Project Management for Glasgow Tower and the World Trade Centre - Case Study Example

Projects Comparative Analysis Executive Summary Project management has always been a major challenge when it comes to large projects like the GlasgowTower and the World Trade Centre cleanup process. Glasgow Tower, which is a part of the Glasgow Science Centre, is one of the tallest buildings in Europe. While the World Trade Centre Tower in the US is regarded, as the trade centre of the world and is also counted among the tallest manmade structures. From a comparative point of view, this paper intended to analyze the project management concepts emphasizing the construction features of the Glasgow Tower project in the UK and the WTC cleanup project in the US. The study findings accordingly revealed that the project management practices in both the Glasgow Tower project and the WTC cleanup project were implemented based on four phases that included inception, development, implementation and closeout. A critical assessment of the scenario reflected that the contractors have executed the projects quite efficiently, irrespective of the fact that massive challenges and disruptions had occurred during the project implementation phases. A Summary of the Selected Projects In the discussion of this paper, focus was delivered on comparing and analyzing two project management case studies, i.e. The Glasgow Tower Project and the World Trade Centre Cleanup Project, based on the four phases of a general project management process, i.e. project selection, project delivery, project planning and project control. Background information on the Glasgow Tower Project revealed that the building is the second tallest tower in Europe with a height of 341.2 ft and it is the only 360-degree rotatable building in the world. The building consists of three main sections, i.e. the IMAX Theatre, the Science Mall, and the Glasgow Tower. Owing to its unique architecture, during the construction of this building, constructors had to face several challenges related to engineering and technical commitments (Anbari et al., n.d.). To be mentioning in this regard, in order to add value to its architectural value, architects aimed at providing the top cabin’s view from the River Clyde, which although added to its technical complexities. Consequently, around US $12 million was invested to construct the Glasgow Tower successfully. Undoubtedly, a unique feature of this building is its ability to rotate 360-degree from its position. To inculcate the feature, engineers had to witness several challenges in its construction, since the very beginning, owing to which, the building has hardly remained open for a long tenure to greet the tourists (Anbari et al., n.d.). On the contrary, in case of the World Trade Centre (WTC) cleanup project, challenges faced by the engineers were quite distinct. While the challenges associated with the Glasgow Tower were mostly rooted to its complex engineering techniques, the challenges faced by constructors of WTC was associated with manmade disasters such as the accidental collapse of its 110th floor on 11th Sep, 2011, as an effect of terrorist attack. After the incident, a team of 200 cleaning machines was involved to clean up 1.8 million tons of dump materials from that particular location (Cioffi et al., n.d.). It took around 24 hours/day in a week to implement this cleanup project. During this operation, contractors were required to monitor each activity of the team members to ensure utmost security, keeping parity with the demands of urgency. As a control measure, the contractors had to incorporate a variety of technological instruments and equipments, such as the GPS technology, to complete the cleanup project, owing to which, a total of US$ 1 billion was invested in the WTC cleanup operation. Besides the costs involved in the project, time constraints was also identified as a challenge for the team when implementing the cleanup process in WTC tower (Cioffi et al., n.d.). Project Selection The two projects, i.e. the Glasgow Science Centre and the WTC cleanup projects, have many similarities identifiable in relation to the communication techniques used and the project management phases. To be precise, in case of the WTC project, the cleanup team had provided utmost attention to the effectiveness of the overall communication process during the implementation phase, which was essential to maintain coordination amid the different sections of the team and likewise, ensure time efficiency. Accordingly, in the case of Glasgow Tower project, contractors had to incorporate a flexible approach with due adherence to communication needs, while a significant amount of focus was delivered on legal issues associated with the involvement of different partners throughout the project management process (Anbari et al., n.d.). A similar fact was also observed in the case of WTC cleanup project, wherein it was with consideration to the legality issue that DDC had appointed contractors based on certified ISO standards, to ensure the progress of project in a sustainable manner. At the same time, DDC has also concentrated on the project contract by considering the strengths of the contractors. Contextually, larger and aerodynamic workforces were preferred by DDC with the aim of ensuring the predetermined objectives of the project. In this case, it has also been recognized that during the selection of the project, contractors relied on computer based and conceptual models aimed at meeting the actual objectives of the project (Halpin, 2010). On the other hand, certain dissimilarities were also identified amid both these