The paper "Avoiding the Successful Failure" is a great example of a Management Case Study. Located at the expansive 130 acres Greenwich Peninsula which was formerly gasworks field, the Millennium Dome Project was initiated as one of the landmark projects to usher 2000 millennium in London. Bourne (2007, p. 3) observes that the building in a unique way emerges as an architectural masterpiece in the world since it boasts of the largest single roof globally made of Teflon-coated glass fiber. Structurally, the dome has twelve 100 meters support steel masts that stand for 12 months of a year.
Moreover, the dome spans 365 meters which is a representation of the number of days in a year. As such the dome offers a total enclosed space of 100, 000m2. The scope of the project was to deliver a built structure that would host a yearlong ‘ millennium experience’ of theme park cum scientific exhibition. In this regard, the structure would host interactive exhibits, shows and other forms of entertainment so as to symbolize three themes which are ‘ who we are’ , ‘ what we do’ and ‘ where we live’ .
The underpinning rationale was that this would constitute a mega-event that would attract tourists to London in the millennium year as they celebrate achievements attained so far by humanity (Carling & Seely, 1998). Bourne (2007, p. 31) indicates that with the extension of scope, size & funding in 1997 under the then British Prime Minister Tony Blair, the ultimate premise was to symbolize ‘ triumph of confidence over cynicism’ . As such, this report critically analyses how the project was planned and performed. In this regard, the report outlines four critical issues.
First, it outlines, it outlines albeit brief the overview, scope, and objectives of the project; secondly, the report conducts a stakeholder analysis; thirdly, the report asses how the project was managed; finally, the report examines the project outcomes and presents a reflection on lessons learned. 2.0 Stakeholder Analysis A stakeholder can be conceptualized as interested parties or actors with a vested interest in regard to a given program or policy. They may include, but not limited to national, public, international, political, NGOs/ civil society, commercial/ private labour and consumers. Analyzing stakeholders is integral in informing project owners and management on those whose interests should be put into consideration (Schmeer, 1999, p. 3).
The stakeholders in the dome project can be categorized into two groups. The first are those who were engaged in the project before it was closed by the end of 31 December 2000 and post 2000 stakeholders. One of the stakeholders in the project is the executive branch of government through the Ministry of Culture Media and Sports. This was the parent ministry with a mandate for policy issues under the leadership of the Secretary of the State in the ministry by then and the Permanent Secretary as the accounting officer for the whole department and National Lottery Distribution Fund.
The second is the Millennium Central Ltd which was to disburse the National Lottery Fund. The subsequent one is the New Millennium Experience Company Ltd. The main mandate was New Millennium Experience Company Ltd was to steer the project so as to ensure a deliverable is done within specified time as per the outlined budget, time limits and expected quality.
The third is the legislature through the House of Commons which provide oversight role to government projects (see appendix 1).
Bourne, L. (2007, January). Avoiding the successful failure. In PMI Global Congress, Asia Pacific, Hong Kong (pp. 29-31).
Carling, P. & Seely, A. (1998). The Millennium Dome. House of Commons Business and Transport Section. Research Paper 98/32.
Comptroller and Auditor General (2000). The Millennium Dome. National Audit Office. HC 936 Session 1999-2000: 9 November 2000.
Great Britain: Parliament: House of Commons Committee of Public Accounts (2005). The Regeneration of the Millennium Dome and Associated Land: Second Report of Session 2005-06; Report, Together with Formal Minutes, Oral and Written Evidence. London: The Stationery Office.
Grieve, D. (2004). Management of design, Retrieved 9 May, 2014 from:
Meek, H., Meek, R., Palmer, R. & Parkinson, L. (2007). Managing Marketing Performance 2007 2008. Burlington: Butterworth-Heinemann.
Parkes, P. (2011). NLP for Project Managers: Make Things Happen with Neurolinguistic Programming, Swindon: The Chartered Institute.
Schmeer, K. (1999). Guidelines for conducting a stakeholder analysis. PHR, Abt Associates.