Project Report: Adelaide Convention Centre - PMN610 Analysis

This report provides a comprehensive post-project review of the Adelaide Convention Centre (ACC), examining its development through the lens of the PRINCE2 project management framework. The report details the project's lifecycle, from initiation and planning to execution and closure, highlighting key stages and processes. It analyzes the application of project management principles, including planning, organizing, leading, and controlling, and evaluates the project's success based on factors like the division of tasks, material procurement, and stakeholder management. The report discusses the project management processes, including initiation, planning, execution, monitoring, and closing. It also identifies the nine basic elements or practices contributing to the project's success. Finally, the report concludes with recommendations for future architectural and construction projects, suggesting the adoption of the PRINCE2 framework to ensure efficient project completion within the specified timelines. The ACC project is used to illustrate the practical application of these principles, emphasizing the importance of a structured approach to project management.

Running Head: PROJECT REPORT OF ADELAIDE CONVENTION CENTRE
Project Report of Adelaide Convention Centre
Name of the Student
Name of the Organization
Author Note

1Running Head: PROJECT REPORT OF ADELAIDE CONVENTION CENTRE
Table of Contents
1.0 Introduction................................................................................................................................2
2.0 Discussion..................................................................................................................................2
2.1 Project Management Framework...........................................................................................2
2.2 Principles of Project Management.........................................................................................4
2.3 Project Management Processes..............................................................................................5
2.4 Project Management Practices...............................................................................................6
3.0 Conclusion.................................................................................................................................7
4.0 Recommendation.......................................................................................................................7
5.0 References..................................................................................................................................8
6.0 Appendices..............................................................................................................................10

2Running Head: PROJECT REPORT OF ADELAIDE CONVENTION CENTRE
1.0 Introduction
The Adelaide Convention Centre (ACC) is situated in the Riverbank District, which
completed renovation of the East Building. The ACC is famous for increasing the businesses,
economy and tourism of South Australia. The project management framework is designed to
achieve the overall synopsis of the project to have an effective outcome. The design of the
building was divided into two stages for management and better results to achieve maximum
profit as well as project flexibility (Qazi et al., 2016). Such construction projects require methods
that are process based. The project management process aim is to provide a structure of work and
team involved in the process with a product-based approach. Analysis of the entire project
development cycle is divided into processes, framework used and associated practices based on
which recommendations are made for future construction based projects. The project lifecycle is
divided into different segments ranging from project planning, initiation, stages involved and
constrictions associated for desired outcome.
2.0 Discussion
2.1 Project Management Framework
Adelaide Convention Centre development and design based on Prince2 Project
management framework is divided into seven successive stages for easier understanding of the
project lifecycle.
Stage 1: Starting the Project
This is the first phase of the project management, where the project viability is taken into
consideration. Business case is presented to the project board with the budgets and required
materials to initiate the project (Yang & Shen, 2014). The plan was designed by John Andrews,
from the time it was built and extension was being planned.
Stage 2: Initiating the Project
This stage is related to structure the project, which is made for risk analysis, assessment
as well as benefits associated with the project. The east building of the ACC is planned by the
Woods Bagot (Tomanek & Juricek, 2015). Immediate need of the Convention Centre was to
provide with a vibrant meeting place interconnected to the city, where it is present.

