Gerry Pennell, the Manchester 2002 Commonwealth Games technology director, has overseen the creation of a £20m IT installation that would support a multinational company, then thrown it away after just 10 days.

"It's like building a bridge, walking across it, and then knocking it down," he explained.

Over the next few weeks his team will finish switching off the systems they spent the past two years developing and installing. Then they will return leased equipment to the suppliers, and go their separate ways.

"It's a surreal experience," he said. "For two years I've had the Games in front of me as the main objective in life, then it's over so quickly.

"I'm pleased it went so well, but I've never experienced a project where the fruits of your labour are so visible, and then suddenly it's not there."

Pennell talked to vnunet.com's sister publication Computing for the last time in its 'behind the scenes' series on the first day he returned home in almost six weeks.

"We've all been living on adrenalin for so long that when it switches off you realise how tired you really are," he said.

Weeks of rigorous testing was worthwhile: the only significant problem was the failure on the first day of a server providing graphics for TV broadcasters. It took just 20 minutes to fix.

"The most fantastic high was when we saw our graphics on live TV for the first time. The lowest point was the day after the closing ceremony, when we switched everything off," said Pennell.

Now that the Games are over and many of Pennell's team have left, he is able to talk candidly about the challenges he faced over the past two years.

Security fears
His main technology worry was a familiar one for all IT managers. "Security is a danger; it was always a big concern," he said. "We spent a lot of effort and money on penetration testing.

"We installed intrusion detection systems and looked carefully at configuration management. We employed external consultants to try and hack in. And we made heavy use of firewalls; there were two layers around the website."

Before the Games, software sponsor Microsoft admitted that the sight of its logo on TV alongside the results graphics could act as a personal challenge for hackers. The vendor's concerns were justified, but Pennell's systems remained secure.

"There were a number of attempted hacks, but they all failed," he exlained. "Software has become so sophisticated that you have to take time to make sure you get the security right. Badly implemented server software from any vendor is going to be a problem."

Technology also helped the physical security at the Games' venues. Someone forged an accreditation pass and broke into the athletes' village. But Pennell had installed a system for organisers to track athletes' use of the catering facilities. When the forger tried to have a meal, the system didn't recognise him and he was caught.

Pennell's other big challenge was people. "A lot of the resourcing decisions were bang on; some superb people, committed and talented. But some were not so good. I would have liked more time to get the people right," he said.

A typical IT department has specialists in areas such as strategy, development or support. But Pennell's team had to go through a full IT lifecycle.

Horses for courses
"Some were appalling at planning, but great at support or vice versa. We had entrepreneurial web developers that were used to going live with hardly any testing. And we had ex-IBM types who test everything in triplicate. You have to accept that it's a journey of discovery," he said.

For some, the pressure was too much. "A couple of people were signed off by doctors because of stress. And a project manager from one of the suppliers had a near nervous breakdown and had to pull out," said Pennell.

Another of the unique aspects of Pennell's role was building the team's culture from scratch. In any other organisation there is an established ethos: the way things work is taken for granted.

"We recruited people from the public and private sector, from IT suppliers and dotcoms, and had to get all those different backgrounds to work together," he explained.

"We benefited from not having a moribund culture to get over, but it also meant that there were no existing practices to get used to. We just had to work through all those questions in the course of the project."

But "top of the agenda" now for Pennell is his future. He is tied to the Games throughout September, but has to find a new job before his contract expires in December.

Many of his former colleagues will be moving on to other sporting events around the world but, with four children at home, that's not an option for Pennell.

"I'd love to do another Games, but I don't want to go globetrotting. I would like to do an Olympics; that would be fabulous if we hosted one in this country," he said.

Back to reality
But while the Government considers a bid for the 2012 Olympics, Pennell has to return to real life. After his experiences with Manchester 2002, it will take a special job to keep him satisfied.

"I'm looking for an IT director's role in an organisation with significant change to achieve in its IT department. Something with a challenge; something big," he said.

"What I will take away from this experience is a sense of what's possible. It has shown me what people can achieve when they are motivated correctly and have the right vision ahead of them. I'm amazed at what we did in the time we had.

"I have no idea what I'll do next, but I'm open to offers."