Research Korner: Project Development Process

London Olympics

London Olympics   Introduction Background   London 2012 was the successful bid for the 2012 Summer Games, to be held in London with most events taking place in Stratford, Newham.  The British Olympic Association had been working on the bid since 1997.  In December 2000 the report was shown to Government ministers.  After the failure of three consecutive bids in 1992 (Birmingham), 1996, and 2000 (Manchester), London was the city that had a chance of being selected by the International Olympic Committee when put up against other world cities in a competitive bidding process.    Definition of the project             The main areas for project definition and development would include that following: ·         Development proposals in the Olympic Zone that needs to be refined.  This is in discussion with the local authorities, in order that they are aligned with their regeneration plans to the maximum advantage of both, and form the basis of further quantification of the wider benefits.  ·         The legacy uses for key Olympic venues like the stadium need to be secured. ·         A land acquisition has to be further developed ready for immediate implementation if a decision is made to bid. ·         The opportunities for maximizing tourism potential from both the bid and the Games need to be explored ·         The attribution of costs to the various agencies and public sector budgets should be determined among other things in order to establish more precisely what public expenditure is attributable to the Olympics and what would happen anyway, and the proportions of income and expenditure that will accrue to LOCOG and to the taxpayer respectively.   Defining Project and its Environment   Main players and project environment             The proposals for the London Olympics Institute have been developed jointly by a consortium of partner organizations including the Department for Culture, Media and Sport, Department for Education and Skills, Department of Health, NHS, London Higher, Sport England, the English Institute of Sport and UK Sport, working closely with local authorities and agencies in East and South East London and the British Olympic Association.  These organizations, and others including the National Endowment for Science, Technology and the Arts, British Council, Arts Council England and Loughborough University have all produced a statement of support, committing themselves to helping London 2012 to develop and promote the London Olympic Institute (). The point of this event is to bring focus onto Project Management as one of the principal keys to regenerating Britain in terms of its construction and IT infrastructure, its culture and its sense of pride.  It is also a specific response to the question “What can industry do for the London 2012 Olympic bid?”  The bid is a major regeneration opportunity for Britain currently.               The event is being led by the Royal Institution of Chartered Surveyors Project Management Faculty and the Engineering Project Management Forum (EPMF) and will attract an audience of professionals all wishing to network, learn, exhibit, entertain and support the bid.  Many members of the institutions that belong to EPMF are professionals who will be directly involved with work arising from a successful bid, notably from the Stanford Regeneration.  There is general agreement that a collective show of support will make a solid contribution to a successful bid.  The size and shape of the Royal Albert Hall allows presentations to be spectacularly illustrated.  The Presentation Themes are all essential for a successful project and for a successful bid.  In addition, a Best of British trade exhibition will run during the day providing a major marketing opportunity to participants () Project team matrix structure   Project conception             The aim of Vision London was to create an opportunity for young people in Creative Partnerships London East schools to engage with the concept of the Olympic Festival and what a successful bid would mean for London. Feasibility and risk management               The cost and revenues included in the analysis are the best estimates based on the information currently available to us.  In the absence of agreed project objectives and outputs and an apportionment of obligations and responsibilities between the various agencies, this evaluation is a hybrid between a cash flow business plan and a conventional cost benefit analysis. Attributable costs have been built up and the incomes for bidding, preparing and staging the Games, made provision for risk, and estimated the residual values of the assets created.  This produces a total direct cash flow for LOCOG and all the public sector agencies that ultimately must provide the investment and the guarantees.  From a commercial point of view, this would produce a cash deficit (or surplus) if, hypothetically, one agency was responsible for everything.  The additional benefits, both quantified and unquantified, must justify the funding gap and the risk ().   Risk management   Sensitivities to estimate overall risk is used in the absence of a detailed risk assessment.  The sensitivity analysis shows the financial deficit as sensitive both to substantial cost over-run and to a lesser extent to a substantial reduction in media income.  It would also be sensitive to a greatly reduced ticket income, but it would be very unlikely that a London Olympics would fail to sell the number of tickets assumed.  The risk assumption used in Figure S1 is that all bidding and staging costs will be 5% higher than estimated and that capital costs will be 30-50% higher than estimated in the last three years before the Games as the deadline for completion approaches.  These provisions total ₤109 million, making a total deficit of ₤494 million.  A provision for reduced media income is not included because it is just likely to be higher than estimated as lower.  The opportunity therefore cancels out the risk.    There are also risks attached to implementation of the physical and transport proposals, to the technology requirements of the Games, and to security (including the threat of a major terrorist attack a year or two before the Games which could impact not only on cost but on ticket revenues and tourism benefits).  