projects. In case of WTC cleanup project, the contractors had adopted computer based monitoring and controlling approaches to ensure the successful accomplishment of the project objectives. However, the involvement of computer based programs were observed as minimal in the construction of the Glasgow Tower, when compared with the WTC cleanup project (Cioffi et al., n.d.). Project Delivery System In the delivery system of the Glasgow Tower project, the contractors were emphasized towards the initial phases of planning, execution, monitoring and controlling, which are considered as a life cycle of a general project management process (Halpin, 2010). While these same phases also formed the base for the WTC cleanup project, a certain degree of difference can be identified in relation to the significance provided to ethical considerations provided by the contractors associated with each of those. For instance, in the case of WTC cleanup project, contractors delivered strict emphasis for transferring the dumb material far away from the city in order to ensure that the local communities are not affected due to the same. Although such concerns were not apparent in the case of Glasgow Tower project, contractors had delivered consideration importance to identify the internal and external risks associated with the same. To be noted in this regards, it might have been the widely different objectives of these projects that have increased the differences amid project management mechanisms used (Anbari et al., n.d.; Cioffi et al., n.d.). On the other hand, when assessing for similarities of the project delivery systems applied in the two processes, it was evident that both these projects had considered legal aspects and security related issues with greater significance, throughout their applied delivery systems. Nevertheless, with due significance to these aspects, the contractors of the WTC cleanup project were able to implement the process within the stipulated time, which signified the efficiency of their delivery system overall. However, on the contrary, in case of the Glasgow Tower project, the delivery was delayed due to unavailability of funds and due to technical challenges in association with its commitment of being designed in a manner that can rotate 360 degree freely (Anbari et al. n.d.; Cioffi et al. n.d.). Project Planning The Glasgow Tower project was planned in a manner, where the essential factors taken into consideration included initial planning, cost estimation and risk assessment aspects. In this regard, the government authorities and management were found involved in the project with the aim of sufficing the desired objective of the project. Thus, it can be asserted that the project planning was conducted following a traditional form, rather than incorporating conventional mechanisms of project management. On the contrary, in case of WTC cleanup project, it was identified that the entire project planning method was conducted emphasizing the service-based approach. Similarly, during the project planning phase, the entire planning was conducted through a rapid evacuation approach; whereas, in the Glasgow Tower project, sensitive methodologies were used to ensure the reliability of the constructed building (Anbari et al., n.d.; Cioffi et al., n.d.). On the contrary, in order to identify the similarities between these two projects, it has been recognized that both the projects have implemented standardization forms of contracts and communication styles during the project planning phase. Advanced technological instruments and equipments were also incorporated in the project planning phases of both these projects. Both these projects had also considered security and legal issues during the project planning phase, which again confirms their similarities in this particular phase (Anbari et al., n.d.; Cioffi et al., n.d.). Project Control Concerning the project control approach undertaken, contractors of the Glasgow Tower were observed to have adopted quality performance criteria to meet the expectations of the project. In this regard, the contractors adopted various tools to enhance the effectiveness of the project as well as to ensure the quality of the work. Contractors were also focused to maintain the budget determined for the project to reduce technical problems. On the other hand, the WTC cleanup project relied on vehicles and trucks to transfer materials, rather than on team work or manpower compliance. Although budget was a concern, the contractors of the WTC cleanup project also applied GPS technology, which proved quite beneficial for the timely completion of the project. Apart from these dissimilarities, similarities between both these projects, as observed in this phase, revealed that mechanisms of advanced engineering and technical applications were applied for both the WTC cleanup project and the Glasgow Tower project (Anbari et al., n.d.; Cioffi et al., n.d.). Project Management Similarities and Differences Project Phase Similarities Dissimilarities: The Glasgow Science Centre Dissimilarities: WTC Clean Up Project Justification Project Selection Implementation of project management phase, standardization of contract and communication Flexible approach Monitoring and controlling approach WTC clean-up project adopted best practices in terms of communicating, monitoring and controlling approaches Project Delivery System Legality and security measures Qualitative and quantitative method of technical risk assessment Assessment of internal and external risk WTC clean-up project is nominated for best practice because of implementing legal and security measures along with