PROJ6004: Contracts and Procurement Review of Wembley Stadium

This report provides a detailed analysis of the contract and procurement processes involved in the Wembley Stadium project. It begins with an introduction to the project's context and scope, highlighting its use for both rugby and football, and its financing by private capital. The report then delves into the procurement components, including requirement development, request initiation, approval requests, reviewing proposals, authorized purchases, and contract closure. A flowchart for the procurement process is also included. The evaluation of tenders is discussed, followed by an examination of key complexities and issues such as operational and construction risks, and environmental factors. The report also covers governance and leadership aspects, risk mitigation strategies, and the roles and responsibilities of project resources. It concludes with recommendations for changes to project procurement and a summary of the findings, offering valuable insights into best practices in contract and procurement management.

Running head: CONTRACT AND PROCUREMENT
Contract and Procurement
Name of the Student
Name of the University
Author’s Note

1CONTRACT AND PROCUREMENT
Table of Contents
Introduction......................................................................................................................................2
Procurement context and scope of Wembley stadium.....................................................................2
Procurement components of Wembley stadium project..............................................................3
Evaluation of Tenders..................................................................................................................5
Key Complexities and Issues...........................................................................................................5
Environment of the project..........................................................................................................7
Governance and Leadership........................................................................................................8
Risks Mitigation...............................................................................................................................8
Roles and Responsibilities of the Project Resources...................................................................9
Recommendation for the changes to Project Procurement........................................................11
Conclusion.....................................................................................................................................12
References......................................................................................................................................13

2CONTRACT AND PROCUREMENT
Introduction
The projects which are public are primary reality for the social establishment for this
gives project management’s constant development objectives. Wembley stadium’s project is
used as the case study. The purpose of project of Wembley stadium is to be used for rugby as
well as football league, however after adaption, would be capable to host major international
sports events. As private sector organizations undertake this project as well as financed largely
by the private capital, the report is not the detailed examination value of money of this project or
management as whole (Bingham & Gibson Jr, 2017). As there ae several maintenance
possibilities as well as operations needed by desired process, this needs detailed analysis.
Procurement cycle of this project for Wembley stadium starts with the ideology based on the
needs and finishes with the selection of competent contractors’ set to achieve desired objectives.
Process that is incorporated to management as well as procurement of project of Wembley
stadium leads to required segments’ detailed analysis as well as elimination of unnecessary and
unidentified requirements. The events like inventory control and logistics management are few
of most influential factors which are included under procurement function of the project of
Wembley stadium (ul Hassan, Ahmad & Zuhaira, 2018). Identifying as well as planning are the
two of most essential aspects that should be added for successful process of procurement.
Procurement context as well as scope of Wembley stadium
Procurement context within a project is when there is need in buying, contracting or
renting the external resources for meeting the goals of the Wembley stadium’s project. Like the
general procurement, the procurement context in this project is about managing the relationships

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with the contractors as well the vendors for ensuring the project of Wembley stadium run
smoothly as well as is completed according to the plan. Scope of this project is part of the
planning of project which involves determining as well as documenting list of particular project
deliverables, tasks, deadlines and costs (de Araújo, Alencar & de Miranda Mota 2017).
Documentation of the scope of project of Wembley stadium establishes the responsibilities for
all members of the team as well as sets up the procedures for verification as well as approval of
the completed work of this project. During this project of Wembley stadium, documentation
helps team members of this project remain focused on the task.
To conclude framework as well as desired design of this project, public funds’ efficient
utilization as well as resources should be carried on. Management took the efficient decision
making for selecting most probable under the specific dimension. Few of the major features that
correlate with established process of procurement as transparency, economy, accountability,
openness, integrity, competition and fairness. Transparency in performance of this project of
Wembley stadium is about the factors along with the performance of this project (Strahorn,
Brewer & Gajendran, 2017). Transparency extends to expose information as well as process that
are used for making decisions along with status of schedule, earned value as well as cost
compared to the expectations of this Wembley stadium project.
Procurement components of Wembley stadium project
There is involvement of several components in proposed process of procurement. Such
components have main role to play for initiating as well as idealizing the operational requirement
of project of English national stadium at Wembley.
Requirement development

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Within requirement development of procurement process, there is generalized ideology
provided to available contractors with respect to required resources.
Request initiation
With respect to this present project, this would be most initial phase of procurement
process. The process needs requirements’ identification for all segments of operation to get
desired outcome of the project.
Approval Request
There is need of several approvals to be idealized as well as formulated for accessing
needs as well as abilities of this project of Wembley stadium. This consists of several operations
sectors all across defined fragments (Fleming, 2019).
Reviewing of the project’s proposals
As operation are highly scaled, several requests as well as proposals are there to avail this
opportunity. The contracting companies along with the individual contractors submit the
proposals to conduct the operations and their eligibility is reviews by the authority.
Authorized Purchase
Several processes need many purchases made and in various levels. This defines usability
of information systems and contracted resources.
Flowchart for process of procurement