These risks will need to be taken into account in the decision whether or not to bid, but should be set against the opportunities to avoid or mitigate risk through management, anticipation, and planning.   Figure S1 – Summary Financial Analysis (NPV discounted at 6%)   (Expressed in ₤m)                        Expenditure   Income                     Surplus/deficit   Bidding for Games                                13                                 7                                  -6 Operating account for staging                779                               864                               +85 the Games Elite sport development                                     167                               0                                  -167 programme Capital cost of infrastructure                  403                               0                                  -403 and facilities Land purchase and residential                325                               431                               +106 Value Cash flow balance                                1,687                            1302                             -385 Provision for risk                                   109                               -                                   -109 Cash flow including risk                      1,796                            1302                             -494 (Source: )   Implementation operation and termination             It is critically important that implementation agencies exist with sufficient powers and resources to ensure that all the preparations are in place in time for 2012, and that the potentially very expensive risks are managed so that they are reduced to a minimum.  These agencies are crucial: (1) for a credible bid; (2) for staging the Games if the bid is successful; (c) for managing costs and risks; and (d) for securing the wider benefits.               Without implementation agencies there can be no Olympic Games, and without effective agencies, national and London prestige is at risk.  If the management of the event falls short of what is expected, the memory will be sour rather than positive.  If concentration of sufficient powers and resources in agencies with an Olympic mission is not politically acceptable, it would be better not to bid for the Games ().               The Olympic Delivery Authority (ODA) will ensure delivery of the physical infrastructure for the Games, including the construction of the new venues.  To help do this, it will be granted special powers to purchase land, compulsory of necessarily, and to grant detailed planning permissions in the Olympic Park.  The ODA will also ensure effective coordination of central and local government in the preparation and staging of the Games.               The ODA will be granted special powers to enable it to operate as an Olympic Transport Authority, which will control and coordinate all the transport requirements of the Games.  To ensure coordinated security planning and delivery, the UK Government will create a Cabinet-level Olympic Security Committee which will include the Metropolitan Police, the armed forces and the intelligence services as well as the LOCOG’s Director of Security.   Revisiting the levels of risk               London will provide a low-risk environment as Host City for the Olympic and Paralympic Games in 2012.  The assessment below is based on data provided by independent international bodies and relevant United Kingdom authorities as cited.                Plans for the Games, developed in close coordination with the London Fire Brigade (LFB), exemplify the importance attached to fire prevention and protection throughout the UK.  The nation’s fire services have extensive legal powers to regulate fire safety in publicly used premises.  These regulations cover evacuation times and methods, alarms and sprinkler systems.  The LFB is already working closely with London 2012 planners and architects to devise engineering solutions for the new and existing venues that will house the Games.                During the Games, the LFB will provide a full-time prevention and protection service to all Olympic venues, with special emphasis on the Olympic Park.  Dedicated resources will include two pumping appliances, a fire rescue unit and an incident response unit (with facilities for mass decontamination).  The on-site fire crews will be under the command of a divisional officer.  Olympic venues outside London will have similar levels of protection.    Secure Olympic facilities             New Scotland Yard is already working closely with London 2012 to incorporate physical and technical security measures throughout the Olympic facilities; starting with the design and planning phases.  These efforts will continue with the LOCOG to mitigate risk at every opportunity through high quality, robust security for every location and venue.              Surveillance and security operations will begin at the start of construction or adaptation for every venue and will continue throughout the Olympic and Paralympic Games.             Though civil disobedience in the UK is not unknown, it is rare.  Public demonstrations are considered to be expressions of civil liberties and are generally peaceful.  If trouble does occur, the police are well equipped – both legally and operationally – to contain any problems.              London’s Metropolitan Police Service (MPS), in particular, is well-experienced in the discreet and good-tempered handling of large crowds and demonstrations among a highly diverse population.   Reliable essential services             London’s position as a global communications and business center depends on a highly reliable infrastructure for delivering every utility.  The Games will benefit from this same degree of reliability.  The Nationality Security Advice Center (NSAC), part of the Security Service (M15), has developed the concept of a critical national infrastructure to introduce a common understanding of key sectors and functions that need to be preserved in the public interest.  Such safeguards come on top of years of significant investment.  