internal and external risk assessment Project Planning Adopted advanced technologies Sensitive methodologies Service-based approach WTC clean-up project is effective for incorporating advanced technologies and ensuring service-based approach Project Control Applied advanced engineering and technical applications Quality performance criteria Vehicles and trucks and GPS technology WTC clean-up project is appropriate due to the application of engineering and technical tools as well as GPS technology Project Management Evaluation From a critical viewpoint in the applied project management evaluation method, it was observed that the management teams of the Glasgow Tower project and the WTC cleanup project had delivered immense significance to effective communication processes within the entire team, as an effective mean to ensure time efficiency and resourceful application of the entire process. Both these projects were identified as based on the applicable ISO standards, so that the operations of the projects are conducted in accordance with globally accepted guidelines and specifications, in an ethical sound manner. Adherence to relevant ISO standards also ensured the quality of these projects to the highest extent (Anbari et al., n.d.; Cioffi et al., n.d.). In addition, the management processes used in these projects were also focused on appropriate scheduling activities by using network diagrams for ensuring that the planned activities are conducted systematically, generating as minimum waste as possible (Nicholas & Steyn, 2008). Consequently, during the project selection phase, it was observed that contractors of the WTC cleanup project had applied the selection of the project module based on computer models and conceptual models, which was observably a more conventional mechanism as compared to that applied in the Glasgow Tower project. To be mentioned in this regards, the contractors of the Glasgow Tower project emphasized the incorporation of larger workforce with the aim of timely completion of the entire construction process. On the other hand, in WTC cleanup project, the contractors were focused on monitoring and controlling the project in the selection phase with the help of computer models and efficient communication amid the limited work force (Anbari et al., n.d.; Cioffi et al., n.d.). Project lifecycle was quite apparent in both the cases of the Glasgow Tower project and the WTC cleanup project with clear association to the objective of ensuring effective deliverance of the construction project. Nevertheless, in comparison to the Glasgow Tower project, the contractors of WTC cleanup project were highly motivated on accomplishing the project related tasks in a secure as well as efficient manner, entrusting team effort in combination with advanced technology mechanisms. Nevertheless, throughout the project deliverance process, the contractors of both the projects delivered their utmost efforts in accomplishing the determined objectives. However, wherein the Glasgow Tower project was much emphasized to the effective utilization of labor force but the WTC cleanup project management team had their concentration on blending technology with efficient work force to gain time, quality as well as cost efficiency. To be mentioned in this context, irrespective of such attempts, the project management team of Glasgow Tower project fell behind to attain their objectives as was desired, owing to their lacuna in identifying and managing their internal as well as external risks effectively. Unlike the Glasgow Tower project, the management team of the WTC cleanup project attempted that the operations of the projects were conducted with due consideration to technical risks, and therefore could perform as per expectations (Anbari et al., n.d.; Cioffi et al., n.d.). Further analysis of the projects reflect that both the projects had been conducted based on the various phases of the project management life cycle with the assistance of which, initial planning, cost estimation and risk assessment were made to design the project structure appropriately. Notably, while every phase of the project management cycle is considered as important, initial planning is often classified as the most essential constituents for a project. Contextually, critics have argued it to be the result of the Glasgow Tower project management team’s failure to develop an appropriate and all-inclusive initial planning through proper risk assessment that ultimately delayed the process immensely. Consequently, flaws in the project planning generates difficulties and challenges during the implementation phase of the project. Besides initial planning, cost estimation is also recognized as one of the most essential aspects for a project. Without appropriate cost estimation or cost budget, contractors are identified to face massive difficulties in terms of investment, which can directly harm the interest of a project. To an extent, flaws could also be identified on this ground, for the Glasgow Tower project whereby the project consumed more costs than was expected. The project management team associated with the Glasgow Tower project also failed in ensuring appropriate risk assessment . Risk management is commonly identified to comprise certain procedures based on which, risks are required to be recognized and managed. Subsequently, contractors of the Glasgow Tower project, without the assistance of risk management procedure, were unable to understand the project related threats, which in turn hampered the efficiency of the entire process (Anbari et al., n.d.; Cioffi et al., n.d.). On contradiction to the Glasgow Tower