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Transcript of Millennium Dome Project
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MILLENNIUM DOME PROJ
Gurpreet Singh (23), Neha Ansal (35), Soham CGroup 1
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AgendaIntroduction: Why Project Management
Project Scheduling
The Organizational Context
Project Selection and Portfolio Management
Leadership and Project Manager
Scope Management
Project Team Building, Conflict and Negotiation
Risk Management
Cost Estimation and Budgeting
Project Scheduling I
Project Scheduling II
Critical Chain Project Scheduling
Project Closeout and Termination
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Introduction
The Millennium Domeis the original name of a large dome-shaped building, orihouse the Millennium Experience, a major exhibition celebrating the beginningmillennium.
The project was largely reported by the press to have been aflop:badly thoexecuted, and leaving the government with the embarrassing question of what toafterwards.
During the 12 months it was open there were approximately 6.5 million visitors
fewer than the approximately 10 million paying visitors that attended the FeBritain, which only ran from May to September.
According to the UK National Audit Office,the total cost of The Dome at the liqNew Millennium Experience Company in 2002 was 789 million, of which 6covered by National Lottery grants and 189 million through sales of ticketof 25 million over costs meant that the full lottery grant was not required. Howevmillion of lottery money was still 204 million in excess of the original estima
million required, due to the shortfall in visitor numbers.
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Millennium Dome - Locatio
Located on the GreenwichPeninsula in South East LoEngland, the exhibition wasthe public from1 January - 31 December 2
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Introduction: Why Project Man
Chapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout and
Termination
CHAPTER LIST
The Parameters of success in a project:
TIME: 1997-2000
COST: 750million
CLIENTACCEPTANCE:
12 millionvisitors
PERFORMANCEWorld-class
dome
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Introduction: Why Project Man
Chapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout and
Termination
CHAPTER LIST
The elements of the project were the following:
Unique: It was at the dome that the national exhibition wpart of the millennium celebrations.
Time scale: The time line was fixed- started in 1997 and
Budget: The project was to be funded by National Lottecommercial sponsors and had an estimated budget of 7
Limited resources: Fixed amount of human resources raw material etc. were allotted.
Cross-functional dimension: Involved human resourcdomains like designing, construction, hospitality, electriciboards etc.
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Project Life CycleChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout and
Termination
CHAPTER LIST
CONCEPTUALIZATION
February 1996 The Millennium Commission decides in prwith a Millennium Exhibition.March 1996 The site at Greenwich is selected from four shoJanuary 1997 The Commission announce their 'in principDome. The Government decided that the project should bpublic sector.February 1997 Millennium Central Ltd (later renamed thExperience Company Ltd) became operational.
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Project Life CycleChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout and
Termination
CHAPTER LIST
DEVELOPMENT
May 1997 The New Millennium Experience Company finalize
plan which sets an overall cash cost of 758 million.June 1997 The new Government confirms its commitment toConstruction of the Dome and associated infrastructure begiJuly 1997 The Millennium Commission awards a lottery gran
EXECUTION
April 1998 The Company issues its first Corporate Plan.November 1998 Budget review by the Company and the Co
March 1999 Competition to select a user for the Dome after Exhibition begins.September 1999 Tickets go on sale to the public on 22 SeptJanuary 2000 The Dome opens to the public on 1 January. Trevises its forecast number of visitors from 12 million to 10 mJanuary. The Company reverses its decision not to sell ticketFebruary 2000 The Commission awards an additional grant the Company on 4 February. The Company's Chief ExecutivePage CBE is replaced by M. P Y Gerbeau.
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Project Life CycleChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
TERMINATION
May 2000 The Company revises its forecast number of p6 million in its application for an additional grant of 38.6 on 19 May.The Chairman of the Company (Mr Robert Ayling) resignJuly 2000 The number of paying visitors reaches the threAugust 2000 The Commission awards an additional gra
to the Company on 4 August. The Company revises its fopaying visitors to 4.5 million.September 2000 The Commission awards an additionalmillion to the Company on 5 September. Mr David Jamesappointed Executive Chairman and Accounting Officer of5 September. Mr Quarmby steps down and becomes Vic
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The Organizational CoChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
MISSION STATEMENT
To create, build, and operate a national Millennium Experie
inspires, entertains, educates and involves visitors and particip
To seek, through the Experience, to influence positively eac
of themselves and the world's view of this nation.
