Executing and Closing Projects

Running head: EXECUTING AND CLOSING PROJECTS
Executing and Closing projects
Name of the Student
Name of the University
Author Note

2EXECUTING AND CLOSING PROJECTS
Table of Content
Introduction to the project..........................................................................................................3
Control systems for cost, schedule, scope and quality...............................................................4
Reasons behind the cost and/or time overruns reported during the project...............................5
Degree to which execution team could be held responsible for time and cost overruns...........7
Problems identified in section 3 above and the stakeholders’ needs and influence.................10
Project management actions that could have been taken to control.........................................12
Conclusion................................................................................................................................14
References................................................................................................................................16

3EXECUTING AND CLOSING PROJECTS
Introduction to the project
It is widely known that Sydney Opera house remains as one of the renowned iconic building
which is identified across the world and it is more of a global symptom of Australia. For the
popularity and reputation of the building, the architecture Jorn Uzton won the architecture
competition which is developed by the government of New South Wales for the new building
in 1957. This fact indicates that the construction was started in 1959 but the project scheduled
for more than four years. In addition to this, the budget of the project is around AUS$7
million but the completion of the project took more than AUS$102 million.
Presently, Sydney opera house, is presently known as most disastrous construction project of
the history if the financial ground is considered accordingly. Sage, Dainty and Brookes
(2013) mentioned that the starting of any project goals and objectives should be clearly
defined by consumers to produce the guideline required for the completion of the project.
Author of the paper have also mentioned the fact that cost quality, time for the project was
highly important
In order to support this statement, Howsawi, Eager and Bagia (2011) mentioned that no
adequate implication about the
Howsawi, Eager and Bagia (2011) mentioned that for the completion of the project no
proper amount of time and cost were provided. Consequently, architect of the project has got
their own freedom to design the business the way they want to be. According to the report of
Red Book Sydney National Opera House, it might consist of some plans and section by the
consultants. Moreover, the fund for the project came almost wholly from a dedicated lottery,
so starting the project or work of the project was not at all a financial burden of the
government. Howsawi et al., (2014) mentioned that stakeholder Uzton is fundamentally
concerned with the design element rather than the cost and time which appeared challenging.

4EXECUTING AND CLOSING PROJECTS
On the other side, most significant stakeholder was the client- which is the State of New
South Wales
Control systems for cost, schedule, scope and quality
The construction project of Opera House Sydney helps to observe the fact that the
cost of overall project is deemed to be the most controversial
The construction project of Opera House Sydney helps to observe the fact that the
cost of overall project is deemed to be the most controversial element of the whole project.
Nixon, Harrington and Parker (2012) that government of New South Wales took the decision
of making the investment around $100,00 in the project because they observed an
responsibility towards the public to select the existing affair. Rather than doing the same,
funding of the project was done and processed on the basis of the lottery system which is
mostly used across the project length, approved the cost and created funds necessary to keep
the project running. Angus, Flett and Bowers (2005) arguably stated cost of project
anticipated $5.5 million but the initial expense of stage 1 was calculated to be around
AUD$1.3 but this certainly increased to $2.5 by the initial stage of work which has left 47
weeks behind the schedule and it was over the budget and hence Anbari, Carayannis and
Voetsch (2008) arguably, to blame the rise in expenditure, considered the plans that were
being changed and were left incomplete.
It has been identified that the original cost estimated to develop Sydney Operate
House was $7million but the final cost was around $102 million it was entirely backed by a
State Lottery. Thus, Murray (2003) mentioned the fact that the range of control system used
in the project is tedious which lacked insight because there is a large gap between the actual
cost and the estimated cost of the project. Likewise, Gann and Salter (1998) mentioned that
initial it was expected that construction would take four years but the overall completion of