The Holywood Project

A project is a temporary endeavour that creates a unique result. Time, budget, resources, and performance specifications, to meet requirements made by stakeholders, limit a project (Project Management Institute, 2013, pg.3). Project management is the application of tools, techniques, and knowledge to help achieve the three main constraints of scope, cost and time (Project Management Institute, 2013, pg.5). This applies managerial process and gives project managers the opportunity to make a project successful. However, there are still numbers of project failures both big and small projects. This failure does not only affect finances but also demoralizes employees who have laboured diligently to complete the work. The case of Wembley Stadium project failure will be analyzed in this paper to illustrate project management difficulties a project can encounter if appropriate tools and techniques are not successfully developed, implemented, and evaluated within the project management processes. The major problems concerning the Wembley Stadium project were scope, time, cost, quality, and stakeholder issues (Carter, 2002). However, this paper would be focusing on scope, time and cost issues. The format of this paper will include the project analysis, which will provide brief description of the Wembley stadium project, and main reasons why the project failed. This will be followed by the analysis of how the issue of the project failure is related to project management knowledge

For the followers of the Holiness Church in the Appalachian Mountain region, serpent handling is a central activity at their religious meetings. Following a passage in the Gospel of Mark, followers are instructed to “take up serpents” and trust in God enough to put their lives at risk. This rather unique religious ritual can be analyzed and understood by looking towards the MacMillan definition of religion. The MacMillan Encyclopedia of Religion states “[…] almost every known culture [has] a depth dimension in cultural experiences […] toward some sort of ultimacy and transcendence that will provide norms and power for the rest of life. When more or less distinct patterns of behavior are built around this depth dimension in a culture, this

1 RELLOCATION OF BUILDING IN DOWNTOWN TORONTO: The Company was facing operational capacity issues due to continuously

Design Consultants miscommunication within their own departments and changing of staff members delayed timeline as project wasn’t communicated when staff were exiting employment. So these activities had to commence from the beginning.

There would have been a budgeted amount for each phase of the project to go along with sufficient time to complete the project correctly the first time around. There also seemed to be a lack of teamwork throughout the project. I would have had a set plan in place throughout the entire project life cycle. The main problem I feel like contributed to the failure of the project is the lack of quality. Design specs should have been standard across the project regardless of what contractor was doing the work. The time and money spent redoing portions of the project was a major setback. Continuous improvement is also a key essential to any project. Last being ethical and honest about everything within the project should have been done from the

*This was a build/design project. The idea of making design decisions after construction was underway is an recipe for catastrophe in a project of this magnitude. The city's insistence that this be held to a tight schedule yet allowing multiple design changes was unfortunate. There were too many players, lots of pressure, and the whole project was run by committee with differing agendas. The project administrators had to balance administrative, political, and social imperatives.

in the flight also led to projects being left not finished and too much money being spent. The

Lack of efficient Quality Assurance, lack of backup planning and unwanted optimisms. The mistakes committed during the planning and designing phase aggravated and lead to the failure of the

The most obvious aspect to lead to the failure would be the plan and design process. The City of Denver brought in experts and consultants to help form the main plan. All the experts in the world cannot help if their advice is not utilized.

Throughout the construction and planning phase the cost raises which result in extreme recession of money to the builders.

Furthermore, a project plan was never formally established to define the work breakdown structure, determine a schedule and analyze existing and required resources. This led to many construction delays and unsystematic project changes such as changed layout plans and facilities after-the-fact. Finally, the DIA Project Management Team (PMT) failed to implement a comprehensive tracking system for three years. As a result, the PMT failed to track the project’s progress and were prevented from making better adaptive decisions relative to changes that were occurring.

• poor estimating techniques for budgeting and scheduling • small, unadjusted schedule slippage, which cumulatively results in a major delivery delay • lack of project management skills or leadership • poorly trained analysts and programmers • conflicting goals and objectives among the project team members and users

The leadership of the functional departments have no consideration to the project. They are only concerned about the performance of their departments and not that of the project. The functional managers KPI’s do not appear to include the output of projects due to their concern regarding their own budgets. Although there was added pressure from Corporate and the customer, they were not held accountable.

The project had very strong sponsorship support and a dedicated development team. However, while still in the execution phase, the project incurred cost overruns and scope creep that disappointed the stakeholders during a key product presentation. Failure to implement a holistic project management system and an unbalanced power dynamic between the project manager and the product manager (subject matter expert) resulted in poor tracking and reporting mechanisms that contributed to the current state. Neither the CEO nor the project manager had any proper visibility on the project status.

Lack of project management clarity: the planning activity had lot of material but lacked content, clear action items and lack of consensus on the milestones. The difficulties in the project only increased with time and a more performance driven style would have kept things on track if introduced early on.