The Main Olympic Stadium London 2012 - Term Paper Example

The main Olympic stadium London 2012 Introduction The art of sports is a practice that goes back to many decades ago. Sports have over- time been a fundamental aspect of all societies large and small, developed and underdeveloped, rural and urban, traditional and modern, learned and illiterate (Ferguson & Strelecky, 2008). Sports ranges from manual-based sports to intelligent- based games. For the longest time, sports were and are a form of recreational and leisure activity that offers an avenue for the participants to interact, socialize and compete. Traditionally, sportsmen who excelled in sports received great rewards as champions, were famous and treated as heroes. Sports in those times, offered a reprieve after a long day’s work and an opportunity for the community to interact where young men and women would meet and court. Currently, young and old, men and women play sports and in the recent past, athletes with physical impairments have been encouraged and allowed to participate (Ferguson & Strelecky, 2008). For young children, a sport offers them an opportunity for them to learn teamwork, team building and acquire social relations skills. Many view sports as a source of income for the participants (Bloyce & Smith, 2009). The billions of money changing hands in the sporting industry and the huge amounts of finances paid to winning sportsmen and women illustrate this. Sportsmen and women in soccer, tennis, golf, basketball, and athletes for example, earn cash running into millions monthly and much more are, needed for participants who want to switch teams (Ferguson & Strelecky, 2008). The sporting industry is to say the least, a billion dollar industry. Among sporting movements that has evolved over time are the Olympics games. This report candidly looks at the main Olympic Stadium London 2012. Olympic Games The Olympic Games are an invention of the ancient Greeks in 770’s BC. The Olympic Games are, named after the area in which the Greeks played, which was Olympia. The games were, held four yearly, which to the Greeks was an Olympiad (Young, 2004). The sports at the time were chariot racing, throwing the javelins, wrestling, boxing, foot racing, pole vaults, and sprinting events. Coroebus was the first Olympic champion. Although the Olympics would fizzle out with the invasion of the Roman Empire in Greece in 400AD, the games had a comeback in the 18th and the 19th century. Recently, the Olympics are held every four years, and run by the International Olympic Committee, which was established by Pierre de Coubertin in the late 1800’s. The Olympics are now a global affair characterized with massive corporate sponsorships, extensive variety of sports and records at least 10, 000 participants from more than 200 countries across the globe (Young, 2004). The Olympic Games have a flag with an Olympic symbol that consists of five yellow, red, blue, green, and black rings symbolizing the five continents Europe, Africa, Europe, Australasia, and the American continent. The flag was earliest flown in Belgium during the 1920’s Summer Olympic Games which is an ongoing custom of every occasion the games are played. For every time the Olympics games are held, global economies around the globe competitively bid to host the games owing to the economic benefits that are associated with the games (Young, 2004). This includes increased opportunities for tourism, increased opportunities to entice foreign investors, post-games, increased foreign revenues for the government and sustainable development that comes with preparation of the games, when the host countries effectively and efficiently capitalize on the opportunities (Young, 2004). The International Olympic Committee is charged, with the task of deciding on which nation will host the Olympics, organizing and monitoring the Olympic Games, revising, bringing up to date and endorsing the games program, conferring sponsorships for the games, and offering live transmission rights for the bidding broadcasting houses or channels (Young, 2004). The main Olympic stadium London 2012 The Olympic Games have previously and more recently, been hosted in Atlanta, United States in the year 1996, Sydney, Australia in the year 2000, Athens, Greece in the year 2004, and Beijing, China in the year 2008. London, United Kingdom won their bid to host the games in 2012, while Rio de Janeiro won the bid to host the 2016 Olympic Games (Bradbury, 2008). Among summer games that are to be held in London includes Badminton, Aquatics, basketball, canoeing, cycling, fencing, football, equestrian, field hockey, modern pentathlon, handball, gymnastics, judo, sailing, and Tennis (What, 2004). In addition, there will be volleyball, shooting, rowing, table tennis, taekwondo, triathlon, wrestling, and weightlifting. Winter games commonly played includes Skeleton, Biathlon, bobsleigh, luge, skating, curling, ice hockey, skiing, ski jumping, and snow boarding among others (What, 2004). Key stakeholders to the project and their priorities It is, expected that the athletic events, Paralympics athletic events, cultural, opening and closing ceremonies will be held at the main London Olympic stadium. The stadium can accommodate a capacity of not less than 75,000 people, which has lower and upper stories. The upper story will later on, be dismantled. The Olympic Stadium is situated in Lower Lea Valley, Marshgate Lane, Stratford. Although the preparation for the stadium began early on, the official starting date was the year 2008 (Poynter & MacRury, 2009). Shortly, the London Olympic Stadium follows suit of Wembley and Twickenham stadiums in terms of largeness. The planning, the designs and layouts for the stadium is such that, it is developed to not only to serve in hosting the games, but promoting environmental sustainability, and development of sustainable developments that will be enjoyed by the United Kingdom nationals long after the games are over (Poynter & MacRury, 2009). 