programme management london 2012 - chartered … · · 2014-02-06royal bank of scotland branch...

1

www.macegroup.com

Programme

Management

&

London 2012

Doug Gillespie

Director - Mace

November 2011

2

About the Mace Group

Founded in 1990 to find better ways of working

Consultancy and construction firm

Global business: across 51 countries

21 services spanning the entire property lifecycle

152 awards

3000+ people

£900m+ turnover in 2010

3

The Group Board

Stephen Pycroft

Chairman - CEO

Michael Davies

Chief Operating Officer

Marcus Burley

Director

David Vaughan

Group Finance

Director

Mark Reynolds

Deputy Chief

Executive

Consultancy board International board

Gareth Lewis

Chief Operating

Officer

Construction board

Mark Holmes

Chief Operating Officer

4

Who are we?

Mace is an international consultancy and

construction company

5

What do we do?

Programme and Project management

Construction delivery

Cost consultancy

Facilities management

6

Mace project locations

7

Turnover 2002-2012

£102M£135M

£182M

£271M

£372M

£531M

£608M

£708M

£825M

£925M

£1,000M

£00M

£250M

£500M

£750M

£1,000M

2002 2003 2004 2005 2008 2009 2010 2012 2006 2007 2011

Income Projected Income Construction delivery

£35m £58m

£74m

£152m

£202m

£300m £301m

£385m

£444m £467m £520m

8

Some of our clients

9

Mace Group Programme Management Track record Over the last decade

Dixons stores group branch roll-out programme

Hertfordshire County Council

Royal Bank of Scotland branch roll-out programme

Jumeirah Beach Residence, Dubai

Veolia Water Capital Alliance Programme

Heathrow Terminal 5

London 2012 Olympic and Paralympic Games

Sochi 2014

Hackney Homes renewal

Sheffield One

Nokia Siemens Networks

Manchester BSF and Academies program

10

Agenda • Introduction

› Our Programme management approach

• Leadership & strategy › The brief, the baseline, governance, strategic planning & IT

• Programme controls › PDMS, reporting and meetings, scheduling, cost engineering, change control, risk &

document management

• Commercial › Procurement & contract strategy, supply chain management, cost management, forecasting

& reporting, contract administration

• Socio economic environment › Environment, sustainability, community, IR, employment & skills,

• Technical › Design Management, Value management and engineering

• Delivery › Approvals, strategy, integration & interfaces

• Assurance & audit › Quality, environment & sustainability, commercial

• Prime contract › Administration, Human resources & organisational development, communications & IT

• London 2012 – Case Study

11

Introduction 1

12

Introduction • Understand the options

> develop the business case,

> initiate technical solutions,

> early engagement with stakeholders

• Define the scope

> agree the strategy

> develop a program initiation document that confirms outline approach

> finalise brief including scope, cost and programme

• Execute

> establish organisation

> establish procedures and processes

> lead, manage and control the program

o Activate & manage the outcome

> closeout programme

> handover to operations

> ongoing performance review

13

Introduction

� Business Case

� Technical Solutions

� Branding

� Stakeholder Profiling – political,

economic, geographic, social

� Programme Controls

� Programme delivery strategic funding

� Project Definition

� Project Management

� Town Planning

� Design and Management

� Supply Chain Management

� Project Delivery Strategy

� Commercial Management

� Future Service Requirements

� Sourcing Options

� Occupancy and use Strategy

� Service Management Strategy

Identify strategic

options

Define Execute Activate and

Manage

� Technical and Design Standards

� Governance & Organisation design


� Financial Strategy and management

� Assurance Strategy

� Stakeholder Strategy

� Knowledge Strategy

� Asset Strategy

� Marketing Strategy

Pro

gra

mm

e /

Po

rtfo

lio

Man

agem

ent

Pro

ject

Man

agem

ent

� Technical & Design Standards


� Organisational Effectiveness (review /

refine / transformation

� Delivery : Stakeholder Strategy;

Programme assurance; Knowledge

Strategy

� Marketing / Lease / Sales

� Financial Management

� Close the Programme

� Sales / Leasing

� Handover to operations

� Service Mobilisation controls

� Service Transformation controls

� On-going service performance

controls

� Design Management

� Commercial Management

� Supply Chain Management

� Project Delivery

� Project Controls

� Health, Safety & Environment

� Sustainability

� Project Completion

� Commissioning and Handover

� Detailed service scope

� Detailed service requirements

� Sourcing approach

� Sourcing preparation

� Management Information requirements

� Service mobilisation

� Service management

� Service delivery

� Performance management

� Management reporting

� Client, occupier, customer, tenant liason

Op

erat

ion

s

Man

agem

ent

En

terp

rise

Pro

gra

mm

e

Man

agm

ent

� Opportunity Identification

� Analysis and Evaluation

� Business Case / Funding Approval

� Site Acquisition / Legal

� Accounting / Systems

� Business Case / Funding Approval

� Accounting / Systems

� Capex / Project Performance

� Standard Reporting




� Opex / Asset Management

Performance


14

Leadership &

strategy 2

15

• Establish & approve the business case

› purpose of the investment

› sets the objectives

• Identify the benefits

› monitor the benefits

• Establish & agree the program baseline

› scope, cost, schedule, risks, interface, stakeholders

› becomes the basis for controlling change

› apportions responsibilities

Leadership & strategy

› Use gateway process to

ensure programs

progress is controlled

› Allocate spend to each

gateway

16

• Governance

› Agree the structure - strategic boards, meetings and reports

› Policy Setting – contract, procurement, design ,

change, contingency use

› Delegated Authority - commercial, contractual,

financial, design, statutory, regularity

Strategic planning

› Create the delivery master plan – understanding

timing and sequence

› Engage with stakeholders – establish collective

ownership

› Provides credible delivery timeframes –

highlights risks and interfaces

IT Strategy

› What do you need to support the program –

systems, products

› Agreement on IT platforms – types of software

› Resilience – Back up facilities, dual feeds etc

Leadership & strategy

17

Programme controls 3

18

PDMS

› A web based system that captures all systems and processes within a program

› MUST be bespoked for each program

› A simple means of navigating and retrieving information - 3 clicks of the mouse takes the user to the correct tools to carry out the task

› Key early deliverable

Programme controls

19

Governance

Reporting -

› Challenge is converting a mass of data into actionable information

› Report by exception wherever possible to make sure decision makers are not drowned in detail