This mission statement was well in line with the objective
company to build in a world class exhibition dome fo
celebrations.
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Chapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
ExecutiveChairman
Board ofDirectors
ExecutiveDirectors
Chief Executive
Finance &CorporateServices
Non ExecutiveDirectors
Site & Structure TransportCommercial
Director
Sponsorships
Licence
Trade Travel
OperationsDirector
Ticketing
Daily Operations
ChallengerDirector
ImplementationDirector
ProductionDirector
Greenwcontent &
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Key StakeholdersChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
INTERNALSTAKEHOLDERS
ChiefExecutive
Officer
Board oDirecto
TheMillenni
Commiss
ProjectManagers
FunctionalManagers
AccountingOfficers
EXTERNALSTAKEHOLDERS
NMEC
TheMillennium
Commission
NationF
DistDep
Government, UK
Department ofCulture, Media
and Sports
Visitors
EnvironmentGroups
NationalAudit
Committee
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Project Selection & Portfolio Man
Chapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
The basis for selection of this project for buildwas:
Past History:The commission wanted the Millennium Exhibitionstature comparable to that of:
The Great Exhibition of 1851The Festival of Britain of 1951
Since, they already had such exhibition domes buthe above; they could now focus on this Dome eahad past data with them which brought them hlearning curve.
Financial aspect Balanced Budget:The millennium commission was approved as it wbalanced budget - costs and income of 758 milliresult in a 12 million paying visitors.
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Leadership and Project MChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
Ms.Jennifer Page was Chief Executiveof the London Millennium Dome projectfrom 1 March 1995until she was firedafter a flawed opening night and poorearly attendance at the start of 2000.
Page was sacked as Chief Executive on5 February 2000. She had come underpressure after anopening night fiascoon 31 Decembebypoor attendancein January 2000 and a revolt by spo
Page added to her criticism of ministers by insisting that decision by the Prime Minister Tony Blair to invite onschoolchildren to the Dome for free had had a signifiits income.
In the end, admitted blame for the Ticket Fiasco.
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Scope ManagementChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context3 Project Selection and Portfolio
Management
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
The scope of the project was to build a Millennium Dome s
millennium exhibition. The following is the :Work Breakdown St
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Responsibility MatrixChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context3 Project Selection and Portfolio
Management
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
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Project Team BuildinChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
The major players included:
The New Millennium Experience CompaThe Millennium Commission
The Department of Culture, Sports and M
The designing and construction was outsourced to differeteams.
A few examples:Civil Engineer - WS AtkinsServices Engineering - Buro Happold Consulting EngineAcoustic Consultant - Sandy Brown Associates
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Conflict and NegotiaChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
Peter Mandelson Minister for Trade and Industrywas made the Dome Secretary.
Conflict of Interest:The dome was being sponsored by a number ofcompanies - such as Rupert Murdoch's BSkyBwhich were affected by rulings from theDepartment of Trade and Industry
My role in relation to the dome is as shareholder, no
sponsorship team."I have never been and never inteninvolved in procuring or negotiating sponsorship deaconflict arises. Peter Mandelson addressing the HCommons.
