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# Case Study NOTES

CASE STUDY

CaseStudy

NOTES

Network model is a database modelcreated as a way of presenting objects and their relationship in anetwork diagram. In our case study, our object in question are thestreets. The streets facilitate the movement of traffic from thestadium to the interstate. Their relationship is the number of carsthat each has the capacity to allow per hour and through which orderthese streets link up with each other. In this case, the criticalpath can be established quickly enough to provide the most effectivestreets for traffic to use to travel from the stadium to theinterstate. The critical path here would represent the single highestnumber of cars from the stadium to the interstate as compared to anyother paths that might be used.

The network model, offers aglimpse into the practical workings of the streets system from atheoretical standpoint. This information is critical in developingsolution to the congestion that might arise due to increased numberof cars that may come with a big-name coach. More people turning outto watch the football matches, means more cars which creates theproblem of congestion once the game is over and everyone isscrambling to head home. Critical to easing congestion is theunderstanding of which streets will most likely experience greaternumbers of cars going through them. These streets form the criticalpath 1-2, 2-5, 5-8. Increasing the capacity of this streets would goa long way in helping ease the traffic congestion that may arise.

In the event of the expansion ofthe streets, the network model offers the answer to the question ofwhich streets to expand based on the critical path analysis. If thecost of expanding the streets is equal regardless of their relationto the critical path, the network model offers insight into whichstreets upon expansion would offer a far better critical path thanthe current critical path. It may also reaffirm that the currentcritical path with expansion may offer a better movement of trafficto the interstate.

SOLUTION

The number of cars that make itfrom the stadium to the interstate per hour is 31000 cars. This isthe total number of cars that will use any number of streets from thestadium to get to the interstate. This figure is not the 33000 thatDr. Lee suggests. The reason behind this is the small trafficcapacity for the street 2-5 connecting streets 1-2 and 5-8 which leadon to the interstate. Street 6-8 and 7-8 have a combined capacity of15000 cars per hour as compared to 1-2 and 1-3 which have a capacityof 27000 cars per hour. The reduced capacity as you travel on thestreets closest to the interstate is responsible for the decrease inthe traffic capacity. The other streets too offer no better access tothe interstate. They have little capacity as compared to the otherstreets.

When it comes to the matter ofexpansion and cost related to it, the critical path offers the bestalternatives. The expansion of street 2-5, by an extra 2000 cars perhour would lead to the increase in cars making it to the interstateto 33000 cars per hour. Any other street on the critical path isequally good for expansion. With the cost being equal, expanding thestreets 1-2, 2-5 or 1-2,5-8 or 2-5, 5-8 would be equally convenienttoo. The expanding of these streets in any of the above combinationto handle an extra 2000 cars per hour will increase the capacity ofcars from the stadium to the interstate to 35000 cars per hour.Streets 1-2 and 5-8 are prime for expansion as they are the streetsthat carry the most capacity in terms of cars per hour.

 STREETS CRITICAL PATH CAPACITY INCREASED CAPACITY NEW CRITICAL PATH 1-2 1-2 15000 17000 1-2 1-3 12000 14000 1-4 6000 8000 2-5 2-5 12000 14000 2-5 3-5 8000 10000 3-6 6000 8000 4-6 5000 7000 4-7 4000 6000 5-8 5-8 16000 18000 5-8 6-8 7000 9000 7-8 8000 10000
 STREETS CRITICAL PATH CAPACITY INCREASED CAPACITY CARS THAT MADE IT TO INTERSTATE 1-2 1-2 15000 17000 2-5 2-5 12000 14000 5-8 5-8 16000 18000 6-8 7000 9000 7-8 8000 10000
 STREETS CRITICAL PATH CAPACITY INCREASED CAPACITY CARS THAT MADE IT TO INTERSTATE 1-2 1-2 15000 17000 2-5 2-5 12000 14000 5-8 5-8 16000 18000 6-8 7000 9000 7-8 8000 10000

CONCLUSION

Inthis case, I would advise for the expansion of the streets on agradual basis. All the major streets that lead to the interstateshould slowly be improved to ensure that congestion due traffic ongame days is not something that would become a hindrance to gameattendance. Should the traffic be too much on consecutive game days,some loyal fans may opt out of attending the games due to fear ofspending hours stuck in traffic.

Theuse of network diagram helps in seeing of the actual movement of carsin traffic. With one visualizing how the street networks work,connecting the stadium to the interstate the clarity one gets in theimplementation of a program is superb.

NOTES

SouthwesternUniversity is faced with the problem of low capacity in its footballstadium. The current capacity is not enough to handle the expectedturn out and as such the school was faced with the problem of eithermoving the stadium by constructing a new one or to add additionalseats. The president of the school after much analysis and debatedecided that the best option would be to expand the capacity of thecurrent stadium. The addition of the 21000 new seats would take anexpected of 270 days. The seats would include a dozen luxury boxes.