1. LOCOG; London Organizing Committee of the Olympic Games and Paralympics Games The key stakeholders in the main London Olympic stadium include the LOCOG- the London Organizing Committee of the Olympic Games and Paralympics Games. The committee is a privately financed company that will ensure effective hosting and staging of the athletic and Paralympics games (Whittingdale, 2008). They have a two billion pounds budget, which will be generated from the International Olympic Committee, selling of tickets, sale of merchandise, and from local sponsorships. In addition, the London Organizing Committee of the Olympic and Paralympics Games will facilitate the transportation of the media personnel, partners, athletes, and games’ officials. Their goals and missions towards the London Olympics 2012 is to provide the Games Family with a home away from home five star experience, conform to international standards of overlaying the venue, in order to satisfy the expectations and the needs of the IPC and IOC. Moreover, offer a healthy, safe, secure, accessible environment for the Games Family owing to sufficient and proficient developments and operations coupled with state of the art technology, characterized with eco-friendly solutions (P.H.C.C.P.A., 2008). LOCOG’s priorities in the London Olympics is in increasing the number of spectator who will attend the games, mobilize for the support of all sectors and locals in the wider United Kingdom and utilize the power of technology in ensuring successful media management to reach the global masses. It seeks to deliver Olympic ideals and principles to all, and present rousing and motivating opening, cultural, and closing events. The LOCOG has made it its business to ensure that it generate operating superfluous from hosting the Olympic and Paralympics events in 2012 and establish eco-friendly and sustainable 2012 London Olympic and Paralympics games (House of Commons & W.A.C. 2009). 2. ODA; the Olympic Delivery Authority The Olympic Delivery Authority forms the other key stakeholders in the development and the accomplishment of the London Olympics 2012. It is a government owned body that is, charged with the responsibility of construction and finishing of the sports venues and transport and communications infrastructures for the 2012 London Olympic Games. Their funding is exclusively, derived from the government-sponsored funds. The State’s department of Culture, Media and Sports, Olympic Lottery Distributor, the Greater London Authority and the London Developmen Agency makes the funding for Olympic Delivery Authority (P.H.C.C.P.A., 2008). The funds are, directed at building of the sports grounds, and refurnishing and creation of new transport and communication networks within the Olympic stadium and the neighboring regions (Whittingdale, 2008). The Olympic Delivery Authority has priorities ranging from creating a lasting legacy for London Olympics and Paralympics games, to ensuring the construction of the venues is, accomplished in good time to offer the best environment and experience for the Games Family, and avoid last minute dash (House of Commons & W.A.C. 2009). ODA in pursuit of accomplishing all this has identified essential workforces, partners and, design teams that are helping to facilitate effective and efficient construction (P.H.C.C.P.A., 2008). It has created a planning and monitoring team charged at the Olympic stadium, and is collaborating with the London Development Agency, Transport for London Authority, Stratford City and London and Continental Railways, and other international and local bodies to ensure all the necessary operations, procedures, transport structures, systems, and programs run smoothly. Since creating a lasting impression, which is feasible, is the core priority of the Olympic Delivery Authority, the body has developed designs, operational and monitoring plans fit for purpose, and ensuring that locals are able to access and capitalize on the eminent job and business opportunities present (House of Commons & W.A.C. 2009). So far, the efforts have not been disappointing, since the body has created competent frameworks that connect the prior, during and after the games control of infrastructures and facilities that have been, bought, built, and adapted in making the London Olympics and Paralympics Games in 2012, a reality. Success in London Olympics for Olympics Delivery Authority is increasing the gains achieved after the Olympics from its initiation, even as it promote sustainable developments, ensuring security before, during and after the events and the Games Family feeling and being safe (Whittingdale, 2008). The ODA has been keen to remain focused on the schedule initially set up. The schedule reads a two-year period of planning and organizing for delivery, achievable through creation of master plans, attaining permissions for planning and development of their agreed preparations. There are four years of planning and developing the land, human and physical resources that entails working with the right teams, constructing new stadiums, and developing existing and new transport and communications infrastructures (P.H.C.C.P.A., 2008). There is a one year period segregated for commissioning and conducting test events, to guarantee that the Olympic and Paralympics games in London 2012, are not only successful and inspirational, but also leaves behind a legacy for the nation of the United Kingdom. 