The Atlanta Committee for the Olympic Games (ACOG) was a massive undertaking in preparation for the 1996 Summer Olympics held in Atlanta, Georgia, USA. The project involved building several sports venues, including the Olympic Stadium, as well as infrastructure improvements to support the events. The construction budget for the project was $500M and involved over 40 sports venue construction projects.

With so many complex projects going on simultaneously, it was essential to ensure that they were all completed a year ahead of time for IOC mandated test events and within budget. The construction program also involved managing several contractors working in different areas who had specific obligations and deliverables.

To address the challenge, Bovis, an international project management and construction company, was brought in as the lead contractor. Mark Bodner, the Director of Project Controls, was put in charge of overseeing the program through the implementation of robust project management procedures, processes, and software to monitor and track the performance of contractors and projects.

The project team established a project management system, to plan, manage, and track performance across all construction projects. It was strictly employed to ensure that the work being performed by contractors was in line with what the project demanded and was delivered within the set deadlines and budget. This included a strict change management process wherein every project change had to be documented, and its implications on the project noted before its approval

Bovis implemented a project controls system that provided transparency on project performance and enabled the project team to identify areas of concern. By adopting a proactive approach to project change management, Mark Bodner successfully tracked and monitored contractors’ work in real-time, thereby allowing for quick adjustments and interventions.

At the end of the construction program, the program returned $40M of contingency to bring the ACOG expenditures within budget. By implementing robust project management procedures and processes, the project team avoided any instances of out-of-control expenses, issues with quality control, or delays, resulting in the completion of every project on time and within budget, the successful participation of countries and athletes, and the ultimate success of the event.

The successful completion of the Atlanta Committee for the Olympic Games (ACOG) project, thanks to effective project controls and Mark Bodner’s oversight, demonstrated the importance of implementing rigorous project management procedures to achieve successful outcomes in complex and large-scale construction projects.

The project controls system ensured that changes were properly analyzed and reviewed, and risks were mitigated. The system allowed the project team to remain focused and purposeful, with visibly controlled contingencies. The project confirmed the importance of employing appropriate project management techniques for planning, monitoring, and performance tracking of contractors in large-scale and complex construction projects.