The stadium also hosts variety of other sporting activities. The sporting activities apart from football include rugby, music concerts, athletics and cricket. The stakeholders and management committee of Wembley…
The project officially began on October 2000. Demolition of the old structure was scheduled on December 2000 and the new stadium was expected to open in 2003. However, the project was delayed to 9th March 2007. This was because of delays caused by various factors chief among them financial and disputes related issues.
Upon completion, the one kilometre circumference Wembley Stadium was supposed to have a bowl volume of 1,139,100m3 and 90,000 sitting capacity with demountable seats. The most spectacular thing is the 1750 tonne and 133-metre tall arch that became the symbol of the stadium. Wembley Stadium has 2618 toilets, state of art conferencing and banqueting facilities as well as 103,000m2 foot print. There were 3500 workers on site who constructed 90,000m3 concrete and 23,000 tons structural steel. There were 444km main cables, 80 km speaker cables, 87 km security cable, 38 km CCTV cables, 71 km cable tray and 14 kilometre fibre optic within the stadium. Other workings were 15000 steel reinforcements, 21,000 sprinkler heads and 1720 km small power and lighting. However, it was not possible to develop retractable new roof of the stadium and fans became disappointed.
The work was quite satisfactory as most specification in the contract was met despite the delay occasioned by factors beyond the construction Company. Multiplex Construction Company made £70 million over budget.
The planned cost of the total project was £798 million. However, Multiplex was later paid a total of £834 million indicating project variance cost of £36million. There are many reasons that explain the delays and increase in the project cost of Wembley Stadium. The delays caused millions of losses in pounds to the Wembley National Stadium Limited, Multiplex and other outsourcing companies such as Cleveland Bridge (steel contractor) and PC Harrington (concrete contractor). Wembley National Stadium Limited paid additional £36m to the Multiplex (WNSL 2010). In addition, the ...
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This paper explores project management discipline in the context of the construction project, Scottish Parliament Building located at Edinburgh. The building was designed in 1998 by Enrich Miralles, one of world’s renowned architects, the project was estimated to cost $75 million but it was completed in 2004, after six years six years at a cost of about $830 million.
The report includes a detailed introduction about the project and its objectives. Focus of this report is to understand problems that resulted in the failure of such projects. Projects fail due to various barriers that emanate from internal organization as well as from external sources. However, the role that a project manager plays in the project process matters a lot.
The stadium was razed in 2002 to be reconstructed in 2006 to a 90,000-seating capacity stadium. The new £757 million Wembley Stadium (NAO, 2003) is now about thrice as big to its earlier size with its arch positioning 140 metres extended from its concourse, which is huge enough to be looked over by the whole of London (Quintain, 2004)
The procedure so adopted, must consist of all the vital steps that are essential for achieving the objectives. Various organization also needs such strategy and planning in order to make the project a success. Project management in other words is a bench mark towards reaching the milestone.
.............................................. ... 3 1.1 Current strategic aims and objectives................................................................. 3 1.2 Evaluation of the component parts of the strategic plan...................................
For Sanghera (2008), project management is the process of applying knowledge, skills, and tools and techniques to the activities of the project in order to meet its objectives. As a systematic process, project management is divided into different stages. The literature has a variety of views on the stages of the project cycle.
Its purpose is to serve as a long version of Project Initiation Document (PID) containing all required information for making a decision regarding the project. It as well serves the purpose of an active offer for managing the project The report is structured following the project life cycle stages with a clear identification and elaboration on the activities and outputs in each of the phases.
eet project activities and project requirements.” (PMI, 2004) Going by the definition, a project could be any effort that has a definite beginning and an ending, produces some output and therefore takes some input, and could very well be isolated from the internal environment
agers conduct a strategic analysis for identifying the opportunities in the market, then if they find any gap between its actual and desired situation, some initiatives are suggested. So, they select those projects that are in line with the strategic objectives (Olson, 2004).
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