Analysis of the Wembley Stadium Project: Lessons in Project Management

This report provides an in-depth analysis of the Wembley Stadium project, examining its various failures from a project management perspective. The introduction sets the stage by highlighting the project's ambitious goals and the involvement of Wembley National Stadium Limited (WNSL). The analysis section delves into critical issues, including the lack of experienced project managers, conflicts between stakeholders, and the selection of Multiplex as the development agency. The report evaluates the impact of delays, budget overruns, and quality control issues. It also explores the importance of financial planning and the application of Total Quality Management (TQM). The critical evaluation discusses the project's challenges, including the selection of Multiplex and the impact of the construction delays and budget overruns. The report concludes by summarizing the key lessons learned from the Wembley Stadium project, emphasizing the importance of effective leadership, stakeholder management, and adherence to project management principles.

Managing Programmes
and
Projects

Table of Contents
Introduction.................................................................................................................................. 3
Analysis....................................................................................................................................... 4
Critical Evaluation........................................................................................................................ 7
Lessons learned.......................................................................................................................... 9
Observations and conclusions...................................................................................................10
References................................................................................................................................ 12

Introduction
The new Wembley pitch is owned by the English Football Association and is
overseen by the FA's support group, Wembley National Stadium Limited. The
Wembley camp was the work of a high spending plan, with many delays delayed for
some specific reasons (discussed below) and vulnerabilities on the part of many
people to carry out the campaign (Barker 2000). at the time of development. Most
likely now, work for the eyes of individuals emerges as an elegant development and
an explanation that Britain should feel happy about it. This may be valid, but there
are still a lot of problems with the administration of the business, as the receipts
were horrible and caused a lot of expenses as well as a lack of benefits during and
after completion. However, before the special campaign discussion begins and the
research "Is there performance or disappointment in the Wembley field?" The
chances of failure are better than promised. and the action that leaders intend in
principle.
The PMBOK identifies activity as a transitional effort made to create a one-of-
a-kind object or administration. Using "non-permanent" means that every business
has a specific purpose. "Famous" means that the element or administration here
and there will be different from other existing comparative elements or
administrations (Evans 2005). Tasks will vary in size, size, cost and time (Cao et al
2015). It tends to be a big promise that costs a lot of pounds or a small business
that can’t be done in no time. There are several types of campaigns such as IT
campaign, internal campaign, game campaign and so on. There are key brand
indicators that a business includes such as start and end, life cycle, plan of
expenditures and appeals. Each of these events plays a key role in the course of
events and in the conclusion. To be fertile, any effort should be led by a person or
organization who makes the choices for everything that will and will happen before,
during and after the task is completed (Harris 2008). This group is called an action
campaign.
The PMBOK identifies the board as "using information, ideas, tools and
procedures to extend exercises to the needs and aspirations of participants". As the
above explanation makes clear, the head of the industry is the only one who is
aware and needs to take the necessary steps to take the action to satisfy and

satisfy the desire of the partner. to satisfy a party. To do this, the campaign leader
should review the requirements and desires of the participants to identify the
purpose and also the level of work and the goals of the work. In order to achieve the
main goal with the campaign administrator, the credible analysis must be used. The
practical review is a way for the campaign administrator to set up an organization
to identify whether the action is above all credible and secondly, to ensure that
appeals are made. use an organization in the best way possible. As stated above, it
is the responsibility of the campaign leader to identify all participants and
determine their needs and aspirations (Ndubuisi and Jacob, 2020).
Participants are heavily involved in the activity, but they are also individuals
or organizations whose interests are most likely to be satisfied by the initiative. .
Part of the participants who wanted to add their skills and knowledge to help the
campaign leader were supporters, temporary staff, founder, first - legitimate
structures and so on (Inspection 2004). In addition, there are other external
partners such as hippies and administrative experts (welfare and security) that may
not be involved in the transaction but can affect lead to success. With the help of
performance review, the leader will have the ability to monitor, influence, and
balance these aspirations to ensure business performance.
Unsurprisingly, businesses are constantly evolving. In order for an action to
be considered a real result, the evaluation consists of three parts. These areas
include: compliance with the financial plan and timing, normal results to be
delivered, standard delivery quality. If any of these areas do not meet aspirations at
the end of the campaign the work can be considered a “disappointment”. Just
because a stock is considered a disappointment doesn't mean it won't be profitable
over the years as it may have to cover the unexpected cost for a few years
happened (Elfaki and Bassfar, 2020). Part of the root causes of a promise to fail is
helpless administration, helpless letters, planning and attacking costs, and
neglecting the warning signs of action.
Analysis
From the above quote, everyone will see how important it is for a business,
especially a business like the one at Wembley, to be led by experienced managers
with the right business management team. Perhaps the biggest mistake the FA has

