Greendale Stadium Case

BONTE Geoffrey KERTESZ Samuel BONTE Geoffrey KERTESZ Samuel Professors Elisabeth KJELLSTROM Nikos MACHERIDIS Professors Elisabeth KJELLSTROM Nikos MACHERIDIS ASSIGNMENT 1 render on a case Greendale Stadium Case ASSIGNMENT 1 Essay on a case Greendale Stadium Case FEKH13 tramp circumspection A melody Perspective FEKH13 Project precaution A Business Perspective November 19 2012 November 19 2012 Questions 4th Edition of the book. 1. Will the labor movement be able to be completed by the May 20 deadline? How long will it devour? Yes, the proletariat will be accurate by March twenty-seventh 2009. That essence 54 calendar old age ahead of schedule.It takes 695 days to be completed. 2. What is the circumstantial path for the project? there argon two critical paths that sh are the comparable beginning and end. They disaccord from only two order activities * Clear Stadium position => charter gestate Piles => spud Lower Concrete Bowl => Pour Main Concourse => Insta ll Seats => Construct Steel cover => Light Installation => Inspection. * Clear Stadium Site => Drive Support Piles => Pour Lower Concrete Bowl => Construct focal ratio Steel Bowl => Install Seats => Construct Steel cover => Light Installation => Inspection.If the total project time has to be reduced, the distance of the critical path has to be shortened. The length of critical path is gibe to the sum of durations of critical tasks. Here, it is equal to 695 days. Any delay of a critical task will delay the entire project. The essential technique for utilize CPM is to shape a model of the project that includes the succeeding(a) * A discover of all activities required to complete the project (typically categorized within a work breakdown structure), * The time (duration) that each activity will take to completion, * The dependencies between the activities. 3.Based on the schedule would you recommend that G& adenylic acidE pursue this contract? Why? Include a one page Gantt chart for the bowl schedule. Yes as the estimated completion date is March 27th 2009. It is 54 calendar days ahead the deadline, 38 working days. It means that they have a buffer of 38 working days. Moreover, even if there are two critical paths, as mentioned they differed from only two separate activities. Finally, if too much delay occurs, weekend or over-time can be used to catch up. Defining the Project Project overview Project yell Greendale Baseball Stadium. Location Greendale, Milwaukee, US (hypothesis).Type Design and build. Owner G& deoxyadenosine monophosphateE Company. Scope Build 47,000 seats baseball stadium. Time upchuck 01/07/2006 20/05/2009. Potential profit $2,000,000. Penalty clause $100,000 per day of delay. tempo 1 Defining the Project scope A. Project objective To construct a 47,000 seats baseball stadium within 2 years, 10 months and 20 calendar days (i. e. in time for the start of the 2009 season). The strength profit is $2,000,000. B . Deliverables 47,000 seats jacket crowned baseball stadium including play field, luxury boxes, jumbotron (large-screen television) bathrooms, lockers, restaurants etc. C. Milestones . Permits approved (if not al determine) Before July 1st 2006. 2. Site ready for the construction March 5th 2007. 3. Foundation poured, field, concourse and upper bowl completed March 12th 2008. 4. Infrastructure and equipment installed, construction of the roof on a separate site done October 20th 2008. 5. Installation of the roof and lights February 27th 2009. 6. Inspection March 27th 2009. D. proficient requirements (Hypothesis, based on FIFA technical sheets) 1. Pre-construction decisions a. Playing field orientation, to take advantage of the day light. b. surroundings compatibility of stadium use. . Community relations. d. Multi-purpose stadiums. 2. Safety e. Structural safety. f. Fire prevention. g. Safe exits. h. goggle box surveillance system. 3. Playing area i. Dimensions. j. Field type and quality (natural, semisynthetic grass). k. Advertising boards around performing area. l. Access to playing area. m. Exclusion of spectators from playing area. 4. Players and match officials n. Access to dressing rooms. o. Dressing rooms, toilets. p. Access from team areas to playing field. q. First aid and treatment room. 5. Spectators r. Standards of comfort for the seats. s. Communication with the public. t.Access for disabled persons. u. ware concession stands. v. Ticketing control. w. Bathrooms. 6. Hospitality x. Luxury boxes. y. Restaurants. 7. Media z. Press box. . Stadium media centre. . Television infrastructure. 8. Lightning and strength supply . Power supply. . Facility requirements. . Lightning design specifications and technology. . Environmental impact. 9. Structure . retractile roof specifications. E. Limits and exclusions 1. Few specifications are given (poor content of appendix). 2. G&E build but will not manage. 3. Restaurants and cafeterias furnitu re are not included in the contract. . Contractor responsible for subcontracted work 5. Site work limited to Monday through Friday, 800 am to 600 pm. The following holidays are observed January 1st, Memorial Day, July 4th, Labor Day, Thanksgiving Day, December 25 and 26. F. Customer review Unknown, but it could be the city sportive commission. tincture 2 Establishing the Project Priorities Quality and the ultimate success of a project are traditionally defined as meeting and/or exceeding the expectations of the customer and/or upper management in terms of salute (budget), time (schedule), and performance (scope) of the project. A good trade-off has to be make among time, cost and performance. The objective of the project is a Baseball Stadium that we fake has to last for at least 50 years. Thus project priorities are especially performance but also time as the stadium has to be finished before season start of 2009. Cost has to be taken into account, but doesnt not represent the main pore within this project. Because of that, this project represent a risk for G&E as cost flexibility is really limited. Time movement Cost Constraint Enhance Accept Figure 1 Project Priority Matrix Time The schedule of the project has to be reckon otherwise a penalty clause of $100,000 per day will be applied, which represents 5% of the estimated profits of the project. But it can be reduce. This is why it is a enhance priority. Performance Performance of the project is fixed, they cant be compromised and has to be respected. Cost Going over budget is acceptable though not desirable, especially considering the small estimated profit in comparison of the size of the project.Step 3 Creating the Work Breakdown Structure The WBS is a play of the project, it is an outline of the project with different levels of detail. We divided it into 3 main points 1. sign planning and discussions with management team This syndicate regroups the upper management decisions. It analyses the unanimous project and selects a project manager as well as a team. 2. Project management activities This category regroups the middle management issues such as cost management, human resources managements, risk management 3. Building stadiumThis category specified in order the tasks needed for the construction of the stadium. They are the same as the ones used in the Gantt chart. REFERENCES Baker, S. (2004). Critical Path Method (CPM), University of mho Carolina, Health Services Policy and Management Courses. FIFA. (2007). Football Stadiums Technical recommendations and requirements (4th edition), pdf. From http//www. fifa. com/mm/document/tournament/competition/football_stadiums _technical_recommendations_and_requirements_en_8211. pdf Gray, C. , Larson, R. (2008).Project Management the managerial process (Fourth Edition). capital of Singapore Mc Graw Hill, International Edition. &8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212&8212 1 . Baker, S. (2 004). Critical Path Method (CPM), University of southeast Carolina, Health Services Policy and Management Courses. 2 . FIFA. (2007). Football Stadiums Technical recommendations and requirements (4th edition). 3 . Gray, C. , Larson, R. (2008). Project Management the managerial process, p. 95. 4 . Gray, C. , Larson, R. (2008). Project Management the managerial process, p. 97.