› That reports are data not narrative driven

› Reports concentrate on 80% looking forward and 20% looking back

› Cycle allows for informed and timely management decisions

› Ensures stakeholder requirements and expectations are managed

Meetings -

› Agree the hierarchy

› Dovetail with the reporting cycle

› Limit ad-hoc meetings & meetings requiring significant attendees

› Agree a consistent format

Programme controls

Programs must adopt a program wide consistent approach to reporting and meetings

20

Planning & scheduling -

› Establish a work breakdown structure

› 100% scope in WBS managed through change

control

› Programme resource loaded and logic linked

› Combination of EV, milestone and delivery

metrics for measuring performance

Cost engineering -

› Program controls reports, Commercial manages

cost

› Uses a combination of metrics; Baseline value,

EV, actual costs, schedule and cost variance,

SPI, CPI, budget at completion

› Uses WBS and change control to manage

variations

Programme controls

£1000M

£2000M

£3000M

£4000M

£5000M

£6000M

Jan-

06Apr

-06

Jul-0

6O

ct-0

6Ja

n-07

Apr

-07

Jul-0

7O

ct-0

7Ja

n-08

Apr

-08

Jul-0

8O

ct-0

8Ja

n-09

Apr

-09

Jul-0

9O

ct-0

9Ja

n-10

Apr

-10

Jul-1

0O

ct-1

0Ja

n-11

Apr

-11

Jul-1

1O

ct-1

1Ja

n-12

Apr

-12

Jul-1

2O

ct-1

2Ja

n-13

Apr

-13

Jul-1

3O

ct-1

3Ja

n-14

Apr

-14

Jul-1

4O

ct-1

4

Planned Cost (OBB)Planned Cost (CBB)

Olympic &

Paralympic

Games

Note: Reported figures exclude Village

Vertical Build, VAT, Programme and

Central Contingency, Corporation Tax,

Contributions, Interest Received and DP

Enhanced Profit.

Today

ODA Management Fees

1.11.04.02

CLM Fees

1.11.04.03

ODA Legal Fees

1.11.04.01

Development

Management Staff Costs

1.11.01.03.01

Delivery Partner

Staff Costs

1.11.01.03.02

Sales & Marketing

1.11.01.03.03

Consultant Design Fees

1.11.01.03.04

Project Monitor

1.11.01.03.05

Defects Interface

1.11.01.03.06

Service Charge Voids

1.11.01.03.07

Non Recoverable VAT

1.11.01.03.08

Council Tax

1.11.01.03.09

Warranties & Inspection

1.11.01.03.10

Maintenance & Handover

1.11.03.04

Interest/Finance Fees

1.11.03.01

Rental Guarantees

1.11.03.02

Pre Contract Staff Costs

1.11.03.03

DRAFT 15/04/09

NE Security Plaza

1.11.01.02.01

Clays Lane Infilling

1.11.01.02.02

Residential Plots

HANDOVER

WBS: 1.11.01.01

LOCOG Retaining

Wall

1.11.01.02.03

Temporary

Polyclinic

1.11.01.02.04

Other LOCOG

Ancillary Space

1.11.01.02.05

Vertical Development

Required Infrastructure

HANDOVER

WBS: 1.11.01.02

Site Wide

Preliminaries

1.11.01.01.15

Accommodation

1.11.01.01.15.01

Logistics

1.11.01.01.15.02

ICT

1.11.01.01.15.03

Security

1.11.01.01.15.04

Temp Utilities

1.11.01.02.06

Running Costs

1.11.01.01.15.05

Rail Sidings

1.11.01.01.15.06

Occupational Health

1.11.01.01.15.07

Site Wide Transport

1.11.01.01.15.08

Budget Contingency

£326m £0

Total

£326m

Plot Preliminaries

1.11.01.01.01.04

Construction

1.11.01.01.01.03

Procurement

1.11.01.01.01.02

Design

1.11.01.01.01.01

Piling

1.11.01.01.01.03.01

Substructure

1.11.01.01.01.03.02

Structural Frame

1.11.01.01.01.03.03

Envelope

1.11.01.01.01.03.04

M & E Services

1.11.01.01.01.03.06

Fit Out

Apartments &

Common Areas

1.11.01.01.01.03.07

Commissioning

1.11.01.01.01.03.08

Final Inspection &

Completion

1.11.01.01.01.03.09

Plot N01

1.11.01.01.01

Plot N02

1.11.01.01.02

Plot N03

1.11.01.01.03

Plot N04

1.11.01.01.04

Plot N05

1.11.01.01.05

Plot N06

1.11.01.01.06

Plot N08

1.11.01.01.08

Plot N09

1.11.01.01.09

Plot N10

1.11.01.01.10

Plot N13

1.11.01.01.11

Plot N15

1.11.01.01.13

Plot N26

1.11.01.01.14

Olympic Village Vertical Build Sub-Programme

WBS 1.11

Plot N07

1.11.01.01.07

Plot N14

1.11.01.01.12

Olympic Village


ODA Assurance Costs

_________________

Sponsor: Alan Bates

WBS: 1.11.04

Olympic Village


Other Items

_________________

Sponsor: Alan Bates

WBS: 1.11.03

Olympic Village


HANDOVER

_________________

Sponsor: Alan Bates

WBS: 1.11.01

Olympic Village


RETROFIT

_________________

Sponsor: Alan Bates

WBS: 1.11.02

OLYMPIC VILLAGE

VERTICAL DEVELOPMENT

_______________

WBS: 1.11

_________________

SRO: Ralph Luck

Olympic Village


Lend Lease Fees

_________________

Sponsor: Alan Bates

WBS: 1.11.05

Construction Management Fees

1.11.05.01.01

Project & Development

Management Fee

1.11.05.01.02

Cost Incentive Fee

1.11.05.01.03

Budget includes £95

million transferred from

WBS 1.07.12 and the

additional Funders

Contingency of £231

million.

Construction

Management Staff

Costs

1.11.01.01.15.09


Development Costs

HANDOVER

WBS: 1.11.01.03

Residential Plots

RETROFIT

WBS: 1.11.02.01

Site Wide

Preliminaries

1.11.02.01.15

Plot N01

1.11.02.01.01

Plot N02

1.11.02.01.02

Plot N03

1.11.02.01.03

Plot N04

1.11.02.01.04

Plot N05

1.11.02.01.05

Plot N06

1.11.02.01.06

Plot N08

1.11.02.01.08

Plot N09

1.11.02.01.09

Plot N10

1.11.02.01.10

Plot N13

1.11.02.01.11

Plot N15

1.11.02.01.13

Plot N26

1.11.02.01.14

Plot N07

1.11.02.01.07

Plot N14

1.11.02.01.12

LEGEND

HANDOVER WORKS

RETROFIT WORKS

OTHER ITEMS

External Works/

Landscaping

1.11.01.01.01.03.10

Programme Incentive Fee

1.11.05.01.04

Construction Management Fees

1.11.05.02.01

Project & Development

Management Fee

1.11.05.02.02

Cost Incentive Fee

1.11.05.02.03

Programme Incentive Fee

1.11.05.02.04

HANDOVER

1.11.05.01

RETROFIT

1.11.05.02

Mock-ups

1.11.01.01.15.10

Construction Security

1.11.01.01.15.04.01

ODA Enhanced

Security

1.11.01.01.15.04.02

Delaps Survey

1.11.01.03.11

Plot N01 Design Fees

1.11.01.03.04.01


1.11.01.03.04.02


1.11.01.03.04.03


1.11.01.03.04.04


1.11.01.03.04.08


1.11.01.03.04.09


1.11.01.03.04.07


1.11.01.03.04.05


1.11.01.03.04.06


1.11.01.03.04.11


1.11.01.03.04.12


1.11.01.03.04.10


1.11.01.03.04.14

Sitewide Design Fees

1.11.01.03.04.15


1.11.01.03.04.13

Plot Staff Cost

1.11.01.01.01.04.01

Other Preliminaries

1.11.01.01.01.04.02

Programme Contingency

1.11.06.01

Warranty Defects Provision

1.11.06.02

LOCOG Interface Risk

1.11.06.03

Olympic Village


Risk and Contingency

_________________

Sponsor: Alan Bates

WBS: 1.11.06

Bathroom Pods

1.11.01.01.01.03.05

LOCOG Temporary

Overlay

1.11.01.01.01.05

Trades

1.11.01.01.01.05.01

Preliminaries

1.11.01.01.01.05.02

Plot Preliminaries

1.11.01.01.02.04

Construction

1.11.01.01.02.03

Procurement

1.11.01.01.02.02

Design

1.11.01.01.02.01

Piling

1.11.01.01.02.03.01

Substructure

1.11.01.01.02.03.02

Structural Frame

1.11.01.01.02.03.03

Envelope

1.11.01.01.02.03.04

M & E Services

1.11.01.01.02.03.06

Fit Out

Apartments &

Common Areas

1.11.01.01.02.03.07

Commissioning

1.11.01.01.02.03.08

Final Inspection &

Completion

1.11.01.01.02.03.09

External Works/

Landscaping

1.11.01.01.02.03.10

Plot Staff Cost

1.11.01.01.02.04.01

Other Preliminaries

1.11.01.01.02.04.02

Bathroom Pods

1.11.01.01.02.03.05

LOCOG Temporary

Overlay

1.11.01.01.02.05

Trades

1.11.01.01.02.05.01

Preliminaries

1.11.01.01.02.05.02

Plot Preliminaries

1.11.01.01.03.04

Construction

1.11.01.01.03.03

Procurement

1.11.01.01.03.02

Design

1.11.01.01.03.01

Piling

1.11.01.01.03.03.01

Substructure

1.11.01.01.03.03.02

Structural Frame

1.11.01.01.03.03.03

Envelope

1.11.01.01.03.03.04

M & E Services

1.11.01.01.03.03.06

Fit Out

Apartments &

Common Areas

1.11.01.01.03.03.07

Commissioning

1.11.01.01.03.03.08

Final Inspection &

Completion

1.11.01.01.03.03.09

External Works/

Landscaping

1.11.01.01.03.03.10

Plot Staff Cost

1.11.01.01.03.04.01

Other Preliminaries

1.11.01.01.03.04.02

Bathroom Pods

1.11.01.01.03.03.05

LOCOG Temporary

Overlay

1.11.01.01.03.05

Trades

1.11.01.01.03.05.01

Preliminaries

1.11.01.01.03.05.02

Plot Preliminaries

1.11.01.01.04.04

Construction

1.11.01.01.04.03

Procurement

1.11.01.01.04.02

Design

1.11.01.01.04.01

Piling

1.11.01.01.04.03.01

Substructure

1.11.01.01.04.03.02

Structural Frame

1.11.01.01.04.03.03

Envelope

1.11.01.01.04.03.04

M & E Services

1.11.01.01.04.03.06

Fit Out

Apartments &

Common Areas

1.11.01.01.04.03.07

Commissioning

1.11.01.01.04.03.08

Final Inspection &

Completion

1.11.01.01.04.03.09

External Works/

Landscaping

1.11.01.01.04.03.10

Plot Staff Cost

1.11.01.01.04.04.01

Other Preliminaries

1.11.01.01.04.04.02

Bathroom Pods

1.11.01.01.04.03.05

LOCOG Temporary

Overlay

1.11.01.01.04.05

Trades

1.11.01.01.04.05.01

Preliminaries

1.11.01.01.04.05.02

Plot Preliminaries

1.11.01.01.07.04

Construction

1.11.01.01.07.03

Procurement

1.11.01.01.07.02

Design

1.11.01.01.07.01

Piling

1.11.01.01.07.03.01

Substructure

1.11.01.01.07.03.02

Structural Frame

1.11.01.01.07.03.03

Envelope

1.11.01.01.07.03.04

M & E Services

1.11.01.01.07.03.06

Fit Out

Apartments &

Common Areas

1.11.01.01.07.03.07

Commissioning

1.11.01.01.07.03.08

Final Inspection &

Completion

1.11.01.01.07.03.09

External Works/

Landscaping

1.11.01.01.07.03.10

Plot Staff Cost

1.11.01.01.07.04.01

Other Preliminaries

1.11.01.01.07.04.02

Bathroom Pods

1.11.01.01.07.03.05

LOCOG Temporary

Overlay

1.11.01.01.07.05

Trades

1.11.01.01.07.05.01

Preliminaries

1.11.01.01.07.05.02

Plot Preliminaries

1.11.01.01.09.04

Construction

1.11.01.01.09.03

Procurement

1.11.01.01.09.02

Design

1.11.01.01.09.01

Piling

1.11.01.01.09.03.01

Substructure

1.11.01.01.09.03.02

Structural Frame

1.11.01.01.09.03.03

Envelope

1.11.01.01.09.03.04

M & E Services

1.11.01.01.09.03.06

Fit Out

Apartments &

Common Areas

1.11.01.01.09.03.07

Commissioning

1.11.01.01.09.03.08

Final Inspection &

Completion

1.11.01.01.09.03.09

External Works/

Landscaping

1.11.01.01.09.03.10

Plot Staff Cost

1.11.01.01.09.04.01

Other Preliminaries

1.11.01.01.09.04.02

Bathroom Pods

1.11.01.01.09.03.05

LOCOG Temporary

Overlay

1.11.01.01.09.05

Trades

1.11.01.01.09.05.01

Preliminaries

1.11.01.01.09.05.02

Plot Preliminaries

1.11.01.01.11.04

Construction

1.11.01.01.11.03

Procurement

1.11.01.01.11.02

Design

1.11.01.01.11.01

Piling

1.11.01.01.11.03.01

Substructure

1.11.01.01.11.03.02

Structural Frame

1.11.01.01.11.03.03

Envelope

1.11.01.01.11.03.04

M & E Services

1.11.01.01.11.03.06

Fit Out

Apartments &

Common Areas

1.11.01.01.11.03.07

Commissioning

1.11.01.01.11.03.08

Final Inspection &

Completion

1.11.01.01.11.03.09

External Works/

Landscaping

1.11.01.01.11.03.10

Plot Staff Cost

1.11.01.01.11.04.01

Other Preliminaries

1.11.01.01.11.04.02

Bathroom Pods

1.11.01.01.11.03.05

LOCOG Temporary

Overlay

1.11.01.01.11.05

Trades

1.11.01.01.11.05.01

Preliminaries

1.11.01.01.11.05.02

Plot Preliminaries

1.11.01.01.13.04

Construction

1.11.01.01.13.03

Procurement

1.11.01.01.13.02

Design

1.11.01.01.13.01

Piling

1.11.01.01.13.03.01

Substructure

1.11.01.01.13.03.02

Structural Frame

1.11.01.01.13.03.03

Envelope

1.11.01.01.13.03.04

M & E Services

1.11.01.01.13.03.06

Fit Out

Apartments &

Common Areas

1.11.01.01.13.03.07

Commissioning

1.11.01.01.13.03.08

Final Inspection &

Completion

1.11.01.01.13.03.09

External Works/

Landscaping

1.11.01.01.13.03.10

Plot Staff Cost

1.11.01.01.13.04.01

Other Preliminaries

1.11.01.01.13.04.02

Bathroom Pods

1.11.01.01.13.03.05

LOCOG Temporary

Overlay

1.11.01.01.13.05

Trades

1.11.01.01.13.05.01

Preliminaries

1.11.01.01.13.05.02

Plot Preliminaries

1.11.01.01.10.04

Construction

1.11.01.01.10.03

Procurement

1.11.01.01.10.02

Design

1.11.01.01.10.01

Piling

1.11.01.01.10.03.01

Substructure

1.11.01.01.10.03.02

Structural Frame

1.11.01.01.10.03.03

Envelope

1.11.01.01.10.03.04

M & E Services

1.11.01.01.10.03.06

Fit Out

Apartments &

Common Areas

1.11.01.01.10.03.07

Commissioning

1.11.01.01.10.03.08

Final Inspection &

Completion

1.11.01.01.10.03.09

External Works/

Landscaping

1.11.01.01.10.03.10

Plot Staff Cost

1.11.01.01.10.04.01

Other Preliminaries

1.11.01.01.10.04.02

Bathroom Pods

1.11.01.01.10.03.05

LOCOG Temporary

Overlay

1.11.01.01.10.05

Trades

1.11.01.01.10.05.01

Preliminaries

1.11.01.01.10.05.02

Plot Preliminaries

1.11.01.01.12.04

Construction

1.11.01.01.12.03

Procurement

1.11.01.01.12.02

Design

1.11.01.01.12.01

Piling

1.11.01.01.12.03.01

Substructure

1.11.01.01.12.03.02

Structural Frame

1.11.01.01.12.03.03

Envelope

1.11.01.01.12.03.04

M & E Services

1.11.01.01.12.03.06

Fit Out

Apartments &

Common Areas

1.11.01.01.12.03.07

Commissioning

1.11.01.01.12.03.08

Final Inspection &

Completion

1.11.01.01.12.03.09

External Works/

Landscaping

1.11.01.01.12.03.10

Plot Staff Cost

1.11.01.01.12.04.01

Other Preliminaries

1.11.01.01.12.04.02

Bathroom Pods

1.11.01.01.12.03.05

LOCOG Temporary

Overlay

1.11.01.01.12.05

Trades

1.11.01.01.12.05.01

Preliminaries

1.11.01.01.12.05.02

Plot Preliminaries

1.11.01.01.14.04

Construction

1.11.01.01.14.03

Procurement

1.11.01.01.14.02

Design

1.11.01.01.14.01

Piling

1.11.01.01.14.03.01

Substructure

1.11.01.01.14.03.02

Structural Frame

1.11.01.01.14.03.03

Envelope

1.11.01.01.14.03.04

M & E Services

1.11.01.01.14.03.06

Fit Out

Apartments &

Common Areas

1.11.01.01.14.03.07

Commissioning

1.11.01.01.14.03.08

Final Inspection &

Completion

1.11.01.01.14.03.09

External Works/

Landscaping

1.11.01.01.14.03.10

Plot Staff Cost

1.11.01.01.14.04.01

Other Preliminaries

1.11.01.01.14.04.02

Bathroom Pods

1.11.01.01.14.03.05

LOCOG Temporary

Overlay

1.11.01.01.14.05

Trades

1.11.01.01.14.05.01

Preliminaries

1.11.01.01.14.05.02

Sitewide LOCOG

Temporary Overlay

1.11.01.01.15.11

Trades

1.11.01.01.15.11.01

Preliminaries

1.11.01.01.15.11.02

Utility Connections

1.11.03.05

Plot Preliminaries

1.11.02.01.01.04

Construction

1.11.02.01.01.03

Procurement

1.11.02.01.01.02

Design

1.11.02.01.01.01

M & E Services

1.11.02.01.01.03.02

Fit Out

Apartments &

Common Areas

1.11.02.01.01.03.03

Commissioning

1.11.02.01.01.03.04

Final Inspection &

Completion

1.11.02.01.01.03.05

External Works/

Landscaping

1.11.02.01.01.03.06

Plot Staff Cost

1.11.02.01.01.04.01

Other Preliminaries

1.11.02.01.01.04.02

Bathroom Pods

1.11.02.01.01.03.01

LOCOG Temporary

Overlay Removal

and Retrofit

1.11.02.01.01.05

Trades

1.11.02.01.01.05.01

Preliminaries

1.11.02.01.01.05.02

Plot Preliminaries

1.11.02.01.02.04

Construction

1.11.02.01.02.03

Procurement

1.11.02.01.02.02

Design

1.11.02.01.02.01

M & E Services

1.11.02.01.02.03.02

Fit Out

Apartments &

Common Areas

1.11.02.01.02.03.03

Commissioning

1.11.02.01.02.03.04

Final Inspection &

Completion

1.11.02.01.02.03.05

External Works/

Landscaping

1.11.02.01.02.03.06

Plot Staff Cost

1.11.02.01.02.04.01

Other Preliminaries

1.11.02.01.02.04.02

Bathroom Pods

1.11.02.01.02.03.01

LOCOG Temporary

Overlay Removal

and Retrofit

1.11.02.01.02.05

Trades

1.11.02.01.02.05.01

Preliminaries

1.11.02.01.02.05.02

Plot Preliminaries

1.11.02.01.03.04

Construction

1.11.02.01.03.03

Procurement

1.11.02.01.03.02

Design

1.11.02.01.03.01

M & E Services

1.11.02.01.03.03.02

Fit Out

Apartments &

Common Areas

1.11.02.01.03.03.03

Commissioning

1.11.02.01.03.03.04

Final Inspection &

Completion

1.11.02.01.03.03.05

External Works/

Landscaping

1.11.02.01.03.03.06

Plot Staff Cost

1.11.02.01.03.04.01

Other Preliminaries

1.11.02.01.03.04.02

Bathroom Pods

1.11.02.01.03.03.01

LOCOG Temporary

Overlay Removal

and Retrofit

1.11.02.01.03.05

Trades

1.11.02.01.03.05.01

Preliminaries

1.11.02.01.03.05.02

Plot Preliminaries

1.11.02.01.07.04

Construction

1.11.02.01.07.03

Procurement

1.11.02.01.07.02

Design

1.11.02.01.07.01

M & E Services

1.11.02.01.07.03.02

Fit Out

Apartments &

Common Areas

1.11.02.01.07.03.03

Commissioning

1.11.02.01.07.03.04

Final Inspection &

Completion

1.11.02.01.07.03.05

External Works/

Landscaping

1.11.02.01.07.03.06

Plot Staff Cost

1.11.02.01.07.04.01

Other Preliminaries

1.11.02.01.07.04.02

Bathroom Pods

1.11.02.01.07.03.01

LOCOG Temporary

Overlay Removal

and Retrofit

1.11.02.01.07.05

Trades

1.11.02.01.07.05.01

Preliminaries

1.11.02.01.07.05.02

Plot Preliminaries

1.11.02.01.04.04

Construction

1.11.02.01.04.03

Procurement

1.11.02.01.04.02

Design

1.11.02.01.04.01

M & E Services

1.11.02.01.04.03.02

Fit Out

Apartments &

Common Areas

1.11.02.01.04.03.03

Commissioning

1.11.02.01.04.03.04

Final Inspection &

Completion

1.11.02.01.04.03.05

External Works/

Landscaping

1.11.02.01.04.03.06

Plot Staff Cost

1.11.02.01.04.04.01

Other Preliminaries

1.11.02.01.04.04.02

Bathroom Pods

1.11.02.01.04.03.01

LOCOG Temporary

Overlay Removal

and Retrofit

1.11.02.01.04.05

Trades

1.11.02.01.04.05.01

Preliminaries

1.11.02.01.04.05.02

Plot Preliminaries

1.11.02.01.09.04

Construction

1.11.02.01.09.03

Procurement

1.11.02.01.09.02

Design

1.11.02.01.09.01

M & E Services

1.11.02.01.09.03.02

Fit Out

Apartments &

Common Areas

1.11.02.01.09.03.03

Commissioning

1.11.02.01.09.03.04

Final Inspection &

Completion

1.11.02.01.09.03.05

External Works/

Landscaping

1.11.02.01.09.03.06

Plot Staff Cost

1.11.02.01.09.04.01

Other Preliminaries

1.11.02.01.09.04.02

Bathroom Pods

1.11.02.01.09.03.01

LOCOG Temporary

Overlay Removal

and Retrofit

1.11.02.01.09.05

Trades

1.11.02.01.09.05.01

Preliminaries

1.11.02.01.09.05.02

Plot Preliminaries

1.11.02.01.10.04

Construction

1.11.02.01.10.03

Procurement

1.11.02.01.10.02

Design

1.11.02.01.10.01

M & E Services

1.11.02.01.10.03.02

Fit Out

Apartments &

Common Areas

1.11.02.01.10.03.03

Commissioning

1.11.02.01.10.03.04

Final Inspection &

Completion

1.11.02.01.10.03.05

External Works/

Landscaping

1.11.02.01.10.03.06

Plot Staff Cost

1.11.02.01.10.04.01

Other Preliminaries

1.11.02.01.10.04.02

Bathroom Pods

1.11.02.01.10.03.01

LOCOG Temporary

Overlay Removal

and Retrofit

1.11.02.01.10.05

Trades

1.11.02.01.10.05.01

Preliminaries

1.11.02.01.10.05.02

Plot Preliminaries

1.11.02.01.11.04

Construction

1.11.02.01.11.03

Procurement

1.11.02.01.11.02

Design

1.11.02.01.11.01

M & E Services

1.11.02.01.11.03.02

Fit Out

Apartments &

Common Areas

1.11.02.01.11.03.03

Commissioning

1.11.02.01.11.03.04

Final Inspection &

Completion

1.11.02.01.11.03.05

External Works/

Landscaping

1.11.02.01.11.03.06

Plot Staff Cost

1.11.02.01.11.04.01

Other Preliminaries

1.11.02.01.11.04.02

Bathroom Pods

1.11.02.01.11.03.01

LOCOG Temporary

Overlay Removal

and Retrofit

1.11.02.01.11.05

Trades

1.11.02.01.11.05.01

Preliminaries

1.11.02.01.11.05.02

Plot Preliminaries

1.11.02.01.13.04

Construction

1.11.02.01.13.03

Procurement

1.11.02.01.13.02

Design

1.11.02.01.13.01

M & E Services

1.11.02.01.13.03.02

Fit Out

Apartments &

Common Areas

1.11.02.01.13.03.03

Commissioning

1.11.02.01.13.03.04

Final Inspection &

Completion

1.11.02.01.13.03.05

External Works/

Landscaping

1.11.02.01.13.03.06

Plot Staff Cost

1.11.02.01.13.04.01

Other Preliminaries

1.11.02.01.13.04.02

Bathroom Pods

1.11.02.01.13.03.01

LOCOG Temporary

Overlay Removal

and Retrofit

1.11.02.01.13.05

Trades

1.11.02.01.13.05.01

Preliminaries

1.11.02.01.13.05.02

Plot Preliminaries

1.11.02.01.14.04

Construction

1.11.02.01.14.03

Procurement

1.11.02.01.14.02

Design

1.11.02.01.14.01

M & E Services

1.11.02.01.14.03.02

Fit Out

Apartments &

Common Areas

1.11.02.01.14.03.03

Commissioning

1.11.02.01.14.03.04

Final Inspection &

Completion

1.11.02.01.14.03.05

External Works/

Landscaping

1.11.02.01.14.03.06

Plot Staff Cost

1.11.02.01.14.04.01

Other Preliminaries

1.11.02.01.14.04.02

Bathroom Pods

1.11.02.01.14.03.01

LOCOG Temporary

Overlay Removal

and Retrofit

1.11.02.01.14.05

Trades

1.11.02.01.14.05.01

Preliminaries

1.11.02.01.14.05.02

Plot Preliminaries

1.11.02.01.26.04

Construction

1.11.02.01.26.03

Procurement

1.11.02.01.26.02

Design

1.11.02.01.26.01

M & E Services

1.11.02.01.26.03.02

Fit Out

Apartments &

Common Areas

1.11.02.01.26.03.03

Commissioning

1.11.02.01.26.03.04

Final Inspection &

Completion

1.11.02.01.26.03.05

External Works/

Landscaping

1.11.02.01.26.03.06

Plot Staff Cost

1.11.02.01.26.04.01

Other Preliminaries

1.11.02.01.26.04.02

Bathroom Pods

1.11.02.01.26.03.01

LOCOG Temporary

Overlay Removal

and Retrofit

1.11.02.01.26.05

Trades

1.11.02.01.26.05.01

Preliminaries

1.11.02.01.26.05.02

Vertical Development LOCOG

Temporary Overlay

Development Costs

HANDOVER

WBS: 1.11.01.04

Development


1.11.01.04.01

Delivery Partner

Staff Costs

1.11.01.04.02


1.11.01.04.03


1.11.01.04.04

Non Recoverable VAT

1.11.01.04.05

Council Tax

1.11.01.04.06


1.11.01.04.07

Delaps Survey

1.11.01.04.08

Accommodation

1.11.02.01.15.01

Logistics

1.11.02.01.15.02

ICT

1.11.02.01.15.03

Security

1.11.02.01.15.04

Running Costs

1.11.02.01.15.05

Rail Sidings

1.11.02.01.15.06

Occupational Health

1.11.02.01.15.07

Site Wide Transport

1.11.02.01.15.08

Construction

Management Staff

Costs

1.11.02.01.15.09

Mock-ups

1.11.02.01.15.10

Construction

Security

1.11.02.01.15.04.01

ODA Enhanced

Security

1.11.02.01.15.04.02

Sitewide LOCOG

Temporary Overlay

Removal and Retrofit

1.11.02.01.15.11

Trades

1.11.02.01.15.11.01

Preliminaries

1.11.02.01.15.11.02

Development


1.11.02.03.01

Delivery Partner

Staff Costs

1.11.02.03.02

Sales & Marketing

1.11.02.03.03


1.11.02.03.04

Project Monitor

1.11.02.03.05

Defects Interface

1.11.02.03.06


1.11.02.03.07

Non Recoverable VAT

1.11.02.03.08

Council Tax

1.11.02.03.09


1.11.02.03.10

NE Security Plaza

1.11.02.02.01

Clays Lane Infilling

1.11.02.02.02

LOCOG Retaining

Wall

1.11.02.02.03

Temporary

Polyclinic

1.11.02.02.04

Other LOCOG

Ancillary Space

1.11.02.02.05


Required Infrastructure

RETROFIT

WBS: 1.11.02.02

Temp Utilities

1.11.02.02.06


Development Costs

RETROFIT

WBS: 1.11.02.03

Delaps Survey

