Case Study

Running head: SHORELINE STADIUM CASE 1
Shoreline Stadium Case
Abdul Majeed
Liberty University
SHORELINE STADIUM CASE 2
Summary
The case study is regarding a proposal presented by G&E Company in their quest to win
the bid for the Shoreline stadium. This project is expected to begin on July 3, 2017 and expected
to be completed no later than April 3, 2020 where a penalty charge of $ 250,000 per day is
accrued by G & E company. The President of the company is optimistic that G&E can maximize
a profit of about $ 3 million on the project and it may also increase their chances of winning
other similar projects if successful. This paper will include a risk assessment and a gantt chart
and schedule to ensure that G&E is able to manage its time and resources properly and ensure it
achieves the expectations set.
Will the project be able to be completed by the April 3 deadline? How long will it take?
The Shoreline stadium project is faced with a tight deadline when non-working days and
holidays are observed and deducted from the number of days available for G&E. But if the only
issue faced by G&E is been excused from work on holidays and other non-working days then the
company can complete the project before the April 3, 2020 deadline. The only other issue G&E
failed to consider is weather related issues. It is very difficult to predict the weather and thus,
snow, rain, tornadoes and other similar events tend to halt the progress of many projects.
Because of that, it will be very difficult to definitively conclude that the project will be
completed by the deadline. According to Agyei (2015), “reducing the project duration can be
achieved by adding more resources to the performance of the activity in the form of overtime,
resources or by assigning additional labor” (p.222). G&E will be successful if it maximizes its
resources available to the organization in achieving the objectives of the project. Based on the
gantt chart, the project will be concluded by February 12, 2021. This project must be avoided
because G & E will be incurring $250,000 a day making it not productive for the organization.
What is the critical path for the project?
The critical path of this project is geared around the process of roofing and the inspection.
These two aspects formulate the critical paths of the project because of their direct relationship to
the progress made with the project. Based on the data from table 6.3, the project has two
potential critical paths. The critical paths for the project are 2-5-6-8-10-14-15-19 and 2-5-6-9-10-
14-15-20. The total number of working days within the timeframe for the project is 753 days but
if the critical paths are generating a timeline of 945 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.
I will not recommend G&E to pursue the project based on the data from the critical paths and the
gantt chart shows that the project can’t be completed within the timeline. According to Sadgrove
(2016), “an organization that tries to obliterate all possible dangers can’t create value” (p.4).
Even though some level of risk is encouraged to achieve success, it would be detrimental for G&
E to pursue this project knowing that it will incur a huge amount of debt hence losing the
anticipated profit of $3 million. If G & E was to pursue this project, it will be continuously doing
check ups to ensure the project is conforming to the timeline and addressing any issues that may
be affecting the project. This will increase the total cost of the project because of the extra
resources that will be channeled to ensure the project is keeping up with the timeline.
Appendix A
Risk Response Matrix
Contingency
Risk Event Response Trigger Who is Responsible
Plan
 Mitigate  Offer Severe weather  G&E/Construction
Bad weather overtime such as snow, firm
rain and
 Additional tornado.
shift and pay
Delay of  Mitigate  Avoid waiting Delay in timing  Project Manager
materials  Avoid until depletion of materials  Supplier
of resources  G&E
before
ordering.
 Find
secondary
supplies
Failure to  Avoid  Review Continuous bad  Project Manager
meet timeline weather and  G&E
deadline regularly to delays in
resources.
ensure project
is on track
 Hiring a
project
manager
Staffing  Avoid Have on call Employees  Project Manager
staff calling in sick  G&E
or injured
employees.
References
Agyei, W. (2015). Project planning and scheduling using PERT and CPM techniques with linear
programming: case study. International Journal of Scientific & Technology Research,
4(8), 222-227.
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries,
game changers, and challengers. John Wiley & Sons.
Sadgrove, K. (2016). The complete guide to business risk management. Routledge.

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What is the critical path for the project?

Based on the schedule would you recommend that G&E pursue this contact? Why?

Running head: SHORELINE STADIUM CASE 1

Shoreline Stadium Case

achieves the expectations set.

What is the critical path for the project?

if the critical paths are generating a timeline of 945 days.

Include a one-page Gantt chart for the stadium schedule.

Risk Response Matrix

programming: case study. International Journal of Scientific & Technology Research,

game changers, and challengers. John Wiley & Sons.

Sadgrove, K. (2016). The complete guide to business risk management. Routledge.

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