Holyrood Project Case Study

Holyrood Project Case Study ABSTRACT: The need to adequately implement a project successfully with the required Project Management indices has ensured that project managers are continuously seeking ways of ensuring that projects meet and satisfies customers cravings. A project is said to be successful if it is implemented with an efficient and effective cost, quality and time management approach thereby meeting customers expectation; it is a failure when it fails to met these set objectives. The Holyrood -Scotland Parliamentary Building project management approach is critically analysed in a post mortem approach in this paper with a view to discussing how each of the stages in the project lifecycle culminated in the failure of the project to meeting certain criteria of an effective project. INTRODUCTION The Holyrood: A project of the Scottish government which was undertaken to provide a magnificent structure for the use of the Scottish Parliament. The advent of the Devolution proposal in 1979 gave rise initially to the project, however, the project became main-stream in 1998. The project became a key issue for the stakeholders due to key project management controls. A successful project is judged to be efficient, cost effective, quality, on time, and meet customers satisfaction. An appraisal of the Holyrood project indicated that some of these indices were not achieved especially in terms of cost and duration, hence the need to evaluate and analyse the entire project life cycle from initiation to closure to ascertain what went wrong and what could have been done. This paper aims to diagnose the indices of a successful project with respect to the Holyrood project, and critically evaluates how the project deviated from the expected project management indices. It identifies the problems of project management associated with each stage of the Holyrood project life cycle using project management theories of the like of P. Gardiner 2005 and J. Westland 2006 to define each stage of project life cycle Initiation Definition; Planning Development; Execution Control and Closure and analyse it to the Holyrood project. The first section reviews the background of the Holyrood Parliament building project. Section two identifies the problems associated with each stage of the project Initiation and definition; Planning and development; Execution and control and Closure. Section three analyses the problems that are most significant to cost increase and schedule slippage using the Auditor General report as well as other authors. Section four will evaluate the problems identified in section 3 and relate it to PM writers (Cimil J.K 1997), (Pinto 1998), (OGC, 2005) to identify why project fails; section five is a summary of findings and conclusion. Chapter 1 1.0 Background of the Holyrood Parliament Building Project The devolution proposals of 1979 may have given room for the incoming labour administration in 1997, to implement the proposal which included the building of the Scottish parliament. The Scottish parliament was and is still an important symbol for Scotland. It is expected that the parliament building should possess the best of quality, durability as well as represent civil importance. The Holyrood project from the initiation process faced enormous challenges starting from the quest for early completion and the high expectation in terms of quality. The major hindrance started with first, the cultural difficulties in the joint venture which did not allow them to work effectively. Secondly, the construction management approach of the project adopted, and the selection criteria for design procurement. Harnessing the ideas of different project team was a major concern for the project, as virtually all teams had different ideas indicating no clear direction, leadership, and project stage c ontrol. This ensued that there were lot of scope creep during the implementation of the project. A major creep was the cost creep: the initial capital cost was estimated at  £40million in 1997, which rose to  £90 million and from then rose to  £195 million. By April 2001 the cost had crept again to  £359 in June 2003 and the  £414.4million by 2004 resulting to a 20month delay. Lord Fraser report and the Auditors Generals report have scrutinized what must have gone wrong with the project. Chapter 2 2.0 Problems with the stages of the Project For a proper evaluation of what went wrong with the Holyrood Project, it is important to understand what really makes up a project life cycle. According to Paul D.Gardner (2005) the project life cycle indicates the phases a project has to go through from beginning to completion in an orderly from ensuring that the successful completion of one stage leads to the beginning of another, till the end of the project. It is imminent to state here that a well structured project phase of a project help in proper controlling and monitoring of the project, and ensure that timely corrective actions are implemented when deviation from plans are observed. 2.1 Initiation and Definition stage This stage kick starts the lifecycle of the project and establishes the ‘sum of the products and services to be provided by the project (PMI 2000). The business justification for the project is firmly established at this stage. The sponsors strategic plan is investigated by conducting a feasibility study which includes the project assessment in terms of its cost and benefits. For the Holyrood project whose objective was to provide a home fit for the Scottish parliament indicated a right step as a business case was made to justify such a proposal. However, the project encountered political problems which included the selection of an appropriate site to house the parliament, the PM drawing a time table to fulfill the political objective of early completion. It is of note mention that given the proposed cost estimate of the project one would have concluded that a poor feasibility study was conducted which drew a budget that can never have been a realistic estimate for anything other than a basic building for the new parliament. It also showed that adequate risk assessment was not carried out as the time frame approach for the completion of the building indicated. Overall impression for the initiation stage indicated that the project scope was not well defined, which would have indicated where the priority should be laid on , either on cost, quality, or early completion of the building . The project did not put into consideration the evolve of the clients need which does not fit into Cimil success criteria. 