Project Management for London Wembley Stadium - Case Study Example

Project Management for London Wembley Stadium Name Subject Instructor Dates Table of Contents Table of Contents 2 Introduction 3 1. Project Management Principle 4 1.1 Describe the background and principles of project management 4 1.2 Appraising the project’s viability, developing success/failure criteria 5 1.3 The principles behind project management systems and procedures 6 1.4 The key elements for terminating the project and undertaking post-project appraisals. 7 2. Management of Project's Human resources 8 2.1 The most suitable organisational structure, roles and responsibilities of participants in the project. 8 2.2 Controlling and co-ordinating the project. 10 2.3 Assessment of the project leadership requirements and qualities 13 2.4 Plan and specify human resources and requirements for a project. 14 3. Application of Project Processes and Procedures 14 3.1 Prepare project plans and establish the project organisation 14 3.2 Application of project scheduling, estimating, and cost control techniques 16 Controlling Costs 17 3.3 Analysis of the methods used in measuring project performance 17 Methods for Measuring Performance 17 3.4 Description of project change control procedures and evaluation of the completed project 18 Conclusion 18 Introduction This paper examines the project management principles. In the first stage, it describes the principles associated with effective project management, before further outlining and describing the selected project based on the objectives and scope of the project. The selected project is London Wembley Stadium. Also examined in the first stage include the need for the project and the success/failure criteria (Attarzadeh 2008). In the second stage, the paper examines how the project’s human resource can be effectively managed. In this respect, this paper identifies the suitable organisational structure, roles and responsibilities of the people involved in implementing the London Wembley Stadium project. It also examines how to effectively control and co-ordinate the project, assess project the leadership requirements and qualities, and lastly plan and specify the human resource requirements for the project. In the third stage, this paper examines effective application of project processes and procedures through the preparation of the project plans and creating the project organisations. Also examined include the application of the project scheduling, estimation and cost control techniques, methods for measuring project performance and lastly, evaluating the completed project. 1. Project Management Principle 1.1 Describe the background and principles of project management Project management refers to the application of knowledge, techniques, and expertise to realise project objectives, which in turn meet needs and expectations of stakeholders (Achterkamp & Vos 2008). A project relies on a business plan that assists in the interpretation of goals, objectives and functions that together serve the purpose of attaining the project goals. The objective of this particular project management is construction of the London Wembley Stadium. The project management process has four main phases of: Initiation process Planning process Closing process Scope management - involves the processes needed to ascertain that the project has included all of the necessary work to effectively work on the project to success. Scope of project: 1. Selection of the location for the London Wembley Stadium. 2. Selection of the district 3. Construction of the foundation 4. Building the London Wembley Stadium 5. Clean territory 1.2 Appraising the project’s viability, developing success/failure criteria Causes for project failure: 1. Poor link to business strategy 2. Poor time management 3. Poor change management 4. Poor work coordination and team work 5. Lack of executive support 6. Lack of measures for project evaluation 7. Poor risk management measures Process success criteria: 1. Compliance with planned time 2. Compliance with budget 3. Compliance with planned goals Meeting the planned goals implies compliance with what has been planned without doing extra work to avoid extra costs and wastage of time. When the project would not be ready on time, it implies the project would fail. The project should as well have the right team members (Morris 2013). To ensure that the project is realistic, the objective of the project has to be outlined: 1. Holding the location for the London Wembley Stadium 2. Getting permission from the local government 3. Coming up with a marketing strategy to promote the London Wembley Stadium 4. Developing a pricing model 5. Hiring project workforce 6. Designing the London Wembley Stadium 7. Purchasing equipment 1.3 The principles behind project management systems and procedures Initiation phase The initiation phase is in actual fact the start of project. During this stage, the project manager comes up with a proposal. Additional documents needed for this phase include: the project’s charter, feasibility study and analysis of stakeholders (Ajelabi & Tang 2010). The initiation phase of the hotel project was in 2011. The purpose for opening the London Wembley Stadium is to earn profits. Planning and design phase During this phase, the project plan, charter, and scope are put in writing to outline the work that has to be carried out. The project team then prioritizes the project, makes calculations of the budget and schedules, and subsequently determines the necessary resources. The planning stage is contingent on project size, the level of information needed to organise and the size of the team. The planning should lead to an understandable project plan with clarified tasks (Ajelabi & Tang 2010). Closing phase The phase consists of all activities essential for closing the project. The intention is to officially close the project. The activities may comprise schedule a meeting for closing the project, invitation of key stakeholders to attend the closure meeting, evaluating the effectiveness of risk management, evaluating whether the projects went through the entire project management life cycle (Aaltonen & Jaakko 2010). 