Civil Engineering Reference
In-Depth Information
business case for delivering the built assets of their programme, even
though the client may not be in a position to prioritise their objectives
or set out their strategic thinking. However, through discussions with
the client body, starting at the highest level of requirement, it is possible
to establish priorities with increasing levels of detail and eventually
weight the key value criteria. By weighting the relative importance of
the different aims, the supply chain can respond with their best offer to
meet those specifi c requirements and therefore deliver success as defi ned
by the client's values. The ultimate aim is to develop a framework for
measuring performance during delivery and a 'balanced scorecard' that
can act as a framework for procurement, against which tenders can be
assessed and delivery outputs can be measured.
All from a project vision
The starting point for organising and managing a construction pro-
gramme, even of the size of London 2012, is to agree a vision statement,
which is a broad statement of the purpose to be served. Only when the
destination is agreed is it possible to determine the most effi cient route
to the ultimate objective. Specifi c themes or 'perspectives' then emerge
from a relatively short vision statement.
According to Armitt (2012), there were six priority themes underpin-
ning the construction of the venues and infrastructure. These themes
were design and accessibility; employment and skills; equality and
inclusion; health, safety and security; sustainability; and legacy.
The programme vision becomes the key statement, against which the
benefi ts of the programme can be measured and it forms the basis for
the programme strategy, including the procurement strategy and the
management of the supply chain.
The vision statement used for the infrastructure works for the London
2012 games stated:
'To deliver the Olympic Park and all venues on time, within agreed
budget and to specifi cation, minimising the call on public funds and
providing for a sustainable legacy.'
Once agreed, the vision can be broken down into a number of key per-
spectives. Breaking down the key perspectives can be carried out in a
workshop with the client and key programme management staff, to
