Project Analysis: Comparing Wembley and Berlin Airport Projects

This report provides a detailed analysis of two significant construction projects: the Wembley Stadium and the Berlin Brandenburg Airport. The analysis focuses on the project management failures observed in both cases, including issues related to stakeholder management, cost control, scope management, and quality control. The Wembley Stadium project faced challenges such as stakeholder prioritization failures, unfair bidding processes, and contract issues leading to cost overruns and delays. Similarly, the Berlin Brandenburg Airport experienced problems with fluctuating project scope, poor cost control, and communication breakdowns, resulting in repeated delays and budget increases. The report compares the two projects, highlighting the similarities in the causes of failure, such as inadequate planning, insufficient risk management, and a lack of transparency. Lessons learned from these projects emphasize the importance of early stakeholder engagement, fair bidding processes, appropriate contract selection, and clear scope definition to ensure successful project outcomes.

Running Head: PROJECT ANALYSIS
Project Analysis
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Author Note

1PROJECT ANALYSIS
Wembley Stadium Project Analysis
This article discuss about the project management scenario of the construction of the
Wembley stadium that is suitable for organising several sports tournaments like rugby, football,
and several athletics, also it has the capacity to accommodate around 90,000 people at once.
The requirements of some stakeholders were failed in prioritizing which resulted in huge
payments to the stake holders and filing of lawsuit against the management team. The sharing of
information among stakeholders and team members were not properly done.
The proper disclosure of information and adequate involvement of stakeholders in the
project is necessary. The unfair bidding process occurred by awarding contractor quickly. The
information related to the bidding process must be shared to the public as £161 million public
funding was involved and eventually it had raised to £798 million. Therefore, proper
procurement processes must be followed.
As the project consists of unique design of stadium, so fixed price contract was not
favourable for this project. The adjustment of the changes resulted in over budget and operations
of the project were behind the original schedule. Therefore, cost estimation and time scheduling
must be done to maintain the positive relationship between the contractor and the client.
This article discusses about the changed design in 1999 from 1994 thus, £20 million had
to be returned to the Sport England as the athletics was removed from the previous design.
Football Association delayed the first payment and again the athletic platform design was
restored. All this events eventually resulted in the restructuring of the project scope. Thus the
budget fluctuated and resulted in increase overall cost.
The quality of the overall project was lower than everybody’s expectation, the concrete
quality for the stadium was not good, the football pitch was slippery etc..

2PROJECT ANALYSIS
The main reason of failure was five years delayed completion. The deliberate changes is
the project scope and insufficient funding result in the above scenario. A process of risk
management was needed with proper supervision.
Berlin Brandenburg Airport Project analysis
The construction of the Berlin Brandenburg Airport was initiated in 2006 and was
supposed to open in 2012. This article describes the aspects that led to the failure of this project.
The completion date was delayed due to technical flaws in the project, less communication
between the stakeholders and the managers, identification of stakeholders etc. It was seen that
the project scope was fluctuating and the stakeholders were not agreeing at one point. In the
midway of construction, addition of a floor that contains store were proposed by Schwarz. Along
with that several additions were proposed by both Wowereit and Schward.
The initial budget of the project was estimated at €2.83 billion and eventually the cost
tripled by €5.4 billion and with consecutive addition the total cost appeared to be €6.8 billion.
The lack of planning in cost control and over optimistic budget added the hike in the final cost.
The opening of the airport have faced four postponements, all occurred due to
construction problem such as changes in services like smoke extraction, fire safety etc. by seven
months. All these resulted in several scope change and increase in cost. Therefore, several
scheduling methods must be incorporated for delivery of the project within the estimated time.
The structure of the project team was not adequate, some tasks were unfinished within
the time limit. Several ignorance of higher authorities have affected the project severely. The
lack of skills in providing appropriate solution to the occurred problem had led to the delayed
opening of the airport.

3PROJECT ANALYSIS
The occurred issue in the functioning of fire alarm was not clearly delivered to the
stakeholders. This caused is several delays of programs like grand opening of the airport. The
communication of the team with the stakeholders are important, the team must update the
stakeholders with every detail of the project, however, it was lacking in this project.
The risk management processes and auditing were not as frequent as they should be, thus
the problems were not detected at their earlier stage. The monitoring of the emergency
equipment like fire alarms was failed earlier. The design for smoke extraction failed in the first
test only along with malfunctioned escalators, backup generators. An overall negligence could be
seen in the first audit only.
Observation
It can be observed from the above two article that budgeting was the biggest problem in
both the cases be it in the Wembley Stadium construction or construction of Berlin Brandenburg
Airport. The frequent changes in the project scope has resulted in increase of the overall cost of
the project. The failures of the project such as not prioritizing the stakeholder’s requirements,
non-disclosure of information to the stakeholders, contract of fixed price, poor scope
management of project, and quality of project all led to the increase in the budget.