The Sydney Opera House Project Evaluation Report

Executive Summary
The present report summarizes the findings based on the Sydney Opera House project which is
an iconic landmark in Australia. This report is informed by outcomes from interviews and
document analysis as they relate to the project evaluation we are trying to implement here.
The Sydney Opera House is an exemplary Australian building with a long-standing history of
innovative information management. This history begins with a challenging plan and
development process which incited what might be the primary field-to-finish framework for
surveyors in Australia making incredible productivity picks up, and presently proceeds with the
execution of what is anticipated to be a completely integrated Business Information Modelling
for asset management framework.
All things considered, the Sydney Opera House is a noteworthy project management
accomplishment and it was inaugurated by Queen Elizabeth II, Queen of Australia, with
awesome ceremony and show. Nowadays it has gotten to be an imperative center of music,
culture and architecture. In spite of all the challenges, delays and cost overwhelms the Sydney
Opera House has ended up a symbol of not only a city, but an entire nation and continent.
There were two primary stakeholders at the starting of the Sydney Opera House development,
Jorn Utzon and the state of New South Wales which included the Australian Government who
propelled the competition for the project, particularly the Work Head Joseph Cahill. And there
were a few other partners like Ove Arup and his firm as well as the other outside companies and
counseling firms which are examined in detail in project stakeholder examination part of the
paper.
Likewise, there are a number of risks that might have occurred during the planning and
construction phase including budget risk, HR risk, natural environment risk, safety risk, technical
equipment risk and unexpected risks. They are discussed carefully to understand the impact of
these risks on this project. Event work packages need to be redistributed for some reasons and
supplier selection ought to be founded on certain selection criteria and should be performed
according to specific contract type.
In short, the aim of this paper is to critically analyze the Sydney Opera House as a project, which
is a building ahead of its time in which scientific and technological advances such as computers
were utilized in a spearheading way, but at the same time being a project with solid links to the
past, to antiquated civilizations and above all, to nature.
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Table of Contents
Executive Summary........................................................................................................................1
1.
Introduction.................................................................................................................................3
1.1. Overview of the project..............................................................................................3
1.2. Context in which the project
occurred......................................................................3
1.3. Objectives and Scope of the Project..........................................................................3
2. Project Stakeholders...................................................................................................................4
2.1. Project Stakeholder Analysis...................................................................................4
3. Project Management.................................................................................................................7
3.1 The project strategy.....................................................................................................7
3.2. Key events in the project...........................................................................................7
3.3. Tools used in the project......................................................................8
4. Critical Analysis..........................................................................................................................9
4.1. Analysis of project outcome.......................................................................................9
4.2. Qualitative risk analysis...................................................................................10
5.
Conclusion.................................................................................................................................11
References.....................................................................................................................................12
Appendices.....................................................................................................................................14
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1. Introduction
Sydney Opera House is considered as one of the finest architectural wonders of Australia and has
attained tremendous recognition universally since its initiation. New South Wales government is
the major stake holder of this organization which begun this venture with an international
building design competition. Jorn Utzon, popular Danish architect has accomplished the pride of
designing this astonishing venture. The building construction begun in 1959 and finished up after
fourteen years after investing 102 million Australian dollars.
1.1. Overview of the project
Sydney Opera house is comprised of around thousand rooms comprehensive of five major
auditoriums. The length of the building is almost 185m with its breadth 120m. Highest point of
the building is approximately 67m from ocean surface. In spite of the fact that, the building
outlined and built about half century back, still design and development strategies are world
class. The building gives the viewer an encounter of joy, surprise, and wonder every time it is
viewed. Sydney Opera House, recorded as a World Heritage in 2006, is among most celebrated
art theater which exhibits performances of more than 1600 craftsmen from all ranges of
performing arts. Around seven million individuals assessed to visit every year to experience
aesthetic exhibitions at Sydney Opera House.
1.2. Context in which the project occurred
When the Australian government board leading the design competition for a new opera house in
Sydney saw the outlines submitted by Danish architect Jørn Utzon, members were staggered: “It
was so unbelievable. I looked at it and thought, ‘Good god, this is phenomenal. But for sure, it
cannot be a building’”, reviewed a judge and previous chairman of engineering firm Arup. He
was nearly right. Arup's development of Utzon's winning plan begun after two years in 1959,
with a tight four-year venture plan and with AU$7 million budget. An anxiety to just get started
implied necessities administration and arranging both got brief shrift: Indeed as the foundation
was being poured, the group had a meager number of drawings to work from. Onsite issues
would rot while the designers within the United Kingdom took weeks to reply questions and
revise plans.
1.3. Objectives and Scope of the Project
Till the year 1961, Utzon and Arup did not split the issue of how to develop the now-iconic
shelled roof. At that point in no time, Utzon walked out from the project. The trio of architects
named to take over, who had never worked together before, assumed that they will be left with
detailed plans. They were wrong. Seven years into the project's timeline, the plans were still
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fragmented. It wasn't until late 1966 that the group at last discharged a plan to the public, which
was taken after by months of open talk about and partner quarrels. Among other issues, re-
creating Utzon's plans constrained the government to burrow more profound for more funds to
breathe new life into the project.
A project can lead to the creation of numerous ventures in an occasion where the planned
priorities are switched or compelled. The compelled priorities can be time, scope, and cost. The
scope of the project is concerned with what the complete project involves, as well as the
anticipated results. It moreover includes deciding extend avocations, assignments, and
achievement dates. Changing the scope leads to the rise of multiple projects. In this case, to
begin with, the scope of the project discussed before is to construct an opera house. Be that as it
may, the scope is changed to building a concert hall. This further empowers the presentation of a
new project or sub-project, concerned with building the concert hall.
2. Project Stakeholders
According to the Project Management Organization, project stakeholders are interpreted as:
“Individuals and organizations who are effectively involved within the project, or whose
interests may be emphatically or contrarily influenced as a result of project execution or effective
project completion.” In other words, your project’s partners are the individuals or groups who
have something to gain (or lose) from your project’s outcome.
2.1. Project Stakeholder Analysis
The conclusive stake holder of Sydney Opera house is government of New South Wales (NSW),
contains both regulating and utilitarian control of the organization. Other stake holders include
administration, representatives, SOH official committee, and common public. Agreeing to
Australian law, NSW has authentic rights to run the operations of this opera house. These days,
CEO of SOH is running the opera house and works beneath the supervision of Communities
Director General and Board of Trustees (SOHT). A Stakeholder map could be found in
Appendix A.
Since 1994, four companies have been running the SOH in association, after the foundation of
Opera Conference. These companies are State Opera of South Australia (SOSA), West
Australian Opera (WAO), Opera Queensland (OQ), and Opera Australia (OA). All new
productions are commissioned mutually by these companies with the help of cultural troupes and
outsourced foreign artists. The esteem of productions and caliber of craftsmen in these
companies are recognized internationally.
NSW government and the above four accomplice companies are working mutually in running
the operations of SOH. Financially, it is exceptionally pivotal for government to exercise control
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