2.2 Planning and Development stage In this phase of the project three elements are important and they are; the creation of all the required plans to support the project (the scope management plan, the work plan, timeline, risk management plan and quality management plan), the mobilization and organization of all resources required for the project and infrastructure to support the resource as well as ensuring effective communication across the network of project stakeholders. The project lacked a sense of appreciation of plan, which made the project budget under estimated. A key setback for the planning stage was the disparity in choosing the proper design procurement approach. The selection criteria for the chosen procurement approach designer competition showed that the entire process lacked clarity; as a systematic approach was not adopted towards the handling of PQQs. This attributed to the lack of coordination from personnel undertaking visits in verifying the applicants/Competitors informations thereby leading to unfairness in choosing the appropriate candidate. This singular act ensured that all applicants including the joint venture partners presented drawings that extended outside the required size in the brief- a major signal of a possible project scope creep. Secondly in a project of this magnitude the choice of a project sponsor a very vital role to the success of a project should not be guided by political undertone as it appears in the choice of Mrs Doig who lacks expertise in matters of projects and construction. This to a large extent gave room for a lot of poor decisions which is evident in the choice of adopting construction management as the building option. Another problem at this stage in the project was that the project initiator, Mr. Dewar was too attached to the project. This often made him opt for unpopular choices like the choice of opting for a designer competition as against a design competition as specified by the RIAS team. Moreover, the competition process was conducted in an unprofessional manner that lacked finesse and proper coordination. For a project of this nature with very high risk content the lack of a contingency risk plan is inexcusable. The critical path of the project was not mentioned. The project lacked proper communication and coordination at this stage, sight of the terms of the brief was lost 2.3 Execution and Control stage (Westland Jason 2006) described this phase as the longest phase of a project. This is the stage were the deliverables are physically built and presented to the customer for acceptance. (Paul D. Gardiner 2005) described it as the phase where new information from other phases can lead to change, and a good project manger should know that some changes are inevitable, therefore there is need to maintain control over these changes to the project plan. Change Management for this project was out of control as most changes done in execution stage of the Holyrood project was not agreed by the parties involved. This exhibited the lack of good leadership, control and good management associated with the project. The reporting system did not encourage effective communication as well as flow of information between the teams which lead to the resignation of the 1st PM (Mr Armstrong) and subsequent managers. This lack of control saw the cost of the project skyrocketing with a lot of changes done in the design plan. 2.4 Closure stage Closure is the last phase of the project life cycle; it represents the end of a project. Money is no more paid out, all documentation and administration of the project is closed and opportunity for evaluation and performance review. The finished product is transferred to the care, custody and control of the owner (Paul D Gardnier 2005). In the Holyrood project, there were delays in the project handover as conflict between the contracted parties remains unresolved till the end of the project. The project closure and handing over lack some merits as potential risk elements were ignored in the final documentation. Some examples are 45,000 defects were discovered after handover and issues regarding the infrastructure. Chapter 3 3.0 Problems with the most significant cost increase and schedule slippage 3.1 Significant Cost Increases The project from inception has suffered successive increases in its cost forecast, but the most significant is in the construction stage (Execution and Control phase). Increase in construction cost was (caused by) as a result of design development and delay in construction process as the project progressed. The construction cost increases fall into three main areas Design development  £68m Prolongation, disruption and delay  £73m Inflation and Risk certainty  £19m Most of this cost was incurred from the year 2000, though this increase was as a result of poor planning, control and management attributed at the planning and development stage. 