made is to allow its subsidiary, the WNSL, to focus on the industry instead of hiring
free operations managers with many involved to take care of the industry. As a
result of this situation, the main issue arose at the first reference point when the
administrators for a long time (2000-2002) were unable to compete with part of the
shareholders (Government) in the company's decision and there was a similar time
he signed a development agency, the Australian Multiplex, to pay attention to the
construction without thinking that the cost would continue to expand in order not to
start The development. WNSL's frustration in dealing with the company was clearly
expressed in 2006 when the other delay was reported. Some FA board members
had lost full conviction about WNSL administration to effectively monitor the
development agency, Multiplex and pressure to complete the normal date range.
Another explanation for the board 's dramatic loss was the loss of evidence about
the governance of the industry, the difficulty of realizing the FA board' s dreams.
Those dreams were to see the new Wembley enable the 2005 World Athletics
Championships (Jennifer and Sunday, 2018). The 2006 World Championships and
the 2012 Olympics is just one piece of evaluation because, in the overall action to
properly assessed, we are they are measures that will be examined and opposed
and the presumption of risk to the board to show whether the company has
succeeded or not in all parts.
The following examination will be on one of the main partner of the task, the
development organization named Multiplex. The rules that WNSL picked the specific
organization for the development of the arena was a result of the experience that it
had of building other arenas previously and that they consented to not let the
expense of then development to be in excess of 332 million pounds. The
accompanying realities show that Multiplex has not quite an incredible encounter of
building arenas as the WNSL had recognized and anticipated. The principal
occurrence which shows the inferior quality on the development work of Multiplex
was on January (O'Byrne et al 2016), 2004 when platform imploded at the
structure territory and one development laborer harmed and another squashed and
passed on. Another occurrence which Multiplex declared on January 2006 and
accused that botch as the explanation which the arena was not prepared on
schedule, was that they utilized some unacceptable kind of cement in the
establishments of the arena. The very year another horrendous episode occurred.

The occurrence was the slip of a 30 meter rooftop bar on March, 20 which had as
result the departure of 3,000 specialists from the building site.
Time
The fixed and expected time to complete a campaign is an intensive part, as is the
cost of ascertaining the delay, as well as the certainty that the action shows to the
network.
The Wembley campaign was supposed to start in 2000 and finish in 2003, but
due to financial problems and differences between partners, construction began
before September 2002 (Maxey, 2020). A second opening took place. 2006 and
furthermore the Wembley field selected the last friendly offer for the FA Cup. He
was intimidated by the same number of people, the field was not re-prepared and
this time it was due to some cases that Multiplex, l 'development agency that
compiled the paperwork for action, opposed will be discussed. The campaign finally
ended in 2007, four years after the assessment of the main opening. As a result of
inadequate planning that proved upside down a ton of trips went down and the cost
went up a lot more. The actual payments would be made by the FA if they were not
canceled.
Budget
In considering PMBOK, the importance of the financial plan at risk from the board of
directors, it addresses the amount which the authority considers necessary for the
review to complete an entire activity or to set up a specific task for the campaign.
The financial plans can be changed by special agreement during the development
of the company (Jones and Griffiths 1991), although you are unwilling to follow
the predetermined amount as the change may affect different options than the
previously elected for the company.
For huge projects like the Wembley stadium, because of the high budget that
was needed, the rough estimate of the company’s spending has been as important
as it is likely to be (Lannon and Walsh, 2020). At the Wembley company, at the
time of making the cost plan, the estimate of the team monitoring the activity was
quite misleading, but the lack of judgment was not the only mistake aca. In April
1998, WNSL bought the former Wembley range for £120 million. A year later,
WNSL’s executive steering group has estimated that the cost of developing another

