Civil Engineering Reference
In-Depth Information
…on time,…
Then
we will be seen as
delivering value for
Accountability
…within agreed budget,…
money
Then/If
…call on public funds…
Stakeholders
our stakeholders see
our output as making a
difference…
To deliver the Olympic
Park and all venues…
Then/If
our delivery is excellent
…
Delivery
…to specification…
Then/If
we can address a
sustainable legacy…
…providing for a
sustainable legacy…
Sustainability
sustainable
If
People
we develop our
people…
Figure 3.2
The logic and implications of themes derived from the vision
statement.
can be carried out in a workshop scenario, which also helps to consoli-
date a common understanding of the programme goals and how they
relate to the client's aspirations and vision.
Each theme or perspective should have between one and three strate-
gic goals. These goals need to be tangible, measurable and understood
by the programme team. Also, the goals need to be looked at not only
in isolation, but how and why they are linked. Figure 3.3 illustrates the
linkages between the various strategic goals within the framework of
the themes shown on the left. These linkages are important, as manag-
ing performance requires all the measures to be aligned to the ultimate
vision.
Once the strategic goals have been agreed and linked, the next step is
to assess what success might look like. Critical success factors (CSF)
