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Greendale Stadium

Uploaded by CaseyP on Nov 21, 2017

Greendale Stadium
Student’s Name

Part B
The critical path refers to the order a network of activities in a project. It is a sequential series of activities which shows the longest time the completion will take. The longest duration the Greendale stadium would take to complete is 2 years and 8 months. The project has also provided time allowances to accommodate for delays various tasks may have. The time allowance for each project is known as slack. Float prevents the delay in the completion of the whole project. The total slack for the Greendale project is 8 months. Every activity has a slack to accommodate for uncertainties the project may experience (Sears, 2015). Roof construction, pouring the lower concrete bowl, seat installation, site clearance, and stadium infrastructure are the activities that have the largest slack.
The activities that have been allocated smallest float in the project are the ones that influence the completion date for Greendale Stadium. Uncertainties in the course of project implementation are limited, but they can be predicted and assessed early enough to facilitate their prevention (Sears, 2015). Uncertainties cause unplanned delays. In Greendale Stadium project, the top three tasks that influence the complete date are the setup of the construction site, playing field installation, and the construction of steel canopy. These three activities determine the duration of the tasks with the largest slack by influencing the start and completion times.
Planning is an important activity that I would incorporate into the project since it affects the how and when other activities are conducted. Planning involves activities such as forecasting and resource allocation according to the needs of each task. The tasks with poor resource allocation may experience delays in their completion due to inefficiencies. Adequate resource allocation reduces the chances of errors and thus, helps in preventing repeating tasks. After the inspection, there should be another activity to address unwanted outcomes in the project.

Sears, S. K. (2015). Construction Project Management Sixth Edition Red Vector Bundle: ; Clough. Hoboken, NJ: Wiley.

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Uploaded by:   CaseyP

Date:   11/21/2017

Category:   Finance & Investing

Length:   1 pages (331 words)

Views:   808

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