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Module Code & Title: BUS9041M Project Planning and Management Wembley Stadium England and Narendra Modi Stadium India

Contents Introduction ...................................................................................................................................... 2 Scope and Limitation of the Study .................................................................................................. 2 Projects under consideration ............................................................................................................ 3 Project Knowledge Areas ................................................................................................................ 3 Application of Project Scope Management ..................................................................................... 4 Application of Project Time Management ...................................................................................... 4 Application of Project Cost Management ........................................................................................ 5 Application of Project Quality Management ................................................................................... 5 Application of Project Stakeholder Management ............................................................................ 6 Application of Project Risk Management ........................................................................................ 6 Project Methodology and System Structure .................................................................................... 6 Analysis of the Project Methodology .............................................................................................. 7 Analysis of the System Structure ..................................................................................................... 7 Discussion and Recommendation .................................................................................................... 8 Conclusion ....................................................................................................................................... 9 References ........................................................................................................................................ 9

Index of Figures Figure 1: Scope management ........................................................................................................... 6 Figure 2: Time management ............................................................................................................ 7 Figure 3: Cost management ............................................................................................................. 8 Figure 4: Quality management ........................................................................................................ 8 Figure 5: Stakeholder management ................................................................................................. 9 Figure 6: Risk management ........................................................................................................... 10

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Introduction The Football Association (FA) owns the 90,000-seat Wembley Stadium, which is situated in Wembley Park, London, and opened on March 9, 2007. It is the second largest venue in Europe and serves as England's primary national stadium. Fosters & Partners' iconic stadium substantially resembles the original Wembley Stadium, widely known as The Twin Towers. In terms of construction, Wembley Stadium boasts the most restrooms ever realised in the world at 2618. It has a 0.6-mile diameter and, astonishingly, the summit housed nearly 3,500 employees during the course of its building. The project management team did not completely adhere to the then-established protocols, which, if strictly followed, would have resulted in the completion of the project on time, notably in 2004. As a consequence of the dispute that started in October 2002, when the building process began, most of the stated aims could not be realised. For example, the only goal was to construct a cutting-edge National Stadium. Scope and Limitation of the Study The research will compare the Wembley Stadium in England to the Narendra Modi Stadium in India in great detail. The examination will primarily focus on the architectural designs of both stadiums, taking into account their styles, features, and included innovations. Furthermore, the study will look at the stadiums' capacity, the materials utilised in their construction, and the current technology they've implemented. The historical backdrop will be examined, emphasising the origins, evolution, and historical relevance of both infrastructures. The research will analyse the time, budget, obstacles encountered during construction, and the teams participating in the building process from the standpoint of project planning ( Htoo et al., 2023 ). Furthermore, the research seeks to comprehend the socioeconomic influence of both stadiums on their respective communities, as well as any ecologically friendly efforts that may be in place. However, there will be certain limitations to the investigation. Primary data, such as personal descriptions from architects or engineers engaged in the projects, may be few or unavailable. The research will mostly depend on published sources, which may not cover the whole planning and implementation stages. While the scope covers socioeconomic consequences, owing to financial and time restrictions, a full socioeconomic study may not be possible. Finally, although the study intends to compare two stadiums, each stadium's own cultural, geographic, and political environment may bring characteristics that cannot be completely standardised for a direct comparison. Projects under consideration The study focuses on two well-known sporting facilities. The first is the Wembley Stadium in England. This historic London stadium has a rich history, first making its impact in 1923 and undergoing a huge refurbishment to reopen in 2007. It has now evolved into a significant centre for big sporting events and entertainment gatherings. The Narendra Modi Stadium in India is the second structure under review. It is the biggest cricket stadium in the world by seating capacity, and it is located in Ahmedabad, Gujarat. It's a contemporary tribute to architectural brilliance and

