Olympics: another hurdle

The bad is presumably the immediate reaction to the halting of the programme management tender process (see page 7), announced by new Olympics boss David Higgins this week. It doesn't create a tremendous impression about the running of the 2012 construction programme and must leave the bidders somewhat non-plussed. It also raises the question as to why the tender process, started by the London Development Agency and now handed over to the newly formed Olympics Development Agency (ODA), was ever started in the first place.

And the good news? There is time for a rethink, especially with such a crucial role. Higgins, having been partially responsible for turning around the fortunes of regeneration agency English Partnerships and with experience of the Sydney Olympics, has assessed the current procurement strategy and his changes appear to make sense. The programme manager will have more clout given that the role includes hiring a design team for the main stadium, overseeing the legacy and integrating all of the work to a sustainable agenda. So clearly a short-term blow for the six bidders, but probably the right call long-term for the good of the project. Let's hope, now that the ODA is in place, consistency and clear communication within the industry prevails.

Hornagold: An inspirational entrepreneur

The experiences of Stan Hornagold should be an inspiration to any of you budding entrepreneurs out there. From less than promising beginnings, when he started off as a one-man band in the 1980s, QS-trained Hornagold managed to stumble through the recession in the early part of the last decade and the firm he runs, Hornagold & Hills, is now flourishing. It's also a testament to how far project management has come since its emergence in the 1960s and 70s.