Unlike any other project, London Olympics was not a normal project but had many requirements associated with sports, organisation, venues and infrastructure, funding, ticketing, tourism and branding. Furthermore, the key requirements of this project were the construction of sports facilities and infrastructure, the development of public transport systems and finances. Even though it was a one-of-a-kind project, London finally made it. The success of this project can simply be noted by the fact that the entire project was delivered on time, within budget and within financial resources. Furthermore, thousands of volunteers made significant contributions, no such problem or threat occurred during the entire event, and the opening and closing ceremonies were highly admired around the world. Some key facts and findings are presented below; Athlete Numbers – 10,568,219 million spectators Economic Impact – GBP 16.5 billion Visitor Spending – GBP 760 million These findings lead to the understanding that the London Olympics have not only gained worldwide attraction but have also been a major source of strengthening the economy of the United Kingdom (Olympic ORG, 2012). Project Risk Management: Security and Geopolitics: It is a fact that planning, organizing, executing, controlling and monitoring such a big and mega project is not a piece of cake. Especially when it comes to managing thousands of visitors and tourists in a specific location and location, it is always a vital job for the organizers. Furthermore, in recent years, terrorist activities have increased to a greater extent. Similar was the case of London which had suffered the 7/7 bombing a few years before this mega event (House of Commons, 2007...... half of the document ...... available at: http:/ /www.olympic.org/Documents/Reference_documents_Factsheets/London_2012_Facts_and_Figures-eng.pdfOlymponomics, 2008, London 2012: Olympic Risk, Risk Management and Olymponomics, accessed 29 May 2014, available at: http://olymponomics.wordpress. com/2008/09/ 29/london-2012-olympic-risk-risk-management-and-olymponomics/Söderlund, J. 2004. Building theories of project management: past research, questions for the future , 22 (3), pp 183-191.Srivannaboon, S. and Milosevic, D. 2006. A bidirectional influence between business strategy and project management, International Journal of Project Management, 24 (6), pp .Van Der Merwe, A. 2002. Project management and business development: integrating strategy, structure, processes and projects, International Journal of Project Management, 20 (5), pp. 401-411.