Running Head: Shoreline Stadium Project
Shoreline Stadium Case study
Busi 680
Hardy Tsumbu
Liberty University
Running Head: Shoreline Stadium Project
Shoreline Stadium Case study
The G&E Company has been setting up a bid to assemble the new Shoreline stadium that will suit
47,000 people. The building development must begin on July 3, 2017, and be done by the third of April
2020 for the beginning of the 2020 Baseball season. In the event that the group doesn't finish the
development before the expressed date, the agreement assertion expresses a punishment of $250,000
consistently. Subsequent to understanding the end of the agreement and painstakingly investigating it, the
president of the previously named organization, Percival Young, decided to meet up with his engineers as
well as project managers to analyze and talk about the plausibility of the Shoreline stadium. This was an
approach for each one of them acclimate themselves with the laid necessities in the understanding and to
check whether they can meet the due date.
Will the project be able to be completed by the April 3 deadline? How long will it take?
In the wake of looking at the Shoreline Stadium project contract and days have been surveyed to
various errands, it can be inferred that the due date set for this project can't be met considering the number
of days appointed to the undertakings and the timetables antecedents. This project will take 945 days to be
finished without considering conceivable dangers that the project can confront.
Potential risks associated with this project
As per Larson and Gray (2018), "risks are questionable occasions or conditions that can decidedly
or contrarily influence the project destinations". It is helpful for the project manager to set up a group that
can work in recognizing the risks and oversees them. Ye, Zhou, Zhou, and Xiang (2012) clarified that
"Construction projects are confronting a more prominent number of vulnerabilities and more serious
risks, which could cause considerably greater misfortunes than before". From the viewpoint of data
economics, asymmetric data offer to ascend to opportunistic conduct, which is the essential driver of loss
of confidence and expanded hazard in the construction market. The three potential risks to be recognized
incorporate extreme climate condition, construction mischance, and the logistical risks.
Running Head: Shoreline Stadium Project
The logistical risks can be tended to before the start of the project which incorporates the
accessibility of transportation offices and the accessibility of hardware. These risks can stay away from if
the management talks about the on-time conveyance. Climate risks or suggestions are generally
disregarded by project managers when they are new to the nearby conditions and the climate designs. The
management group must be set up in result to keep away from potential postponements and misfortunes.
With the construction mischance, it is vital to set codes and controls and confinements that will manage
the project and too, set alert board amid construction to keep away from however much as could be
expected harms.
What is the critical path for the project?
Chen (2007) clarified that much of the time, projects can be confounded and testing to oversee.
At the point when the movement times in the project are deterministic and known, basic way strategy
(CPM) has been shown to be a helpful device for overseeing projects in a proficient way to address this
difficulty. With the given project, a nearby examination of the feedback was made as this strategy
significantly affects nature and the advance of the project. Considering the data gave in table 6.3, there is
one basic way which is 2-3-4-5-6-9-10-14-18-19-20 with the length of 945 days and the inspection is
included.
Based on the schedule would you recommend that G&E pursue this contact? Why? Include a one-
page Gantt chart for the stadium schedule.
In light of the timetable, I wouldn't prescribe the organization to seek after the agreement, in light
of the fact that the project will surpass the due date expected and it will hurt the baseball season which
will begin before the project closes. Unless the contractual worker will work with the G&E organization
with their gave plan and not considering the punishment of $250,000 held for the day by day punishment
if the project goes past April 3, they can begin the project.
Running Head: Shoreline Stadium Project
Gantt Chart
Task Mode Task Name Duration Start
Auto Scheduled Baseball Stadium 945 days Mon 7/3/17
Auto Scheduled Clear stadium site 70 days Mon 7/3/17
Auto Scheduled Demolish building 30 days Mon 10/9/17
Auto Scheduled Set up construction site 70 days Mon 11/20/17
Auto Scheduled Drive support piling 120 days Mon 2/26/18
Auto Scheduled Pour lower concrete bowl 120 days Mon 8/13/18
Auto Scheduled Pour main concourse 120 days Mon 1/28/19
Auto Scheduled Install playing field 90 days Mon 1/28/19
Auto Scheduled Construct upper steel bowl 120 days Mon 1/28/19
Auto Scheduled Install seats 140 days Mon 7/15/19
Auto Scheduled Build luxury boxes 90 days Mon 7/15/19
Auto Scheduled Install jumbotron 30 days Mon 7/15/19
Auto Scheduled Stadium infrastructure 120 days Mon 7/15/19
Auto Scheduled Construct steel canopy 75 days Mon 1/27/20
Auto Scheduled Light installation 30 days Mon 1/27/20
Auto Scheduled Build roof supports 90 days Mon 2/26/18
Auto Scheduled Construct roof 180 days Mon 7/2/18
Auto Scheduled Install roof tracks 90 days Mon 5/11/20
Auto Scheduled Install roof 90 days Mon 9/14/20
Auto Scheduled Inspection 20 days Mon 1/18/21
Appendix
Risk Response Matrix
Risk Event Response Contingency Plan Trigger Who is
Responsible
Weather
Condition
Reduce Work extra hours
to compensate
the lost time
The project is
delayed for more
than 48 hours
The project
manager
Construction
accident
Reduce Select another
person who can
cover the task
Illness or injury The project
manager
Equipment
unavailability
Reduce Locate source for
new equipment
Equipment are
causing delay in
all areas of phase
The project
manager
Running Head: Shoreline Stadium Project
References
Chen, S. (2007). Examination of basic ways in a venture connects with fluffy action times.
European Journal of Operational Research, 183(1), 442-459. doi:10.1016/j.ejor.2006.06.053
Larson, E. W. and Gray, C. F. (2018). Undertaking administration: The administrative procedure (seventh ed.). New
York, NY: McGraw-Hill.
Ye, K., Zhou, X., Zhou, J., and Xiang, P. (2012). Development venture chance administration in light of the
perspective of deviated data. Diary of Construction Engineering and Management, 138(11), 1303-1311.
doi:10.1061/(ASCE)CO.1943-7862.0000548
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