1. SYDNEY OPERA HOUSE:
PROJECT SUCCESS OR
FAILURE?
By Fernando R. De Souza

2. Success and Failure
 How do you define a successful project?
 If the product met its business case but the
cost and schedule targets weren't met, has the
project failed?
 Is success contingent on the overall value that
the product or service?

3. Success and Failure
“A project is successful if it not only met the
traditional project managers' definition of
success, but also met the projects sponsors'
perception of success.” (Willard, 2005)
 Sydney Opera House: from a project
management perspective it was a huge failure
but it is arguably one of the most recognized
buildings in the world

4. In numbers
Project management:
 Cost overrun of
1300%: estimated to
cost $7 million but
cost over $100
million.
 Schedule overrun
of 250%: estimated
to take four years
but took 14 (1959-
1973).
But it’s one of the architectural
masterpieces from the last century

5. New Metrics and
Measurements
According to Willard (2005):
 Tier 1: Project completion success
 Tier 2: Product/service success
 Tier 3: Business success
Alternatively
 Project success = project management
success + project product success (Baccarini,
1999)

6. Traditional view
 Tier1- Project completion/management
success:
Focus on the accomplishment of the project
with regards to cost, time and quality.

7. Extended traditional view
 Tier 2- Product/service
success
Users satisfaction,
happiness/willingness of
users…
 Tier 3- Business success
If the it brings value and
how it contributes
financially and/or
strategically to the business

8. Questions?
 In your opinion, is the Sydney Opera House a
successful project?
 Some think that budget and schedule overruns
are necessary if you are creating a work of art.
Do masterpieces require budget overruns?

9. Conclusion
 The traditional project management
parameters are often shortsighted in their
view of whether a project will ultimately be
successful.
 The project manager must focus not only on
the specifications, money and time during the
project, but also on the expected results and
benefits.

10. Questions?
 Which tiers matter the most in a project?
 Is it possible to identify a project that should be
canceled that is currently meeting the defined
needs?