1.0 Introduction and Scope
The New Wembley National Stadium was envisioned to be one of the largest and extraordinary stadiums in the world. It was designed to be constructed with a seating capacity of 90,000 and now stands as the most expensive stadiums ever built. The aim of the project was to build a state-of-the-art national stadium and sought to be the "home of English Football" and to host other large music concerts, Athletic games and Cup finals. Designed to be state-of-the-art with the longest single-span roof structure stretching to 315 meters covering every seat in the stadium and is also the tallest in the world touching 133 meters.
Like most construction projects which want to established itself in the history books, the …show more content…

3.2 Public Sector Involvement
The Wembley project was definitely a private sector undertaking (The Football Association), however now the key stakeholders also involved public organisations. It gets complicated when public sectors get involved, and WNSL seemed to be completely unaware of the repercussions of the decisions they were taking. It was clear to Sport England that there would be no scope for them in the profits made by the project and the public sector interests would be subordinated because the banks would have an upper hand due to the enormous funding they provided.3 However it can be noted that effective stakeholder management lies in facilitating interests of all the bodies involved in the project, including the contractors and development authorities and the people who actually use the stadium.
According to Newcombe the project should be managed for the benefit of all its stakeholders which include its clients, suppliers, owners, employees and local community. The rights of each of these groups must be ensured and these groups must be included in the decisions. The project managers must always act in the interests of the project and its stakeholders together in order to ensure smooth flow of knowledge and participation. The decisions made by the Wembley project management team failed to ensure equal rights to be given to all stakeholders and lack of mapping added to the problems.
3.2.1 Stakeholder Mapping
A clear model of the