Building a New Sydney Opera House

Building a NewSydney Opera House

Prepared bySumanth Velamati

11555479

ForLecturer Name

24/08/2014

[BUILDING A NEW OPERA HOUSE]Student ID: 11555479

ContentsIntroduction:......................................................2

Main Objectives in building a new Sydney opera house are:..........2

Problems/shortcomings identified in the construction of Sydney operahouse:.............................................................3

Risk management in building a new Sydney opera house...............4

ITC505 – Project Management


Introduction:

The Sydney Opera house is one the monuments in the

modern world whose construction is considered as a

failure in perspective of project management though is a

success with its huge popularity because of failure in

estimating the cost and the time in constructing the

project. The construction has started in 1959 and the

estimated budget for construction is about $7 million and

time as 4 years for its construction but it ended up in

costing $100 million and was completed in 1973 which took

14 years for its construction.

It is considered

as a failure in the terms of project management

perspective because it has over run 1300% of its total



cost estimation and a schedule of about 250% which is a

failure in terms of traditional metrics in project

management though it is a success in view of stake

holders.

Main Objectives in building a new Sydney opera house are:The project management is defined as an application of a collection of tools and techniques which direct the resources towards the accomplishment of unique, complex, one time task with in time, cost, and quality constraints with its particular techniques which has to be indulged in its construction.((Sean(Fall 2012).n.p32)

1. Initiating a project: This phase consists of Forming an initiation team: which involves in

forming a team which involves in carrying out all the activities which are required for initiating a project.

Establishing a relationship with the customer: Understanding the customer requirement and designingthe project according to it.

Designing a project initiation plan: defining the activities that which are required to organize the team when working to reach the goals and scope of the project.

Management procedures: concerning the development team communication and reporting procedure, assignment of jobs and roles in the project, projectchallenges, procedure and finally the funding and billing of the project.



Project management environment and workbook: collection and organization of tools that are used while managing the project.

2. Planning the project: project planning phase is an important phase which consists of

Project scope, alternatives and feasibility: The questions that are raised while understanding the complexity of the project are

Addressing the problems/opportunities which project undergoes?

Estimating the results? Assuming the needs? Measurement of success? Estimating the end date?

Division of project into tasks. Creating a plan to estimate the resources. A preliminary schedule and communication plan has to

be developed. Determining the project standards and procedures. Identifying and assessing risk. Creating a estimated budget plan, forming a work

statement and a project baseline.3. Executing the project:

This phase is of executing the plans that are stated in the project planning like project baseline plan, project workbook and communicating the project status.

4. Ending the project: In this stage the project has to be completed by meeting all the requirements which it has toand developing an end review of the project and also conducting the post project review and closing down the customer contract.

OBJECTIVES:



1. Linking of project goals and its objectives to the needs of stake holders.

2. Main focus has to be on customer needs.3. Building a high performance project plan and a team to

implement it.4. Functional boundaries has to be determined.5. Work breakdown structures has to be developed6. Project schedule and cost has to be estimated.7. Time constraints has to be meet.8. Calculating the risk and establishing a dependable

project control and monitoring system.

These phases are the first stage that we undergo while processing any project, so we follow all this stages to set a perfect plan in building a new Sydney opera house so that to make sure our project doesn’t fail like the old construction in terms of time and cost.

Problems/shortcomings identified in the construction of Sydneyopera house: It has encountered many risks and delays throughout the project and failed to meet the estimatedcost and time period. The problems identified were like (Dr. Canonico and Dr Soderlun.(Feb 13, 2009).n.p.22).

1. Design: It is mainly famous because of its peculiar design which a revolution in architecture industry. But it was not clear what they are going to construct when they had started the project. Utzon the construction company which undertook the project has no assistance ofany engineer neither go the approval for any design whichis a failure in planning in terms of project management.

2. Management: There was no project manager was appointed inthe project and assumed that Utzon was doing the role by itself.



3. Technical/Quality/performance risks: These issues have tobe evaluated and estimated before the project has been started which is not in done in case of Sydney opera house.

