Professional Documents
Culture Documents
MANAGEMENT TECHNIQUES
COURSE NO- NCP 26/ GPcPM-14
ASSIGNMENT 4
ASSIGNMENT
A new international cricket facility is to be constructed outside a mega city over a piece of
land. Facility to include:
i)
ii)
iii)
iv)
v)
vi)
Identification of project
Stages in development of project
Work breakdown structure to undertake the project
Milestones & CPM chart for corporate control
Cost of project
1.
PROJECT IDENTIFICATION:
The definition of project is a temporary endeavor to create a unique product, service or
result with a definite beginning and end.
Page 2 of 13
Our project is to build a cricket stadium outside a mega city over a piece of land in 16
months.
FEASIBILITY STUDY:
Cricket is the most popular game in India, inspite of hockey been our national game. There
is immense popularity and interest for the game with in various sections of age and sex.
The cricketing body is trying to bring up various changes in the playing pattern to ensure as
well as increase the interest in the game. In addition to this they are trying to market the
game in various other countries were this sport is not played. The revenue from the game is
increasing day by day with various forms of cricket been played in addition to the
advertisements. With the introduction of shorter games viz 20T or 20- 20 over matches
excitement and interest on the game has increased considerably. The success of Indian
Premier League & Indian cricket League has further helped in commercialization of the
game.
The requirement on construction of new state of art cricket stadium was studied. There is
no cricket stadium available in this mega city with the facilities outlined because of which
the city was not considered for holding international matches. A huge piece of land was
Page 3 of 13
available at the outskirts of the city to construct this stadium. Following areas were
considered for the feasibility of this stadium:
1) Land:
A huge piece of land is required to construct a state of art facility cricket stadium. The
required area of land was not available within the limits of the city, the also the cost of
land is exorbitant which was would escalate the construction cost and in turn the ticket
cost. The land currently available is sufficient enough to create stadium with facilities
meeting the international standards. The cost of the land as compared is less since been
constructed outside the city which will help in reducing the capital costs.
2) Accessibility:
The construction cost for the stadium will reduce because of the proximity to the city.
This will ensure all the required resources, machinery etc will be readily available and
god bargain cost. The location of the stadium will ensure patrons, viewers are available
to watch the matched because of the availability of the public transport, vehicles etc.
This been mega city there is possibility of the stadium getting international matches
which means the international visitors to the city as well as stadium. This will help in
getting good foreign exchange and advertisement revenue.
3) Utility services:
The services such as water and power will be readily available as the stadium is
constructed outside the city limits. This will ensure day/ night facilities available
without adding additional expense of generating power.
4) Revenue Generation
The proximity to city will ensure revenue thru sales of ticket, advertisement boards,
providing stadium of bigger meetings etc.
Page 4 of 13
stadium is required to plan minimum equal number of trees or more to ensure the
damage by cutting the trees is reduced.
Commercially the stadium stand with an advantage starting with the land costs, in
addition to this the location of the stadium outside the city limits will help in reducing
the construction cost. The resources will be readily available which will ensure the
project will be completed within the time frame. The revenue collection from sale of
tickets and marketing rights will help in recovering the cost over a period of time.
2.
Initiation
Planning
Execution
Monitoring and Controlling
Closing
The following diagram shows how the project management process group fits together.
The construction of the stadium will generally fall under the following phases:
Conceptualization
Engineering and design
Procurement
Construction
Commissioning
Hand over
Page 5 of 13
The Project Management Institute focuses on nine distinct areas requiring project manager
knowledge and attention:
1. Project integration management to ensure that the various project elements are
effectively coordinated.
2. Project scope management to ensure that all the work required (and only the required
work) is included.
3. Project time management to provide an effective project schedule.
4. Project cost management to identify needed resources and maintain budget control.
5. Project quality management to ensure functional requirements are met.
6. Project human resource management to development and effectively employ project
personnel.
7. Project communications management to ensure effective internal and external
communications.
8. Project risk management to analyze and mitigate potential risks.
9. Project procurement management to obtain necessary resources from external sources.
2.2.
Analysis
Anticipation
Scheduling resources
Co-ordination and control
Production of data
A preliminary schedule for the project is prepared and discussed with all stake holders, a
formal agreement is taken on the schedule. This agreement helps in getting commitment
with the personnel performing the work. The planning is an iterative process and will
change during the life cycle of the project due to various reasons such as change in scope,
change in sequence etc. Every time the plan is changed a meeting is to be carried out with
all the stake holders for their information and formal agreement. .
