APM Project Management Awards WINNER’S

2y ago
48 Views
3 Downloads
390.00 KB
5 Pages
Last View : 3d ago
Last Download : 2m ago
Upload by : Azalea Piercy
Transcription

APM Project Management AwardsWINNER’SCASE STUDYCategoryWinnerProgramme of the Year 2012The Construction Programme for the London 2012Olympic and Paralympic Games,Olympic Delivery AuthoritySponsorOverviewLondon’s successful bid for the 2012 Olympic andParalympic Games created the need for a majorregeneration and construction programme to provide thevenues and infrastructure needed to stage the Games.The programme of construction was extensive,technically and politically challenging, and up against afixed deadline of the Opening Ceremony of the Games inJuly 2012.Turning the vision of the Olympic bid into the realityof roads, bridges and stadia was the job of the OlympicDelivery Authority (ODA), a new publicly funded bodyestablished by an Act of Parliament in April 2006.1

APM Project Management AwardsWINNER’SCASE STUDYObjectivesThe ODA had five years to staff up, procure and deliveraround 6bn of major construction works, mainly built on alargely derelict and polluted site in Stratford, East London.At the same time, the ODA needed to satisfy a plethoraof stakeholders including the government, media, localresidents and the public. It needed to guarantee that it wasproviding value for money and was on track to provideboth the infrastructure required to stage the Games and alasting legacy for a relatively deprived part of London.The ODA’s programme of works included the deconstruction and land remediation of a 400-hectare site, theconstruction of around 20km of roads, 13km of tunnels,around 30 bridges and new utilities infrastructure.It also oversaw the construction of 14 permanent andtemporary sporting venues, a broadcast centre, mediacentre – for commercial use after the Games – theconstruction of the Athletes’ Village, the creation of 80hectares of parklands, gardens and public open space aswell as huge transport improvements, including stationand infrastructure works.ResourcesThe ODA budget (part of the overall public sector fundingpackage agreed for the Games in March 2007) was set at 8.1bn.The ODA documented the programme scope andsubmitted it with detailed budget assessments to theMinisterial Funders’ Group (Funders) and Olympic Boardfor approval.The resulting Programme Baseline Report – a detailed500-page description of aligned scope, programme,budget and risk – was published in November 2007.It identified the items the ODA planned to deliver, theallocation of risk between the ODA and Funders (togovern any subsequent contingency allocations) and,importantly, those items which were out of its scope.The development of this document was crucial inbottoming out areas of scope uncertainty at an early stagein the programme and gave the ODA a firm footing fordelivery of the programme.ChallengesThe ODA understood at the outset that there would behuge levels of public interest in London 2012.It also recognised the project could only be delivered inpartnership and with the support of a large coalition oforganisations, many of whom had differing interests.As a result, the ODA adopted a highly proactive andsystematic communications and stakeholder managementapproach from community and political engagement, throughto daily public site visits and media opportunities.Firstly, the strategy was to embrace transparency and ensurecomplete alignment between internal and external objectives.Secondly, it was designed to maintain a drumbeat ofprogress with intense focus at big moments.Finally, the ODA wanted to recognise that “seeing isbelieving” – let success speak for itself and allow as manypeople as possible to see the Park for themselves.2

APM Project Management AwardsWINNER’SCASE STUDYCo-ordinationFrom the outset, the ODA instituted processes, meetingstructures and delegations to ensure strategic direction wasclear, performance management was active and value formoney was achieved.CLM, the delivery partner – a private sector consortiumcomprising of a partnership from the three parentcompanies of CH2M Hill, Laing O’Rourke and Mace –was fully integrated into all aspects of governance, fromthe Executive Management Board downwards, and wasresponsible for leading programme and project deliveryreview meetings, with participation from the ODA.Stakeholder meetings were also held on every projectand for each priority theme to ensure that key stakeholdersremained engaged as projects developed.SuccessesThe ODA has successfully achieved its objectives, both forthe delivery of the physical infrastructure of the OlympicPark, and also for significant achievements in its prioritythemes, such as health and safety and sustainability.It has worked closely with the legacy bodies to ensure thatthe platform left for future development is fully supportiveof their legacy plans.In delivering this successful outcome, the ODA’sapproach to programme management and organisationdid not contain any one magic ingredient; rather itconcentrated on the establishment of a clear deliverystrategy, maintaining a high level of transparency toall stakeholders, clear definition of scope and focuseddelivery.3

