Fluent Essays

To begin to prepare for completing this assessment, read Lessons Learned From Managing the Design of the ‘Water Cube’ National Swimming Centre for the Beijing 2008 Olympic Games (Zou, P. X. W., & Leslie-Carter, R. (2010) and review the Stakeholder Engagement Plan Template. Directions to guide you in completing the Stakeholder Engagement Plan are included in the template.Access the following to complete this Assessment:Stakeholder Management Plan TemplateLessons Learned from Managing the Design of the Water Cube National Swimming Centre for the Beijing 2008 Olympic Games pm011_stakeholder_engagement_plan_template_2018.docx watercube.zou.leslie.carter.arch.e.d.mgt__3_.pdf Unformatted Attachment Preview Stakeholder Engagement Plan (Project Name) Student Name Walden University Date ©2018 Walden University 1 Table of Contents Stakeholder Management Strategy ................................................................................................ 3 Stakeholder Management Plan ....................................................................................................... 3 Stakeholder Register ....................................................................................................................... 3 Stakeholder Analysis ....................................................................................................................... 3 Stakeholder Engagement Strategies ............................................................................................... 4 Stakeholder Conflict and Ethical Behavior ...................................................................................... 4 Stakeholders and Change Management ......................................................................................... 4 ©2018 Walden University 2 Stakeholder Management Strategy The strategy for managing project stakeholders defines the approach that will be used to engage and manage stakeholders for a project. The approach that is taken should match the needs of the organization and the characteristics of the project. Describe the strategy that will be used to manage stakeholders for the Water Cube project. • Describe the purpose of a stakeholder management strategy. (3–4 paragraphs) • Describe the methods that will be used to identify project stakeholders. (3–4 paragraphs) • Describe the methods that will be used to determine stakeholder communications requirements. (3–4 paragraphs) Stakeholder Management Plan The stakeholder management plan defines the specific ways that stakeholders will be engaged and managed for a project. It typically starts with a list of internal and external project stakeholders along with a description of their respective roles, expectations, and communication requirements. Refer to Figure 2, “The Water Cube Project Design and Management Team,” in the Water Cube article. Note: Copy your responses and the stakeholder register from PM010 if you have already completed that assessment. Develop a stakeholder management plan for the Water Cube project. • Describe the people, groups, or organizations that compose the project stakeholder community. (1 page) • Describe the project roles, expectations, and communications requirements of each stakeholder. (1 page) • Prepare a stakeholder register. Stakeholder Register Stakeholder Name Type (Internal/External) Organizational Position Role in Project Expectations Communications Requirements Stakeholder Analysis Stakeholder analysis is a technique for determining the level of interest and power each stakeholder has in the project. Project success is directly related to meeting stakeholder needs. Understanding which stakeholders have the greatest interest and power in the project facilitates engaging stakeholders at appropriate levels and managing project communications. • • • Describe the level of power and interest each stakeholder has in the project. (3–4 paragraphs) Describe each stakeholder’s potential impact on the project, based on power and interest. (3–4 paragraphs) Prepare a stakeholder power/interest grid for the project. ©2018 Walden University 3 Stakeholder Engagement Strategies A stakeholder engagement strategy is a planned approach to ensure that stakeholders are fully involved in project activities appropriate to the level of their interest and influence. Managing stakeholder engagement involves processes designed to meet stakeholder expectations through effective communications and timely issue and conflict resolution. Apply strategies for effectively managing stakeholder engagement for the Water Cube project. • Explain how stakeholders will be engaged in the project on an ongoing basis. (3–4 paragraphs) • Describe strategies for managing stakeholder expectations. (3–4 paragraphs) • Explain the ways in which managing stakeholder engagement is related to project success. (2–3 paragraphs) Stakeholder Conflict and Ethical Behavior One of the most challenging aspects of engaging and managing project stakeholders is addressing conflict. It is not uncommon for there to be competing objectives among individual or groups of