The UK’s state-of-the-art transmission network for electricity and gas has benefited from investment of $50 billion in the past 18 years.  The telecoms network has attracted similarly high levels of investment.  The result is a highly resilient service capable of operating independently of mains electricity.  Five independent mobile network operators provide a huge capacity and are fully geared to giving the emergency services priority coverage if necessary.    Well-managed roads and railways             The UK has one of the world’s most robust transport security programmes with rigorously enforced regulations and stringent codes of practice.  The industry has a strong and well embedded culture of security established over many years.  Extensive road traffic control systems, supported by proactive traffic policing, will help ensure the safe and smooth operation of road transport during the Games.  Proactive traffic policing will focus particular attention on Olympic lanes and their safe use.  Transport for London (TfL) states that the traffic volume for the weeks of the year selected for the Games is normally 13% lower than at peak times.  Within central London, traffic congestion has been reduced by over 30% thanks to the positive impact of the congestion charge.               The Rail Safety & Standards Board reports that rail travel in the UK is safer than at any time in its history.  The railway system operates a safety case regime that will continue to ensure sound risk management.  Planned improvements to the rail network during the course of the next eight years, coupled with increased regulatory control, will result in further safety improvements.   Treatment of risk             London Resilience, a multi-agency partnership that ensures readiness to handle major incidents or catastrophes, states that London is located well away from major seismic faults and storm patterns.  Flooding from surge tides on the River Thames had previously been a concern; however, completion of the innovative  in 1984 resolved this problem.  Mitigating risk through regulation             Comprehensively drafted and conscientiously applied and enforced regulations are a feature of life in the UK.  These extend to rules governing the petrochemical and biotechnological industries and every aspect of transport including the carriage of potentially dangerous substances by air, road, rail, and sea.  Navigation along the River Thames, which flows near most of the Games venues, is controlled and policed by the Port of London Authority and the MPS.              In the unlikely event of a major incident, the police, fire and ambulance services are expertly equipped, trained, coordinated and rehearsed to deal with a emergency and contain it.  The UK has no nuclear power stations within 100 km of London.                          Summary Recommendations             While it has been found that the London Olympics 2012 will have its threat to financial matters following the successful bid, Olympic organizers then announced new plans for the 2012 Games that will further concentrate facilities and save 95 businesses threatened with being moved from their present site just north of Stratford, in East London (2006 January 31).              However, the lawyer for more than 200 firms, many of which still fear compulsory purchase orders (CPOs), claimed that plans for the Olympic Park had been drawn up so as to save compensation money “now that the overrun in the budgets can be perceived”.  The 95 businesses, affecting about 1, 200 jobs, will no longer need to be relocated because the temporary car and coach parking on Fish Island, on the edge of the Olympic Park, will be moved to a multistory car park in nearby Stratford.  In addition, new homes will not have to be found for 70 residents in the same area.              According to, chairman of the organizing committee, the changers will bring the facilities close together within the Olympic Park, resulting in an improved layout that will make the site even more secure for all users, including athletes and spectators as well as visitors, staff and community (2006 January 31).              The chief executive of the London Development Agency (LDA), Manny Lewis added that these improvements will help deliver an enhanced legacy for London and Londoners, which has always been the core of their vision.  This will significantly reduce the impact on local businesses, he said (2006 January 31).  The desired target is to get vacant possession of the main Olympic site by next year so that work can start on the main projects.  Moreover, one benefit of the new plans is that work on the Olympic Village will be able to start next year and take four years instead of the scheduled maximum of three, thus reducing pressure and costs.              After the Government’s failure to announce extra long-term funding, Olympic officials have been forced to approach a City bank to secure a ₤1 million loan so that more competitors can start preparing properly for the 2012 Games in London.  The details of the plans were discussed after the 200 days mark since London secured the 2012 Games.  The national governing bodies were optimistic that competitors would get the extra funding out from the new plans.              In the need for a properly funded program, Brian Stocks, the presidents of British Gymnastics, praised the British Olympic Association for its initiative in setting up the scheme with the bank and added that it was a brilliant idea (2006 January 26).  Conclusion             The plans to develop sites for the games affected residents in the area and up to 300 local businesses as well.  Following the success of London’s bid, the games were quoted as a chance to transform one of the poorest and most deprived parts of the capital city and unlocking sporting talent.  However, according to (2006), behind these expected spin and effusive patriotism, what basis is there for the fulfillment of such grand promises?  The concern now is with the local residents, workers, and experts about the lasting social or economic benefits that this Olympic will bring to London.  added that if we’ll be accounting to the previous games experience, the event could turn out to be a major liability for Londoners, who will still be paying for years after the games have come and gone.

