Construction of Sydney Opera House

This article discusses the construction of the Sydney Opera House, including the challenges faced, reasons for its failure, and the critical reviews and evaluations of this iconic structure. It also provides recommendations for future construction projects.

Construction of Sydney
Opera House

Table of Contents
INTRODUCTION...........................................................................................................................1
Reasons for failure of Sydney opera house............................................................................1
Article review.........................................................................................................................2
Critical review and evaluation................................................................................................3
Recommendation....................................................................................................................4
REFERENCES................................................................................................................................6

INTRODUCTION
This iconic structure is a unique building located on Port Jackson (Sydney Harbour), New
South Wales, Australia. With having living white sail-shaped shells as its roof architecture of this
building is complex. The international competition for design that was sponsored by the state
government in the year 1956 there were 30 architects who took their part from different countries
and approximately 233 entries were submitted (O’Toole, 2004). The Danish architect Jørn Utzon
announced as a winner by judging committee as he showcased dramatic design of complex
structure (Utzon, 2002). Construction of the Sydney house was began in the year 1959 and faced
different type of challenges and problems like cost overruns, difficulties faced by engineer in
order to execute design, delay of time and agreement with government authorities, resignation by
Jørn Utzon in 1966 and more. However in the year 1999 with so many attempts original architect
of building Jørn Utzon agreed to return in order to make significant improvement in project and
redesign formal reception hall (Colbert, 2003). With having multipurpose performing art
facilities the Sydney Opera House is world’s best known landmark and was designated a
UNESCO World Heritage Site in the year 2007. It is disputable masterpiece of human creativity
that still attracts attention of many national and international tourists. It is a masterpiece of 20th
century architecture.
Reasons for failure of Sydney opera house
Sydney opera house is simple but complex iconic structure. Its original plan had a four-
year timetable and an AU $7 million budget. It has been evaluated that, the shells alone took 150
thousands man hours to design. This is more than just an engeneric riddle as it is engeneric
nightmare. As it has been determined that it is having most complex Engeneric problems.
Sydney opera house was designed by Danish architect Jørn Utzon. Sydney opera house is a
masterpiece of twentieth century architecture (Parnell and Hartcher, 2017). There are many
challenging stories behind the story of master piece. Most critical failure of opera house was that
budget blowing out by 1500% and timeline stretches out from 5 years to 14. In addition to this,
another failure was, inadequate resource management planning that resulted in no one dedicated
person responsible for project activities. This has been evaluated that in the year 1965, the state
elections took place and newly elected government was not in the favour of Utzon. In addition to
this, it has been identified due to government intervenes Utzon forced to begin work. So with
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half finished structural design, no clearly defined leadership of plan construction began. Along
with this with no defined project budget cost began escalating. Government interference acts as a
major reason for failure of Sydney opera house. It forced construction engineers to starts
building before plans were ready. This later turned out to be a disaster. This has been identified
that engineers were forced to use assumptions and estimations rather than research and facts. By
last 1962, stage 1 was underway behind schedule and over budget and no viable solutions to the
design of shells that has yet been found there were many reasons for failure of Sydney opera
house. This has been identified that, engineers found difficult to create delegate locking curves.
However, Changes in the project's objectives, Changes in organizational priorities and inaccurate
estimates of project requirements also acts as reasons for failure of marvel of construction.
Article review
As per according to article, The Sydney Opera House: An Australian Icon François Colbert,
Sydney Opera House which is the world famous for its magnificent architecture and is a
symbol of city. It attracts large number of tourist every year, it has been identified from the
article findings that there were many issues that has been faced during the construction phase
that can be improved with the help of identifying shared values, recognising challenges making
strategic partnership with stakeholders and improving communication process. Along with this,
feedback is also an important aspect through which issues can be resolved, with feedback and
understanding people can also facility defined relationship through which internal issues can be
overcome. Thus, identifying article aspect this has been evaluated that with having long-term
integrity and strategic building issues and problems can be resolved. Furthermore, this it has
been identified that with the implementation of vision and corporate goals like leading learning
and innovative workplace structure along with formative communication construction of the
Sydney Opera House can be made without unnecessary issues.
