Project Management Wembley

In this assignment I am going to investigate the internal structure and functional areas of The Trafford Centre and explain how its internal structure and functional areas have changed over time.

On the 21st October 1994 saw, what was described as, one of ‘the worst civil engineering disasters in the United Kingdom in the last twenty-five years’. Balfour Beatty, the contractor in charge of a part of the £440 million project to build a part of the tunnel for the Heathrow Express train in the CTA (Central Terminal Area), were five years later charged with a fine of £1.2 million plus, £100,000 worth of prosecution costs for the collapse of a section of the tunnel near Heathrow Airport and seventy-five meters away from a section of the Piccadilly line tunnel. Geoconsult, an expert designer of Balfour Beatty’s for the NATM (New Austrian Tunnelling Method) were also fined by the Old Bailey Criminal Crown Court £500,000 plus £100,000 for prosecution costs.

Wembley stadium is a great stadium which has been awarded internationally. It was opened in 2007 after long delays of the project. The final cost of the project was £757 million (£918 million in 2014 sterling).

A project is a temporary endeavour that creates a unique result. Time, budget, resources, and performance specifications, to meet requirements made by stakeholders, limit a project (Project Management Institute, 2013, pg.3). Project management is the application of tools, techniques, and knowledge to help achieve the three main constraints of scope, cost and time (Project Management Institute, 2013, pg.5). This applies managerial process and gives project managers the opportunity to make a project successful. However, there are still numbers of project failures both big and small projects. This failure does not only affect finances but also demoralizes employees who have laboured diligently to complete the work. The case of Wembley Stadium project failure will be analyzed in this paper to illustrate project management difficulties a project can encounter if appropriate tools and techniques are not successfully developed, implemented, and evaluated within the project management processes. The major problems concerning the Wembley Stadium project were scope, time, cost, quality, and stakeholder issues (Carter, 2002). However, this paper would be focusing on scope, time and cost issues. The format of this paper will include the project analysis, which will provide brief description of the Wembley stadium project, and main reasons why the project failed. This will be followed by the analysis of how the issue of the project failure is related to project management knowledge

The New Wembley Stadium was envisioned as the one of the most ambitious projects in the world. It was called “the home of football” and considered to be one of the largest and glorious stadiums in the world. The 133m arch looks breathtaking when lit up at night shining magnificently across London. Wembley is known as England's icon of football. Football Association (FA) was the client of the project and its subsidiary was the Wembley National Stadium Ltd (WNSL). The main contractor involved in the project was Multiplex Constructions with Mott MacDonald being the Lead Designers who designed it as a state-of-the-art stadium with a seating capacity of 90,000. The project had two main project advisors; Tropus at the initial stages (1997-2001) and Capita Symonds (2001-2006). The primary material supplier for steel and truss was Cleveland Bridge (Lewis, 2007).

The existing site sits within the boundary of the Wembley AAP and there are several important sections contained within the Wembley AAP that will affect the layout, scale and massing of any proposed development on the

The Wembley stadium was built using a Design and build Procurement strategy. A Design and build strategy is where a single contractor is responsible for both the design and construction of the stadium. The client must specify the type of building they require and the contractor proposes the best design to meet this, this information was found at the web address Building.co.uk.

A Similar issue was found in the London Olympics where an increase of £25 million was attributed to the design of the velodome, after finding out the complex foundation and ground conditions. The changes to the design of the stadium roof also increased costs for the main stadium for London 2012. Other issue was the unexpected fluctuations such as the increase in steel prices (Jennings, 2012).

This extension was discussed for years, and can be one of the projects received more attention from potential improvements and gains on the ground that it would create. Its construction began in 1990 and was completed in 1999, at a cost of £ 3.5 billion. Hussein, & Hunt, (2007) presented a series of recommendations for future ferrous projects in London. Transport for London, Metropolitan transportation Authority, hired two independent studies revise and empirically identify the rise in land values attributable to the extending line Jubilee to have more information to develop funding policy for the new generation railway projects. Öhrström, Andersson, & Ängerheim, (2007) found it very difficult to use capital gains to finance these projects. The first study concluded that it is impossible to estimate the additional values soil generated from the information available.

The revenue accumulated for these arenas could go toward aspects of the cities that need improvements to ensure safety of an environment. Factors of the city may include finishing construction of the roads and highways, and sewer systems. For instance, the city of Davie, Florida, is critical to travel in due to the lack of proper draining systems. It may rain for ten minutes and the roads are flooded; since, the draining systems were designed to be shallow. The government has called and approved the expansion of I-95 in Broward County, Florida; a project that can be completed in a month or two has extended to several of months and still is continuing till this day. If the money that is being used for public funding of sports venues would have gone towards the completion of I-95, then the city would have enough funds to pay more workers to finish the

Question 1. What project selection method described in the chapter will ABI probably employ for this proposal? Answer According to the description, the project selection method is profitability of numeric model. We might see the points from the business strategy 1) Bid only on good margin products that have the potential for maintaining their margins over a long term. 2) Pursue only new products. 3) Utilize the most advanced technology in new projects. “ project champion” approach to innovation and creativity. no more than 480 employees. 4) Foster the

Prepare a five to seven paragraph response proposing leadership styles you would recommend for the Denver Airport Project. Please choose a combination (two or three) of the eight leadership styles presented in the Thompson textbook (Chapter 11: Leadership: Managing the Paradox). Please note that you are to also use three other sources from the internet or the DeVry online library. All sources must be cited.

22. Many activities have slack time; if we add these slack times together, this represents the potential improvement in early completion for the project.

The stadium could fit up to 91,000 people inside and clever design by the architectural firm Herzog & de Meuron allowed for this stadium to go down as one of the architectural wonders of the world (Bell,2017). The project began in October of 2002 with an invitation for bidders opened by the BDPC which allowed for companies to submit tender prices for the

Bouchard, E., & English, M. (2016). Sports Facilities & Government Funding: An Overview. Points Of View: Sports Facilities & Government Funding, 5.