Project Case

1

In terms of attributes of project, the Sydney 2000 Games apparently had all essential attributes and organized well. Well-managed operational and logistical plans were under the clear objective of the Game. Series of interdependent tasks, resources and specific timeline were made.

One the other hand, the committee took unforeseen circumstances into account. The communication mechanism was perfect and effective for their risk management.

Finally, budget was made in detail.

2

Firstly, the operation during 16 days of the game is a key point. A Games-wide mechanism for integrated operations and decision-making called Command, Control and Communications was built. Games Coordination Group decided the integration of the various Olympic agencies and ensuring their respective operational readiness. In that case, communications and resource utilizations became effective.

Secondly, the timeline is another key factor for success. The staging of the Olympics was broken down into several stages. Taking the time to develop a well thought-out plan before the start of the project is critical to the successful accomplishment of any project.

Last but not least, risk management was well done, and, to great extent, made the game successful. The SOCOG established a Risk Management Program to develop strategies for risks. SOCOG’s Risk Management were responsible for seven areas. Above all, financial contingency was given a much greater priority and importance. Substantial funds were included at the early stages of budgeting to prepare for unexpected and unforeseen risks. Risk mitigation plans were devised for the Y2K risks identified

3

Four main questions they should ask themselves.

1) Whether they have partnerships and co-operation