Executive Summary
Project management methodologies are an important aspect in the project realization and addressing the issues that might occur throughout the process. Association for Project Management (APM) is a framework application that might have significant contributions to the success of Wembley’s Stadium construction. The APM Body of Knowledge (APMBOK) and PRINCE2 methodologies were chosen as the most beneficial and applicable methodologies. They define the important understanding regions that assignment managers should recognize and implement.
Introduction
The APM Body of Knowledge (APMBOK) is the Association for Project Management’s (APM) primary resource book. PRINCE2 is an open-source project management methodology that provides nonproprietary best practice recommendations (Jamali and Oveisi, 2016). PRINCE2 is a process-based, structured approach that emphasizes how understanding and effectively addressing eight specific components may help decrease risks in all sorts of projects. One of the pros of the PRINCE2 project management approach is its practical attitude. Each of the components provided by the APMBOK Guide focuses on a single topic or provides a unique perspective not found in the APMBOK Guide (Ebiloma and Rimtip, 2019). While The APMBOK Guide advocates a flexible, generic strategy to combining the Knowledge Areas, PRINCE2 proposes a more effective method (Karaman and Kurt, 2015). Because PRINCE2 focuses on important areas, a project manager must consult the APMBOK Guide. Integration of the two approaches and using them together might bring significant benefits for the construction of Wembley’s Stadium.
Wembley’s Stadium Description and Costs
Wembley’s Stadium is a stadium in the Brent district of northwest London, England. The stadium, with a capacity of 90,000 and owned by a subsidiary of the Football Association, is used for soccer, rugby, and other sports music performances. (Jamali and Oveisi, 2016). With a circumference of 3,280 feet, Wembley’s Stadium is virtually circular (Jamali and Oveisi, 2016). The most striking architectural feature is the huge arch that serves as the main support for the roof. The arch height is 133 meters, and it is tilted 22 degrees from the vertical (Jamali and Oveisi, 2016). The stadium’s retractable roof is not completely closed, but it may cover all seats. Wembley’s Stadium was built at a total cost of £ 789m (currently £ 1.2bn), making it one of the most expensive stadiums ever built (Jamali and Oveisi, 2016). Thanks to its distinctive arch, it also has the longest cantilever structure globally.
Challenges and Limitations of the Stadium Construction
The conflict between stakeholders, Multiplex and the Cleveland Bridge & Engineering Company was one of the first challenges that arose. Cleveland Bridge is a Darlington-based steel manufacturing company. Multiplex has been warned of rising costs for building arches on the Cleveland Bridge (Webber, 2022). In August of 2004, Cleveland Bridge backed away from Wembley’s Stadium project (Agyekum-Mensah and Knight, 2017). Although the judge decided in Multiplex’s favor, the firm did not entirely recover its damages (Agyekum-Mensah and Knight, 2017). Multiplex still had to find a subcontractor to finish the arch’s construction.
A big limitation in the stadium construction project is a lack of control and organization of the quality standards and criteria. PC Harrington’s contractor was fined £ 150,000 for violating health and safety standards (Agyekum-Mensah and Knight, 2017). Unfortunately, the penalty did not prevent project managers from finding ways to save money and speed up project completion. The Multiplex was under pressure to complete the stadium project. Due to their difficulties, they chose not to pay the contracted subcontractors to complete the sewerage system under the stadium (Agyekum-Mensah and Knight, 2017). Due to construction work and defective concrete, the pipes started to slip. The sewer eventually buckled and required costly repairs, delaying the project for months.
Implementation of the Methodology Components
In order to address the issues concerning the construction of Wembley’s Stadium, PRINCE2 and APMBOK Guide may be applied. PRINCE2 consists of eight components, which are the business case, plans, organization, risk management, controls, project environment quality, change control, and configuration management (Karaman and Kurt, 2015). PRINCE2 discusses Time and Cost Management in the APMBOK Guide’s Plan section—but only to the extent that the production of time and cost information is required at the relevant plan level (Siegelaub, 2017). That is why integrating the two methodologies and using the following components will benefit Wembley’s Stadium’s construction.
The most important management standard for the PRINCE2 project is a reliable business case. Before starting the stadium’s construction, the project committee should review the business case. If the feasibility of the business case is questioned for some reason, the project should be closed (Robinson and Adriaanse, 2015). The next important component to implement into the stadium’s construction is the organization. Because the Project Manager frequently has to direct workers who report to a different management structure, some form of senior management oversight is required to ensure that all of the project’s diverse resources are fully committed (Robinson and Adriaanse, 2015). Furthermore, viability choices must be taken by management who have invested in the project and are responsible for its delivery through the Project Manager. The Project Board in PRINCE2 is in charge of this oversight.
