Project management report of stadium
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The document outlines the Kandy Stadium project, detailing the project management framework, work breakdown structure (WBS) for civil, mechanical, electrical, and communication engineering, and provides task timelines, gantt charts, and financial overviews. It includes critical path analysis, annual cash flow, and operational costs estimates, indicating the project's overall duration of 4 years and expected revenue. Additionally, it emphasizes the transformation of business needs into deliverables through effective project management practices.
Project management report of stadium
- 2. 1 CONTENT List of Figures ……………………………………………………………………………… 04 List of Tables ………………………………………………………………………………. 05 Introduction ………………………………………………………………………………... 06 Project ❖ Task 01 …………………………………………………………………………...… 07 ❖ Task 02 ……………………………………………………………………………... 15 ❖ Task 03 ……………………………………………………………………………... 17 ❖ Task 04 ……………………………………………………………………………... 20 ❖ Task 05 ……………………………………………………………………………... 21 ❖ Task 06 ……………………………………………………………………………... 25 ❖ Task 07 ……………………………………………………………………………... 26 Conclusion …………………………………………………………………………………. 27
- 3. 2 LIST OF FIGURES Figure 01 - Gantt Chart for WBS Civil Engineering…………………………………......08 Figure 02 - Gantt Chart for WBS Mechanical Engineering…………………………......10 Figure 03 - Gantt Chart for WBS Electrical Engineering…………………………….... 12 Figure 04 - Gantt Chart for WBS Communication and IT Engineering…………….... 14 Figure 05 – AOA Diagram for WBS Electrical Engineering……………………….…...15 Figure 06 - Gantt Chart for WBS Master Plan……...…………………………………...18 Figure 07 - Gantt Chart for Full Project…………….……………………………………19 Figure 08 – Pre-Tax Cash Flow Diagram………………………………………………...24
- 4. 3 LIST OF TABLES Table 01 - WBS for Civil Engineering Scope of Work…………………………………...07 Table 02 - WBS for Mechanical Engineering Scope of Work…………………………...09 Table 03 - WBS for Electrical Engineering Scope of Work……………………………...11 Table 04 - WBS for Communication and IT Engineering Scope of Work……………...13 Table 05 – Critical Path Analysis and Slacks………...…………………………………...16 Table 06 - WBS for Master Plan Scope of Work……….………………………………...17 Table 07 – Loan Drawdown for the Project………….…………………………………...21 Table 08 – Annual Operations and Maintenance Costs...………………...……………...22 Table 09 – Annual Cash Inflows and Outflows…………………………………………...23
- 5. 4 INTRODUCTION Through the project management process, business needs and requirements are transformed into deliverables or deliverables that the project should satisfy. This conversion process consists of application of constraints such as time, cost, quality, motivation, application of project management tools and technologies. It aims to introduce the principle of a project management framework that supports various management such as construction, environment, information technology. The principles of the project management framework include not only proven practices that are widely applied but also innovative practices that appear in professions demonstrated by case studies.
- 6. 5 PROJECT ❖ TASK 01 ➢ Civil Engineering Table 01 – WBS for Civil Engineering Scope of Work Activity Description Predecessors Weeks AC Order all materials from the designed bill of quantities and state that all materials are to be delivered to site F 3 BC Mobilize equipment, machinery and personnel to site offices AC 4 CC Commence site preparation works AC 3 DC Carry out final surveying requirements CC 2 EC Pouring of the concrete footings DC 3 FC Start construction of the main stadium shell EC 26 GC Install the drainage systems for the main structure and for the playing field area FC 8 HC Begin construction of the roof canopy including the retractable roof section FC 15 IC Install the extensive plumbing network requirements EC 30 JC Install all door and window fittings IC 25 KC Start the construction if the six main concrete lighting towers GC 14 LC Commissioning of the complete civil works IC, GC, JC 6
