raw materials such as bricks, stones, drainage system etc
also implacted the overall cost of the project. Lastly, the scope attribute views at
the outcome of the project undertaken (Thompson et al, 2011). To deliver the
outcome, various deliverables have to address by the project team. During this
project, the project goals were unclear and required more time to evaluate the
potential target audience for the final product. The scope of the existing work was
expanded and reconfigured together with all the deliverables to make the best
operational use of the proposed Olympic Village.
Despite of these aforementioned challenges, the project management team
effectivley attempted to cope up with these conflicts by devising the relevant
strategies and counterattack the unforseen circumstances during the project. The
risk management plan and risk analyis plan was formulated to lower the overall
cost of the project. Furthermore, the project management team also designed a
realistic scope statement so that the team should stick to the project’s goals and
be able to adddress the recognized project deliverables within the provided
budget.

Figure 7: Iron Triangle
Source: (Tutorialspoint, n.d)
8.0 INFORMATION COMMUNICATION TECHNOLOGY
The project management team made effective use of information communication
technology at several instances during the project so that every team member
remain connected and aware related to project’s progress. The project team
believes in the viewpoint that utilization of the modern IT technologies can
signicantly enhance the degree of success throughout the entire project lifecyle.
It requres good communication among team members for completing a complex
project. The team utilized informaiton technolgies such as live meeting, video
conference, computer-assissted conference and audio conference tools for free
flow of communication on both off-site and on-site and then convey the
information to the director for quick response. These communication
technologies helped in keeping all the members towards the common goal of the
project and to eliminate any potential ambiguity among the employees
(Schwalbe, 2013). Moreover, these tools facilitated in managing the issues in
budget variation in order to make sure the project was viable within the budget
scope.

9.0 PROJECT MANAGEMENT SOFTWARE
FIGURE 8: NETWORK DIAGRAM (PART 1)
(Source: Self-Made)
FIGURE 8: NETWORK DIAGRAM (PART 2)
(Source: Self-Made)

Figure 9: Gantt chart
(Source: Self-Made)
10.0 RISK MANAGEMENT
Risk management plan is a detailed document which project managers
formulates to predict risk, define responses to issues and estimate impacts
(Hubicki, 2014). The principles of risk management helps the project managers
to assess and prioritze the risks. It is regarded as systematic activity of
identifying, evaluating and recognizing the risk to enhance the chances of goals
accomplishment and ensuring individuals and organization are feasible. Risk
management plan has been developed for Olympic Village construction project
which comprises of:
Qtr1 Qtr2 Qtr3 Qtr4Qtr1 Qtr2 Qtr3 Qtr4 Qtr1 Qtr2 Qtr3 Qtr4 Qtr1 Qtr2 Qtr3 Qtr4 Qtr1 Qtr2 Qtr3 Qtr4 Qtr1 Qtr2 Qtr3 Qtr4 Qtr1 Qtr2 Qtr3 Qtr4 Qtr1 Qtr2 Qtr3 Qtr4
Londonannouncedasthe
winner
PlanningandLand
Assembly
Demolish,Dig,Design
InteriorDesign
Foundationand
Construction
Installationof
Technology
TestingandCertification
Completion
2011 20122005 2006 2007 2008 2009 2010

Figure 10: Risk Management Plan
Source: (Demvros, 2014)
10.1 RISK IDENTIFICATION
Risk identification is a procedure that defines risk that an entity may potentially
avert for the purpose to achieve its objectives. It is an integral part of Risk
Management process (Hubicki, 2014). Risk identification can be explained as
identifying, assessing and understanding the risk profile as well substantial risks
contained within it. In the Olympic Village construction project, the risks identified
are:
 Electrical risk
 Budget Variations
 Legal risks
 Foreigners and tourists travelling to London
 Scope and Schedule risk
 Relocation of people

10.2 RISK ASSESSMENT
Risk Assessment is a systematic procedure of detecting the events, predicting
unforeseen circumstances and taking suitable actions to prevent the risk from
causing harm to the project outcomes (Kerzner, 2013). During the operations of
the project, some of the risk that were assessed are as follows:
 IT challenges
 Lack of funds and outsourcing material
 Meeting deadline of the project
 Feasible architecture
 Structural challenges
 Power breakdown.
10.3 RISK CONTROL STRATEGIES
Risk control strategies can be develop d and implemented once the risks are
identified and contingency plans are in place (Hubicki, 2014). Risk control is
related to the selection and application of strategies to avoid and control risks. A
plan for developing a separate passage was made for tourists visiting the nearby
areas of the project to avoid interruptions. For power breakdown risk, it was
decided to install backup power source and generators to avoid stoppage any
potential disturbance. The cost was monitored from time to time to handle the
budget risk and the government was taken into confidence for preventing legal
risks.
10.4 RISK COMMUNICATION PLAN
After the risk has been identified, assessed and risk control strategies are
designed, it is highly important to communicate the plan to the concerned parties
so as to avoid any potential doubts and uncertainty (Kerzner, 2013). The risk
management plan was communicated to the stakeholders of the project through

information communication technologies such as emails and audio calls and their
feedback was also taken into consideration.
11. TOOLS AND METHODS USED IN PROJECT
The Olympic Village construction project was challenging task involving various
complex responsibilities. Also, the project team had the responsibility to maintain
the safe and healthy working environment by using green energy sources. The
project team formulated a dedicated software system to simplify the
communication process in project so that team members could stick to budget
and time constraints (Ahmad et al, 2013). Furthermore, the system also allowed
the information to be shared in real-time to the concerned stakeholders in order
to prevent any possible risk and delays that could hamper the project
performance. Apart from that, the project team utilized the widely used tool of
project management i.e. Gantt chart to monitor the progress and calculate the
differences in planned versus actual timeframe of project milestone
accomplishment. The project team also used PERT chart (Program Evaluation
Review Technique) for the purpose to organize, schedule and coordinate tasks
within a project.
12. RECOMMENDATION
It is recommended that project manager should realize the importance of human
resource by keeping the morale and motivation of team members high at all
times. The skills and quality of input of the workers, employees and personnel
who are actively involved in the project have direct influenced on the project’s
outcomes. It is also advised to make effective planning in terms of budget, time
and schedule before starting the actual project. The project team should
implement the project on the basis of “A Guide to the Project Management Body
of Knowledge (PMBOK® Guide)”. The book is regarded as a code of
professional standards and explains a set of standard guidelines for project
management. Furthermore, the project team can enhance the success rate of the

project by focusing on changes to technological function, business processes,
team roles and responsibilities and the effect of these change on budget.
13. CONCLUSION
The communications skills in project team members should be valued and use
effectively because they are the ones accountable for sustaining the quality of
the entire project (InfoQ, 2015).The Olympic Village construction project is a
highly complex project that requires constant support from the government, time,
patience and continuous efforts from the project team. The project is considered
as a successful endeavor only if it meets or even exceeds the client’s
expectations and satisfaction level (Time, 2015). The project management could
assist in gaining competitive edge to the organization by making efficient use of
resources, senior leadership support and following the standards. Apart from
accommodating and housing all the participating world athletes for the Olympic
Games, the Olympic Village construction project would also result in other
substantial benefits to the country such as overcoming recessions, betterment of
economic life, creation of jobs etc.

References
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