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.