- 7. 6 Figure 01 16 12 9 12 8 22 3 4 3 2 3 26 8 15 30 25 14 6 1 21 41 61 81 101 121 141 161 A B C D E F AC BC CC DC EC FC GC HC IC JC KC LC Weeks Activity Gantt Chart For WBS Civil Engineering
- 8. 7 ➢ Mechanical Engineering Table 02 - WBS for Mechanical Engineering Scope of Work Activity Description Predecessors Weeks AM Order all materials from the design bill of quantities and state that are to be delivered to site F 3 BM Mobilize personnel to site office LC, AM 4 CM Install Air-conditioning Chillers BM 6 DM Install Condensers CM 6 EM Build the water reticulation network CM 7 FM Install all air conditioning ducting throughout stadium BM 18 GM Install and fine tune the motors for the retractable roof BM 8 HM Install the fire sprinkler system network throughout the complex EM 12 IM Ensure no leakage in all the air-conditioning ducts FM 4 JM Install the exhaust fans for the carpark as per the design FM 8 KM Commissioning – Test all air-conditioning outlets to ensure correct temperature, air speed and noise level. Test fire sprinkler systems. Ensure that the retractable roof functions as per the design. EM, JM 6
- 9. 8 Figure 02 16 12 9 12 8 22 3 4 3 2 3 26 8 15 30 25 14 6 3 4 6 6 7 18 8 12 4 8 6 1 21 41 61 81 101 121 141 161 181 201 A B C D E F AC BC CC DC EC FC GC HC IC JC KC LC AM BM CM DM EM FM GM HM IM JM KM Weeks Activity Gantt Chart For WBS Mechanical Engineering
- 10. 9 ➢ Electrical Engineering Table 03 - WBS for Electrical Engineering Scope of Work Activity Description Predecessors Weeks AE Order all materials from the design bill of quantities and state that are to be delivered to site F 5 BE Mobilize personnel to site office LC, AE 4 CE Build concrete footings for the on-site mini sub-station design BE 4 DE Transport and install the two 15MVA transformers CE 5 EE Terminate the incoming 132kV overhead feeders from Western Power DE, GE 4 FE Terminate the second 132kV cable for from Western Power for power robustness. This diverse cable is for power reliability in the event of a fault on the primary cable EE 3 GE Equip the switch room with the main switchboard and protection fuses and circuit breakers BE 10 HE Install all sub switchboards GE 4 IE Install the uninterruptable power supply equipment in the main switch room FE 8 JE Install all the wiring reticulation throughout the complex HE 14 KE Install the protection equipment in the mini sub station IE 6 LE Install the dual diesel motors for stand-by power generation in the event of a black out JE, KE 6 ME Install all lighting throughout the complex including the four hundred 300W globes for the main stadium light towers and security lighting GE 26 NE Commissioning – Check that we have power to all outlets, that all lights work and that the protection works. Ensure that the under an outage condition the diesel generators will start and provide emergency power within 20 seconds. ME, LE 9
- 11. 10 Figure 03 16 12 9 12 8 22 3 4 3 2 3 26 8 15 30 25 14 6 5 4 4 5 4 3 10 4 8 14 6 6 26 9 1 51 101 151 201 251 A B C D E F AC BC CC DC EC FC GC HC IC JC KC LC AE BE CE DE EE FE GE HE IE JE KE LE ME NE Weeks Activity Gantt Chart For WBS Electrical Engineering
- 12. 11 ➢ Communication and IT Engineering Table 04 - WBS for Communications and IT Engineering Scope of Work Activity Description Predecessors Weeks* AT Order all materials from the design bill of quantities and state that are to be delivered to site F 3 BT Mobilize to site office LC, AT 2 CT Install main distribution frame to terminate copper pairs in the communications room BT 3 DT Install optic fiber termination racks to interface to incoming main fibers from the Telstra network CT 4 ET Install the router system for internet access CT 6 FT Install the battery backup supply for the total comms network BT, CT 6 GT Installation of the two mobile towers and antennas BT, DT 4 HT Install GSM4 mobile equipment racks GT 2 IT Install 4 large LED TV screens remotely controlled DT 3 JT Setup the comms for the main control room for media use ET, DT 8 KT Provide internet access to the public via WIFI hotspot ET 4 LT Install microphones and main speakers JT 3 MT Install the perimeter LED display for advertising space JT 4 NT Final test and Commissioning MT, LT, JT 8
