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PROJECT SCHEDULING The JVS Construction Corporation The JVS Construction Corporation has been awarded a contract to construct a 32,000- seat stadium. According to the contract, the construction must start by February 12, 2024 and be completed within one year. A penalty clause of $38,000 per week of delay beyond February 11, 2025 is written into the contract. David Anderson, the company president, called a planning meeting, where he expressed great satisfaction at obtaining the contract and revealed that the company could profit as much as $480,000 on the project. He was confident that the project could be completed on time with an allowance for the usual delays anticipated in such a large project. Stephen Johnson, the director of personnel, agreed that only slight delays might develop due to a shortage of labour in a normal year. However, he reminded the president that the company would have to use unionized employees for such a large project and that the construction industry labour agreements would expire on November 30, 2024. Past experience indicated a fifty-fifty chance of a strike. David agreed that a strike might cause a problem. Unfortunately, there was no way to change the contract. He inquired about the prospective length of a strike. Stephen figured that such a strike would last either 8 weeks (70% chance) or possibly 12 weeks (30% chance). David was not pleased with these prospects. However, before he had a chance to discuss contingency plans, he was interrupted by Nicholas Kent, the vice-president for engineering. Nicholas commented that an extremely cold December had been predicted. This factor had not been considered during earlier estimates since previous forecasts called for milder weather. Concrete pouring in a cold December would require special heating in one out of three cases (depending on the temperature) that cost $620 per week. This additional information did not please David at all. The chances for delay were mounting. Apart from the heating cost, an overhead expense of $600 per week would be incurred in case the project delay beyond the normal project duration. The project's technical details are given in the appendix to this case. The management team was asked to consider alternatives for coping with the situation. At the end of the week, five proposals were submitted. 1. Expedite the pouring of seat gallery supports. This would cost $48,000 and cut the duration of the activity by six weeks. 2. The same as proposal 1, but in addition, put a double shift on the filling of the field. A cost of $25,000 would result in a five-week time reduction. 3. The roof is crucial since it precedes several activities. The use of three shifts and some overtime could cut six weeks off the roofing at an additional cost of only $32,000. 4. Do nothing special until December 1. Then, if December is indeed cold, defer the pouring of the seats until the cold weather breaks, schedule permitting, and heat whenever necessary. If a strike occurs, wait until it is over (no other choice) and then expedite all remaining activities. In that case, any activity's duration could be cut to no less than one third of its normal duration. The additional cost per activity for any week, which is cut, would be $5,500. 5. Do not take any special action, that is, hope and pray that no strike and no cold December occur (no cost). Appendix: Details of the Stadium Project The proposed stadium is an indoor structure with a seating capacity of 32,000. The project begins with getting the site cleared off with temporary structures and debris, this activity of clearing the site will last 8 weeks. Once the site is clear, the work can start simultaneously on the structure itself and on the field. The work on the field involves subsurface drainage, which lasts 8 weeks, followed by filling for the playing field and track. Only with the completion of the filling (14 weeks) can the installation of the artificial playing turf take place, an activity that consumes 12 weeks. The work on the structure itself starts with excavation followed by the pouring of concrete footings. Each of these activities takes 4 weeks. Next comes the pouring of supports for seat galleries (12 weeks), followed by erecting pre-cast galleries (13 weeks). The seats can then be poured (4 weeks) and are ready for painting. However, the painting (3 weeks) cannot begin until the dressing rooms are completed (8 weeks). The dressing rooms can be completed only after the roof is erected (8 weeks). The roof must be erected on a steel structure, which takes 4 weeks to install. This activity can start only after the concrete footings are poured. Once the roof is erected, work can start simultaneously on the installation of lights (5 weeks) and on the scoreboard and other facilities (4 weeks). Note: There are 29 days in February of 2024, and that February 12 falls on Monday. (construction starts on February 12, 2024 and ends February 11, 2025) Questions 1. Prepare the CPM network schedule for the project based on the normal project duration. Determine the normal project duration and its completion date. Identify the critical activities and critical path. [7 marks] 2. By considering the potential costs and profits and the probability of occurrence for all possible scenarios, evaluate all the proposals using appropriate project management techniques, including the AON network diagram, so that the best proposal is identified. [13 marks]