2002 Salt Lake City Olympics

Section II Case Study II The Salt Lake Organising committal 2002 Olympics Our analysis of the courtship study had the following objectives 1. To focus on the subprogram of the new anxiety in redesigning the organization to ensure favored exercise of the 2002 Winter Olympics 2. To identify the practices involved in the various stages of the insure disembodied spirit cycle 3. To discover how interrogation and validation reduce risk and uncertainty when fancyning a oneness-time event such as the Olympics.The bribery malicious gossip and how it underpins the sequence of events The bribery outrage had a huge impact on the planning of the Olympics as the monetary viability of the games depended on the involvement of various stakeholders and their response to the filth could define the ultimate success of the event, for example The SLC Olympics were originally budgeted at $ 1. 55 billion, as $ 751 million was expected to materialize from sponsorships. At the time, this wo rd form meant that SLOC would sign up sponsors far in excess of what had been done in prior Winter Games.In the wake of the scandal one delicate dialogue with health-cargon giant Johnson & Johnson was broken off followed by withdrawals from other sponsors. After the scandal the federal government, which was meant to provide funds for transportation and security, pulled ass The impact of the scandal on the general public should similarly be taken into consideration, as people would be expected to purchase tickets and turn the Games into a gainful business venture.After the scandal SLOC recognised the need to separate the tainted delegation of the past from its future therefore, Mitt Romney was brought in as CEO and Fraser hint as COO. The challenges were correctly identified make up from the start of their appointment $ cd million budget deficit, knowledge gap, lack of relevant accept, dysfunctional organisation, mental faculty operating in silos, in experience volunteer staf f, no operational plan in place.Effective action plans were implemented in order to tackle the higher up challenges tiered take aim of importance expense categorisation was introduced, new tax generating areas were identified, people with significant international event experience were brought in and evaporate with those that had no such prior experience, the organisation was flattened to shorten the outmatch between Romney and bullock and some key functional areas, staff was authorise by top prudence to come up with own solutions to challenges, an organisational last was built up to go for all staff the ense of harsh purpose. hugely optimistic budget As a result of the scandal, the budget addicted to Romney when he joined SLOC reflected millions of re locale dollars unlikely to materialize. Due to the existing challenges, the financial scheme became the core couch strategy. The objective of the new financial strategy was to restore confidence by creating a authorize budget season keeping the books wide open. The entire system of managing the couch is therefore, severely wedged by this strategy. Cash flow rules with support from the bottomIn order to cut inessential woos, Bullock categorized all expenses into what he called a tired level of importance. The classification took care of a lot of overheads automatically. Bullock also developed further Romneys idea of identifying new revenue generating areas sponsors were approached to train in as many gaps in the budget as feasible for example, SLOC convinced Microsoft to develop and host the website as a sponsor. To secure the prerequisite cuts, Bullock realized he had to win the trust of Olympic staffers.Bullock make sure the staff knew the lack of choice scenario behind the strategy of cost cuts, but more importantly he wanted his staff to tincture comfortable with the cost cuts philosophy and incorporate it into their own decision making. He permit the functional managers decide on th eir own describes of priorities when suggesting cost cuts. In this sense, the focus of SLOC was to empower its management teams to come up with their own solutions to challenges quite than enforcing decisions using top-down authoritative approach.Restructuring the dysfunctional organization, bringing in experienced managers and mental synthesis organizational culture Along with the assessment of the budget, Romney and Bullock reviewed the contractable organization and discovered a number of issues The organization was poorly unified as the staff operated in silos and some key functions were 2-3 steps away from Bullock and Romney, when they should have reported directly to one or twain of them.The fix was to flatten the organization by elevating 18 positions to the managing director level, all(prenominal) responsible for overseeing several functions and venues and reporting directly to Romney and/or Bullock. There was no take out of knowledge between Games, although held reg ularly since 1896. The solution for this was to bring in at least one person with prior Olympics experience to take shape in each functional department. This enabled the little formal knowledge transfer between Olympics Most of the staff would consist of inexperienced volunteers who needed to be integrated with the few staff who had significant international event experience.As one of the managing directors elaborated people with divergent job histories who cannot be promoted are doing the corresponding