Introduction

1. Project Background and Business Case

2. Project Charter and Scope Statement
3. Stakeholder Identification and Management
4. Work Breakdown Structure (WBS) and WBS Dictionary
5. Project Schedule
6. Project Budget
7. Earned Value Management
8. Communication Management
9. Lessons Learned
10. Conclusion
11. Questions?

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Project Background and Business Case

• Strategic goal:
Host the winter games in
2022 successfully

• Advantages:
Raise profile of the city,
Both long and short-term
economic benefits

• Disadvantages:
Risk of financial losses

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Project Background and Business Case

• Establish the project budget, and use it as basis for managing

costs

• Focus on five key areas: people, equipment, specialist

knowledge, services, and unknown items

• Look for financing mechanism: 55% public / 45% private

• Other features suggested by the International Olympic

Committee, if they add value to the city

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Preliminary Financial statement

Top-Down estimate /Rough order of magnitude (ROM), 50 to 100% accuracy.

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Project charter
Project timeline
•Project start date: 31 November 2016
•Project end date: 15 December 2021
Project objective
•Ensuring that the existing infrastructure, such as hotels and
venues have enough capacity for this event or upgrading and
building new ones in case the capacity is not sufficient.
•Providing continuous and productive communication
between stakeholders.

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Project charter
Approaches

• Analysis of previous Olympic events such as Vancouver.

• All companies and contractor must be Canadian for boosting
the economy.
• Continuous and effective communications with Olympics
committee and all other contractors.
• Conducting public surveys for gathering people ideas for
better design of new buildings and better holding this event.

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Project charter
Main project success area
•Finishing the whole project before 15th December 2021
•Meeting the international standards of Olympics.
•complying with all of Canada regulations and laws
•Safety and security
•Raising the awareness and public perception about the
project by all forms of media. (News, social media and etc.)

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Scope Statement
Project justification
•$ 2.59 Billion Benefit
•Creating more than 45,000 jobs
•Attracting more than 650,000 visitors
•Diversifying the economy
Product-related deliverables:
•5 facilitated city venues, 6 mountain venues, a community
center and providing sufficient accommodation capacity
•An upgraded transportation system and airport
•Fully secure city

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Scope Statement
Project exclusion
•Selling event tickets
•Selecting judges
•Visa process
•Airplane tickets
Project constraints
•Time
•Budget
•Quality

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Stakeholder Identification
• Step 1: Identifying Stakeholders
Name Position Internal/External Project Role

Don Iverson Mayor of Edmonton External Project Sponsor and Financier

Mohsen Safaei Manager Internal Project Manager

Stephen Keep Construction Specialist Internal Team Member

Javier Barrios IT specialist Internal Team Member

Isabel Peñaloza Lawyer Internal Team Member

Padan MacRae Events Coordinator Internal Team Member

Lianne Keith Olympics Federation External Team Member

Representative

Edmonton Citizens Community External N/A

Athletes Olympic Competitors External Compete in the Games.

Government of Canadian Offices External The offices which maintain standard for quality, etc. Also require permitting etc.
Canada

Zhigang (Will) Tian Senior Consultant Internal Provides expertise towards planning the games.

Employees Various External Build the necessary infrastructure, operate facilities during the games.

Olympic Patrons Community External Watch the Olympics.

Frank Jones Supplier of Materials External Supply necessary building materials the games.

Jeff McIntyre Supplier of Equipment External Supply necessary equipment for the games.

George Ross Manager of NewBuilding Inc. External Manages operations at NewBuildings Inc. The subcontractor responsible for all new Olympic infrastructures.

Henry Smith Manager of Reno Inc. External Manages operations at Reno Inc. The subcontractor responsible for upgrading current venues to Olympic standards.

Rachel Notley Alberta Premier External Head of Alberta Government

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 Stakeholder Management
• Step 2: Creating Management Strategies
Name Level of Level of Potential Management Strategies
Interest Influence
Don Iverson High Mid Don wishes to use the Olympics to generate publicity for Edmonton. Although he is highly Interested in the project, he also has a very busy schedule
as the Mayor of Edmonton. Communicate with Don mostly through quick phone calls keeping him updated on major project milestones so that he
may talk with the media. Monthly meeting to bring him fully up to date.
Government High High The Government of Canada follows a regimented, bureaucratic system. Ensure in all dealing with the government to be formal, and succinct. Follow
of Canada all governmental procedures strictly and meet all deadlines to avoid potential fines and delays.
Frank Jones High Low This is the largest contract Frank’s company has ever received. They are highly motivated to have complete customer satisfaction; however, they
may have some trouble adjusting to the increase of product they will be moving. Ensure to inform Frank of all possible orders as soon as possible
and be very clear setting deadlines.
Henry Smith Mid Mid Henry is known for producing quality work; however he commonly gets lost in small details and goes over schedule. Ensure to have weekly
meetings to go over progress and reiterate what the priorities of the project are.
Rachel High High Rachel Notley is interested in using the international platform provided by the Olympics to repair Alberta’s tarnished image from the Oil Sands.
Notley Show her how the Olympics can create a green public image, provide periodic updates regarding green initiatives being implemented at the
Olympics.
Edmonton Mid Low The Citizens of Edmonton’s primary interest is ensuring that the Olympics do not have any negative impact on their day to day lives. Use marketing
Citizens campaigns to advertise the positive aspects of the Olympics and to inform them of any potential disruptions well in advance.
George Ross High Mid George has dealt with large scale infrastructure project before and should be easy to deal with. No special advice needed.

