PROJECT MANAGEMENT

Project Management



Table of Content

PROJECT MANAGEMENT1

INTRODUCTION1

THE PROJECT ENVIRONMENT1

STAKEHOLDERS AND THEIR POWER AND INFLUENCE2

THE PROJECT LIFE CYCLE3

Design And Architecture4

The Arch And Roof4

Constructing And Raising The Arch5

Contractors6

Pitch Laying7

Features Of The Stadium7

Controversy And Events During Construction8

PROJECT RISK9

PLANNING, SCHEDULING AND MANAGING RESOURCES10

MANAGING THE IRON TRIANGLE11

By Analogy12

The Double Iron Triangle of Wembley Stadium Architecture13

SOFT FACTORS SUCH AS LEADERSHIP, TEAMWORK, COMMITMENT14

LEARNING FROM THE PROJECT15

CONCLUSION17

REFERENCES18

Project Management

INTRODUCTION

The study is on the project management and it describes different aspects of the project that we focused. I have chosen the Scottish Parliament or Wembley Stadium for my assignment of project management. Research is based on the following issues:

The project environment

Stakeholders and their power and influence

The project life cycle

Project risk

Planning, scheduling and managing resources

Managing the iron triangle

Soft factors such as leadership, teamwork, commitment

Learning from the project

THE PROJECT ENVIRONMENT

When projects are major pieces of work undertaken over an extended period of time, it is important to manage them carefully. In many cases, managing a project means co-ordinating a number of different resources, including people from different departments or even from outside of the business. Project Management is all about managing these resources in order that the project is delivered (Contract Journal 2006)

To specification

On time, and

Within budget

The project started in 1995, the National Lottery panel of the English Sports Council, now Sport England (SE) was given the task of allocating lottery funds to support the development of a new English National Stadium for Association Football, Rugby League Football and Track and Field Athletics.

STAKEHOLDERS AND THEIR POWER AND INFLUENCE

Many of the elements of organizational project management capability we have described encourage the acquisition and development of individuals with the right skills and competencies. These include the classic competencies in planning, monitoring, controlling, forming and leading teams, communicating, managing stakeholders, negotiating problem solving, and leading. These are necessary to the effective conduct of projects. But they are not sufficient. Three personal characteristics stand out as driving personal performance—a thirst for experience, personal commitment to delivering projects, and the desire to enhance their reputations through association with a successful outcome. One project manager encapsulated the project manager mind-set:"In the construction industry, you'll find that for a lot of project managers it's a heart-and-soul type thing. It's a lifestyle. You live, sleep, and eat project. You're here six days a week. Sometimes you're working the night shift. Sometimes you're in here seven days a week. So it's a lifestyle and it's a total commitment."All three personal characteristics are powerful motivators of individual learning. (Pearman 2006)

THE PROJECT LIFE CYCLE

The construction of the new Wembley stadium is a project which has been both controversial and fascinating. The aim of the project was to design and build a state-of-the-art national stadium, unlike any other in the world, to be the home of English football and to host large events such as Cup Finals, music events and athletics. The new stadium is eventually expected to become an icon in the same way as the old stadium with the twin towers replaced by the ...