Critical Analysis Report - Sydney Opera House Construction Project

6/8/2018

Critical Analysis Report – Sydney Opera House Construction
project
Table of Contents
Introduction.................................................................................................2
Information about the failed project.........................................................2
Brief about chosen failed project..............................................................3
Issues related to Project Management.....................................................3
Range of Control Systems used for Cost, Schedule, Quality, and Scope.....4
Analysis of cost and/or schedule overruns..................................................6
Analysis of the project execution team.......................................................7
Analysis of relationship between overruns and the stakeholders...............9
Analysis of possible actions for success....................................................10
Conclusion.................................................................................................11
References................................................................................................12
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Critical Analysis Report – Sydney Opera House Construction
project
Introduction
Information about the failed project
The Sydney Opera House is one of the major developments in our history.
In this assessment done by me, I will throw some light on the famous
Sydney Opera House which is now a tourist place (NSW Government,
2018). During the development of the Sydney Opera House, main
problems occurred which the stakeholders of the project had to face for
developing the project of the Sydney Opera House. This happened
because the control techniques of project management were not used by
the stakeholders for doing the construction of the monument (Jain, 2011).
Many programs are arranged in the monument of the Sydney Opera
House and celebrations are done there. The South Wales government
arranged for a competition so that the best architect can be chosen for
the development or the construction of the Sydney Opera House (DeDeCe
Blog, 2013). A large number of famous architects from all over the world
joined the competition and among them the architect Jorn Utzon was
selected for doing the development and construction designing of the
Sydney Opera House. At that time, he was a very famous architect who
designed marvellous buildings. The project was to be completed in the
estimated time of 4 years in 7 million Australian dollars
Figure: Time and Cost overrun comparison (Holliday, 2017)
but the time and the budget of the project got failed and project was
considered as a failed project from the project management point of view
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Critical Analysis Report – Sydney Opera House Construction
project
because the project got completed after 14 years and by consuming the
cost of 102 million Australian Dollar (Martin, 2012).
Brief about chosen failed project
The recent portion consists of mini Tools and techniques that can be used
by a project manager for developing the project in such a way so that it
does not get failed. Project manager will be easily able to guide the other
stakeholders of the project so that the scheduled budget and the time can
be followed in the project during the development of the project. The
scope of the project along with the time and the cost should be
maintained in a proper way so that the main requirement of the clients or
the stakeholders of the project can be fulfilled and they can be satisfied.
In this assessment, I have provided information about the Sydney Opera
House on the basis of the time, cost and the scope of the project that
comes under the control measures which are required to be maintained
during the development of any project. In this assessment, I have also
mentioned the responsibilities that should be assigned to a project
manager along with the stakeholders for the development of the project in
an acceptable manner. The architect Jorn Utzon who was chosen as the
main architect of the project and the project manager for the
development of the Sydney Opera House was selected in 1957 for the
development of the project (Kerr, 2003). He had to play the role of the
project manager along with the architect in the project for the designing
and the development of the Sydney Opera House (NSW Government,
2006).
The use of the earned value technique in the project assures the project
that it will get succeeded and the scheduled time and cost for the project
will be maintained. The analysis of the data for the development of the
project should be done by the project manager so that the scope of the
project can be kept in control. The development of the Sydney Opera
House was to be done in such a way so that the government of South
Wales can be satisfied by providing the deliverables. The project manager
should examine the quality standard of the project and whenever he
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