- Resource 1006 - Case Study: Federation Square Project. Commissioned 01 May 2003 by ABC TV Documentaries Australian Broadcasting Corporation GPO Box 9994 Brett Salathiel z5077339 15 March 2015 Table of Contents 1. Introduction.............................................................................................................1 2 Project Scope Management.................................................................................1 3. Project Cost Management…………………………………………………………..1 4. Project Time Management…………………………………………………………2 5. Project Quality Management………………………………………………………2 5.1 Stone works……………………………………………………………………….2 6. Conclusion.................................................................................................................3 …show more content…
7. Recommendations................................................................................................3 8. References................................................................................................................4 9. Bibliography..............................................................................................................4 Appendix 1 – Table 2P Estimated Cost Completion (2002-2003).........5 Appendix 2 – Figure 3 Time Line (1996-2003)..............................................5 1. Introduction This report analyses the case study, ‘’Inside the square’’, and its impact on effective project management and also on the effective allocation of funds for the largest government project since the Sydney opera house construction in October 1973.
The series of events as shown in the ABC documentary with the application of PMBOK in complex projects will be evaluated in the following report. The Federation Square project was launched in March 1996 then embarked in 1998 and was opened in October 2002, two years behind schedule however with all manufacturing still not complete (Vic Auditor-General 2003) requiring considerable post-completion maintenance and support and further wasting of valuable resources. This was the culmination of six years hard work coupled with two different political parties and involved thousands of contract personal costing $473.3million (Report on Public Sector Agencies, May 2003 2.232). As well as been constantly besieged with issues and heavy criticism from the general public the project is an example of the major problems that can impede a project that is outside the total control of the project …show more content…
team. 2. Project Scope Management The construction of Federation Square proceeded ahead of the completion of the design causing the finish date to be extended, as the specifications had not yet been finalised. This coupled with a hard-hitting schedule in order to complete the square by the centenary made the task impossible, as the full scope of the project was not yet known. Furthermore when the decision to change one of the four shards the project suffered considerable ‘scope creep’ that the Bracks government implemented so that the completion of the project could be hastened and the cost reduced in order for an election to be called shortly after (ABC, 2002). Ulterior motives such as these are out side the control of the project team and are a direct affect on the total scope of the project. The Federation Square project demonstrates the significance of clearly outlining, communicating and implementing project scope with all external stakeholders in order to avoid adverse effects on other knowledge areas. 3. Project Cost Management The anticipated construction cost of The Federation Square project in 1996 after the winning design had been established was $110 million (Auditor-General of Victoria, 2000). The estimated cost rose to approximately $390 million by July 2002 and by January 2003 had risen to $473 million (Refer Appendix 1). Such large-scale complex expensive projects such as The Federation Square are inherently difficult to estimate where ‘scope creep’ has a direct effect on all sides of the ‘iron triangle’. These problems are most clearly seen where areas are subject for change and alteration such as the National Gallery of Victoria Ian Potter Centre and the Australian Centre for the Moving Image where the total costing was $43.4 million for its fit out. 4.
Project Time Management As displayed in appendix 2, the amount of unplanned/poorly planned events which occurred during the construction of Federation Square 5. Project Quality Management From the very beginning The Federation Square project had a clear goal of prioritizing the quality of the end result, but along the way the quality is compromised little by little. As Dimity Reed architecture writer & critic commented: “The architect’s role and their intellectual responsibility is to fight to maintain their vision and little bits get chopped off all the time, but if they’re only little bits, it’s not too bad.’’ With an artificial end date in place the shift in priority from quality to time changes giving the end result a lesser out come as to what could have been achieved. This is yet another trade off that was incurred as the maintenance after the official opening date still needed to be completed costing the tax payers what seemed like a never ending cost (Refer 5.1). 5.1 Stone works 6. Conclusion The main lesson from Federation Square is that project definition and planning processes must be improved, particularly for large-scale, complex ‘icon’ projects. Prestige projects such as Federation Square have the capacity to create lingering major controversy and to become a sinkhole for taxpayers' funds and maybe the government of the
day.