3.2 Significant Schedule Slippage The rush for early delivery of such huge project resulted to lot of schedule slippage. The complexities in the design variation as well as the late communication/supply of information during the construction phase were the most significant cause of the 20 months delay of the project. This delay started in 2000 and this still fall under the Execution and control phase. Apart from the complexity and late supply of information, other factors also attributed to the schedule spillage are 19-24 weeks delay in the Foyer roof, Glazing and assembling of the windows 15 Months each for the debating chamber and Canon Gate There was no contingency plan for spillage in the initial timetable. Chapter 4 4.0 Evaluation of the Project Management Problems Corresponding to those Identified in the Literature This section brings us back to the question why do project fail? And the writer is going to relate some of this failure to the problem associated with the Holyrood project. Writers like (OGC, 2005), (Cicmil 1997), (Carlos 2005) theory of why project fail will be used to evaluate the Literature. OGC, 2005 gave eight reasons why project fails and some of the reasons are lack of clear senior management and ministerial ownership and leadership. In the literature it was seen that was no clear direction, control as well as leadership among the different civil servants groups that handled the project. The project manager had no single point of authoritative command and could not use his authority and influence to control the project. In the literature decisions were made without communicating them to the stakeholders, this shows lack of effective engagement with stakeholders. Also there was lack of skills and proven approach to project management and risk management. The project sponsor knew very little about construction and this showed when no further inquiry was done on the construction management choice which has much risk on the client was not appreciated by the sponsor because of her incompetence. Risk was never incorporated in any of her decisions. (Cicmil 1997) also researched on principal sources of project failure where he talked about poor understanding and identification of client need. The joint venture never understood the clients need that was why from the beginning they never adhered to the clients brief, which would have minimised the risk that exists in undertaking a project with tight time frame. (Cicmil 1997) talked about organizational behaviour factors. The organisation of Holyrood project d id not provide the necessary clear direction and leadership and this led to lack of control, communication and poor management that existed in the project. The project was conceptualized as one without any provision for change. Such deficiency highlights the lack of (Cicmil 1997) bounded rationality approach to project management. The literature is rife with instances where proper procedures were not adhered to. Examples include the architects (Snr Miralles) reluctance to fit his designs into the project brief even when he was informed to. (Carlos 2005) talked about why project fails and most of it boils down to what existed in the Holyrood project which was lack of teamwork, cultural differences, communication, politics, control and poor management. This inevitably led to cost increase, and delays seen in the project. 4.1. RECOMMENDATIONS (Gardiner 2005) Valuation should have been applied to all the stages of the Project life cycle by PM The important key positions should not have been handled by Civil Servants Plan for contingency risk should have been made. The implementation of multi perspective framework on projects. In my opinion if this had been used issues like the choice of construction management would not have been made the content context and organisational character would have been analysed and a more suitable method like PFI/PPP would have been selected 5.0 Conclusion The Holyrood Project in the long run became a huge success, however most critics believed that the time and cost slippage would have been avoided if proper project management indices were followed. The author has been able to diagnose this key indices and is of the opinion that the success of every project is dependent on the effectiveness of the project manager , a major problem of the Holyrood Project .It is also worth mentioning that my recent visit to the Parliament Building afforded me the opportunity to have my personal take on the building and it is indeed a magnificent piece and so despite the many problems encountered it met the clients expectations of quality, â€Å"Past Glory of Scotland flowing within the present into the future† PRIMARY SOURCE Lord Fraser, Holyrood Inquiry, Blackwell Bookshop, (2004) Reid G., The Scottish parliament: Holyrood project closure (2007) Books Andersen E.S, Grude K.V, Haug T, Goal directed project management: effective techniques and strategies Kogan Page 3rd edition (2004) Gardiner P.D, Project Management: A strategic planning approach Palgrave Macmillian (2005) Kerzner H. Project Management, a systems approach to planning scheduling and controlling (John Wiley and sons Inc) (2006) page 66 Leech D.J, Turner B.,Project Management for profit, Ellis Horwood publishing (1990) Lockyer K.and Gordon J, Project management and project Network Techniques (6th Edition Pitman Publishing), (1996) Page 3 Lock D, Project Management Gower publishing limited, Pg 6, 12-14 Maylor H, Project Management (Pitman Publishing ) (1996) Page 25 Nickson D Siddons S, Project management disasters: And how to survive them, Kogan Page Limited, (2006) Page 25-74 Westland J., Project Management lifecycle: A complete step by step methodology For initiating, planning, executing and closing the project successfully, Kogan Page (2006) Articles Cicmil S.K , Critical Factors of effective project management the TQM magazine Volume 9 Number 6 1997,390-396 INTERNET SOURCES Architecture week, http://www.architectureweek.com/2005/1019/news_1-3.html ( Last visited on 20th July 2009)   BBC, http://news.bbc.co.uk/1/hi/uk/4343690.stm ( Last visited on 25th July 2009) Project Management, http://www.pmhut.com/project-phases (Last visited on 20th July 2009) The Scottish Parliament, ,http://www.scottish.parliament.uk/corporate/spcb/publications/docs/Holyrood_closeout_report.pdf http://www.scottish.parliament.uk/business/committees/audit/or-04/au04-1402.htm (Last visited on 20th July 2009)

