millennium dome project

8/3/2019 Millennium Dome Project

1/30

MILLENNIUM DOME PROJ

Gurpreet Singh (23), Neha Ansal (35), Soham CGroup 1


2/30

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


3/30

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.


4/30

Millennium Dome - Locatio

Located on the GreenwichPeninsula in South East LoEngland, the exhibition wasthe public from1 January - 31 December 2


5/30

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


6/30

Introduction: Why Project Man

Chapters





5 Scope Management


7 Risk Management






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.


7/30

Project Life CycleChapters





5 Scope Management


7 Risk Management






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.


8/30






5 Scope Management


7 Risk Management






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.


9/30






5 Scope Management


7 Risk Management





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


10/30

The Organizational CoChapters





5 Scope Management


7 Risk Management






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.


11/30

Chapters





5 Scope Management


7 Risk Management






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 &


12/30

Key StakeholdersChapters





5 Scope Management


7 Risk Management






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


13/30

Project Selection & Portfolio Man

Chapters





5 Scope Management


7 Risk Management






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.


14/30

Leadership and Project MChapters





5 Scope Management


7 Risk Management






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.


15/30

Scope ManagementChapters


2 The Organizational Context3 Project Selection and Portfolio

Management


5 Scope Management


7 Risk Management






CHAPTER LIST

The scope of the project was to build a Millennium Dome s

millennium exhibition. The following is the :Work Breakdown St


16/30

Responsibility MatrixChapters


2 The Organizational Context3 Project Selection and Portfolio

Management


5 Scope Management


7 Risk Management






CHAPTER LIST


17/30

Project Team BuildinChapters





5 Scope Management


7 Risk Management






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


18/30

Conflict and NegotiaChapters





5 Scope Management


7 Risk Management






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.


19/30

Risk ManagementChapters





5 Scope Management


7 Risk Management






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


20/30

Risk Impact MatrixChapters





5 Scope Management


7 Risk Management






CHAPTER LIST


21/30

Chapters





5 Scope Management


7 Risk Management






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


22/30

Chapters





5 Scope Management


7 Risk Management






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


23/30

Cost Estimation and BudChapters





5 Scope Management


7 Risk Management






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


24/30

Project SchedulingChapters





5 Scope Management


7 Risk Management






CHAPTER LIST

G ChCHAPTER LIST


25/30

Gantt ChartChapters





5 Scope Management


7 Risk Management






CHAPTER LIST

N k DiCHAPTER LIST
http://gantt%20chart%20and%20network%20diagram.mpp/


26/30

Network DiagramChapters





5 Scope Management


7 Risk Management






CHAPTER LIST

Critical Chain Project SchedCHAPTER LIST
http://gantt%20chart%20and%20network%20diagram.mpp/


27/30

Critical Chain Project SchedChapters





5 Scope Management


7 Risk Management






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


28/30

Project Closeout and TermChapters





5 Scope Management


7 Risk Management






CHAPTER LIST

Body of the write up

Write brief sentences or better just points

Project Closeout and TermCHAPTER LIST


29/30

Project Closeout and TermChapters





5 Scope Management


7 Risk Management






CHAPTER LIST

Body of the write up

Write brief sentences or better just points


30/30

By Group 1: Gurpreet Singh (23)

Neha Ansal (35) &

Soham Chowdhury (59)

Thank You!

millennium dome project

Documents