RUNNING HEAD: SHORELINE STADIUM PROJECT
Shoreline Stadium Case Study
Liberty University
BUSI 680
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SHORELINE STADIUM PROJECT
The G&E Company has been organizing to potential place a bid on the construction of the new
Shoreline stadium, that will accommodate 47,000 people. The construction of the stadium must
commence on July 3, 2017 and be completed no later than the 3 April 2020; which is the start of the 2020
Baseball season. If the construction is not completed on the stated deadline, the agreement in the contract
states a penalty of $250,000 per day will be assessed until completion of the project (Larson & Gray,
2018).
After careful consideration of the contract terms and understanding the contract details, Percival
Young, the president of the company (G & E) decides to schedule a meeting with his staff, composed of
project managers and project teams, to discuss the feasibility of Shoreline Stadium. During this meeting
the team’s objectives were to familiarize themselves with the contract requirements and determine if the
established deadline was viable for their organization (Allport, 2016).
Will the project be able to be completed by the April 3rd deadline? How long will it take?
After thorough examination of the Shoreline Stadium Project contract and calculation in
nonworking days and holidays, the set deadline as noted in the contract of April 3rd, can indeed be
achieved without any hindrance or modification to the contract. However, it is important to mention that
this projection does not include any weather-related issues that may hinder the progress of the project.
Furthermore, it is within the confidence of Percival Young, to employ numerous diverse teams of experts
that are assigned to work on each deliverable of the contract as they are scheduled to commence at
approximately the same time. Additionally, the experts should estimate that the project can be
accomplished on or around May 3, 2020; giving an allowance of 30 slack days until the scheduled
completion date. These slack days can be used by the contractor in accessing if there are any additions or
modifications from the Shoreline Stadium management to be added or provide any feedback that will
need to be acted upon before the April 3rd deadline.
What is the critical path for the project?
Having been given the requirements and the material submittals to be used on the roof, it is of
opinion that the critical path for this project would fall to the construction of the roof, the roofing
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SHORELINE STADIUM PROJECT
members, and subsequent roof inspections. This process during construction is the critical path because
they have a significant impact on the nature and progressive progress of the project, as it continues into
the various sequential steps of construction (Ziółko, 2016). Additionally, the method of roofing on most
stadiums is by far one of the most technical aspects of a construction project (Ziółko, 2016). This is
generally because stadiums roofs are needed to enclose the stadium before other work, like grass, seating,
painting, etc can be completed (Ziółko, 2016).
With that being said the critical paths for the project is 2-5-6-7-10-14-15-20. Following the given critical
path, the length of the critical path is estimated at 695 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.
Yes, in my opinion Percival Young and G&E should pursue this contract. I am basing this on the
analysis acquired from the study on the critical path that shows the length for completion of the deadline
to 695 days. Furthermore, G&E has all the resources needed for this project to be successful and
completed before the established deadline, when considering the alternative critical paths. Between
7/3/2011 and 4/3/2020, there are 30 slack days that render G&E in a great position to meet the deadline
and not accrue any penalties. Finally, a part from the expected profit of $3 million, G&E will also built a
brand of value and reputation and potentially win more proposals in the future.
Recommendation
Percival Young and his team must acknowledge the project will impact three main activities at the
beginning of the Shoreline Stadium Project. The activities include demolishing the building, the pouring
of the lower concrete bowl, and the installation of the roof. These three activities are major determinants
because their completion will mark the start of subsequent activities for at least 6 other activities outline
in the stadium schedule. These activities simply cannot commence without this completion of these
critical points. From a project management’s perspective, I would add some supplementary checkups to
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SHORELINE STADIUM PROJECT
some very central activities mainly at the midpoint of the project so I know at that far there is no technical
hitch that could inhibit the working team from going further along in the project (Allport, 2016).
Conclusion
Going to pursue the G&E contract, the analysis for the completion of the project must take
into the consideration how much slack is in the project and what activities holds the greatest amount of
slack. Given the amount of time available for the completion of the project, the activities with greatest
amount of slack should be given caution during evaluation (Allport, 2016). This is because these activities
hold the greatest slack because the work in them can start simultaneously with other activities that do not
have such amount of slack (Larson & Gray, 2018). This move will create extra time for inspection
while the construction is ongoing. The interpretation of having long slack days gives an indication that the
project is going as per the plans and within the schedule with no hiccups. However, when the project is
going according to the plan, another activity can be started sooner than planned (Larson & Gray,
2018). G&E will greatly benefit from this project.
Risk Response Matrix
Risk event Response Contingency
Plan
Trigger Who is
Responsible
Logistical Problems Mitigate with planning
and submittals
Increase
communicatio
n
Add milestones to
Gantt chart and
arrange deadlines
G&E
Weather Check forecast and
historical data
Look at
alternate dates
Extreme weather
systems
(hurrricanes)
G&E
Cost, going over
budget
Hire good cost
estimators that put the
hours in, anticipate
financial needs
Change order Cost’s above
budget
G&E
References:
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SHORELINE STADIUM PROJECT
Allport, R. (2016). Planning Major Projects. doi:10.1680/pmp.41103479
Larson, E. W., & Gray, C. F. (2018). Project management: The managerial
process (7th ed.). New York, NY: McGraw-Hill.
Ziółko, J. (2016). Assembly of the steel roof structure for the football stadiums in the United
States. Steel Construction, 6(1), 54-60. doi:10.1002/stco.2016147897
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