List of stakeholders and influence on the project

Jorn Utzon and the state of New South Wales, which included the Australian government and
launched the competition for the project, were the two key players at the start of the building of the
Sydney Opera House.

Davis Hughes was named Minister of Public Works after the Liberal Party won the 1965 elections,
and he quickly rose to prominence as the project's most important stakeholder due to his authority
over the project's finance. Outside enterprises and consultancy organizations like Ove Arup and his
company were also considered stakeholders. The project's construction necessitated the
employment of cutting-edge methods including computer-based three-dimensional site positioning
equipment, and new consulting firms like Unisearch were brought on board to help. Another
stakeholder group included members of the general public who were interested in the project's
outcome. While only a small percentage of Sydney and Australia's population would ever utilize the
Opera House, it would become an important part of the city's and country's history. A government-
sponsored lottery allowed members of the general public to contribute to the Opera's budget as
well.

Project successes and/or failures.

The construction of the Sydney Opera House was plagued by several difficulties. To put it another
way, these issues were seen as failures in the framework of typical project management techniques
for evaluating projects because they failed to fulfill schedule and budget restrictions. PMBOK
specifies nine knowledge categories that must be considered while evaluating a project.
Management of scope, cost, time, risk, integration, procurement, and communication are all
included in this list of skills. The success or failure of the Sydney Opera House Project hinged on
whether or not it met these nine criteria (concrete-construction-staff, 1967). Overall, the Sydney
Opera House Project was plagued by hazards, failed ideas, and an inability to keep costs and
schedules in line. The initiative was a colossal failure when seen through the prism of the PMBOK.

Even though the Sydney Opera House Project was a success even though it did not adhere to project
management standards, it was nevertheless successful. In other words, even though the Sydney
Opera House Project was a complete failure from the standpoint of the project managers, and the
South Wales government, the project was a huge success. It met or exceeded expectations in terms
of quality and outcomes. According to Garcia & Ochoa (2012, Garcia & Ochoa), Utzon was given the
Pritzker Prize for Architecture in honor of his work on a successful project.

Challenges faced and how they were addressed

Compared to what would become the Sydney Opera House, the sails were much flatter, as you can
see in the photo. After at least six revisions, the final form of the sails was determined in 1963. It was
initially planned to use concrete sprayed onto a steel framework for the sails, but this was scrapped
in favor of using individual blocks that could be assembled into the desired shapes and sizes.
Mathematically, the sails had no definite form. To compute the forces involved, a predetermined set
of mathematical forms was required. One of the earliest engineering projects to employ computers
for feasibility analysis was the design and testing of various sail forms. The manufacturing of the sails
became unacceptably expensive and time-consuming due to the unique curve of each sail. This
challenge was solved by cutting a single sphere's surface to produce the sail geometry. The sails
were constructed from dozens of identical concrete blocks that were then assembled into a single
unit. It was easy to produce because of its homogeneous shape. The blocks were created on the
grounds of the Opera House. Before the tiles were applied, this image shows a piece of one sail's
mast

The next challenge was to guarantee that the blocks could stay there. The sails inside include
concrete ribs; however, these aren't enough to keep the sail structures strong enough. Post tension
wires were used to solve this issue (The Sidney Oprah House Construction, 2022). Vertical metal
wires go through each block and are secured to a keying ridge piece at the very top of the
construction. After all the blocks were in position, the wires running through the set were tensioned.
The blocks were pierced with a similar cable arrangement. There was a total of 21,000 stressful
events. There were 2,000 stressful procedures required to build a major bridge in those days. More
than 22,000 metric tonnes are believed to be the sails' weight. Stage 1 involved the installation of
concrete support columns for the sails. The architectural adjustments necessitated the addition of
additional columns. Some of the concrete from stage 1 had to be dismantled for this. In the end,
explosives were utilized because jackhammering the foundations was too time-consuming. The
blasts were loud, but it was decided that the press should not learn about the employment of
explosives to reverse work from stage 1. As a result, the explosions took place around 8:30 a.m.,
during peak Sydney rush hour, when traffic was particularly loud.

The windows are enormous, and some of them are practically horizontal in their placement. Extra-
thick laminated glass was used to ensure that they would not shatter in the event of a tile or other
item falling on them.

The architect resigns before the completion of stage III due to a management issue with the
customer. As premier of New South Wales in 1965, Askin tried to pressure Utzon to lower expenses
by withholding payments. When Utzon resigned in 1966, he went back to Denmark. He never even
came back to view the finished work. A group of Australian architects was now in charge of the
building of the Sydney Opera House. As a result, the overall structure was unaffected by this new
design because the exterior had already been built by then. After a 14-year building period and a
budget over $A100 million, the project was ultimately finished in 1973, about 15 times the original
price estimate.

References

/author/concrete-construction-staff. (1967, September 1). Sydney opera house. Concrete

Construction. https://www.concreteconstruction.net/how-to/construction/sydney-opera-house_o

The Sidney Opera House construction: A case of project management failure. (n.d.). Eoi.es. Retrieved
April 4, 2022, from https://www.eoi.es/blogs/cristinagarcia-ochoa/2012/01/14/the-sidney-opera-
house-construction-a-case-of-project-management-failure/