Project Management in Regard to the Channel Tunnel and the Millennium Dome Projects
建筑学项目管理论文代写 This over-optimism led to unrealistic expectations that eventually resulted into a lower number of visitors than expected
Abstract
This paper focuses on the differences in project management strategies that made the Channel Tunnel to be successful and the Millennium Dome project to be unsuccessful. First, it looks at the definition of “project management” and emphasizes the importance of the concept in regard to the activities that lead to the completion of a project. The paper further examines the factors that make a project successful and explains that lack of certain factors can make a project to be unsuccessful. In this regard, the paper discuses in details the progress of the two aforementioned projects.
Within the discussion, it shall be disclosed that the Channel Tunnel project did not meet the set time limit and the total cost that was involved before completion was far beyond the planned budget, yet it was considered to be a success in the view of a project manager.
This is because the project was completed as designed and it achieved its intended purpose. In addition, the paper points out that the Millennium Dome project is seemingly a great achievement since it did beat the set time limit as well as the budget limit. However, the project failed to meet its performance targets at the operations stage. 建筑学项目管理论文代写
Thus, under a project manager’s point of view, the project could not be considered to be successful. Finally, it shall be demonstrated that although it is important to meet the set time and budget limits for a project, these factors do not give a guarantee to the success of a project. Instead, the scope of the project which involves the expectations and the needs of the stakeholders of the project need to be managed within situations of ambiguity and uncertainty in order to be successful. In fact, as in the case of the Channel Tunnel project, it is possible for the project not to meet the first two aforementioned requirements but eventually be considered a success after completion. Lastly, this paper highlights some of the lessons learnt from the two projects.
译文：
摘要 建筑学项目管理论文代写
本文重点介绍了导致英吉利海峡隧道成功和千年穹顶项目失败的项目管理策略的差异。首先，它着眼于“项目管理”的定义，并强调该概念对于导致项目完成的活动的重要性。该论文进一步研究了使项目成功的因素，并解释了缺乏某些因素会导致项目失败。对此，论文详细论述了上述两个项目的进展情况。
在讨论中，应披露通道隧道项目未达到设定的工期和完成前涉及的总成本远超出计划预算，但仍被考虑作为一个项目经理。
这是因为该项目已按设计完成并达到了预期目的。此外，论文还指出，千禧穹顶项目似乎是一项了不起的成就，因为它确实超出了设定的时间限制和预算限制。然而，该项目在运营阶段未能达到其绩效目标。
因此，在项目经理的角度下，该项目不能被认为是成功的。最后，应证明尽管满足项目设定的时间和预算限制很重要，但这些因素并不能保证项目的成功。相反，涉及项目利益相关者的期望和需求的项目范围需要在模棱两可和不确定的情况下进行管理才能成功。事实上，就像英吉利海峡隧道项目一样，该项目有可能不符合上述前两项要求，但在完成后最终被认为是成功的。最后，本文重点介绍了从这两个项目中吸取的一些经验教训。
Table of contents 建筑学项目管理论文代写
Abstract……………………………………………………………………………………………………………2
Introduction……………………………………………………………………………………………………..4
Factors affecting success and failure of a project………………………………………………….4
Aims/ objectives……………………………………………………………………………………………….5
The Channel Tunnel………………………………………………………………………………………….6
The Millennium Dome Project…………………………………………………………………………..7
Conclusion………………………………………………………………………………………………………8
Recommendations……………………………………………………………………………………………9
References………………………………………………………………………………………………………11
Introduction
