The Sydney Opera House, an iconic architectural landmark and United Nations Educational, Scientific, and Cultural Organization World Heritage Site, was officially opened in 1973. The project cost AU$102 million and took 14 years to completeAU$95 million and 10 years more than originally estimated. The challenges with the construction of the opera house included a brilliant and visionary architect who lacked project management experience, team collapse due to misalignment, bureaucratic and political issues that hindered work, and a rush to begin construction without proper planning.

 

What could have been done at crucial crossroads to facilitate the project?

What could today's project managers learn for future construction?