The paper "The Operational Viability of the Perth Arena " is an outstanding example of a business case study. Earlier before this project was planned and budged from the government had unsuccessful endeavour to construct and work a multi-purpose indoor Arena and games stadium. As a result, the then government reported that it would manufacture and own a 'world-class' stadium for $160 million. The new Arena would be finished and be at a position to host the Hopman Cup tennis competition. The operational viability of the Perth Arena will make it a commercially viable building for entrainment operations.
As a landmark building, it will be in a position to exploit benefits to extended community boundaries and make positive contributions to its place in the public dominion and offer a connection among the Northbridge precinct. The standards design of the Arena makes it meet the performance and aural entertainment requirements within the events industry, hosting live performances at a large scale, diverse range of world championship sporting events, and the Hopman Cup tennis tournament (Committeeforperth, 2014). Some of the iconic features of the Arena’ s design include; has 14 and 12 thousand seats for concerts and sporting events respectively, the operating system is a state of the art to permit maximum flexibility, extensive support rooms, corporate seats, retractable roof, and forecourt facility. 1.1 Business problem The stadiums that existed prior to this project used to hold great entertainment shows and tents were used instead.
The big shows were held on the outdoor venue which had obvious shortcomings like poor audio issues and being open to the weather (committeeforperth, 2014) The initiation of the Perth Arena project is surrounded with controversies in terms of cost from the venue, and the critics that the budget estimates from the projected are likely to coincide with a period of intense industrial action.
Project completion delays are likely to affect the implementation of the project. This is taken as a risk factor for the project management team. These may arise from critics the project is receiving from various Stakeholders can lead to cost blowout. The previous entertainment venues have suffered from poor future projection whereby a population increase in Perth has forced some of them to be closed.
The closure of these venues left the Perth community with only one indoor stadium and which could not manage to hold a large number of events and sectors demand. The management team is conversant with the issue that is likely to arise from complaints of poor acoustics and sightlines like what other previously built arenas. The issues facing previous arenas’ were based on conveying a low-level guest experience, car parking and outline issue. The issue of Arena making a loss and ageing rapidly have surrounded previous entertainment venues an issue that has led to the closure of most of them.
Perth Arena will not be immune to some of these issues and problems highlighted above (committeeforperth, 2014). However, with increased oversight and planning through the involvement of all relevant parties, most of these challenges and risks will be avoided fully. The design and plan of the Arena have factored future aspect to save it from being faced out by economic, population growth and developments as a whole.
Auditor, W. A., 2010. The Planning and management of Perth Arena, Perth: s.n.
Committeeforperth, 2014. What-we-thought-would-kill-us-Perth-Arena-FINAL-electronic.pdf, Perth: insights communications and design.
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