3. Olympic Lottery Distributor The Olympic Lottery Distributor, who is among key stakeholders to making London Olympics 2012 a reality, provides financial resources necessary for construction and finalizing the venues, premises, and facilities ready for the London Olympics 2012. The priority of the Olympic Lottery Distributor is to ensure the visions and objectives of creating a lasting legacy for United Kingdom are, realized (Whittingdale, 2008). The amount of money anticipated to be provided by the Olympic Lottery Distributor- OLD, is approximately half of the funds ( more than two billion pounds) necessarily to accomplish complete operations at the London Olympics come 2012. The OLD, will benefit with the games by having a share of the gains accrued from sale of land and property rights. In addition, the money provided by OLD will finance development and refurbishing facilities and communication and transport infrastructures, which will, results in increased contribution in sports at the district and proletariat levels and therefore enhance local facilities and services. Some of the monies are, segregated for courses meant for sustaining local sportsmen and women in their quest to be champions at the 2012 London Olympics (House of Commons & W.A.C. 2009). OLD ensures its priorities such as cost-efficient and well-timed deliveries at the 2012 London Olympic Games and Paralympics Games are, achieved. In addition, ensuring all operations and processes constitutes to social inclusiveness, the locals are able to access benefits associated with the process, support partnering and establishment of environmentally- friendly processes, awareness and programs that promote delivery of sports which advocates for minimum emission of green house gases, safe waste disposal and safeguards biodiversity (Whittingdale, 2008). 1. Department for culture, Media and sport The department of culture, media, and sports (DCMS) is a governmental branch that represents the State in ensuring the 2012 London Olympic and Paralympics events are a success. It administrate the central state’s funding for the London Olympics Games and ensuring cost effective procedures are utilized, and that available resources are efficiently allocated (Imrie, et al., 2009). The department is, charged with assimilating the gains associated with the anticipated legacy of the Games developed prior, during and after, facilitated by the actual sporting events, ecological, economical, and cultural projects. It does so with collaboration with other with other public sectors or departments (Whittingdale, 2008). 5. London Development Agency The London Development Agency (LDA) is among key stakeholders, which is under the management of His Worship the Mayor of London. The agency is, charged with the task of steering the development of economic sustainability in London and the wider community. It is also engaged in guaranteeing the locals utilize the durable gains that will be, achieved by hosting the 2012 London Olympics and Paralympics games. The London Development has, been able to procure land resource that was, needed for building the Olympic stadium that presently is, managed by the Olympic Delivery Authority (Imrie, et al., 2009). The London Development has in the recent past and continues to invest in development of economical and financial ventures and structures to ensure a sustainable future for its locals (House of Commons & W.A.C. 2009). The agency has budgeted almost five hundred million pounds in facilitating cleaning up of the Olympic Stadium and supporting the development and constriction of the transport and communication systems and the sports venues to ensure the 2012 London Olympic and Paralympics events kicks off in time, and are a success (Whittingdale, 2008). Funding sources for the main Olympic stadium London 2012 Funding for staging the games The funding of the Olympic stadium project is, meant to cater for various costs that will arise. Among costs to be covered includes the financial resources for the staging of the games that are estimated will costs between 1.5 to 2.0 billion pounds (C.PA. 2008). According to the candidature documents filed in 2004, the amounts arise out of 260 million pounds for the sports venues, 203 million pounds to cater for information infrastructures, 117 million pounds for the games labor force and 57 million pounds for funding the cultural, opening, and closing ceremonies (Imrie, et al., 2009). Furthermore, the staging costs also include 460 million pounds for additional costs, 160 million pounds to fund administration expenses, 125 million pounds for transport budget, 90 million pounds to fund the Paralympics games and more than 65 million pounds for contingency costs (Leigh & B.P.H.C.P.A., 2008). The staging costs which fall under the responsibility of LOCOG (explained above), will get the funds from the commission contribution and global sponsorship amounting