OLYMPIC CONVERSION PROJECT ASSIGNMENT

Document below is with the background data (references and commentary) to the scenario and the assumptions, which were considered realistic, made in generating the scenario following. This include three separate sources for the legacy project and two separate sources to the original London 2012 Olympic construction/operational project. London 2012 London Olympic Legacy project Aquatic Centre bid London won the Olympic bid on 6 July 2005 to stage the 2012 Olympic. The Olympic Games ran from 27 July to 12 August and the Paralympics Games ran from 29 August to 9 September and since then its creation began carefully within the framework laid down by the International Olympic Committee (IOC). The budget related to games was estimated to be 8.92 billion. (Guardian, 2012) This was distributed as 17% on sports venues, 18% on technology, 8.5% on transport, 8.5% on games workforce and 10% on administration. The budget was made up of secondary expenditures estimate and an expectation of income from the public via existing and new lottery games. Thirty three sporting facilities were proposed. Fifteen of the facilities are already present while 9 were to be built as permanent structure and the rest were proposed to be built as temporary structures. (DCMS, 2012). Located at the south-east corner via a bridge that forms part of the venues roof, is the Aquatic Centre, one of the permanent venues specially constructed. Its location forms part of the gateway to the Olympic park. The aquatic Centre is an indoor facility that was used for swimming, diving and synchronized swimming events. The Centre was planned to be reused by the local community, clubs and schools for a number of activities after the Games. The two temporary wings will be removed reducing its capacity from 17,500 to 2,500. It will still be possible to increase the venue capacity by 1000 for major competitions. In autumn 2012, the London Legacy Development Corporation (LLDC) became responsible for managing the ongoing regeneration and development of the Olympic park now named after the Queen as Queen Elizabeth Olympic Park. The LLDC being responsible for delivering a mix of sporting facilities, entertainment, homes and jobs to the local community had in January 2012 awarded Greenwich Leisure Limited (GLL) with the contract of managing the Aquatic Centre and Multi-use arena. Following the contract, GLL have are sub-contracting the venue to top bidders whose project aligns with the original plan of use like; restoration and management of the pools, family changing facilities, crche and cafe centres. GLL has just open the bidding for interested investors who will take up and complete the aquatic Centre reuse project as specified by the London Legacy Development Corporation. Along with more than 35 interested companies in the project, Our

Company, Leisure Biz Ltd are bidding to secure the restoration and management of the venue. The restoration work and setting up the management of the venue are encapsulated in 35 level tasks, showing the resources allocated to the tasks. Our project is purely base on restoring the venue, recruiting and setting up staffs to run the Centre. For the restoration, this will require hiring Hire 2 cranes @ 3500 per week, 2 crane drivers@ 600 per week, 1 project Manager@ 1500 per week, 2 construction Engineers @ 1000 per week, 2 Design Engineers @ 1000 per week, 1 Health and safety officer @ 800 per week, 6 construction workers @ 900 each per week = 5400 per week and 2 assistants @ 500 per week = 1000 per week. For recruiting and setting up the following is required; Centre director 28000 /pa, Pool Manager 32, 4000 /pa, Head Life guard 21,000 /pa, Concession manager 22,000 /pa, 4 front desk staffs 15,000 each/ pa, 15 Lifeguards 14000/pa, 4 Concession workers - 12000 /pa, 3 Cleaners - 5000 /pa. The restoration team are expected to work 5 days a week and 6 hour a day with rules about leave/working weeks, such as project teams being required to take leave/weeks off whenever there is a scheduled bank holiday in that week. The project tasks are not scheduled to be carried out on weekends or public holidays while the recruited team for running the Centre are expected to work on a shift Rota basis of 7hrs a day. Use the following photographic representation and commentary to solve question A - C Picture view of the 2012 Olympic Aquatic Centre. Building is in Olympic mode. No project is to be done at this stage