stakeholders. A worst-case scenario is when project stakeholder expectations conflict with the mission, goals, objectives, policies, or procedures of the greater organization. • • • • • • Provide an example of competing objectives among project stakeholders. (1 paragraph) Which project management skill do you think would be most effective to resolve the issue? Why? (2–3 paragraphs) Which interpersonal skill do you think would be most effective to resolve the issue? Why? (2–3 paragraphs) Provide an example in which the expectations of project stakeholders conflict with the greater organization. (1 paragraph) Which project management skill do you think would be most effective to resolve the issue? Why? (2–3 paragraphs) Which interpersonal skill do you think would be most effective to resolve the issue? Why? (2–3 paragraphs) Stakeholders and Change Management Project changes, particularly significant unplanned changes, may result in conflict among the project stakeholders. The potential for this situation can be mitigated by having a well-defined change management plan in place and communicating the plan for handling project change to stakeholders before changes occur. Evaluate the impact of project change on stakeholder relationships and engagement. • Explain how project changes will be managed for the project. (3–4 paragraphs) • Explain how project changes will be communicated to the project stakeholders. (3–4 paragraphs) ©2018 Walden University 4 ARTICLE Lessons Learned from Managing the Design of the ‘Water Cube’ National Swimming Centre for the Beijing 2008 Olympic Games Patrick X. W. Zou1, * and Rob Leslie-Carter2 1 2 Faculty of the Built Environment, The University of New South Wales, Sydney, Australia Arup Project Management, Sydney, Australia Abstract This article discusses the main lessons learned from the management of the design of the ‘Water Cube’ National Swimming Aquatic Centre (a landmark building for the Beijing 2008 Olympic Games), including forming an international partnership, managing cultural differences and risks, dealing with intellectual property and ownership of design to establish a legacy. The article also discusses design management strategies and innovations. It was found that Beijing’s lack of regulatory transparency, regional differences and a relationshipbased business culture were some of the factors that made China a challenging project environment. Cultural understanding and relationship (guanxi) building were fundamental strategies in responding to these challenges. It was also found that developing a shared ownership of intellectual property and innovative design ideas may facilitate the collaboration between Western and Chinese partners. In addition, it was necessary for the foreign design and project management teams to be continuously involved in the construction stage to ensure the conversion of design into reality, construction quality and personal fulfilment. B Keywords – China; design innovation; design management; guanxi; interface management; international project INTRODUCTION AND AIM The Beijing 2008 Olympic Games provided great opportunities for international architecture, engineering and construction firms to demonstrate their ability in design and project management. Considering the new technologies, new materials and innovative designs adopted in the Olympic projects, coupled with the complexity of design and construction as well as the diversified cultural backgrounds of the project teams, there were many challenges for the design and construction of these projects. As such, many lessons can be learned from the successful projects. For example, the ‘Water Cube’ National Swimming Aquatic Centre, one of the landmark buildings for the Beijing 2008 Olympic Games, provided a number of successful project management practices and strategies. This article uses the ‘Water Cube’ as a successful international complex project to investigate and document the lessons learned, which could be a useful reference for future project and design management in international building/construction projects. PROJECT BRIEF AND OBJECTIVES The functional requirements for the Water Cube project included a 50m competition pool, a 33m diving pool and a 50m warm-up pool. The main pool hall was to have 17,000 seats and the whole facility B *Corresponding author: Email: p.zou@unsw.edu.au ARCHITECTURAL ENGINEERING AND DESIGN MANAGEMENT B 2010 B VOLUME 6 B 175–188 doi:10.3763/aedm.2010.0114 ª2010 Earthscan ISSN: 1745-2007 (print), 1752-7589 (online) www.earthscan.co.uk/journals/aedm 176 P. X. W. ZOU AND R. LESLIE-CARTER had to accommodate everything required for an Olympic operational overlay. Following the Games, the main pool hall was to be reduced to 7000 seats, with other facilities added in order to make the Aquatic Centre a viable long-term legacy. The Beijing Municipal Government expected to successfully build the best Olympic swimming venue that would then become a popular and well-used leisure and training facility after the Games. It included several criteria: Quality: the best Olympic swimming venue representing