Sydney opera house project management case study. Case Study: Sydney Opera House Assignment Sample by Top Academic Writers 2022-11-07
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The Sydney Opera House is a world-renowned performing arts center located in Sydney, Australia. It is a modern architectural masterpiece and a cultural icon for the city of Sydney. However, the project to construct the Opera House was plagued with numerous challenges and controversies, making it a case study in project management.
The project was initiated in the 1950s with the goal of building a world-class performing arts center in Sydney. The government of New South Wales held a design competition and chose the design submitted by Danish architect Jørn Utzon. Utzon's design, which featured a series of shell-like structures, was considered revolutionary at the time and captured the imagination of the public.
Construction of the Opera House began in 1959 and was originally expected to be completed in 1963 at a cost of $7 million. However, the project soon ran into numerous challenges and delays. The design of the Opera House was complex and required innovative engineering solutions, which proved to be difficult to implement. Additionally, the project faced budget overruns and a shortage of skilled labor, which further contributed to the delays.
As the project dragged on, tensions between Utzon and the project management team began to rise. Utzon, who was known for his perfectionist approach to design, clashed with the project team over the execution of his design. In 1966, Utzon resigned from the project, leaving the management team to complete the construction without his guidance.
The Opera House was finally completed in 1973, 10 years behind schedule and at a cost of $102 million, which was 14 times the original budget. The project was marred by numerous controversies, including allegations of mismanagement, corruption, and political interference.
Despite these challenges, the Sydney Opera House is now recognized as one of the greatest architectural achievements of the 20th century. It has become a symbol of Sydney and is visited by millions of tourists each year. The Opera House serves as a reminder of the importance of strong project management and the need to overcome challenges and setbacks in order to achieve success.
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Different alliance relationships for project design and execution. The identification of stakeholders and the degree of salience of stakeholders so identified allows managers to better understand where their focus should lie. When he resigned in 1966, the architectural consortium Hall, Todd, and Littlemore replaced him. This was not so, and due to the lack of designs to work with, new ones had to be created based on the current structure of the Opera House and many unforeseen complications were found. It is now more common for external consultants or engineers to be hired on behalf of the client. Legitimacy may be the hardest aspect to define, as it is variable within the context of a project. The present report summarises the findings of the Sydney Opera House SOH Case Study carried out as part of SBEnrc Project 2.
Duncan 2004 argues that product success in terms of outcomes, service quality, and compliance to critical aspects defining project in project management are essential attributes for consideration in the evaluation of success of a project. Stage two was beginning to slow down and in 1966 Utzon felt he was forced to resign from the project as his creative freedom was restricted, and therefore could not bring his perfect idea to fruition. . This strayed from the traditional model from the 50s where the architect took on nearly the entire management role. Right from the design phase, for the case of the Sydney Opera House Project, quality was the paramount aspect of basing the success or failure of the project.
The Sidney Opera House construction: A case of project management failure
Utzons delay and withholding of the designs he created, caused a problem of learning for the next architect who took over. The number of tiles present on its roof is 1,056,056. So it can show some discrepancy between what was wanted before and after the new government and what was delivered. Apparently Utzon protested that he had not completed the designs for the structure, but the government insisted that the construction get underway. This came as a shock and nearly an insult to Utzon who had been fending off the Government from rising costs for years. Arup completed the design for the roof in 1962, about the same time the project was originally intended to be finished. Summary The paper 'Sydney Opera House: Project Management Failures" is a good example of a management case study.
Sydney Opera House: Project Management Failures Case Study
There were 233 prototypes submitted for the contest in particular. Utzon managed all architectural aspects while Arup and his partners were in charge of all structural and civil engineering aspects. A part-time executive committee was created to provide project supervision but the members had no real technical skills. It encompasses over 4. However, in many cases, some projects are regarded as failures because they did not meet the objectives or goals for which they were being implemented. Another program is STC Ed Schools Day, which invites students to attend productions and meet with program teams. So it crossed over three main causes for a project failure: Cost escalation, time escalation error margins and disturbance of the core processes politics.
Sydney Opera House Project Management and Analysis
Two examples are taken in the article, which deal with external stakeholders issues. Finally, we distinguished four key players, Utzon, Arup, the NSW Government, and the SOHEC. In addition, the government changed the requirements of the design after the construction was started, from two theatres to four, so plans and designs had to be modified during construction. The pace of the project did not meet expectations, but those 14 years could have been less. Today, more than being a world-class performing arts centre, the Opera House represents Sydney and even the whole nation the same way as the Eiffel tower represents Paris.
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TheSydneyOperaHouseGroup5 Page24 Within the eyes of the definitive stakeholder, Utzon was not legitimate, as demonstrated in his loss of power: In the long run, those who do not use power in a manner which society considers responsible will tend to lose it Mitchell, 1997; 866. While the NSW government was absent in a lot of the management decisions, it was ultimately Utzons responsibility to monitor his own actions and focus on the goal in respect to the client. A main issue that lasted throughout the project was the fact that the construction work was ordered to start before the design work was completed. Monetary issues were a main reason that Utzon was forced out of this project, which will be touched on later in this paper. The experience of theatre, beauty of images, and charisma of words and glory of actions can change the life of a close spectator. Utzon was accused of poor cooperation by the engineers and Utzon believes that the engineer team lack of consultation.
We chose this focus because stakeholder analysis allowed us to focus our report while also encompassing the broadest range of issues. The Sydney Opera House Project is a case of project success while failing to comply with project management principles for evaluation of success or failure of a project. To change the design of the building so late cost the project a lot of time and money as a lot of re-structuring was required. This is because; both the roofing was constructed using precast concrete. They then set up the Opera House Lottery for the public, which ran through the course of the construction and generated enough funds to keep the construction going. Thus, they can be people inside or outside the project. .
Since projects are characterised by myriads of problems leading to delay, escalation of budgets, and even deterioration of quality and glamour expected, Duncan 2004 approach to evaluation introduces the dilemma whether indeed any successful project has ever been completed. The new architects had to design the interiors based on the current structure of the Opera House and they encountered many unforeseen complications. While they all contributed there were many costly issues. By determining which potential stakeholders hold which of the three stakeholder attributes, one can identify stakeholders. .
Sydney Opera House Construction Project Case Study Example
One of the fundamental concerns of evaluating a project from the criteria of time resources is putting in place mechanisms of ensuring that all the activities constituting the entire project are precisely accomplished within the set timeframes. For the Sydney Opera House Project, conformance to these nine areas was vital for determination of whether the project was a success or not. Then Stakeholders can be analysed by its salience. TheSydneyOperaHouseGroup5 Page25 In the first stage of development, before the replacement of Utzon, the matrixes can be identified as such: Period 1: 1959 1966 Predictability High Low A - Few problems Low B - Unpredictable but manageable The consultants, design team, and Public engineering team Power Construction workers High C - Powerful but predictable Lottery Government Arup D - Greatest danger or opportunities Utzon SOHEC The first group identified is stakeholders with few problems. .
High quality performances at reasonable prices are the basic demand of the market. The other factors affecting the demand of SOH include the popularity of online organizations like face book, and gadgets like IPod and I pad and home theaters which have enhanced the visual entertainment experiences of the youth especially. However, the construction project process behind the masterpiece building is a long story. Project Management Journal 32. Finally, in aesthetic experience, the audience in SOH immerse themselves in amazing performances of drama and opera artists.