1.4 The key elements for terminating the project and undertaking post-project appraisals. Termination of the project is a crucial decision for the project management team. When this happens, the project manager alongside the project team members and stakeholders would feel disappointed. However, it only becomes necessary when there is poor project planning, particularly management of risks; when the project profits are drastically lower than had been planned; and when there is lack of executive management support. 2. Management of Project's Human resources 2.1 The most suitable organisational structure, roles and responsibilities of participants in the project. The stadium complex consists of a set of the main and auxiliary structures that have been designed to offer guests full scale services. The process management and execution of the project occurs within stadiums organizational structure. Structure consists of a model that provides details of the relationship between those holding higher positions in the management of the stadium and its employees. It details out the layout of the instructions and orders, based on which the activities of the project are planned, coordinated, and controlled. The structure provides details of the division of labour; description of duties and responsibilities; tasks and relationships; as well as the channels of the relationship. However, the stadium would require a hospitality industry structure based on which interpersonal relationships would be categorized and coordinated. Organizational culture – refers to a system of collective values, beliefs, beliefs, norms, as well as traditions defining the equivalent anticipated behaviour while carrying out the project. Among the initial things that a project manager needs to take into consideration refers to organisational culture. It includes the values, beliefs and traditions. The organisational culture may comprise things that motivate the project team, things that attract employers leading to low turnover rates, the relationship between team members and project team’s productivity and efficiency. The key people to be involved in the project include: a) The General manager: Coordinates tasks, organizes and undertakes general operation management of the stadium Exercises overall management of the customer service Does general financial oversight over the company Offers the right combination of economic and administrative management methods Oversees recruitment of staff b) Executive manager Management of the stadium’s commercial activities Oversight of the creation and implementation of business plans Negotiates contracts on behalf of the stadium Hires consultants and experts on issues requiring technical, legal, and financial expertise. Ensures efficiency of labour c) Accounting: Management of the employees’ payroll Calculates employees’ benefits Does general accounting tasks Manages and maintains the stadium’s financial statement Prepares accounting and tax reports d) Sales and marketing manager Markets the stadium Manages the sales workforce Negotiates with clients Makes plans sales e) Stadium administrator Oversees how visitors are served Oversees that effective health and safety measures are in place Informs visitors of services offered Takes measures that check and purge conflicts Oversight of the proper registration of stadium premises f) Stakeholders: 1. Government 2. Managers(general, executive) 3. Customers( sports spectators) 4. Investors/Shareholders 5. Employees (booking manager, cleaners, sales workforce) 6. Equipment Suppliers 2.2 Controlling and co-ordinating the project. The stadium is in the service sector. The management and control functions consist of meaningful activities intended to attain the planned outcome. The monitoring and control processes come to closure when the project has attained its goals and objectives as indicated in the project contract. Still, the project termination may happen ahead of project completion for varied reasons, such as change in business focus, insufficient capital and human resources (Morris 2013). Project monitoring and control processes entail: Time management – It details out the time planned to undertake project tasks. It is linked to the project scope and cost. For this particular project, it determines the project scope and completion time. Cost management – It details out the cost of the project tasks. Project cost management (PCM) applies the technology for measuring the cost and productivity through the uses of the full life cycle of enterprise-level project (Aaltonen & Jaakko 2010). Essentially, it is a type of management accounting that enables the project manager to foretell the impending expenditures needed to limit the chance of surpassing the budget (Morris 2013). Quality management- The process is essential for improving the quality of the team deliverables. It has four key constituents, such as implementing quality planning, undertaking quality control, performing quality assurance and initiating quality improvement (Morris 2013). Change management – It consists of the project management process, in which changes to a project become official introduction and approval. It assists the project manager in managing the entire requests for change in the project (Kutzavitch 2010). When this change process is implemented, monitoring and controlling the amount of change that happen becomes possible (Castro & Carvalho 2007). Risks management – consists of the processes of identifying, assessing and prioritizing risks. When this risk process is used in monitoring and controlling risks, it becomes possible for the project team to meet its objectives (Napiah 2013). The Risk Process assist in identification of critical and non-critical risks, documentation of each risks in depth after the Risk Forms are completed. It also assists in logging of all risks as well as notifying management of their severity. Further, it assists in taking actions that minimising the likelihood of risks. Additionally, it limits the impacts of risks to the project. Issues management: is the process of identifying and resolving issues in a project or organization. Problems and staff or suppliers might all have negative impact on the project (Morris 2013). Procurement management- refers to the process that the project management applies in purchasing resources from suppliers. It would assist the project in purchasing project equipment and services from external suppliers. Acceptance management entails the processed based on which deliverables the project generated become revised and accepted by the clients. Communication management refers to a set of activities intended to realise effective communication. The activities range from planning, implementing, monitoring, and revising the communication channels (Castro & Carvalho 2007). It assists the project to perform communications management for the project team, and effectively disseminating new communication directives linked to the organization. Project management – it enables the project management team to document the outcome of the Project Review. They are undertaken to oversee project execution processes to enable identification of the potential problems in a timely manner. OBS (organizational breakdown structure) The Organizational breakdown structure (OBS) is created to: 1. Ensure that the resources of the organizational structure match the involved in the project 2. The project team members are identified, as each team member is designated a position within the structure. 3. Outline additional tasks and resources 4. Ascertain that the OBS is assigned to the most accountable department as well as that the departments at the lower levels are accountable to their duties. The lower levels entails where the responsibilities of the project are correspond with the requisite resources. 2.3 Assessment of the project leadership requirements and qualities The project manager’s roles is made up of full responsibility for effective project planning, project performance, project monitoring, and project success. The project manager should possess the following leadership skills and qualities: Effective organisational abilities Foresight Effective communication skills. Composure during tricky and complicated incidences. Emotional intelligence Problem-solving skills ((Muhammad et al 2013). 2.4 Plan and specify human resources and requirements for a project. Experience is the best indicator of a professional team. Integrated projects are vast in number in the UK. The project teams that correspond to the London Wembley Stadium may look as follow: the deciding on the project objectives and scope by investors, hiring contractors for the associated project worksites, and ensuring that the overall results are customer-centred. In selecting the contractor, the availability of licenses for related works are checked. Usually, the mistakes in the first phase of the project are the key origin of the risks in the future. The reason for this is that when the contractor lacks experience designing stadiums, the desired project outcome may not be realised. In such a situation, the risk has to be avoided by hiring a consultant with competence in aspects related to building a stadium. Despite how appealing the organizational structure of the project team is, the investing entity has to ascertain the competence of the general designer/architect. This ensures that the design and construction of the stadium complies with UK’s building codes and standards. 