summing to not less than 560 million pounds which is approximately 35-36% of total costs of staging the events (Imrie, et al., 2009). Other sources of funds for staging will come from sale of tickets amounting to 310 million pounds, sale of merchandise amounting to 156 million pounds, 272 million pounds funded by local sponsorships, not less than 180 million pounds funded by official suppliers and licensing will accrue not less than 56 million pounds (Leigh & B.P.H.C.P.A., 2008). Funding for the venues Monetary support will be required to cater for expenses arising from completing the venues. The venue budget amounts to not less than 556 million pounds. The costs can be broken down into 281 million pounds for the Olympic Stadium, 73 million pounds for the Aquatics, 14 million pounds for the Hockey centre, international broadcast centre needs not less than 134 million pounds, 26 million pounds directed to creation of the permanent arena and 28 million pounds for the Velodrome. These figures are as per candidature file 2004 (Leigh & B.P.H.C.P.A., 2008). The costs arising from the venues will fall under the budget of the Olympic Delivery Authority (C.PA. 2008). Funding for security Security is fundamental element in the planning, designing, construction, emergency preparedness among other security systems. The LOCOG will fund not less than 22 million pounds and ODA will give a further 190 million pounds to cater for the site security. Any additional security costs to cater for the wider community will be borne by Metropolitan Police and Home Office (Leigh & B.P.H.C.P.A., 2008). Funding from the lottery The Olympic Lottery Distributor estimates to fund more than 2.2 billion pounds. Fifty percent of this money will be generated through selling of the Olympic-themed Lottery tickets and another 50% will be from the National Lottery Distribution Fund, a supply for non- Olympic distributors funding (C.PA. 2008). In total, the budget for the whole projects amount to not less than 9.3 billion pounds liable to inflation. The funding will not only make the Games in 2012 a reality, but enables the stakeholders realize their dream of making the project sustainable and leaving behind a legacy which will benefit the wider community during and after the 2012 Games (Leigh & B.P.H.C.P.A., 2008). The housing meant for the athletes during the Games, will be refurbished into new inexpensive houses and premises to let or sell (Speaight, 2009). The funds allocated for contingencies will be helpful in meeting impromptu expenses, which if un-catered for, will cause problems. Funding from the Greater London Authority The Greater London Authority which is not only key stakeholder, but also a contributor of the funds to making the 2012 Games a success is seeks to meet the mission set by the Mayor, will fund 925 million pounds towards the OLD budget (G.B.N.A.O., 2008). The Authority seeks to ensure the wider community of London enjoys the gains that will come with the 2012 Games. Funding by London Development Agency In collaboration with ODA, LDA will contribute funds amounting to a quarter of a million pounds geared towards venue, transport and staging the games expenses and 220 million pounds towards cleaning up the Olympic Park (T.C., 2006). Inherent risks in the project Risk analysis forms a critical aspect in any undertaking whether profitable or not Smith, et al., 2006). For the sponsors and the stakeholders of the main London Olympic Stadium project, there is a need to effectively predict probable risks to the project and put mechanisms in place to counter the threats or the perceived risks (G.B.N.A.O., 2008). Among inherent risks that organizers are bound to face in construction and making the London Olympic and Paralympics Games a reality are diverse. For effective risk management for the 2012 games, the organizers need to look back at past Olympic experiences (C.P.A., 2007). Security risks The mere fact that Olympic Games are an international event coupled with a global media coverage, many activists and protestors would more often than not, make use of the gathering to pass on their messages (Smith, et al., 2006). Therefore, global conflicts are, directed at the events with rising geographical, political, and social pressures. The imminent international security threats rise from terrorism. This is, illustrated by the bomb attacks on London’s subways immediately after the announcement it had won the bid to host the 2012 Olympic Games (C.P.A., 2007). The protests that characterized the Olympic Torch relay in China, riots in Atlanta and the Cold war in Munich are indications of the risks that come with hosting the Games. Managing risks for the 2012 Games is no easy task with the increasingly and rapidly changing market environments, outbreaks of flu viruses, increasing in Al-Qaeda insurgence and environmental concerns. This makes averting risks to third parties such as insurance agencies a costly business (Smith, et al., 2006). Increased Costs There is always risk that the construction of the venues and the transport and tele-communication infrastructures will not, be completed in time for the Games owing to the extensive projects (Speaight, 2009). This is despite the fact the organizers are on track, in making the 2012 Games successful like no other. The costs for completing the project may increase tremendously owing to increased in inflation rates in the United Kingdom’s economy (Smith, et al., 2006). The