According to the evaluation of CRITICAL SUCCESS FACTORS FOR THE
CONSTRUCTION INDUSTRY by by Zakari Tsiga, Michael Emes, Alan Smith, It has been
identified that there are different type of critical success factors in different categories like in
external challenge factors like physical environment, economic environment, regulatory/legal
environment, social environment and political environment are included that are required to be
considered during the construction phase of the Sydney Opera House. This can effectively
provide aid in resolving unnecessary political indulgence by newly elected government. Along
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with this it is also essential to have top management support in which stakeholder influence,
understanding of political difficulty are involve. Along with is it is also essential to consider
importance of project risk management in which resource planning, communication, monitoring
and review response planning are included. Thus, according to the article evaluation it has been
identified that soft side of risk management act as a most important scale through which
significant outcome can be ensured.
Article The Sydney Opera House: An Evolving Icon Patricia Hale & Susan Macdonald,
the Danish architect Jørn Utzon designed Sydney Opera House which involves complex structure
in a simplified manner. It include the Opera theatre and the concert house, it is Australia one of
the most famous buildings that attract significant attraction for their complex structure.
According to the evaluation of article it has been identified that this building is duly managed
and operated by New South Wales government and the City Opera House trust. In order to select
the location of this building Harper emerged as a most suitable location as it is prime city site.
According to the article review it has been identified that construction and controversies goes
side by side during construction of Sydney Opera House, overflow budget, stretching of time,
unplanned construction, government interventions, engineering challenges are some of the issues
that create challenge environment along. Along with this conflict between Jørn Utzon and newly
elected government proves to be dangerous that lead towards resignation of Utzon. After his
resignation he left Australia and the Opera house construction was continued by local Australia
architect.
Critical review and evaluation
Sydney opera house a marvel and iconic architecture was designed by Jørn Utzon he had
incredibly good understanding of nature that lead him towards developing his scheme to build
today’s world-famous masterpiece which is both nationally as well as internationally admired.
Jørn Utzon design for Sydney opera house was a revolution (Pells, Best and Poulos, 1994). It has
been identified that, Utzon wants that building could be visible equally from multiple angles.
Thus, radical shape of Sydney opera house made this building world most admired architecture.
With having team of engineers who are having remarkable knowledge of maths and physics
conduct their functions under guidance of Jørn Utzon (Tettamanti, Rossini and Cheaitani 1997).
He wanted to construct this building by merging all the amaze of curves and complex geometry
into one remarkable way. It has been identified that complexity makes this place dangerous to
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work but Jørn Utzon wanted to build Sydney opera house compatible to harsh Australian
environment. However dark clouds starting building after intervene of government political
parties and they stated forcing Utzon to start construction before proper completion of adequate
plans and structure. Further it has been identified that, complex plans that were made by Utzon
along with complex shapes, materials and procedures requires as well extensive research as
perfection takes time and money (Chen-Yu, Goad and Myers, 2015). But due to increased
pressure on Jørn Utzon by the new minister and accusations like failure to meet expectations lead
Utzon to resign. This has been evaluated that visionary architect who doesn’t just leave the
building, he leaves the country. Jørn Utzon leaves Australia and never returned. This has been
identified that, his departures leaves future of building, designing team into many serious
complications (Poon and Maher, 1997). There were group of local engineers who protest for the
return of Utzon but situation becomes disaster. After this, Australian Peter Hall was appointed as
a design architect for the completion of Opera House in the year 1966, when visionary Danish
architect Jorn Utzon resigned due to change in government as he saw his schedules, designs, cost
estimation and hard work questioned. Peter holds charged with finishing Sydney opera house but
he is required to learn every details and concepts from stating phase (Innovation, 2007). After so
many complications in October 20, 1973 100 million dollar, Sydney opera house opened.
Recommendation
Construction of Sydney Opera House faced number of challenges, criticism and issues that
could have been saved with having a well defined scope. It has been identified that early stages
of Sydney Opera house construction faced different types of internal communication issue as
there were not any communication policy for plan along with this delay in planning and
designing developed frustration within engineers. It has been identified that Utzon refused to
install telephone in his building and there was lack of cooperation among team members. In this
with having an effective communication skill among team members and leaders can ensure
effective collaboration through which frustration among team members can be resolved. In
addition to this at the initial stage formation of approximate or proper budget also prove to be
effective that could improve lack of adequate care in project initiation. Along with this after
government intervenes, elected officials opposed project and requested many changes in
structural constraints and cost, that was refused by Jørn Utzon, after his resignation in 1966 the
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construction was continued by local Australian Architects. This signifies that skill of managing
and collaborating with project stakeholders could have been effective through which lot of
problems can be overcome. In addition to this, it has been identified that, the Sydney Opera
House complications can be saved with having a proper plan rather than an aspiration.