3Running Head: PROJECT REPORT OF ADELAIDE CONVENTION CENTRE
Stage 3: Controlling the Project
This stage is involved in making decisions important for the project. Starting from project
initiation till project closure is directed in this stage. The triangular design of the ACC, which
would be able to accommodate a complex structure was planned with provision of heat
insulation mechanism and waterproof exterior parts.
Stage 4: Controlling the Phases
This phase is mainly required by project managers for assigning tasks to individual
stakeholders associated with a project and subsequently report problems and progress report to
the board members (Brioso, 2015). The Adelaide Convention Centre project plan was divided
into two phases for achieving better results as well as quality of the proposed project.
Stage 5: Management of Product Delivery
This process is involved in management of the product proposed as an outcome of the
project. The ACC was coated with zinc to provide a more aesthetically pleasing view. The
acceptance of related work packages, execution of construction work and timely delivery of the
works to be completed within the estimated timeline.
Stage 6: Managing Boundaries of Stages
This stage is done through delivery of requirements in the form of a synopsis stating
performance, change of project plan (if any) and planning of upcoming stages of the project.
Starting from designing the exterior with zinc, use of multi-layered design to waterproof the
building were plans forwarded by the project manager for approval by the board members.
Stage 7: Project Closure
This process is involved with final closure of the project where an analysis is conducted
to check whether all the requirements have been met and objectives outlined are completed
within the estimated project timeline after which official closure of the project is done.
2.2 Principles of Project Management
The underlying factors of projects success is effective management of the entire project.
This helps in efficiently managing the aims associated with a project. The basic functionalities

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associated with managing a project are plan, organizing, lead and control (Alvarez-Dionisi,
Turner & Mittra, 2016). The Adelaide Convention Centre success factor lies with successful
strategies implemented in the project cycle and control of outcomes associated with success of
the project.
The ACC was planned to provide event spaces for large occasions and events occurring
within the city. The outcome was increased and monetary benefits of the state economy as well
as increase of employment within the state (Dave et al, 2016). The entire project was conducted
by dividing the task into various phases to efficiently carry out each one. The work structure
division starting from project managers to the workers is necessary for responsibilities with
associated stakeholders.
The project organization plays a vital role starting from the design up to maintenance of
the entire project. The use of materials, stages involved with the project as well as the respective
role of people associated with the project. The division of task into two phases helped to achieve
the desired outcome.
The Adelaide Convention Centre’s lead architects were from Woods Bagot and the
project distribution was conducted by Zinc Iberico (Votano & Sunindijo, 2014). Contractor of
the project was Lend Lease and the entire process of installation was conducted by Cladding and
Roofing Contractors. The pioneers in the industry were assigned in completing the project,
which is a necessary factor effecting the end result of a project under consideration.
Control of a project is necessary to produce deliverable within estimated time. The
designing of blueprints, procurement of raw materials, assigning of stakeholders for specific
tasks and testing of materials involved in the process are necessary paradigms required to be
controlled by the managing body in a project.
2.3 Project Management Processes
The project management process is related to starting of a project and subsequent
processes involve the initiation of a project, planning, executing, monitoring and closing.
Starting from cost estimation of the entire project, which includes a business case and feasibility
analysis is conducted before the project begins (Banihashemi et al., 2017). This helps in
accurately structuring the phases involved in the lifecycle of a project. Adelaide Convention

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Centre was a successful project, due to timely analysis of all the requirements in an organized
manner. The next process is planning, which is necessary for starting of a project to define the
scope, related tasks, cost management, quality of finished project and risk analysis. The
investment for phase 2 of the project was $350 million and is estimated to contribute around $1.5
billion to the economy of the state (Alias et al., 2014). Execution of processes involved
procurement of materials starting from KF70, G550- Steel Grade were required, which were
procured and monitored by respective experts (Khalfan et al., 2015). The closing of project was
done after the redevelopment of two building to the East of the Convention Centre. This provides
a unique view to the South Australian culture with architectural magnificence.
2.4 Project Management Practices
Nine basic elements or practices contribute to the success of a project. The first stage
involves defining the life cycle of a project and the milestones set to achieve the desired
outcome. The acute description of requirements, which are raw materials for the project,
blueprint of the construction building, outcome of the project in contributing to establishment of
deliverables on time (Serpella et al., 2014). The roles and responsibilities assigned to individuals
starting from project managers to construction engineers as well as workers are important
elements of Adelaide Convention Centre Project. Other practices include quality assurance of
materials used, commitments given to stakeholders and responsibility a project holds in
development of both, economy and culture. Effective track of project milestones, and decisions
taken should be described (Gibb et al., 2014). The ninth element constitute authorization of work
and change in control are associated with project management training and performance
measurement audits. These practices are necessary to achieve the desired results with less margin
for errors in the entire project lifecycle. This in turn helps the management body to implement
and analyze the requirements of a project to fit in with the specifics defined during the initiation
stages of a project plan.
3.0 Conclusion
In conclusion it is stated that the Adelaide Convention Centre, implemented with Prince2
project management framework, is a successful project, which was completed within the
estimated timeline, starting from initiation of the project till the closing phase. The stakeholders
involved in the process followed all the aspects required to finish the project within the given