Jeff McIntyre High Low Jeff is an old school businessman who rarely checks his email. For best response times ensure to call first and then follow up with an email to create
a paper trail.
Lianne Keith Low High Lianne has become bored with her work at the Olympic Federation and does not seem to be putting much effort into the 2022 games. Ensure to
follow up on any requests multiple times and to receive written confirmation that tasks are completed.

Athletes High Low The Athletes are excited to compete at the games and should be easily managed. Quickly deal with any issues they raise to prevent media backlash.

Olympic Mid Low Set up a dedicated complaint line to deal with issues which Olympic patrons have.
Patrons

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Work Breakdown Structure (WBS)

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Work Breakdown Structure (WBS)

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Work Breakdown Structure (WBS)

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WBS Dictionary

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Project Schedule

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Project Schedule

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Project Schedule

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Project Budget

Bottom-up estimate, 5 to 10% accuracy.

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Project Budget

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Earned Value Management
Earned value capture at February 2017
No Activity Planned value Percent Earned value BAC
completion
1 Infrastructure $ 53,928,000 92 $ 49,561,840 $ 396,332,213

1.1 Master Planning $ 2,136,000 100 $ 2,136,000 $ 2,136,000

1.2 Utilities $ 3,346,200 99.6 $ 3,332,760 $ 23,609,560

1.3 Structures, Bridges &Highways $ 48,445,800 91 $ 44,093,080 $ 370,586,653
2 Venues $ 66,995,700 92 $ 61,809,650 $ 1,669,452,900
2.1 Edmonton Venues $ 66,995,700 92 $ 61,809,650 $ 1,669,452,900
3 Logistics $ 22,249,795 90 $ 20,055,992 $ 298,508,075
3.1 Material Logistics $0 $0 $ 60,337,400
3.2 Logistics Facilities $0 $ 0 $ 49,078,200
3.3 Environmental Plan - Materials $ 3,222,750 94 $ 3,033,150 $ 70,530,750
3.4 People Logistics $ 4,800,000 95 $ 4,560,000 $ 5,280,100
3.5 Security $ 14,227,045 88 $ 12,462,843 $ 113,281,625

4 Park wide-Community projects $ 9,960,000 87 $ 8,684,960 $ 167,956,800

Total $ 153,133,495 91 $ 140,112,422 $ 2,608,060,838.

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Earned value indices
Term Initials Value

Planned Value PV $ 153,133,495

Earned Value EV $ 140,112,442
Actual cost AC $ 132,856,421
Budgeted at completion BAC $ 2,608,060,838
Cost variance CV= (EV-AC) $ 7,256,020
Schedule variance SV=(EV-PV) $ - 13,021,052
Cost performance index CPI=(EV/AC) 1.05

Schedule performance index SPI=(EV/PV) 0.91

Estimate at completion EAC=(BAC/CPI) $ 2,472,996,858

Estimate time to complete Original time estimate/SPI 86 month

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Project Communications Plan
How to communicate??
Internal External

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Project Communications Plan
Internal Communications Plan
Frequency
Communicatio Communications, Human achievements and aspects to be
Directive Meetings Bi-monthly
Department meetings Monthly
Inter-Department
Bi-weekly
technical Meetings
General Staff Communicatio other department related
Variable
Communications
Communication
Leader Participants Product
Method
Project, Technical, Safety, Report containing main
Interactive
ns Manager Resources, Finantial solved,including actions and next
Manager steps
Meeting minutes with control of
Department Manager,
Department actions and activities from
Department leaders, Interactive
Manager previous Department meetings, as
communications leader
well as it status.
Internal minutes pointing specific
aspects discussed, and bottle
Department Department leader and
necks faced during the execution, Interactive
leader staff
as well as next steps which will be
monitored in subsequent meetings
Different emails to inform all the
staff involved in the project about
Communications and any
important updates or activities
such as upcoming audits, internal Push
ns Manager to the updates/news to be
street closures due to machinery
informed
movilization, certifications and
awards, etc
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Project Communications Plan
External Communications Plan
Communication
Frequency Leader Participants Product
Method
Information about activities that
Communications and any may impat the daily routine of the
Local TV/Radio Communicati other department related community will be informed on a
Variable Pull
Advertising ons Manager to the updates/news to be daily basis (several times per day)
informed at least 2 weeks before the
activity begins
Meeting minutes with control of
Department Manager,
Local Newspaper/Mail Department actions and activities from
Monthly Department leaders, Push/Pull
Advertising Manager previous Department meetings,
communications leader
as well as it status.
Internal minutes pointing specific
aspects discussed, and bottle
Department Department leader and necks faced during the execution,
Website information Bi-weekly Pull
leader staff as well as next steps which will be
monitored in subsequent
meetings
Information about activities that
National and Communications and any may impat the daily routine of the
International Communicati other department related community will be informed on a
Variable Pull
TV/Radio/Newspaper ons Manager to the updates/news to be daily basis (several times per day)
Advertising informed at least 2 weeks before the
activity begins

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Lessons Learned
• Lessons can be learned from both the positive
and negative aspects of a project.

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Lessons Learned

What went well? What went poorly?

Stakeholders were all satisfied Procurement.
with the project.
Schedule was maintained. Integration Management.
Internal and External Human Resources
Communication. Management.
Project was completed within
budget.

• What lessons can be drawn from this?

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Conclusions
•Approximate length of project is 4.2 years
•Approximate cost of project is $ 3.8 Billion
•Over 60 reporting sub-projects
•Over 1000+ individual work packages
•Millions of stakeholders – global scale

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Questions
•Question and Answer period

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