all stakeholders when the lab isn’t centrally located,
Ms. Sanfeliu says. To ease concerns for the 2018
games and beyond, Atos’ team met with government officials, news stations that will be broadcasting competitions and other stakeholders to
explain how the cloud solution would work, safety
protocols the team would follow (including 24/7
monitoring of data flowing through the network)
and the overarching benefits of the shift.
“Once we explained the cost and quality advantages, they were confident in the system’s security
and willing to engage,” she says.
The concept will be much easier to sell going forward: The IOC is making the cloud-based solution
part of all future host city contracts. “A cloud-based
solution reduces the cost while avoiding legacy
infrastructure and can be used for multiple games,”
Ms. Sanfeliu says.
GETTING TO THE GATE
Transportation infrastructure projects to deliver
bus rapid transit (BRT) and new subway lines and
stations in Rio also required creative thinking. The
subway developers had to tear up heavily populated
areas. BRT teams needed to coordinate with teams
leading sewer, water, power and data infrastructure
projects, all of which had to be completed before
special asphalt could be laid for the BRT lane, says
“Various project plans needed to be combined to
ensure they didn’t interfere with each so we could
be done in time for the event,” Ms. Mazoni says.
To streamline delivery of the full range of range of
Olympics-related projects—everything from security to transportation to infrastructure—the state
government relied on a project management office
(PMO) that worked with every project team to
merge schedules and share plans.
“Having an empowered PMO to manage all of the
project teams made all the difference,” says Luciana
March Detoie, PMP, intermodal coordinator for the
Civil House State Government, Rio de Janeiro.
The PMO stepped in to help when needed,
facilitating applications and getting stakeholders
involved. It also did damage control when things
went wrong. For example, when an energy contractor started late and water and sewage teams
faced financing delays, the PMO brought everyone
together to develop a solution that would get critical
projects completed on time.
A NEW OLYMPIC RECORD?
Estimated cost of the 2020 Tokyo Summer Games—a more
than fourfold increase from the initial estimate in 2013
“Decisions about the legacy use of venues must
The Cost of Glory
be made at the beginning, when you are defining
your overall strategy for the project.”
—Stefan Timmermans, Huijbergen, the Netherlands
The Olympics are a challenge course in cost management. But the most
recent games kept things (relatively) under control.
BILLIONS UPON BILLIONS*
Cost of the
Rio de Janeiro
The most expensive
(London, England, 2012)
The most expensive
(Sochi, Russia, 2014)
US$4.6 billion US$15 billion US$21.9 billion
for the Olympic
have had cost
(Lake Placid, New
York, USA, 1980)
*All figures reflect sports-related project budgets only; Olympics-related
infrastructure is not factored in.