Wembley range will be £332 million. WNSL had already discovered the creators and
they were the public lottery with the amount of 120 million pounds and the rest
allowed the banks to fund themselves, however, a ton of complaints were received
from hackers. would not want to postpone the two surprise sentences and the
request for a review of the action plan by the Secretary of Culture, cancel the
Government 's approval. In September 2001, when WNSL concluded the deal with
the Australian development agency Multiplex, they signed up for the new camp at a
fixed cost of £332 million as the heads of operations estimated that this amount is
still missing (Kayvani 2009). Considering the WNSL communication deal with
Multiplex and four other key tests carried out by the Secretary of Culture, they
vowed to give the government the promise, only if the FA could secure a deal made
by Multiplex, something the FA has set out to sure. As of May 2002, WNSL has not
been granted a public authority option. This was the campaign fiasco as with that
long delay the costs of the campaign had raised to £757 million, almost double the
estimated amount. That same month, the public authority gave the green light to
the WNSL but the funds were insufficient (Heller 2019). After much resentment
from British banks, the FA finally accepted a credit agreement with a German bank
called WestLB that worked together on the new field right up to the start. Finally,
the activity was carried out in 2007. The cost issue did not stop with the
implementation of the new range, because five months after the start of the field
50% of the labor cost is an overconsumption plan, with several WNSL bosses have
underestimated the cost of labor by £12 million a year.
Critical Evaluation
Quality and Total Quality Management
“In terms of enterprise, the idea of value refers specifically to the extent or extent
to which an indigenous or undeveloped number of quality satisfies a range of pre-
determined resources that were considered important."
"TQM is the function of the approach or approach implemented to ensure that
quality attention is applied at all stages of the campaign, from start to finish."
(Quality and TQM as identified in the third and fourth version of the PMBOK)

There are a lot of perspectives that need to be explored in an organization to have
someone capable of judging the TQM of an action. For the Wembley campaign,
there are many signs that the quality of work from the first starting point has not
been as long as possible and even more recently.
The nature of the action's steering group will be disclosed initially. The main
characteristics of poor quality had emerged from the first starting point, when WNSL
did not know what the actual cost was and could not find authors, they are signing
an agreement with a development agency upon agreement of the worst cost for the
operation is 332 millions of pounds. The performance of the field, as mentioned
above, was 757 million pounds. The following incorrect measurement of operating
cost items was the area determined as the current half. From these appropriate
models, the WNSL clearly did not use the correct and superior quality coordinates to
organize and resolve a tremendous promise like the Wembley field.
The following test will be one of the main participants in the activity, the
development agency called Multiplex (Zamyadi et al 2016). The standards chosen
by WNSL the specific body for the development of the field were the result of his
previous experience in the construction of other fields and which made it possible
not to allow the cost of development to exceed 332 million. notes. Accompanying
facts show that Multiplex is not as spectacular as the WNSL recognized and
predicted. The main program showed a lower quality of Multiplex development work
in January 2004 when the platform entered the facility area and one development
worker was damaged and another was crushed and kicked the bucket. Another
incident that Multiplex cited in January 2006 and blamed that jar as the explanation
that the field was not prepared according to schedule, was that they were using an
inappropriate type of concrete in it (Pizarro-Alonso, Ravn and Münster, 2019).
the premises of the field. That same year another terrible event happened. The
incident was the loss of a 30-meter column at the summit on March 20, resulting in
the evacuation of 3,000 experts from the construction site.
After current events reveal Multiplex's insignificance as a development agency, a
number of different things will follow that show how disorganized a group of it is. in
terms of control of its employees. The main idea was born in August 2004, when the
workers of the structure went on strike for working hours and breaks. The program