the expanding importance of sports in the area, having undergone considerable improvements and restorations. Both initiatives provide distinct viewpoints and insights on stadium building, management, and the socio-cultural significance of such massive athletic stadiums. Project Knowledge Areas It is absolutely necessary to have a comprehensive understanding of the many different project knowledge areas in order to successfully orchestrate huge projects such as the construction and renovation of Wembley Stadium and the Narendra Modi Stadium. Integration Management was critically important to the success of both initiatives. It was important to make sure that all components, from the architectural designs to the sourcing of the materials, were synced and harmonized with one another. It was of the utmost importance to properly define and manage the scope of these stadiums, given the enormous size and complexity of the venues. Any accidental broadening or alteration of the project's scope has the potential to result in severe schedule and financial overruns. Another essential component was effective time management. Given that these stadiums are used for international events, any delay in the schedules for the project might have resulted in financial fines or put at risk the hosting rights for these events. In order to successfully finish these massive projects on time, it was important to create a rigid schedule, stick to it religiously, and periodically make adjustments to it. When it came to managing the costs of such initiatives, it wasn't enough to simply stick to a budget. It required making certain that funds were distributed prudently, that expenditures were regularly checked, and that any possible financial issues were proactively addressed. The Quality Management system was put in place to ensure that these stadiums will have a long lifespan, in addition to their structural integrity and safety. The initiatives attempted to build stadiums that not only met but often exceeded global standards by establishing stringent quality benchmarks and ensuring that adherence to those requirements was ensured. Lastly, because of the massive workforce and the vast number of resources that were necessary, Resource Management entailed making certain that the appropriate resources, whether they were technological, material, or human, were available at the appropriate time and were utilized to the fullest extent possible. The successful administration of these assets was crucial to the realization of these architectural marvels. Application of Project Scope Management Since no tasks were completed as planned, the team chosen to carry them out likewise failed to meet the project's requirements. The scope must be understood in order to assess the level of failure. Initiation, planning, verification, definition, and modification and control are all parts of scope management (Aubry & Lavoie-Tremblay, 2018). For example, once it was decided to build a new field at Wembley Stadium after dismantling the old one, this was considered the "scope initiation" phase of the project. The project management group's area of work included building a sports stadium that could seat 90,000. Planning for scope ensures that all efforts are focused on filling the allotted space. Thus, scope planning makes it easier to commit man-hours and cash to the project. Contractors headquartered in the United Kingdom raised concerns that the project's scope was not clearly defined and that the conditions of the contract were too

restrictive. As a result, there was limited flexibility for scope revision, which increased the chance of the project's failure right from the start. There were shifts in focus, that much is true. In addition, building the arch, which was essential to the original plan, led to considerable setbacks. As a result, we were unable to finish the project on time. Figure 1: Scope management A crucial part of managing the scope of a project is ensuring that any alterations are feasible in terms of both time and money, and this circumstance weakened that requirement. Ahmedabad, Gujarat, India is home to the Narendra Modi Stadium, an international cricket venue. With enough for 134,000 spectators, it's not only the largest cricket stadium in the world, but also the second largest stadium overall. The stadium hosts both domestic and international cricket matches and is owned by the Gujarat Cricket Association ( Htoo et al., 2023 ). Application of Project Time Management The estimated and planned completion date of a project is a crucial factor since, in addition to the rising cost due to delays, it reflects the community's trust in the project. Due to funding issues and arguments among the project's stakeholders, construction on Wembley did not begin until September of 2002, well over the target completion date of 2003. Wembley Stadium was chosen to host the FA Cup final and its second opening was announced in 2006. The stadium was delayed again, and this time it was due to issues with the construction company that had signed the contract (Multiplex), which will be explored in greater detail below. After an initial projected launch date of 2003, the project was finally finished in 2007. Many events had to be canceled, and expenses ballooned, due to the executives' faulty time calculations. If it weren't for the

