6HX503 Civil Engineering: Management Portfolio London Olympic Stadium

This report presents a management portfolio focusing on the construction of the London Olympic Stadium, highlighting key functions of construction management, including planning, scheduling, and quality control. The report emphasizes the use of quality management systems, referencing ISO 9001 standards, to ensure the stadium's quality and client satisfaction. It details the benefits of quality management systems, such as improved employee morale, customer loyalty, and enhanced communication. The report also discusses the importance of health, safety, and environmental management during the stadium's construction, referencing the Olympic Delivery Authority's approach and innovations. Furthermore, it outlines the four parameters of quality management systems used: quality planning, quality control, quality assurance, and quality improvement. The report concludes by emphasizing the significance of risk management and the implementation of the Plan, Do, Check, Act (PDCA) cycle throughout the project.

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Instructor
Civil Engineering Construction Management
10 February 2019
Management Portfolio at London Olympic Stadium
In any given civil engineering work, construction management bases key functions. Such
functions include recognizing, planning/ scheduling in a project. Construction management
concerns attainment and sustenance of a suitable working environment with minimal strain while
ensuring continuous flow of work through timely and consistent supply of necessary provisions,
suitability of the said materials, check and ensures the progress and subsequent completion of
project operation are within schedule and on budget, and most importantly ensuring the final
structure attains sufficient and desired quality hence client satisfaction and reliability of work.
("London 2012 - Olympic Stadium" 2019).
The construction of Olympic stadium in London within 22 May 2008 – 29 March 2011 by E20
Stadium, LLP with a field size of 115 by 74 yards (105 by 68 m) at Queen Elizabeth Olympic
Park in the Stratford district of London was built at tune of £486 million. Later in 2012-2016, the
stadium underwent renovations to fit it into football stadium under a 99 year tenancy by West
ham united ("London Olympic Stadium Construction" 2017). Imagine the magnitude of work
and transformation that resulted from the construction of this stadium. Note that, initially the site
where the stadium is situated was an industrial land; between the River Lea, the City Mill River,
and the Old Pudding Mill River; parts of the Bow Back Rivers ("Olympic Stadium, London"
2017).
Despite the magnitude of work involved, as in many major construction works significant and
selective features were to be included in the design while ensuring as fewer defects as possible
hence ensuring best quality of the work. Construction project management in London Olympic
stadium involved both keen concerns on quality assurance as well as quality control to achieve
the desired end result and meet the client needs ("London 2012 Olympic Stadium" 2014). While
quality control is pivoted on the final product, quality assurance concerns the process involved to
attain the product, in this case the stadium. Both of these aspects basis the necessity and use of
quality management systems in ascertaining the quality of the final product ("MEGA-PROJECT

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MANAGEMENT: A CASE STUDY OF THE LONDON ..." 2016). In doing this, locally
ISO9001:1987 has been used as reference code in conjunction with other codes and manuals
including ISO9001:1994 version, ISO9001: 2000 version, ISO9001: 2008 and ISO 9001: 2015.
The aforementioned codes are mainly used in evaluation of the procedures, practices and
processes used or adopted by organizations in managing construction works, projects and
operations.
The benefits of using quality managements systems are notably many. Some of these benefits
include: Improved and better morale by employees since the employees feel empowered to stay
in control on their work, it also ensures customer satisfaction which as a result allows for better
relations and loyalty levels soars since the company earns a reputation in offering proactive
solutions and not reactive solutions. Also, communications both internally and externally gets
improved where quality management systems operate (Lock 2003). Credibility with suppliers,
clients and other competitive organizations is enhanced when third-party auditor are called on as
a verifier rather than when the organization insists on such operation be conducted within or
interfere in such processes.
A philosophy of a broad and methodical style to managing organizational quality knows to as the
Total Quality Management has also been identified as a relevant approach to ingraining
awareness of quality in all administrative processes (Glass 2013). This philosophy aims at
partnership and leadership developments, continuous improvement through cultural alignment
and process analysis (REISS 2007).
The advantages of quality management systems utilizing ISO 9001 can help guarantee that your
clients get steady, great quality items and administrations but not limited to:
I. more prominent proficiency and less waste
II. better and steady control of real business forms
III. a superior comprehension of client needs
IV. control of effective working practices
V. enhanced hazard the board
VI. expanded consumer loyalty
VII. enhanced support of representatives
VIII. better inward correspondence
IX. more noteworthy consistency in the nature of items and administrations

