The procurement strategies for the Olympic Stadium and the Aquatic Centre for the London 2012 Olympic Games
(Sprache: Englisch)
The International Olympic Committee announced on the 6th July 2005 that the Games of the 30th Olympiad in 2012 will take place in the city of London.
Three years later, a lot of preparation work has already been done to get London ready for hosting the...
Three years later, a lot of preparation work has already been done to get London ready for hosting the...
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The International Olympic Committee announced on the 6th July 2005 that the Games of the 30th Olympiad in 2012 will take place in the city of London.Three years later, a lot of preparation work has already been done to get London ready for hosting the world's most prestigious sporting occasion. Over 192 buildings have been demolished, one million cubic metres of soil excavated, two six kilometer tunnels and 200km of cabling are completed, and most of the contractors for the new sporting facilities are appointed.
The Olympic Park will be at the centre of this large development project and spans two million square metres of the Lower Lea Valley in East London. Most of the new build venues and sporting facilities will be sited here; amongst them are the two flagship venues: the Olympic Stadium and the Aquatics Centre. The construction and operation of these sports facilities for the Games will be undertaken by the London Organising Committee of the Olympic Games (LOCOG). The delivery of the venues in time, within budget and to the required standard, however, is the responsibility of the Olympic Delivery Authority (ODA). The ODA is a non-departmental public body and acts in essence as the delivery organisation for all the construction activity. In the Pre-Olympic phase (2005- 2011) the construction of the Olympic venues will be at the centre of public attention, and scrutiny. Construction industry practices will be placed under the microscope in the time leading up to the Games, especially the ODA's developed and introduced strategy for procuring the infrastructure.
This study aims to determine whether the procurement strategies chosen by the ODA are the right choice for delivering the two main venues in the Olympic Park in time, on budget and to the required quality. In order to answer this question, the approach of this study is to undertake extensive research in the subject area of construction procurement and to identify best practice in making procurement
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decisions for a project. In particular, the procurement strategies chosen by the ODA will be researched and their shortcomings identified. Based on this theoretical framework, the author will be able to undertake a systematic analysis of the decisions made by the ODA to procure the two most prestigious venues in the Olympic Park. As a main part of this analysis the author will conduct semistructured interviews with key people involved in the Olympics and with experts of MSc Management in Construction - the industry.
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Lese-Probe zu „The procurement strategies for the Olympic Stadium and the Aquatic Centre for the London 2012 Olympic Games “
Textprobe:Chapter 2, Literature review:
2.1, Introduction:
Sooner or later, every client to the construction industry will be confronted with the decision of how best to procure a project in order to minimise delay in commencement and completion, minimise risk, reduce disputes and disruption, obtain value for money and deliver the project within budget constraints and to set quality standards.
Over the past years researchers have attempted to define procurement strategies depending on the type of client involved and the characteristics of the project. Masterman (2004) provides a good background on this subject and says that although the determination of an appropriate procurement strategy is not the only reason for good project performance it is a significant contributory factor to achieve a high level of project success. Bower (2003) also argues that because of the fact that risk allocation, project management requirements, design approach, and the involvement of consultants and suppliers are very much linked together with the chosen procurement strategy, the decision on which strategy to choose has a major impact on the timescale and the overall cost of a project.
Despite the fact that Walker (1995) maintains the view that it is the relationship between team members and their subsequent performance that is the most significant factor in determining project success, the majority of research suggests that the decision of what procurement strategy to use is a crucial one to make considering the effect it will have on the following stages of the project.
Based on the above, it can be said that the procurement strategy chosen by the Olympic Delivery Authority (ODA) for the two main venues in the Olympic Park will have an impact on the successful project delivery. By choosing these strategies the ODA have set the stage on which the project must play out.
Initially, the author will step back a little from the research question and establish the basic terminology
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of construction procurement.
2.2, Terminology of construction procurement:
Procurement in construction generally embraces all those activities undertaken by a client seeking to construct or refurbish a building. The literature, however, is somewhat inconsistent in terms of the terminology it uses to describe procurement in construction. It is variously referred to as method, path, strategy or system. For that reason, it needs to be clarified what exactly is meant by these terms in the context of construction procurement and how they will be used by the author for the purpose of this work.
A typical construction project passes through a number of phases, from inception through to completion, with the inception phase commencing immediately after the client decides to construct a building. According to Masterman (2004) this inception phase is concerned with establishing a framework for successful project completion, the so called 'project strategy'.
The formation of a project strategy entails weighing up the benefits, risks and financial constraints that are attached to a project (JCT 2008). These will affect the choice of contractual arrangements. Masterman (2004) adds to this definition and says that developing such a project strategy is also concerned with carrying out a detailed assessment of the client's characteristics, the client's overall needs and objectives and also identifying the risks inherent in the project and the best environment to manage the design and construction.
This environment is created through the selection of an appropriate procurement strategy or procurement system, which in turn is made up of three elements. The main element is the procurement method or route, which is then complemented by the form of tender and the type and form of contract (Hanif 2007).
In order to finalise the discussion about the terminology the author would like to add that McDermott (1999) argues that the term procurement system should include not only the metho
2.2, Terminology of construction procurement:
Procurement in construction generally embraces all those activities undertaken by a client seeking to construct or refurbish a building. The literature, however, is somewhat inconsistent in terms of the terminology it uses to describe procurement in construction. It is variously referred to as method, path, strategy or system. For that reason, it needs to be clarified what exactly is meant by these terms in the context of construction procurement and how they will be used by the author for the purpose of this work.
A typical construction project passes through a number of phases, from inception through to completion, with the inception phase commencing immediately after the client decides to construct a building. According to Masterman (2004) this inception phase is concerned with establishing a framework for successful project completion, the so called 'project strategy'.
The formation of a project strategy entails weighing up the benefits, risks and financial constraints that are attached to a project (JCT 2008). These will affect the choice of contractual arrangements. Masterman (2004) adds to this definition and says that developing such a project strategy is also concerned with carrying out a detailed assessment of the client's characteristics, the client's overall needs and objectives and also identifying the risks inherent in the project and the best environment to manage the design and construction.
This environment is created through the selection of an appropriate procurement strategy or procurement system, which in turn is made up of three elements. The main element is the procurement method or route, which is then complemented by the form of tender and the type and form of contract (Hanif 2007).
In order to finalise the discussion about the terminology the author would like to add that McDermott (1999) argues that the term procurement system should include not only the metho
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Bibliographische Angaben
- Autor: Dirk von Plessen
- 2015, Erstauflage, 120 Seiten, Maße: 15,5 x 22 cm, Kartoniert (TB), Englisch
- Verlag: Anchor Academic Publishing
- ISBN-10: 3954893924
- ISBN-13: 9783954893928
Sprache:
Englisch
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