Презентации УП 2013 / Wayle (2)

Challenges overcome and lessons learned

•A robust baseline plan needs to be developed as soon as possible - and then it must be consistently controlled, maintained and resourced – “single source of truth”

•The planning process must identify all major project deliverables, not just the functional effort assumed to be required to deliver a project

•Physical progress must be assessed routinely not just cost, e.g. performance metrics, milestones

•Business systems and processes need to provide data in a timely manner (e.g. costs) and need to be structurally compatible with the needs of the management system.

•A comprehensive change control system is required to ensure change is consistently managed through all the components (i.e. WBS, OBS, Scope, Schedule, Budget, etc.)

•Align cost and schedule to enable concise performance measurement, e.g. cost and resource loading, EVM

•Aligning the reporting / governance calendar between all data contributors and report users was essential in creating a lean and workable reporting process

London Olympics and Paralympic Games 2012, UK

• Large-scale programme management to create venues and infrastructure for world-class sporting event.

• CLM responsible for creating the £9.35 billion of infrastructure and venues for the 2012 Games, including a 2.5km Olympic Park and an Olympic Village comprising 17,000 beds and, later, nearly 3,000 new homes

• Europe’s biggest construction project – delivered on time, to budget.

London Olympics and Paralympic Games 2012, UK

• Aligned to ODA priority themes.

• All major venues – including the ‘big five’ – delivered on time and to budget.

• Temporary venue construction and venue overlay.

• Vast site clean-up – 10 years of remediation in just four years.

• Major landscaping and public realm works.

London Olympics and Paralympic Games 2012, UK

•Extensive infrastructure and utilities.

•Extensive logistics delivery.

•Security provision including an electrified fence with CCTV and detection systems, hostile vehicle measures, and radiological detection.

•£870 million worth of savings delivered.

•Pushing the boundaries of sustainability – carbon emissions cut by 50%, 90% of material from demolition reused or recycled.

Ashghal, Qatar

• JV between Mace and EC Harris

• Programme management of Qatar Public Works Authority

– Buildings Division

• Original core work stream = QAR 35.9bn

• 12 health projects; 6 education projects; 15 general projects; 1 port project

Ashghal, Qatar

Qatari University Master Plan

• 5.5million m2

• Circa QAR 8bn

• 23,000 students by 2020

Ashghal, Qatar

Lusail Olympic

Master Plan

• London 2012 =

237Ha; Lusail =

183 Ha

• Non-event

areas cost QAR

10.4bn

Ashghal, Qatar

Qatari Cultural & Sports Hub Master Plan

• 740 Ha

• Lusail Olympic Precinct

• Port redevelopment

• Corniche development

• Olympic rowing lake

• FIFA 2022

Stadium

• QAR 42.15bn

Gutenborg, St Petersburg

• SPb Renovation 20-25 year programme

• 22 projects in total – Gutenborg is just one

• Delivery partner – involves project, design, cost and construction management, and technical supervision

• Aim to rehouse 400,000 people (10% St Petersburg population)

• Vision: providing higher quality residential units at a lower cost, over a shorter timescale than has ever been achieved in Russia