G&E and Shoreline Stadium: Project Management Case Study Analysis

This case study examines the Shoreline Stadium project, focusing on its economic feasibility and project scheduling. The analysis determines whether the project can be completed by the deadline of April 3rd, 2021, concluding that it will be delayed by one month. The critical path is identified, revealing a total project duration of 209 days. The study recommends that G&E not pursue the contract due to a significant penalty of $7,250,000 for the delay, along with potential impacts on other projects. The report includes a Gantt chart to visualize the project timeline and concludes that effective project management strategies, including time scheduling and critical path analysis, are essential for project success. The case study references several academic sources to support its findings and recommendations.

Case Study

TABLE OF CONTENT
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
1. Whether Baseball stadium project will be completed by April 3 or not.................................1
2. Critical path.............................................................................................................................1
3. Recommend G&E on pursue of this project...........................................................................2
REFERENCES................................................................................................................................5

INTRODUCTION
Project management strategies are defined as the approaches which helps in effective and
timely completion of the project. For sustaining the quality and feasibility of the project it is very
essential that project must be accomplished on time (Zareei, 2018). The report will discuss the
economic feasibility and project scheduling of Shoreline stadium case. G&E organisation is
planning to bid a stadium. The project must met delay terms of contract so that project outcomes
can be optimised.
MAIN BODY
1. Whether Baseball stadium project will be completed by April 3 or not
Baseball stadium project will not finished by 3 April instead it will take one month
additional and will be completed by 2 May, 2021.
2. Critical path
The critical path is defined as the project scheduling algorithm so that various project
activities an be sequenced. The sequential arrangement of the project activities in a way such that
project stages or operations are executed in minimum time duration or minimum cost is
demonstrated by critical path (Golini, Kalchschmidt and Landoni, 2015). In other words it can
also be defined as the maximum distance between project initiation and termination activities
including all tasks and their respective duration so that overall project scheduling can be
performed. One of the advantage of using critical path for project execution is that it guides in
utilising all project resources in the best possible way to deliver expected project outcomes. The
implementation of critical path also eliminates the possibilities of unexpected time delays and
cost to a great extent so that project risks can also be identified and tolerated (Lock, 2017).
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=2+3+4+5+6+7+8+9+10+11+12+13+14+15+18+19+20+16+17
= 209
From the critical path it has been observed that through critical path project will be completed in
209 days.
3. Recommend G&E on pursue of this project
G & E must not proceed with this contract because of delayed schedule. As per the
contract a penalty clause has been included which states that beyond 3 April 2019, a penalty
charge of $ 250,000 per day of delay will be charged. As per the project scheduling the project is
delayed by 29 days and will complete on 2 May. Thus for this project the company will have to
pay a total penalty of $ 7250,000. In addition to the penalty it is also not possible to complete the
project on time. Thus the project will also engage the resources for extra duration and it can have
impact on other important projects as well. Hence in terms of profitability the project is not
feasible and G&E must not pursue this project. The Gantt chart for the project is provided below:
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CONCLUSION
It can be concluded from the above study that that for the economic feasibility of the
project scheduling is very essential. Project management strategies must be incorporated in
various stages of the project so that its deadline can be meet. It has been also analysed that
through appropriate project management techniques it becomes very easy to determine the
critical paths for the project execution. It can also be concluded from the above study that for the
success of any project time scheduling and critical path analysis must be performed essentially.
The project management tools plays a significant role in project execution and analysis.
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REFERENCES
Books and Journals
Golini, R., Kalchschmidt, M. and Landoni, P., 2015. Adoption of project management practices:
The impact on international development projects of non-governmental
organizations. International Journal of Project Management. 33(3). pp.650-663.
Lock, D., 2017. The essentials of project management. Routledge.
Zareei, S., 2018. Project scheduling for constructing biogas plant using critical path
method. Renewable and Sustainable Energy Reviews. 81. pp.756-759.
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