1. Delivering the London 2012 Venues &
Infrastructure
Gerry Murphy
Chief Operating Officer
Olympic Delivery Authority

2. Winning the Bid: July 2005

3. Setting the scene: ODA and LOCOG
Games
Legacy
LOCOG
BOA
GLA
GOVT
Olympic
Board
LOCOG
Staging the Games
Olympic Delivery Authority
Building Venues and
Infrastructure
London Legacy Development
Corporation
Delivering the Legacy

4. Setting the scene: the London 2012 landscape

5. Setting the scene: the Olympic Park challenge
Transform
• 200 hectares of brownfield land
across four London boroughs
• waterways and rail lines
• 200 buildings; 52 electricity pylons in
situ
for Games to
• 80 hectares of new parklands
• 5 permanent and 2 temporary sporting
venues and a media centre
• the Olympic Village
• 12km new roads, 13km tunnels, 26
bridges, an energy centre and new
utilities infrastructure
and then to
• a vibrant new quarter of London with
2,818 new homes, excellent transport
links, parklands and top class sporting
facilities for local communities as well
as elite athletes
Newham
Waltham Forest
Hackney
Tower
Hamlets

6. 6
Setting the scene : Olympic Park, April 2006

7. Delivery strategy : the challenges
An immoveable deadline
27 July 2012
Scale and complexity
Fit for purpose for
Games and legacy
High public profile
and
global reputational impact for UK Plc
Multiple stakeholders
Scrutiny as befits a large publicly funded programme

8. The delivery strategy : critical success factors
Commercial
Strategy
Delivery Partner
Governance
Scope definition , change control
and programme controls Assurance,
risk management
Strategic Framework
Transparency

9. Get in front, stay in front
Ten milestones were set out for the first year, and achieved :
 Building the management team
 Appointing the Delivery Partner
 Agreeing the Masterplan and programme timetable
 Starting venue design
 Engaging the local community
 Acquiring the land
 Cleaning, clearing and creating the platform
 Developing the Park
 Publishing the Transport Plan
 Publishing the Procurement Policy

10. Strategic Framework
Sustainable
Development
Strategy
Accessible
Transport
Strategy
Programme
Baseline Report
Lifetime
Corporate Plan
Other Projects
Village Vertical Build
Venues
Time, Cost and Fit for purpose
Site Platform
Objectives Priority themes
Overarching themes
Mission
To deliver venues, facilities, infrastructure and transport on time for the London 2012
Olympic and Paralympic Games that are fit-for-purpose and in a way that maximises
the delivery of a sustainable legacy within the available budget.
Transport
Operations
Stratford Projects
EqualityandInclusion
Health,Safety&Security
Legacy
EmploymentandSkills
DesignandAccessibility
Sustainability

11. Strategic Framework : Health & Safety Priority Theme
Preventing accidents, raising the bar
 Safe working - ODAs number one priority
 Set a standard
 Leadership - SHELT
 Briefings, black hat conventions, stand downs, recognition for good
practise
and promoting health
 Park Health – occupational health and treatment services, such as
health checks for every worker by nurses and other trained staff
through an on-site medical facility
 Monitoring dust and noise levels to prevent any negative health
impacts on workforce and local residents
 Education programme across the boroughs to teach local children how
to stay safe near construction sites

12. 0
500
1000
1500
2000
2500
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
Feb-06
Apr-06
Jun-06
Aug-06
Oct-06
Dec-06
Feb-07
Apr-07
Jun-07
Aug-07
Oct-07
Dec-07
Feb-08
Apr-08
Jun-08
Aug-08
Oct-08
Dec-08
Feb-09
Apr-09
Jun-09
Aug-09
Oct-09
Dec-09
Feb-10
Apr-10
Jun-10
Aug-10
Oct-10
Dec-10
Feb-11
Apr-11
Jun-11
Aug-11
Oct-11
Dec-11
Feb-12
Apr-12
Jun-12
Total Hours Worked
Rolling Monthly Reportable AFR
Strategic Framework : Health & Safety Outcomes
AFR lower than
all-UK
employment and
⅓ of general UK
construction

13. Delivery Partner
• Rapid mobilisation of delivery capability–
given the time constraints, the ODA would
not be able to build the requisite
organisation internally, or have the
required flexibility to match the programme
needs with the required skills.
• In August 2006, following a competitive
dialogue process, the ODA appointed CML
– a consortium formed from CH2MHill,
Laing O‟Rourke and Mace as delivery
partner.
•Programme and project management of
scope on the Olympic Park, including
integrated commercial management of
ODA supply chain with programme and
project controls .

