Page 22 - Business Insights 2012-2013
Basic HTML Version
Supporting factors
Olympic effect
Health and safety
effect
Personal and
organisational
development
Full funding
Working with
familiar partners
Market turndown
Overall ‘driver of success’ framework
The firm foundation of planning, committed delivery and a cohesive management
philosophy was driven by the ODA, who were influential in setting the tone, work
ethic and guiding principles, which were cascaded down to all those involved
in the project. This ensured that although there were many different contractors
working across many different sites and projects they all followed the same key
underlying principles of:
•
Health, safety and security
•
Design and accessibility
•
Equality and inclusion
•
Legacy
•
Employment and skills
•
Sustainability
This combined with a ‘loose-tight’ approach to project management –
allowing flexibility where needed to enable contractors to use their expertise,
and a tighter control over the overarching elements of the project – created
a unique atmosphere.
The principles implemented by the ODA had very positive results. Through a
culture of openness, collaborative working, trust and confidence, the various
delivery partners were able to effectively work together. Elements such as the
emphasis on health and safety, for example, were seen as a sign of commitment
by employees that they were a key priority to the success of the project. Dr Davies
also found that “a lot of emphasis was placed on getting the right people for the
job and supporting them with training, internal communications and a transparent
approach to management” – an area stereotypically under-supported in the
construction industry.
The research also highlighted the importance that individuals played in the
learning and knowledge implementation on the project. “We found evidence of
learning carried forward at the level of individual managers and at the level of
entire construction firms through the adoption of new, firm-wide policies. This
aspect of legacy is immensely valuable and should not be underestimated,”
said Dr Davies.
This continuous cycle of systems improvement
is already proving its worth, with lessons learned
from the delivery of the Games being applied in the
Crossrail construction.
Although no two mega-projects are ever the same
and programme specific characteristics inevitably
shape the structure and management style of a
project, Crossrail will provide a useful benchmark
for this research. “It will also allow us to ascertain
how influential the ‘Olympic effect’ was and if
Crossrail can engender similar support from the
public and stakeholders.”
In summing up, Dr Davies hopes that “long after the
Athletes Village is handed over to residents, and the
stadia are being used for new ventures, the lessons
of how to construct a project on this huge scale will
be benefiting those in the industry all over the world
and for many years to come”.
A report of the findings,
’, has
been published as part of the ODA’s Learning
Legacy Programme.
Learning
from
outside
Learning
from
within
Capturing and transferring
knowledge which individuals
then take on to new projects
Programme outcomes
On time
On budget
Exemplary
safety
Other targets
met (e.g.
sustainability)
Headline drivers of success
Five key management
processes
Explicit objectives and
principles
Programme management
philosophy
Enabling factors
Use of well-resourced
Delivery Partner
Supportive contractual
arrangements
Supportive culture
BUSINESS
INSIGHTS
2012 – 2013
22
