Greendale Stadium Case

BONTE Geoffrey KERTESZ Samuel BONTE Geoffrey KERTESZ Samuel Professors Elisabeth KJELLSTROM Nikos MACHERIDIS Professors Elisabeth KJELLSTROM Nikos MACHERIDIS ASSIGNMENT 1 shew on a case Greendale Stadium Case ASSIGNMENT 1 Essay on a case Greendale Stadium Case FEKH13 forcing out concern A Business Perspective FEKH13 bear Management A Business Perspective November 19 2012 November 19 2012 Questions 4th Edition of the book. 1. pass on the send off be able to be realised by the may 20 deadline? How long exit it take? Yes, the declare oneself will be ideal by March twenty-seventh 2009. That heart and soul 54 schedule days ahead of schedule.It takes 695 days to be completed. 2. What is the critical road for the stomach? There are two critical paths that share the same outgrowth and end. They differ from only two fragmentize activities * Clear Stadium come in = depend upon Support Piles = Pour Lower Concrete whorl = Pour Main Concourse = Install Seats = prepare mark Canopy = Light Installation = Inspection. * Clear Stadium Site = Drive Support Piles = Pour Lower Concrete Bowl = Construct Upper brace Bowl = Install Seats = Construct Steel Canopy = Light Installation = Inspection.If the total project time has to be reduced, the length of the critical path has to be shortened. The length of critical path is equal 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 proficiency for using CPM is to construct a model of the project that includes the following * A list of all activities required to complete the project (typically categorized inwardly 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&E pursue this contract? Why? Include a one rascal Gantt chart for the domain schedule. Yes as the estimated completion date is March twenty-seventh 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 at that place 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 denote Greendale Baseball Stadium. Location Greendale, Milwaukee, US (hypothesis).Type Design and make believe. Owner G&E Company. Scope Build 47,000 seats baseball stadium. magazine frame 01/07/2006 20/05/2009. Potential earnings $2,000,000. Penalty clause $100,000 per day of delay. Step 1 Defining the Project scope A. Project clinical 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 potential profit is $2,000,000. B. Deliverables 47,000 seats covered baseball stadium including playing field, luxury boxes, jumbotron (large-screen television) bathrooms, lockers, restaurants and so on C. Milestones . Permits approved (if not already) Before July 1st 2006. 2. Site ready for the look 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. Technical requirements (Hypothesis, based on FIFA technical sheets) 1. Pre-construction decisions a. Playing field orientation, to take advantage of the day light. b. Environment compatibility of stadium use. . Community relations. d. Multi-purpose stadiums. 2. Safety e. Structural safety. f. Fire prevention. g. Safe exits. h. Television surveillance system. 3. Playing area i. Dimensions. j. Field type and quality (natural, artificial grass). k. denote boards around playing area. l. Access to playing area. m. Exclusion of spectators from playing area. 4. Players and foregather officials n. Access to dressing rooms. o. Dressing rooms, toilets. p. Access from team areas to playing field. q. world-class aid and treatment room. 5. Spectators r. Standards of comfort for the seats. s. Communication with the public. t.Access for disabled persons. u. Merchandise giving up 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 power confer . Power supply. . Facility requirements. . Lightning design specifications and technology. . Environmental impact. 9. Structure . Retractable roof specifications. E. Limits and exclusions 1. Few specifications are given (poor content of appendix). 2. G&E build except will not manage. 3. Restaurants and cafeterias furniture are not include in the contract. . Contractor responsible for subcontracted work 5. Si te work trammel to Monday through Friday, 800 am to 600 pm. The following holidays are observe January 1st, Memorial Day, July 4th, Labor Day, Thanksgiving Day, December 25 and 26. F. Customer refreshen Unknown, but it could be the city sportive commission. Step 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 attention in terms of monetary value (budget), time (schedule), and capital punishment (scope) of the project. A good trade-off has to be made among time, cost and public presentation. The objective of the project is a Baseball Stadium that we assumed 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 focus within this project. Because of that, this project rep resent a risk for G&E as cost flexibility is really limited. Time mathematical operation Cost Constraint promote Accept Figure 1 Project Priority Matrix Time The schedule of the project has to be respected otherwise a penalisation clause of $100,000 per day will be applied, which represents 5% of the estimated profits of the project. precisely 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 pass 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 disruption Structure The WBS is a map of the project, it is an outline of the project with assorted levels of detail. We divided it into 3 main points 1. Initial planning and discussions with management team This category regroups the upper management decisions. It analyses the whole 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, forgiving resources managements, risk management 3. Building stadiumThis category specified in monastic 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 South Carolina, Health Services form _or_ system of government and Management Courses. FIFA. (2007). Football Stadiums Technical recommendations and requirements (4th edition), pdf. From http//www. fifa. com/mm/document/tournament/ aspiration/football_stadiums _technical_recommendations_and_requirements_en_8211. pdf Gray, C. , Larson, R. (2008).Project Management the managerial process (Fourth Edition). Singapore Mc Graw Hill, International Edition. 1 . Baker, S. (2004). Critical Path Method (CPM), University of South Carolina, Health Services insu rance 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.