Thenew coach, had envisioned a new stadium fitting for a new chapter inthe school’s football career. He had wanted the stadium to holddormitories for the players. This might be to deal with fatigue byhaving the team spend nights before a game in the safety and confinesof the dormitories where the coaches would be able to monitor theiractivity. This may also have to diet among other things. The coachalso wanted offices for the staff. This probably has to do with thecoaching staff being available for holding talks with the playerswhen and whenever the students need them.

Theconstruction of the additional capacity would take 270 days. This wasthe time period between the end of the season and the opening day ofthe new season. The contractor would face a \$10000 a day penalty fortaking any extra time to finish the project.

 ACTVITY DESCRIPTION PREDECESSOR OPTIMISTIC TIME MOST LIKELY PESSIMISTIC CRASH COST A Bonding insurance tax structuring 20 30 40 1.500 B Foundation, concrete footing for boxes A 20 65 80 3.500 C Upgrading skyboxes, sky seating A 50 60 100 4.000 D Upgrading walkways, stairwells, elevators C 30 50 100 1.900 E Interior wiring, lathes B 25 30 35 9.500 F Inspection approvals E 1 1 1 0 G Plumbing D, E 25 30 35 2.500 H Painting G 10 20 30 2.00 I Hardware/air conditioning/ metal workings H 20 25 60 2.000 J Tile/carpeting/windows H 8 10 12 6.000 K Inspection J 1 1 1 0 L Final detail work/ clean-up I, K 20 25 60 4.500

F

B

4UUUUUUU

E

65 251

L

I

25

A

H

G

30 30 20 60

K

J

22 101

C

D

60 50

Thecritical path of the project is A, C, D, G, H, J, K, L.

Theproject will take 261 days to finish.

Followingthe critical path as the blueprint for the addition of the new seatsto the stadium, the contractor would begin by Bonding the project toensure that he bear no loss for the project if he can complete it.This is done in concurrence with insuring the project and thestructuring of the tax returns based on the life of the project. Allthis comprise activity A.

Theprobability of finishing in 270 days is very high indeed. If theproject should follow the critical path, the project would becomplete in the projected time period of 261 days. This would be 11days earlier than required. This is only possible if the projectfollows the critical path that we come to conclude upon which is A,C, D, G, H, J, K, L. This can be seen in the table below:

 ACTIVITY PREDECESSOR DAYS CUMMULATIVE DAYS A 30 30 C A 60 90 D C 50 140 G D 30 170 H G 20 190 J H 10 200 K J 1 201 L K 60 261 ACTVITY PREDECESSOR CRASH TIME CRASH COST CRITICAL PATH TOTAL DAYS TOTAL COST A 20 1500 A 20 1500 B A 20 3500 B 40 5000 C A 50 4000 D C 30 1900 E B 25 9500 E 65 14500 F E 1 0 G D, E 25 2500 G 80 17000 H G 10 2000 H 90 19000 I H 20 2000 J H 8 6000 J 98 25000 K J 1 0 K 99 L I, K 20 4500 L 119 29500

Inthe event that the contractor would want to crush the project, he orshe could do so and finish it in 119 days and at a cost of 29500\$.However, if the purpose of the crashing were e to be so as to finishin 240 days the project would be crashed as follows

 ACTVITY PREDECESSOR CRASH TIME CRASH COST CRITICAL PATH TOTAL DAYS TOTAL COST A 20 1500 A 30 B A 20 3500 C A 50 4000 C 80 4000 D C 30 1900 D 130 E B 25 9500 F E 1 0 G D, E 25 2500 G 160 6500 H G 10 2000 H 170 I H 20 2000 J H 8 6000 J 180 K J 1 0 K 1 L I, K 20 4500 L 241 6500

Theproject can be crashed to 241 days. This would be at the cost of6500\$. This is because only activities C and H have been crashed toreduce the number of days to 241 days from 261 days.

However,if the project were to take only 250 days, we would only crashactivity J and H. this would be at the cost of 8000\$.

 ACTVITY PREDECESSOR CRASH TIME CRASH COST CRITICAL PATH TOTAL DAYS TOTAL COST A 20 1500 A 30 B A 20 3500 C A 50 4000 C 90 D C 30 1900 D 140 E B 25 9500 F E 1 0 G D, E 25 2500 G 170 H G 10 2000 H 180 2000 I H 20 2000 J H 8 6000 J 188 8000 K J 1 0 K 189 L I, K 20 4500 L 249 8000

CONCLUSION

Inconclusion, this is a very important project for the school and assuch it should be carried out without haste or waste. The contractorshould not speed up the process nor should he delay it in order tohave the opening game of the season on the new and improved stadiumin front of the entire school fraternity and fans. This would be astatement of intent that would go hand in hand with the new coach.The two will be the pillars of the new and improved SouthwesternUniversity football team.

References

Oppenheimer, P. (2004). Top-down Network Design. Indianapolis: Cisco Press.

Taylor, J. (2008). Projest Sceduling and Cost Control: Planning, Monitoring and Controlling the Baseline. Fort Lauderdale: J. Ross.