APM Project Management AwardsWINNER’SCASE STUDYThe APM Project Management Awards have been celebratingproject management excellence since 1993 and the broad rangeof categories is designed to make entry possible for projects andcompanies of all sizes and complexity.The awards reflect the invaluable contribution project managersmake in all sectors of society and the event provides an opportunityfor industry professionals to meet with colleagues and entertainguests as well as celebrate at one of the year’s most exciting events.Highly regarded in the project management industry, the awardsreflect the dedication and talent that helps to shape the projectmanagement community and the world around us. The finalists,winners and sponsors of the awards attract national publicity fortheir achievement and involvement. Winning an award providesinvaluable recognition and kudos to the careers of winners.For more details on the awards and how to enter or attend, visitapm.org.uk/awards or email awards@apm.org.uk4

Association for Project ManagementIbis House, Regent ParkSummerleys RoadPrinces RisboroughBuckinghamshire, HP27 9LETelephone0845 458 1944International 44 (0)1844 271640Facsimile 44 (0)1844 274509EmailWebinfo@apm.org.ukapm.org.uk

APM Project Management Awards For more details on the awards and how to enter or attend, visit apm.org.uk/awards or email awards@apm.org.uk The APM Project Management Awards have been celebrating project management excellence since 1993 and the broad range of categ

Related Documents:

the APM meter and a spare USB port on the PC. On the PC, click on the APM Configurator icon on your desktop. Otherwise, go to Start button All Programs Trumeter APM APM Configurator: The APM Device Selector screen opens: Here you will see the detected APM meter(s). If you have other APM meters connected via different USB ports,

NIFC-CA IPB/E FIND FIX TRACK TARGET ENGAGE ASSESS Focus on shortening the kill chain (kinetic and non-kinetic) Future Capability Development EMW/IF Alignment 10 . APM Sr Intel Officer & ISR Liaison Deputy APM DCGS-N Inc 1 APM ICOP APM ICOP SRF APM DCGS-N Production APM LBS UUV APM METMF(R) NEXGEN

area of the APM web, apm.org.uk/members, where you can access full pdf copies. Glossary terms This glossary is made up of terms used in the fifth, sixth and seventh editions of the APM Body of Knowledge, plus other APM publications. Definitions are provided where terms used are unique to the profession, or have a unique meaning in the profession.

Jun 01, 2021 · Resource Edition . 2 Rose Centers News . Diane Grohe — winner x 2 Eunice White — winner x 2 Rose Gibson — winner x 2 Sharon Wilson — winner x 3 Linda Jarrett — winner x 4 Anna Pope — winner x 5 Grace Ross — winner x 6 April 20th winners: . 1. 1910 was the first year that F

The BIG-IP APM Specialist is able to describe and explain how APM interacts with industry standard remote access, authentication, authorization methods, and applications. They understand the underlying principles of APM and can draw on that insight to securely integrate APM with other platforms and products. This exam is based on TMOS v12.1.

Grant Management Refresher. NA-APM-10 . Office of . Acquisition Management (OAM) Non-M&O Contracting Operations Division. NA-APM-12 . M&O Contracting Operations Division. NA-APM-13. Associate Administrator for Acquisition and Project Management. NA-APM-1. Acquisition Policy &

event # 1 - dirk meckstroth singles pd entry 383 open class aa winner 8300851 schock dan a clayton oh 99 open class a winner 9200412 manzo michael olean ny 99 open class b winner 1623568 fether jeff t stryker oh 99 open class c winner 1111902 perrill j m sabina oh 99 open class d winner 1626603 hutchins travis l fredericktown oh 93

Achieved a high qualification In Radiology such as American Board, ABRMI or equivalent. Has an experience of at least 3 years after the higher qualification. Of the rank of Consultant Radiologist. Is employed on a full time basis , in the selected training hospital/ center -6-4.2 - Responsibilities and Duties of the Trainer Responsible for the actual performance of the trainee. Look after the .