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setbacks, the FA would be a significant source of revenue. Demolition work began at the end of 2015, and on January 1, 2016, the GCA advertised a call for tender in The Times of India and The Indian Express. Nine interested parties purchased the tender materials, and only three—the Shapoorji Pallonji Group, the Nagarjuna Construction Company, and Larsen & Toubro— submitted complete Technical and Financial bids by the deadline. Figure 2: Time management To assess bids, a Tender Commercial Committee (TCC) comprised of nine professionals was established. Along with the TCC, the proposal and technical specifics of each offer will be evaluated by STUP Consultants, a Mumbai-based Civil Engineering consultancy firm. All three bidders shared their thoughts, models, and the technical information that went into creating them. The scope and complexity of the undertaking necessitated a multifaceted evaluation of each bidder's efficiency, resources, timeliness, and simplicity of implementation, among other factors. All of the bidders were evaluated and scored based on all of the criteria ( Htoo et al., 2023 ). Application of Project Cost Management The construction of a sports field that would enclose a total volume of 4,000,000 m3 within its walls and roof was an integral part of the Wembley Stadium project. For the construction of this enormous building, 3,000 tons of steel and 90,000 cubic meters of concrete were necessary. When measured from the angle of the pitch, the top of the roof structure rises to a height of 52 meters, and it encloses an area of 11 acres. Wembley Stadium is the second-largest sports stadium in the world after the Nou Camp Stadium, which is located in Barcelona and has a seated capacity of 98, 000 people. In other words, Wembley Stadium is the second-largest sports

venue in the world. The stadium was dismantled in October 2015 to make way for reconstruction, which some outlets mischaracterized as a refurbishment. A total of 700 crores (7 billion; US$88 million) was projected to be needed for the rebuilding effort. However, a final tally of 800 crore ($100 million) was reportedly incurred. The renovation, which had been expected to wrap up in 2019, was completed in February of 2020. Figure 3: Cost management Application of Project Quality Management Lack of management and coordination of quality standards and criteria is a major issue for the stadium construction project. The contractor for PC Harrington was fined £ 150,000 for health and safety violations. However, that didn't stop project managers from looking for methods to cut costs and speed things up. The Multiplex team faced time constraints as they worked to finish the stadium. They ran into problems and decided not to pay the subcontractors they had hired to finish the sewage infrastructure beneath the stadium. The pipes began to shift because of construction and faulty concrete. Eventually, the sewer buckled, resulting in expensive repairs that set the project back by months. Figure 4: Quality management

The Sardar Patel Stadium, like most stadiums, was built using a lot of identical structural elements, although it was built more quickly and with higher quality thanks to the use of precast concrete segments. The planning and design teams discretized the precast parts, placing a premium on minimizing the overall number of parts and the connections connecting them. This led to massive, heavy parts with intricate, imbalanced geometries. Application of Project Stakeholder Management The goal of change management in projects is to reduce the likelihood of a project's failure as a result of stakeholder opposition of any kind (Andersen, 2008). Managers are able to embrace change during the course of a project's execution. According to Henry (2011), project managers not only play the role of identifying when a crisis is imminent, but they also play the role of establishing the vision and goals of project transformation in order to reduce the likelihood of failure. While the arch at Wembley Stadium was eventually built, the idea ultimately failed due to the lengthy delay caused by its construction. Figure 5: Stakeholder management Cleveland, the project's structural contractor, gave fair warning to Multiplex, the project's general contractor, that the project's budget would need to be increased. By employing cutting-edge building techniques and digital tools during the project's execution, L&T was able to finish the job in just 38 months. The environmental impact of construction activities was tracked by L&T's constant monitoring of ambient air quality. How? By limiting the spread of air pollution. It made a considerable contribution to environmental sustainability, as recommended by the Indian Green Building Council (IGBC) ( Almashhadani & Almashhadani, 2023).

