PPMP 20010 - Executing and Closing Projects: Sydney Opera House Report

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This report provides a critical analysis of the Sydney Opera House project, focusing on the significant cost and time overruns that plagued its execution. The report examines the project's initial plans, budget, and timeline, contrasting them with the actual outcomes. It delves into the various control systems employed, such as cost, schedule, scope, and quality controls, evaluating their effectiveness in mitigating the issues. The analysis identifies key factors contributing to the project's failure, including poor planning, financial problems, land acquisition delays, and inexperienced contractors. Furthermore, it assesses the responsibilities of the project execution team and their impact on the overruns. The report also explores the relationship between various project problems and proposes recommendations, such as using project management software and agile project management methodologies, to improve future project outcomes. The conclusion highlights the importance of proper budgeting, time management, and the use of project management tools to avoid project failures. The report references several studies and articles to support its findings and recommendations.
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COST AND TIME
OVERRUN
CASE STUDY OF SYDNEY AUSTRALIA’S OPERA HOUSE
PROJECT
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INTRODUCTION
Sydney Australia's iconic opera house is a study in the failure project of Australia
The project plan is four year timeline with a budget of AU$7 million, but actual budget
is AU$102 million with 14 years to complete (Sydney opera house failed project 2017).
Failed due to cost and time overrun
Analyze of project management actions to take better control the project and
stakeholders in order to increase the chance for successful delivery
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RANGE OF USED CONTROL SYSTEM FOR
COST, SCHEDULE, SCOPE AND QUALITY
Calculate and control time and cost outcomes for project work
Lessen business expenses for increasing profits and starting with the budget processes
Cost control is a key significant factor to maintain and grow the project profitability
Schedule project control leads to measure the project progress and compare to plan progress
on timely and daily basis (Fleming and Koppelman 2016).
Scope control is required monitoring and controlling entire process group so that the work is
controlled on time (Nicholas and Steyn 2017).
The control system for quality is required to maintain a better quality of the construction
materials
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ANALYSIS OF REASONS EXPLAIN THE COST AND TIME OVERRUN ENCOUNTERED DURING
THE PROJECT
Poor planning
Financial problems
Delay in land acquisition
Unexpected ground conditions
Shortage of the construction materials
Inexperienced contractors
Underestimation of construction cost
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PROJECT EXECUTION TEAM COULD BE HELD RESPONSIBLE
OF THE INCURRED TIME AND COST OVERRUNS
Not included documentation of potential processes and collaborated to get the project
goals (Love et al. 2015).
Training is not provided to the project team members
The team is not provided framework of the project activities
The project team cannot provide detailed planning moreover implementation
The project execution team cannot conduct the meeting to start the phase of project
execution and control (Zhou, Goh and Li 2015).
The project execution team is not acknowledged the project outputs
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ANALYSIS OF THE RELATIONSHIP BETWEEN
THE PROJECT PROBLEMS
The construction industry is consisted of greater impact on economy of the countries
It is a sector which can provide ingredients for development of the economy
Schedule overrun is when the project gets delayed beyond the expected project time
to complete the work (Wu et al. 2017).
Delay in acquisition of the land along with site handover is main reasons for the
overrun of project cost in the pre-execution phases
Due to lack of resources assigned for the project work, the project is not completed
within scheduled project time
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ANALYSIS OF THE PROJECT MANAGEMENT
ACTIONS
The project control is processes where the project manager can cooperate with the
management staffs carry out to control the project work based on progress, quality as well
as critical concerns of the project work
Project meetings is conducted to manage the project team accomplish with the project goals
as well as project objectives (Zhou, Ghou and Li 2015)
From the project management software, Gantt chart is developed which can provide
graphical illustration of the project schedule
Help to plan the project
Coordinate along with track the project tasks within scheduled project plan
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CONCLUSION
The project work is required to have proper budget and time before
requirements of the business is completed
The project work is viewed as failures which can overshoot the budget as well
as time
The project is failed due to change in the organization’s priorities, inaccurate
estimation of project needs and change in objectives of the project
Use of project management software such as MS project is designed for
managing project resources like materials and subcontractors which will avoid
details of production processes
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RECOMMENDATIONS
Use of project management software
The construction project team should use of project management software like
MS project to schedule entire project plan
Agile project management
It should overcome with change requirements, change in project timeline and
change in project budget
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REFERENCES
FLEMING, Q.W. AND KOPPELMAN, J.M., 2016, DECEMBER. EARNED VALUE PROJECT MANAGEMENT. PROJECT MANAGEMENT
INSTITUTE.
LOVE, P.E., SMITH, J., SIMPSON, I., REGAN, M. AND OLATUNJI, O., 2015. UNDERSTANDING THE LANDSCAPE OF OVERRUNS
IN TRANSPORT INFRASTRUCTURE PROJECTS. ENVIRONMENT AND PLANNING B: PLANNING AND DESIGN, 42(3), PP.490-
509.
SYDNEY OPERA HOUSE FAILED PROJECT 2017. SYDNEY OPERA HOUSE FAILED PROJECT - WHAT CAN YOU LEARN?.
[ONLINE] BLOG.BEYONDSOFTWARE.COM. AVAILABLE AT: HTTPS://BLOG.BEYONDSOFTWARE.COM/LEARNING-FROM-FAILED-
PROJECTS-SYDNEY-OPERA-HOUSE [ACCESSED 27 JAN. 2019].
WU, Z., NISAR, T., KAPLETIA, D. AND PRABHAKAR, G., 2017. RISK FACTORS FOR PROJECT SUCCESS IN THE CHINESE
CONSTRUCTION INDUSTRY. JOURNAL OF MANUFACTURING TECHNOLOGY MANAGEMENT, 28(7), PP.850-866.
ZHOU, Z., GOH, Y.M. AND LI, Q., 2015. OVERVIEW AND ANALYSIS OF SAFETY MANAGEMENT STUDIES IN THE
CONSTRUCTION INDUSTRY. SAFETY SCIENCE, 72, PP.337-350.
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THANK YOU…
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