14. DP : critical factors
• ODA intelligent client
• Clarity of roles and responsibilities
 client and DP
 DP and contractors
• Building the partnership
 empowerment and delegation
 integrated working
• Governance and organisation
structure clear and appropriate to
programme requirements, flexed
as required
• ODA and DP alignment - shared
delivery and commercial goals

15. Executive
Management Board
ODA Programme Governance
Change Board
Implementation
Review (DP led)
ODA Board
Commercial
Board
Procurement
Board
Strategy and
policy
approvals
Issues resolution
• Programme level Boards monitor performance across the whole ODA Programme
Project Boards
Priority Theme
Boards

16. Transparency

17. Transparency: Community engagement
Significant engagement with the local community that live around the
Olympic Park, right from the off.
Community meetings and open days, drop-ins, business events.
Park visits programme – 200,000+ people on tours, Open House.
Regular leaflets and publications to explain progress.
24 hour construction hotline for local community and business
Priority themes E&Skills:
25% local workforce
(vs 15% target)
Construction Crew meet the
Queen

18. Scope definition, change control and programme controls
Establishing the programme baseline scope,
cost, schedule and risk.
Change control.
Rigorous programme management,
monitoring and controls.
Image

19. The baseline : the Yellow Book
• Budget for entire programme secured in
March 2007
• Programme Baseline Report published
(November 2007) -
cost, programme, risk and scope aligned
• Key stakeholder document
• Included an estimate of contingency
required based on assessment of risks -
held in 3 „buckets‟ – Project, Programme
and Funders, access tightly controlled
• This programme baseline was the basis
for performance measurement during
execution
Base Project
Contingency
Programme
Contingency
(P80)
Funders
Contingency
(P95)
Total Big Build
Completion
OBB £5.15bn £0.98bn £0.97bn £1.0bn £8.1bn 27 Jul 11

20. Managing the baseline

21. Monthly Programme Change Board.
Clear delegations of authorisation for
changes
Trends process to show potential
changes looming, which gave
sufficient time to mitigate
Change control
Three contingency pots
 Project – held within project budgets
available with Change Board approval
 Programme held by the ODA
accessible with approval from Funders
 Funders – Held by the Funding bodies
only available by application to Funders

22. Change Control : Olympic Projects Review Group (OPRG)
Treasury (HMT)
Government
Olympic
Executive
(GOE)
Culture, Media
& Sport
(DCMS)
Communities &
Local
Government
(DCLG)
Transport (DfT)
Office of
Government
Commerce
(OGC)
Greater London
Authority (GLA)
Olympic Lottery
Distributer
(OLD)

23. Programme Management, Monitoring and Control
• Clearly defined governance, roles and responsibilities
• c70 individual projects – planned, approved and run independently BUT
common programme management disciplines, process and tools applied,
mandated in contracts, disciplined application by DP – allowed roll up of
date across the programme – reliable and consistent
• Comprehensive progress review and reporting processes aided the
extensive integration task
• Robust change control and clear delegation of authority but DP
empowerment through delegation – fleet of foot in decision making
• ODA “3 lines of Defence” and external assurance
• Comprehensive risk management process

24. Assurance : three lines of defence

25. 1. Identification – development of risk register
2. Assessment – determination of the
likelihood and impact of risks
3. Control – Formulation of mitigation plans and
actions
Risk management
• Key programme management and controls process
• Managed at project level but with programme oversight – DP and ODA PAO
• Early warning of risk and mitigation
• Key element of the change control , contingency management and cost
forecast processes
• ODA Audit & Risk Committee
• Funders Risk Working Group

26. Commercial and Procurement Strategy
• Procurement strategy
• Commercial management and oversight
• Using the right contract, risk sits appropriately
• Dispute management
• Commercial Close Out
Procurement
Control & Governance – ‘Planning & Delivery Phase’
Contract Management
Commercial Close Out

27. Procurement Strategy
• Procurement Strategy developed July 2006, published
March 2007
• Integrated procurement team : CLM lead, ODA assure and
approve
• Management tools and policies
 Procurement Policy
 Procurement Code (and pocket guide)
 eTendering and eEvaluation
 Competefor – portal for use by ODA and all contractors
• „Balanced Scorecard‟ approach - inclusion of priority themes

28. Commercial : Strategic Approach
• Oversight and strategic direction
 Commercial Compliance and Assurance Working Group
 Commercial Board
 ODA commercial team
• Dispute Management
 Integrated approach between ODA / CLM commercial teams
 Independent Dispute Avoidance Panel (IDAP)
• Commercial Close Out
 Management policy and procedure

29. Commercial : Strategic Approach
• CLM commercial team manage main Tier 1 contracts
• ODA commercial team provide assurance and governance
 Commercial Compliance and Assurance Working Group
 Commercial Board
 ODA Commercial team
• Risk owned and managed by most appropriate party
• Choice of contract
 NEC 3 for construction and key professional services
• Minimal use of retention and LADs
• Training
 NEC form of contract
 Change management

30. Commercial : Dispute management
• Integrated approach between ODA/DP
commercial teams
• Independent Dispute Avoidance Panel (IDAP)
 Established by the ODA
 Representative panel of industry experts
 Quarterly meetings to maintain connection with the project
 Included within each construction contract as part of
dispute resolution but NOT mandatory
 Consideration of disputes and issues at any level of the
supply chain

31. Commercial : Commercial Close Out
• Management policy
and procedure
• Established while
contracts still live
• Facilitated by NEC3
• Results speak for
themselves

32. Summary
• People, process and planning
• Collaboration and alignment
• Monitoring and assurance
• Decision making and
empowerment
• Transparency and reporting
• Leadership

33. Questions?