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Project Management: Cpm & Gantt

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Project Management: Cpm & Gantt
1a) Network Diagram & Gantt Chart:
Critical Path

The critical path for the Nottingham Rugby Stadium project is:

Clear site – Drive support piles – Pour lower concrete base – Build roof supports – Construct roof – Install roof – Inspection

This means these activities have no slack and therefore any delay in them will lead to the whole project being delayed.
Project Duration

The project commences on the Monday June 2nd 2008, and finishes on Friday January 14th 2011, which means work covers 670 days.
Milestones

Milestones are shown on the Gantt chart with a pink star, and on the network diagram as a diamond shape. These are the key tasks at which the project team should assess its progress.

The first milestone is clearing the site. This is the first activity of the project and therefore it would be wise to check that the project is still on course after this and to make sure the site is completely cleared as the rest of the project depends on this.
The second one is pouring the lower concrete base. This would be a good milestone because a lot of activities depend on it e.g. the crucial roof, and also progress will not have been checked since clearing the site.
The next milestones are pouring the main concourse/constructing upper steel bowl as these both finish together and the whole infrastructure and interior of the stadium depend upon them being completed so it would be sensible to check progress here.
The construction of the roof should be a milestone as because the roof is such a long, significant feature of the stadium, West Construction must check the progress before they install it.
Constructing the steel canopy should also be a milestone because then all the seats, boxes, etc can be checked before the lighting goes ahead, and also West Construction do not want a repeat of Wembley Stadium’s issue of having to re-install the seats.
The final milestone is the inspection as the entire project’s progress can be assessed here.
At all



References: 3. Basu (2003), “CPM Scheduling in construction: A case study”, AACE International Transactions, p.PS41 4. BBC News, “BA postpones long-haul move to T5”, 11.4.08 9. BBC News, “Valleywood Studio is £15m in red”, 22.4.06 10. Bishop (1992), “Creating a ‘Sense of Urgency’”, Research Technology Management, Vol 11. Breidenstein (2001), “On-site project management: The impact of delays”, Professional Builder, Vol. 66, Iss. 10. p.69-73 12. Bubshait & Cunningham (2004), “Management of Concurrent Delay in Construction”, Cost Engineering, Vol 13. Casinelli (2005), “Project Schedule Delay vs. Strategic Project Planning”, AACE International Transactions, p.PS191, 7pgs 14. Ciccarelli (2007), “Additional Practical Applications of Window Analysis”, AACE International Transactions, p.CD81, 8pgs 15. Collison & Gallagher (1985), “Project Planning Aids Real Estate Appraisals”, The Appraisal Journal, Vol. 53, Iss.2, p.278-285 16. Craig (2006), “Why a project’s matrices matter to you”, Contractor, Vol.53, Iss.3, p.68-70 17. Douglas (2004), “Project Planning – Then Scheduling”, AACE International Transactions, p.PS71, 5pgs 18. Eldin (2005), “The Effect of Early Freezing of Scope on Project Schedule”, Cost Engineering, Vol.47, Iss 19. Epsom Guardian, “Building makes its last (grand)stand”, 19.7.07 20. Galloway (2006), “CPM Scheduling – How the Industry Views its Use”, Cost Engineering, Vol 21. Hatfield & Noel (1998), “The case for critical path”, Cost Engineering, Vol.40, Iss.3, p.17-19 22. Herroelen (2005), “Project Scheduling – Theory & Practice”, Production and Operations Management, Vol 25. Kursave (2003), “The necessity of project schedule updating/monitoring/statusing”, Cost Engineering, Vol. 45, Iss. 7, p.8 26. Lee (2007), “Delay Analysis Using Linear Schedule in Construction”, AACE International Transactions, p.CD181, 6pgs 27. Lynch & Cloutier (2003), “5 Steps to Success”, ASQ Six Sigma Forum Magazine, Vol.2, Iss.2, p.27-34 28. Maylor (2007), “Beyond the Gantt chart: Project Management moving on”, European Management Journal, Vol.19, Iss.1, p.92 29. Meredith & Mantel (2003), “Project Management: A Managerial Approach, John Wiley & Sons 30. Mott Macdonald website, www.mottmac.com/projects/?id=8017, www.mottmac.com/projects/?id=290 31. Rakos (1992), “The Virtues of the Time-Bar Chart”, Computing Canada, Vol. 18, Iss. 17, p.32 32. Street (2000), “The Pitfalls of CPM scheduling on construction projects”, Cost Engineering, Vol.42, Iss.8, P.35-38 33. Turner & Townsend website, www.turnerandtownsend.com/_featuredproject.asp 34. Wilson (2003), “Gantt charts: A centenary appreciation”, ENR, Vol.149, Iss.2, p.430 35. Woolf (2007), “Faster Construction Projects with CPM scheduling”, ENR, Vol. 259, Iss. 6, p.23 36. WSPGroup website, www.wspgroup.com/en/Sectors/All/Property/London-Bridge-Tower-UK/ 37. Yakura (20020, “Charting time: Timelines as temporal boundary objects”, Academy of Management Journal, Vol. 45, Iss.5, p.956 38. Yang (2007), “How the Critical Chain Scheduling Method is Working for Construction”, Cost Engineering, Vol

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