University the primary water main running alongside the arena

University ofBahrainCollege ofEngineeringMechanicalEngineering Department   CASE STUDYTOPLINE ARENAEric Woodcock MENG 420  Name: Husain Ahmed TalebID:20142029SEC.

:03 Submitted to: Dr. Osama Al-Jamal   Table of Contents Introduction. 3 Analyzing and Calculation: 4 Question: 7 Conclusion. 7                         IntroductionA projectis temporary in that it has a defined beginning and end in time, andtherefore defined scope and resources. Project is unique in that itis not a routine operation, but a specific set of operations designed toaccomplish a singular goal, so a project team often includes people who do notusually work together – sometimes from different organizations and acrossmultiple geographies.The developmentof software for an improved business process, the construction of a building orbridge, the relief effort after a natural disaster, the expansion of sales intoa new geographic market — all are projects. And all must be expertly managed todeliver the on-time, on-budget results, learning and integration thatorganizations need.

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Project management, then, is the application of knowledge,skills, tools, and techniques to project activities to meet the projectrequirements.Projectmanagement processes fall into five groups:1.     Initiating2.     Planning3.     Executing4.     Monitoring and Controlling5.     ClosingProjectmanagement knowledge draws on ten areas:1.     Integration2.

     Scope3.     Time4.     Cost5.     Quality6.     Procurement7.     Human resources8.     Communications9.

     Risk management10.  Stakeholdermanagement In this report, the topline arena wasconstructed by Lotus Construction. In 15 October, there was fracture in theprimary water main running alongside the arena site. This accident will causemany problems and it may delay the construction of the arena. There are five proposalsto solve this problem.

Each of this proposal was analyzed. According to theexpected cost and other factor, the best proposal will be chosen.   Analyzing and Calculation:Proposal 1:8 weeks:Cost: ¥ 130K, where no heater neededbecause the pouring is before 1/12/201812 weeks:Cost: ¥ 130K + ¥ 100K + ¥ 100K = ¥233K·        There is cost of penaltyfor one week because it will finish at 21/2/2019 that is after 15/2/2019·        There is overhead cost Proposal 2:8 weeks:Cost: ¥ 130K + ¥ 65K = ¥ 195K  12 weeks:Cost: ¥ 130K + ¥ 65K + ¥ 100K + ¥ 3K= ¥ 298K  ·        There is cost of penaltyfor one week because it will finish at 21/2/2019 that is after 15/2/2019·        There is overhead costProposal 3:8 weeks – with heater:Cost: ¥ 60K + ¥ 3K*2 weeks + ¥100K*2 weeks   = ¥ 266K ·        2weeks for using heater·        2weeks penalty for delaying because it will finish at 1/3/2019  8 weeks – without heater:Cost: ¥ 60K + ¥ 100K*2 weeks   = ¥ 260K ·        2weeks penalty for delaying because it will finish at 1/3/2019  12 weeks – with heater:Cost: ¥ 60K + ¥ 3K*2 weeks + ¥100K*6 weeks   = ¥ 666K  ·        2weeks for using heater·        6weeks penalty for delaying because it will finish at 29/3/2019  12 weeks – without heater:Cost: ¥ 60K + ¥ 100K*6 weeks   = ¥ 660K ·        6weeks penalty for delaying because it will finish at 29/3/2019   Proposal 4:In this proposal, there are two assumptions:·        Coldweather which concrete needs for heater·        The utilitycompany insists arena work is halted8 weeks:Cost: ¥ 20K*2 weeks + ¥ 20K*2 weeks+¥ 3K*2 weeks = ¥ 86K  ·        2weeks for reducing pouring from 4 weeks to 2 weeks·        2weeks for reducing painting from 3 weeks to 1 week·        2weeks for using heaters12 weeks:Cost: ¥ 20K*2 weeks + ¥ 20K*2 weeks+¥ 3K*2 weeks + ¥ 100K*4 weeks = ¥ 486K  ·        2weeks for reducing pouring from 4 weeks to 2 weeks·        2weeks for reducing painting from 3 weeks to 1 week·        2weeks for using heaters·        4weeks for penalty delaying because it will finish at 14/3/2019 Proposal 5:8 weeks:Cost: no cost, repair ends at24/1/201912 weeks:Cost: ¥ 100K ·        There is cost of penaltyfor one week because it will finish at 21/2/2019 that is after 15/2/2019       Decision Tree:            Question:1.     Analyzethe five proposals and make recommendations based on expected costs.

Ans: Proposal 5has lowest expected cost but is less safe and endanger the workers. 2.     Whatother basis might be used to make a decision besides expected costs? what mightthe decision in that case?Ans: Otherbasis is firstly the safety which is related to company reputation and publicexpectation, in this case the proposal 1 is the best choice because it hassecond least cost and it will finish before the maintenance start. 3.     Whatother factors might enter into the decision m such as behavioral organizationaland political?Ans:·        Contract·        Labors·        Politicalproblems·        Contract 4.     Whatdecision would you make if you were the project director?Ans: I wouldselect the proposal one because it will finish before the maintained which alsowill be safer for the workers.

 ConclusionThe project management is very importanttool in any project regardless size, number of labors and other factors. The Ganntchart is one of tools which used widely to simplify the large number of activitiesand make analyzed and take decision based on it. according to Gannt charts areused here for each case, it seems that the proposal one is the better choice tothe Lotus Construction because it considers many items such as safety, cost,time and other factors.          Appendix                The main case:The 1st proposal – 8 weeksrepairing: The 1st proposal – 12weeks repairing: The 2nd proposal – 8 weeksrepairing:  The 2nd proposal – 12 weeksrepairing:  The 3rd   proposal – 8 weeks repairing:  The 3rd   proposal – 12 weeks repairing:  The 4th    proposal – 8 weeks repairing:  The 4th    proposal – 12 weeks repairing:   The 5th    proposal – 8 weeks repairing:  The 5th    proposal – 12 weeks repairing: