PROJECT PERFORMANCE AND CONTROL ON THE LONDON 2012 By Institution Date Project Performance and Control on the London 2012 The London 2012 Construction Program remains a model of success in construction and architecture due to the various factors that combined to contribute to its efficiency…
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Equally, the program did not suffer from any noticeable or significant deviation from the set goals and measures as detailed in the governing blueprint of the schedule. The orderly and harmonious connection of the different aspects of the program was an enabling factor to the attaining of the different goals attained at the various levels and stages of the program. Most project deliverables were within the stipulated range of time and measures. The overall performance of the program is indicative of the accuracy of methods employed, the appropriate estimations, and the quality of controls and management systems employed before and in the course of the construction. The success of the Olympic Games and the Paralympic Games depended nearly entirely on the nature of logistics and state of infrastructure. The entire construction project was placed under the Olympic Delivery Authority (ODA) (Elson, 2012). Experts in the fields of construction, planning, sports, and finance worked together to achieve a level of efficiency that contributed significantly to the successful model of construction and architecture. In essence, analysts contend that much of the efficiency and effectiveness of the program was a factor of appropriate consultation and the assessment of utility, resources, and the element of time. Analysts observe that the performance of the construction program surpassed benchmarks and established standards and that it demonstrated the capacity of London construction industry to overcome the usual inequalities and logistical mishaps that have defined nearly similar projects in the past. Forensic schedule analysis and cost management are some of the key indicators of success that attend to construction projects in many parts of the world. The application of this analysis was manifest in matching of specific processes to respective estimates of time. Teams comprising of contractors, the academia, industry partners, and multiple government bodies worked together with the ODA to assess the kind of synergies that would be required in the development of other systems that are consistent with the nature of success achieved in the London 2012 Construction Program (Elson, 2012). On this note, it becomes important to assess the program as a case in point of the effect of coordination and management on the performance of processes as understood within the construction industry. Appropriate systems of risk management were enlisted throughout the various processes to serve as the safeguards against possible and unforeseeable mishaps to the program. The enlisting of the risk management systems was premised on the awareness of the impact of external factors to the performance of the program. As such, estimates of costs and other operational variables were determined in recognition of the possible variations that determine the nature of performance of processes against the set goals and benchmarks. The preliminary stage of the program focused on the development of the most appropriate strategy. This stage was one of the most important because it determined the course of action to be taken regarding the other kinds of processes. Some of the details that informed the development of strategy included matters of funding of the specific aspects of the program. Details of internal and external funding were discussed with the view of determining the most appropri
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