Shoreline stadium case study answers

Case Studies 6.1/6.2

Writing Assignment:

Case 6.1 Advantage Energy Technology Data Center
Case 6.2 Shoreline Stadium Case

Note: If you do not have MS Project you can use MS Excel or Open Project to create your tables and charts.

Your final submission should be 2-3 of pages in length excluding title page, abstract, and reference page

Requirements

APA FORMAT , Page margins , page numbers , header footer

INTRODUCTION

few questions and answers related to the topic

and References

write a case study and then on the basis of these case studies we have to MS Excel or Open Project to create your tables and charts.

Below attachment are the basic case study idea...as a reference material write casestudy along with table and charts

Running head: SHORELINE STADIUM CASE 1

SHORELINE STADIUM CASE 4

Summary

The case study is regarding a proposal presented by G&E Company in their quest to win the bid for the Shoreline stadium. This project is expected to begin on July 3, 2017 and expected to be completed no later than April 3, 2020 where a penalty charge of $ 250,000 per day is accrued by G & E company. The President of the company is optimistic that G&E can maximize a profit of about $ 3 million on the project and it may also increase their chances of winning other similar projects if successful. This paper will include a risk assessment and a gantt chart and schedule to ensure that G&E is able to manage its time and resources properly and ensure it achieves the expectations set.

Will the project be able to be completed by the April 3 deadline? How long will it take?

The Shoreline stadium project is faced with a tight deadline when non-working days and holidays are observed and deducted from the number of days available for G&E. But if the only issue faced by G&E is been excused from work on holidays and other non-working days then the company can complete the project before the April 3, 2020 deadline. The only other issue G&E failed to consider is weather related issues. It is very difficult to predict the weather and thus, snow, rain, tornadoes and other similar events tend to halt the progress of many projects. Because of that, it will be very difficult to definitively conclude that the project will be completed by the deadline. According to Agyei (2015), “reducing the project duration can be achieved by adding more resources to the performance of the activity in the form of overtime, resources or by assigning additional labor” (p.222). G&E will be successful if it maximizes its resources available to the organization in achieving the objectives of the project. Based on the gantt chart, the project will be concluded by February 12, 2021. This project must be avoided because G & E will be incurring $250,000 a day making it not productive for the organization.

What is the critical path for the project?

The critical path of this project is geared around the process of roofing and the inspection. These two aspects formulate the critical paths of the project because of their direct relationship to the progress made with the project. Based on the data from table 6.3, the project has two potential critical paths. The critical paths for the project are 2-5-6-8-10-14-15-19 and 2-5-6-9-10-14-15-20. The total number of working days within the timeframe for the project is 753 days but if the critical paths are generating a timeline of 945 days.

Based on the schedule would you recommend that G&E pursue this contact? Why? Include a one-page Gantt chart for the stadium schedule.

I will not recommend G&E to pursue the project based on the data from the critical paths and the gantt chart shows that the project can’t be completed within the timeline. According to Sadgrove (2016), “an organization that tries to obliterate all possible dangers can’t create value” (p.4). Even though some level of risk is encouraged to achieve success, it would be detrimental for G& E to pursue this project knowing that it will incur a huge amount of debt hence losing the anticipated profit of $3 million. If G & E was to pursue this project, it will be continuously doing check ups to ensure the project is conforming to the timeline and addressing any issues that may be affecting the project. This will increase the total cost of the project because of the extra resources that will be channeled to ensure the project is keeping up with the timeline.

Appendix A

Risk Response Matrix

Risk Event

Response

Contingency Plan

Trigger

Who is Responsible

Bad weather

· Mitigate

· Offer overtime

· Additional shift and pay

Severe weather such as snow, rain and tornado.

· G&E/Construction firm

Delay of materials

· Mitigate

· Avoid

· Avoid waiting until depletion of resources before ordering.

· Find secondary supplies

Delay in timing of materials

· Project Manager

· Supplier

· G & E

Failure to meet deadline

· Avoid

· Review timeline regularly to ensure project is on track

· Hiring a project manager

Continuous bad weather and delays in resources.

· Project Manager

· G & E

Staffing

· Avoid

Have on call staff

Employees calling in sick or injured employees.

· Project Manager

· G & E

References

Agyei, W. (2015). Project planning and scheduling using PERT and CPM techniques with linear

programming: case study. International Journal of Scientific & Technology Research, 4(8), 222-227.

Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries,

game changers, and challengers. John Wiley & Sons.

Sadgrove, K. (2016). The complete guide to business risk management. Routledge.