Risk management in building a new Sydney opera house: The risk management is the most important phase whicha project has to undergo for its successful completion. It hasfour phases such as:

Risk identification Risk estimation/ Risk Quantification Risk response Planning and execution/ Risk Control

(Eid Khaled (Sep 22, 2012) n.p.12)1. Risk identification: This is the initial stage in which we

identify the risk before it evolves and also prepare to face it with a solution.

2. Risk estimation: Risk has to be quantified in two dimensions. The impact and probability of occurrence has to be estimated. It can be rated on a scale from low, medium, high and critical.

3. Risk response: These can be done in four steps such as: Avoid the Risk: Preventing it from occurring or

do something to remove it by using various things like another supplier for example.

Deviate the Risk: Make others responsible for it like having an insurance for damage, liability etc.

Mitigate the Risk: Actions has to be taken to reduce the impact of the risk and also its chance of occurrence. If it is related to the resources make an agreement and get them available.



Accept the Risk: The risk might also be small which indulges less effort or a contingency plan which has to be developed to deal with it.

4. Risk Control: It is a final step in which errors are continuously monitored to check whether there were anychanges in the status or they create a problem. It is possibly the best technique to hold any regular risk reviews to estimate the probability of the risk and its impact on the project. It can also remove risks which havepassed and identify new once.

In our new Sydney opera house we follow all the risk management procedures which were not followedin the old construction, so that we don’t do the same mistake which was committed in the past such as no clarityin design, budget, cost estimation and lack of communication and resources. So that we can make our project a success in all the forms.

Discussion

History on the Sydney Opera House Project in terms of Project

management:

The history of the iconic building which was major success in

the architecture industry and even won a prize for its design

to the architect Jorn Utzon and honoured with Pritzker prize

which was most renowned prize in architecture world and also

in a competition set by New South Wales government and

recognized all around the world is a failure in the

perspective of project management Failure in the sense not in



its construction or popularity or other cases but for its lack

of project management skills, as discussed above the

estimation cost almost 100 times more from allotted budget and

time estimated for its construction was more than double when

it is finished it took almost 14 years for its completion

where as the estimated time was about 4 years.

Not only in the case

of cost and schedule the construction is considered as

disaster in management plan due to many reasons like, there

was no clear objectives that were defined by the client that

which provides guidelines for project completion. The major

factors like time, cost and quality were not defined. Un

restricted goal might be one of the major reason for its

failure.

PMBoK framework and its application for construction of new

Sydney opera house:

The PMBoK ( Project Management body of knowledge ) frame work

which involves the development of standards and scientific

improvements in the relation to all the areas in the project

management. ( Notargiacomo Mustaro & Rossi (2013) n.p 10.)



The project areas that are defined in

the PMBoK are

1. Project Integration management: Development of a clear

and correct project plan is main aim of this project area

for further progress of the project .

As our aim is to build a new

Sydney opera house without a failure the major thing is to

build plan in integration management with all aspects of

requirements and set clear goal with all the client

requirements.

2. Scope management: which involves

planning the Scope,

defining the Scope ,

Create WBS

The scope of the project has to be planned and defined

in this phase and workbooks are to be created relaying

on the schedules which are a must in our project of

Sydney opera house.

3. Time management : Process this phase undergoes are

Activity definition,

Activity sequencing,



Activity resource estimation,

Duration estimation and schedule development.

The major back drop of the old Sydney opera

house is the lack of time management which we

are particularly going to concentrate and make our project a

success in all the forms.

4. Cost management: Estimating the cost for the Project that

we are going to construct and

forming a budget plan according to it are the main

feature of this knowledge area.

5. Quality management: Quality which the client is expecting

had to be delivered and a planning should be according to

it.

6. Human Resource Management: Human resource management is

of electing the right person for the right job to be done

and gathering of all the available human resource and put

them on right roles in the project so that project can be

effectively handled.

7. Communication management: There should be effective

communication between the members of the project and also

with client to know his requirement.



For example, we consider the old Sydney

opera house where architect Utzon who collaborated with Ove

Arup the engineer of the project which was one of the cause

for the project to delay.

This mistake should not be

repeated in our current project.

8. Risk management: As discussed above in the problems and

shortcomings, risk management also plays a major role. It

has to be implemented carefully for a project success.

9. Procurement management: Acquisition planning has to be

done for the project in all the phases so that it can run

correctly and the output can be delivered on time.