London Olympics

London Olympics Introduction Background London 2012 was the successful bid for the 2012 Summer Games, to be held in London wi...

Discuss The Nature And Importance Of Thorough Preparatory Work In The Course Of Designing And Developing A New Project Proposal

Introduction             The basic practice before starting a project is having a preparatory work related to the project proposal. The preparatory work needs attention same with the attention given to the actual acquisition of the proposal. Creating a preparatory work must foresee the effects of possible failure that should be intentionally mitigated. It also includes the assumptions of problems upon performing of the certain action.             Before starting the project, the initialization of the causes and effects of such project must be determined well. The work starts from the communication with the clients, then making solutions and giving ideas suitable to the problem.  Find the capacity of the place intentionally for redefining and available resources. With the ideas created from constant brainstorming from the group or asking the people’s own ideas, the better answer can arise.             The importance of the preparatory work is not only by forecasting the worst event that may happen in the project but also measuring the capability of the project to suffice the task. Many introductory are promising but eventually failed in the middle of the construction and there are many reasons behind those failures. The preparatory sometimes involve the dry-run process to check the readiness of each cast in the work. The over-flowing of ideas should not let it spill and waste, because at some point, there are many chances that those unconvincing ideas will soon fit the missing part of project puzzle. Being prepared is a well-endowed step before creating a difference, assuming the worst and plunging to the risk. Contents To support the arguments upon defining a hospitable facility of an office, the ideas of Kramer (2008) were set in the view of maximizing efficiency in the office. Two Critical Components for the Office Layout Proximity patterns: A necessary consideration is employees who require frequent contact with one another. Despite the ubiquity of telephone and email communication, face-to-face contact should still be convenient, especially for employees who work closely with one another. These employees’ workstations should be placed in close proximity, while still providing privacy. Traffic flow: Not only should main entrances and exits be easily accessible, but the path should also be clear to places like the break room or copy machines. Maintaining direct—and wide—walkways to these areas reduces time wasted in wandering though a cubicle maze. Configuring Task-Specific Workstations Different employees will have specific workspace requirements. Computer programmers, for instance, would probably need numerous electrical outlets in handy locations, while administrative personnel might want conveniently located file cabinets. Lighting: People who primarily read from a computer screen need dimmer lighting than those who mostly read from hard copy, so lighting should be chosen accordingly. Technological needs: Employees who use laptops will need different accommodations than those who use desktops. Furthermore, employees who do significant amounts of reading from a computer screen need to rest their eyes frequently by focusing on something in the distance; they will need an opportunity for that within easy sight of their computer workstations. Workspace usage: Desk space should be configured for functionality, with areas available for different kinds of tasks. For instance, computer programmers who often do pair programming should have desk or counter space long enough to host two computers side by side. Tailoring Workstations to Each Employee Even people who do the same job have different needs. Ergonomics comes into play here: each workstation should be adjustable to fit the physical needs of the individual employee. This does not mean ordering a different style of office chair for each employee. Instead, it is preferable to order workstation components that are adjustable, to fit any employee’s physical requirements. Chairs: All components of the chair should be adjustable, from the height to the armrests. A properly fitted chair encourages proper posture, a key factor not only in injury prevention, but also in maximizing productivity. Work surface height: Along with the height of the chair, that of the desk is also important. Adjustable tables work well for employees who complete a wide variety of tasks. Desk risers are an economical alternative to replacing a desk. Office accessories: Adjustable keyboard trays, monitor risers, and footrests, may be necessary to adapt the workstation for injury prevention. Although it may seem more cost effective simply to purchase generic cubicles and workstations in bulk for all employees, customizing the layout and workstations of the office will ultimately improve productivity and employee satisfaction. Kramer (2008) added the Three Simple Steps to a Green Office to reduce even in a little way the pressure in the office. Keeping the environment in mind at the office is not just socially responsible; it can also save money. In addition to tax breaks, environmentally conscious businesses also enjoy savings in their electricity bills and supply costs. 