Lessons Learned from the English National Stadium Project
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This assignment discusses the lessons learned from the English National Stadium project, including recommendations for project effectiveness and success.
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Running head: PROJECT MANAGEMENT PROJECT MANAGEMENT Name of Student Name of University Author’s Note
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1PROJECT MANAGEMENT Executive summary This particular assignment stresses on the money of people that was contributed to the project. This report discusses the recommendations that could have been used for the effectiveness of the project and making it successful. Lessons that had been obtained from the project include proper time as well as efforts must be invested with the help of planning phase that is strategic in nature, this would help the project in coming out with realistic and clear as well as unambiguous objectives for the project. It further discusses the components of procurement and tender evaluation that could have been utilized in the case study.
3PROJECT MANAGEMENT Introduction The English National Stadium was established in the year 1996. It is situated in Wembley. The procurement context of the stadium can be derived from its life cycle journey (Robinson & Adriaanse, 2015). The position of the project, in the year of 2001, had been quite stable, it had obtained a lottery grant of around 120 million dollars from Sport England. This lottery funding had been provided in the return of a massive range of numerous public benefits. If the project had not been started, Sport England would have been able to entitle for recovering their lottery grant (Duke, 2017). The next decision that had been undertaken included the support that was to be provided to the project for its progress. The decision that had been taken include the fact that the support that would be provided will be conditional. The department ensured the undertaking of numerous strategies that would contribute to the success of the project. It further took account of multiple risk that could be occurred in the project. This particular report focuses on the money that belonged to the public and had been invested in the project (Van Horn, 2002). It further discusses regarding the components of procurement and tender evaluation that could have been utilized in the case study. Discussion Part A The unsatisfactory outcomes obtained from the project of English National Stadium represents the fact that it could have been utilized better strategies for executing the projects along with numerous ways to ensure that the investments made by the people as well as their authorities are not wastedand used effectively (Malcolm & Gibbons, 2017). The project procurement components, as well as tender evaluation that could have been used by the case study, are mentioned below Project procurement components that could have been included
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4PROJECT MANAGEMENT Roles as well as responsibilities: project managers must have overseen the overall process and hence manage the entire schedule, project risks and budget in an effective manner. Corporate managers could have been hired for the purpose of providing advice and carry out decision making for the issues that are contractual in nature (Duke, 2017). They could have been reviewed the documents properly and then approve them. Project scheduling: a professional contractor could have been assigned for only preparing the schedule of English National Stadium project. The contractor should not have been provided with any more activities, and this would have resulted in a better program for the project. Control of vendors: the procurement management plan must have been included with techniques that would be used for controlling the vendors. Some ways that could have been used by the English National Stadium project include measurement of the quality of projects such as size, quality of the widgets that would be being delivered, shape and some more attributes (Cronin, 2015). Site inspection could have been carried out, external production facilities must have been inspected. Estimation: before tendering the project, the project managers must have invested time for estimating the outcomes. At the time of the project, the changes that are to be brought about n the statements must have been estimated along with the changes n the budget. Risk management: the procurement management plan that had been prepared by the project team should have described the entire profile of risks of the project, the attributes of the risk profile are tolerance of risks, types of the contracts, policies as well as procedures that are used for the contracts, probability of the detected risks, severity of those risks, review as well as approval of the requirements.
5PROJECT MANAGEMENT Figure 1: The English National Stadium (Source:Andrews-Speed & Tromans, 2018) Tender evaluation The purpose of the tender evaluation is the identification of the bid offers that are best for the project and would tend to provide the most money value to the entire project, which means the one that would be economically advantageous for the project. The steps that could have been undertaken by the English National Stadium project for tender evaluation are as follows Preparing before tender is issued: the criteria of tender evaluation must be defined before sending the bid document and the request for proposal (Jelodar, Yiu & Wilkinson, 2016). The thought process must have been carried out effectively because the criteria that have to be
6PROJECT MANAGEMENT usedforthepurposeofassessingthenecessitiesofthetendershouldhavebeen communicated to all the bidders. Cost vs. price: the English National Stadium project must have asked regarding any operational cost, maintenance cost, warehousing cost, consumables, spares, license and many more charges that are ongoing and might be incurred within the project (Agyekum-Mensah & Knight, 2017).The costing template that is present in the tender must have allowed for as well as encourage the bidders for including the costs that have been associated with the commodity throughout its life cycle. Quality requirements: the criteria that are not relevant to the cost must have been defined in the document of bidding. The criteria that could have been used in the evaluation of tender process might have varied depending on numerous commodities or services that are sourced. The main criteria's include countless technical issues as well as functional abilities for the purpose of fulfilling the requirements, technical support along with safe services relevant to sales, ability of delivering within time and hence complete within the needed timeline, compliance with the statutory as well as legal requirements,training as well as on-site installation and the completion of tender and it is signed by authorized personnel. Assessing the responses received from tender: a vital and initial step that could have been undertaken by English National Stadium project in the overall process of tender evaluation include ensuring the fact that various bidders meet the necessities along with the bidders completely understanding numerous implications as well as the risks that could be imposed by the implementation of service and delivering the services.
