Programme management
OCOGs operate in a challenging delivery environment. Along with risks related to the delivery of specific elements of the Games, OCOGs face challenges related to the management of the integrated delivery of the full programme of projects and services. OCOGs play a diversity of roles in the delivery of infrastructure and associated services: depending on the institutional arrangements as well as the infrastructure and services being procured, the OCOG may be directly conducting procurements, or setting specifications and standards and overseeing procedures by other actors. In both cases, the OCOG is responsible for ensuring the coordinated delivery of infrastructure and associated services. OCOGs are ultimately responsible for the successful delivery of a suite of venues and services, an inherently more complex task then delivering a single sports event or a single venue.
Four groups of risks are identified as relating to programme management
Choice of delivery mode
Market capacity and readiness
Contract and supplier management
The fast-paced environment and tight time constraints of the Games
Principles for ensuring effective programme management
Use robust, evidence-based analysis to guide delivery mode decisions
OCOGs should work carefully evaluate available delivery modes against well-defined criteria rather than applying one-size-fits-all solutions. Delivery options should be assessed based on projects’ characteristics, local context, optimal risk allocation and value for money evaluations. The questions in Box provide a guide for the development of criteria by OCOGs. Decision-making structures should consider how institutions will work together throughout the evolution of the Games delivery cycle as capacities and appropriate responsibilities may differ significantly across through planning, delivery and post-Games phases.
Take measures to ensure market readiness and capacity
OCOGs should work with delivery partners to ensure that the supplier market is able to meet the requirements of the Games. This can include engaging in transparent and regular dialogues with suppliers and business associations to present procurement strategies (including details such as scope, identified delivery mode, procurement method, requirements and award criteria) and to develop an accurate understanding of market capacity.
Take a strategic approach to supplier management
OCOGs should define contract management objectives and supplier relationship strategies during the planning phase, before contracts are put to tender. Coordination mechanisms and reporting requirements should be integrated into tender documents. A supplier relationship management approach can be effective in supporting the delivery of the full Games programme. Identifying the relative importance of suppliers to the overall delivery of the Games, including subcontractors, can help to manage risks.
Implement a risk-based approach to manage the short timelines inherent to Games delivery
A focus on risk identification, assessment, mitigation and monitoring throughout planning and delivery can help to prevent cost overruns and delays. By integrating risk management in their delivery processes and implementing appropriate risk management tools, OCOGs can mitigate the challenges posed by the immovable deadline of the Games.OCOGs should invest in staff recruitment and retention to develop and accumulate knowledge and skills. Recruiting experts with previous Games experience in key areas and secondees from local operators is a key tool for facilitating knowledge transfer and leveraging local experience.
Case studies
External resources
Tools and guidance to support procurement strategy
These tools provide advice and concrete support in the development of procurement strategies, including decisions around delivery mode and evaluating market capacity.
Support Tool for Effective Procurement Strategies (STEPS)
The STEPS tool bridges a major capability gap for public and private sector procurement of infrastructure and other bespoke projects. STEPS approaches the development of procurement strategies in an evidence-based way, helping project owners identify and manage potential procurement failures.
A comprehensive procurement strategy developed using STEPS helps to define, among others, the capabilities required in-house, contract scoping, and commercial terms. More broadly, STEPS sheds light on the options and trade-offs project owners face in achieving their objectives.
Reference Guide on Output Specifications for Quality Infrastructure
This reference guide is designed to assist in the development of output specifications (i.e. a technical specification that predominantly adopts performance-based requirements to define the project scope) to deliver quality infrastructure.
Focused on PPPs, it includes sector case studies and output specification examples across a range of jurisdictions and sectors.
OECD Infrastructure Toolkit: Procurement Strategies
Procurement is an essential part of the infrastructure life-cycle, it is thus important that it is done in an efficient and transparent manner to ensure infrastructure objectives are achieved.
The OECD Infrastructure Toolkit is an online resource to guide the planning, financing and delivery of infrastructure.
Checklist of potential risks in the goods and services procurement process
The Tasmanian Government (Australia) developed a checklist of potential risks in the procurement cycle that is composed of 11 parts.
Tools and guidance to support programme management
these tools provide strategies and templates to support the delivery of Games infrastructure and associated services in fast-paced environments and under tight time constraints.
Rapid mobilisation playbook
The New Zealand rapid mobilisation playbook is designed to help construction or infrastructure projects get started faster. It includes tools such as checklists and templates to support tasks including risk allocation and project team and governance selection.
Project and programme management
The United Kingdom’s Infrastructure and Projects Authority (IPA) supports the successful delivery of infrastructure and large-scale projects.