Project management can be defined as the application of techniques, knowledge, skills and tools to a range of activities that constitute a project with a central aim of meeting or exceeding the expectations and requirements of the stakeholders. According to Walesh (2000, p. 135), in order to meet or exceed the requirements or expectations of stakeholders, a project manager has to keep balance between the time, cost, quality and scope of the project in question. In addition, it is important to take into account the competing demands among stakeholders who have different requirements and expectations. Finally, the project manager has to keep a balance between the identified stakeholders’ needs and expectations. In this sense, project management can be said to be “the process of combining systems, techniques and people to complete a project within established goals of time, budget and quality” (Baker & Baker, as cited by Walesh, 2000, p.135). 建筑学项目管理论文代写
译文：
介绍
项目管理可以定义为将技术、知识、技能和工具应用于构成项目的一系列活动，其中心目标是满足或超过利益相关者的期望和要求。 根据Walesh (2000, p. 135) 的说法，为了满足或超过利益相关者的要求或期望，项目经理必须在相关项目的时间、成本、质量和范围之间保持平衡。 此外，重要的是要考虑具有不同要求和期望的利益相关者之间的竞争需求。 最后，项目经理必须在确定的利益相关者的需求和期望之间保持平衡。 从这个意义上说，项目管理可以说是“将系统、技术和人员结合起来，以在既定的时间、预算和质量目标内完成项目的过程”（Baker & Baker，由 Walesh 引用，2000 年，第 135 页） ）。
Factors affecting success and failure of a project
According to Bourne (2007, p. 2), the success of a project can be classified into three categories namely management of uncertainty, delivery of value and maintenance of project relationships. Bourne refers them as the “pillars of project success.” It is vital for individuals involved in project management to take into account the perception of the stakeholders to the value of a given project. This follows alignment of management of the project as well as performance metrics to the perceived requirements by the stakeholders. Alternatively, this step may involve negotiations within the established relationships so as to align the perceived requirements with the feasible outcomes of the project. Bourne explains that all the three elements need to be combined together for a project to attain success.
译文：
影响项目成败的因素
根据 Bourne (2007, p. 2)，项目的成功可以分为三类，即不确定性管理、价值交付和项目关系的维护。 伯恩将它们称为“项目成功的支柱”。 对于参与项目管理的个人来说，考虑利益相关者对给定项目价值的看法至关重要。 这遵循项目管理以及绩效指标与利益相关者感知需求的一致性。 或者，此步骤可能涉及在已建立的关系内进行谈判，以便将感知到的要求与项目的可行结果保持一致。 Bourne 解释说，要使项目取得成功，需要将所有三个要素结合在一起。
A balanced view of success; The pillars of project success
Figure 1- The three pillars of success. Source; adopted from Bourne (2007, p. 4)
Some projects fail to meet the intended result. Some die slowly while others implode or explode. According to Levy (1996, p. 96) one of the reasons that lead to failure is waning support by the executive. They may provide strong support at the beginning but cut down later. When the project fails, they point finger at the project manager. Secondly, a project may be termed as unsuccessful when it fails to deliver what the stakeholders really wanted. In such cases, the stakeholders are usually consulted at the beginning while this fades away slowly with time. 建筑学项目管理论文代写
In short, it is possible for a project to be on budget, on time and deliver the expected scope but still be unsuccessful. This is well illustrated in this discussion using the Millennium Dome project in London which met the requirements of time, budget and scope but was considered a failure. On the other hand, a project can be over-timed, over budgeted or miss the intend scope but be considered successful. The Channel Tunnel project that was created to provide a link between England and France through an underground tunnel is a good example of such a project.
