1. “What challenges would you expect to encounter in opening a new aquarium or museum?”
“Cost, schedule or quality, pick two” is NOT the answer! The process of establishing, opening
and nurturing a new facility through the first few months of operations is invariably an
invigorating, extremely exciting, sometimes stressful, and ultimately satisfying experience for all
concerned. Based upon my project management and start-up experience to date, the challenges
that I would anticipate overcoming include the following.
Staying within budget and on schedule. As a result of unforeseen circumstances and
unacceptable scope creep, I have seen a tendency for the schedule to slip and for the budget to
grow. Both should be prevented. The ways in which I have kept my projects within budget and on
schedule include clearly defined and regularly reinforced expectations for the staff, volunteers,
board and supporters (“what are we creating, and why?”), and excellent communications and
working relations with the architects, construction manager(s), designers, fabricators, vendors,
etc. (“how are we creating it, and when?”). In my experience it is very important that the
organization speaks with, and provides direction to its external partners, with one voice.
Teamwork is crucial, of course, but so is accountability, and ultimately the CEO is the “most
accountable person” in this regard.
Delivering excellence. Excellence has always been a requirement in my projects that I have led,
and as such is non-negotiable. This includes the animal care, exhibitions and educational
programs, as well as the “totality of the guest experience” at the aquarium or museum (such as
facility design, operations, maintenance and cleanliness, snack bar/food service, gift shop,
customer service, external communications, etc.). The budget and schedule will define the
capabilities of the project in this regard, and then the staff and external partners must be kept on
task to deliver on these expectations. Careful selection of the external partners (e.g. architect,
designers and so on) is very important, as is the equally careful recruitment and eventual training
of staff and volunteers. Everyone must have a shared vision for the opening and eventual
operation of the facility.
Community outreach and engagement. During and immediately following the start-up great
care must be taken to ensure that the aquarium or museum does not become too introspective
since, with “so much to do”, there is a risk of this happening. Therefore there must be a well
thought out and aggressive plan for developing and maintaining excellent community relations
and engagement, to create excitement for the opening and develop a strong base of on-going
community support and buy-in. This includes managing any political and donor needs and
expectations, and appropriate local and regional partnership development, especially with regard
to marketing.
Staff and volunteer morale and “burn out”. Irrespective of the size of the facility and the
number of staff and volunteers, the last few months of the preopening period and the first few
months of operations will be very hectic, even stressful, and surprises will occur (requiring
flexibility and good humor from all). I have found that managing this process and celebrating
milestones and successes, at the same time as keeping everyone focused on the opening day as
the start of the museum’s future, is essential. Indeed, the old adage “expect the best but prepare
for the worst” is very relevant to start-ups, and need for a calm, hands-on and organized leader is
paramount, continually reminding everyone that “we can do it, and we will do it, and even if it’s
been done before, we will do it better than that”.
Chris Andrews, 2016