Defining Success in Project Management

Defining Success in toil precautionEXECUTIVE SUMMARYThe publish foc spends upon the constituents of ramble victory and provides winder recommendations to resurrect the smart intends policy manual of arms and understanding. The constituents areTimescale follow graphic symbol well upness and SafetyLegacyCase studies examining devises which are established as being likewise flawed in matchless or more(prenominal) area featureThe capital of Massachusetts big dig, USA (timescale, cost, quality, preventative)Qatar 2022 demesne instill (safety, legacy, quality)Sydney opera kinsfolk (timescale, cost)In contrast, the London 2012 majestic project is regarded as a major(ip) supremacy. This expansive project was delivered safely on time, on budget and boasts a positive legacy. Failures common to the flawed projects are compared to the success of the surpassings.These company qualities constitute project management successachieving would-be(prenominal) procedure targetsde veloping partnershipsHaving a trained, integrated, experienced and motivated workforceplacing economic value delivered everywhere costs savedTHE CONSTITUENTS OF triumphProject management is a continuously evolving discipline. There is no golden formula to fix stainless success (Smith, 2008). However, understanding gained finished experience, investment in training and exploitation of targets helps realise a project as successfully as possible. The constituents of success may be identified asTimescale.A successful company adheres to defined objectives, plans effectively, anticipates problems and delivers a project to the node by an agreed deadline.Finance.This is non just about keeping costs low and deep tidy sum a defined budget, scarce about delivering the ruff value. Waste should be minimised and get the picture efficiency maximised. Margins are traditionally low in the labor (Egan, 1998) a successful company does not merely survive but makes a good enough profit toC ontinue delivering the best value for clients and stakeholders captivate long term shareholdersInvest in training, research and product development.Be honest and real about budgetsQuality.There should be no structure defects and through value management, client expectations should not only be met but exceeded. Through quality, a successful company retains and grows their client base and develops partnering arrangements. Partnerships with major clients reduce cost and timescales (Egan, 1998).Health and Safety.A successful project ensures a paucity of injuries and avoids fatalities.Legacy.A successful project leaves an appropriate, lasting imprint in the following waysPolitical promoting infrastructure and industry improvement.Economic generating income for the area.environmental sustainability, adhering to low carbon social structure.Cultural benefitting all stakeholders.Technical pushing the boundaries of achievement.ideally succeeding on all levels, projects may instead suc ceed in one or more area but fail excessively in opposite areas. Three cases deemed boilers suit losers are examined.FAILURE oddball STUDIESTHE BIG DIG, BOSTON, USA configuration 1 The Big drudge or rally Artery/Tunnel Project (Geotimes, 2002)The Big pass on, launched in 1991, was the most expensive construction scheme in U.S. register seeed to replace an outdated highway costing the economy $ calciferol m/year (Silverman, 2015).The project was originally estimated at $2.6 billion receivable for completion in 1998 (National Academy of Engineering, 2003). However, delays pushed the project completion date to 2007 with cost overruns of $12.2 billion (Silverman, 2015).There were numerous reasons for the project delaysTunnel leaks caused by wishing of due diligenceProgram delays due to numerous revisions of the signature phone line stayed bridgeChange of management and communication resultsFailure to manage client and stakeholder involvementChallenges of undertaking constr uction alongside daily public useAdditionally, a tragedy occurred when ceiling panels in a tunnel collapsed, create a fatality and resulting in immense litigation for management. Federal investigation blamed inadequate materials and the projects escalating budget (LeBlanc, 2007).The excessive failures of the project led to extensive evaluation. determine 2 shows the changing total project cost. Inflation contributed heavily approximately $6.5 billion. However, the true impact was difficult to assess due to the driving interplay of scope, schedule and construction costs. Mitigation costs were inadequately quantified (National Academy of Engineering, 2003). issue 2 Cost History and Scope Evolution, in millions of dollars (Data from Edwards, 2002)2022 WORLD CUP, QATARFigure 3 Stadium construction site (Bhatia, 2014)The 2022 World cupful in Qatar is another prominent example of management failure. It remains to be seen whether the project will finish on time and on budget, alth ough the figure inform by Deloitte is an excessive $200 billion USD (Figure 4) (Deloitte, 2013).However, regardless of final military operation in these regards, the project will be remembered as an appalling failure in safe and responsible construction. Reports have emerged exposing unethical (and in almost cases, illegal) practises on the part of contractors responsible for the various sites and developments.Despite the colossal pass involved in the project, the cost of construction work has been minimised through bargain-priced migrant labour subjected to poor working conditions and minimal pay. Workers payslips reveal that some labourers were paid as little as 4.90 a day, or 45p an hour. In other cases, pay has been withheld for up to one year (Booth and Pattison, 2014).Beyond fiscal exploitation, there has been disregard from contractors regarding safety on-site controls are often liberal and additionally, labourers are required to work in extreme temperatures for long h ours. two of these factors combined resulted in a reported death bell of over one per day for workers in 2014 (Gibson and Pattison, 2014). Figure 5 illustrates the death buzzer in comparison with equivalent sporting events.Figure 5 complex body part deaths in recent sporting events (London Loves Business, 2014)It should be noted that this performance lowlife be attributed primarily to the contractors managing the projects an international