Project Management Wembley Essay

Project DescriptionThe aim of the Wembley scene of action project was to bod a new 90,000 seat state of art roll. The new roll was going to be used for a variety of functions ranging from football game and rugby football equalizees to concerts and private chargets. The stadium was to behave a 50-year material body life, and be both functional and architecturally significant. In addition, it was essential that the stadium allowed as a good deal daylight and ventilation to reach the pitch as possible. A of import inclination was to have the build achieve UEFA five-star stadium status. The project was to be funded by a combination of state (National Lottery Fund) and private investment. multiple multiple is a global exactor found in Australia with expertise across the entire property sector. John Roberts started the firm in 1962 and was electric chair for the next 44 years. In 2002, Roberts passed control of the firm to his son, Andrew. However, one of the plump deals tha t John brought to the table before his retirement was the Wembley Stadium project. manifold had realized a number of stadiums prior to the Wembley project, most notably Stadium Australia. Stadium Australia was used as the Olympic stadium for the 2000 summer Olympics. It was constructed at a speak to of $690 million and was able to hold 110,000 spectators. Although the Stadium Australia project was a success, multiplex began to realize that their was much more risk in stadium construction than large-scale landmark buildings.Multiplex won the Wembley stadium contract after selection through a competitive tender touch in 1999. The bidding process was first narrowed down to both bids, however, it was eventually reopened to include two additional contractors. After final review, Multiplex signed a contract to complete Wembley stadium at a fixed-price cost of 352m.Mott MacDonaldMott MacDonald was the lead designer of the new Wembley stadium. They are a UK based employee-owned multidisciplinary consulting serving the public and private sectors world-wide.Cleveland BridgeCleveland Bridge was the initial make contractor associated with the project. They are based in Darlington, England and have a far-famed reputation for bridge building.The Old Wembley StadiumThe Empire Stadium in Wembley, popularly known as Wembley Stadium, was the most famous football free-base in the world. After it opened in 1923, it evolved into Englands national team up stadium for football matches. The FA Cup Final between Bolton Wanderers and West ham it up United on April 28, 1923 was the first event to take place at Wembley Stadium. The official attendance for the event was 126,047, which is still the largest for any football match in England. A year later, international football made its innovate as England tied 1-1 with Scotland. Since then Wembley has hosted 78 FA Cup Finals, 258 England senior internationals, the 1966 existence Cup, 40 League Cup Finals, 6 European Cup Finals, and Euro96.However, it is not just football that has made Wembley stadium great through the years. In 1948, Great Britain won 23 medals at the Olympic games featured at the stadium. In addition, the stadium has hosted such events as caseing matches, rugby championships, greyhound racing, hockey, and even Evel Knivel. With some much muniment and importance, it was no surprise that a groundbreaking stadium was needed to keep open the Wembley tradition into the nextcentury.Project GoalsThe goal of the project was to create a new modern stadium that would continue in the tradition of Empire Stadium. As pointed out in the history section, the greatest tradition was football. In allege to attract major football events (FA Cup, UEFA Finals, World Cup) the stadium must be built to five-star status. In order to adhere to this standards, the stadium must meet the minimum requirements in harm of the size of playing field, floodlighting, VIP parking, seat capacity, VIP seating ro om, VIP seats for visiting team, VIP hospitality, media working area, space for cameras, number of box seats, number of commentary positions, number of TV studios, out posture van area, and mash conference seats.B. Reasons for Project FailureThe new Wembley stadium was completed in 2007five years late, 360m over budget, and surrounded by legal disputes. out front we perform our analysis, we would like to highlight some of the facts that lead to failure.DesignMultiplex argued that Mott MacDonalds design for the Wembley steel work was not fit for bearing and that the initial designs were not correct, constructible, coordinated and consistent. In other words, although the design looked good, it was actually challenging and maybe impossible to replicate to scale.Scope ChangesThe initial chain was to include football, rugby, and athletics in the same stadium. This later became very contentious and resulted in the removal of athletics from the design in 1999, because of the technica l and commercialized challenges of accommodating three sports within the same stadium. In 2001, the scope was nevertheless changed with the removal of a hotel from the project, the expansion of hospitality suites, and considerably changes to the north side of the stadium. These changes took Mott MacDonald an additional 8 months to redesign.ContractingThere was no formal bidding process. In addition, it appeared that not all bidders were treated equally. This can be seen when the bidding process was opened back up after the contractors were narrowed down to the final two.Anchoring to a Completion DateWhen it became a prime intention to finish the project in time for the 2006 FA Cup Final, efficiency and cost effectiveness became secondary issues. It appears many problems could have been avoided if Multiplex did not have to rush the job in order to meet unrealistic expectations. Multiplex claims that it has sustained significant losses as a result of a magnitude of contract breaches and acts of negligence by the client.Loss of Steel avowerCleveland Bridge terminated their contract in 2004 because they did not believe that they would be paid for materials and because they felt like the differences between them and Multiplex were too great. This was a major setback to the project. Multiplex now had to search and integrate a new steel contractor for the job.CommunicationApart from the major changes in the scope, Multiplex was not given access to vital design information. In turn, Multiplex underpriced the steelwork. Mott MacDonald had thought that Multiplex was aware of the state of design because they managed the design process and had intimately been involved in the design work.