A simple exchange of niceties

A simple exchange of niceties An insecure, pregnant, presumably young woman, who finds a certain security in a bench – that is what the short story, A simple exchange of niceties, written by the author Joanne Feeder, is about. The narrator makes everything depend on how the bench defines her and what it brings to her life. When it is occupied, she walks past it and accepts it. When it is not, she feels as if it is hers entirely and gets annoyed when other people come and sit next to her.So the day that someone does sit next to her, and not only that, but also talks to her about their problems, she again lets the bench decide err fate and destiny. The Story is written in first person narrator's point Of view. The narrator is a presumably young girl, who got pregnant. She did not plan her pregnancy. She is a very insecure girl, who throughout the story uses a lot of negative language towards herself. In general her language is very young, informal and very much spoken language.S he uses terms like â€Å"to be scraped out of me† (page 1 line 5) â€Å"it was a bucking cigarette that got me into this mess at the first place† (page 2 line 51) when talking about her future abortion and how smoking is bad for a pregnant woman. The story is filled with her thoughts and inputs such as â€Å"Did it look like didn't mind† (page 2 line 72). This makes the readers get a more personal connection with the narrator, since not only her situation, but also her thoughts about it are explained. That the narrator is insecure is showed during the story.How the guy she got pregnant with and her best friend, Barbie, calls her a trashy where and she just accepts it. She has no opinion of her own. This may have started with her bad relationship with her mother. She feels unloved by her mother, feels as if she were a mistake that should have never been born. She feels she is someone who would never go anywhere in life, someone who could never accomplish anything . Again she is very hard on her insecure self, never even asking the mother if this was the actual case. The narrator does not like other people, is shy and afraid of sharing her bench.The bench is her safe place, something that is always there, almost like a friend she has. The bench might stand for how she is afraid to share intimacy. The intimacy of sharing a bench, sitting next to each other and having a conversation. The intimacy of sharing a relationship. Whenever money sets next to her on what she sees as â€Å"her bench†, she gets upset and feels like her personal space has been invaded. In the text she explains how she does not mind sharing, it is not that, she just wants to have an exchange of niceties and that is it. It's not that I don't like sharing. I'd give anyone the shirt off my back or the food off my plate†¦ I just like to be consulted first† (page 1 line 20). But how can she not be okay with sharing her bench, when she is okay with sharing other stuff? Even with the exchange of niceties, she still gets annoyed and feels invaded of her personal space. But as she meets the other woman in the story, this changes. She is annoyed at the beginning. We hear about all her prejudices, such as how the other woman is drinking from a water bottle and how the narrator finds this pretentious.Again the need to be alone shows, she is trying to avoid the woman's crying and sharing of personal problems. But the woman's problem affects the narrator. They are similar. They both have an obsessive relationship with that particular bench. They both feel it's their own. But beyond that, they are opposites. She is going through the beginning of an unwanted pregnancy while the other woman has en trying to conceive for years. Hearing these problems on the bench seem to affect her, because she gets the idea to â€Å"share† her baby -? or rather give it away to the other woman.She wants to do something nice, and since she does not want it anywa y, why not give it to someone who wants it very much? For the first time, she could do something with a purpose and it was because of what she experienced on her dear bench. â€Å"It was the first time I ever thought about coincidence and fate and all that stuff; you know, where all the pieces just fall together† (page 4 line 35) – she explains how she never thought about fate before, when in reality she had always been letting the bench decide for her, letting the bench be there for here.And this was no different. As she carried the child to term, she never saw the other woman again. But it did not really matter; she had started to grow maternal love for her unborn child. â€Å"I was never tempted, not even once, to spend it on myself' (page 5 line 165) she explains when talking about how her mother sent her money for the child. Her fate was now to keep it, for the child to be hers. The moment on he bench had changed her fate about aborting it. But the fact that she never met the other woman again changed her fate again -? she was now meant to keep it.After she has giving birth, she is at the hospital with her mother. It is the happiest we hear her being throughout the entire text, so being on the bench that day really changed her life. But maybe now she would not need to visit it so often? Her messy life might still be messy, but in the end of the story, she has a lot of different people to also rely on to be friends, to be the one that waits for her when no one else does. She is not so lonely anymore.

