Greendale Baseball Stadium Case Study
Assessment whether the project be completed by May
The entire calculation reveals that the project's life cycle will take a total of 695 days to complete, which will end on February 27th, 2014. Based on the projected trajectory, the project will be completed 54 days ahead of the project schedule making the project manager to complete the project before May 20, 2014, the project deadline. However, the project is not without its challenges because the entire project duration is 1,695 days, which is far more than the project estimated life cycle. To address this problem, the project stakeholders will implement many of the project tasks simultaneously. For example, the project will be divided into three phases: Phase I, Phase II, and Phase III. The tasks and timeframes of these phases will be run concurrently to meet the due date. Moreover, the work packages in the three phases will be codependent with one another to achieve the project success.
Table 1: Project Phases
Phase I
Phase II
Phase III
Clearing project site
Building demolition
Building the support site
Driving the support pilings
Concrete bowl construction
Main concourse construction
Playing field install
Upper steel bowl construction
Installation of Seat installation
Installation of Luxury box
Installation of Jumbo Tron i
Stadium infrastructure (locker rooms, bathrooms, restaurants, etc.)
Construction of Steel canopy
Lighting Installation
Retractable roof installation
Planning of retractable roof and construction will run concurrently and parallel to the entire project. (This task represents the critical path)
Stadium Inspection
Estimated Tasks Completion: 460 days
Estimated Tasks Completion: 240 days
Estimated Tasks Completion: 305 days
Critical Path for the Project
The following are important to take into a consideration when developing a critical path for the project: First, a list of activities required to complete the project should be within the WBS (work breakdown structure). There is a need to calculate the time duration of each activity.
There is also a need to identify any dependencies between the project activities.
As being revealed in Table 1 and Fig 1, the tasks in the phase III represents the critical tasks showing that planning of retractable roof and construction of steel canopy will run concurrently and parallel to the entire project.
Fig 1: Project Tasks and Time Frame
Slack / float...
Stated in different words, the total slack refers to the activities that will exceed the project finish date without affecting project due date. Typically, the total slack is the difference between LF and EF (LF ? EF = SL) or different between LS and ES (LS ? ES = SL). The free slack in the project is 481 days and the activities having the greatest slack is "set up the construction site" as being revealed in Fig 2.
Fig 2: Slack or Float in the Project
Top three Activities that could impact the Project Due Date
The study carries out the project risk assessment to identify the activities that may have the greatest impact on the project. As being revealed in Table 2, material delay, weather related delay, and roof install delay are the activities that can have the greatest impact on the entire project.
Table 2: Project Risk Assessment
Risk Event
Likelihood
Impact
Detection Difficulty
When
Weather related delays
3
3
4
Entire project
Materials delay that includes Shipping, etc.
2
3
5
Entire project
Roof install delay
2
4
4
Phase III
Installation delays (manpower, materials)
2
4
3
Entire Project
Phase delays
3
3
3
Phase II, & III
Overall project delay
2
4
5
Entire Project
Potential to crossover to scheduled end
2
5
4
Phase III
Additional activities adding to the Project
The study presents the contingency plan to reduce the impact of the risks using the risk assessment matrix in table 3. The strategy assists the management to manage the impact of the risks that could affect the project lifecycle.
Table 3: Contingency Plan
Risk Event
Response
Contingency Plan
Trigger
Who Is Responsible
Weather related delays
Reduce
Implement 24-hour shifts or work extra hours to make up a lost time
Project is pushed back by more than 48 hours within any phase
Project manager and Phase manager
Materials delay
Reduce
Locate eventual source for the new materials
In all areas project…
