Running head: SHORELINE STADIUM CASE 1
In
Shoreline Stadium Case
Liberty University
SHORELINE STADIUM CASE 2
Project Summary
The following case study represents a proposal for the G&E Company to bid for the
Shoreline baseball stadium project. A network schedule and risk assessment will be prepared to
assist G&E in managing the schedule, required resources, and response to risks. The project
must be completed between July 3, 2017 and April 3, 2020. The president of G&E is under the
impression that a profit up to $3 million is possible. However, a penalty of $250,000 will be
levied if the project is not completed by the April 2020 deadline.
Risk response matrix
Larson and Gray (2018) discuss the value of using a risk response matrix to offer a
summation of the methods available to manage project risks that have been identified. Risks are
inherent in managing projects and Taroun (2014) explains, “The construction industry is often
considered as a risky business due to its complexity and the strategic nature of its products.” (p.
101). Five of the risks that were identified include inclement weather, material delays,
equipment breakdowns, and labor issues.
Severe weather may occur during the project and could possibly impede project progress.
This risk can be addressed as it occurs by increasing working hours to meet timing requirements.
Material delays due to travel distance can be reduced by sending the suppliers a firm
commitment on delivery dates with penalties for late deliveries and planning to secure secondary
sourcing. In addition, this project will require large amounts of pre-mixed concrete and the
possibility of supplier building a local mix plant may be in order. Equipment breakdowns can be
addressed by securing backup equipment or rescheduling. Finally, labor issues can quickly put a
project behind schedule. As Druker and White (2013) explain, “Poor management of human
relations on major construction projects can disrupt the most effective planning, with high cost
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consequences for contractors and for the client, and it is surprising that it is so often neglected”
(p. 579).
The project manager is in responsible for monitoring these various risks. The project
manager should conduct regularly scheduled meetings with contractors, purchasing, engineering,
the customer, and any other shareholders to keep them appraised of any issues that may transpire.
The risk response matrix is critical in assisting the project manager with risks as they occur. The
risk response matrix is included in Appendix A.
Network schedule
Microsoft Project was used to develop a network schedule. Using the Gantt chart as a
reference, the project is estimated to take 945 days to complete, which is 245 working days
overdue. The critical path of this project include the tasks of: 2-Clear stadium Site, 3-Demolish
Building, 4-Set up construction site, 5-Drive support piling, 6-Pour lower concrete bowl, 9-
Construct upper steel bowl, 10-Install seats, 14-Construct steel canopy, 18-Install roof tracks, 19-
Install roof, and 20-Inspection. The critical path is represented on the attached Microsoft Project
file by the red bars. Based on the network schedule, G&E should not pursue this contract as it
stands, as they cannot meet the finish date of April 3, 2020. The estimated late penalty is
approximately $61 million.
Conclusion
The utilization of risk assessment and network scheduling are essential steps regarding
project management. Both tools are critical preparation prior to implementation of a project.
Using a biblical perspective, Scripture also substantiates the necessity of judicious planning and
preparation before execution. We are told in 2 Corinthians 9:6 New International Version,
“Remember this: Whoever sows sparingly will also reap sparingly, and whoever sows generously
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will also reap generously.” The formation of a well-developed project plan will assist managers
in overseeing operations as well as dealing with risks. This action improves the opportunity to
complete the project on time and on budget.
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Appendix A
Risk-response matrix for Shoreline Stadium
Risk Event Response Contingency Plan Trigger Who is
Responsible
Severe
weather
Mitigate Add extra hours to
schedule
Add additional
shifts
Adverse weather
conditions that lead
to a work stoppage
Project Manager
Construction firm
Material
shortage due to
travel distance
Mitigate
Avoid
Secure secondary
source
Mix plant
construction near
to site
Unavailability of
materials delays
project
Project Manager
Supplier
Equipment Mitigate
Avoid
Reschedule work
Secure secondary
source
Delay in project due
to lack of needed
equipment
Project Manager
Supplier
Labor issues Avoid Dissatisfaction from
labor force
monitored by
monthly surveys
Project Manager
Construction Firm
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References
Druker, J. & White, G. (2013). Employment relations on major construction projects:
The London 2012 Olympic construction site. Industrial Relations Journal, 44(5-6),
566-583. doi:10.1111/irj.12038
Larson, E. W. & Gray, C. F (2018). Project management: The managerial process (6th ed.). New
York, NY: McGraw-Hill Education.
Taroun, A. (2014). Towards a better modelling and assessment of construction risk: Insights from
a literature review. International Journal of Project Management, 32(1), 101-115.
doi:10.1016/j.ijproman.2013.03.004
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