BUSI 680 Updated Case 6.2: Montview Stadium Case The G&E Com

BUSI 680 Updated Case 6.2: Montview Stadium Case The G&E Company is Prep

The G&E Company is preparing a bid to build the new 47,000-seat Shoreline baseball stadium, with construction scheduled to start on July 1, 2020, and finish ahead of the 2024 season. The project includes numerous construction activities with specified durations, and must be completed by April 3, 2024, to avoid a penalty of $100,000 per day of delay. The company aims to maximize profitability, which could reach up to $3 million, and future projects are anticipated to benefit from a renaissance in stadium building. The assignment requires constructing a network schedule based on provided activity data, determining whether the project can be completed by the deadline, identifying the critical path, and assessing whether the company should pursue the contract based on the schedule analysis.

Sample Paper For Above instruction

The successful planning of large-scale construction projects such as the Shoreline baseball stadium hinges critically on effective scheduling techniques. Developing a comprehensive network schedule allows project managers to visualize the sequence of activities, identify the critical path, and assess the feasibility of completing the project within stipulated timeframes. This paper discusses the construction of a network schedule for the G&E Company’s stadium project, evaluates whether the project can meet the April 3, 2024, deadline, identifies the critical activities, and provides a recommendation on pursuing the contract.

To commence the scheduling process, it is imperative to analyze the activities, their durations, and dependencies as provided in Table 1. The activities encompass site preparation, demolition, foundation support, structural steel erection, interior installations, and final inspections. The first step involves creating a precedence diagram, where activities are represented by nodes connected by arrows indicating the flow and dependencies. This results in a logical network that delineates the critical and non-critical activities.

The project begins with the demolition of the existing stadium, followed by establishing the construction site, then sequentially constructing various components, including the support piles, concourses, playing field, steel bowl, seating, luxury boxes, Jumbotron, infrastructure, and roofing. The final activities involve building the canopy, installing lighting, racks, supports, and conducting the final inspection. The durations span from 10 to 18 days, with some activities having predecessors that must be completed beforehand. For instance, installing the support piles cannot commence until demolition is finished, and similarly, installing the roof must follow the construction of roof supports and racks.

By applying Critical Path Method (CPM) analysis, the earliest start and finish times for each activity are calculated. The critical path, which represents the longest sequence of dependent activities, dictates the minimum project duration. Based on the activity durations and dependencies, the critical path is likely to include foundational and structural activities such as Installing support piling, Constructing the steel bowl, Building the roof, and the Final inspection. This sequence could span approximately 18 days for the support piles, followed by additional durations leading to the final inspection, summing to approximately 126-130 working days, factoring in weekends and holidays.

Considering the planned start date (July 1, 2020) and the deadline (April 3, 2024), the total available working days are approximately 879 days, accounting for holidays and weekends based on the technical details provided. The projected duration from the network schedule, which sums roughly to 130 working days, comfortably fits within this timeframe, confirming the possibility of completing the project on time. However, it is crucial to consider potential delays, weather, labor issues, and holiday overlaps which could extend the schedule.

Furthermore, the critical path analysis underscores activities that cannot be delayed without affecting the overall project timeline. These activities require close management and resource allocation to ensure they are completed on schedule. The slack available in non-critical activities may allow some flexibility but emphasizing the critical activities is essential for schedule adherence.

The decision to pursue this contract should weigh the schedule's feasibility against the financial and strategic benefits. Given that the project can be completed within the available timeframe, with careful planning and management of critical activities, the company can mitigate risks related to delays. The projected net profit of up to $3 million and prospective future contracts align with a strategic vision to capitalize on the stadium renaissance trend. Therefore, I recommend that G&E pursue this contract, provided they implement strict schedule controls, monitor critical activities diligently, and incorporate contingency plans for unforeseen delays.

In conclusion, the network schedule indicates that timely completion of the Shoreline stadium project is achievable, supporting the decision for G&E to proceed with confidence. Proper schedule management, proactive risk mitigation, and resource optimization are vital for realizing the project’s success and securing future opportunities in stadium construction.

References

• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. John Wiley & Sons.
• PMBOK Guide. (2021). A Guide to the Project Management Body of Knowledge. Project Management Institute.
• Wysocki, R. K. (2014). Effective Project Management: Traditional, Agile, Extreme. John Wiley & Sons.
• Crawford, L. (2014). Project Management Maturity Model: Adaptation of the Process Evaluation Framework. Springer.
• Goldratt, E. M. (1997). Critical Chain. North River Press.