Sports and Leisure

Gold

Let the games begin

With the award of the 2003 Commonwealth Games to Manchester came the huge task of providing a suitable stadium. And as the games drew closer, the focus of the media's attention became stronger. In effect, an additional responsibility for Graham Lumberg was as part of the client's PR machinery, delivering carefully planned interviews to help boost a positive public image of the project, and managing a constant stream of VIP visitors to site. All on top of his day job! Lumberg’s involvement with the stadium came at the end of 1998 when he was asked to lead the presentation team for the bid. He assembled cross-discipline teams to manage packages from design development, through procurement, methodology and cost management; and retained the same format in construction. The initial intention was to operate under a two-stage D&C contract, but this was later changed to CM. This shifted responsibilities slightly and required greater client involvement. At the same time, there was a danger that delayed responses could affect progress. So Lumberg devised a system to alleviate these problems and was allowed to authorise client approvals up to the value of £20,000. The client's requirement for an outstanding design to provide an internationally recognisable symbol of the games resulted in a technically difficult form of construction. It is suspended from cables, attached to tall masts supported by spiral access ramps and counter-balanced by tensioned ground anchors. Lumberg had always to be in complete control of the programme and to be aware of any factors which could threaten the various key dates which had been identified early in the planning process. There were, of course, many threats to some of the key dates, but each was achieved. The stadium was completed on time. Graham has led his team through a number of major technical and managerial challenges and has succeeded completely. The client writes: "A standard has been set which will create even greater challenges for those who follow."

Silver

Anyone for tennis?

When the Midas tender was received, the client was initially concerned that everything had been included. Mahesh Shah had managed the bid process for a project that comprised the design and build of a new tennis centre with six indoor courts, four outdoor courts, two clay courts and two football pitches and ancillary works. Shah was able to assure the client that the tender had been properly considered, so the contract was placed and the pre-contract planning phase began. In fact, Mahesh was already ahead of the game. His initial programme was two months shorter than the client thought reasonable, and when he was questioned about programme and cost details, he provided immediate proposals to simplify and speed-up construction and reduce costs, but without affecting the client’s design or performance requirements. In fact Mahesh decided to delay the start of construction for two months to avoid bad weather and was confident that with a high level of pre-planning, no time would be lost. He was correct. In fact he took advantage of good weather to engage additional labour to complete 95% of the external works at an early stage of the works. Shortly after commencement, the client introduced additional external works. Within three days, Mahesh had provided revised architectural and piling layouts, had calculated the additional costs and had proposed commensurate savings elsewhere. By this stage the client was beginning to feel more confident that Shah could deliver. This is a simple-looking project, but one with a number of difficult twists. It has been completed with great accomplishment by an excellent manager, of whom the employer’s agent writes: “Much of the credit for the overall success of the project must go to Shah.”

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