The fictional head of the Twenty Twelve Olympic Deliverance Team, Ian Fletcher, would have been quietly scathing had a hapless contractor failed to produce the promised level of security staff days before the Opening Ceremony. What a nightmare for an Olympic Chief with days to go before the Games begin.
Olympic Chief – “So are you telling me, the Head of Olympic Deliverance, that your firm managed the risk of not delivering the full quota of 12,000 fully trained and equipped staff – at the right venues, at the right time – by basically, crossing your fingers?”
Hapless Contractor – “In strategic terms, utilising our end-to-end ‘recruitment to deployment’ process we should have provided the full roster of staff at each venue, as per our contract.”
OC – “Well, thank you for that answer to a question, in all fairness, I haven’t actually asked. Turning now to your risk management strategy on this contract. What would you say that consists of, in a nutshell?”
HC – “In a nutshell? Being honest? (Pause) That would be pretty much be what you said. Sorry”
OC – “There you go. With crossed fingers who needs Risk Registers? Well. It’s all good. Luckily there are some uniformed staff not doing much, ahead of the big day. Aside from brushing the dust of Afghanistan off their boots, seeing their families and so on…”
Coming back to the reality, it’s scary to think that a major contractor thought they could use their standard project planning methodology to seamlessly deliver more than 10,000 staff to 2012’s principle sporting tournament.
Looking at that goal rationally it is a huge challenge to accomplish that outcome on time, without having any experience of successfully completing a project that size, without a carefully tailored approach.
Far from enhancing their reputation for professional delivery this contractor may have placed greater scrutiny on the way they deliver on their other contracts.
I don’t think they will earning a place on the winners’ podium this year.