Project introduction and overview

Project Introduction and Overview
Background of the Project
The constant increase in the number of soccer lovers and the recent regulations and
requirements by the world football governing body FIFA on the standards of stadiums that
teams should has prompted the upgrading, the redesigning and reconstruction of stadiums in
almost all parts of the world. Many teams, whose stadiums were below the standards set by
FIFA and were also unable to accommodate a large percentage of their supporters embarked
on redesigning and reconstructing their projects, therefore leading to the proposed
redevelopment of the Sydney Sports Center Stadium. The objectives of th project include to
meet the set standards by FIFA, increasing the capacity of the stadium. The key constraints
the project faces include time constraints, working at a strict budget, and sensitivity of the
Project Charter
Project Justification
The redevelopment of the Sydney Sports Center Stadium Would promote intrastate, interstate
and international tourism, improve the liveability of th city and also improve the ability of the
city of Sydney to attract and retain businesses. The project will also create economic activity
through ticket sales, sponsorship, advertising, television and broadcast right.
The construction of the project would include 75000 seats in multi-tier (Four tiers, which
includes the general admissions sections, members seating and premium seating. Roof covers
all permanent seats and the rectangular playing pitch, media, corporate and the foods and
drinks facilities, five signage zones. Besides, a basement level, which accommodates
pedestrians a vehicular circulation zone.
Pedestrian and cycling facilities, hard and soft-landscaping work, way finding signage, and
extension and augmentation of utilities and infrastructure.
Project Deliverables
The key deliverables include 75000 in Five tiers, a mezzanine level with all permanent seats
and rectangular playing pitch. Other deliverables include five signage zone, thirty-six
parking, facilities for both teams and officials.
The project Stakeholders
The key stakeholders to be consulted during the project phases of the project include the
federal and the State government, the local government, the project neighbors, users of the
stadium, stadium hirers and the major business and tourism stakeholders.
The Milestone

Project Announcement by NSW Government 2019
The release of business case summary and the final announcement on cost estimations
Stage 1 public exhibition 2020.
Stage 1 Planning approval 2020.
Stage 2 Request for SEARs lodged with DPE 2021.

Stage 2 Planning approval 2021.
Commencement of the stadium sub-structure elements 2022.
Commencement of fit-out, roof and façade. 2023.

Nearby stakeholders experience noise during the demolition and construction.
Increased construction traffic.
Serious emergencies such as onsite disasters or hazards and serious damage to private
Increase in bulk and size of the new stadium.
Clubs unhappy with their relocation and interruptions with their training schedule and
Cost escalation risk.
The Project Budget

The total cost for the project is $839 million upon factoring the demolition and
contingency cost.
Scope Management Plan
The Project Scope Statement
Project Deliverables

75000 seats in the five tiers including the general areas of admission.
The mezzanine level with staff and operational areas
Publicly accessible events and the operational areas.
The hard and soft landscaping Tasks.
Large entrance plazas, which makes it easier to enter and exit the venue.
Improved movement routes around the stadium and within the stadium including a
greater number of elevators.
Seating characterized with sightlines that are of high quality and also allows improved
proximity to the football pitch.
The curtain technology which allows the configuration of the venue to various
Modern digital technology, which includes media halo
A roof, which covers 100% of the seats in the stadium.
Improved corporate hospitality in every aspect of professional sport.
Wide concourses which are weather-protected and also equipped with multiple outlets
for food and beverage.
The Acceptance Criteria

The stadium must comply with the new FIFA standards
The Stadium must health standards set by the Health Department of New South
The project must upgrade all the fire rating system to the new project.

The stadium must also be completed according to the structural, the architectural
drawings and the particular specification in terms of quality and the dimension.
Ensure the construction exercise does not create any form of disruption of th traffic if
the city or other critical services that re provided by the other emergency departments
around the construction site.
Ensure that the materials, the equipment, tools, and product and the processes that are
adopted in the project and the processes being used in the construction process meet
all the AS environmental codes and the NSW environmental protection.
Project Exclusions

The redesigning of the football pitch
New hospital south entrance at existing 24-hour emergency department
Project Constraints
The key constraints in the project include the following