译文：
平衡的成功观；项目成功的支柱
图 1 – 成功的三大支柱。来源;从 Bourne (2007, p. 4) 采用
一些项目未能达到预期的结果。有些会缓慢死亡，而另一些则会内爆或爆炸。根据 Levy (1996, p. 96) 的说法，导致失败的原因之一是高管的支持减弱。它们可能在开始时提供强有力的支持，但随后会减少。当项目失败时，他们将矛头指向项目经理。其次，当一个项目未能交付利益相关者真正想要的东西时，它可能被称为不成功。在这种情况下，通常在开始时咨询利益相关者，随着时间的推移慢慢消失。
简而言之，一个项目有可能在预算范围内、按时完成并交付预期范围，但仍然不成功。伦敦千年穹顶项目满足了时间、预算和范围的要求，但被认为是失败的，本次讨论很好地说明了这一点。另一方面，一个项目可能会超时、超出预算或错过预期范围但被认为是成功的。为通过地下隧道连接英国和法国而创建的英吉利海峡隧道项目就是此类项目的一个很好的例子。
Aims/ objectives
In view of the above points, this paper aims at examining the meaning of project management and the impact of this concept on projects. Also, this paper points out some of the factors that lead to a successful project such as time, quality, budget and scope of a project. The paper goes a step further in pointing out that a project may meet the three named requirements but still be termed as unsuccessful as in the case of the millennium dome project. Using the Channel Tunnel as an example, this paper aims at illustrating how a project can be overtime, over budgeted and missing in scope yet be considered to be a success. In summary, the prime objective of this paper is to examine the differences in the project management strategies that made the Channel Tunnel successful while the Millennium Dome project remained successful.
译文：
宗旨/目标
鉴于以上几点，本文旨在检验项目管理的含义以及该概念对项目的影响。 此外，本文还指出了导致项目成功的一些因素，例如项目的时间、质量、预算和范围。 该论文更进一步指出，一个项目可能满足上述三个要求，但仍被称为不成功，就像千年穹顶项目一样。 以英吉利海峡隧道为例，本文旨在说明一个项目如何在超时、超出预算和范围缺失的情况下被认为是成功的。 总之，本文的主要目的是研究使英吉利海峡隧道成功而千年穹顶项目保持成功的项目管理策略的差异。
The Channel Tunnel
The Channel Tunnel is a rail tunnel that runs 50.5 kilometres under the sea and connects Folkestone in England with another city called Calais, located in northern France. According to Levy (1996, p. 262), though this tunnel is the second largest in the world after the Seikan Tunnel in Japan, it has the longest portion under the sea in the world at 39 kilometres. This channel is 75 metres deep at its lowest point.
Gourvish (2006, p. 2) points out that there were numerous factors that came about during the course of the Channel Tunnel project, all of which had significant adverse effects on its completion. As mentioned earlier, the Channel Tunnel project was completed, but it was overtime and over budgeted. Anbari et al (not dated, p. 4) explain further that, limited knowledge in various project management processes and areas highly contributed to the increment in the budgeted costs as well as time scheduled for completion. The cost of completion of the project was calculated at £5 billion.
译文：
英吉利海峡隧道 建筑学项目管理论文代写
英吉利海峡隧道是一条海底铁路隧道，全长 50.5 公里，连接英格兰的福克斯通和位于法国北部的另一个城市加来。根据 Levy (1996, p. 262) 的说法，尽管这条隧道是仅次于日本的青函隧道的世界第二大隧道，但它的海底长度为 39 公里，是世界上最长的隧道。这条通道的最低点有 75 米深。
Gourvish (2006, p. 2) 指出，在英吉利海峡隧道项目的过程中发生了许多因素，所有这些因素都对它的完成产生了重大的不利影响。正如前面提到的，英吉利海峡隧道项目已经完成，但它是加班和超预算。 Anbari 等人（未注明日期，第 4 页）进一步解释说，对各种项目管理过程和领域的有限知识是导致预算成本和计划完成时间增加的主要原因。该项目的完成成本计算为 50 亿英镑。
During the inception of the project, failure to adequately plan resulted into lack of a defined scope of the project, budgeting difficulties and problems with cost estimation which were experienced during the succeeding phases.
Consequently, the eventual cost of the project added up to £11. In addition, the time limit that was set for the completion of the project which was initially three and half years was not met. This project took seven years to complete.