project, in its project planning practice, the WTC cleanup project considered conventional project management practices with due significance to the efficiency and appropriateness of the initial planning phase. In correspondence, the contractors had adopted emergency-based service approach, which was also in alignment with the risk mitigation strategies adopted by the project management team. Contextually, in case of the WTC cleanup project, rapid evacuation approach was deemed necessary to ensure the safety of the city and the surrounding environment (Anbari et al., n.d.; Cioffi et al., n.d.). Hence, it can be inferred that the project management team of the WTC cleanup project applied better practiced as compared to the Glasgow Tower project contractors to ensure utmost efficiency throughout the process. Simultaneously, when applying the project control approach, both the teams had considered engineering and technical applications as important measures for ascertaining that the activities of the projects are coordinated suitably. However, a comparative analysis of the techniques applied, reveals that the contractors of the Glasgow Tower project had emphasized ‘quality performance criteria’ with greater emphasis to meet the objectives of the project successfully. Accordingly, the architects were focused on the application of a much traditional mechanism to construct the modern architecture. On the other hand, the contractors of the WTC cleanup project had emphasized the utilization of modern tools and equipments, such as the GPS system, for faster and more effective completion of the entire process (Anbari et al., n.d.; Cioffi et al., n.d.). To be mentioned in this regard, the WTC cleanup project was a ‘Ground Zero operation’ conducted by public and private resource groups coordinately. During the implementation phase, it was recognized that the entire project was conducted as a team effort. In this case, utilizing Vehicle Location Device (VLD) installed trucks proved highly beneficial for the project, ensuring utmost efficiency. Besides, the Department of Design and Construction (DDC) appointed contractors also ensure adequate adherence to the guidelines of the Federal Emergency Management Agency (FEMA) for better legality of the project. Thus, during the comparative project analysis, it was evidently asserted that the WTC cleanup project was effective (Anbari et al. n.d.; Cioffi et al. n.d.). Summary Rationally, both the projects, i.e. the Glasgow Tower project and the WTC cleanup project, had considered planning, as a most essential constituent based on which, contractors were able to conduct or implement the entire project significantly. Besides, the contractors, with the assistance of the project management practices, were able to identify the potential risk factors and accordingly, gain accelerated abilities to mitigate the threats. On the other hand, with the help of project planning assessment, the contractors had recognized the expected expenditure level of the project too. Moreover, the feasibility of these projects was enhanced substantially. In addition, both the projects were identified to be effective in design and architecture, even though the project management process undertaken by the contractors was different. In this respect, the WTC cleanup project was completed within stipulated time for effective team effort, adherence with project management practices and adoption of advanced technology. Comparing both projects it can be inferred that the WTC cleanup project has been the most accurate project, which has ensured adherence to all the essential project management practices. To be mentioned in this context, in comparison to the WTC cleanup project, the Glasgow Tower project had a few noteworthy shortcomings. The first and foremost concern was related to it’s a comparatively traditional approach to that applied by the WTC cleanup project management team. Undoubtedly, the objectives of both these projects were quite diversified and thus, demanded different approaches to risk mitigation. However, the underlying assumptions and precautionary measures adopted by the project management teams of the Glasgow Tower project could be criticized as affected due to certain lacunas, which were the result of its incorporation of a traditional project management approach. Unlike the WTC cleanup project, had minimum significance delivered to the inclusion of advanced technologies to support its entire project management process. Nevertheless, both the project management teams were observed to have performed efficiently, given their unique challenges and disruptions, which were identifiable as both controllable and uncontrollable. However, it is suggestive, taking lessons from both these cases, that proper planning should be considered as the key to successful project implementation, which enables both time efficiency and resource efficiency in the process. References Anbari, F. T., Kwak, Y. H., Chernyaeva, O., Spector, T., & Wu, A. H. (n.d.). The Glasgow tower project. Case Study, 1-11. Cioffi, D. F., Gokhale, A., Grant, J., Logan, E., MacLeod, R., & Payne, S. (n.d.). Using the geographic positioning system in the world trade centre cleanup project. Case Study, 1-11. Halpin, D. W. (2010). Construction management. United States of America: John Wiley & Sons. Nicholas, J. M., & Steyn, H. (2008). Project management for business, engineering, and technology: principles and practice. UK: Elsevier. Appendix Figure 1: Plan Procurement Fig 1: Plan Procurements (Nicholas & Steyn, 2008) Figure 2: Risk Management Process Fig 2: Risk Management Process (Nicholas & Steyn, 2008) Read More