Project Management in 2016 Olympic Games

The main goal of this paper is to analyses “Which project management model best fit a mega event like the 2016 Olympic Games?” The organizations which participate in the Olympic Games project management in Rio are under the pressure of external scenarios of uncertainty and also several constraints to manage all the Olympic resources and need to deal with limitations of costs and time—the model adopted can help to achieve a major success of the event. According to studies made on the past, Olympics Project Managers face various challenges and the models adopted can help to achieve the ambitious goals of the event. The main finding of this research is that project management maturity models benefits management approaches and reinforce the definition and the use of strategic plans enhancing the control techniques of project management and also that a sustainability dimension is necessary to orchestrate the successful completion of a project with the amplitude of Olympic Games.

[1]  John Bowers,et al.  Developing a value-centred proposal for assessing project success , 2005 .

[2]  J. Rodney Turner,et al.  The Project Manager's Leadership Style as a Success Factor on Projects: A Literature Review , 2005 .

[3]  Becca Leopkey,et al.  Risk Management Issues in Large-scale Sporting Events: a Stakeholder Perspective , 2009 .

[4]  R. Müller,et al.  A Retrospective look at our Evolving Understanding of Project Success , 2005, IEEE Engineering Management Review.

[5]  John Wateridge,et al.  IT projects: a basis for success , 1995 .

[6]  C. Hadjichristodoulou,et al.  Mass gathering preparedness: the experience of the Athens 2004 Olympic and Para-Olympic Games. , 2005, Journal of environmental health.

[7]  Will Jennings,et al.  Why costs overrun: risk, optimism and uncertainty in budgeting for the London 2012 Olympic Games , 2012 .

[8]  David Baccarini,et al.  The Logical Framework Method for Defining Project Success , 1999 .

[9]  W. Jennings.  Mega-events and risk colonization: risk management and the Olympics , 2012 .

[10]  P. Dinsmore.  Winning in Business with Enterprise Project Management , 1999 .

[11]  Paul Richard. Emery,et al.  Past, present, future major sport event management practice: The practitioner perspective , 2010 .

[12]  Walid Belassi,et al.  A new framework for determining critical success/failure factors in projects , 1996 .

[13]  Bent Flyvbjerg,et al.  Olympic Proportions: Cost and Cost Overrun at the Olympics 1960-2012 , 2012 .

[14]  Shouqing Wang,et al.  Many Hands, Much Politics, Multiple Risks – The Case of the 2008 Beijing Olympics Stadium , 2010 .

[15]  C. S Lim,et al.  Criteria of project success: an exploratory re-examination , 1999 .

[16]  Marton Marosszeky,et al.  Constructing the Olympic Dream: A Future Perfect Strategy of Project Management , 2003, Organ. Sci..

[17]  Dimitris Gargalianos,et al.  Venue contingency planning for the Sydney 2000 Olympic Games , 2003 .

[18]  Lauri Koskela,et al.  Should project management be based on theories of economics or production? , 2006 .

[19]  Penelope Kissoudi.  The Athens Olympics: Optimistic Legacies – Post-Olympic Assets and the Struggle for their Realization , 2008 .

[20]  Cassandra Moraveck,et al.  Measuring Project Success , 2013 .

[21]  Makarand Hastak,et al.  ICRAM-1: Model for International Construction Risk Assessment , 2000 .

[22]  Erling S. Andersen,et al.  Project maturity in organisations , 2003 .

[23]  Terry Cooke-Davies,et al.  The “real” success factors on projects , 2002 .

[24]  J. Rodney Turner,et al.  THE HANDBOOK OF PROJECT-BASED MANAGEMENT , 2008 .

[25]  Michael Cuellar,et al.  Assessing Project Success: Moving Beyond the Triple Constraint , 2010 .

[26]  C. William Ibbs,et al.  PROJECT MANAGEMENT PROCESS MATURITY (PM)2 MODEL , 2002 .

[27]  D. Hillson.  Effective Opportunity Management for Projects: Exploiting Positive Risk , 2003 .

[28]  Y. Kwak,et al.  Assessing Project Management Maturity , 2000 .