was extraordinary in February 2006, when an English-language newspaper, The
Sun, reported that many development workers were using a variety of drugs and
alcohol during working hours.
The final study will be for the nature of the field. The new Wembley is a huge
90,000-seat forged field, twice the size and many times the height of the last and is
bequeathed by a large soft-eye steel hinge. The ideas it captures are interesting
because it presents itself as the most promising, expensive and possibly the best
area in the world (Thomas 2007). Another pro found for the Wembley field as it is
double the Stade de France. But the seating and out-of-the-way, spectacular nature
of the entire countryside are valid from the rugged, smooth terrace filled with five
levels of rooms, walkways, bistros, bars, shops and cafes. The lonely part of the
pitch that doesn't fit the whole nature of the grass pitch is the football pitch and as
can be seen from a number of footballers it is the very bad decision the
administration could put to the park.
Community and Environment
Community
The Wembley Arena adventure, despite its explanation of how to get perks for its
owners, was worked on to bring something new to the table for the people of the
country. With Wembley Stadium the largest in the UK, the largest in the world with
all the indoor seats and the most expensive in the world, the people of the UK as a
whole feel more satisfied. with their country in sports classification. Also because of
its size, large floor area and many cafes and shops it is helping to regenerate the
area, the city, the country and make the people of England more united and
attractive. to have such a field to support their audience groups at various games
that use the field as home (football, rugby). The best thing about Wembley is that
it's not just games. The best entertainment opportunities of the year, for example,
concerts with famous singers and groups and are also available in the field. There
are also 688 food stalls for people to have dinner or dinner and a club to enjoy the
night out. Wembley has established itself as one of London 's attractions and must
be visited by people across the country for at least one time to see just how
beautiful it is. Obviously, the biggest benefit of building the new area was the Brent
Territory, London. From the first year he looked at the development of the field,

progress on pads, homes, physical workplaces, restaurants and shopping centers
has also begun to work and until recently there are many more shops and cafes in
looking for a place in the area to open a brand. With all these new jobs working in
the region, many jobs have opened up, helping some people in the English capital
to find work, especially at a time when the whole country is in a global financial
crisis. . It is important to report that seventy million pounds helped to modernize
roads, paths and infiltration courses to make the area more accessible to all
(Gilman, Weijerman and Suuronen, 2017).
Environment
In recent years, environmental changes and soil pollution have caused widespread
concern among administrations and individuals (Thomas 2009). To test the planet,
new principles have been devised to reduce pollution. Then again, in reality, many
special loyalist parties (known as hippies) have conquered the world with tons of
allies, and the only responsibility and concern is, from their point of view, to be
aware of the groups. , initiatives or anything else that doesn't conform to natural
standards and keeps the air dirty. It is important that the operation administrator
during the accessibility inspection ensures that the initiative complies with the
climate guidelines.
Wembley Field has nothing to emphasize on ecological issues, other than a few
minor concerns about light and noise pollution, nothing else seems to harm the
climate. All things being equal, the Wembley field contributes to the saving of the
planet as several natural moments occur in the field( Mathieu 2016), including the
living Earth, one of any of the greatest geologists on the planet.
Profits
Except the non-profitable organizations, each group after completion of an
operation they hope to be productive to be able to pay labor costs, the advances it
has made to build the business and a little extra money to be in the register to hear
that the company is legitimate.
Lessons learned
The plan (long-term life plan) of the new area is both useful and structurally broad.
Sir Norman Foster designed the loop and roof structure, with the rest of the range

