Managing international projects: a case study of the “water cube” aquatic centre for Beijing 2008 Olympic Games

This paper discusses the processes of managing the design of the Water Cube Aquatic Centre – a landmark building for the Beijing 2008 Olympic Games, including the project scope, project team, major challenges and lessons learned. It was found that innovatively meeting the client expectation and functional requirements, managing the organisational and national cultural risks and differences in the project team were the key issues leading to the project success. It is also found that China‟s lack of regulatory transparency, regional difference, the need to protect intellectual property and copyright of design, as well as a relationship-based business culture were among the factors that made China a challenging project environment. Cultural understanding and relationship (Guanxi) building are fundamental strategies in responding to these challenges. One lesson learned was the need for the foreign design and management team‟s involvement in the construction stage to ensure the conversion of design into reality, construction quality and personal fulfilment