Project Performance and Control on the London 2012 Construction Programme - Essay Example

? PROJECT PERFORMANCE AND CONTROL ON THE LONDON By Project Performance and Control on the London 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. The time factor and the budgetary success of the program constitute the defining features of efficiency at the core of the entire program’s aspect of success (Elson, 2012). All the scheduled processes and phases of the constriction program fell within the limits of time allocation as assigned in the central planning schedule. 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 appropriate levels of approach as per the kind of challenges and costs involved. One of the most significant features of the program was the provision of oversight concerning the processes of implementing the project. This task was placed under a Learning Legacy Steering Group. This group was also charged with the responsibility of guiding the processes of good practice as they related to the overall goals, objectives, and performance of the various processes. The impact of this strategy was felt at the level of performance in the various units of the programs that combined to define the overall levels of success in the program. A key aspect of the program revolved around the need for appropriate resource management. Efficiency, in the field of construction and project management is usually determined by the capacity of the project to utilize resources in ways that promote the aspect of conservation, measure, and balance. The London 2012 Construction Program has been cited as one of the most efficient programs on account of its capacity to stay within the range of budgetary allocations in terms of labor and logistical costs incurred (Elson, 2012). This was considered as a factor of effective cost analysis, estimation, and consultation on the part of the planners. The aspect of consultation involved both internal and external dimensions. Internal consultations involved the harnessing of the combined strengths of skills and experiences for the purpose of achieving certain set goals within the program. On the other hand, external consultation was undertaken for the purpose of learning objectives, which were some of the core concerns of the industry. External consultations engaged professionals on matters that would open up opportunities for learning and the development of research works into the specific case of the London 2012 construction program in relation to other construction undertakings of a nearly similar nature. External consultations were also necessary for the purpose of matching various aspects of the program to the market benchmarks. This would provide the reference point that would be used in determining and comparing the performances of the various aspects of the program. Performance and results are the leading determinants of success in the field of construction (Melton & Iles-Smith, 2009). The involvement of construction partners is usually important in expanding the contribution of stakeholders in the implementation of the program (Lester & Lester, 2007). The London 2012 program was themed on inclusiveness and comprehensiveness of detail. In essence, the levels of success achieved by the London 2012 Construction Program were dependent on the accommodation of practical realities, skill development, consultation, and appropriate use of resources. The aspect of proper planning, scheduling, and cost management, cost control, and forensic schedule analysis featured prominently as the enabling factors of efficiency and effectiveness of methods employed. Analysts point out the goal-oriented approach and the all-inclusive aspect of the program as other key features that contributed positively towards the attainment of the set goals. In effect, the levels of success in construction programs is heavily reliant on the methods applied, scope of stakeholder involvement, the accuracy of measures, and the appropriate use of human capital. Works Cited Elson, K 2012, Learning Legacy: Lessons learned from the London 2012 Games construction project. Olympic Delivery Authority http://learninglegacy.independent.gov.uk/publications/a-learning-legacy-from-the-london-2012-construction-prog.php Lester, A & Lester, A 2007, Project management, planning and control: Managing engineering, construction and manufacturing projects to PMI, APM and BSI standards, Elsevier/Butterworth-Heinemann, Amsterdam. Melton, T, & Iles-Smith, P 2009, Managing project delivery: Maintaining control and achieving success, Butterworth-Heinemann, Amsterdam. Read More