planned by moderators Foster and Partners and HOK Sport. Highlights of the camp
include retractable roof panels and the loop. These were created based on the
specific prerequisites of the pitch, one of which was the requirement of high grass
demand to achieve UEFA 5-star pitch status. The use of retractable roof boards,
which retract to the south, allows for as much sun and ventilation as one would
reasonably expect. The loop itself is not just a correction part; strengthens the north
roof and a large area of the south roof (Moallemi and Malekpour, 2018).
By the time the campaign first started it was postponed for a long time due to
financial and political difficulties and finally went on at the end of 2002. The field
should be ready by May 2006 for the FA Cup final (but this was moved to Cardiff)
after meeting Multiplex on when the pitch would be done (Jensen et al 2018).
Multiplex is currently dealing with a fine for terminating the deal despite taking
steps to sue WNSL for changes in the plan they are proposing that could action for
being late.
One or two development issues were highlighted during the project. The main
problem was between Multiplex and Cleveland Bridge, a steel worker. The Cleveland
Bridge left its jobs in 2004 just before the loop opened because they did not agree
to pay for supplies and there were lasting challenges between the two fights. The
troubles sparked two major legal disputes in which both parties sued for breach of
contract (Multiplex sued for £ 45 million and Cleveland Bridge sued for £ 22.5
million in return. . Since June 2006 the courts have been searching for Multiplex
ahead of a settlement, but Cleveland Bridge faces a challenge.
The next issue included a transition support beam on the roof, which collapsed over
a large part of a meter in March 2006 (Pirson 2019). This resulted in the departure
of 3,000 development workers and jobs postponed while reviews and reports were
completed. The operation resumed in the blink of an eye shortly thereafter.
Later, in March 2006, a third issue appeared. The sewers under the camp had
collapsed due to the improvement of the terrain. To this end, repair work has been
carried out voluntarily and is currently being completed. The area is expected to be
completed by 2006 and will allow for a full program of events in 2007.

Observations and conclusions
As a result of the study of the selected parts as rules, a clearer picture can be
identified from all perspectives on the action. At this part of the report, which is like
the final round, we discuss the advantages and disadvantages of each component
that occurred in the assessment to select whether the company eventual success or
disappointment (CPoncelet, Delarue and D’haeseleer, 2020). Below are the cons
that are considering the main explanations behind the company's fiasco. Poor
people and inexperienced WNSL management of the industry could not properly
monitor Multiplex and push the right weight to get better results and complete the
campaign on schedule. The misinterpretation of the time it takes to farm the
industry costs FA much more surprises, and many people and associations have lost
evidence of it. Moreover, the ruin of football and musical opportunities due to
delays, as well as lack of profit, have made the situation between individuals much
more confusing.
They were reduced to reassess the additional cost so that the public authority
recognized the promise and after signing an agreement with Multiplex it was up to
them to find Beginners for a long time start work after the agreement and besides
having the courts with Multiplex up to this stage to choose who has responsibility
(Pirson, 2019). The mistake of strategic leaders in adjusting the cost of labor after
the start of the field is costing the WNSL a lot towards the end of the cost of
multiplying the cost of labor. The lack of value on the part of the campaign leaders
was evident as they did not use the appropriate coordination for financial setting of
job requirements. Absence of value and knowledge cited and for Multiplex
(Moallemi and Malekpour 2018), as the Australian development agency made
many mistakes during the development of the camp and proved that they cannot
monitor and control their own staff (strikes and drugs). The lack of power to achieve
their goals reflected the WNSL's downfall plenty of times to qualify for the last FA
Cup from the new Wembley pitch in 2003, reportedly a goal from then on in 2001.
It's been three years. since the opening of the Wembley field not long ago. Despite
the number of trips the camp has made possible over the past three years, the
WNSL still has a bad luck rather than a head start towards a consistent ending. This

is due to the high fees that WNSL has to pay for credits and the fact that the
maximum travel range is not as expected.
The nature of the new Wembley range is fantastic, more than anyone might think.
Wembley is the most expensive arena on the planet with the most impressive floor
and it features an endless console that no one could predict from a range. Wembley
is considered to be one of the most attractive and useful landmarks in London, UK
(Siegel and Leih, 2018).

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