- 13. 12 Figure 04 16 12 9 12 8 22 3 4 3 2 3 26 8 15 30 25 14 6 3 2 3 4 6 6 4 2 3 8 4 3 4 8 1 21 41 61 81 101 121 141 161 181 201 A B C D E F AC BC CC DC EC FC GC HC IC JC KC LC AT BT CT DT ET FT GT HT IT JT KT LT MT NT Weeks Activity Gantt Chart For WBS Communications and IT Engineering
- 14. 13 ❖ Task 02 ➢ Electrical Engineering This AOA diagram obtained according to the table 03. Figure 05 S 4BE 4CE 5DE 4EE 3FE 8IE 6KE 6LE E 4HE 10GE 14JE 9NE 26ME
- 15. 14 • Calculations according to above AOA diagram. Table 05 – Critical Path Analysis and Slacks Path Total weeks for path Slacks BE-CE-DE-EE-FE-IE-KE-LE-NE 49 1 BE-GE-EE-FE-IE-KE-LE-NE 50 0(critical) BE-GE-HE-JE-LE-NE 47 3 BE-GE-ME-NE 49 1 a. Critical path is BE-GE-EE-FE-IE-KE-LE-NE path. b. Slacks for each path is given above table 05. c. Delivery of the two 15MVA transformers which corresponds to the activity DE in the work breakdown structure, could be delayed by 1 week without affecting the overall completion time of the electrical engineering part of the project. Because this activity DE is a part of 1st Path and is not related to the critical path in the AOA diagram of figure 5. d. The installation of the protection equipment in the mini substation which corresponds to activity KE in the work breakdown structure, could not be delayed by any weeks without affecting to the project because activity KE is a part of the 2nd Path which is the critical path in the AOA diagram of figure 5. Therefore, activity KE cannot be delayed as it will disrupt the total allowable weeks of the critical path and hence affect the total project duration.
- 16. 15 ❖ Task 03 ➢ Master Plan Table 06 - WBS for Master Plan Scope of Work Activity Description Predecessors Weeks A Prepare Broad Scope of the Project Start 1/Jan/2016 16 B Seek Public Consultation A 12 C Prepare Business Case and Obtain Environmental Approvals B 9 D Commence and Close the Tender Period C 12 E Analyze and award contract to the winning tenderer. D 8 F Finalize and submit the detailed design of the Civil, Electrical, Mechanical and the Comms IT engineering works and wait for final approvals. E 22 G The complete Construction Phase – for all Civil, Electrical, Mechanical and the Comms IT engineering scope of works F TBD^ H Final Commissioning and Project Handover of the total project and commemorate with the Premier at a ribbon cutting ceremony LC, KM, NE and NT 7 • Total weeks to complete Civil Engineering works = 72 weeks • Total weeks to complete Mechanical Engineering works = 36 weeks • Total weeks to complete Electrical Engineering works = 50 weeks • Total weeks to complete Communication and IT Engineering works = 31 weeks • Total weeks to complete Master plan construction = 208 weeks • Since Civil Engineering is necessary to be completed for the remaining construction work to begin, Electrical Engineering is the next construction work which consumes most amount of time. Total number of weeks to complete activity G = 72 + 50 = 122 weeks.
- 17. 16 Figure 06 16 12 9 12 8 22 122 7 1 51 101 151 201 251 A B C D E F G H Weeks Activity Gantt Chart For WBS Master Plan
- 18. 17 Figure 07 16 12 9 12 8 22 122 3 4 3 2 3 26 8 15 30 25 14 6 3 4 6 6 7 18 8 12 4 8 6 5 4 4 5 4 3 10 4 8 14 6 6 26 9 3 2 3 4 6 6 4 2 3 8 4 3 4 8 7 1 51 101 151 201 251 A C E G BC DC FC HC JC LC BM DM FM HM JM AE CE EE GE IE KE ME AT CT ET GT IT KT MT H Weeks Activity Gantt Chart For Full Project
- 19. 18 ❖ Task 04 • Total weeks to complete master plan of project = 208 weeks • Weeks per year = 52 weeks Total years to complete the project = 208/52 = 4 years Revenue equation: • Maximum number of people per event = 70,000 people • Expected number of people per year = 2,500,000 people Total revenue for one event = (Premium cooperate) + (Under cover) + (Exposed) Total revenue for one event = {(4N x 0.02) + (2N x 0.84) + (N x 0.14)} x 70,000 = (5,600N) + (117,600N) + (9,800N) = 133,000N • Assume, that the stadium is always with the maximum capacity at each event. Number of events per year = 2,500,000/70,000 = 35.7 ≈ 36 events Hence revenue per year = 36 x 133,000N = 4,788,000N $/year = 4.788N m$/year • m = millions (x106 ).