1.11.02.03.11


1.11.02.03.04.01


1.11.02.03.04.02


1.11.02.03.04.03


1.11.02.03.04.04


1.11.02.03.04.08


1.11.02.03.04.09


1.11.02.03.04.07


1.11.02.03.04.05


1.11.02.03.04.06


1.11.02.03.04.11


1.11.02.03.04.12


1.11.02.03.04.10


1.11.02.03.04.14

Sitewide Design Fees

1.11.02.03.04.15


1.11.02.03.04.13

Vertical Development LOCOG

Temporary Overlay Removal and Retrofit

Development Costs

RETROFIT

WBS: 1.11.02.04

Development


1.11.02.04.01

Delivery Partner

Staff Costs

1.11.02.04.02


1.11.02.04.03


1.11.02.04.04

Non Recoverable VAT

1.11.02.04.05

Council Tax

1.11.02.04.06


1.11.02.04.07

Delaps Survey

1.11.02.04.08

21

Change control –

› Uses baseline as control document

› Manages use of contingency

› Robust process and provides visibility

Risk -

› Three lines of defence for risk

Project and programme level

Programme assurance by central body

Risk & audit committee at director level

› Risks reported for each project and at programme level

Monthly

› Contingency calculation based on risk assessment

› Schedule risk analysis equally important

Document management -

› Recommend use of document collaboration tool

Programme controls Project and Construction Management

Change Management

Project Manager’s Change Approval Process

20080903

Overview Project Manager’s Level Changes – changes that do not affect the Project Scope, Schedule or Cost - require minimal approval effort. Essentially the Project Manager approves the change and notifies Programme Controls and the Head of Programme Assurance.

Input Change Issue Worksheet

Timing Change issues are processed throughout the project cycle from project commencement through completion and close-out.

Tools Contingency Request Guidelines

Programme Controls, Change Management – Programme Baseline Change Control Process

Project Change Log

Change Request Form

Change Request Form Job Note

Change Types/Approval/Documentation Requirements

Scope, Cost or Programme Impact:

If the Change Issue does not affect these “dimensions”, the Project Manager is free to implement the change without further approvals.

The Project Controls Coordinator coordinates with Programme Controls to verify the absence of impact and reports to the Project Manager.

NOTE: If the Change Issue does affect these dimensions, it is a Programme Level Change and the Project Manager must seek additional approvals before commencing any changed work.

Risk Management:

If the Project Manager’s Change is in response to or has an impact on a Threat or Opportunity on the Project or Programme Risk Register, report the actions taken to the Project Manager, Project Risk Coordinator, Risk Owner, and Risk action Owner.

Activities

Project Manager’s Change Approval Process:

Complete and submit the Change Request Form along with the appropriate supporting documentation to the Programme Change Control Manager.

The Programme Change Control Manager will notify the following as appropriate:

o ODA Head of Programme Assurance

o ODA Project Sponsor

o Delivery Partner Head of Programme Controls

On completion of notifications the Project Manager implements the actions required to effect the change.

Guidelines As Above

Quality Checkpoints

Project and Programme Controls verify the absence of impact on the Project Baseline.

MS/Word Version

22

Programme controls

• Managing Risk and Controlling Change

› All contingency is identified as either Project

or program – in scope or Funders - out of

scope

› Contingency levels are established by

evaluating risk using a QRA based on P80

› Strong governance is built around the

process for allocating contingency

› Achievement of risk reduction events frees

contingency for reassignment

› All contingency is rigorously tracked

22

Contingency

Project

Prog

Funders

Taking the Contingency out of the project doesn’t reduce the cost

23

Commercial 4

24

Commercial

• Procurement & contract strategy

› Establish an approach that

provides certainty of delivery and cost efficiencies

recognises maturity of scope

ensures compliance with appropriate legislation

attracts early engagement from supply chain

• Supply chain management

› Limits ‘lottery’ approach

› Monitors financial status of supply chain

› Builds and ‘informed buyer’ mentality

› Create a regime of continuous improvement

Projects Cluster 6: Landscape & Common Areas

Projects Cluster 5: Temporary Venues & Facilities

Projects Cluster 4: Permanent Venues & Associated Works

Projects Cluster 3: Roads & Bridges

Projects Cluster 2: Utilities

Projects Cluster 1: Enabling Works

Soft Landscape

(North & South)

Hard Landscape

(North & south)

North & South

Coach Drop Off

Common Area

Utilities &

Systems

Security Check

Areas

West Ham

Ramp/ Greenway

Hockey Basketball Fencing

Paralympics

Tennis &

Archery

Temporary Off

Park Venue

Olympic

StadiumAquatics Velopark

Handball/Indoor

Sports ArenaIBC/MPC

Southern Roads Northern Roads Land Bridges

Construction

Bridges

(Permanent)

Bridges

(Road/Canal)Bridges (Rail)

New Utilities

Networks

Utilities

Diversions

Energy and

GenerationTelecommunications

Existing Utility

Diversions

Demolition/

RemovalsRemediation Bulk Earthworks

Works to River

Walls

Wildlife

Translocations

Temporary

Bridges

Contract Administration

Primavera

Contract Manager

Bentley

ProjectWise

Procurement

About this Guide

PowerPoint Slide

Module Status

Incomplete content

Accruals, Payments & Cost

Management

Commercial Close-out

Commercial and Contract

HSE Online

Reporting System

Introduction Introduction Introduction

The Mace Programme Delivery Management

System establishes the detailed policies and

procedures for managing the successful delivery

of a Program Management Commission.