mere thought that anything wrong were to happen to the main Olympic Stadium is unfathomable, since it would be disastrous and underwhelming for the expectant fans, when relocating the cultural, opening and closing ceremonies to any other stadium (C.P.A., 2007). The multifaceted interconnection of London’s transport infrastructures opens a gap of risk in terms of congestion and delays to attend games since the locals still use the same routes when going about their normal day-to-day routines (T.C., 2006). Although the organizers have estimated the costs, the eventual profits may be lower than anticipated, and the legacy hyped so much may be unrealized. Many have criticized the restructuring of the stadium after the games, citing unprecedented increase in costs for doing so. Fluctuations of international exchange rates The 2012 London Olympic Games are prone to fluctuating foreign exchange rates. This adversely affects the funds emanating from international donors and sponsors. Decreased exchange rates influence the revenues expected to be a form of income for Londoners. This can be, managed effectively by use of hedging strategies (C.P.A., 2007). Poor turnout There is risk that people may opt to skip to attend the Olympic Games in London come 2012, for fear of security threat, and increased costs of living for those who will have to lodge for the days they will be in town (Smith, et al., 2006). Poor turnout at the Games will affect the income expected by the organizers. Moreover, translating the written objectives into deeds is not easy, and benefits associated with hosting the Games may be a pipe dream. Potential procurement route(s) used in the project and the current emerging and innovative procurement issues in the Facilities Management, Project Management for Construction and Construction Management process Success in any construction of mega projects such as the London Olympic Stadium is dependent on proper procurement processes. Procurement is the process of purchasing and getting services and commodities at minimum costs, in order to achieve goals and objectives set relative to location, value, capacity and time with minimal exposure to risks or threats (Kalakota & Robinson, 2001). The procurement process for 2012 Olympics entailed initial collection of information of the best suppliers; which integrates professional experts in engineering, architectural, design, planning and construction fields. Moreover, selections of suppliers who are able to collaborate well with ODA, and are efficient in service and product deliveries. Competitive bidding for tenders was, initiated in line with EU competitive procurement requirements. Suppliers forwarded their requests for proposals, information, tender, and quotations followed. In addition, trial tests for effectiveness and efficiency of services and products for procurement was done, and their references sought, evaluating the pricing, accessibility and product and service customization, delivery times and signing of the contracts ensued. The suppliers had to ensure on-time delivery, payment, and necessary installing and training was, done (T.C., 2006). The OLD has now been evaluating the progress to ensure the project is on course. The organizations chosen as delivery partners include Legacy, Bechtel, G3, and CLM. Compliance Oversight Board ensured transparency in the procurement process. The project boosts of not less than a thousand suppliers across all types of business supplying systems ranging from health, security, safety, food, sports, transport, services, venues and infrastructures, facilities, management and catering, technology, artists, and events and performance. In line with the goal of creating eco-friendly 2012 Games, the procurement process has taken into account procuring eco-friendly, minimum carbon emitting products and services, waste recycling, collection of rainwater and nesting technology. The 2012 procurement process has generated hundreds of job and business opportunities to the locals (G.B.N.A.O., 2008). With modern technology, organizations involved in procurement processes are not only able to competitively, choose the supplier with the best services, but able to select the one with lower priced products and services, by browsing their profiles on the internet (Masterman, & J.W.E. 2002). Information and communication flow is much easier, and the client can as easily replace a supplier if they do not live up to the expectations. Through technology, the procurement processes are much faster and more efficient, hence eliminating the risk of projects not being, completed in time. Technology has allowed project management to be easily and efficiently applied through formulation, implementation and monitoring of strategic plans and systems (Masterman, & J.W.E. 2002). As many suppliers as possible can access the web to search for organizations seeking tenders. Legal system applicable to the project and appropriate dispute resolution system Delivering a multi billion project such as the 2012 London Olympic Games is no easy task charged to ODA. Therefore, the Authority has conformed to international and local procurement policies to guide the process and achieve the set goals (G.B.N.A.O., 2008). The legislative structures conformed to present essential values and principles that will guide the process, which entails the stakeholder’s pledge to health, sustainable development, legacy, safety, and receiving worth for the