evms london olympics 2012_david_birch

7/27/2019 EVMS London Olympics 2012_David_Birch

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Olympic Delivery Authority*

Earned Value in the London 2012 Programme

9 June 2009

*Prepared by CLM Delivery Partner Limited


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What well cover today

The Programme

The Challenges

The Structure

How we implemented

How is it working

Lessons Learned

Q & A, and your thoughts


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The Programme

The Olympic Park

Site Preparation and Infrastructure

Venues

International Broadcast Centre and

Main Press Centre

Olympic Village

Parkwide Projects (Including

Logistics & Security)

Off Park Venues

Transport

Programme Management


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The Beginning


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How its working

April 2009

Nov 2008


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Some Programme Statistics

9,000 construction workforce on the Olympic Park site at peak

Demolition of more than 220 buildings

1.5 million cubic metres of soil excavated (enough to fill more than 7

Wembley Stadiums), cleaned where necessary and re-used on Park

Two 6km tunnels and 200km of underground cabling installed

2.5km of railway sidings being decommissioned and cleared from the

centre of the Olympic ParkMore than 30 new bridges spanning rivers and railway lines

2,400 number of piles forming the foundation of the Aquatics Centre

12,000 tonnes of steel contained in the Olympic Stadium the same

weight as 1,558 double-decker buses

Current ODA Budget 7.47bn % complete = 36%

Programme Budget 9.33bn SPI=1.0 CPI=1.1


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The ChallengesA stable but flexible Programme WBS

One data collection structure

Earned Value as the common means of reporting progress over a

diverse programme of projects

Various funding sources and strict budgetary governance

Identification and integration of project interfaces

One week to turn around month end programme results

Programme completion date FIXED


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The Structure - Performance Measurement and Commercial Management

CLM Level 1 Schedule


Production

Database

Tier 1 Contractor Schedules

Labour (hours and cost)

Equipment

Materials

Supplies

Contracted Services

Transport and Travel

Other

External

DatrabaseResources &

NEC Activity List

Schedule Performance

& Cost Performance

Reports etc.

Detailed EV

and %Complete

Reviewed by

CLM - Summary

Submitted

Actual Cost

(via CLMCert)

COBRA

Earned

Value

Actual

Cost

ODA

Finance(Oracle)


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Reporting Cycle


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Implementation The System

Industry Standard systems selected and integrated Primavera P6

COBRA Super users for support and training

Robust and reliable IT infrastructure

Started with the WBS & WBS dictionary

Structured approach to breaking down work Allows roll-up from Contractor through project to programme level detail

Ensured use of one coding structure for collection of data to control

schedule and cost baselines

Scope Description, Definition, and Process Flow Diagrams

Created a fit to organisation needs and operations Essential activities were to document and agree (particularly interfaces)

Baseline document issued defining Scope and Budgets


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Implementation Documentation

Procedures Contain mandatory minimums Are fit for purpose

Allow for flexibility at working levels

Capture best practices and lessons learned

Instructions and Guidelines Detailed clarification and guidance

Include worked examples and templates

Training Based on procedures, instructions and guidelines

Mixture of online and interactive resources

Sharing of experiences and lessons learned


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Implementation - Assurance

Monthly Project and Programme reviews

Themed Project and Programme audits (focus on key

processes and/or identified areas of identified weakness)

Progressive collection of lessons learned

Implementation of necessary adjustments to workprocesses from findings


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Implementation The Challenges

People

Appropriate levels of experience in team members

Clear Roles, Responsibilities and Job descriptions

Attention to team mix and team dynamics

Clear team and personal objectives

Incentives for excellent performance

Communications

Clarity of verbal and written briefings and instructions

Multi-level communications driving understanding

Systems

Team and Contractor Training on system set-up and use


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How its working (Recording & Reporting Earned Value)

Quantified Activity Schedule

Records baseline construction quantities and

cumulative progress.

E.g.