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timeline. The project was designed to provide a space for large gatherings and events occurring
within the city as well as cultural representation and integrity of the place. The entire project
lifecycle followed the basic aspects of project management to achieve desired outcome, which is
an architectural magnificence. Starting from the initiation phase where steps including raw
material procurement, cost estimation and selected list of deliverables were planned to the
closing phase including quality testing and assurance was conducted to facilitate the construction
of the Convention Centre. Project management is intricately associated with details of a project
starting from associated stakeholders and hierarchy of persons involved in completion of the
construction project.
4.0 Recommendation
The future projects associated with architectural constructions as well as other
constructions are recommended to use the Prince2 project management framework in designing
the entire structure of the project, which will facilitate in sequential completion of the project
within the provided timeline. The lifecycle of a project and subsequent planning to complete a
given project within estimated timeline with associated stakeholders are most important aspects
of project management.
5.0 References
Alias, Z., Zawawi, E. M. A., Yusof, K., & Aris, N. M. (2014). Determining critical success
factors of project management practice: A conceptual framework. Procedia-Social and
Behavioral Sciences, 153, 61-69.
Alvarez-Dionisi, L. E., Turner, R., & Mittra, M. (2016). Global project management trends.
International Journal of Information Technology Project Management (IJITPM), 7(3),
54-73.
Banihashemi, S., Hosseini, M. R., Golizadeh, H., & Sankaran, S. (2017). Critical success factors
(CSFs) for integration of sustainability into construction project management practices in
developing countries. International Journal of Project Management, 35(6), 1103-1119.
Brioso, X. (2015). Integrating ISO 21500 guidance on project management, lean construction
and PMBOK. Procedia Engineering, 123, 76-84.

7Running Head: PROJECT REPORT OF ADELAIDE CONVENTION CENTRE
Dave, B., Kubler, S., Främling, K., & Koskela, L. (2016). Opportunities for enhanced lean
construction management using Internet of Things standards. Automation in construction,
61, 86-97.
Gibb, A., Lingard, H., Behm, M., & Cooke, T. (2014). Construction accident causality: learning
from different countries and differing consequences. Construction Management and
Economics, 32(5), 446-459.
Khalfan, M., Noor, M., Maqsood, T., Alshanbri, N., & Sagoo, A. (2015). Perceptions towards
sustainable construction amongst construction contractors in state of Victoria, Australia.
Journal of Economics, Business and Management, 3(10), 940-947.
Qazi, A., Quigley, J., Dickson, A., & Kirytopoulos, K. (2016). Project Complexity and Risk
Management (ProCRiM): Towards modelling project complexity driven risk paths in
construction projects. International Journal of Project Management, 34(7), 1183-1198.
Serpella, A. F., Ferrada, X., Howard, R., & Rubio, L. (2014). Risk management in construction
projects: a knowledge-based approach. Procedia-Social and Behavioral Sciences, 119,
653-662.
Tomanek, M., & Juricek, J. (2015). Project risk management model based on PRINCE2 and
SCRUM frameworks. arXiv preprint arXiv:1502.03595.
Votano, S., & Sunindijo, R. Y. (2014). Client safety roles in small and medium construction
projects in Australia. Journal of Construction Engineering and Management, 140(9),
04014045.
Yang, R. J., & Shen, G. Q. (2014). Framework for stakeholder management in construction
projects. Journal of Management in Engineering, 31(4), 04014064.

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6.0 Appendices
Figure 1: Prince2 Project Management
(Source: Created by Author)
Figure 2: Prince2 Process Model
(Source: Created by Author)