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X. separation of your business from its rivals
XI. expanded benefits
XII. decrease of exorbitant blunders
XIII. abuse of new markets, both in the UK and abroad
XIV. overseeing development all the more successfully
XV. an implanted culture of value
XVI. Accomplish more noteworthy consistency in the exercises engaged with giving items or
administrations
XVII. Lessen costly slip-ups
XVIII. Increment effectiveness by enhancing utilization of time and assets
XIX. Enhance consumer loyalty
XX. Market your business all the more adequately
XXI. Endeavor new market parts and domains
XXII. Oversee development all the more successfully by making it simpler to coordinate new
workers
XXIII. Always enhance your items, procedures and frameworks.
In attaining the aforementioned benefits, ISO9001:2015 quality management systems
operates on the following seven principles:
a. Customer focus: this basically concerns customer service and needs. Understanding of
the customer, what his/ her needs are, when such needs are to be met should be a priority
to an organization and ensuring at least exceeded satisfaction of such needs. With higher
satisfaction for the organization customer comes more opportunities, increased loyalty,
higher revenues and reduced losses hence higher level of the organization effectiveness
and efficiency attains (Cooke & Williams 2009).
b. Leadership: strong and clear leadership is key in giving direction as well as clear
objectives and goals of the organization and active participation of the staff in attaining
such objectives. Higher level of employee engagement and motivation are hence
dominant in satisfying the needs of the clients (Dingle 1997).
c. Process approach: proper understanding and consistency of approach helps eliminate
resource wastage, reduced costs of operations while promoting continuous improvement.

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d. Engagement and involvement of people: this include well and clear statement of the
responsibilities of the employees hence optimizing performance and resource utilization.
e. Mutually beneficial supplier and other relationships: It encourages the association
between the company and its suppliers while recognizing the interdependent
relationships. A stout association heightens efficiency and inspires unified working
practices (Scherkenbach 2001).
f. Continual Improvement: this should be a lively business objective to ensure improved
capabilities to clasp new prospects, agility of the organization as well as enhanced
performance.
g. Evidence-based decision making: this encompasses use of relevant information to
determine the best suited choice applicable. This is key in achieving the organization’s
decision goals by risks that can be alleviated in the process of decision implementation.
1. Health Safety and Environmental Management at London Olympic stadium.
The success of the Olympic stadium in London is not only reflected in hosting sport activities
such as the London 2012 Olympic Games which comprised of outstanding performances by
athletes showcasing London Globally but also a factor of meticulous planning for the legacy it
will leave in the future beyond activities hosted in it. Primarily, focus on Health and safety when
the Olympic Park was being constructed as well as a host of the stadium’s avenues and facilities
enabled notable innovations and learning. Such innovation and learning are applicable in all
industries. The Olympic Delivery Authority (ODA) Health Safety and Environment approach in
2006 strongly set out its vision '... To go past getting rid of preventable sicknesses, wounds, and
business misfortunes and ecological mischief because of spontaneous occasions in our premises
and on our destinations (Asbury 2018). This incorporates enhancing the prosperity of all engaged
with the task work by tending to our effect on environmental change and waste, anticipating
contamination, improving biodiversity and empowering consideration and solid living amid the
structure and development stages and past..'
The achievement of the health safety and environment programs on the London 2012 venture,
alongside the numerous innovative options considered to advance Management, commitment
and management occupational health include but not limited to the following:

