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Miller Park Project Management - Case Study Example

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The paper "Miller Park Project Management" states that generally speaking, the Miller Park Project had various risks during all the important phases. These risks could have been managed if correct contingency plans were implemented when it was needed. …
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Miller Park Project Management
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Extract of sample "Miller Park Project Management"

Download file to see previous pages Before the start of the project, market research showed that Milwaukee needed a new baseball stadium to keep both major league baseball and Milwaukee Brewers in town, thereby preventing ‘financial exoduses’. The other reason why the Southeast Wisconsin Professional Baseball Park (SWPB), the public body behind the construction, wanted a new stadium is that the local people would financially benefit in the form of job opportunities. So, apart from the obvious sports activities, the new Stadium was expected to bring in returns to various section of the population.
The technology was incorporated into the project in the form of a convertible roof, which was constructed to provide a more comfortable environment for the players and the fans alike, irrespective of the weather. Actually, in the pre-project phase, the original proposal was to construct an open-air US$120 million medium budget stadium. But, as the convertible roof was an emerging technology, it was decided to incorporate that feature, with the help of the needed (medium) technological resources. But the problem with that roof is, the technology used was not thoroughly tested.
The construction of Miller Park involved many stakeholders, ranging from financial backers to actual construction workers (thereby coming under the Array model). Because of the sizeable budget of the project, the ownership was divided bringing in more stakeholders. That is, SWPB District, being the proponent of the project, held the major share of the ownership, followed by Millwaukee Brewers and naming rights holder Miller Brewing Company. This model can also be evaluated as a positive measure because being a public utility investment; the stadium will attract maximum coverage giving the investors favorable returns. But, the main problem in the case of Miller Park is, there was no proper plan on how to handle the cost overruns, including who should bear those cost overruns.
The official groundbreaking for the new stadium took place on November 9, 1996, with the target to finish the construction by March 1, 2000, on the basis of Fast/Competitive model.  ...Download file to see next pagesRead More
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