Time Constraint: The project has a fixed deadline as it is supposed to be completed by
the end of 2024. Therefore, every project deliverable should be available by this time,
failure to which the contractor shall have not met a key requirement of the project.
Ensuring not to exceed the budget: The budget allocated for the project is $839
million upon factoring the demolition and contingency cost. Therefore, the
reconstruction work, and any other related project activity must not cost beyond the
funds allocated.
Foundation sensitivity: The foundation of the project should meet the set standards
that guide the construction process of a project.
Dynamic analysis of the bowl
The adoption of digital workflow in the design of the roof: The stadium will have a
modern roof, which would only be constructed by successful implementation of the
recommended digital technology.
Designing for interaction between the roof and the superstructure such as beams,
columns the finishes, the stadia ventilators and the windows.
The superstructure permanent movement join philosophy.
Ensuring that the quality of the project meets the set health standards set by the Health
Department of New South Wales.
Eliminating any form of disruption of the traffic in the city or other critical services
that are provided by the other emergency departments around the construction site.
Key Assumptions

The primary assumptions during the stadium redevelopment process include the
The reconstruction activities would be carried out more than the normal working
hours as there are various construction portions that would demand more time than
the allocated 8 a.m. to working during in a day.
All the resources required for the redevelopment process would be readily available
whenever needed.

The funds allocated or the project would be adequate for successful delivery of each
requirement of the project.
Work to reduce during the wet weather to reduce accidents as a result of slip.
All the required documents are updated and adequately distributed to the relevant
No economic recession.
Minimal fluctuation of the Australia dollar.
Each project task to be completed according to the time allocated and with negligible
delays, specifically the delays in the project’s critical path.
The Project Milestone