job for a fixed period of time. What therefore sets the Olympics apart from a typical business is the lack of corporate culture, history, and future. To compensate for the lack of experience in running international events of enormous complexity like the Olympics, and to give all staff a common purpose, Romney developed a list of 5 core principles, which he and Bullock held as SLOCs steer principles and which they consistently communicated to all staff to give a sense of common purpose.Developing the operational plan and switching to venue-based management Although the technical side of the encounter was on track (building the facilities for the Olympics), there was no operational plan in place as to how to run the venues during the game. Matt Lehman was hired as scheme manager responsible for the action plans. A year before the games the management process was changed from functional responsibility to venue responsibility, which meant that the operational plans could be time- tried and validated. Testing of Operational plansThe commitment to a defect-free Winter Olympics resulted in the testing of plans prior to the starting of the games, the following verification and validation approaches took place venue testing, gaining insights into major customers experience reviews, operations simulations, test events, and dress rehearsals. Learning outcomes The SLOC shift study contains many DOs with regard to start management and the role of the pouch leade r. The new management had palmyly turned an underbudgeted vomit into a productive one. Leadership and the ability to delegate were very surface performed by the COO Fraser Bullock and the CEO Mitt Romney.They managed to bring back sponsors and restored confidence within the organization. The success of the programme is based on the following factors Despite the lack of previous relevant experience, the Romney/Bullock tandem short understood that results are press homeed by people within a validated budget. The right people were identified and hired. By securing the budget, restructuring the organization, and empowering the staff to come up with their own solutions to daily challenges the tandem managed to balance the trade offs among cost, time, scope, quality and risks and deliver the Games. Both possessed the skill sets that allowed them to manage the processes and lead the staff by applying technical and adaptive approaches to solving project challenges. Issues were correct ly identified right from the start correct remedies were applied to tackle the issues rather than just the symptoms. Bullocks previous experience in turning money loosing companies into profitable businesses provided him with a set of skills quite relevant to his SLOC appointment.He had previously done the resembling financial makeover the Salt Lake City Games needed to other companies, providing him with the confidence that he could enter an unfamiliar industry and become conversant with it after a short assessment period. Operational success was ensured by hiring a master copy project manager (Matt Lehman) to overview the creation and execution of the operational plans. Risks were identified and tested 6 months prior to the Olympics the operational plans were tested, amended (if required), and validated. SLOC planned, executed and implemented the successful Salt Lake Winter Olympics through following the methodology of Concurrent plan an integrated approach which defines a pro ject model, divides the project into major systems therefore and delivers the project in a single phase. Each part or system is entrusted to a team consisting of experts. This approach helped to reduce project words times and costs despite increased uncertainties, ambiguities, and complexities that surrounded the project. My organization is a functional one and doesnt have a dedicated project management team.Projects are managed within the existing functional hierarchy of the organization. at one time management decides on a particular project, the different parts of the project are delegated to the respective functional units. The fact that project participants come from different functional backgrounds often makes projects difficult to co-ordinate and execute. For this reason projects are often viewed as an additional burden to which functional managers could be reluctant to portion out resources. Ultimately, staff is not truly motivated to participate as projects are seen as something outside the scope of their usual responsibilities.The SLOC case study represents a good example of how to create a cohesive environment in which a cross-functional team could best use the creativity and capabilities it can provide. The case study shows that it is not enough just to manage a cross-functional team, it need a true leader. On another hand, the case study provides an elegant example of how the project manager should be aware when to use the project manager hat versus the technical specialist hat as ultimately, the project manager should focus on their role as the leader and let the team handle their tasks according to their experience and expertise.The case study demonstrates how the project managers role on the outside should be building support and sponsorship from key stakeholders and building trust and creating an environment of open talk within the project team. Projects in my organisation would be more successful if these ideas are better incorporated in practice.