3. Application of Project Processes and Procedures 3.1 Prepare project plans and establish the project organisation The Project Plan is a crucial document in project management. It should be regularly update through the entire project life cycle. The initial task entails giving impetus to the project by prevailing over the executive management as regards the cost-effectiveness of the project and its potential to meet the project requirements and deadlines, and budget. In the event that the project plan is deficient of project details, the project may not go past the initial phase. One reason for this may be due to poor planning and communication between the project planners and the investors. Conversely, effective perfect project plans enhance the reputation of the project manager as the project is likely to take off based on a solid foundation. The project also effectively details out the group responsibilities to ensure effective project implementation. The Project Schedule is, on the other hand, a component of the project plan and may feature as the project timeline or even Gantt chart. It is a significant tool that complements the project plan. Mega project need larger project plans with details like multiple graphs, often in the form of application. The graphics consist of resource allocation schedule, time scale, implementation schedule, test schedule, and critical path analysis. The project plan is indispensable in any project, and may contain: The statement of purpose of the project along with the project scope and objectives, as well as project success criteria (Attarzadeh 2008). A document reviewing the project environment by detailing out the g gaps that require addressing, through the inclusion of project team training, and project resources and tools. Documents detailing out organisational structure, impact of each project unit, the project sponsor’s roles and stakeholder expectations and influence (Achterkamp & Vos 2008). Successful project should have the following in their project plan: Project objectives and aim, project outputs, and the quality criteria, which need to follow the SMART criteria (specific, measurable, attainable, relevant, and time-based). Additional requirements include resources, management structure, and milestones. 3.2 Application of project scheduling, estimating, and cost control techniques Work Breakdown Structures The Work Breakdown Structures consists of a technique for analysis of the work content and cost through breaking down work into smaller task component. It is created through: Identification of the key elements Break down of each element into constituent parts Further breakdown of elements until more manageable work packages are identifiable. Critical path analysis (CPA) The Critical path analysis (CPA) is applied alongside the PERT analysis for purposes of identifying the tasks that are crucial for identifying the project’s overall duration. Estimating This is a cost control measure for is meeting a budget rooted in cost estimates. The project plan provides details of the requirements for project completion that the project manager has to break up into activities (Napiah 2013). Once the project scope is determined by the manager, he also gets to work out the cost estimates through the use of costs from previous project records or historical data. Controlling Costs The project manager can control costs through the use of applied techniques like the budget, baseline, schedule, as well as earned value. Basing on the schedule, the project manager then matches the costs to the scheduled costs rooted in the project baseline. Once any activity is completed, its cost is matched to the predetermined costs in the budget (Napiah 2013). 3.3 Analysis of the methods used in measuring project performance Project control steps include: Setting baseline plan Measuring the project progress Measuring the performance of the project Comparing the plan Taking actions Methods for Measuring Performance Performance management is crucial in project management, as it offers a platform for project managers to determine employee performance and whether their tasks are aligned to project objectives. The performance measurement methods range based on the project environment, project task, and project scope. Since a project has to be broken down into several phases, provision of small work packages would enhance control. It also facilitates detection of delays. 3.4 Description of project change control procedures and evaluation of the completed project The Change Control procedures are crucial to successfully deliver the project. It ensures that the changes introduced to the project environment are suitably defined, assessed and approved before implementation of the project. Change Control becomes introduced to the project by implementing the five key formals processes like: Submitting and receiving the change requests Reviewing and logging the change requests Determining the practicability of change requests Approving the change requests Implementing and closing the change requests Creating the cost of change orders is important to the project investors, as they detail out the estimate cost of the project and forecast the success of the project, manage the contingency funds, and ensure effective planning of how to effectively negotiate with the contractor. Conclusion Overall, an outline of the London Wembley Stadium project is essentially simplified once based in the project management principles such as inclusion of project objective and scope. On the other hand, the possibility of project failure is also apparent when the project fails to determine the project timeline, particularly when the project deviates from budget. Indeed, without effective project planning and implementation by a competent staff, the project is likely to fail. This report allowed me to gain greater insight into project management and to anticipate the kills related to project management principles, methods, tools and techniques that I am likely to apply in a project of any size. I also developed deeper knowledge of what constitutes project management and the requisite roles of a project manager and project team. Read More