Project Management for Greendale Baseball

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 in the Project and Activities having the greatest Float/Slack

The total slack refers to the amount of activities that may delay a project. 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