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Risk ManagementChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
Risk ConsequenceScore
Likelihood Score Imp1 Schedule Risk High 0.8 Medium 0.7 Seri2 Cost Estimate Risk High 0.9 Medium 0.8 Seri3 Market Risk, volume High 0.7 High 0.8 Seri4 Market Risk, price High 0.7 High 0.7 Seri5 Political Risk Medium 0.5 Medium 0.4 Mod6 Technical Risk Medium 0.4 Low 0.2 Min7 Financing Risk High 0.9 Medium 0.4 Seri8 Promotion Risk Medium 0.4 Medium 0.4 Mod9 Technical Risk Medium 0.5 Low 0.2 Mod10 Operating Risk Low 0.3 Low 0.3 Min11 Integrating Risk Low 0.1 Low 0.1 Min12 Environmental Risk Low 0.1 Low 0.2 Min13
Acts of God
High
0.8
Low
0.1
Min
Overall Probability:
Pf= (0.8 + 0.9 + 0.7 + 0.7 + 0.5 + 0.4 + 0.9 +0.+ 0.1 + 0.1 + 0.8)/13 = 0.55
Overall Consequences:
Cf= (0.7 + + 0.8 + 0.8 + 0.7 + 0.4 + 0.2 + 0.4 +0.3 + 0.1 + 0.2 + 0.1)/13 = 0.26
Overall Risk Factor = Pf + Cf (Pf) * (Cf)= 0.55 + 0.26 0.55*0.= 0.67
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Risk Impact MatrixChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
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Chapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST THE RISKS WHAT HAPPENED IN PRACTICE
1 Construction (Schedule Risk)
The Dome might not be
completed on time.
The Dome opened on schedule on 1 J
of the Dome, originally to be complete
continued up to opening day. This mea
opportunity for trial running.
2 Cost Estimate Risk
Costs might exceed the May
1997 budget.
Costs moved over the period May 199
at September 2000, the budget had in
3 Visitor numbers (Market Risk, volume)
Visitor projections might be too
high.
The projected number of paying visito
12 million to 4.5 million.
4 Marketing (Promotion Risk/ Market Risk, price)
Marketing might not
successfully sell the Dome to
the public, particularly if there
was considerable negative
publicity.
The public perception of the Dome wa
But the majority of people visiting the D
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Chapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LISTTHE RISKS WHAT HAPPENED IN PRACTI
6 Sponsorship
Delays in finalizing contracts, and the
unattractiveness of certain zones to
sponsors, might result in a failure to
secure anticipated levels of
sponsorship.
The total amount of sponsorship
kind' and 'budget enhancement'
budget of 175 million
7 Sale Proceeds
Buyers might not be found for the
Dome, and an adequate selling price
might not be achieved.
A preferred bidder for the Dome
2000 with an offer of 105 millio
September. The process of findi
restarted.
8 Political Risk
Political unrest, strike, riots, terrorismetc.
The Secretary for trade and inhad been given the respons
Dome and was charged by the
interest between his two jobs
sponsored by a number of com
Murdoch's BSkyB - which wer
the Department of Trade and In
CCHAPTER LIST
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Cost Estimation and BudChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
Cost Sheet
Sponsorship income, compared with the Compa
Ticket sales income, compared with the Compa
Actual total and paying visitors compared with thsuccessive targets
CHAPTER LIST
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Project SchedulingChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
G ChCHAPTER LIST
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Gantt ChartChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
N k DiCHAPTER LIST
http://gantt%20chart%20and%20network%20diagram.mpp/ -
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Network DiagramChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
Critical Chain Project SchedCHAPTER LIST
http://gantt%20chart%20and%20network%20diagram.mpp/ -
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Critical Chain Project SchedChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
The concept of CCPM could be applied to the Millennium Domwork could be completed before schedule without any delay bsafety and feeder buffers.
WITHOUT CCPMThe total days required to complete the project was 1128 dayCCPM.
WITH CCPMThe total days required to complete the project is 887 days af
CCPM.
Project Closeout and TermCHAPTER LIST
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Project Closeout and TermChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
Body of the write up
Write brief sentences or better just points
Project Closeout and TermCHAPTER LIST
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Project Closeout and TermChapters
1 Introduction: Why ProjectManagement?
2 The Organizational Context
3 Project Selection and PortfolioManagement
4 Leadership and Project Manager
5 Scope Management
6 Project Team Building, Conflictand Negotiation
7 Risk Management
8 Cost Estimation and Budgeting
9 Project Scheduling I
10 Project Scheduling II
11 Critical Chain Project Scheduling
12 Project Closeout andTermination
CHAPTER LIST
Body of the write up
Write brief sentences or better just points
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By Group 1: Gurpreet Singh (23)
Neha Ansal (35) &
Soham Chowdhury (59)
Thank You!