In spite of all the difficulties and challenges that were encountered during the course of the project, the channel was successfully completed in 1994. Despite not meeting the scheduled timelines, budget estimates and missing of scope, the final assessment showed that the quality of the completed project was impressive. During the implementations phase, the Channel Tunnel operated as it was designed (Anbari et al, not dated, p. 4). During the planning stage, to total number of passengers that had been predicted was 15.9 million annually. The freight volume had been predicted at 7.2 tonnes annually. Though the first four years of operation hardly reached the target, the succeeding years since 1998 showed quite impressive performance, beyond the target, (The Channel Tunnel, 2006). The following statistics indicates the number of passengers transported and the freight volumes for each year until 2010:
| Year | Total No of passengers ( In millions)
(in millions) 建筑学项目管理论文代写 |
Freight volumes (In Tonnes)
(In tonnes) |
| 1994 | 0.3 | 0.8 |
| 1995 | 7.3 | 6.4 |
| 1996 | 12.6 | 9.5 |
| 1997 | 14.6 | 6.2 |
| 1998 | 18.4 | 12.3 |
| 1999 | 17.6 | 13.8 |
| 2000 | 17.0 | 17.6 |
| 2001 | 16.3 | 18.0 |
| 2002 | 15.2 | 17.1 |
| 2003 | 14.9 | 18.4 |
| 2004 | 15.1 | 18.5 |
| 2005 | 15.7 | 18.6 |
| 2006 | 15.7 | 18.5 |
| 2007 | 16.2 | 19.6 |
| 2008 | 16.1 | 15.4 |
| 2009 | 16.1 | 11.2 |
| 2010 | 17.0 | 15.3 |
Figure 2 – Statistics on the performance of the Channel Tunnel.
To be precise, the tunnel has performance even better than the set target. This explains why this project is regarded as a success though it did not meet the time and budget expectations.
译文：
项目启动期间，未能充分规划导致项目范围缺乏明确、预算困难和成本估算问题，这些问题在随后的阶段中遇到过。
因此，该项目的最终成本加起来为 11 英镑。此外，最初为三年半的项目完成时限没有达到。这个项目花了七年时间才完成。
尽管在项目过程中遇到了种种困难和挑战，该通道还是在 1994 年顺利完工。项目令人印象深刻。在实施阶段，英吉利海峡隧道按照设计运行（Anbari 等人，未注明日期，第 4 页）。在规划阶段，每年预计的乘客总数为 1590 万人次。货运量预计为每年 7.2 吨。尽管运营的前四年几乎没有达到目标，但自 1998 年以来的后续几年表现出相当可观的表现，超出了目标（英吉利海峡隧道，2006 年）。以下统计数据显示了截至 2010 年的每年运输乘客数量和货运量：
| 年 | 乘客总数（百万）
（以百万计） 建筑学项目管理论文代写 |
货运量（吨）
(吨) |
| 1994 | 0.3 | 0.8 |
| 1995 | 7.3 | 6.4 |
| 1996 | 12.6 | 9.5 |
| 1997 | 14.6 | 6.2 |
| 1998 | 18.4 | 12.3 |
| 1999 | 17.6 | 13.8 |
| 2000 | 17.0 | 17.6 |
| 2001 | 16.3 | 18.0 |
| 2002 | 15.2 | 17.1 |
| 2003 | 14.9 | 18.4 |
| 2004 | 15.1 | 18.5 |
| 2005 | 15.7 | 18.6 |
| 2006 | 15.7 | 18.5 |
| 2007 | 16.2 | 19.6 |
| 2008 | 16.1 | 15.4 |
| 2009 | 16.1 | 11.2 |
| 2010 | 17.0 | 15.3 |
图 2 – 英吉利海峡隧道性能的统计数据。
准确地说，隧道的性能甚至比设定的目标还要好。这就解释了为什么这个项目虽然没有达到时间和预算的预期，却被认为是成功的。
The Millennium Dome Project
The Millennium Dome is a building that was built in London to cerebrate the 2000 millennium. This building has the largest single roof in the world (Bourne, 2007, p. 3). It has twelve support towers, representing the twelve months of a year. It has a diameter of 365 metres which stands for the number of days in a year. This project was meant to represent a “triumph of confidence over cynicism” (Bourne, 2007, p. 3). The construction of the Dome project was considerably extended in size, funding and scope under Tony Blair’s leadership. According to Bourne (2007, p. 3), the budget that had been approved for this project was £600, which was attained. Additionally, this project was completed within the set time limit (before the first day of the year 2000). To that extent, the millennium project may be said to be a great achievement.