the spirit of the Beijing Olympics – ‘the green games, the high-tech games and the people’s games’. l Cost: no more than US$100 million before the Olympics and US$10 million for its conversion to legacy mode. l Time: the construction was to start before the end of 2003 and be completed at least six months before the opening of the Olympic Games (i.e. six months before 8 August 2008) to allow a sufficient period for trial competitive events. l THE ARCHITECTURAL FORM The Water Cube concept was inspired partly by its neighbour, the ‘Bird’s Nest’ Olympic Stadium. It sits next to the glowing Bird’s Nest National Stadium, and the two opposing shapes are in ‘yin-yang’ harmony, a key concept in Chinese culture. For example, the Water Cube is blue against the Stadium’s red, water vs. fire, square vs. round, male vs. female, earth vs. heaven. The two sites are separated by a protected historic axis to Beijing’s Forbidden City. The Water Cube Aquatic Centre design portrays the way in which humanity relates to water and the harmonious coexistence of humans and nature, which in Chinese culture is life’s ultimate blessing. The flat ceiling is a feature that signifies peace and stability. The entire square site accommodates the client’s requirements, effectively fixing a square footprint for the building. The cube-shaped concept is a subtle, thought-provoking design representing the beauty and serenity of calm, untroubled water. Figure 1 shows the Water Cube building from its design imagination to reality. ARCHITECTURAL ENGINEERING AND DESIGN MANAGEMENT FIGURE 1 The ‘Water Cube’ – from vision to reality: (a) the design vision, (b) during construction and (c) the constructed facility Source: www.beijingolympicsfan.com The structural solution was based on the formation of soap bubbles. Due to its complexity (the structure consists of 22,000 steel members and 12,000 nodes), the entire building was modelled in four dimensions. Numerous new techniques and pieces of software were developed specifically for the Water Cube project to generate the geometry, create a physical prototype, optimize the structural performance, analyse acoustics, smoke spread and pedestrian egress, and provide construction documentation in a fully automated 4D sequence. The Water Cube is an insulated greenhouse that maximizes the use of ‘carbon-free’ solar energy for both heating and lighting. The use of ethylene tetrafluoroethylene (ETFE – a kind of plastic) in lieu of glass creates a superior acoustic environment, reduces the weight of material supported by the Lessons Learned from Managing the Design of the ‘Water Cube’ National Swimming Centre 177 structure, improves seismic performance, and is self-cleaning and recyclable. The roof collects and reuses all rainwater that falls on the building. The building is the result of integrating the technical requirements of all the relevant engineering disciplines (not the result of a single dominant one), and without performance-based fire engineering (a first for China) the Water Cube would not exist. MANAGING THE WATER CUBE’S DESIGN The Water Cube was the result of an international design competition with 10 shortlisted participants, judged by a panel of architects, engineers and pre-eminent Chinese academics in 2003. The winner was a Sydney-based joint venture (JV) team consisting of Arup, PTW Architects and China Construction Design International (CCDI). This team was made up of more than 100 engineers and specialists, spread across 20 disciplines and four countries, and was led by Arup Project Management. Figure 2 shows the composition of team members involved in design and management, with particular focus on personnel in project management. Arup Project Management led and coordinated the design process, and managed both the internal and external interfaces. Key threads of the project implementation strategy covered everything from establishing a communication strategy, through to the dynamics of team leadership, a risk management strategy focused on the complex and dynamic nature of the Chinese market, and management of differences between Chinese and Australian stakeholders. It was a fast-track programme with design delivered from competition stage through to a fully approved scheme and continued through to the official opening of the Water Cube. Furthermore, as well as delivering a fully coordinated scheme design, FIGURE 2 The Water Cube project design and management team ARCHITECTURAL ENGINEERING AND DESIGN MANAGEMENT 178 P. X. W. ZOU AND R. LESLIE-CARTER it also involved regular handover of the design to the Chinese design partners for detailing, while ensuring that the technical approvals were all obtained and that the innovative design was understood, accepted and then constructed safely. Ensuring that the Water Cube became a reality was achieved by establishing and maintaining clarity of the design vision, and full and transparent collaboration between the JV parties Arup, PTW Architects and CCDI. DEVELOPING DESIGN MANAGEMENT STRATEGIES Recognizing the scale and complexity of the challenge, a two-day workshop with key