New architects were appointed and critical internal changes were made – all while construction was underway.įinally, there was no project manager appointed to oversee the design, approvals, procurement or construction – rather this space was held by political figures with little to no technical experience.ĭo not underestimate the value of proper expert project management. Secondly, following a government change in 1966, payment was halted to Utzon forcing him to resign. No regard was given to proper planning and the design discovery process – the fundamentals of development. Upon completion in 1973, the final cost had blown out to $102m – a decade late & 14 times over budget.įirstly, in a rush to get things started, the concept design wasn’t properly validated or tested prior to starting, much to the shock & horror of Danish Architect Jorn Utzon who openly proclaimed the design was purely high-level concept drawings and that there were concerns about how to build over the harbour as well as having no actual method to build the complex roof structure. At concept stage, the project was estimated to cost just $7m and be complete by Australia Day 1963. The Sydney Opera House stands as one of finest examples of architecture of last century, but few people know it is also one of the best examples of how not to project manage a project.
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