Project Management

(MGT 3125)
Chapter 6
Case: Greendale Stadium Case

Project Management (MGT 3125)

Nayomi Ekanayake M00436434 1 | P a g e


Chapter 6
Case: Greendale Stadium Case












Activity
Number
Activity Name Immediate
Predecessor
Normal Time
1 Baseball Stadium 0
2 Clear stadium Site 70
3 Demolish Building 2 30
4 Set up construction site 3 70
5 Drive support piling 2 120
6 Pour lower concrete bowl 5 120
7 Pour main concourse 3,6 120
8 Install playing field 3,6 90
9 Construct upper steel bowl 3,6 120
10 Install seats 7,9 140
11 Build luxury boxes 7,9 90
12 Install jumbotron 7,9 30
13 Stadium infrastructure 7,9 120
14 Construct steel canopy 10 75
15 Light installation 14 30
16 Build roof support 6 90
17 Construct roof 16 180
18 Install roof tracks 16 90
19 Install roof 17,18 90
20 Inspection 8,11,13,15,19 20
Project Management (MGT 3125)

Nayomi Ekanayake M00436434 2 | P a g e


The Network Schedule













Project Management (MGT 3125)

Nayomi Ekanayake M00436434 3 | P a g e


1. Will the project be able to be completed by the May 20 deadline? How long will it take?
According to my calculation the project is a total of 695 days, ending on March 27th, 2014, which is in
time for the May 20, 2014. At this trajectory, we are looking at 54 calendar days ahead of schedule.
The project can be completed before the May 20 deadline.
2. What is the critical path for the project?
There are two critical paths that share the same beginning and end. They differ from only two
separate activities:
* Clear Stadium Site => Drive Support Piles => Pour Lower Concrete Bowl => Pour Main
Concourse => Install Seats => Construct Steel Canopy => Light Installation => Inspection.
* Clear Stadium Site => Drive Support Piles => Pour Lower Concrete Bowl => Construct
Upper Steel Bowl => Install Seats => Construct Steel Canopy => Light Installation =>
Inspection.
If the total project time has to be reduced, the length of the critical path has to be shortened. The
length of critical path is equal to the sum of durations of critical tasks. Here, it is equal to 695 days.
Any delay of a critical task will delay the entire project.
The essential technique for using CPM is to construct a model of the project that includes the
following:
A list of all activities required to complete the project (typically categorized within a work
breakdown structure),
The time (duration) that each activity will take to completion,
The dependencies between the activities.




Project Management (MGT 3125)

Nayomi Ekanayake M00436434 4 | P a g e


3. Based on the schedule would you recommend that G&E pursue this contact? Why? Include a one-
page Gantt chart for the stadium schedule.
Between 1 July 2006 and 20 May 2009, there are 753 work days. Since the expected project
completion time is less than 753 days, the project will be finished well before the deadline.
G&E should pursue this project. They have all the reasons that the project can be finished before 753
days as the length of critical path is 695 days and they have a slack of 58 days before the penalty
start kicking in. The project will not only fetch a profit of $2 million, it will build brand value for G&E.