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Application of Project Risk Management Due to the inherent unpredictability of project work, risk management is an integral part of project management. Throughout the project, risk analysis and risk management (described in the APMBOK Guide) should be used to maintain control. Quality in a project setting is another factor that should not be overlooked. Figure 6: Risk management Construction quality control guarantees that the requisite standard of quality is maintained by using a system based on the APMBOK Guide. The quality criteria for the stadium were developed by the project manager and agreed by the project committee. The involvement and cooperation of the L&T team and the stakeholders was crucial. Due to the high stakes involved, the L&T team had to keep a tight eye on the project and keep in constant contact with the people who mattered. Union Home Minister Amit Shah and Parimal Nathwani, Member of Parliament and vice-president of the Gujarat Cricket Association (GCA), the project's sponsor, provided the team with guidance and encouragement. Throughout the duration of the project, GCA representatives met weekly and monthly for reviews ( Stanitsas & Kirytopoulos, 2023 ).

Project Methodology and System Structure The Association for Project Management (APM) refers to its key resource book, the APM Body of Knowledge (APMBOK), interchangeably ( Ghorbani, 2023 ). According to Jamali and Oveisi (2016), PRINCE2 is an open-source project management technique that offers nonproprietary best practice suggestions. Risks in projects of all kinds can be mitigated with the help of PRINCE2, a process-based, structured approach that emphasizes the importance of knowing and adequately addressing eight key areas. The PRINCE2 methodology has been lauded for its pragmatic approach to project management. Ebiloma and Rimtip (2019) note that each of the APMBOK Guide's components either concentrates on a specific issue or offers a new viewpoint on an existing one. PRINCE2 suggests a more efficient technique for merging the Knowledge Areas than does The APMBOK Guide's flexible, general approach (Karaman & Kurt, 2015). Due to PRINCE2's emphasis on key aspects, the APMBOK Guide is required reading for any project manager. The development of Wembley Stadium could profit greatly from a combination of the two methods. Better coordination between the design and construction teams was achieved through the use of Building Information Modeling (BIM) software. It allowed for the sequential erection of the varying sized and shaped precast pieces. It was useful for foreseeing potential problems and planning ahead to avoid them. Oracle's Primavera's Critical Path Methodology (CPM) tool was utilized to successfully maximize efficiency, keep tabs on progress, and coordinate efforts. L&T's proprietary safety app was utilized to keep tabs on material tracking, operational risk assessments, and daily work permits. Analysis of the Project Methodology PRINCE2 and the APM BOK Guide could be used to solve the problems that have arisen during the building of Wembley Stadium. There are eight parts to PRINCE2. Included in this list are the business case, plans, organization, risk management, controls, project environment quality, change control, and configuration management. The APMBOK Guide's Plan chapter covers PRINCE2's Time and Cost Management techniques, but only to the extent that producing time and cost information is necessary at the applicable plan level. Therefore, the development of Wembley Stadium will profit from combining the two approaches and making use of the following materials. The project was completed more quickly and with less paperwork, both of which contributed to the organization's sustainability goals. About 21 million person-hours went into making the software. L&T's ProCube is yet another tool for monitoring daily work progress and coordinating with clients. In addition, the quality app was utilized to keep tabs on client needs and conduct quality audits ( Mollett, 2023 ). Analysis of the System Structure The upper bowl of the stadium was constructed out of precast components that were 36 meters in length and weighed 285 metric tons each. That contains elaborate columns with a variety of distinct geometrical shapes. The group was able to significantly cut down on the number of joints that needed to be assembled by erecting huge columns, which resulted in a reduction of the

