London Olympics 2012 Project Management

2044 Words5 Pages

Unlike any other project, London Olympic was not a usual project but had many requirements associated with sports, organization, venues and infrastructure, financing, ticketing, tourism as well as branding. In addition, the key requirements of this project were the construction of venues as well as infrastructure, development of public transportation systems and the finances. Although, it was one of its kind’s project, but at the end, London made it. The success of this project can simply be noted from the fact that the entire project was delivered on time as well as within the financial budgets and resources. Moreover, significant contribution was made by thousands of volunteers, no such issues and threat was experienced throughout the entire event as well as the opening and closing ceremonies were highly admires across the world. Some key facts and outcomes are presented below; Numbers of Athletes – 10,568 219 million viewers Economic Impact – GBP 16.5 billion Spending by Visitors – GBP 760 million These findings lead to understand that the London Olympics did not only gained the worldwide attraction, but was also one major source to strengthen the UK’s economy (Olympic ORG, 2012). Project Risk Management: Security and Geopolitics: It is a fact that planning, organizing, executing, controlling and monitoring such a huge and mega project is not a piece of cake. Especially when it comes to the manage thousands of visitors and tourists in one specified location and venue is always a critical job for the organizers. More so, in recent years, the terrorism activities have increased to the greatest extent. Similar was the case with London which had experienced the 7/7 bombing few years before this mega event (House of Commons, 2007... ... middle of paper ... ...ailable at: http://www.olympic.org/Documents/Reference_documents_Factsheets/London_2012_Facts_and_Figures-eng.pdf Olymponomics, 2008, London 2012: Olympic Risk, Risk Management and Olymponomics, Accessed on 29th May 2014, Available at: http://olymponomics.wordpress.com/2008/09/29/london-2012-olympic-risk-risk-management-and-olymponomics/ Söderlund, J. 2004. Building theories of project management: past research, questions for the future.International Journal of Project Management, 22 (3), pp. 183-191. Srivannaboon, S. and Milosevic, D. 2006. A two-way influence between business strategy and project management. International Journal of Project Management, 24 (6), pp. 493-505. Van Der Merwe, A. 2002. Project management and business development: integrating strategy, structure, processes and projects. International Journal of Project Management, 20 (5), pp. 401-411.

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