After the 2000 millennium celebrations and closure, it was difficult to find appropriate uses for the building.
Afterwards, the building remained empty and the government’s efforts to find a purpose for the building or a buyer were futile (Great Britain: Parliament: House of Commons Committee of Public Accounts, 2005, p. 29). Thus in the view of a project manager, this project cannot be considered to be a success. Remarkably, the management failed to achieve their performance targets. The number of visitors targeted for the year 2000 was 12 million. But as Meek et al (2007, p. 246) explains, only 6.5 million people visited the Dome during that year. Although this figure hit a national record for a pay-to-visit attraction, the inability to achieve the set record of visitors resulted in reduction in sponsorship of the project from the private sector. 建筑学项目管理论文代写
According to Parkes (2011, p. 23), the failure of the project can be attributed to the “perceptions of expectations not met, or promises not delivered, or the belief that the support resources (from sponsorship and lottery funding) could be applied elsewhere.” This was evident from the press remarks and the views of other stakeholders who constantly regarded the project as a “white elephant” mainly because they could not find appropriate use of the Dome.
Consequently, by 1996, the private sector withdrew its support to the project citing the uncertainty involved in achieving the set objectives as per the plans. Afterwards, the project was marred with problems relating to the leadership of the project. In short, the performance targets for the Millennium Dome project were not realistic in the real sense. In addition, as the Millennium Dome Project, (2009) points out the original plan and forecasts set by the Dome project members were destabilized and eclipsed by the contingent problems and requirements of day-to-day operations.
译文：
千年穹顶计划 建筑学项目管理论文代写
千禧穹顶是在伦敦建造的一座建筑，以庆祝 2000 年的千禧年。这座建筑拥有世界上最大的单一屋顶（Bourne, 2007, p. 3）。它有十二个支撑塔，代表一年中的十二个月。它的直径为365米，代表一年中的天数。该项目旨在代表“信心战胜犬儒主义”（Bourne，2007，第 3 页）。在托尼·布莱尔 (Tony Blair) 的领导下，圆顶项目的建设在规模、资金和范围上都有了很大的扩展。根据 Bourne (2007, p. 3) 的说法，该项目已批准的预算为 600 英镑，已实现。此外，该项目在规定的期限内（2000 年第一天之前）完成。从这个意义上说，千年工程可以说是一项了不起的成就。
在 2000 年的千禧年庆祝活动和关闭之后，很难为该建筑找到合适的用途。
之后，这座建筑仍然空无一人，政府为这座建筑寻找用途或买家的努力徒劳无功（英国：议会：下议院公共账户委员会，2005 年，第 29 页）。因此在项目经理看来，这个项目不能算是成功的。值得注意的是，管理层未能实现其绩效目标。 2000 年的目标游客人数为 1200 万。但正如 Meek 等人 (2007, p. 246) 解释的那样，那一年只有 650 万人参观了圆顶。尽管这一数字创下了付费参观景点的全国纪录，但未能达到创纪录的游客人数导致私营部门对该项目的赞助减少。
根据 Parkes (2011, p. 23) 的说法，该项目的失败可归因于“预期未达到或承诺未兑现，或认为支持资源（来自赞助和彩票资金）可以应用别处。”这从媒体评论和其他利益相关者的观点中可以明显看出，他们一直认为该项目是“白象”，主要是因为他们找不到合适的圆顶用途。
因此，到 1996 年，私营部门撤回了对该项目的支持，理由是根据计划实现既定目标存在不确定性。此后，该项目因与项目领导有关的问题而受损。简而言之，千年穹顶项目的绩效目标在真正意义上并不现实。此外，正如千年穹顶项目 (2009) 指出的那样，穹顶项目成员制定的原始计划和预测因日常运营的偶然问题和需求而变得不稳定和黯然失色。
Conclusion
In conclusion, project management can be seen as the application of skills, knowledge, techniques and tools to a set of activities that together lead to the success of a project. Usually, the central aim of project management is to meet or exceed the expectations and requirements of the stakeholder(s) of a particular project. But as it has been demonstrated using the Channel Tunnel project in this discussion, a project may not meet the requirements of time, and/or budget but be regarded as being a success from the point of view of a project manager.
