In this article, we’ll discuss lessons from Sydney Opera House, what were the circumstances, common causes of project failure, and how technology resolves issues.
Every project starts with an idea and ends with realizing the idea’s intent. The Sydney Opera House is an example of a failed project that provides lessons learned.
A Lesson in Project Failure
After looking at it, you can’t tell, but the Sydney Opera House is a study of failed projects. Its initial plan included a four-year timeline and an AUD 7 million project budget, but it took AUD 102 million and was completed in 14 years.
The final product, fortunately, exceeded the expectations of the stakeholders, which dealt with the high cost.
The project failed because due to not following proper accounting and project management processes:
- Lack of resource planning.
- No accounting and no management expectations led to wasteful and excessive costs of materials.
- No scheduling of resources leads to project development delays at all stages.
What were the circumstances
The Australian Government conducted a contest in 1957 for the selection of an architect who would design the Opera House. The main focus was to show Australia’s technical and creative capacities, and it did not set parameters on construction timeline.
In 1958, Jorn Utzon, the person who won the competition, presented his book for the project which included details about the elements, reports, and designs. Utzon stated that he did not complete the design but the client wanted to begin the project work immediately. Things became worse from there which led to a debacle over time.
No Defined Leadership or Project Plan
The project started with no final plans and the client changed the plan for the floor from two to four theatres after the start of the construction. Increasing the chaos was the absence of a project manager. A partnership between the engineer and Utzon handled project management. Since every team member from management had varying perspectives and goals from each other, it was expected not to find a consensus between them.
No Defined Budget
The project had no final design and hence it was hard to know about the project cost. At the beginning of the project, costs started escalating, first due to change order, and then due to the wrong site surveys. The budget went high and Utzon’s vision categorized the project into three parts i.e. the outer shell, the podium, and the windows and interiors.
No Set Timeline
The project’s first phase was not completed after seven years of starting the work and four years after the planned completion date. Utzon left the project out of frustration and took his plans and designs with him. The next project phase required a new plan, the project budget for construction increased to AUD 85 million.
Common Causes of Failed Projects
In a survey in 2015 by Raconteur, the three main reasons for project failure were:
- A change in priorities of the organization
- Inaccurate requirements estimates for the project
- A change in project goals and objectives
The CTO of Bell Integration, Andy Soanes, commented that modifying or adding features, shifting deadlines, and risks are the main reasons for escalating costs and cost overruns.
Technology Resolves the Issue
The project professionals of today have technology to prevent time and resource challenges. Tools designed for the management such as subcontractors can help avoid missing details. Perhaps if the project stakeholders in Australia had access to today’s software, they would have been able to enjoy the Opera House a decade earlier.
Lessons from Sydney Opera House- FAQs
Is the Sydney Opera House a successful project?
The project cost at completion was $102 million in 1973. Project management experts say the construction is an example of bad project management.
How is the Sydney Opera House innovative?
The project was the focus of architectural innovations including the use of computers for calculation of loads and stresses on the curved roofs.
How did scope changes impact the Sydney Opera House project?
The project suffered from a lack of defined scope leading to cost overruns and design changes. A thoroughly defined scope is crucial to prevent scope creep and set expectations. The project also encountered financial and technical risks.
What were the objectives of the Sydney Opera House project?
The project promotes sustainable management of resources, plans to be a plastic-free venue by 2023, and enhances biodiversity.
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