2002 Salt Lake City Olympics

Section II cutting Study II The Salt Lake Organising deputation 2002 Olympics Our analysis of the case say had the undermentioned(a) objectives 1. To focus on the subprogram of the spic-and-span attention in rede featureing the arranging to promise achieverful implementation of the 2002 pass Olympics 2. To localize the practices involved in the dissimilar stages of the nominate life cycle 3. To discover how interrogation and organisation rivet risk and incredulity when proposalning a superstar-time event such(prenominal) as the Olympics.The bribery outrage and how it underpins the duration of events The bribery scandal had a massive impact on the planning of the Olympics as the pecuniary viability of the games depended on the involvement of various stakeholders and their reaction to the scandal could define the last-ditch success of the event, for example The SLC Olympics were origin tout ensembley reckoned at $ 1. 55 billion, as $ 751 million was expect to materialize from sponsorships. At the time, this figure meant that SLOC would sign up sponsors far in overmuchness of what had been done in preliminary overwinter Games.In the wake of the scandal one overdelicate negotiation with health-care giant Johnson & Johnson was broken glowering followed by withdrawals from new(prenominal) sponsors. After the scandal the federal government, which was meant to provide funds for fare and security, pulled back The impact of the scandal on the general public should also be taken into consideration, as deal would be expected to purchase tickets and turn the Games into a economic blood line venture.After the scandal SLOC value the need to separate the tainted committal of the past from its future whence, Mitt Romney was brought in as CEO and Fraser lead as murmur. The challenges were decently identified right from the commencement exercise of their appointment $400 million reckon deficit, knowledge gap, deficiency of relevant have intercourse, impaired organisation, cater operating in silos, young volunteer staff, no operational plan in specify.Effective action plans were implemented in order to tackle the above challenges tiered level of importance expense sorting was introduced, invigorated revenue generating areas were identified, people with solid internationalistic event bed were brought in and meld with those that had no such introductory experience, the organisation was flattened to shorten the outdo in the midst of Romney and tip and some hear operable areas, staff was empowered by top heed to surveil up with get solutions to challenges, an organisational culture was built up to form all staff the ense of gross purpose. Hugely optimistic budget As a result of the scandal, the budget condition to Romney when he joined SLOC reflected millions of revenue dollars incredible to materialize. Due to the alive challenges, the financial dodge became the core forecast strategy. The objective of the new financial strategy was to restore agency by creating a validated budget while keeping the books wide open. The complete governance of managing the examine is therefore, severely squeeze by this strategy. Cash flow rules with embolden from the bottomIn order to cut unnecessary tolls, Bullock categorized all expenses into what he called a tired level of importance. The salmagundi took care of a lot of overheads automatically. Bullock also developed further Romneys idea of identifying new revenue generating areas sponsors were approached to subscribe in as many gaps in the budget as possible for example, SLOC confident(p) Microsoft to develop and host the website as a sponsor. To secure the necessary cuts, Bullock accomplished he had to win the leave of Olympic staffers.Bullock made sure the staff knew the privation of choice scenario behind the strategy of salute cuts, but more importantly he wanted his staff to feel flourishing with the cost cuts philosophy and incorporate it into their own decision making. He let the structural wanglers decide on their own lists of priorities when suggesting cost cuts. In this intellect, the focus of SLOC was to empower its focusing teams to settle up with their own solutions to challenges quite than enforcing decisions using top-down authoritative approach.Restructuring the impaired organization, packing in experienced have it awayrs and mental synthesis organizational culture Along with the discernment of the budget, Romney and Bullock reviewed the inherited organization and observed a number of issues The organization was indisposed structured as the staff operated in silos and some key functions were 2-3 steps onward from Bullock and Romney, when they should have reported at present to one or both of them.The pretend was to flatten the organization by elevating 18 positions to the managing director level, each answerable for overseeing some(prenominal) functions and ve nues and reporting directly to Romney and/or Bullock. in that respect was no transfer of knowledge between Games, although held regularly since 1896. The solution for this was to bring in at least one psyche with prior Olympics experience to work in each functional department. This enabled the little buckram knowledge transfer between Olympics almost of the staff would consist of inexperienced volunteers who demand to be integrated with the few staff who had significant international event experience.As one of the managing directors elaborated people with contrasting line of reasoning histories who cannot be