Picture view of the Aquatic Centre in its post-Olympic mode. Here, the 2 temporary seating wings are removed after the game leaving it in its original plan of 2500. (Your project has not begun yet)

Your project begins here. You are to

hire a work force who will mount the glass pane 2 cranes and a workforce to deliver the project

Complete transformation of the Aquatic centre After the Glass is installation is completed. This ends part A of the project

Information for completing all tasks for project A. Task: Installation of new glass panes: Duration: 70 days (excluding weekends) Only 10 panes can be mounted per day Requirements. a) Hire 2 cranes @ 3500 per week b) 2 crane drivers@ 600 per week c) 1 project Manager@ 1500 per week d) 2 construction Engineers @ 1000 per week e) 2 Design Engineers @ 1000 per week f) 1 Health and safety officer @ 800 per week g) 6 construction workers @ 900 each per week = 5400 per week h) 2 assistants @ 500 per week = 1000 per week

The project continues following the complete installation of the Glass panes.

25metere diving area

50 METER SWIMMING POOL

 The next stage requires Interior preparation of inspecting all the pool and other swimming facilities to ensure full functioning. Then Setting up an office and contracting building of website to enable online booking / reservation

This is then followed by; Advertising for vacancy, hiring and Training the following staff to manage the Centre. Centre director 28000 /pa Pool Manager 32, 4000 /pa Head Life guard 21,000 /pa Concession manager 22,000 /pa 4 front desk staffs 15,000 each/ pa 15 Lifeguards 14000/pa 4 Concession workers - 12000 /pa 3 Cleaners - 5000 /pa Setting up and getting the place ready for business including recruitment and training was estimated at 30 days

Recouping expenditure () 10% - every booking

(Charges: same as every local pool) Individual rate: 4.30 per/ swim Estimated use per year: 800,000 persons Income based on estimated visits (4.30 x 800,000) = 3,440,000.00 Recoup Exp. - Less 10% =

344,000.00 P/A

The entire project was estimated for 100 days And the cost was estimated for 253,300 Work out the new cost and time and let this reflect on your deliverables in task c

DELIVERABLES From the above scenario, do the following: a) Create a Task List of between 30 to 35 task in the format of the one shown in Appendix 1, for the legacy project you have described in part a). You will need to identify resources and durations as well as dependencies. All your tasks should be at approximately the same level i.e. not very large composite tasks mixed with minute and detailed activities. (Please use the task list below in appendix 1 as a guide to producing your own. You can make the necessary changes to fit your project.) b) Using the Task List created in part c), construct a precedence diagram in MS Excel of your legacy project, clearly showing the critical path activities and cascade activity numbers for all of your identified activities. c) Using the precedence diagram created in part d), create an unlevelled cascade bar chart (i.e. all activities scheduled to start at the earliest possible time) ordered by cascade activity number (CANs). The chart should clearly differentiate between critical activities and non-critical activities with float. All activities should be shown starting at their earliest start times and plotted against a weekly calendar, which should abide by the organizational rules you have given in the scenario about working weeks, which should be consistent throughout the duration of the project (i.e. you must not leave it that staff are expected to work 7 days/week every week of the year).

