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  Atlanta Committee for the Olympic Games - Overall Planning & Program Management
  Atlanta, Georgia
 
  INDUSTRY: Sports & Entertainment
  SERVICE AREA(S): Strategic/Operational Planning; Operations Management; Program/Project Management
 
 

In 1989 the city of Atlanta was chose as the Host City for the 1996 Centennial Olympic Games. The Atlanta Committee for the Olympic Games (ACOG) was named as the organizing committee responsible for delivering the Games.

In early 1992, the Atlanta Committee for the Olympic Games (ACOG) contracted with Draper & Associates to provide overall planning and program management services in support of the committee's preparation and delivery of the 1996 Centennial Olympic Games.

Draper & Associates was responsible for structuring, implementing and managing systems and processes to guide the integrated development of plans, budgets, schedules and performance management protocols necessary to ensure the successful delivery of the Games. The management systems and processes designed and implemented by Draper & Associates were established to facilitate communication amongst all parties, monitor progress against schedule and budget, integrate reporting through various management levels on the status of projects and to support decision-making through a facilitated process of issue identification and resolution.

STRATEGIC PLANNING

Early on, Draper & Associates was instrumental in guiding ACOG's strategic planning effort, working to define the strategies needed to guide the independent and collective efforts of the ACOG management team. This involved defining in measurable terms the outcomes ACOG sought to deliver in fulfilling its mission and obligations. Key to this effort was the formulation of strategies based upon identification and prioritization of key constituent groups and the products and services they required to support the "business" aspects of their Olympic experience. A key deliverable of this phase of planning was the creation of a strategic planning database which profiled each constituent group in terms of their respective product and service requirements and documented their expectations as well as the contractual commitments related to these requirements. This database was used to guide the next phase of planning: Functional Program Planning.

FUNCTIONAL PLANNING

Draper began the functional planning effort by focusing on the nature and magnitude of the work ahead through broad scoping of program requirements. Programs (such as Transportation, Logistics, Olympic Village, etc.) were defined as combinations of projects and activities that were directed towards a discrete purpose. As a group, the programs represented the totality of ACOG's activities and responsibilities for delivery of the Games. The result of this phase of planning was the creation of a set of preliminary plans, consistent with the strategic initiatives developed in the previous phase of planning, which set the direction and scope of future work and which forecast the attendant financial implications.

This broad scoping of program requirements was followed by detailed functional program planning using the Work Breakdown Structure (WBS) approach. This approach involved the systematic breakdown of the myriad of major functions which comprised a program. Once the totality of functions comprising a program were delineated through the WBS, Draper & Associates facilitated a process of identifying and detailing a set of Functional Delivery Requirements which included the discrete products and services associated with each function as well as the customer groups who would receive them. This was followed by a process of identifying the necessary resources, including facilities, personnel, services, materiel and technology essential to meet these delivery requirements.

PROGRAM INTEGRATION

One of Draper & Associates key program management responsibilities was to coordinate the integration of ACOG's planning and budgeting processes. This was accomplished using the results achieved through the functional program planning process to cost out the required outcomes (i.e. product and service deliverables). This effort resulted in extensive documentation detailing the resources each program required to deliver its product and services and the cost of each resource over time. These data became the foundation for the development of ACOG's financial forecasts and master plan.

Perhaps the greatest challenge faced by ACOG throughout the various phases of planning was the ability to identify and confront issues in a timely manner. Draper & Associates developed a system for inter-program coordination, issue identification and resolution called the Interlinq System. The objectives of this system were to ensure timely identification of inter-program issues, provide a forum for discussion and resolution of these issues, provide a mechanism for tracking the resolution process and for communicating any decision regarding the issue through all management levels of the organization. Throughout all phases of planning, multi-functional concerns and issues were addressed through Draper & Associates facilitated discussions with all interested and affected parties. These discussions were used to address issues of program and customer group priorities, resource allocations, process/system design and implementation and venue development.

MASTER SCHEDULING

Another key program management responsibility performed by Draper & Associates involved the development of time-phased schedules for the projects and activities necessary to prepare for and accomplish the work defined by the Work Breakdown Structures. These schedules formed the basis for the development and implementation of the Olympic Master Schedule System (OMSS). The OMSS, in conjunction with the financial management systems and processes, formed the foundation of a project and performance management process intended to monitor budget status and progress against key milestones. This process was implemented through a system of regular reporting which flowed from the program management level to the executive level of the organization. Management reporting included the status of projects, near-term activities, budget status and related issues.

OPERATIONAL MANAGEMENT

In addition to the planning and program management responsibilities described previously, Draper & Associates staff performed key management functions as ACOG "staff." Draper & Associates engineers provided construction program management services for all three Sponsor Villages , Centennial Olympic Park, the Atlanta Olympic Village and the Main Press Center . In addition, senior Draper & Associates staff were responsible for the planning, implementation and management of key Games venues including the $209 Million Centennial Olympic Stadium, the $9 Million Welcome Center at Hartsfield International Airport , the Staff Processing and Uniform Distribution Center , and the Competition Officials and Media Village at Emory University . Draper & Associates' final role involved assisting ACOG with the management of dissolution activities as well as venue close-out.

 
   
 
   

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