Project management organisation capability/requirements:

The project management capabilities are to be built in such a

way that

They should have all the remediation plans to

sustain your capability to best practice.

Standard project management capability process

has to be adopted.



Performance improvements in managing IT projects

has to be sustainable and significant.

Best use of technology and human resources,

timely completion of projects, budget, relisable

cost reduction plans.

Regular conformation is required to check

whether your project meets good probability

standards.

So, by following

these your project can be compatible to all

capability maturity models and be the best

practice for completion of your project.

Key project management skills required by such projects:

Stakeholder analysis: According to me stakeholder

management is a key success factor for all projects because:

Stakeholders who are intellectuals can help you out

throughout your project like with their opinion in the

early stage to shape your project and in the output and

many other such things.

Powerful stakeholders can help you out with more

resources.



Communication with stakeholders frequently ensures you

that they understand what you are doing and also the

benefits of your project.

Anticipate people’s reaction to your project and bild

your plan of action in such a way that it could gain

people support.

Need to manage innovation and new technological

improvements while addressing scope,

budget or resource “creep”: These have to be maintained

because of

A requirement specification that contains conflicts or

lack in details which are to be identified before the

specification was issued.

Wrong assumptions due to lack of knowledge.

Internal changes in the development team to create new

project overruns.

New ideas according to market needs.

Above mentioned were some of

the problems that arises due to the lack of innovations

and technologies so they are to be implemented for the

successes of a projects



Project communication plan for such projects:

Communication plays a

major role in the project management and makes a

project success.

Which is a failure in terms

of old Sydney opera house, and has to be success fully

carried out throughout our project?

It is planned as a useful

tool in schedule reporting and involves planning for

all the communications in the project which helps to

identify the different frequency and different types of

information required by different stakeholders.

It has to follow different protocols such as:

Method of communication and standards

Templates

Security

Ethics

Reporting schedules, time frames, information

requirement

Version control methods



This procedure has to be followed for a successful

project communication.

Best practice recommendations for such projects:

The best practices that are to be required to develop a

communication plan for the successful projects are

1. Collaborate: the communication plan has to be developed by

collaborating with all the project team members and also

the stakeholders.

2. Accessible: There should be accessible communication

between all the team members and the stakeholders.

3. Include: The work requirements for the execution of

communication plan has to be added in the main project

plan.

4. Work: The information which is present in the

communication plan should be consistent with project plan

and other related documents in planning.

5. Update: Communication plan has to be updated when the

significant changes have occurred in the project.

6. Survey: A stakeholder survey has to be conducted to verify

whether they are getting the appropriate information or

not.



7. Approve: A proper approval has to be there before

disseminating project information.

Some of the most successful projects with all these

capabilities are:

1.



Conclusion

<< Insert a brief summary of the key areas here with your

findings>>

References

1. Sean Maserang (Fall 2012). Project Management: Tools and

Techniques. Retrieve From:http://www.umsl.edu.


http://www.umsl.edu/


2. Khalid Eid, (Sep 22, 2012). Sydney opera house risk

management case study. Retrieve from:

http://www.slideshare.com/khalidEid/Sydney-opera-house-

case-study-analysis.

3. Dr Paol Canonico and Dr. Jonas Soderland. ( Feb 13,

2009). Project management.

Retrieve from:

http://www.iei.liu.se/fek/svp/723g18/case_material/1.1111

01/SydneyOperaHouseProjectStudy.pdf/

4. Pollyana Notargiacomo Mustaro & Rogerio Rossi (2013).

Project management principles. Retrieve from :

http://www.iisit.org/Vol10/IISITv10p325-

340Mustaro0190.pdf/

5.


http://www.iisit.org/Vol10/IISITv10p325-340Mustaro0190.pdf/

http://www.iisit.org/Vol10/IISITv10p325-340Mustaro0190.pdf/

http://www.iei.liu.se/fek/svp/723g18/case_material/1.111101/SydneyOperaHouseProjectStudy.pdf/

http://www.iei.liu.se/fek/svp/723g18/case_material/1.111101/SydneyOperaHouseProjectStudy.pdf/

http://www.slideshare.com/khalidEid/


Appendices


Building a New Sydney Opera House

Documents

Transcript of Building a New Sydney Opera House