law firms report confirmed that it appears get ahead to us that the legislation is in place to ensure migrant workers wages are paid and to preclude unauthorised deductions. It is, therefore, an issue of the proper monitoring and enforcement of such legislation. The same conclusion was likewise show regarding worker safety considerations (DLA Piper, 2014).Regardless of deadlines or commercial performance, a key managerial role must be to ensure a safe, ethically run site. For this reason the construction of Qatar 2022 will always be consi dered a failure.3.3 SYDNEY OPERA HOUSEKnown globally as the symbol for Australia, Sydney opera house House is arguably one of the worlds most breath-taking structures, vagrant effortlessly atop the Sydney Harbour. However, the task of realising the project was far from effortless.Figure 6 Sydney Opera House (SOH) (Enochlau, 2006)In 1957, architect Jrn Utzon win the competition initiated by the New South Wales government for the building. Construction started in 1959 with Utzon as project manager.The first failure stemmed from biased head tending to architectural form rather than feasibility. The judging panel also failed to evaluate how much experience the competition entrants had with large-scale design projects.The incomplete, inexperienced structural strategy proposed to achieve the complex roof design was the randomness failure the project started without a full set of completed drawings (MIT, 2011). This was one of the first major projects to be designed using CAD softwar e, hence imposing challenges in itself.Furthermore, there was no clear program, resulting in major design changes being made on a daily background during construction. These changes included the demolition and reconstruction of parts of the structure and consequently the budget soared to an unique level.Stakeholders began to get involved and demanded alterations be made for financial reasons. For example, the Australian Broadcasting Commission wanted the proposed larger opera hall to be converted to a concert hall because to increase revenue through larger audiences (MIT, 2011).Figure 7 SOH under construction (Martin, 2012)In 1966 Utzon resigned as project manager, taking the majority of the designs with him. The new management later on struggled to replicate them which had signifi pratt cost and program implications.The project took 14 geezerhood to complete, which was originally planned for 4 years. The total cost amounted to $102 million AUSD the initial estimate was $7 mil lion (Martin, 2012). The scale and complexity of the project was unprecedented and the original cost estimate was highly unrealistic.A SUCCESS layer LONDON OLYMPIC GAMES 2012The London 2012 Olympics was undoubtedly a management success. This can be attributed to two key factors ambitious targets and foresight in planning.Figure 8 Queen Elizabeth 11 Olympic Park, London (Inhabitat, 2010)The Olympic aspiration Authority (ODA) had clearly defined targets concerning environment and sustainability, health safety and design legacy.PICTUREThe ODA began planning the Olympic bid and brief well in advance of construction. They utilised the knowledge and experience of specialist government departments (e.g. Health and Safety Executive) concerningThe commissioning of studies to identify contractors with relevant experienceSetting targets for severally phaseMonitoring and developing partnerships with contractorsOn site health and safety management (HSE involvement)Despite a multitude of ch allenges arising from the enormous scale, the project succeeded on many levelsDelivered on time final works completed in September 2011.Exemplary health and safety record the plan was to set a new standard in construction, to research educate the industry to develop a health and safety conscious and proactive culture. This was achieved unquestionably there were no work related fatalities on the whole of the construction programme. Injury frequency rate as reported by the HSE per 100,000 hours worked was 0.16, well below the industry average of 0.55 (Bolt et al, 2012).Legacy The project provided re-use of world mannequin sporting facilities, affordable housing to a now prime area, instruction execution of modern infrastructure and a massive urban regeneration programme.Cost The original cost of the games in its entirety was advertised at slightly the 2.4 billion mark. This was revised to 9.3 billion in 2007 (DCMS 2012). Despite being ab initio over budget, there was opennes s and transparency concerning financing. This resulted in a revised, realistic budget which delivered a successful venue for the games.COMMON FAILURES AND COMPARISON WITH SUCCESSConsidering the constituents of success in section 2, table 5.1 compares common themes found within the failures to the success of London 2012.Table 5.1 Comparing common failure themes with success.It is clear that a project may be deemed a success if the supra criteria are achieved with the exception of sticking rigidly to an original budget. Ultimately, the British political science was correct in spending more to entirely achieve the other four criteria.CONCLUSIONS AND RECOMMENDATIONSThis report concludes that having control and command of the five areas outlined in sections 2 and 5 constitutes success. If a project is a technical success but fails on other levels, then it may be deemed an overall failure. Equally, saving money does not equate to success or delivering the best value for stakeholders and s pending money does not guarantee safety.The policy manual should therefore state that the companyEstablishes and adheres to a system of clear performance targets.Allowing evaluation of quality and performance.Pursues a culture of establishing partnering relationships with clients offering repeat business. up(a) efficiency.Decreasing the need for tendering and contracts (Egan, 1998).Employs an integrated, trained, safe and motivated workforce.Sharing and pooling experience crosswise disciplines.Working together on numerous projects.Avoiding fatalities and major injuries.Considers finance by value delivered rather than money saved.Exuding financial honesty and transparency.BIBLIOGRAPHYBolt, H. Haslam, R. Gibb, A. Waterson, P., (2012). Pre-conditioning for success. Loughborough HSE, (RR955).Booth, R., Pattison, P. 2014. 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