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Nov 24, 2024

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Introduction The Marble Arch Mound project, which Westminster City Council commissioned and opened on 26 July 2021, is widely regarded as a failure. The purpose of this academic study is to analyze the factors contributing to this failure and to recommend any solutions that can mitigate these factors and ensure that future projects involving these individuals succeed. Analysis There were a variety of factors involved in the failure of the Marble Arch Mound project. It is currently lacking in both identifying risks and managing them comprehensively. There were unexpected expenses and delays caused by a lack of proper planning and budgeting for the project. As a result, future problems could be serious due to this basic weakness in project management. In addition, the scope of the project was not adequately defined and managed. Because no one is always aware of the project's goals and objectives, this can lead to confusion among stakeholders and a lack of clear direction and clarity. As a result of a breakdown in communication, the many parties did not collaborate or agree on anything. If inadequate communication is not maintained, stakeholders may lose their willingness to contribute to the project. Reasons for failure In order for a project to fail, poor planning is a major factor. Overgeneralized projects, poor requirements examination, lack of communication between stakeholders, lack of control changes, are some of the reasons for poor planning. A prominent reason for a project failing is poor planning, falling behind schedule, and missing or overlooking deadlines. As the saying goes: “if you don't plan, you plan to fail.” Projects need to be taken seriously, and failing to plan will result in failure. A project's effectiveness can be difficult to understand when there isn't proper planning (Time Thoughts. Resources for Personal Career & Success. Retrieved May 26, 2018).

Planning is essential to ensure that everyone involved in the project is on the same page, understands the goals, priorities, and deadlines for the project, as well as how the funds will be spent or used. Work requirements, deliverables, breakdown requirements, and project milestones must be reflected in a timeline and agenda. The management should be involved from the beginning of any project in terms of development and approval. The key to preventing poor planning is to make sure everyone involved in the project has a clear understanding, understands the overall budget, and knows when the deadline is. Work requirements schedules, project goals, and deadlines should be included in a timeline. A team can work together effectively if they have clear communication of what to do, when to do it, and what's expected of them. Producers and consumers need to communicate well to work together. It is important to communicate not only between managers and executives but to the rest of the administration as well. Through guidance, managers should set an example of what communications should look like when it comes to interacting with other team members, managers, and everyone in general. In order to facilitate clear communication, teams need appropriate feedback. Projected commitments can be easily managed with scheduling tools. In order to predict possible outcomes, dates should be foreseeable as well as how outcomes can be changed based on the results. The failure of a project can be attributed to miscommunication between members of the team. The most inconvenient stage of a project is often the most likely to lack acknowledgement. There is a great deal of importance placed on communication within the team. In order to be effective, it is essential to follow this rule. The placement of furniture and space in the workspace are subtle ways of communicating. A team that acknowledges and resolves miscommunications will be more likely to meet project deadlines. Early detection of a discrepancy allows for the discrepancy to be stopped and understood, which allows the issue to be rectified before it becomes a bigger issue. There must be a clear strategic plan, which is clearly thought out and planned, in order to avoid miscommunication. A clear strategic plan allows management to follow the process from the start of a project and communicate efficiently when needed. To keep everyone on the same page, it will always be important to communicate the project hopes to all employees.

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Lastly, risk management can pose a risk of causing damages that eventually could occur during a project or give a high likelihood of they will occur. It is important to modify plans during the current planning period, as this identifies any project risks that may arise. All costs would be considered in the plan when altering the cost. In addition to deterrence costs, there will be other costs. It is typically the cost of preventing risks associated with modified plans that is sustained. A performance quality guarantee is also provided to the project by this method. It is not uncommon for internal projects to fail. It is an expense that will be incurred by the project team prior to the completion of the project. The potential damage occurs when the project fails to achieve the new risk management plan that is supposed to be in place. It is possible to suffer damages due to fire or property loss that negatively affect the project, causing it to be interrupted. Proposed Solution It is anticipated that modified risk management plans will take into consideration all potential damages, providing strategies that are intended to develop strategies that will reduce the risks. Making sure that all projects are able to generate revenue with the help of development tactics. Recommendations Westminster City Council should develop a comprehensive Risk Management Plan to ensure future projects succeed. Identifying potential risks, assessing these risks, and developing and implementing mitigation strategies should all be part of this plan. The earlier a problem is identified, the more likely it is to be resolved. To do this, it is important to identify potential problems at an early stage, and then to put strategies in place to resolve them. As well, all stakeholders should be informed of the project's scope in detail. Moreover, all stakeholders should be kept informed about the project's progress through a communication plan. By doing so, everyone will be familiar with the project's objectives and they will have the knowledge needed to contribute efficiently. It is essential that those involved get together on a regular basis to address any issues or concerns that might arise and to reach an agreement that is acceptable to all. This will ensure that conflicts are resolved in a timely and effective manner, preventing any delays in the project's progress.

Conclusion Conclusion: There are several reasons why the Marble Arch Mound project failed, including a lack of comprehensive risk assessment and management, a lack of clarity and direction in the scope of the project, and a lack of communication between stakeholders. If Westminster City Council implements the recommendations that have been provided above, they will be able to ensure that any future projects are handled more effectively, which will result in a higher level of success. It is inevitable that projects will fail regardless of the workplace, the environment, or the organizational structure. In the absence of a cooperative effort to share the knowledge or information focused on personal gain, who trusts the status quo, and who recognizes and remembers the "why" for a project's presence, you cannot succeed in your mission. Reference 1. Brown, K. A., Hyer, N. L., & Ettenson, R. (2013). The question every project team should answer. MIT Sloan Management Review, 55 (1), 49-57. Retrieved from – proquest- com.contentproxy.phoenix.edu/docview/1438818327?accountid=35812 2. by (n.d.). Damning report into the failures of the Marble Arch Mound . [online] www.ianvisits.co.uk. Available at: https://www.ianvisits.co.uk/articles/damming-report-into-the-failures-of- the-marble-arch-mound-48275/ 3. Gal, Y., & Hadas, E. (2015). Why projects fail: Knowledge worker and the reward effect. Journal of the Knowledge Economy, 6 (4), 968-977. doi:

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