Project Management of the Beijing National Stadium - Example

PROJECT MANAGEMENT OF THE BEIJING NATIONAL STADIUM By Due Table of Contents Introduction 3 Main Findings 3 The project of constructing the Beijing National Stadium 2 Management of the Project 5 Collaborative Working and Business Integration 6 Success of the project 7 Change Management 7 Project Procurement 7 Early Involvement 7 Project Management and Outcomes 8 Success Measurement 8 Transport 10 Material 10 Waste Management 10 Applied Performance Indicators 11 Containing the budget 11 Planning the working hours 11 Analysis of the missed milestones 11 Cost of Variance 11 Recommendations to improve the outcomes 12 Conclusion 14 Bibliography 16 Introduction The project bid to build the Beijing National Stadium set in January 2003 with 13 competitor firms bidding for the project. The project bid got Arup at the top of the list. Construction challenges included working with teams that had different opinions on the structure. Cooperating with suppliers and investors remained a challenge throughout. The construction of the Beijing National Stadium set to cater for the summer Olympics in 2008 (Chow, 2009). The construction design targeted athlete and Paralympics events. Considerations of stadium hosted the opening and closing ceremonies, the project included a design that catered for the diverse. Stadium orientation specialists ensured the designs could cater for the Olympic event. The starting cost in 2007 was £496m for the catering of the 2012 Olympics (Wilson & Derse, 2001). An island with waterways around it hosted the stadium’s location. Spectators have access to the venue through three bridges linked to the surrounding area. Warm- up track, medical and changing rooms constituted the project. The project catered for a warm- up track, medical facilities, and athlete changing rooms. Arup’s success in working on the project resulted from combined support from global and team efforts (Badiru, 2011). The team incorporated experts from London, Shenzhen, Hong Kong, and Manchester to work on delivering the best designs in technology. Project management involves various challenges, but working with a committed team makes it easier in accomplishing the objectives. Outcome measures depend on the strategies used in managing the stages. It is difficult to measure success, but with performance indicators, project managers are sure of success (Baniotopoulos, et al., 2011). Following the recommendations from critics aids project managers in performing better in future projects. Successful processes in the project timeline depend on the applied skills. Main Findings The project of constructing the Beijing National Stadium The construction of the Beijing National Stadium was a project considering the architectural stages used in completing it (Chow, 2009). The project started with a competition aimed at finding the most competent crew in handling the project. Arup’s success attributed to the multidisciplinary practice they had in sports architecture. Their company had a positive public image after working on the Allianz Arena in Munich. Partnerships made by Arup generated the desire to innovate and create exceptional buildings. The project had different stages of completion with each strategies outline the timetable of events. The table below provides the evidence of the “Bird Nest” Project. Table 1 Evidence that construction of the Beijing National Stadium was a project Characteristics of a Project Beijing National Stadium Works with a start and end date The “Birds Nest” was temporary, starting in 2003 and ending in 2008 Aimed for specific results The aim was to create an Olympic status stadium for the 2008 Olympics. Uniqueness It was the first stadium to be constructed specifically for the purpose of Olympics. Different from an operation The construction of the Beijing National Stadium worked with a budget quotation for a big plan. Requires resources to deliver results The Beijing National Stadium required the use of rails Can be divided into subprojects See the milestones table 2 below Undergoes risk This was the first stadium to stake the design of a “Bird Nest” hence the risks were high for the construction Table 2 Milestones for the Beijing National Stadium 29th October to 20th November 2002 Competition for the design 25th March 2003 Recommendations for the Bird Nest Design after evaluation 30th April 2003 Inspecting the field and meeting for pre-bid 9th August 2003 Concession and national stadium agreement signing September 2003 Establishing a project company 24th December 2003 Perform the groundbreaking ceremony 30th July 2004 Cancel the delivery of stopped roof construction material November 2004 Redesign to use reduced amount of steel 28th December 2004 Resuming to the construction work 28th June 2008 Initiation of the closing ceremony (Chow, 2009) The table indicates the initiate and close dates of the project in terms of years. It was set with clear objectives within the program. It was precise with no delays accepted from the teams. It was necessary for test matches to conduct their study before the commencement of the Olympics. Arup’s goal was to ensure the operations at the stadium were above the set standards. Co-operative efforts from the design team made it easier for the “Bird’s Nest” sequence to complete with minimal interruptions (Cleland & Ireland, 2006). The evidence of the projects success shoes in the key milestones and program table displayed below. (Chow, 2009) It was the prime responsibility of Arup to deliver unique designs