Plans are the muse of any project’s control facts system, and they require the approval and dedication of the project’s applicable tiers of control. The plans issue stresses the important standards of making plans and starting the construction; withinside the technique model, the most important techniques in making plans are stressed (Cooke, 2016). The next component, which is control, is making decisions, the purpose of which is to ensure that the project meets acceptance criteria and is feasible (Cooke, 2016). Thus, all the construction processes and criteria should be controlled, including safety and feasibility criteria.
Risk management is an important aspect of project management, as project work itself is more difficult to predict than non-project work. Risk should be disciplined throughout the project using risk analysis and risk management (explained in the APMBOK Guide). Another important component to stress is the quality in a project environment. By ensuring a quality system similar to the APMBOK Guide, construction quality control ensures that customer quality expectations are met (Meredith et al., 2017). Stadium descriptions created by the project manager and approved by the project committee serve as the basis for the project’s quality standards.
Next, configuration management is essential to any quality system because it allows the project management team control over the project’s assets. It includes tools for tracking and regulating project deliverables and a system for keeping track of project issues (Cooke, 2016). The change control component is essential to manage the scope of changes. A project manager needs to evaluate the impact of potential changes, their importance, cost, business case impact and decide to include or exclude them (Meredith et al., 2017). The PRINCE2 and APMBOK approaches integrate these elements into the process model and emphasize the importance of flows and relationships for successfully applying the concepts specified in the component.
Critical Analysis of the Methodologies
As a result, it is far important to examine and report the business process, which is the construction of the stadium, in order to deal with the challenges. The critical criteria should be introduced and taken into account in order to successfully run the project. Most essential, the strategy for figuring out and controlling risks should be provided. PRINCE2 is absolutely geared up with those features, making it perfect for medium and large-scale projects with notably complex enterprise requirements. Validating effects fast after completing a degree in opposition to its expected benefits is one in all PRINCE2’s key processes, and the subsequent degree is performed relying upon the previous projects’ success (Jamali and Oveisi, 2016). Cost is constantly measured in opposition to the advantages received after every stage in PRINCE2, and fee cost-benefit analysis gives improved insight into cost constraints. Prince2 also includes risk management controls and strategies, which may effectively contribute to the successful construction of Wembley’s Stadium.
APMBOK, on the other hand, is a guide, not a methodology, which suggests that it should work better in integration with a particular methodology. The guide emphasizes the knowledge standards that are required to run a project; however, it lacks specificity, especially in risk and control and management (Karaman and Kurt, 2015). That is why implementing PRINCE2 is critical in order to address the quality standards while working with the project of the stadium construction.
Conclusion
To result in change, the construction of Wembley’s Stadium should rely upon a prepared method or framework. APMBOK and PRINCE2 used together may be applied to successfully construct the stadium. PRINCE2 is a process-primarily based assignment control methodology. It isolates and concentrates on the elements that it sees as critical to the successful completion of the stadium construction. It creates a procedure to connect parts that contribute to lower total project risk and techniques to help them.
Reference List
Agyekum-Mensah, G. and Knight, A.D., 2017. The professionals’ perspective on the causes of project delay in the construction industry. Engineering, Construction and Architectural Management.
Cooke, J.L., 2016. PRINCE2 Agile An Implementation Pocket Guide: Step-by-step advice for every project type. IT Governance Ltd.
Ebiloma, D. and Rimtip, M.N., 2019. Factors Affecting the Success or Failure of Project Management Methodologies (PMM) Usage in the UK and Nigerian Construction Industry. International Journal of Innovation and Sustainability, 3, pp.17-28.
Jamali, G. and Oveisi, M., 2016. A study on project management based on PMBOK and PRINCE2. Modern Applied Science, 10(6), pp.142-146.
Karaman, E. and Kurt, M., 2015. Comparison of project management methodologies: prince 2 versus PMBOK for it projects. Int. Journal of Applied Sciences and Engineering Research, 4(4), pp.572-579.
Meredith, J.R., Shafer, S.M. and Mantel Jr, S.J., 2017. Project management: a strategic managerial approach. John Wiley & Sons.
Mohindra, T. and Srivastava, M., 2019. Comparative Analysis of Project Management Frameworks and Proposition for Project Driven Organizations. PM World Journal, VIII.
Robinson, H.S. and Adriaanse, J., 2015. Procurement and Contract Strategy: Risks allocation and construction cost. John Wiley & Sons.
Siegelaub, J.M., 2017. How PRINCE2® Can Complement the PMBOK® Guide and Your PMP®. APMG International.
Webber, D.M., 2022. Towards an ‘Everyday’Cultural Political Economy of English Football: Conceptualising the Futures of Wembley Stadium and the Grassroots Game. New Political Economy, 27(1), pp.47-61.