erection cycle time by forty percent. A lightweight cable-supported tensile membrane roof was added by L&T, and it was supported by steel columns in the shape of a V. It is beneficial in terms of withstanding violent winds and earthquakes. In order to achieve the best possible results from the roof design, a wind tunnel test was carried out. All of the compound's walls and drains were pre-cast, and then they were assembled on location. By employing this method, we were able to circumvent the use of conventional formworks for smaller drains and meet the challenge of tighter time limitations. In order to reduce the amount of water that was wasted, L&T fitted the urinals, toilets, and bathrooms with water-saving faucets and taps. With its four team dressing rooms and other facilities, this cricket stadium is the only one of its kind in the globe. As a result, two games can be played on the same day by different teams. A big podium ensures that all 110,000 spectators have a clear view in every direction. Within 30 minutes of the rain stopping, the drainage system will have removed all of the water. It shortens the time needed to get a game back on the field after it rains. The stadium was designed to hold 110,000 spectators, but now has a capacity of up to 132,000. A permanent workforce of 100–150 locals has been established to run and maintain the stadium and to prepare the site. The main field features 11 center pitches, more than any other stadium in the world. Discussion and Recommendation The Wembley project is densely packed with lessons for project managers, not only of the Wembley project, but of any other. For example, management may discover that a little or major error might result in catastrophic losses or costs. The management's poor planning of the Wembley project may seem to be a small issue, but it is the cause of the project's overall failure. It is obvious that the management of any project determines whether the result is a success or a failure, and because it aspires to succeed, a high level of vigilance should be maintained, not only in the management of time, money, and resources, but also in the selection of labour force. Skills and experience must be used to determine who is and is not qualified for the job. Furthermore, management should realise that the choice of contractor is critical in every project and that not all contractors are suitable for particular projects, such as the Wembley stadium. It is also the responsibility of management to realise that carefulness is an important component to consider when deciding what materials to utilise in their projects. Despite the fact that this was a poor experience, the lessons learned from this project were very useful to management, since similar blunders were not reported, explaining its present high reputation. There are two levels to the Narendra Modi Stadium. The arena covers 63 acres, has three entrances, and is connected to a subway line at one of them. It features an Olympic-sized swimming pool, a clubhouse with 55 rooms, four locker rooms, and 76 corporate boxes with seating for 25 people. The LED lighting system on the top, rather than the more conventional floodlight towers, is a distinctive element of the stadium. They are a common sight at cricket grounds all across the globe. The PTFE membrane canopy, which is fireproof and antimicrobial, spans 30 of the total 55-meter width of the seating area and is outfitted with LED lighting.

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Conclusion The biggest and most beautiful stadium in the world, Wembley, encountered several problems before it was built. It is rather incredible that, despite its high reputation, it is the most chosen venue, particularly for FA Cup finals. The project was delayed significantly, not just in terms of its planned start date, but also in terms of its completion date. In reality, documents show that it was supposed to begin two years sooner. Furthermore, the project's costs increased as a consequence of the delay. However, these expenditures were solely from poor project management, which failed to manage time, money, labour, and project resources. As a lesson to management, a tiny or major error may cause a significant disaster, as shown by the Wembley project. As a result, extreme attentiveness is required in each endeavour.

References Almashhadani, M., & Almashhadani, H. A. (2023). English Translations in Project Management: Enhancing Cross-Cultural Communication and Project Success. International Journal of Business and Management Invention , 12 (6), 291-297. Ghorbani, A. (2023). A review of successful construction project managers’ competencies and leadership profile. Journal of Rehabilitation in Civil Engineering , 11 (1), 76-95. Htoo, T. T., Dodanwala, T. C., & Santoso, D. S. (2023). Project management maturity and performance of building construction projects in Myanmar. Practice Periodical on Structural Design and Construction , 28 (1), 04022070. Silva, C. S., Pereira, C., & Magano, J. (2023). The value of project management to competitiveness: Key factors from a holistic and practical perspective. International Journal of Managing Projects in Business , 16 (1), 67-91. Stanitsas, M., & Kirytopoulos, K. (2023). Investigating the significance of sustainability indicators for promoting sustainable construction project management. International Journal of Construction Management , 23 (3), 434-448. Mollett, J. A. (2023). Planning for agricultural development (Vol. 18). Taylor & Francis.

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