Project Management Wembley Essay

Project DescriptionThe aim of the Wembley bowl project was to base a new 90,000 seat state of art roll. The new trough was going to be used for a variety of functions ranging from football and rugby equatees to concerts and private scourts. The stadium was to hold up a 50-year formulate life, and be some(prenominal) functional and architecturally significant. In addition, it was essential that the stadium allowed as frequently daylight and ventilation to reach the pitch as possible. A important stopping point 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.manifoldmanifold is a global tailoror fuzee in Australia with expertness across the entire property sector. John Roberts started the firm in 1962 and was pre sident for the next 44 years. In 2002, Roberts passed control of the firm to his son, Andrew. However, one of the break start deals that John br ought to the table before his retirement was the Wembley Stadium project. multiple had established a number of stadiums prior to the Wembley project, most nonably Stadium Australia. Stadium Australia was used as the Olympic stadium for the 2000 summer Olympics. It was constructed at a monetary value of $690 million and was able to hold 110,000 spectators. Although the Stadium Australia project was a success, multiple 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 control parade in 1999. The instruction process was first narrowed down to dickens bids, however, it was eventually reopened to include two additional contractors. After final review, Multiplex signed a contract tocomplete 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-own ed multidisciplinary consulting serving the public and private sectors world-wide.Cleveland BridgeCleveland Bridge was the initial poise contractor associated with the project. They are based in Darlington, England and have a famous reputation for bridge building.The Old Wembley StadiumThe Empire Stadium in Wembley, popularly known as Wembley Stadium, was the most famous football ground in the world. After it opened in 1923, it evolved into Englands national aggroup stadium for football matches. The FA Cup Final between Bolton Wanderers and West jambon 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 introduction as England tied 1-1 with Scotland. Since then Wembley has hosted 78 FA Cup Finals, 258 England senior internationals, the 1966 universe Cup, 40 League Cup Finals, 6 European Cup Fin als, 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 turning pointing matches, rugby championships, greyhound racing, hockey, and even Evel Knivel. With some much storey and importance, it was no surprise that a neo stadium was needed to ride out 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 identify 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 wrong of the size of playing field, floodlighting, VIP parking, seat capacity, VIP sit, 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, outside van area, and turn on conference seats.B. Reasons for Project FailureThe new Wembley stadium was completed in 2007five years late, 360m over budget, and surrounded by legal disputes. forrader 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 utilisation and that the initial designs were not correct, constructible, coordinated and consistent. In other words, although the design looked good, it was truly challenging and maybe impossible to replicate to scale.Scope ChangesThe initial orbit was to include football, rugby, and athletics in the same stadium. This later became very controversial and resulted in the removal of athletics from the design in 1999, because of the technical and mercena ry challenges of accommodating three sports within the same stadium. In 2001, the scope was moreover 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 accusing 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 declarerCleveland 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 tovital 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.