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7PROJECT MANAGEMENT Figure 2: The construction site of English National Stadium (Source:Agyekum-Mensah & Knight, 2017) Part B Findings Complexities A considerable number of issues had been identified which was proved to bedevilled the English National Stadium project, the aspects that caused issues include adversarial contracts, allocation of numerous unreasonable risks, issues in cash flow, changes in the design, week performance,week management of the site as well as litigations, these issues are mentioned below along with the detailed explanation Project environment and organization aspects: the project environment had not been comfortable enough, the project had faced communication issues. Besides major changes
8PROJECT MANAGEMENT within the scope of the project, multiplex lamented had not been provided with the access to the design data that had made them under-price the entire steel work (Adriaanse & Robinson, 2015). The major issues that was faced by the project which effected the entire environment of the project was the step taken by the contractor of the project. The steel contractor had undertaken the decision of terminating the contract inthe year of 2004, this was done because they were not convinced that the project would pay them for the materials that are being used.They had been insurmountable issues within them and Multiplex.This issue had resulted in poor performance of employees including workers and other professionals. Leadership and governance: The project had faced issues regarding the project planning as well as project organization. Numerous decision were taken in a hasty manner. Numerous changes were carried out in the middle of the project when the main objective should have been to complete the project within time along with maintaining the quality of the entire project for FA Cup finale that was supposed to be held in May, 2006. The leaders had failed in carrying out their responsibilities because proper leadership had not been followed, the project was not organized in an appropriate manner because had it been planned and organized effectively numerous changes would not have been taken place even after the project had started its execution phase (Basu, 2017).The major issues that had been faced by the project include cost effectiveness and efficiency of the project. the poor leadership maintained by various leaders had discouraged the employees such as workers. How these influenced outcomes: the issues had created poor outcomes of the project, some of the outcomes include issues in the health and safety of the workers. Poor leadership and governance of the project had resulted in neglecting the importance of health and security of the workers (Gade, 2016). A particular temporary roof support had fallen over and this resulted in evacuating the workers and hence delay in work. This delay in work had made the leaders and project managers irresistible and they hurried for completion of the project.The
9PROJECT MANAGEMENT unrealistic deadline of the project had made the managers to concentrate less in the quality of the project (Almarri & Boussabaine, 2017). The lack of workers caused due to the accident had also increased the work load of the remaining workers and hence some of them resigned due to the pressure. Conclusion From the above discussion, numerous lessons can be derived. The lessons had been obtained after reviewing the case study of the English national stadium project at Wembley. This project had failed due to numerous issues, these issues had been mentioned in the discussion part in details.This report further discusses regarding the recommendations that could have been used for the effectiveness of the project and making it successful. Some of the lessons that had been obtained from the project include proper time as well as efforts must be invested with the help of panning phase that is strategic in nature, this would help the project in coming out with realistic and clear as well as unambiguous objectives for project. Project team should be engaged properly with numerous users and many more stakeholders who are external in nature, this must be done especially at the stage of concept of any of the schemes for the purpose of saving the project from numerous changes along with attending the issues. Part C Recommendations Most of the issues that had been faced by the project could have been avoided if the project did not rush for the purpose of meeting the deadlines that were completely unrealistic in nature. According to Multiplex the project had sustained numerous losses that were significant in nature and were the result of multitude of numerous breaches within the contract and various actions of carelessness that had been carried out by the consultants
