Engineering Project ManagementIntroductionManaging projects have advanced to planning, coordinating and controlling the intricate and varied activities of contemporary industrial, management and commercial changes. The inevitable element of risk and ambiguity means that activities and work leading to project completion can never be predicted with utmost accuracy (Wysocki, et al. , 1995). There exist varied projects in civil or chemical engineering and construction projects, manufacturing projects and in management projects and projects meant for scientific research globally. These are real examples of projects that have underestimated or overestimated the timeline or the resources which has resulted in projects completing late, projects being abandoned prior to completion and the need for more funding to complete the project.
For this reason, guidelines such as the Project Management Body of Knowledge (PMBK) and PRINCE2 have been developed to ensure projects are implemented based on best practice. In addition, ensure project managers are more aware of the risks, are therefore able to effectively and efficiently strategize, organize and control activities during project development, and ensure successful completion of projects (Lewis, 2006). By so doing, the project manager is able to satisfy the needs and expectations of the project client, project sponsor among other major stakeholders of the project since the project is able to run and complete within anticipated time schedule and within the allocated budgets.
This report seeks to develop and analyze a sustainable project plan for the new Wembley Stadium. The Project- the Wembley StadiumThe New Wembley Stadium located in Wembley Park, London, England, is an iconic global stadium and conference centre constructed on the location of the previous 1923 Wembley Stadium. The project plan for the stadium cost a staggering amount of seven hundred and ninety eight million pounds with a timeline of approximately five years -with the project commencing in 2002 and completing in 2007 (W. N.S.
2012). (W. N.S. 2012) highlights that the Owner of the new Wembley Stadium is the Football Association while the Stadium operator is the Wembley National Stadium Limited. The Architect for the project involved in the designing and planning of the project included the Foster and Partners, Nathaniel and Partners and Populous. The Project manager for the Wembley stadium project was Capita Symonds while the structural engineer and services engineer were Mott MacDonald (W. N.S.
2012). Multiplex Constructions Limited of the United Kingdom was the general contractor. As of the year 2011, the main tenant for the stadium was the England national football team and from the year 2012 to 2014, the main tenant is the England national rugby league team and the NFL (W. N.S. 2012). Upon completion of the new Wembley stadium project, the stadium had a capacity of ninety thousand people seated and additional fifteen thousand people standing. This makes it the largest football stadium globally, floor dimensions of 105 × 68 m, a total of 166 executive suites and an iconic arch measuring a height of 133 meters and 316 meters in width, which makes it the longest single roof structure globally (W. N.S.
2012). It is estimated that the London eye can fit into the top of the arch and the field of the stadium. The huge screens fitted within the stadium are equivalent of more than five hundred of regular TV sets. According to the project manager, Capita Symonds, the new Wembley stadium has more than two thousand toilets and there is more leg room for each seat than there ever was in the Royal Box in the 1923 Wembley Stadium (W. N.S.