The Guide has been developed on a simple drill-

down structure consisting of four levels:

Level 0: PDMS Front Page

Level 1: …Shop Front

Level 2: …..Process Map

Level 3:………..Activity Guides

Level 4: ……………Documentation/Tools

Select a delivery responsibility from the array on

this page and connect to the detailed guidance

and tools for its performance.

All feedback to be sent to

[email protected]

Supply Chain Management

ASSAI

Introduction

Key links to other tools and systems

Cost Planning

Delivery Responsibilities

25

Commercial

• Cost management, forecasting & reporting -

› Create systems that will support program controls in

producing all commercial related dashboard reports, for

example:

› Forecast Final Costs

› Cash flows

› Cost performance measures

› Variance analysis

› Contingency status

› Risk analysis

› Approved and pending change

› Spend to date

› Forecast to complete

Board

Programme

Office

Project Offices

Suppliers – Contractors - Consultants

RE

QU

IRE

ME

NTS

INFO

RM

ATIO

N

Monthly cost

reports

Monthly

performance

reports

Cash flow reports

Earned value

analysis

Risk and

opportunity reports

Trend analysis

Board

Programme

Office

Project Offices


RE

QU

IRE

ME

NTS

INFO

RM

ATIO

N

Board

Programme

Office

Project Offices


RE

QU

IRE

ME

NTS

INFO

RM

ATIO

N

Monthly cost

reports

Monthly

performance

reports

Cash flow reports

Earned value

analysis

Risk and

opportunity reports

Trend analysis

REPORTING

HUB

Performance

Measurement

e.g. P6

Finance

e.g. Oracle

Cost

Management

e.g. BIW

Risk

Management

e.g. ARM

REPORTING

HUB

Performance

Measurement

e.g. P6

Performance

Measurement

e.g. P6

Finance

e.g. Oracle

Finance

e.g. Oracle

Cost

Management

e.g. BIW

Cost

Management

e.g. BIW

Risk

Management

e.g. ARM

Risk

Management

e.g. ARM

26

Commercial

• Contract Administration

› Develop system to comply with contract utilised and

that gives visibility to the management of;

Change

Valuation & payments

Notices (e.g. early warnings, approvals, compliances

Disputes

Insurances, Warranties & bonds

Financial close, final accounts

Tools

.PPTSlide

Contacts

Payment Process

20071123

Front

Page

Procurement and Contract Administration

Consultant

or Contractor

Consultant

Contractor

Ensure Individual

Contractors have

an approved Cost

Collection System

Assessment Date

Consultant

Payment Process

Contractor

Payment Process

Payment Process

Dispute Resolution Process

No

Yes

Tools

.PPTSlide

Contacts

Dispute Resolution Process

20071009

FrontPage


Commercial

Negotiations

Break Down

No

YesIdentification

of Dispute

Selection of

Resolution Process by

Either Party

Yes

No

Implementation of Outcome

Accepted?

Elevation to Tribunal (only

after Adjudication)

Referral to

Adjudication

Referral to Independent

dispute avoidance

panel

Pursue another dispute

avoidance or resolution process

Elevation to

Senior

Executives

Abandoned ?

Agreed ? Conclusion

e

Tools

.PPTSlide

Contacts

Completion Process

20071029

Front

Page


Completion – Commercial Process

Pre Completion

Meeting

Pre-Completion Date Post-Completion Date Handover to Follow-On Project

Project Manager

decides Date of

Completion

Payment

Assessment at

Completion

Request Contractor to Prepare final

account

Cost Verification

Agree Final

Account & Final

Assessment

Condition Survey

Raise CEN for

Accepted Defects

Joint Condition

Survey for Follow-

on Project

Follow-on Project

Start Up Process

27

Socio economic

environment 5

28

• Environment & sustainability

› Recognise the environment the

program works within

› Agree an approach with client and

appropriate stakeholders

› Ensure a sympathetic approach to

issues such as;

• Materials, waste, biodiversity,

• energy & emissions, water

• efficiency, land, water, air and

• noise etc

Socio economic environment

Inclusive Design

Employment Opportunities

Business Opportunities

Community Engagement

Integration and Capability

29

• Community, IR, employment & skills

› Establish strategies that seek to address concerns

the program could raise with regards to;

› Education, employment

› Community well being and cohesion

› Economic development

› Local employment & skills

› Ensure a proactive program of knowledge transfer

› Establish a series of tangible KPI’s and

performance measures for measuring success in

these areas

Socio economic environment

In its 20 year history Mace has never incurred a ‘lost time’ IR incident

London 2012 case study

Contracts set out clear expectations for delivering on equality,

employment and skills commitments;

Contractor mobilisation formalised and Equality Impact assessments

Workforce monitoring and reporting developed and in place

20% of workforce live locally, 18% of workforce are BAME

750 local people employed via Jobs Brokerage

2,442 trainees passed through London 2012 Skills Academy

120 Apprentices recruited in 6 months

3 training centres on-site, including an apprenticeship hub

https://info.macegroup.com/global/document.aspx?id=7353

30

Technical 6

31

Technical

• Technical/Design Management

› Establish a design management plan that provides for;

› client sign offs and approvals

› design principles & BIM strategy

› design management plan

› value management and engineering interventions

› integration of relevant development strands

› project close out and issue of relevant documentation

Environment & Sustainability

Primavera

Contract Manager

Bentley

ProjectWise

CDM-Co-ordination & H&S

in Design

About this Guide

PowerPoint Slide

Module Status

Incomplete content

Client Review & Sign off

Process

Document Management

Technical Services

HSE Online

Reporting System

















[email protected]

Brief Management

ASSAI

Introduction


Employment & Skills /

Stakeholder Management


Project Close Out

Design Integration &

Co-ordination

Design Systems & Tools

Town Planning, Consents

& Licenses

Project Value Management

Process

32

Delivery 7

33

• Delivery strategy – provide a report that covers the following key headings

› Delivery analysis – program requirements and goals

› Implementation phasing – ‘what if’ scenario planning on phasing options

› Interfaces & integration – establish understanding of internal and external interfaces

› Strategic plan – identifying key milestones and deliverables

› Strategic procurement model – identifying ‘long lead’ & critical items

› Financial services – establish key cost drivers

Delivery

34

Assurance & audit 8

35

Assurance & audit

• Assurance and audit

› Regardless of any external interventions All

programs will implement a thorough audit

assurance review across all key disciplines;