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 The ODA secured an extensive occupational health platform to offer help to its
contracting production network and administrations to the more than twelve
thousand laborers at pinnacle chipping away at its locales. Melodie Gilbert, a
consultant occupational hygienist was head of sick wellbeing anticipation for a
long time and was one of the pioneers of the Park and Village Health groups
(CESMM4: Civil Engineering Standard Method of Measurement; examples
2015). The ill wellbeing aversion work that she oversaw has as of late been
recognized in a free research paper attempted by the Institute of Employment
Studies (IES) as a viable speculation as opposed to an expense. She has
additionally aided the production of occupational health management
methodology for Cross Rail and is presently taking a shot at key getting ready for
other expansive construction organizations as a heritage of the ODA program.
 During the construction, a delivery partner acting like project manager had been
appointed consisting of people from varied construction backgrounds. Many
organization joined together not only to manage but with top priority on safety on
site during the construction (Chappelow & Chappelow 2012).
 There was more emphasis on people, their role, their engagement and regard to
softer issues that could affect such people coupled with careful use of innovations
hence enhancing concern and engagement of the workforce as well as notable
efficient management on site. The softer issues entails the administration of the
managers, supervisor and workers ensuring no authoritarian, oppressive, very top-
down and aggressive management structures. It has been reported that the workers
felt respected and trusted hence underpinning the success of the project.
 Application, acknowledgement and due reference of the Construction Design
Management Regulations also contributed to Attaining health, safety and
management of the environment. Since mid-1900’s, Construction Design
Management Regulations has been in force across Europe and has regulations
requiring construction designers to consider the health and safety of workers and
safe delivery of construction works, operations and projects. For instance, the
velodrome roof is notable designs successes for safety. Originally, it was to be
made of structural steel and then it was changed to a cable net roof which reduced

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work to be done at height as much of welding of the roof connections could be
done on the ground as opposed to the original design ("Building the London
Olympic Stadium's new roof" 2014). This not only also levelled up on
productivity but also constructability while optimizing safety and manageable
operating costs.
2. Quality Management System at London Olympic stadium.
Quality management is crucial in achievement of an association. It empowers it to
convey items and administrations that meet the two clients' necessities and directions,
securing its notoriety while lessening expenses and driving enhancement. It
additionally enables an association to guarantee it is working in the utmost
maintainable way. Four parameters of quality management systems used the London
Olympic stadium during the construction include; quality planning, quality control,
quality assurance and quality improvement (Beardwell & Holden 2010). The quality
management system included a preventive approach identifying probable risks and
identifying mitigation option(s) for any conceivable risks. Some of the risks at the
project inception included; product quality failure, delays in deliveries of essential
products and services, possible failure to deliver the product to cost considering
unforeseen circumstances, loss of life and property, just to mention but a few (Smith
2002). Following such concerns, the construction has to follow a strict, preventive,
timely approach to minimizes or reduce possibility of occurrence of such risks
through innovations and exploring and possibly adopting alternative solutions if need
be. While identifying and managing such risks, the following competitive advantages
were noted; there was significant progress in identification and elimination of any
possible wastes, better suppliers’ performance with less delays, timely delivery and
correct standards of deliveries as per the specifications, employees were fully focused
on quality delivery and improvement on the project (Twort & Rees 1995).
For every progression within the organization, an approach known as Plan, Do,
Check and Act PDCA was consistently useful throughout the project. In planning, the
objectives were established as well as essential processes in line with the client’s
service requirements and the policies of the company. Do basically entails the
implementation process. Check inclines to constant, careful, timely and thorough

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monitoring and taking measurement f processes essential in delivering the results as
per the client’s specifications and desired quality. Act denote taking action and
incessant improvement of the routines.
As per the ISO 9000 series, the contracted organization addressed the issues of an
association to exhibit its capacity to reliably give items that meet the necessities of
customers, partners and any material administrative prerequisites. Note that it is proposed
to be the base dimension of a quality framework, instead of a total assurance of value.
Through application of ISO 9000, the project achieved Quality leadership, excellent
design, sustenance, operational planning and mechanism, performance assessment, and
enhancement (Walker & Wilkie 2002).
i. Quality leadership
An announcement showing that an association's excellence strategy is determined by
high-ranking administration. This covered: distinguishing proof of the client's necessities;
backing as well as guidelines of execution applicable to subcontractors, providers; an
attention on counteractive action as opposed to location; estimation of fulfillment among
clients and the production network; execution estimation, survey and enhancement(Lock
2003). Authority likewise required senior administration pledge to guaranteeing that the
QMS conveys the proposed results through correspondence of the approach, portion of
obligations, giving sufficient preparing and assets, etc.
ii. Quality arranging
Considering the business setting and client prerequisites, the QMS was key to build up
"who, what, how and when" the association will address dangers and openings, stay away
from bothersome impacts and accomplish wanted results.
iii. Support

