Project Risk Management - Holyrood Project

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Project Risk Management | M3N313401-12-B | Group report Jenna McCall : S1O21235 Adelle Kelly : S1023858 Angela Mitchell : S1034517 Luciano Farias : S1306729 Iaponaira de Abreu : S1306726 | | |

5103 words


1. Introduction 2.1 Executive summary 2. Case study

3. What is project management
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According to The BBC (2004), in the initial planning stages the predicted £40 million was set aside by the government to fund the project. This amount remained fixed until additional uncontrolled construction costs resulted in the project cost to increase to £109 million in June 1999 to a total cost of £414.4 million which in turn resulted in a 20 month delay to the initial schedule.
The BBC (2004) also suggested that the main cause of the delay in the project finalisation was due to the “production of detailed designed variations and the late supply of information during the construction process”. The deadlines which the project manager provided for the construction of the parliament building were very tight. The BBC (2004) argues that these deadlines did not reflect the complexity of the building which resulted in both architects and trade contractors failing to deliver critical foundations of the project therefore meaning the project timescale overrun. The project manager failed to realise the unlikelihood of the targets set being achievable and therefore failed to alter the timeline to reflect this.
Also the project manager should have completed steps which would allow the realisation of the key problems which were in turn causing the negative effect on the project’s performance in both cost and time. The project manager should have never

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