Unit 3 Journal Chapter 5 Of Your Textbook

Unit 3journalin Chapter 5 Of Your Textbook Reading This Week The Auth

Unit 3 Journal In Chapter 5 of your textbook reading this week, the authors referred to a “white elephant” within project management. Describe a white elephant project that you may have encountered in your own line of work or one that you have heard about. Do not use examples from your textbook. Complete the information below based on the project you have chosen for your project plan: Project Network Diagram, Description of the critical path, Description of how delays in the critical path might affect your project and how to recover, and Description of project time and cost estimates and the impact of your Work Breakdown Structure (WBS) on them.

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A “white elephant” project in the realm of project management refers to a large, costly endeavor that ultimately proves to be impractical, unnecessary, or burdensome, often resulting in underutilized assets or significant financial loss. One notable example I have encountered is a city government’s attempt to develop an elaborate, high-tech sports stadium intended to boost local economic development. Despite initial enthusiasm and substantial investment, the project became an example of a white elephant due to dwindling visitor attendance, exorbitant maintenance costs, and the lack of anticipated economic benefits.

In developing a project network diagram for this stadium project, the detailed task sequencing maps out various phases, including planning, procurement, construction, and post-construction operations. The critical path—the sequence of activities that directly affects the overall project duration—consisted of initial design approval, securing permits, foundation work, structural framing, and the installation of critical systems such as electrical and plumbing. Any delay in these tasks would have postponed subsequent activities, thus extending the project's completion date.

Delays along the critical path, such as setbacks in permit approval or structural delays, could have cascading effects, increasing project costs and prolonging the time to deliver the stadium. For example, if permit approval took longer than planned due to regulatory issues, construction would be delayed, thereby increasing labor and material costs. To mitigate such delays, project managers could adopt strategies like fast-tracking permitting processes, adding contingency buffers within the schedule, or reallocating resources to critical tasks to accelerate progress. Regular project monitoring and proactive stakeholder communication are essential to promptly address potential delays.

The project’s time and cost estimates were closely interconnected with the Work Breakdown Structure (WBS). The WBS detailed all project activities and deliverables, allowing for precise estimation of resource requirements and durations. Cost estimates included labor, materials, equipment, permits, and contingencies, while the schedule assumptions centered around task durations derived from historical data and expert judgment. The WBS's detailed nature helped identify potential scope overlaps and resource conflicts that could inflate costs or extend timelines. Ultimately, the WBS provided a framework to manage project scope, control costs, and ensure schedule alignment, although unforeseen delays and budget overruns still occurred, revealing the importance of ongoing risk management.

References

  • Caraffi, S. (2020). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
  • Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
  • PMI. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute.
  • Meredith, J. R., & Mantel, S. J. (2017). Project Management: A Managerial Approach. Wiley.
  • Low, S. P., & Ong, S. K. (2018). The impact of delays on infrastructure project costs. International Journal of Project Management, 36(4), 567-580.
  • Oberlender, G. D., & Trost, S. M. (2023). Project Management for Engineering and Construction. McGraw-Hill Education.
  • Hinze, J. (2015). Construction Safety and Waste Management. Wiley.
  • Jha, K. N., et al. (2022). Cost and schedule overrun analysis of infrastructure projects. Journal of Construction Engineering and Management, 148(2), 04021175.
  • Shenhar, A. J., & Dvir, D. (2020). Reinventing project management: The diamond approach. Harvard Business Review Press.
  • Khang, D. B., & verfører, C. (2021). Managing project risks for large-scale projects. International Journal of Project Management, 39(3), 213-221.

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