InstructionsFor Milestone Three, you will consider your chosen project for the course and assess project control techniques, analyze the communication plan, and make recommendations regarding resource

Project Analysis

Darlene Ames

SNHU

QSO 645

12/24/2017

Project Analysis

Introduction:

English national stadium project was developed in order to serve several functions such as football and rugby leagues. In addition, the stadium could hold other flagship events after its completion. Therefore English national stadium needed a proper project planning which indicates roles; funding and other project planning phase needed in achieving the project goal. Planning is a key requirement in project management’s success and therefore project managers cannot ignore project planning process. The purpose of this project analysis is to examine the planning measures that were used in the English national stadium, assessing the budget of the projects, identifying the major projects and later recommending control tactics.

IV. Planning measures

English national stadium project manager executed the project activities by assigning resources needed in the projection execution. The resources include assigning responsibilities to the project workforce according to the projecting planning schedule. The project tasks are broken down into the structure to ensure there is easy progression between tasks. Similarly, the project managers assigned financial resources according to the resources plan drafted before the initial execution of the project. The projected was expected to cost 757 pounds and therefore the project managers had established resources plan indicating estimates of the necessities needed in accomplishing project objectives.

Besides, the project managers are responsible for training new teams, keeping the project on schedule and ensuring the quality of project derivatives. Managing quality of derivative entails monitoring the resources and ensuring the project standards are observed. Also, the project managers are responsible for monitoring the project progress against the baseline plan. The project manager monitored the work in progress through using project server. Through tracing the project status he realized that the project is not moving as anticipated and therefore the project needed additional funding.

In order to ensure the project schedule is properly followed, the project managers maintain a record of all projects events. The project status is communicated to the entire project team including all interested parties. The project was supposed to incorporate football, rugby, and athletic. The plan to accommodate the athletic was disputed because the stadium seems not viable for the same (Carter, 2002). Later the athlete was incorporated in the stadium project.

Assessing discrepancies in the timeline:

Project timeline discrepancies was a result of poor planning, insufficiency clarity on the objectives and deliverables of the project, lack of support from project stakeholder, Poor risk analysis, and insufficiency resources. For example, the project experienced delays as a result of changes of contractors and original changes of stadium design (Swmoore, 2011). The contractor responsible for the arch was replaced in the midway of the project. The design of the stadium using load bearing was a great challenge because it was not used in any other stadium and therefore the projects could not be completed as indicated in the project schedule.

Besides, the initial plan of the construction of Wembley national stadium was projected to begin in December 2000, but financial difficulties made it difficult for the stadium to proceed. The project faced various challenges including drainage, high wind, slipping of 50 tones roof beam which further interfered with projects schedule. The projects after completion were to be tested for two months before it could be handed over to the Wembley national stadium limited.

How project managers could have handled or avoided discrepancies.

In order to avoid or handle some of the discrepancies on project timeline, a project manager was supposed to assign team member duties with a specific deadline for their part of the projects. The dates given for the project deadline should always be earlier than planned deadline. These allow readjustments and review time before final delivery of the project. For example, if the project managers had assignment project team a specific schedule with enough time for changes then the effects of replacing new contractors and stadium design could not have affected the project schedule time. Besides, implemented of changes on a project always affect the project track and therefore project managers need to documents the changes, validate, assess its impact and find the solution for changes.

V. Budget

Access budget efficiency and inefficiency

The stadium had a budget of 757 million pounds which was scheduled for the completion of the projects. The football association contributed 148 million pounds while the banks financed the project with 433 million pounds. The remaining funds were sources from government and from sports England. 121 pounds contribution of sports England was effectively utilized because it was used in acquiring Wembley stadium and business in 1999 (Carter, 2002). The government committed £20 funding to the project for non-stadium infrastructure cost. The budget was supposed to cater for all project expense according to the original project but due to changes in the project scope and stadium design, the budget cost surpassed the budgeted amount. Therefore stakeholder of the project had injected more funds in order to cater for the project cost.

Possible Contingency allotments and limitation:

The possible allotments contingency in the Wembley national stadium project includes limited estimates preparation time, errors and omission in the estimating process, mistakes and inefficiencies during projection execution and influence of unstable economy. The project cannot continue as anticipated unless contingencies needed to compensate the inherent weakness in the budget, schedule, and specification is addressed. The project managers may allocate a budget of contingency in order to address any errors which may be incurred in the budget's estimates and due to an unstable economy. Developing a schedule which has an expected completion date which is earlier than required completion time can act as a better method of avoiding unforeseen loss. The stockholders may not understand the need for the contingency budgets and instead, they will request for justification and this may limit the project implementation.

Recommendation for the Adjustments of budgets:

The budget for the Wembley national stadium project needed some adjustments in order to keep the projects on budgets. For example, employees working in the construction were paid according to certain hourly rate. The project manager should have adjusted the budgets by either sacrificing quality services in order to employ cheap labor. Similarly, the project manager may decide to reduce the number of employees allocated to the project task if the project requires less human efforts. Technology and machinery can act as a better replacement for human labor in order to reduce cost relating to an hourly rate. The adjustments impact the project derivative positively as well as reducing cost.

VI. Risks and control tactics

Risk response planning executed based on the major project risk.

The risk response planning involves determining the ways of reducing or eliminating any threat to the projects. Project managers assign duties to each project member to ensure each risk requiring a response has owner monitoring it. For example, Wembley national stadium faces various risk associated with design, environmental and construction. The risk response planning relating to design risk includes working with a survey to verify that the files are accurate and completes. These mitigation responses ensure an organization does not rework on design. Potential lawsuit risk may be facing Wembley national stadium and therefore it good to solve the issue in order to avoid project delay and lose funding.

The organization can address this problem by contacting concern stakeholder and scheduling public outreach. During the process of construction, the organization may come across hazardous material which requires on-site storage area and which could increase additional cost. In order to solve this problem, a construction company should ensure there are storage areas which could be used to store those hazardous materials.

B. Summarize qualitative and quantitative measurements of major project risks.

Performing quantitative risk analysis provides numerical estimates of the overall effects of a risk on the project. This technique helps project manager in evaluating the likelihood of achieving project objectives contingency plans. This technique is used to evaluate the estimates of the overall project risk (Galway, 2004). The tools used for evaluation include experience-based judgments, checklist and risk matrices and another tool. Qualitative involves qualifying and prioritizing risks based on the identifiable term of likelihood. The risk in this technique is allocated based on owners understanding of risk, interest in its resolution and ability to lead the analysis. Wembley national stadium is a large project and therefore it requires risk managers who will be responsible for evaluating risk and coming up with a solution of mitigating those risks.

References

Swmoore,(2011). Project Failure – Wembley Stadium.Strategic PPM: Retrieved from https://strategicppm.wordpress.com/2011/01/17/project-failure-wembley-stadium/

Carter, P. (2002). English National Stadium Review Final Report. London, The Stationery Office, http://tourisminsights.info/ONLINEPUB/DCMS/DCMS%20PDFS/ENGLISH%20STADIUM.pdf

Mike McDonough and Agencies, (2006). Row breaks out over Wembley delay.[The Guardian]: Retrieved from https://www.theguardian.com/uk/2006/mar/31/football.wembleystadium

Greer, M., & PMI Standards Committee. (2002). The project manager's partner: A step-by-step guide to project management, http://michaelgreer.biz/?tag=asapm

PRAM: Project risk analysis and management guide. (2004). High Wycombe: APM Publishing.

Galway, L. (2004). Quantitative Risk Analysis for Project Management.  https://www.rand.org/content/dam/rand/pubs/working_papers/2004/RAND_WR112.pdf