The Olympic spirit in consulting

The 2024 Olympic and Paralympic Games represent a major global event, requiring meticulous planning, flawless execution, effective communication, and efficient resource management, from preparation to execution, all under the strict and unchangeable deadline of the opening ceremony, akin to the launch or Go-Live in project management.

These challenges offer a valuable source of inspiration for project management practitioners, particularly in the consulting field. The principles and strategies used to organize this event can be applied to project management in both IT and non-IT consulting, transforming the consultant into a true athlete of the mind.

Strategic planning: the Olympic vision

Defining objectives:Just as the Olympic organizers set clear and precise objectives for every aspect of the event, consultants must establish measurable goals aligned with the project’s stakes. This clarity directs efforts and ensures success.

Program, roadmap, and phases: The organization of the Olympics is a massive undertaking, involving the management of numerous projects of different natures (infrastructure, logistics, events, communication…), which are interdependent and sometimes dependent on external factors (i.e., projects reliant on external factors or fitting into a strategy beyond the Olympics), such as the Seine cleanup or traffic optimization projects driven by the “Better Living in Paris” strategy, a priority for the city of Paris beyond the Olympics.

It requires a comprehensive program, necessitating coordinated management and translated into a roadmap to provide an overview of the main phases and milestones of the various projects, ensuring key stages are met throughout the timeline of the overall project.

Resource management: The Olympic model

Throughout the pre-launch phases of the Olympics, the project must manage a wide range of stakeholders: sponsors, politicians, local authorities, public and private suppliers, sports leagues or clubs, and residents of host cities.

Constraints, availability, stakeholders, critics, and influencers are all levers to consider and coordinate to avoid chaos, confusion, or strategic errors that could hinder the achievement of intermediate and final goals. During the Olympic Games phase, the range of stakeholders expands and becomes more complex, with new constraints and challenges inherent to their roles in the event: athletes, volunteers, security services, etc.

Resource allocation: In the implementation phase, the execution of the Olympic Games requires complex management of human resources (organizers, volunteers, security personnel, athletes, and spectators) and material resources (infrastructure, media, transportation, etc.) to ensure smooth conduct of the events.

Consultants can apply these same principles to optimize resource allocation in their projects, ensuring that each resource is used to its maximum potential and at the right time.

Team optimization: Like Olympic teams, which are formed to maximize individual and collective talents, project teams should be structured to leverage each member’s skills, working towards the optimal complementarity of talents.

Change management and adaptability: the challenges of the Olympics

Reacting to the unexpected: The Olympics must manage or have the capacity to handle unforeseen situations: weather changes, major equipment failures, threats to personal safety, etc. Identifying and assessing the likelihood of risks or unforeseen events through risk management is a critical activity for the project manager. This involves anticipating potential issues, having contingency or risk mitigation plans for anticipated problems, and learning to be flexible and adaptive in the face of unexpected changes to stay on course and minimize impacts on set objectives.

Effective communication: Communication between stakeholders is crucial for the success of the Olympics: maintaining alignment and managing interdependencies, avoiding disorganization or dissatisfaction among participants due to poorly anticipated or uncommunicated impacts. Consultants must also develop strong communication skills to manage expectations and project changes, ensuring stakeholder buy-in and trust throughout the project.

Performance and evaluation: The Olympic criteria

Measuring performance: Athlete performance at the Olympics is evaluated based on precise criteria. Similarly, consultants should define key performance indicators (KPIs) to assess the success of their projects. These KPIs help measure progress and identify areas needing improvement.

Lessons learned: analysing the successes and failures of the Olympics will provide insights to improve the organization of future events of this scale. Consultants should also incorporate their experiences to refine their project management processes, ensuring continuous improvement.

To conclude

The organization of the 2024 Olympic Games in Paris offers valuable lessons for project management consultants in terms of planning strategies, resource management, and change management. By drawing inspiration from this event as a model of success, consultants can reach new heights of professional performance, maximizing their effectiveness in managing complex projects.

Let us draw inspiration from the Olympic Spirit to become mental athletes, ready to tackle all professional challenges with success.