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Building up the assets required to convey on the quality approach and goals all through
the association and inventory network, including imparting the diverse jobs of individuals
inside the association in conveying the necessities of the QMS (Dingle 1997).
iv. Operational planning and control
Arranging, actualizing and controlling interior and re-appropriated procedures to
structure and convey items and administrations.
v. Performance assessment
Developing how work is to be checked, estimated, broke down and assessed, to build up
that the QMS is reasonable, satisfactory and powerful. Data sources incorporated
reviews, measurements, plans, non-similarities, objections, observing and estimation
results (Chappelow & Chappelow 2012).
vi. Enhancement
Managing occasions of unwanted outcomes and recognizing approaches to avoid future
event. This likewise incorporated considering changes in the inner and outer condition
and how these future dangers and openings are to be tended to.
3. Financial and Commercial Systems
As in many civil engineering works, some financial problems such as underbidding, cash
flow problems may occur. No records of underbidding exist in this case but cash flow
problems, issues of procurements rarely miss especially in works of such magnitude.
Therefore, the project consisted a team of financial planners drawn from various fields
such as cost engineers, accountants, and infrastructural bankers. Financial planning was
to ensure solid plan with sufficient safeguards as well as contingency plans were set up in
place prior to commencement of the construction process (Brook 2017). This ensured
proper execution of the plan over the life of the project. This can be attributed to the

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overwhelming success with which the project was completed. Logistical arrangements
and requirements to have the right trades and materials available throughout the project at
various stages of construction were sufficiently set up and reviewed periodically to
modify and fit the variations into developing timelines and demands (Chappelow &
Chappelow 2012).
As in other commercial entities, compliance to legal frameworks governing property
including government regulations on property use, and resulting obligations that arise
during the construction process was as well regarded. The construction had to adhere to
the zoning and building codes considerations to be considered a success. Some legal
necessities come from malum in se deliberations, or the need to prevent incontrovertibly
bad portents.
4. Human Resources Management.
Human resource management is the means to supervising people in an organization. In
construction, Human Resource Management is basically concerned with assuring that a
project has adequate HR, with the combination of expertise, for the venture to be
efficiently complete. HR leaders need to probably recognize and account project jobs and
duties, and develop a plan depicting the start to finish forms that will be necessary on a
task (or planning of tasks) so as to decide its human asset necessities. The roles of Human
Resource Management during the construction of the London Olympic stadium included
but not limited to;-
a. Recruitment and selection: Recruitment is the means to enamoring, selection,
and deciding on potential and competent candidates dependent on objective
principles for a precise occupation. The objective of this process is to pull in
the qualified applicants as well as to urge the inadequate applicants to pick
themselves out. Prior to commencement of the process of staffing, the
administrations must implement reasonable staffing policies and ought to
assess the number of representatives they are going to involve.
b. Orientation: Giving intensive introduction to the worker is one of the
noteworthy features of HRM. The platform assists the member of staff with
knowing his doled out duties and his careful expected set of tasks, work job,

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and the association of station to diverse stations in the association. It offers
elucidation to the representative to play a working profession in the
organization (Anastasios & Cognition and Communication 2019).
c. Maintaining good working conditions: It is the duty of the HRM to offer great
working environments to the employee with the objective that they may like
the work environment and the workstation. It is the elementary requirement of
the HR division to influence the employees’ welfare.
d. Managing employee relations: this attained through common pol activities
professionally designed and careful planned employee relations framework to
promote and maintain balanced and healthy relationships among workers
("(PDF) Human Resource Management: Theory and Practice" 2017). As a
result, productivity is well enhanced.
e. Training and development: so as to improve current and future performance of
workers, selective training and development to work staff were instated
especially to less experienced and exposed staff to the magnitude and nature
of work that the project incorporated.
Conclusion
Clearly, civil engineering construction management forms a critical area of civil engineering
works with noteworthy contributions and alternatives to Health safety and environmental
management, Quality management systems, financial and commercial systems as well as human
resource management. All these aspects serve specific functions during the project life and work
in liaison in realization of the project as highlighted and discussed in the paper.