The table below presents the project milestones that have taken place from the
commencement of the project from 2019 to 2024
Announcement of the project by the Government
Final cost estimations and summary of business case.
Commencement of engagement by the stakeholders and the
Stage 1 DA public exhibition
Release of the design competition to the participating firms.
Response to the submission reports provided
Planning approved from Stage 1
Awarding of contract to the principal contractor
Stage 2 Request for SEARs lodged with DPE 2019.
November 25, 2019
March 30, 2020
April 12, 2020
Stage 2 EIS on public exhibition
Approval of stage 2 planning
Completion of stage one project works (on track for end of month).
Commencement of temporary works, earthworks and wall retention
Commencement of the stadium sub-structure elements 2022.
Commencement of fit-out, roof and façade
Opening of the Stadium
Computed by the Author
January 30, 2021
July 30, 2021
December15, 2021
February 20, 2022
March 20, 2022
May24, 2022
February 10, 2023
Late 2024
June 15,2020
July 15, 2020
October 2020
December 10, 2020
January 7,2021
January 12, 2021
The Work Breakdown Structure
The aim of validating the scope shall be to ensure that the works of the project would
be completed and will meet the desirable outcomes, objectives and the acceptance criteria of
the project. The key stakeholders that would help in scope validation include the project
stakeholders, the project sponsor and customers of the project. The following tools and
techniques shall be employed for the scope validation process.
Inspection: Inspection as a scope validation tool means measuring, examining and
comparing the features of the deliverables to se that they meet the requirements and the
product acceptance criteria that had been developed at the commencement of the project. The
project sponsor would determine whether or not the stadium constructed is a five-tier and also
has 75000. The project manager will also inspect if or not the stadium has five signage zone,
fifty-six parking, facilities for both teams and officials, and whether or not the roof covers
100% of the seats in the stadium.
Decision making: There shall be a criterion on decision making on whether the
project deliverables meet the acceptance criteria or not. The Australia government will make
decision (project sponsor) will make the sole decision on whether the deliverables are as per
the criteria whereas the customers will make decisions in whether the deliverable meet their
expectations and the criteria. At the end of the day one of the two possible decision: either
the project deliverables meet the acceptance criteria, where the customer or the
project sponsor shall send a formal acceptance in the form a written letter to the project
manager. The decision-making technique shall apply after the project has gone from the
monitoring phase to the closing phase.
The final output does not meet all of the acceptance criteria, in which a change
request shall be made, which states the reason for the non-acceptance of the deliverables. The
project shall then go to the Perform Integrated Control process and once the changes shall
have been made another attempt shall be made to help in the validation of the scope process.
The project management team shall monitor the status of the project scope and also
check th existence of any changes in the project. The controlling of project scope and
managing changes that arise during the project life cycle of the stadium shall take place
through defining the objective of the change by evaluating the what the change is, the reason
for the change, when the change will occur and who will implement the change. The next
technique shall be to develop a strategy and a plan to achieve the objective of controlling and
managing the scope changes. The strategy to be employed shall take into considerations key
factors such as political environment, by analyzing the relationship between the change and
the government, the financial requirements, the complexity of the change.
Complexity is adopted to cover the size of the project, technical complexity, schedule
tightness and the geographical factors. There shall be the creation of a project management
group to effect the changes and the installation of a control process to help in monitoring the
progress in change management. The project management team shall require various control
data in managing the change situation. The data include the technical data, cost, funding
requirements and the schedule. The control information shall be provided to the relevant
needs of the users. The project manager shall ensure that the control information are
appropriately oriented, detailed and timely.
Project Schedule Management Plan and Schedule Baseline
The project schedule shall be managed through the following process.
Definition of the required activities: The project management team shall thoroughly analyze
the project tasks and to gain a deeper understanding on what is need for their successful
Sequence activities. The project manager shall categorize the tasks in the most effective order
in terms of their urgency. The step would help in creating an understanding on how the tasks
are related to one another therefore aiding in efficient use of resources.
Estimate activity resources: During the step, the project management team shall determine
the resources that would be required to reach the goals of the project. The project manager
shall require a list of necessary materials including the workers that shall be needed to fulfill
the goals of the project.
Estimate Activity Duration: During this step, the project manager shall decide the length of
time that each task will require. The project manager shall allocate the time for completing
each task considering the resources that are available and the duration allocated for the
completion of the project.
Develop Schedule: During this step, the project manager shall write a project schedule while
considering the resources available for the project. The project manager shall ensure that the
project schedule is correctly written as this would be an invaluable tool for ensuring the
success of the project.
Control schedule: The project manager shall adopt tools and techniques to track and update
the project schedule to minimize time consuming during the execution of the schedule.
Technique for Project schedule Management
The project manager shall use the Gantt Chart to track the progress and make report on the
project. The project manager shall employ the Gantt chart in most of the time to get an idea
about the average time that is required for him to finish the project.
The method for estimating activity duration is the analogous estimating technique. The
technique helps in estimating duration of projects based on the past projects that are similar to
the project that is to be undertaken. The project manager used the analogous technique to
estimate the activity duration of the stadium redevelopment project since the project is similar
to previous processed projects.
Monitoring and Controlling the Project Schedule
The monitoring and controlling of the project schedule shall take place through multiple
techniques such as setting of standards. The project manager shall know if the schedule is not
being met by setting standards. The project manager shall adopt multiple metrices such as the
schedule variance to measure the performance of the project. Besides, the project manager
shall measure performance as a way of controlling and monitoring the project schedule. The
project manager shall measure the performance of the schedule and compare it against the
baseline using a dashboard. Additionally, there shall be the determination of issues in
monitoring and controlling the project schedule. Once a deviation from the baseline is
observed, the project manager shall be obligated to figure out what happened and further
determine the reason behind the change.
The project manager shall conduct the following activities in case of activity slippage. He
shall examine the project environment and proceed by taking corrective action. The project
manager shall use tools and techniques sch as the root cause analysis, the pareto charts and
the weighted decision table to help in the identification of root causes and prioritize
corrective actions. The project manager shall focus on particular areas of the project and
inspecting these areas.
The technique used for estimating the project cost is the expert judgement technique. The
technique is guided by historical information that are considered relevant to the project. The
data used for estimation is sourced from the environment and relevant websites. Therefore,
from the expert judgement technique, the following data were generated to present to
represent the costs of the key cost elements of the project.
It is also important to note that the ccontingencies and management reserves shall be
calculated through the determination of the risk that is involved in the project, determination
of th reserve amount based on the risk calculation and the determination of the percentage of
the risk and the total amount shall be divided throughout the risk. It is also important to note
that the periodic reserve amount shall be transferred to the reserve account. There shall be
withdrawal from the reserve account if contingency does arise. If contingency does not arise,
then at the end of the risk period, the amount shall be transferred from the reserve account to
the project’s normal account
Cost elements
Variable cost
Fixed Cost
Total Cost
Computed by the Author
Cost (millions)
$ 188
The project cost shall be monitored using various techniques such as the earned value
management. The project manager shall use the EVM to monitor project cost in terms of the
project schedule and the cost. For instance, assuming the project is on track in terms of the
project schedule, the project manager shall be able to further understand whether or not the
project is on-budget. If the project is not on budget, the project manager will be able to take
corrective actions.
Additionally, the project manager shall adopt the performance review technique in
monitoring the project cost and the schedule. The project manager shall evaluate the project
performance at the end of each iteration. When using the technique, the project manager shall
also be able to monitor scope of the project, th quality and the team morale. Forecasting shall
also be employed on monitoring and also controlling the project cost. Forecasting shall
enable the project manager to determine whether the project shall be delivered on time and
also as per the budget allocated for the project.
The other technique that shall be adopted is the cost variance technique. CV is the amount of
budget deflect at any point in time, which shall be expressed as the difference between the
earned value and the actual cost. The project management team shall measure cost
performance on the project. The cost variance at the end of the project shall be the difference
between the budget at completion and the actual amount spent

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