- 20. 19 ❖ Task 05 • Assume, a. Annual interest is calculated as a Simple Interest. b. The loan with interest is paid back after the construction. c. Since it is mentioned that the loan is to be financed over a 25-year period, it must be noted that over the construction years, the interest will be accumulated. Table 07 – Loan Drawdown for the Project Year Percentage Drawdown Value 1 16% 136m 2 26% 221m 3 34% 289m 4 18% 153m 5 6% 51m Total number of years taken to complete the construction phase = 4 years Total number of payable years for the loan with interest = 25 – 4 = 21 years Annual Interest rate = 8.5% Annual Interest = $850m x 8.5% = $72.25m /= Total Interest (considering accumulation) = $72.25m x 25 = $1806.25m /=
- 21. 20 Total payable loan with interest = $850m + $1806.25m = $2656.25m /= Annual loan instalment after construction = $2656.25m/ 21 = $126.5m /= Table 08 – Annual Operations and Maintenance Costs Operations and Maintenance Item Expected Annual Costs Playing Field Turf up keep $2m Painting $1m General repairs from public damage $2m General Maintenance and replacement of used items- i.e. light globe replacement as required $2m Office Staff Wages $3m Security Personnel $3m Event Management $2m Total $15m • After the 4-year construction, stadium will be started to conduct the events annually. • When conducting events, there will be annual maintenance and operational costs for the stadium. • According to the above table, the expected annual maintenance and operation cost is $15m. • That annual maintenance and operation cost added with the annual loan instalment as an annual expense for next 21 years. • Hence the expected annual expense for next years is $141.5m. • The expected annual income for next years is $4.788Nm. • Considering all above expenses and incomes, the cash flow table and cash flow diagrams for next 25 years are given below.
- 22. 21 Table 09 – Annual Cash Inflows and Outflows Year Cash Inflows ($) Cash Outflows ($) 0 850m 0 1 0 (136m) 2 0 (221m) 3 0 (289m) 4 0 (153m) 5 4.788mN (51m + 15m + 126.5m) = (192.5m) 6 4.788mN (141.5m) 7 4.788mN (141.5m) 8 4.788mN (141.5m) 9 4.788mN (141.5m) 10 4.788mN (141.5m) 11 4.788mN (141.5m) 12 4.788mN (141.5m) 13 4.788mN (141.5m) 14 4.788mN (141.5m) 15 4.788mN (141.5m) 16 4.788mN (141.5m) 17 4.788mN (141.5m) 18 4.788mN (141.5m) 19 4.788mN (141.5m) 20 4.788mN (141.5m) 21 4.788mN (141.5m) 22 4.788mN (141.5m) 23 4.788mN (141.5m) 24 4.788mN (141.5m) 25 4.788mN (141.5m) • For simplicity and to better visualize the diagram clearly, N is substituted $25 (maximum pricing constraint by the government). Assumed Revenue = $4.788m x 25 = $119.7 /=
- 23. 22 • Assuming that the proposed borrowed funds as a capital for the project and the drawdowns as expenditure distribution it is possible to illustrate the pre-tax cash flow diagram for the project. Figure 08
- 24. 23 ❖ Task 06 • Total Revenue = Total Expenses – Total Profit • At the breakeven point, total profit should be zero. Hence, Total Revenue = Total Expenses 4.788Nm x 21 = (15m + 126.5m) x 21 N = (15m + 126.5m)/4.788 N = 29.55 The price of the exposed seating = $N = $29.55/= • The calculated value for exposed seating exceeds the $25 constraint imposed by the government. Hence the ticket prices are not approvable.
- 25. 24 ❖ Task 07 • Power tactic Power is a measure of a person's ability to control the environment around group, including the behavior of group members. The use of power need not involve coercion. our team leader is Yasiru. As a leader, he involves influence over us and power is always given to us. He has ability to influence us through his knowledge and skills. Our leader essentially honest and ethical man. And also, neutral with respect to ethics and manipulative. He always used logical arguments to influence us and request us to do workable things and try to achieve goals. As a group member, I think Yasiru is a good leader.
- 26. 25 CONCLUSION Based on the result of the study carried out for our project management report, we have realized that project management has an important role in the construction industry. It means that an effect of project management is all about planning, scheduling, monitoring, controlling and reporting as well as about making decisions on required changes and the performance during construction project. Every construction project must be able to provide a good planning to achieve their goals. It will easily affect the cost, time to use and other activities in a construction project. Therefore, the project management is a vital part in construction industry.
- 27. 26 END OF REPORT