nel and other members of the venue management
teams believed there would be a serious lack of
mobile phone service during the event. ;eir concerns escalated into a full-blown crisis when they
complained to the highest governing body of the
Organizing Committees of the Olympic Games. As
Mr. Mota ;elded a barrage of questions from senior
committee members, he aligned his
services directory team on a risk
assessment. ;e team quickly concluded that the problem had been
blown out of proportion.
Rather than put their feet down—
or scramble to ;nd an unneeded
solution—the project team
addressed the situation by asking
the medical and security crews to
demonstrate why the added mobile
bandwidth was mission critical.
;at approach helped most stakeholders see that the existing coverage was adequate. ;e project team
provided two-way radios and landline phones to
assuage those who were still skeptical.
“It was important for us to show them that we
understood their process needs,” Mr. Mota says. “In
doing so, we were able to prove to them that the
quality of coverage didn’t a;ect their ability to get
the job done.” PM
Fatt says. Getting help from above also allowed her
team to include the engineers in a series of workshops that were designed to pull the group out of
its defensive posture.
“We found champions at various levels of the
organization,” she says. “For us, it was about having a continuous conversation. At the start, we
expended too much energy trying to justify our
actions. We ;gured out how to change their behavior by setting a good example.”
MOUNTAINS FROM MOLEHILLS
Few projects have higher stakes or face more
public scrutiny than those related to the Olympics. And the projects prepping for the 2016
Summer Olympics in Rio de Janeiro, Brazil have
been no exception.
In July 2015, the Associated Press reported that
lakes and bays polluted with viruses and bacteria
from human sewage could force the Rio Olympics
committee to relocate where some athletes sail,
swim or row. While the revelation put all other
project teams for the Olympics on high alert, Mr.
Mota says his team has relied on disciplined project
management to sidestep any potential crises during
the buildup to the Olympics in August—and ease
unnecessary tensions where no crisis existed.
For instance, during a test competition for a
cycling event in 2015, medical sta;, security person-
MANAGEMENT HAS HELPED
SIDESTEP ANY POTENTIAL
CRISES DURING THE BUILDUP
TO THE OLYMPICS.
—Adriano Mota, PMP