of the stadium. The approval of the Chinese Ministry was necessary for Arup hence it ensured that the designs were structured to the guidelines. The process started considering the Local Design Institute attributed for the design stage of the process (Wickham & Wickham, 2008). Arup worked with CADG to construct drawing designs for sports and steel roof. The project started as a brainstorming event on the capabilities of Arup. The company worked with the regulations set by the organizing committee of the 2008 Olympics. This certifies the assembly of the sports ground as a project (Dayton, 2014). Management of the Project The success of the project started as a contribution from the design team working with engineers from Hong Kong and Beijing. Some of the engineers were transferred to the Manchester office to work with the team there. This coordination from the various locations made it easier for the mobilization of the correct design for the stadium. The team worked closely with the local authorities to ensure they get support on security issues. Preliminary stages of the design involved some UK members relocating to Beijing to work on the critical aspects. Arup’s success on the project attributes to their ability to mobilize experts and deliver results. Structural, mechanical, and technical engineers aided the organization to cover different architectural sports. Global expertise from experience enabled Arup achieve a phenomenal design and construction documentation (Doh & Teegen, 2003). Collaborative Working and Business Integration Business integration in a project setting involves looking at the theories applicable for success. The team worked to succeed the milestones by applying the collaborative theory and business integration to bring the distinct departments together. This helped the business team generate a business concept for the study of the business concept of the project was clear from the beginning. The project management team set tight time scales to reduce problems arising from risk. Issues arising from building ability had to be analyzed from the beginning. The project necessitated the best structural approach considering its high profile nature. Team management experts recognized its importance hence generating strict cost constrains with innovating briefs. This was crucial for the accomplishment of the project. Characteristics adopted by the team made clear variations of the integrated approach such as; value selection, involving the team early, and implementing processes that would measure the performance (Dubrin, 2009). The team started a brand at an early stage to ensure all team members worked under the same partners. Managing the change concept worked with a scale that managed the adaptability and flexibility of the project. Communication from the Olympic Delivery Authority provided the organization with an easier platform to link with the organizing committee in London. The coordination helps Arup make changes in the project scope. The success of the project The construction of the Beijing national Stadium was a success considering the extent to which it handles the challenges of the project (Eisner, 2011). Various processes including managing change, project procurement, and early involvement display the success of the project. Change Management The project profile and scale worked with extremely flexible and changeable priorities. These, however, had to be important in securing the success of the project. The project team worked with the Olympic organizing committee to ensure that the changes applied to the rules and regulations (Stuckenbruck, 2008). Previous stadium constructions for the Olympics had their technology install the opening ceremony necessities at the end. These changes were made in the case of this project to ensure functionality from the beginning. These changes were made from the original scope to avoid future delays. Success in making the changes indicated with the confidence the team had on completing the project within the timeline (Fuller, 2012). Project Procurement The use of transparent tendering methods provided the project with trustworthy investors. Using the shelf evaluation tool at the procurement stage aided in the evaluation of themes. It was important to ensure a healthy and safe environment for the workers at the Arup. This measure helped increase the success of the project with reduced injuries. The contractors were paid on time to ensure the required materials arrived at the site when needed. Using specific build and design basis propagated the sequence of building. Arup ensured their suppliers encountered minimal difficulties in supplying materials to the construction site (Grensing-Pophal, 2000). Early Involvement Arup used build ability and early involvement to succeed in the project. Involving the supply chain at an early stage made it easier for them to achieve positive results. Working with a team that had previous experience in sports architecture reduced the risk of failing. Project partners also had history working together, which secured their chances of comfortably working together. The project initiation team brought together; project manager, clients, contractors, designer, and funder at an early stage to convenience communication (Harrison & Lock, 2004). Project Management and the Outcomes The project used information technology to make it easier for communication. Outsourcing their IT assets from the external vendors makes it easier for contractors to communicate with their suppliers. Managing this project