On Thursday, July 13, 2017, the project manager and the chief executive officer for A-Media Limited were making a significant decision about their company. They could quickly increase their billboard hoardings by 20 per cent by pre-emptively erecting giant mega boards in five locations of interest to a major client. This was a significant opportunity, but it presented several significant risks. One major risk was the client’s need to have the mega boards ready before the Christmas season. The client would not commit to renting the space until the boards were at least 90 per cent completed. Was this time frame too short to confirm the prime locations, secure all government permits, hire suppliers and subcontractors, and erect the five structures? How could A-Media Limited manage five geographically dispersed projects simultaneously when the scheduling, supervising, suppliers, city permits, and city inspectors would be different in each location? The project manager had to quickly determine the feasibility of the project, which involved building a detailed schedule and budget.
On Thursday, July 13, 2017, the project manager and the chief executive officer for A-Media Limited were making a significant decision about their company. They could quickly increase their billboard hoardings by 20 per cent by pre-emptively erecting giant mega boards in five locations of interest to a major client. This was a significant opportunity, but it presented several significant risks. One major risk was the client's need to have the mega boards ready before the Christmas season. The client would not commit to renting the space until the boards were at least 90 per cent completed. Was this time frame too short to confirm the prime locations, secure all government permits, hire suppliers and subcontractors, and erect the five structures? How could A-Media Limited manage five geographically dispersed projects simultaneously when the scheduling, supervising, suppliers, city permits, and city inspectors would be different in each location? The project manager had to quickly determine the feasibility of the project, which involved building a detailed schedule and budget.
On April 10, 2018, after his morning meeting about the Goodman School of Business expansion project, the site superintendent for the project realized he should consider reworking the schedule for the remainder of the expansion project. The plan had the renovation work in the main hallways scheduled to be done in fall 2018, but the hallways would be used to access all classrooms during that semester. During classroom changeover times, 1,200+ students could be in the hallways, so if construction was underway at that time there could be delays, and traffic flow would be impeded. The challenge for the site superintendent, having already committed to finishing the renovation of eight classrooms and an entire floor of offices before the start of fall classes, was determining whether all the sub-trades involved in the project had capacity and could be coordinated in a way that would result in the completion of the hallways on time for the fall semester.
On April 10, 2018, after his morning meeting about the Goodman School of Business expansion project, the site superintendent for the project realized he should consider reworking the schedule for the remainder of the expansion project. The plan had the renovation work in the main hallways scheduled to be done in fall 2018, but the hallways would be used to access all classrooms during that semester. During classroom changeover times, 1,200+ students could be in the hallways, so if construction was underway at that time there could be delays, and traffic flow would be impeded. The challenge for the site superintendent, having already committed to finishing the renovation of eight classrooms and an entire floor of offices before the start of fall classes, was determining whether all the sub-trades involved in the project had capacity and could be coordinated in a way that would result in the completion of the hallways on time for the fall semester.
On July 28, 2014, the eRecon technical team at Physician Services Group in Hospital Corporation of America, gathered in the main conference room just as it did every Monday morning. The goal of the meeting was to review the project plan and update task completion for the team's two-year undertaking — a six-phase, in-house development of a custom, web-based accounting software called eRecon. As the team members worked through each task and updated the percentage that they had completed to date, they grew increasingly concerned about obtaining the critical source data that they required from the human resources department. They were approaching their deadline, and it was unclear what the consequences would be if they did not obtain the data on time, and what impact the delay would have on the completion deadline of December 8, 2014, for the next phase. With 125 end users patiently waiting on eRecon’s completion, could the technical team ensure the success of the project?
On July 28, 2014, the eRecon technical team at Physician Services Group in Hospital Corporation of America, gathered in the main conference room just as it did every Monday morning. The goal of the meeting was to review the project plan and update task completion for the team's two-year undertaking - a six-phase, in-house development of a custom, web-based accounting software called eRecon. As the team members worked through each task and updated the percentage that they had completed to date, they grew increasingly concerned about obtaining the critical source data that they required from the human resources department. They were approaching their deadline, and it was unclear what the consequences would be if they did not obtain the data on time, and what impact the delay would have on the completion deadline of December 8, 2014, for the next phase. With 125 end users patiently waiting on eRecon's completion, could the technical team ensure the success of the project?
A homeowner and his family finally have an offer on their residence. The terms negotiated with the buyers require the homeowner to build a detached garage on the property before the closing date on August 30, 2013, which is in 16 weeks. The homeowner's family has also made a conditional offer on another home, and the condition must be removed in two days if they would like to finalize that purchase. Although proficient at construction, the homeowner has encountered a major addition to his timeline on May 1. The city is requiring that he obtain a variance approval before the building department issues the building permit, thereby delaying the start of construction by between nine and ten weeks. The homeowner must decide whether to go ahead or cancel the sale of the residence and the purchase of a new home.
A homeowner and his family finally have an offer on their residence. The terms negotiated with the buyers require the homeowner to build a detached garage on the property before the closing date on August 30, 2013, which is in 16 weeks. The homeowner’s family has also made a conditional offer on another home, and the condition must be removed in two days if they would like to finalize that purchase. Although proficient at construction, the homeowner has encountered a major addition to his timeline on May 1. The city is requiring that he obtain a variance approval before the building department issues the building permit, thereby delaying the start of construction by between nine and ten weeks. The homeowner must decide whether to go ahead or cancel the sale of the residence and the purchase of a new home.
The project manager for American Constructors Inc. (ACI) sat down with his team on September 24, 2009, to evaluate the progress of its building expansion project in Murfreesboro, Tennessee. The team had been working on the World Outreach Church expansion project for over a year already and it was nearing completion. Originally scheduled for completion by March 2010, the project deadline was pushed ahead to December 14, 2009, at the request of the client, who desired to use the property for the Christmas season. In an effort to maintain the reputation of ACI, which had grown to be known as a premier contractor in Tennessee, the project manager and his team needed to determine if the December 14 deadline was feasible.