invested resources. Through regular engagement between the stakeholders, organizers, suppliers and the labor-force ensures that barriers to delivery are efficiently, dealt with and they readily have insight about future programs (Kalakota & Robinson, 2001). Transparency in every plan developed and implemented is an avenue to avert disputes (Macfarlane, et al., 2002). Any supplier, sponsor or body involved in delivering the London Olympics 2012, is bound by contractual agreements. Contractual agreements are adhered to since; breaching those results in time wasting, is costly and destroys relationships and lines of communication (Smith, et al., 2006). The terms in the contract warn against unnecessary disputes and hold both parties accountable. In addition, it entails provision for arbitration that is in accordance with standards and rights of the industry. If disputes do arise, they will be resolved expeditiously and influenced by the situation at hand (Kalakota & Robinson, 2001). Recommendations (proposals for procurement) Since the procurement process in the London Olympics 2012 is a critical step in delivering the project that is not only economically and financially feasible but also, creates sustainability and legacy, there are a few recommendations that should be, evaluated, and implemented. This includes Easy access to information on the services and products that need tendering on the web All involved parties should adhere to professional code of ethics applying in their area of industry Adherence to confidentiality charters and clauses and procurement policies Proper management on issues and cases related to conflict of interests in systems and workforces Transparency in awarding tenders to all qualified suppliers Conformance to international guidelines on procurement processes and readily mitigating perceived risks and disputes during the procurement processes Ensuring the suppliers awarded adhere to the contractual agreements in regards to sustainability, benefits for the wider community and they are committed to implementing best construction, health, safety, quality and environmental practices Conclusion Delivering the London Olympic and Paralympics Games is a huge undertaking that ODL promises to be like no other. Other than ensuring on time completion of the venues, facilities and infrastructures, ODL has been keen on ensuring products, systems, processes, services and operations prior, during and after the 2012 Games conform to sustainability, recycling, low carbon emission and has a legacy. The project is under the management of key stakeholders, which include the - the London Organizing Committee of the Olympic Games and Paralympics Games, Olympic Delivery Authority, Olympic Lottery Distributor, The department of culture, media and sports, London Development Agency, and Greater London Authority. Among risks associated with the project are security risks, increased costs, fluctuating foreign exchange rates, failure to meet objectives and poor turn out. The procurement process is such that, OLD has conformed to procurement policies set out by the European Union. Through technology, buyers and sellers interested in the Olympic procurement process are able to not only register online and post their profiles, but also, are able to publish opportunities for tenders and analyze them respectively. Through the Olympic procurement process online, interested parties are able to apply, search, and track tenders. In addition, one is able to evaluate potential partners. The legislative structures conformed to present essential values and principles that will guide the process, which entails the stakeholder’s pledge to health, sustainable development, legacy, safety, and receiving worth for the invested resources. References Bloyce, D. & Smith, A. 2009. Sport, policy, and development: an introduction. New York City: Taylor & Francis. Bradbury, J. 2008. Devolution, regionalism and regional development: the UK experience. London: Routledge. C.P.A. 2007. 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E-business 2.0: roadmap for success. Boston: Addison-Wesley. Leigh, E. & B.P.H.C.P.A. 2008. The Budget for the London 2012 Olympic and Paralympics Games. London: The Stationery Office. Macfarlane, R., Cook, M., & J.R.F. 2002. Achieving community benefits through contracts: law, policy and practice. Bristol: The Policy Press. Masterman, & J.W.E. 2002. Innovating the Standard Procurement Process. New York City: Taylor & Francis. P.H.C.C.P.A. 2008. Preparing for sporting success at the London 2012 Olympic and Paralympics Games and beyond: forty-second report of session 2007-08: report, together with formal minutes, oral and written evidence. London: The Stationery Office. Poynter, G. & MacRury, I. 2009. Olympic cities: 2012 and the remaking of London. Surrey: Ashgate Publishing, Ltd. Smith, N.J., Merna, T. & Jobling, P. 2006. Managing risk in construction projects. Birmingham: Wiley-Blackwell. Speaight, A. 2009. Architect's Legal Handbook: The Law for Architects. London: Architectural Press. T.C. 2006. Going for Gold: Transport for London's 2012 Olympic Games; Third Report of Session 2005-06. London: The Stationery Office. What, L. 2004. Olympic Games. San Fracisco:Tachyon Publications. Whittingdale, J. 2008. London 2012 Games: Report, together with formal minutes. London: The Stationery Office. Young, D.C. 2004. A brief history of the Olympic Games. Birmingham: Wiley-Blackwell. Read More