# of piles / rakers / seats

m

3

of concreteTonnes of Steel

Tier 1 Contractor Detailed

Schedule

%

Complete

% complete applied against the budget to

calculate Earned Value


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Schedule




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Schedule



Tier 1 Contractor SummarySchedule

rolls

up


aligns

with


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Project Analysis

Monthly Reporting


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Benefits of EV on London 2012

Disciplined approach to measuring performance against a plan

Powerful tool for establishing Trends and giving early warnings

Enabler for Risk identification & implementation of successful

mitigation action plans

Facilitates effective forecasting

Allows roll-up of performance data to programme levels

2% 2% 2%

-

Planned Earned Actual SV () SV (%) CV () CV (%) SPI CPI

Current Period: 1,160 1,160 1,063 0 0.0% 97 9.1% 1.00 1.09

Cumulative: 3,537 3,537 3,313 0 0.0% 224 6.8% 1.00 1.07

Forecast end FY: 3,615 - 3,396

Budget AFC VAC () VAC (%) Committed Remaining Spent % Spent % Complete

At Completion: 220,000 220,000 0 0% 0 220,000 3,313 2% 2%

Budget Item

- Planned Earned Actual SPI CPI BAC AFC VAC

- - Design TBC TBC TBC TBC #VALUE! #VALUE! 13,161 TBC TBC

- - Construction TBC TBC TBC TBC #VALUE! #VALUE! 167,029 TBC TBC

- - ODA Operational TBC TBC TBC TBC #VALUE! #VALUE! - TBC TBC

Delivery Partner TBC TBC TBC TBC #VALUE! #VALUE! 490 TBC TBC

Other TBC TBC TBC TBC #VALUE! #VALUE! 4,320 TBC TBC

TOTAL 2% 3,537 3,537 3,313 1.00 1.07 185,000 185,000 0

- - - - -

- - - - -

- - - - -

- - - -

- - - - -

. .

, .

- .

SCHEDULE / COST PERF. INDEX

-

-

-

-

I

.

.

- ,

,

.

-

-

PROJECT PERFORMANCE / EARNED VALUE

COMMERCIALPlanned %

Complete

Actual %

CompleteActual % Spent

-

-

:

I .

I

,

.

-

-

-

-

.

.

COST SUMMARY

COST DETAIL

% CompleteCumulative At Completion

-

-

-

-

-

-

-

-

-

-

-

-I

0

1,000

2,000

3,000

4,000

5,000

6,000

0

50000000

100000000

150000000

200000000

250000000

Apr-

07

M

ay-

07

Jun-

07

Jul-

07

A

ug-

07

S

ep-

07

Oct-

07

Nov-

07

D

ec-

07

Jan-

08

F

eb-

08

M

ar-

08

0

1,000

2,000

3,000

4,000

5,000

Apr-0

7

May-

07

Jun-

07

Jul-0

7

Aug-

07

Sep-

07

Oct-0

7

Nov-

07

Dec-0

7

Jan-

08

Feb-

08

Mar-0

8

Baseline Budget Earned Value Actual Costs

0.50

0.70

0.90

1.10

1.30

1.50

1.70

1.90

2.10

2.30

Sep-

07

Oct-

07

Nov-

07

Dec-

07

Jan-

08

Feb-

08

Mar

-08

SPI CPI


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Lessons Learned

Dont assume your way of doing things is better, or that it is the

only way

Dont assume employees have all the needed skills

Dont assume that mgmt understand what you are trying to

accomplish

Provide right level of training, including:Customers and stakeholders organisations

Early intervention and training of Contractors team

Establish clear roles and responsibilities, and keep checking


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Lessons Learned

Everyone must work within the WBS structure

Cost collection system fully keyed in by coding

Contractors keyed in at lower levels

Spend the time and resources to get your baseline right it will

minimise heartache down the road

Services and Operations run on Level of Effort, performance

measured with KPIs or other metrics


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Last thoughts

Always try to influence the desired behaviour or decisions,

avoid telling individual or teams what to do

Be careful how and what you set as expectations, you can

always increase them (and make everyone happy)

Above all Keep i t s imple

Good luck, and start thinking of EV as a management tool, it ismuch more than just a reporting method!


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THANK YOU for letting me be part of YOUR morning!!

Your Questions

Your Thoughts

Your Comments


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27The official Emblem of the London Organising Committee of the Olympic Games

and Paralympic Games Ltd is protected by copyright. London Organising Committee

of the Olympic Games and Paralympic Games Ltd 2007. All rights reserved.

Thank youThank you

evms london olympics 2012_david_birch

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