Appendix 1. EXAMPLE OF Task list identified for the Infinity bid for the IBC/MPC project.
Dependency Activity Description Arrange meet Infinity's Governing Board to discuss Media Centre investment Prepare for Board meeting: study OPLC's bidding process Meet/decision analysis: Infinity's Governing Board on Media Centre investment Draft outline bid from Infinity to OPLC Get Infinity's Board approval to continue with proposal to OPLC Create presentation for intention to bid to OPLC Submit Infinity's outline bid to OPLC at presentation Receive approval to continue with full proposal from OPLC Research commercial contractors to convert Broadcast Centre Draw up policy doc on use of contractors for conversion of Broadcast Centre Plan office and commercial space in Broadcast Centre Sign-up contractor for conversion of Broadcast Centre and agree contract Research commercial contractors to convert Press Centre Draw up policy document on use of contractors for conversion of Press Centre Draw up plans for division of space in Press Centre Sign-up contractor for conversion of Press Centre and agree contract Plan partition of Broadcast Centre commercial space into self-contained units Plan partition of Broadcast Centre offices into business units Plan partition Press Centre space into Innovation, Education + Technology units GB1 & GB2 GB3 GB4 GB3 GB5 & GB6 GB7 GB8 GB8 GB8 PP1 & PP2 & PP3 GB8 GB8 GB8 PP5 & PP6 & PP7 PP4 PP4 PP8 Duration (weeks) 3 1 2 4 2 2 1 6 4 2 6 3 5 4 11 2 20 14 22 Resources 1 2 2 3 1 2 1 1 3 2 5 2 3 3 4 2 3 2 4 Resources (types) 1 PM 1 CE; 1 DE 1 PM; 1 DE 1 PM; 1 CE; 1 DE 1 DE 1 PM; 1 SE 1 PM 1 PM 2 CE; 1 SE 1 PM; 1 CE 2 CE; 2 DE; 1 SE 2 CE 2 DE; 1 SE 1 PM; 1 CE; 1 DE 2 DE; 2 SE 1 PM; 1 CE 1 CE; 1 DE; 1 SE 1 CE; 1 DE 2 CE; 1 DE; 1 SE

Activity No.

GB1 GB2 GB3 GB4 GB5 GB6 GB7 GB8 PP1 PP2 PP3 PP4 PP5 PP6 PP7 PP8 BC1 BC2 BC3

BC4 RC1 RC2 RC3 RC4 RC5 RC6 CC1 CC2 CC3 CC4 CC5 CC6 CC7 CC8 CC9 SD1 SD2 SD3 SD4

Approve conversion plans complete Canvass HEIs in SE England to link to Infinity's new Press Centre conversion Canvass high-tec innovation companies in southern England to use Infinity's new Press Centre conversion Agree terms and conditions with preferred HEI for link to new Press Centre Agree terms/conditions with preferred innovation cos to use new Press Centre Report to Infinity's Board on contracts agreed Get sign-off from Infinity's Board to outsource project for implementation to Infinity Media Centre plc Arrange meeting with Government (BIS) and cloud computing providers Draw up agreement on siting and funding of cloud computing enterprise centre at converted Broadcast Centre Sign-off agreement with BIS and cloud computing provider for new installation at converted Broadcast Centre Plan with cloud computing provider for broadband infrastructure installation Research and recruit optic fibre broadband installation contractor Research and recruit contractor for server-farm control software development Set up potential project team for cloud computing unit installation Research/recruit contractor to modify climate-control sys in cloud computing unit Get quotes from contractor for climate-control systems for cloud computing unit Estimate software development needs for cloud computing unit software Estimate software size, effort and development time for infrastructure Estimate software size, effort and development time for control systems Compile report on systems for cloud computing unit

BC1 & BC2 & BC3 PP7 PP7 RC1 RC2 RC3 & RC4 BC4 & RC5 & SD4 PP3 CC1 CC2 CC3 CC3 CC3 CC4 & CC5 & CC6 CC4 CC8 CC7 SD1 SD1 CC9 & SD2 & SD3

3 3 6 2 3 2 4 3 6 2 5 2 3 2 3 4 2 5 4 3

2 1 2 2 1 2 1 1 2 2 2 2 3 1 2 2 4 4 2 3

1 PM; 1 CE 1 DE 1 DE; 1 SE 1 DE; 1 SE 1 PM 1 PM; 1 CE 1 PM 1 CE 2 SE 1 CE; 1 SE 1 CE; 1 SE 2 SE 1 DE; 2 SE 1 PM 1 CE; 1 DE 1 CE; 1 SE 2 DE; 2 SE 1 PM; 2DE; 1SE 1 CE; 1 SE 1 PM; 1DE; 1SE