The paper "London 2012 Olympics Project Analysis " is a good example of a management case study. The project was centered in the Olympic Park situated in East London, which has a clear view from many sporting venues. The climax of the project was held from 27th July to august 12th 2012 when the actual field events were held. London 2012 was an international multi-sport event organized by the International Olympic Committee (IOC). The venue was selected in 2005 where Great Britain was a bid led by the former Olympic champion Joe Coe and London Mayor Ken Livingstone beating another world's biggest cities.
London 2012 venue was selected in 2005 where Great Britain won a bid led by the former Olympic champion Joe Coe and London Mayor Ken Livingstone beating another world's biggest cities. In relation to the above facts, it is clear that the London 2012 Olympics required a lot of planning so as to ensure that the project became a success. This involved having a large workforce and this could require planning, strategizing, as well as managing diversity and work-life balance.
Olympic Games are complex and big events, which in turn trigger a lot of interest in the whole world, and these events are largely transmitted worldwide through the internet and the media (Lock 2012). The objective of the project was to ensure that world sportsmen and women come together and connect the Olympic family together with their fans. Another objective was to that the Olympic park and all the other requirements were delivered in time so as to have a sustainable legacy. There was also the objective that the event would benefit the country economically, socially and bring health and environmental benefits.
To help improve in the way the UK as a nation performs in the event. Stakeholders’ analysis The project involved different groups of stakeholders which included more than ten thousand athletes from two hundred and four countries, which are referred to as the National Olympics Committee (NOC). Olympics and Paralympics saw about 10,500 athletes coming from 204 nations, and 302 medal events took place. More than 21, 000 renowned media relayed the games to the world and an audience of 4 billion people.
London 2012 Olympic Games fall in the category of the most complex and biggest events held in the world, and it had a workforce of 200,000 people together with 70,000 volunteers, 100,000 contractors and 6, 000 staff. During this event, 26 sports and in the 39 disciplines were contested across 34 venues (London 2012). Strategies used in managing the project The project employed three key strategies human resources, performance management and planning to ensure they the project was a success. The London 2012 Olympics employed human resource strategy for it to be a success.
As much as the technology was in place and contributed largely to the airing of the events through the media and the internet, the force behind the technology is human beings. Most services provided in the world are delivered by people, hence the essence of putting human beings’ welfare in check. Research shows that human resource management is essential in running the world, as poor quality customer service is caused by low-quality human resource management and poor quality human relations. The London 2012 Olympics had on board 200,000 people working to make the project a success, and managing this workforce really required a lot of human resource strategy (Fiel & Keller1998).