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The report has been written to show the efficiency of techniques and theories (namely objective settings, scope, contingency planning and risk management) used in the practice.
This report will examine whether the Olympics project was efficient or not. It will also introduce the theories that were implemented to its plan.
The chosen case study is that of managing Olympic 2004: The run —up the Games.
Managing Olympic Games 2004: The run —up to the Games
1.1 Background
In 1997, the International Olympic Committee has allowed to host the Olympic 2004 in small, developing country- Greece. The fight to host the Olympic competition was between Athens, Rome, Stockholm, Buenos Aires and Cape Town.
Firstly, the IOC members were introduced to the written reports of the countries;
Secondly they were visiting countries before the final decision. (By voting)
1.2 Current situation
Firstly, it was stated that there were delays on almost all fronts. This was blamed mainly on:
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Bureaucracy
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Changes in national government
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Conflicts with environmentalists
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Conflict with conservationists
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Strikes by workers
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Poor domestic infrastructure
Secondly, it was stated that the Olympic Games Project might be cancelled.
Hence:
“The IOC had even negotiated an insurance cover to protect itself against the cancellation of the Games.”
Thirdly, it was stated that the budget for the event will reach $7 billions instead of earlier estimated $1.3 billions. It means that cost overruns could be influential on budget deficit.
1.1.2 General objectives
The chief aspect of this project was to boost a Greek economy, by organizing a successful Olympic Games.
The improvement of economy was possible by:
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Promoting and developing tourism in Greece
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increasing in hotel accommodation by around 15 %
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promoting new image of the country
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boosting the development in low-income neighbourhood
Project management theory
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Project planning and control
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Techniques used in for project planning
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Project control
2.1 Definition of the project
Project-is set of activities with defined target, start point and clear end state. Project must consist of well defined performance criteria and achievable goals.
Three different elements describe a project;
1-its objectives
2-its scope
3-its strategy
2.2 Aims/Objectives
The hierarchy of the objectives are important parts of the project and scope to the overall success.
Objective must be clear
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Purpose
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End result
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Success criteria
Hence the acronym S.M.A.R.T
S- specific
M-measurable
A-achievable
R-relevant
T-timely
Although the project management theory has been applied in the case study, it must be underline that the nature of this project is different. Hence the project does not include its all aspect.
2.3 Project scope
Identifies work content and its products or outcomes. The scope project is formalized in the project specification which is written, pictographic information used to describe the output, and the complementary terms and conditions.
2.4 Project strategy
Defines, how the organization going to achieve its project objectives and meet the related measures of performance. There are different phases of the project like:
-Specification phase
-Design phase
-Implementation phase
-Module-testing phase
-Integration-testing phase
-Delivery phase
2.5 Project planning
-Determines the cost and duration of the project
-Establishes the level of resources which will be needed
-Helps to assign work and to monitor progress
-Helps to asses the impact of any modification to the project
-Identifies activities —the work breakdown structure
-Estimates time and resources
-Identifies interactions and dependencies
-identifies schedule constraints
-fix the schedule
2.6 Project control
The project must be monitored in order to check on its progress. (Project monitoring)