On the other hand, the Millennium Dome project can be said to be a great achievement since it actually hit the set timeline and the cost incurred was within the set budget. However, this project failed to meet its performance targets at the operations stage. In this regard, the Millennium Project was seen as unsuccessful since 12 million visitors had been predicted but the turnout was only 6.5 million visitors. The failure in the Millennium Dome project can be seen to result from plans that were overoptimistic, signified by the need to raise funds. 建筑学项目管理论文代写
This over-optimism led to unrealistic expectations that eventually resulted into a lower number of visitors than expected and an adverse coverage by the press. It is also important to break such vicious cycles to avoid seeing such attractions as failure while indeed they may be successful. Therefore, successful project management can be attained after achieving a balance between the conflicting requirements in respect to cost, time and quality. As well, the scope of the project which involves the expectations and the needs of the stakeholders of a project need to be managed within situations of ambiguity and uncertainty.
译文：
结论 建筑学项目管理论文代写
总之，项目管理可以被视为将技能、知识、技术和工具应用于一系列共同导致项目成功的活动。通常，项目管理的中心目标是满足或超过特定项目利益相关者的期望和要求。但正如本讨论中使用英吉利海峡隧道项目所证明的那样，一个项目可能不满足时间和/或预算的要求，但从项目经理的角度来看，它被认为是成功的。
另一方面，千禧穹顶项目可以说是一项了不起的成就，因为它确实达到了既定的时间表，并且所产生的成本也在既定的预算之内。然而，该项目在运营阶段未能达到其绩效目标。在这方面，千年计划被认为是不成功的，因为预计会有 1200 万游客，但投票率只有 650 万。千年穹顶项目的失败可以看作是过于乐观的计划造成的，这表明需要筹集资金。
这种过度乐观导致了不切实际的期望，最终导致参观人数低于预期，并导致媒体的负面报道。打破这种恶性循环也很重要，以避免将这些吸引力视为失败，而实际上它们可能会成功。因此，在成本、时间和质量等相互冲突的需求之间取得平衡后，才能获得成功的项目管理。同样，涉及项目利益相关者的期望和需求的项目范围需要在模棱两可和不确定的情况下进行管理。
Recommendations
Various lesions can be learnt from the above discussion. Perhaps to summarize the Channel Tunnel project, it is vital to give consideration to the thoughts of Karkland 1995 (as cited in Walesh, 2000, p. 135). He states that “We should seek to advise future generations contemplating the creation of very large infrastructural projects not to get carried away by the excitement of the design and construction process before they have clearly established the rationale, the relationships among the key players and the means by which the totality of the process is to be managed.”
Also, various lessons can be learnt from the Millennium Dome project as described by Swarbrooke (2002, p. 345). First, it is vital to recognize the power that the media has in making or breaking an attraction. The Millennium Dome received negative media coverage which certainly led to reduction of the number of people visiting the attraction. Secondly, it is important to make sure that effective marketing has taken place and impacted by raising the desires of potential visitors before the opening. 建筑学项目管理论文代写
Supporting such leisure projects as the Millennium Dome using funds collected from taxation may not receive much adoration from individuals as many think that such cash should be used for education, health and housing. As described in this discussion, the site of a project is crucial in creating desire for tourism among potential visitors. Generally, tourists like places which have been established long as tourist destinations as well as with a strong positive image. Lastly, the Millennium Dome project could not offer anymore entertainment after the 2000 millennium cerebrations. Usually, individuals prefer to visit attraction sites that are entertaining to those that are educative. Precisely, they opt for excitement and stimulation more than lectures.
