Introduction
The Sydney Opera House is not only a symbol of Australia but also one of the most recognizable architectural buildings. The shape of the roofs was designed by the Danish architect Jørn Utzon (ABC Innovation and Sydney Opera House Trust, 2020). Due to its worldwide success and recognition, the project can be considered a success, but it faced difficulties. The main problem was that the architect did not define the precise geometry of the roofs. The lack of modern technological tools and inaccuracies during the design phase caused a delay of a decade and additional costs.
Ideal Role for Jørn Utzon
Utzon was the inspirator and first designer of the Sydney Opera House. The project estimate grew 15 times during design, and the government decided to deviate from the original plan (Staples, 2021). During the final stages of construction, Utzon withdrew from the project in protest (Carter and Sarvimäki, 2021). The ideal role for a Danish architect would be limited to the project’s mastermind and not the leading designer.
Phases of the Project Life-Cycle
In the first stage, the initiation phase, the project’s goal is determined, the project team is defined, and the model begins to take concrete shape. At the planning stage, the project receives the most detailed development of the stages necessary to achieve the goal (Wuni and Shen, 2020). The third stage is the actual implementation; specific steps are being carried out following the plan (Wen and Qiang, 2019). The project’s final phase involves the analysis and documentation of the results and evaluating efficiency.
The Most Important Aspects and Recommendations
The most crucial aspect that determined the difficulties in implementation was errors at the design stage. Due to the reduced schedule spent on design, the project dragged on for a more extended period. The theater has become a national symbol, attracting tourists as one of the fascinating modern buildings. The main recommendation for such large-scale and significant projects would be to develop a detailed plan before starting its implementation.
Conclusion
Despite the difficulties in building the Sydney Opera House, the project as a whole can be considered a success due to its gaining the status of a national symbol. The main failures were related to insufficient time devoted to the development of the project. For projects of this kind, special attention should be paid to the most detailed planning in order to avoid such errors.
Reference List
ABC Innovation and Sydney Opera House Trust. (2020) The Opera House Project, the Story of an Australian Icon [multimedia website].
Carter, A. and Sarvimäki, M. (2021) Jørn Utzon and Transcultural Essentialism. Routledge.
Staples, D. (2021) Sydney Opera House, 1973 Sydney, Australia: Architect, Jørn Utzon. In Modern Theatres 1950–2020 (pp. 237-248). Routledge.
Wen, Q. and Qiang, M. (2019) ‘Project managers’ competences in managing project closing’, Project Management Journal, 50(3), pp. 361-375. Web.
Wuni, I.Y. and Shen, G.Q. (2020) ‘Critical success factors for management of the early stages of prefabricated prefinished volumetric construction project life cycle’, Engineering, Construction and Architectural Management, 27(9), pp. 2315-2333. Web.