Case study: Royal Opera House refurbishment

Schal started work in 1997 on a three year project to extend and refurbish the Royal Opera House. The project had suffered in its early stages from using a traditional management approach to solve a unique and complex project. This resulted in the loss of opportunities for innovation (eg prefabrication).

In order to overcome the problems and return the project to schedule, an original management approach was required. The approach adopted by Schal differed from traditional methods by undertaking a rigorous evaluation of companies to ensure compatibility with the project's requirements. A strategy was devised to ensure that the companies bidding for work packages were clearly briefed on the project, and that their own company understood the project requirements.

Several briefing sessions occurred during the bid stage. This enabled queries and alternative ideas to be discussed. The final choice of successful contractors was made through a cross-party panel of all key stake-holders.

By understanding that the services were key to the project's objectives, teams were assembled and thoroughly briefed on their requirements and goals. An open dialogue was needed due to complexity of individual operations and the uniqueness of installations.

Matters were complicated by the site engaging several specialist companies from throughout Europe. Working with contractors from other countries required clear briefing to ensure accurate translation and understanding.

A team effort was developed through the main services contractor and their sub-contractors. Using a pro-active approach ensured problems were mitigated prior to starting on site, through clear and concise briefing.

This involved various stage meetings with all parties of the team. The sharing of knowledge allowed all participants to understand what the next required action would involve.

By adopting this philosophy, Schal got the project back on programme. Quality levels improved and commissioning simplified. Morale also improved and the productivity of the workforce was raised.

As the project objectives and requirements were clearly communicated, and co-operative working encouraged, companies were able to complete their tasks more efficiently.