The monitoring and control process are means of measuring the performance of the project
to the project management plan. The process helps in identifying the deficiencies,
providing recommendations and preventive actions to bring the project back to the plan.
Page 7 of 13
This involves measuring the project against the baseline, determine the variances exercise
judgment to determine recommendations or corrective actions.
A good project manager recognizes from the outset that a project plan along with adequate
controls is far more than an academic exercise or tool for appeasing upper management. It
is the blueprint for the entire scope of the project, a vital document which is referred to
frequently, often update on-the-fly, and something without which the project manager
cannot proceed.
3.0 PROJECT WORK BREAKDOWN:
A project work breakdown structure (WBS) is a deliverable or product oriented grouping
of project work elements to organize the total work scope of a project. In short WBS will
provide the full scope of the work, any work not include in WBS means it is not included
in the scope. Any request to carry out such work shall call for a change order. The WBS
facilitates the planning and control of cost, scope, schedule and technical quality of the
project outcome.
3.1 CLASSIFICATION OF LEVELS:
The project scope is broken down to a higher level to further lower levels such as
work package level where managing the work becomes easier. A work package is the
last logical level of WBS. The first level is broken down prior to start of the project.
The level is broken down by the team until:
It can be realistically and confidently estimated
It can be completed quickly
It can be completed with out interruption.
3.2 WORK BREAKDOWN METHODOLOGY:
As such there is no standard determined way for breaking down the scope, however
if a set rules are followed even though the WBS created by different team will not
look same however the basis will be same.
Decomposition of the total project work in to work packages generally involves
following activities:
Page 9 of 13
actual input of the data to a computer program may be accomplished by filling in blanks
on a screen menu, reading an existing data file, or typing data directly to the program
with identifiers for the type of information being provided.
With an activity-on-branch network, dummy activities may be introduced for the
purposes of providing unique activity designations and maintaining the correct
sequence of activities. A dummy activity is assumed to have no time duration and can
be graphically represented by a dashed line in a network. Several cases in which
dummy activities are useful are illustrated in Fig. 10-1. In Fig. 10-1(a), the elimination
of activity C would mean that both activities B and D would be identified as being
between nodes 1 and 3. However, if a dummy activity X is introduced, as shown in part
(b) of the figure, the unique designations for activity B (node 1 to 2) and D (node 1 to
3) will be preserved. Furthermore, if the problem in part (a) is changed so that activity
E cannot start until both C and D are completed but that F can start after D alone is
completed, the order in the new sequence can be indicated by the addition of a dummy
activity Y, as shown in part (c). In general, dummy activities may be necessary to meet
the requirements of specific computer scheduling algorithms, but it is important to limit
the number of such dummy link insertions to the extent possible.
a) CRITICAL ACTIVITY:
The activities having same Early start time and late start time as well as early finish
time and later finish. This means any delay in these activities will lead to delay in the
project.
b) NEAR CRITICAL PATH:
The path in close duration to the critical path
c) TOTAL FLOAT:
Total float is the amount of time activity can be delayed without delaying the end date of
project.
d) FREE FLOAT:
This is the amount of time an activity can be delayed without delaying the early start
date of its successor.
e) PROJECT FLOAT:
The amount of time the project can be delayed without delaying he externally imposed
completion date.
Sl. No
Capacity
of
spectators
Average
Cost of
Tickets
In `
No. Of
Matches
Per Year
Average No.
Of
Spectators
Per Match
Earnings
from the
Match
Tickets In `
Per Year
Earnings
from match
Earnings from
the Match
Tickets in 5
Years
80000.00
100.00
4.00
60000.00
6000000.00
24000000.00
120000000.00
Total Area Of
Development in Sqm
Average Construction
Cost Per Sqm in
`.
Total Construction
Cost
`.
20000.00
6000.00
120000000.00
Page 12 of 13
(Note: Other income from the broadcasting rights to the TV channels, hoarding advertising, fees
from sponsors etc.will is different than this ticket income.)
6.
RECCOMENDATIONS/ CONCLUSION:
Based on the feasibility study and break even study, it is recommended to construct the
stadium. Below additional recommendations shall be considered:
7.
BILIOGRAPHY / READINGS:
1. Construction Project Management Techniques, Published by NICMAR.
2. Project management Institute manual
3.
Page 13 of 13