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Flowchart is appropriate presentation for every respective ways that could be included for
producing effective results in longer run. This provides also organizations with ability for
interacting as well as exploring every section of process intensively.
Closure requirements of contract
After successfully completing review of application as well as acceptance of contract
from desirable vendors, there is initiation of closure process for finalizing the order. This
involves resources’ assessments as well as their usability to every selected process (Cheaitou,
Larbi & Al Housani, 2018).
Managing responsibilities of contract
There is inclusion of provided contracts within the proposals. After reviewing process,
there is initiation of approval process. This incorporates requirements as well as organizational
abilities for signifying the changes within operational models.
Evaluation of Tenders
Process to evaluate tenders of this project is accomplished by process’ available division
all along described format. Process of evaluation should accomplish every ideologies that are
mentioned previously to measure as well as manage factors of this project’s development.
Key Complexities and Issues
The Wembley Stadium project has the multiple numbers of activities, and therefore the
possibility of complexities and issues in this situation is often very common. Followings can be
the risks and complexities related to the project of Wembley Stadium.

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Operation Risk
Operating the activities of a stadium like Wembley National Stadium is the complex task,
and the chances of the misconduct and complexities, which occur are very complex in its
activities. When the operating cost of these functions is higher than the set budget limit, there are
specific department, who can take the responsibilities to set the budget within
the limit and managing the facility will undergo the financial crisis (Curti et al., 2016). However,
this can be determined during the testing process in which the banks will be put under their
thorough research. The probabilities of hazards and their associated sources are far from being
practical, hence managing the operation complexities or risks for this project. There are
multiple arrangements in which the Wembley Stadium will be able to contact the sport
association if any difficulty in carrying out the functions is occurred in the future. For pursue
the highly sustainable the operational growth in the industry, it is for ensuring the full freedom
and flexibility for the organization.
Construction Risks
This is possible to find the litany of issues that affected the construction of the Wembley
Stadium mostly adversarial arrangements, unreasonable risk allocation, design revisions, cash-
flow challenges, inadequate site management, lawsuits and poor performance (Guo et al., 2014).
The organization is responsible for and cost accuracy, generating major impacts over the period.
Because of this, the deal between the contractor and the Wembley Stadium, Multiplex, includes
certain contractual commitments. The uncertainty of this arrangement is likely to deliver
penalties if the provider, Multiplex, has some risk of failure. There are very less restrictions in
context of the approved design aside from the availability of the limit of time and scope. The

7CONTRACT AND PROCUREMENT
value of this time-based execution is so critical that the missing deadline event includes grounds
for a fine. The contract company, Multiplex is responsible for finishing the operations for a
highest possible extension. For Wembley National Stadium and Multiplex, this can be the
huge risk factor. Sufficient criteria are needed to support the use of the sound system that can be
used for creating the smoother stadium development phase. Another significant factor that can
cause the complexities and risks of losses is expected costs. They are both handled with a fair
allocation of permits and the financial obligations between Multiplex and the Wembley Stadium.
Environment of the project
This project is concerned with the planning and maintenance of the building. Therefore
the atmosphere surrounding the project is very significant (Robinson et al., 2015). It offers a
range of variables that can be measured and evaluated to support the growing demand for
the project management of the Wembley Stadium in all organizational dimensions.
Moreover, the London Development Agency’s implementation and presence is another
significant consideration that can be identified as the key factor for incorporating association-
related factors dependent on the environment and the community. The London development
agency has given £21 million for supporting this project’s environment-based requirements and
structures its competencies in the much-controlled way. The environment of the stadium
associated with this project in included with the collection of functional authorities and trustable
department, which overturn the development procedures across the entire process (Taherdoost &
Keshavarzsaleh, 2015). Moreover, some of the environmental considerations relevant to this
initiative are public interest and policy cooperation with sustainable progress. Other critical
aspects that explain the organization’s organizational needs and the business environment