promoted are doing the same hypothecate for a fixed period of time. What therefore sets the Olympics apart from a typical business is the lack of corporate culture, history, and future. To compensate for the lack of experience in running international events of enormous complexity like the Olympics, and to give all staff a frequent purpose, Romney developed a list of 5 core principles, which he and Bullock held as SLOCs guiding principles and which they consistently communicated to all staff to give a sense of common purpose.Developing the operational plan and change by reversal to venue-based attention Although the technological side of the dispatch was on track ( expression the facilities for the Olympics), there was no operational plan in place as to how to run the venues during the game. Matt Lehman was hired as project theatre director responsible for the action plans. A year in the lead the games the management process was changed from functional business to venue responsibility, which meant that the operational plans could be well-tried and validated. Testing of functional plansThe commitment to a defect-free Winter Olympics resulted in the testing of plans prior to the starting of the games, the following verification and validation approaches took place venue testing, gaining insights into major customers experience reviews, op erations simulations, test events, and dress rehearsals. deliberate outcomes The SLOC case think contains many DOs with regard to project management and the role of the project leader. The new management had successfully turned an underbudgeted project into a profitable one. Leadership and the ability to deputise were very well performed by the COO Fraser Bullock and the CEO Mitt Romney.They managed to bring back sponsors and restored confidence at bottom the organization. The success of the programme is based on the following factors Despite the lack of previous relevant experience, the Romney/Bullock tandem perfectly mute that results are turn ined by people at bottom a validated budget. The right people were identified and hired. By securing the budget, restructuring the organization, and empowering the staff to come up with their own solutions to daily challenges the tandem managed to balance the trade offs among cost, time, scope, quality and risks and deliver the Game s. Both possessed the skill sets that allowed them to manage the processes and lead the staff by applying technical and adaptive approaches to solving project challenges. Issues were bely identified right from the start correct remedies were applied to tackle the issues rather than exactly the symptoms. Bullocks previous experience in turning money loosing companies into profitable businesses provided him with a set of skills quite relevant to his SLOC appointment.He had previously done the same financial makeover the Salt Lake City Games needed to other companies, providing him with the confidence that he could enter an strange industry and become conversant with it later a short assessment period. Operational success was ensured by hiring a skipper project music director (Matt Lehman) to overview the creation and execution of the operational plans. Risks were identified and tested 6 months prior to the Olympics the operational plans were tested, amended (if required), and va lidated. SLOC planned, kill and implemented the successful Salt Lake Winter Olympics through following the methodology of concurrent Engineering an integrated approach which defines a project model, divides the project into major systems thence and delivers the project in a undivided phase. Each part or system is entrusted to a team consisting of experts. This approach helped to reduce project delivery times and be despite increased uncertainties, ambiguities, and complexities that surrounded the project. My organization is a functional one and doesnt have a dedicated project management team.Projects are managed within the existing functional hierarchy of the organization. Once management decides on a particular project, the different parts of the project are delegated to the single functional units. The fact that project participants come from different functional backgrounds a lot makes projects effortful to co-ordinate and execute. For this reason projects are often view ed as an additional burden to which functional managers could be reluctant to allocate resources. Ultimately, staff is not truly motivated to enrol as projects are seen as something outside the scope of their usual responsibilities.The SLOC case contain represents a good example of how to constrain a cohesive environment in which a cross-functional team could best employment the creativity and capabilities it can provide. The case study shows that it is not enough just to manage a cross-functional team, it needs a square leader. On another hand, the case study provides an excellent example of how the project manager should be aware when to use the project manager hat versus the technical specialiser hat as ultimately, the project manager should focus on their role as the leader and let the team do by their tasks according to their experience and expertise.The case study demonstrates how the project managers role on the outside should be building support and sponsorship from ke y stakeholders and building trust and creating an environment of open communication within the project team. Projects in my organisation would be more successful if these ideas are collapse incorporated in practice.