译文：
建议 建筑学项目管理论文代写
从上面的讨论中可以了解到各种病变。也许要总结英吉利海峡隧道项目，重要的是要考虑 Karkland 1995 的想法（引自威尔士，2000，第 135 页）。他说：“我们应该建议正在考虑创建大型基础设施项目的后代，在他们明确确定基本原理、关键参与者之间的关系和手段之前，不要被设计和施工过程的兴奋所迷惑。通过它来管理整个过程。”
此外，可以从 Swarbrooke (2002, p. 345) 所描述的千年穹顶项目中吸取各种经验教训。首先，重要的是要认识到媒体在创造或破坏吸引力方面的力量。千禧穹顶受到媒体的负面报道，这无疑导致参观该景点的人数减少。其次，重要的是要确保在开幕前通过提高潜在游客的欲望来进行有效的营销并产生影响。
使用税收筹集的资金支持诸如千年穹顶之类的休闲项目可能不会受到个人的太多崇拜，因为许多人认为这些现金应该用于教育、健康和住房。如本讨论所述，项目地点对于激发潜在游客的旅游欲望至关重要。一般来说，游客喜欢作为旅游目的地建立时间长的地方以及具有强烈正面形象的地方。最后，千禧穹顶项目在 2000 年的千禧年庆典之后无法再提供娱乐活动。通常，个人更喜欢访问对那些有教育意义的人来说是娱乐性的景点。确切地说，他们选择的兴奋和刺激比讲座更多。
References 建筑学项目管理论文代写
Anbari, F. T., Giammalvo, P., Jaffe P., Letavec, C. & Merchant R, (not dated). Case studies in project management. Washington DC: George Washington University Press. Retrieved 14 July 2011, http://www.pmiteach.org/UploadedDocuments/Faculty_Resources/Chunnel_Project_FTA_Final.pdf
Bourne L. (2007). Avoiding then successful failure. Hongkong: Mosaic Project services Pty Ltd. Retrieved 14 July 2011 from http://www.mosaicprojects.com.au/PDF_Papers/P046_Successful_Failure.pdf
Gourvish T. (2006). The Political Economy of the Chunnel Tunnel: An International Business Government Perspective Vol 4, Retrieved 14 July 2011, from http://www.h-net.org/~business/bhcweb/publications/BEHonline/2006/gourvish.pdf
Great Britain: Parliament: House of Commons Committee of Public Accounts (2005). The Regeneration of the Millennium Dome and Associated Land: Second Report of Session 2005-06; Report, Together with Formal Minutes, Oral and Written Evidence. London: The Stationery Office.
Haynes, M. E. (2002). Project management: practical tools for success. New York: engage Learning.
Levy, S.M. (1996). Build, operate, transfer: Paving the way for tomorrow’s infrastructure. New York: John Wiley and Sons.
Meek, H., Meek, R., Palmer, R. & Parkinson, L. (2007). Managing Marketing Performance 2007 2008. Burlington: Butterworth-Heinemann.
Parkes, P. (2011). NLP for Project Managers: Make Things Happen with Neurolinguistic Programming, Swindon: BCS, The Chartered Institute.
Swarbrooke, J. (2002). The development and management of visitor attractions: Lessons from the Millennium Dome, London, Butterworth-Heinemann, Burlington, USA
The Channel Tunnel, (2006). Channel Tunnel(Chunnel) Retrieved 15 July 2011 from
http://www.engineering.com/Library/ArticlesPage/tabid/85/articleType/ArticleView/articleId/79/The-Channel-Tunnel.aspx
The Millennium Dome Project, (2009). Three versions of project success/failure: Theory,\ Humanity and Human Intervention. Retrieved 15 July 2011 from
http://ivythesis.typepad.com/term_paper_topics/2009/09/the-millenium-dome-project.html
Walesh S. G. (2000). Engineering your future: the non-technical side of professional practice in engineering and other technical fields: project management. New York: ASCE Publications.