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10PROJECT MANAGEMENT (Andrews-Speed & Tromans, 2018). These issues had created effects that could not be rectified later. The issues that were faced by the project could have been avoided with the implementation of numerous recommendations, these recommendations are as follows Changes to roles and responsibilities of key project resources: the managers must have taken their responsibilities seriously and carry out the monitoring of the project in an effective manner (Fleming, 2019). This would have helped them in detecting the bottlenecks within the project and mitigate them according to their probability, severity and impacts. Changes to specifications: a specific set of construction documents could have been proposed, it would have acted as a specific literal blueprint for this particular project. It would have provided the details for how the project could be carried out (Robinson, Symonds & Gilbertson, 2015). The documents could be created with the help of approach of the entire team including the owner, GC along with ideas of subs trading and ideas of building the best building in an effective manner. Changes in scope: the managers must have been ensured that fact that the major changes within the scope of the activities were frozen after a specific time in the project or avoid any kind of change during the execution of the project (Naoum & Egbu, 2015). These changes had resulted in dispute, extra expenses as well as delays. Changes in procurement process: the procurement process could have been improved with the usage of numerous steps, these steps include incorporating a system of contract management,technologycanbeusedforthepurposeofimprovingtheprocessof procurement, and it can be done with the help of incorporating a certain contract management system (Edquist, Vonortas & Zabala-Iturriagagoitia, 2015). Creating numerous contracts can consume more time, this is because the project had worked with numerous vendors.Usage of contract management would help in alleviating the entire task of creating various new
11PROJECT MANAGEMENT contracts every time the project teds to on board a specific supplied that had not been a part previously. Changes within the procurement process had resulted in making employees loose hope from the entire project and hence they did not concentrate on their performances.
12PROJECT MANAGEMENT References Adriaanse, J., & Robinson, H. (2015). Procurement and Contract Strategy: Risks Allocation and Construction Cost.Design Economics for the Built Environment: Impact of Sustainability on Project Evaluation, 121-136. Agyekum-Mensah, G., & Knight, A. D. (2017). The professionals’ perspective on the causes ofprojectdelayintheconstructionindustry.Engineering,Constructionand Architectural Management,24(5), 828-841. Almarri, K., & Boussabaine, H. (2017). The influence of critical success factors on value for money viability analysis in public–private partnership projects.Project Management Journal,48(4), 93-106. Andrews-Speed, P., & Tromans, S. (2018).Introduction to the special issue on the changing global nuclear energy industry:commercial and legal challenges. Basu, R. (2017).Managing Quality in Projects. Routledge. Cronin, M. (2015, March). Combining national legacy with multiple use. InRoutledge Handbook of Sport and Legacy: Meeting the Challenge of Major Sports Events(p. 111). Routledge. Duke, V. (2017). The drive to modernization and the supermarket imperative: who needs a new football stadium?. InGames Without Frontiers(pp. 129-149). Routledge. Edquist, C., Vonortas, N. S., Zabala-Iturriagagoitia, J. M., & Edler, J. (Eds.). (2015).Public procurement for innovation. Edward Elgar Publishing. Fleming,Q.W.(2019,January).Projectprocurementmanagement:contracting, subcontracting, teaming.Project Management Institute.
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13PROJECT MANAGEMENT Gade, R. J. (2016). A Proposed Solution to the Problem of Construction Industry Overruns: Lean Construction Techniques and Linear Programming.Indian Journal of Science and Technology,9, 25. Jelodar, M. B., Yiu, T. W., & Wilkinson, S. (2016). A conceptualisation of relationship qualityinconstructionprocurement.InternationalJournalofProject Management,34(6), 997-1011. Malcolm, D., & Gibbons, T. (2017). English national identity and intra-British relations: empiricalandtheoreticalreflections.SportandEnglishNationalIdentityina ‘Disunited Kingdom’: A ‘disunited kingdom’, 201. Naoum,S.,&Egbu,C.(2015).Criticalreviewofprocurementmethodresearchin construction journals.Procedia Economics and Finance,21, 6-13. Robinson,H.S.,&Adriaanse,J.(2015).ProcurementandContractStrategy:Risks Allocation and Construction Cost. Robinson, H., Symonds, B., Gilbertson, B., & Ilozor, B. (Eds.). (2015).Design Economics for the Built Environment: Impact of Sustainability on Project Evaluation. John Wiley & Sons. VanHorn,R.(2002).VirtualLibrariesandValuable.PDFDownloads.PhiDelta Kappan,83(10), 732-734. doi: 10.1177/003172170208301004