6 EFFECTIVE PROGRESS MONITORING
AND RISK MANAGEMENT ARRANGEMENTS
30. Effective progress monitoring and risk management
will be essential to the successful delivery of the Olympic programme,
with its multiple stakeholders, many individual projects and inherent
interdependencies in delivering the programme as a whole. The
Olympic Board is responsible for overseeing progress and managing
risk at programme level, supported by a Steering Group of senior
officials and the Olympic Programme Support Unit. The Unit is
a small group which works with stakeholders to collate information
and provide independent advice to the Board.[36]
31. The vision for the Olympic programme ("to
host an inspirational, safe and inclusive Olympic and Paralympic
Games and leave a sustainable legacy for London and the UK")
had been translated into four strategic objectives and 42 sub-objectives,
assigned to 17 lead stakeholders. These would provide the framework
for progress reporting and, when they had been finalised, the
delivery plans for each sub-objective would include outcomes and
milestones, against which progress could be measured. Stakeholders
were at different stages, however, in developing their individual
strategies for identifying and managing the risks specific to
delivering their responsibilities.[37]
32. The Olympic Delivery Authority provided regular
reports to the Olympic Board and attended meetings to discuss
progress. With a major construction programme of this kind it
was, however, inevitable that it would miss some deadlines. In
that event, it would have to re-programme work and look at how
to make up time in other areas. It was seeking to bring forward
as much work as possible with the aim of delivering the venues
and infrastructure 12 months ahead of the Games so LOCOG had time
for test events and other preparations.[38]
36 C&AG's Report, paras 93-94; Q 77 Back
37
C&AG's Report, paras 26, 97-98, 100, Appendix 5; Q 77 Back
38
Qq 102-104, 131 Back
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