The paper “ The Failure and Success of the Heathrow Terminal 5 Program, the London Ambulance System, and the Sydney Opera House Project” is an engrossing example of case study on management. Project management in contemporary society is driven by a business that associates benefit with proper organization of work around projects and critical co-ordination and communication of work between different professions and departments. It involves the application of various tools in measuring the progress of the project and tracking the tasks of the project. Unlike businesses that have full-time dedicated positions, projects require ad-hoc resources.
In the traditional approaches to project management, a project is assumed to be a discrete entity with its set of resources such as the project team and the budget, and that it produces its deliverables, ensuring organizational benefit. Nevertheless, one is less likely to find certain programs such as the Heathrow Terminal 5 program, the London Ambulance System, and the Sydney Opera House Project to be fully self-contained. Poor coordination of the various departments within the program or project would lead to failure. This paper involves a review of the failure in part and success in the part of the Heathrow Terminal 5 program, the London Ambulance System, and the Sydney Opera House Project with reference to the project management iron triangle, the procurement process, and the risk management of these projects. The Project Iron TriangleThe Iron Triangle was established in the 1980s to define the importance of balancing the requirements of a project in order to facilitate success.
It is considered a valuable tool for stakeholders in addressing constraints of time, quality, and cost, allowing the stakeholders to create emphasis on one constraint over the other in order to achieve project success (Toor & Ogunlana, 2010 p.
229). These criteria’ s dimension, thus, remains an important part of accomplishing a project as an overall generic measurement. Considering the Heathrow Terminal 5 Program, the cost management was effective with the budget projected at 4.3 billion pounds (Basu, Little, & and Millard 2009, p. 23). In addition, a realistic time frame was set for the project, which allowed for timely completion within a six-year period that included a seven months reserve period.
Proper planning and implementation can be termed as the causative factors that led to the success of the program in terms of staying within the stipulated budget and time. The proper planning and implementation of the project were based on various abilities including appropriate system integration, digital technology, backing up of an integrated supply chain, safety and productivity, material supplement for efficiency and speed, and operational preparation and integration (Brady & Davies 2010, p. 152). On the contrary, the Sydney Opera House project was a failure with regard to the project management iron triangle.
The second stage of the project was faced with changes in design including the addition of two theatres to the original two designs, as requested by the client, who was the government in this case. This resulted in a delay of the project past the projected time, and a subsequent increase in the estimated cost. The initial time estimate of four years and AUS $7 million cost estimate were rendered highly uncertain as a result of the changes in design. The total cost of the project had escalated to AUS $17.4 million by the end of the second stage (Ochieng, Price, & Moore 2013, p.