Wollstonecraft s Vindication Of The Rights Of Women

There are strong contrasting views on the concept of education and relation when reading Wollstonecraft’s Vindication of the Rights of Women, Rousseau’s Second Discourse, and The Analects of Confucius. While Wollstonecraft and Confucius have similar views on the necessity of education to achieve virtue, Rousseau views education as a source of corruption and vice. In Wollstonecraft’s Vindication of the Right of Women education is a tool used to gain freedom and be proactive in determining one’s fate. Wollstonecraft states that it is a farce to call any being virtuous whose virtues do not result from the exercise of its own reason (12). This means that in the eyes of Wollstonecraft is being proactive in determining your fate, which she considers a virtue. However, the only way to control your fate is to educate themselves about the society they live in(11). Through this education one is able to come to their on conclusions on what is right, and wrong as well as define virtues for themselves. With this freedom an individual has the ability to lay laws upon themselves and follow them, which Wollstonecraft considered a great virtue. This relationship between virtue and education greatly contributes to her belief that women should be able to receive an education like that of a man. For Wollstonecraft education equates to freedom and freedom to determine one s life is virtuous. 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Persuasive Speech About Volunteer - 1448 Words

I. Introduction: A. Attention Getter: imagen being able to be 12% happier by sampling helping others? according to a study in Social Science and Medicine which was supported by Harvard University in 2014, When researchers at the London School examined the relationship between volunteering and measures of happiness in a large group of American adults, they found the more people volunteered, the happier they were 12%, Compared with people who never volunteered 7%. B. Purpose Statement: So, Today I’m going to persuade you to volunteer in our community, which is one of the most connecting and meaningful activity around us. C. Credibility Statement: I have volunteer with refugee kids, in Lutheran Family services, which was amazing to gain†¦show more content†¦But this is a problem Africans are facing. Here in America the problem is about people not volunteering. According to volunteermatch.org for March 25, 2016, the rate of volunteering is going down, it tells us the types of organizations people tend to volunteer with, what the most common tasks they perform are, and how these things differ by various group associations. For example, in the 2015 report, we learn that older volunteers are more likely to volunteer for religious organizations than younger volunteers. Unfortunately, however, it also shows that volunteer rates have been steadily declining* for over a decade. According to United States Department of Labor article for February 25, 2016, reported that 24.9% of the U.S. population over the age of 16 volunteered at least once in the past year. In 2011, this percentage was 26.8%, and in 2005 it was 28.8%. B. Transition: Equally important is to recognize the causes. C. Second point: here’s an endless supply of reasons that could explain why volunteer rates are falling. 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Would a Body Count Change Your Mind?†, since September 11, 2001 more American women were killedRead MorePersuasive Speech Outline Essay examples942 Words   |  4 PagesPersuasive Speech Outline Topic: Organ Donation General Purpose: To persuade Specific Purpose: After listening to my speech my audience will consider donating their organs and tissues after death and to act upon their decision to donate. Central Idea: The need is constantly growing for organ donors and it is very simple to be an organ donor when you no longer need your organs. Introduction: How do you feel when you’re waiting for something you really really want? Or what if it’s not evenRead MoreHow Ive Improved My Speaking Skills and Giving Speeches1522 Words   |  6 PagesSince my first speech, I have improved my speaking skills by creating better introductions in my speech, getting my script done earlier and being more confident during the speech. Ive learned that one of the keys to grab audiences attention and to get a good reaction is an interested introduction. Also, I recognize that if my final draft done earlier before the presentation day, my script would be better with more time to complete my revision. However, for my first speech, I didnt practice and