1. Cut electricity usage. Skip the “sleep” at night. Instead of leaving computers, monitors, and even copy machines on stand-by at night, consider using a smart power strip. These have a switch, allowing you to turn off everything all at once. Unplug items like scanners and printers that may be used only occasionally. They draw power even when they are off. Put motion detectors in rooms that are used sporadically, such as restrooms, conference rooms, and break rooms. Lights will then cut off automatically when the room is not in use. Install a programmable thermostat for the office. Set the temperature higher for overnight and weekends. 2. Select green office products. From office chairs to light bulbs, a wide variety of furniture and supplies are now readily available. Look for computer and printer paper that contains a high percentage of post-consumer waste. Even recycled paper requires a significant quantity of energy to produce, so make double-sided copies whenever possible. Create lower light levels for employees who spend significant time on the computer. The lower light creates a greater contrast with the monitor, making it easier to read the screen. Choose compact fluorescent light bulbs instead of incandescent ones. And open the blinds: natural light is free, and it has been consistently proven to improve employee productivity and satisfaction. Select low-VOC paints, furniture, and carpet. These products not only require less energy to manufacture, but they also emit fewer chemicals into the air, so employees are less likely to get ill. Companies such as Human scale and Izzydesign specialize in environmentally friendly office furniture. 3. Reduce the commute. Offer incentives, such as preferential parking or transportation reimbursement, for employees who carpool or use public transit. Provide bicycle racks close to the front of the building, to encourage bike riding. Employees may opt to work four ten-hour days, instead of five eight-hour days, which means they have to drive to and from work less each week. Make telecommuting an option, even if only one day per week. This is the most environmentally friendly option, as it reduces the commute entirely. An article pointing out the efficiency with class is the best idea inside an office. Inspired by US TV’s “Mad Men,” some companies are ditching the cubicle and embracing swanky office design. One unexpected benefit: increased productivity, Lester (n.d.) compiled the interviews from many professional designers and uplifting the modern office looks that goes with professionalism. “Maximizing the design of your office is sometimes not the most obvious process,” explains John Gidding, an architect. The Desk: The hubs of any executive workspace are the desk. As your base of operation, it should be designed for maximum performance and comfort. “The technology and man-hours means the price tag is quite high, but the effect is dramatic,” Gidding notes. Vision is critical to executive success, so do your eyes a favor and find the right desk lamp. The most versatile fixtures should provide direct task lighting to illuminate your keyboard or papers, as well as softer, ambient light. The Decor / A note on walls: avoid corporate white. “You don’t need to splash the walls red,” Bromstad says. But using dove grey, sage green, taupe or even pale blue will make your space more comfortable. Rather than displaying awards and diplomas, find some art that speaks to you. Make it an original work, and resist the temptation to display a portrait of you glad-handing an alderman. Scope out local galleries and antique stores, and try to avoid anything controversial or offensive (nudes or religious figures, for instance). “Artwork and sculpture should inspire,” says Melissa Galt, owner of Melissa Galt Interiors in Atlanta. Meetings: Think about how you want to interact with visitors, and how you’d like to seat them. If you’ll be meeting them primarily at your desk—or you want to maintain your distance—place two or three chairs facing your work space. Bottom Line: You don’t have to spend mad money to design a more effective work space (though it does help). The trick is to give some real thought to your surroundings. Feasibility             Picking a good office location needs a lot study. The road to it should be accessible to all. But aside from the convenience that it should have, it is important to know the details regarding that place.             