7. Recommendations
8. References
ABC (2003), Inside the Square
< http://www.abc.net.au/fedsquare/>
Fedsq (2003), Federation Square
By giving the biographies of architects Richard Neutra and Robert Alexander, Hines does nothing to remedy his aimless writing. He writes that Neutra had a variety of experience as an archi...
The architectural branch made up of Keating, Webb, and Prescott has the same ultimate purpose, but goes at a slightly different direction. Instead of shaping the minds of...
When an architect is influenced they create. They make what they see in their mind. But people could always improve what they’ve already created. Homes at one point were only one story houses. But suddenly to someone’s mind they thought homes should be two stories or even three. Back in High School, most of my classmates wanted to become architects and they’d be asked how they were influenced to draw a blueprint like the one they had. Some would respond with “I saw this house that had this this and this and I really liked it so I put it into my home.” Meaning they would be inspired by a home that was already
True architects are needed to create architectural beauty and they do so by using “elements which are capable of affecting our senses, and of rewarding the desire of our eyes...the sight of them affects us immediately” (16). Le Corbusier’s says that we must standardize architecture with respect to function so that we can mass produce it until we perfect its aesthetic through competition and innovation. Le Corbusier believed that Architecture schools weren’t teaching students correctly and that engineers would be the ones who save architecture. Architecture is a thing of plastic emotion. “It should use elements capable of striking our senses, of satisfying our visual desires…arranging them in a way that the sight of them clearly affects
of the novel, is an unsuccessful architect who refuses to objectify his creativity to conform to the
After scrapping an £7.5 million project to computerize its system, the London Ambulance Service put the project out for bid again. The new budget for development was one-fifth the cost of the prior project that failed and to be done in one-third of the time of the prior effort. Only one of the over 30 respondents was able to come in at or under that £1.5 number with the desired development timeframe (Beynon-Davies, 1999). That alone should have been an indication that something was wrong in the project. However, as typical with government/union type projects, the lowest bidder was selected to complete the project and work began.
The success of architects is defined not so much by the problems they face as the act of their creative and practical responses.
The way a building is constructed, how the architects design it and project it, is the key to every construction; it is the starting point and it can change the whole perception and the usefulness of all the buildings that surround us everyday. A building is so complex that a little change in its direction can alter the climate inside it, a small change in the size of a wall can make the price of it really significant, and a change of just a couple of degrees in the inclination of a roof changes the difficulty of the construction.... ... middle of paper ... ...
- Being an Engineer, I find that the techniques an architect uses to accomplish his
Newtown Square, PA: Project Management Institute, Inc.. Project Management Institute (PMI) (2013). Project Management Professional (PMP) Handbook. [ONLINE] Available at: http://www.pmi.org/certification/~/media/pdf/certifications/pdc_pmphandbook.ashx. [Last Accessed 20 April 2014].
Simon Unwin, the author of the book ‘Analysing Architecture’ says that the ‘the purpose of
The study aims at understanding the influence of the architect Laurie baker through an examination of architectural practice of certain architects.
There was a huge and a high pressure government project which had to be completed in a short span of time. It had several teams associated with different
Over the course of my professional life, I have become increasingly involved in project management roles. Doing so has made me aware of the many varied challenges that can face projects and the project managers who are charged with bringing them through to completion. The success or failure of projects, in whatever economic, political or social field, rests not just on the quality of the project’s goals, but also on the abilities of those involved in the project – and above all those who are managing it – to bring it to successful completion. To do this, project managers need to be equipped with a very wide range of skills, many of which are unrelated to the type of project itself. So, for example, a project manager of an engineering project must not only have engineering
In Laugier’s book, “An Essay on Architecture,” he addresses early architects’ ignorance. Laugier explains how architects did not study nature and the set rules nature has already created for us. In his Essay, he reveals the flaws that many early buildings throughout Europe posses. Some of the more general flaws he exposes are disproportioning in architectural design, unnecessary placement, and ignoring the primitive and original purpose of a building all together. Therefore, Laugier believes appropriate and appealing architecture can only be designed and crafted when the architect behind the building has followed the rules of nature.