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include legal advice and financial advising. Such factors allow the project in meeting the goals
and can be considered as the importing environmental factor.
Governance and Leadership
The project carries some risk and uncertainty. As any changes occur, the project manager
may require organizational guidance and recommendations, as well as a regulatory board. When
there is some uncertainty as to the person is responsible for decisions, and who is entitled
for making them, the project can be delayed (Too & Weaver, 2014). As a result, the multiparty
governance model for each initiative to ensure ongoing participation of both the company and
the delivery partner from stakeholders and executive sponsors. It may be used as the popular
method to define the issues and complexities together with the responsibility department in the
event of a shortage. The Wembley Stadium therefore needs to provide sufficient resources to the
project in the context of competent members and administrators, who can validate growth and
progress in the process. Efficient corporate governance is the other category intended to create
improved leadership and management operations Müller et al.. 2014). As the initiative is
classified to the public domain, the inherent obligation remains to idealize the efficient utilization
of the public funds. The government business department will carry out the daily supervision and
monitoring process as determined between the Football Association and the Wembley Stadium.
This is about having the activities reviewed and taking successful leadership in the project.
Risks Mitigation
Project Management is known as the application of the knowledge, expertise, tools and
strategies to business tasks to fulfill the client’s needs. This same pattern follows other PM
standards. PM is the administrative duty and activities involved in executing a project on

9CONTRACT AND PROCUREMENT
schedule, on budget and in compliance with the conventional performance requirements,
according to the defined quality standards (Robinson & Adriaanse, 2015). PM’s position in the
Wembley Stadium project will be evaluated under some core areas of expertise listed in the
PMBoK.
Project Scope Management requires the creation of the scope document that describes the
project parameters and verifies the amount of work are to be completed. To describe the idea,
PM uses such methods as brainstorming, value management workshops and fast diagrams.
Project Time Management embellishes itself with the accolade by being able to
accurately predict time periods for tasks and to identify job packages and milestones to achieve
this goal (Eastman, 2016). In this context, this employs one of its common Critical Path Model
methods and scheduling.
Project Cost Management includes calculating the cost of both services and issues like
transport and other information of funding. Following this, expenses are budgeted as well
as tracked in order to maintain the project under the budget.
Contract Procurement Management aims to find the most suitable suppliers and vendors
administers the agreement and establishes the optimum working arrangements with both
stakeholders in order to meet contract goals (Adriaanse & Robinson, 2015).
Roles and Responsibilities of the Project Resources
Names Roles and responsibilities

10CONTRACT AND PROCUREMENT
Berwin Leighton Paisner  Started working with MrDavid James
CBE for reviewing the Tropu’s claims
surrounding facets of the project
management including oversight
British Olympic Association  Sought for ensuring Olympic criteria
were included in the design
process brief for the stadium (Basu,
2014).
 Comments were subsequently given on
the adequacy of the Wembley stadium
architecture to host a potential Olympic
Games.
Credit Suisse First Boston  Providing the credit letter of £25
million to secure part of the revenue
projected for being generated from the
advance selling of premium seats.
 Supplying loan assets worth £7 m as
the part of the project finance.
Cyril Sweett Limited  Wembley Stadium contracted to
determine the value for the money of
the planned deal with the
organization Multiplex for building the
new stadium (Brady & Davies, 2014).

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Football Association  Providing £148 million loans for the
scheme to the Wembley Limited.
 Will earn any the stadium-generated
income which will allocate for the
advantage of offootball in compliance
with its objects (Ahlfeldt, & Kavetsos,
2014).
Multiplex  Awarded contract for building the new
stadium, worth £445 million (Lee,
2017).
London Development Agency  Providing £21 million in funding to the
new stadium project
Recommendation for the changes to Project Procurement
The project was focused on various philosophies, and under their advantageous qualities
applicable to the sustainable project each of the agencies and organizations concerned was
concerned. For any publically available initiative this philosophy is not a big driver of progress.
The initiatives in the public domain are focused on delivering significant assistance to the local
community and should be operated under controlled framework. The organizations concerned
will recognize and act appropriately on the mission statement and opportunities that this
initiative will offer to the general public (Hilton, 2017). It will also serve to reduce the financial
and organizational challenges that are present at some stages in the implementation process. For
providing the project with a smoother organizational and development cycle, the divisions

12CONTRACT AND PROCUREMENT
involved need to establish distinctive capabilities. Moreover, an accurate risk management
strategy for the project must be established and can be used to take decisive action.
Conclusion
This study describes about the operational implications over the primary project of
Wembley Stadium. Several considerations and ideologies are used for defining operations as
well as profound ways relative understanding to establish project management which is
empowered financially is reflected. There are limited liabilities which are forwarded by agencies
and organizations involved in this project are involved as well as there are suggestions made for
correlating them with the development. Accountabilities, responsibilities and roles are explained
as well as there is discussion of the differences for ensuring more analyzed and detailed
perspective in concerned subject. The factors like management, complications, key issues and
leaderships are discussed within this report for idealizing the process’s inner preview. Several
risk factors as well as the separate solutions are collaborated that are extra advantage to the
organizations which are involved in this project of Wembley stadium.

13CONTRACT AND PROCUREMENT
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