design team members was held to produce a roadmap for the project. The agenda produced for the workshop is shown in Figure 3. The implementation plan workshop focused initially on the need to articulate and communicate a very clear project vision for the Water Cube design. This was FIGURE 3 The Water Cube project implementation plan ARCHITECTURAL ENGINEERING AND DESIGN MANAGEMENT intended to have multiple benefits. Most simply, the vision would provide improved clarity and autonomy to the design team members. This would help to achieve a high-quality outcome in a very short period of time, by allowing parallel streams of activities to converge quickly and accurately. It was also hoped that having a robust vision would greatly help to achieve alignment and buy-in from other project stakeholders. The workshop resulted in eight threads, which were to form the basis for the project’s future development: The site plan and urban design – sitting opposite the National Stadium in yin-yang harmony, the two sites are separated by a protected historic axis to Beijing’s Forbidden City. Red vs. blue, fire vs. water, round vs. square, female vs. male, heaven vs. earth. l A building full of water made from bubbles – a pure combination of form and function. l Lessons Learned from Managing the Design of the ‘Water Cube’ National Swimming Centre 179 l l l l l l A building harnessing the benefits of nature – the biomimicry of bubbles and the translation of theoretical physics into a unique building form. Portraying the harmonious coexistence of man and nature. A big blue ‘green’ building – this technically performs well in terms of heat, light, sound, structure and water; hence function is not sacrificed in the name of art. Instead art is made from function. A 3D world – the giant strides made in 3D design and analysis technology, without which this project simply could not have been fully conceived or documented. Next technology – the use of high-tech materials to minimize energy consumption. Spiritually uplifting inside and outside – the square shape of the building reflects Chinese philosophies of a square representing earth and a circle representing heaven. Total, equitable and transparent partnership – between Arup, PTW Architects and CCDI. These eight threads were initially used as a guide to brief the design team and partners. They proved invaluable in discussions with external stakeholders and local approval authorities, who were able to buy into the overall vision and understand how they could contribute to achieving that vision. Following the workshop, the content of the Water Cube implementation plan was approved. Establishing key project management strategies and their rapid and successful implementation were fundamental in shaping the success of the Water Cube. The binding thread in the success of the Water Cube project was the quality and depth of communication both internally and externally. As well as day-to-day team communication and information management processes, the communication strategy established the vision and key messages, and how these would be integrated into daily project life. The strategy also encompassed the need for the continuous incorporation of lessons learned in dealing with stakeholders at different locations, and with different cultures and languages. In doing so, it provided a vehicle for relationship management and stakeholder engagement. Unique to this building is the direct comparison with the model produced for the international design competition, and the actual Water Cube when it opened five years later. It is remarkable that a vision and a reality aligned perfectly – a very powerful lesson in terms of the importance of capturing and communicating a clear direction at the start of the project. INNOVATIONS Several innovations were implemented in this project, as discussed below. DEVELOPING THE TOOLS TO DELIVER The Water Cube was a catalyst for the establishment of a range of bespoke project management planning and monitoring tools needed to deliver such a large multidisciplinary project, delivered across different offices, and with a programme that demanded reporting, monitoring and action to happen in real time. A range of project management tools were established for the Water Cube. These include simple protocols for shared servers and email filing between multiple offices, technical management of project interfaces, safety in design (i.e. designing for safety) and construction sequencing, through to more complex programming applications that interface with the cost monitoring system to provide detailed forecasting and performance-reporting capabilities such as resource management and earned-value management. INTERFACE MANAGEMENT It was a challenge to coordinate 20 specialist engineering disciplines, ensuring that the complex interfaces of the Water Cube were properly understood and documented. The project management team introduced an interface management strategy that divided the component parts of the Water Cube into volumes defined by physical and time boundari ... Purchase answer to see full attachment