involves the use of different IT platforms to secure different areas. The management of the project ensured the installation of new installation of software. Clients and vendors communicate with the right concept of ideas. For the contractors, communicating with the right person ensures positive project outcomes. The positive outcomes in this project include low risk of failure in making the deliverables (Hassan & Hamil, 2010 ). Deploying information on different concepts makes it easy for the team manager to track the progress of the project. Getting trustworthy vendors remains a challenge for the project management team. Resolving the problems occurs by having large vendors communicate with the outsourcing companies. Project managers with poor management skills use technology to incorporate the cultural, economic, and strategic relationships. A huge project such as the construction of the Beijing National Stadium requires the synchronization of all elements. Cultural differences are prone to arise during the working process. The project incorporated information technology concepts to cater for different cultural backgrounds. Managing the project in a poor manner means that the project fails strategically and economically. The client relationship jeopardize if the relationships fails to ensure compatibility (Heerkens, 2007). Arup avoided project cost overruns by ensuring that the suppliers get the orders in time. Setting up software systems that facilitate the order and delivery of products started prior to the start of the project. The management sourced for trusted software to link the organization to the outside world. This platform also provided the employees with a platform to select group managers. Structures of management gave the institution viable links in long-term communication. The project took more than three years to complete, which creates a necessity in generating viable structures of management (Sullivan, 2011). The process of selecting a suitable project manager provided Arup with the capabilities of working within the timeline. A report on the project indicates that Arup used recycled materials in constructing the stadium. Successful project outcomes involve the use of fit managers to run the project within the budget (Hunter & Jones, 2013). Success Measurement and Indicators The success of the project was measured in terms of the sustainability in the project area. Sustainability of the project provides the team with the power to support their claims. Team performance in sustaining the set targets ensured the integration of various areas (Mermod & Idowu, 2013). These concepts provided the project team with the capabilities of running the project smoothly. They used sustainable measures to allocate transport, materials, and waste management. Arup project managers used these performance indicators as a management and motivational tool. Teamwork combined with goals helped Arup’s production in the project. The use of incentive, rewards, and competitions acted as a motivating tool to keep the momentum of the project. The project managers applied the indicators during the measurement of met objectives. The performance indicator strategy facilitates the process of ensuring greater goals and successful projects (Olalla, 2004). Transport The delivery of materials was strict and controlled to reduce site congestion. The transport system collaborated with the drivers to ensure that the delivery trucks worked with the proposed system to reduce queuing at the gate. The project team applied alternative methods to deliver and remove used waste. Environmental preservation methods were adopted to reduce the effects of carbon. They adopted the use of rail and water transport for fifty percent of the deliveries to reduce the carbon emission impacts (Lock, 2007). The transport system linked with the communication system to clear the site after making the deliveries. Project coordination remains a challenge for many project managers. The organization exhibited in the construction of the Beijing National Stadium provides a platform for others to emulate when handling such projects. The synchronized transport system makes it easier for the project team to get deliveries on time. Material Success of the project depends on the availability of materials. The construction regulations indicate that twenty five percent of the material used should be recycled. The construction of the Beijing national Stadium used an aggregate pr 40 -50 % recycled materials. Project managers incorporated the use of railway sleepers to increase the aggregate (Müller, 2003 ). Granite copings from the London dock were transported to the site for construction. The biggest success indicated in the project was the use of unused gas pipes to provide compression in the steel truss. Arup also incorporated recycled materials in the building elements. On completion of the games, the team demolished the terracing areas for re- use (Mermod & Idowu, 2013). Waste Management Environmental degradation involves in many projects. Success of the project is in ensuring proper waste management. The project discussed the of waste management issue at a project level rather than a program level. The concept included a minimization of the waste in the different stages. For example, the architecture of the stadium incorporated reusable fixing incase the stadium requires a deconstruction (Sotiriadou, 2009). The project incorporated the use of subcontractors that minimize the packaging materials used in the construction. Problems of the Project