Commercial, Quality, Technical, Environment &

Sustainability, Health & Safety etc

› This assurance function will operate under four

main work streams

Audit

Monitor & measurement

Communication

Leadership & behaviour

Primavera

Contract Manager

Bentley

ProjectWise

Health & Safety Assurance

About this Guide

PowerPoint Slide

Module Status

Incomplete content

Quality Assurance

Environmental &

Sustainability Assurance

Assurance

HSE Online

Reporting System

















[email protected]

Employment & Industrial

Relations

ASSAI

Introduction



Risk Assurance

36

Health Safety and Environment Strategy

Policy & KPI’s

Management Arrangements

Procurement

Design / CDM-C

SHELT (SHE Leadership Team)

Site Rules / Risk Management

Occupational Health Facility

36

37

Prime contract 9

38

Prime Contract • Prime Contract Administration

› Important to manage contract with client

› Create a no surprise transparent culture

› Establish a formal environment for managing

the prime contract

› Implement an ‘Early warning’ system

• Human resources & organisational development

› Provide support in the following areas

› organisational development

› leadership development

› resource planning

› performance/career management

› learning & development

› reward and recognition

› internal communications

› equal opportunities

Primavera

Contract Manager

Bentley

ProjectWise

Human Resources

About this Guide

PowerPoint Slide

Module Status

Incomplete content

IT

Prime Contract

Business Functions

HSE Online

Reporting System

















[email protected]

Legal

ASSAI

Introduction



Communications

39

London2012 – Case study

40

40

CLM History

January 2006 the ODA issued a PQQ Pin Notice for the Delivery Partner

CLM were selected as the Delivery Partner for the Olympic Delivery

Authority in August 2006 after extensive 3 months Competitive Dialogue

bid process

CLM is a consortium made up of CH2M Hill, Laing O’Rourke and Mace

The role of the Delivery Partner is to provide:

program, Project and Construction Delivery Management

Initial scope was £4.7bn – now at £6bn

Contract and delivery scope is negotiated through a task order which

establish what needs to be delivered

Highly incentivised contract to ensure that schedule, costs and risks are

managed

Delivery Partner to provide challenge to clients and stakeholders to ensure

best value decision

41

Programme Summary

350 hectares

26 Olympic sports in 34 venues, 20 Paralympic sports in 21

venues, 10,500 Olympic athletes and 4,200 Paralympic

athletes

Budget £9.325bn with a max monthly spend £150M

Started on site June 2006

Handover - June 2011 for Test Events

41

42

Delivery Partner

42

Organisational Structure

Olympic

Board

BOA

GLA

LOCOG

GOVT

IOC

LOCOG

Olympic Delivery

Authority

Supply Chain

43

Work with contractors to identify sensitive works in advance and limit impact to local communities

All venues and park environment ‘Secured by Design’

Access control and daily screening for entire park workforce

Remote accreditation of all site deliveries (via dedicated Logistics Centres)

Half of all construction materials transported to site by sustainable means (non-road)

50% reduction in carbon use and 40% reduction in potable water demand

Target BREEAM Excellent in Legacy; Code for Sustainable Homes target level 4

Meet Inclusive Design Standards for all Olympic facilities

Defined benchmarks for London Living Wage and proportion of workforce in training, previously unemployed, and BAME

350 new apprenticeships in place by end of 2010

100% of spectators to visit Games by public transport, cycling or walking

All project designs subject to input from and approval by Legacy stakeholders

Health, Safety and Environment

Performance targets well above industry norms: Accident Frequency Rate and Significant Environmental Incident

Frequency Rate of 0.1

Security

Sustainability

Equality, Inclusion, Employment and Skills

Transport Sustainability

Community Engagement

Designing for Legacy

Priority Themes KPIs 43

44

Timeline of the Olympic Park

Site preparation

Build infrastructure

Build venues

Test events

Olympic/Paralympic Games

Deconstruction / Transformation

2007

2008/11

2012

2008/11

2011/12

2012/13

Legacy 2013 - 2025

44

45

Indicative map of Olympic Park at Games time 45

46

46

Demolition Soil remediation Bridges andHighways

Primary Substation Energy Centre Sewer and Pumping Station

Infrastructure

47

47

Olympic Stadium

Aquatics Velopark

Olympic Village IBC/MPC Basketball

Venues

48

Summer 2007

Summer 2011

49

The Results

50 www.macegroup.com

Programme Management

£50m Efficiency Savings through

Enabling Work Projects

>£120m of Value Engineering Savings

on Infrastructure Projects

>£100m of Procurement Gains

Through Flexible Procurement

Strategies

Other Savings Through Contract

Administration and Robust Contingency

Management

Robust Project Controls Systems

Programme Delivery Management

System ISO 9001 Accreditation

50


Sustainability

Systems

Waste Sorting Facilities;

Use of Temporary Facilities for Ease of

Dismantling/Re-use;

Use Materials with High Recycled Content

Equipment Procurement Policy

Onsite Material Retention Level 95%

Results

58% of Materials Delivered to Site by

Sustainable Means

50% Reduction in Carbon Emissions on

Stadium Project

Zero Waste to Landfill at Games Time

Target – On Track

51


Equality, Employment and Skills

Strategy established and agreed with local, regional

and national stakeholders

Contracts set out clear expectations for delivering

on equality, employment and skills commitments;

Contractor mobilisation formalised and Equality

Impact assessments completed

Workforce monitoring and reporting developed and

in place

20% of workforce live locally

18% of workforce are BAME

750 local people employed via Jobs Brokerage

2,442 trainees passed through London 2012 Skills

Academy

120 Apprentices recruited in 6 months

3 training centres on-site, including an

apprenticeship hub

52

https://info.macegroup.com/global/document.aspx?id=7353

53 53

Integration and Managing Complexity

1 Programme

19 Major Projects

950 Town & Country Planning Applications

37,000 Engineering Drawings (+72,000 including revisions)

4,400 Unique Design Interfaces

1,890 Engineering Technical Reviews

135,000 Formal Documents Managed/controlled

96 Tier 1 Suppliers (generated 29,000 Contract Communication to date)

120 NEC3 Contracts (plus,1 Dev’t Ag, 149 JCT Contracts,3 Concessions Contracts)

869 Critical Tier 2 & 3 suppliers

1,400 Unique Principal Contractor boundaries (600 active)

151 Critical Stakeholder Delivery Milestones

27,000 Integrated Plan – individual activities / milestone

1,520 Integrated Plan – linked activities

10,490 Site Workers

529 Vehicle movements per day (material deliveries)

304 Environmental Monitoring Points (179 active)

2 Site Entry Points (plus rail head)

7,300£m Budget (Avg spend £130m p.mth)

1 Key Date (27 July 2012)

53

54

Questions?