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REFERENCES
Books and Journals
O’Toole, M., 2004. Opera Ludentes: the Sydney Opera House at work and play. Multimodal
discourse analysis: Systemic functional perspectives, pp.11-27.
Colbert, F., 2003. Company profile: the Sydney opera house: an Australian icon. International
Journal of Arts Management, pp.69-77.
Pells, P.J.N., Best, R.J. and Poulos, H.G., 1994. Design of roof support of the Sydney Opera
House underground parking station. Tunnelling and Underground Space
Technology, 9(2), pp.201-207.
. Co-evolution in design: A case study of the Sydney Opera House. In Computer-Aided
Architectural Design Research in Asia (CAADRIA'97), Hu's Publisher.
Tettamanti, M., Rossini, A. and Cheaitani, A., 1997, January. Cathodic Prevention and Cathodic
Protection of New and Existing Concrete Elements at the Sydney Opera House.
In Corrosion97. NACE International.
Lynch, M., 2002. Learning and leadership: Cultural change at the Sydney Opera
House. International Journal of Arts Management, pp.4-7.
Arup, O. and Jenkins, R.S., 1968. THE EVOLUTION AND DESIGN OF THE CONCOURSE
AT THE SYDNEY OPERA HOUSE., THE EVOLUTION AND DESIGN OF THE
CONCOURSE AT THE SYDNEY OPERA HOUSE. Proceedings of the Institution of
Civil Engineers, 39(4), pp.541-565.
Hale, P. and Macdonald, S., 2005. The Sydney Opera House: An Evolving Icon. Journal of
architectural conservation, 11(2), pp.7-22.
Smith, T., 2002. The Political Economy of Iconotypes and the Architecture of destination: Uluru,
The Sydney Opera House and the World Trade Center. Architectural Theory
Review, 7(2), pp.1-44.
Pells, P.J.N., 2002. Developments in the design of tunnels and caverns in the Triassic rocks of
the Sydney region. International Journal of Rock Mechanics and Mining Sciences, 39(5),
pp.569-587.
Utzon, J., 2002. Sydney Opera House: Utzon Design Principles. Sydney Opera House.
Freeman, C.G., 2013. Participatory culture as a site for the reception of architecture: Making a
giant Sydney Opera House cake. Architectural theory review, 18(3), pp.325-339.
Goad, P., 1997. An Appeal for Modernism: Sigfried Giedion and the Sydney Opera
House. Fabrications, 8(1), pp.129-145.
Chen-Yu, C., Goad, P. and Myers, P., 2015. The metaphorical expression of Nature in Jørn
Utzon's design for the Sydney Opera House. arq: Architectural Research
Quarterly, 19(4), pp.381-396.
Innovation, C.C., 2007. Adopting BIM for facilities management: Solutions for managing the
Sydney Opera House. Cooperative Research Center for Construction Innovation,
Brisbane, Australia.
ELLEM, L., 1980. Utzon's Sydney Opera House. IN: AUSTRALIAN ART AND
ARCHITECTURE, EDITED BY A. BRADLEY AND T. SMITH, P. 192-209. 12 ILLUS.
(General).
Parnell, J. and Hartcher, A., 2017. Setting noise objectives for outdoor events at the Sydney
Opera House.
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Dezuanni, M., Arthurs, A. and Graham, P., 2015. Live from the Sydney opera house: Remote
musical interactions for teacher professional development. Australian Journal of Music
Education, (1), p.29.
Prokopska, A., 2007. Creativity Method applied in Architectural Spatial (Cubic) Forms--Case of
the Sydney Opera House of Utzon. Systems: journal of transdisciplinary systems
science, 12(3).
Smith, V., 1974. The Sydney Opera House. Summit Books.
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