Risk Management The project had no process to manage risk management making it difficult for the team to make an analysis. This process makes it difficult for the employees to assess the damage before setting out to complete a milestone. Dysfunctional Information The team did not have a system to report dysfunctional information to the project team, making it difficult to assess risk. Recommendations to solve the problems The recommendations I would make for Beijing National stadium is to analyze the uncertainties that come in every milestone. The use of effective risk management strategies enables the project team to generate an extensive analysis of the milestones. Risk is prompt to occur in any project; it occurs externally and internally, and works with the set strategic and operational aspects. Business is dynamic in nature, which makes it easier for projects to undergo risks. It is the responsibility of the project team to ensure that the functionality of the project occurs with minimal risks. The following recommendations are necessary for the Beijing National Stadium project to recover from the negative aspects. It is important for the team to incorporate input from the stakeholders to developers. The importance of everyone’s opinion shows during the evaluation process. Making sure that the ideas of team members are incorporated into the decision-making keeps the momentum of the project. The use of all the sign-offs in the evaluation process makes it to verify on the inclusion of sales, marketing, human resource and legal departments. The team should abolish all the influencers that are not registered in the project team. This involves threatening individuals that have previously caused problems to the project team. The Beijing National Stadium project had communication at the initial stages only. This continued to drop over the years. Project communication is vital in ensuring information reaches the team members. Future projects should constituent relevant communication platforms. The team managers should find out which members prefer emails, phone calls, or meeting. The success of the project lies in creating convenience for the team members. The project manager should ensure the information gets to the right people and in the right manner. Managers can choose to funnel it to the surbodinate or delegate communication leaders. Training the communication leaders on its importance helps in creating self-motivated leaders. In 2005, new members joined the team to aid in enacting the design. Arup failed in introducing them to the rest of the group. When changes occur in the project, it is important for the managers to communicate this information to team members. Orientation of team members on the project background and their roles facilitates communication with the other members. Conclusion Successful processes in the project timeline depend on the applied skills. The overall performance of the project was a success. It was highly ambitious with the idea of delivering a world- class sports arena. The aim was to have a venue that would successfully host games, and create an icon in Beijing. The Beijing National Stadium is a monument for celebrating the performance of athletes. The project helped the local citizens relate with its civic years after the Olympics ended. The construction of the “Bird’s Nest” gave Arup global experience in delivering quality. Incorporation of different Arup groups and offices such as ArupSport and Advanced Technology provided the company with positive feedback from potential clients. The success manifest of the project included the collaboration of different teams from the Arup organization. Some of the communities complain that the economic value generated during construction does not benefit them. Future projects with the similar vision need to involve the local community. Providing employment opportunities during construction prevents negative concepts from the local communities. It is vital for projects to educate the locals on the success levels. Overall, collaboration from the contractors, local authorities, designers and local collaborators worked together to safely deliver the project. The combination of complexity, technology, and scale used to construct the National Stadium remains unprecedented to such a project. Support and courage from the Beijing government made it easier for the team to deliver a venue for the 2008 Olympics. The “Bird’s Nest” project took five years to construct in preparation of the 2008 Olympic Games. The project produced a center of focus for tourist visiting the Olympic Green before, during, and after the Olympics. It was a great venue for athletes to prove their worth and stretch their performance. Designing the building incorporated breaking architectural grounds and stretching innovating thinking to deal with emerging technologies. The construction of the Beijing National Stadium was a successful project with minimal complications arising during its execution. References Badiru, A. B., 2011. Project Management: Systems, Principles, and Applications. Manhattan: CRC Press. Baniotopoulos, C., Borri, C. & Stathopoulos, T., 2011. Environmental Wind Engineering and Design of Wind Energy Structures. Berlin: Springer. Borysowich, C., 2008. Developing Project Staffing Plans. [Online] Available at: http://it.toolbox.com/blogs/enterprise-solutions/developing-project-staffing- plans-25338 [Accessed 11 July 2011]. Campbell, G. M., 2009. Communications skills for project managers. 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