According to the city office via online search, there are many things that a company should consider first to have plenty of advantages. And they are enumerated: Taking Advantage of Tax Breaks             Take into consideration whether the area offers any special tax breaks to businesses or not. These tax breaks can be quite welcome to a business that is just starting out and is counting on every dollar. When choosing to establish an office in one of these special areas, however, you need to weigh the pros and cons. While you may be getting a break on your taxes, the area may be inconveniently located for you and for your customers. This will serve as a major roadblock to the success of your business. On the other hand, the area may be up and coming and, though it may not be the ideal location now, it will be soon and you will be glad that you got in on it early. Convenience for You and the Market Obviously, you will not want to select an office location that is located quite a distance away from your home. If you are having to travel an hour to and an hour back from your office, you will be wasting a great deal of your time. In addition, with the high cost of gas, you will be burning into your profits each time you go to the office. The most important factor to consider when selecting an office location is your customers. If you select a location that is difficult for your customers to get to, they will be less likely to seek you out. This is particularly true if you have a competitor that is located in a better spot. Unless you offer goods or services that far surpass that of your competition, your customers will choose the easier location each time. Don't expect people to hunt you down or drive further just to purchase your goods or to use your services. Choose an office location that is easy to get to and your business will have a far greater chance of being a success. Operation             The newly diverted office promotes productivity because of the ease operation in the hands of the employees. The good ambience and the execution of their work will take as an extra credit upon performing well. The management will definitely notice this kind of change inside the office and the ambience will be inviting. It is true that the employees can be more efficient if they can transact with the other office-mates by not jumping to the other floor. Financial             Acquiring a good office is expensive as it may seem. But its effectiveness will promote good way in terms of productivity. There are many financial offices or financing programs available for that company who are planning to set up a business and even to those who are just starting to create business. Usually, there are many requirements needed and the tycoon must know his own capability to pay such expense. The ranges of expenses differentiate to the type of commercialism the company owes to create. But most of them have the extra idea or rather; extend their resources like leasing an office that is already fully furnished. However, there are many instances that the company will choose to own a place of the office for it is additional to the company’s asset. Sooner or later, the positive outcome will be realize by the means of revenue came from a good service given by the office. Business Plan             The arrangement of the employees table is ideally according to the flow of production. Like the example in a printing press. The first row of tables belongs to the writers, after the drafts were checked by the editor, the next comes in. The printing process starts to make the output and gone through a stripper. After the series of successful printing, the dispatching station carried the load and delivers the finished materials to the buyers. The example shows a detailed process of transmitting work to the other employees in a way that sometimes happens in a rush.             There is always a room for a project development especially when the population of the office increases. The detailed design specification still depends on how large the area is available to occupy. In terms of hospitability with the client, the office will exude the best of what they have. The Product manager pushes the Product team by a follow up of a project came from the client’s consent. And the Product team generally asks for the procurement of materials in need. Conclusion           Starting a business with a use of an office is a basic necessity. An employee that is currently working in this specified facility is a great feeling especially when it promotes productivity. A client that feels the office’s hospitality will definitely give him/her the confidence that the office is giving the client a proper treatment and importance. The client is an important player for keeping the company alive and making the office keeps running. Most clients feel the assurance from the time they enter an office bearing a nice ambience. References Kramer, A. (2008). Redesigning an Office Space to Maximize Efficiency [Online] Available at: http://www.askergoworks.com/news/11/ [ Accessed 21 July 2009]. Kramer, A. (2008). 3 Simple Steps to a Green Office [Online] Available at: http://www.askergoworks.com/news/11/ [ Accessed 21 July 2009]. Lester, M. (n.d.). Office Space. Hemisphere Magazine [Online] Available at: http://www.hemispheresmagazine.com/2009/03/01/office-space/ [Accessed 21 July 2009]. Picking a Good Office Location. City Office [Online] Available at: http://www.yourcityoffice.com/articles/picking-good-office-location.php [Accessed 21 July 2009].       Interesting News Credit:ivythesis.typepad.com

Discuss The Nature And Importance Of Thorough Preparatory Work In The Course Of Designing And Developing A New Project Proposal

Introduction The basic practice before starting a project is having a preparatory work related to the project proposal....

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