Read the Project Management in Practice Case: Turning London’s Waste Dump into the 2012 Olympics Stadium. Consider the triple constraints for this project. What are the main characteristics of the project? Determine which life cycle shape the stadium project exhibited and support your position. Contrast the direct and ancillary goals of the project.
Cite a minimum of two current (published in the most recent five-year period), credible references.
“Project Management in Practice Turning London’s Waste Dump into the 2012 Olympics Stadium
Back in 2006, the 2012 Olympic Delivery Authority (ODA) chose a river-surrounded, 1-square-mile East London disposal site loaded with discarded appliances, tons of waste, shanties, and soil polluted with petrol, oil, lead, tar, and arsenic as the site for their 2012 Olympic Stadium to seat 80,000 visitors. To meet a mid-2011 completion due date, the ODA project manager Ian Crockford quickly assembled a project team of over 1000, including governmental employees and other stakeholders, such as the London Development Agency as landowner, politicians, utility firms, community councils, miscellaneous local governmental groups, and, of course, the athletes, all of whom wanted a voice in the site design. To clean up the site, the team created a “Soil Hospital” on-site with 60 scientists and technicians who processed and cleaned 800,000 tons of soil. To use the surrounding river for transporting equipment and materials to the site, others on the team dredged 30,000 tons of silt, gravel, garbage, and one car from 2.2 kilometers of the river, which hadn’t seen commercial use in over 35 years. When they were ready to design the stadium, they referred to plans and schedules for London’s 90,000-seat Wembley Stadium (but that took 10 years to build) and Sydney’s 2000 Olympics 80,000-seat stadium (but that would have stretched halfway across the surrounding rivers on the London site). Moreover, the scope for this stadium was that 25,000 seats would be permanent but the other 55,000 would be temporary, built solely for the 2012 Olympics. To respond, the design team planned a highly compact field of play that was acceptable to everyone, including the athletes. Construction started in May 2008 with the pouring of concrete, but soon they found that the steel-beamed roof as designed would create turbulence on the compact field. The team redesigned a lighter, more flexible roof made, in part, with 52 tons of scrap metal from old keys, knives, and guns confiscated by the London police, fitting with the ODA’s goals of using recycled materials. The entire stadium used only one-quarter the amount of steel used in the 2008 Olympic stadium in Beijing. Construction was completed by the mid-2011 deadline at a price of £486 million, £51 million under budget. Questions What shape of life cycle did this stadium project have? Compare it with the life cycle of the river dredging portion of the effort. Compare it also with the Olympic Torch Relay project described earlier. Which of the “triple constraints” seems to be uppermost here? Which constraints was Crockford trading between? Were there any ancillary goals for this project? What might they have been? Source: J. Danko, “Serious Conditioning,” PM Network, Vol. 24.”