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Manchester United Soccer Club
Good afternoon and welcome to the presentation of the project proposal for the expansion and refurbishing of the Rock Rimmon Soccer Complex for the Manchester United Soccer Club. Rock Rimmon Soccer Complex Expansion Plans Darren Hamilton
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Outline Current status Requirements Constraints Resources
Responsibilities Timeframe Costs Return on Investment Tracking Todays presentation will be covering the current status of the project planning, the requirements for moving forward, the constraints imposed on this project, the resources needed and whose responsibility that is, the timeframe of completion for each task, the costs of the project, the return on the investment, the risk assessment, and the methods with which we will be tracking the project.
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Manchester United Soccer Club
Located in Manchester, New Hampshire Training facility for young athletes 24 boys and girls, ranging from 9 to 16 years of age Owns Rock Rimmon Soccer complex The Manchester United Soccer Club (MUSC) is a soccer club designed to help recreational soccer players attain a higher level of skill and prepare them for the State Olympic Development Program and future school teams. The club currently has 24 members, both boys and girls, ranging from 9 to 16 years of age.
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Summer Tournament Manchester United Soccer Club wants to host a summer tournament Possible revenue of $50,000-$70,000/Year Current complex consists of 3 fields Complex needs 2 additional fields to host tournament Existing fields need refurbished Funding needed for scholarship program The board of directors has determined to sponsor a soccer tournament in the fall that should provide a source of income. These tournaments are a great method for creating a revenue flow due to the fact that each MUSC team competes in up to four tournaments per summer. Estimates for the revenue generated range from $50,000-$70,000. The board of directors has decided that in order to host the summer tournament additional fields will need to be added to the complex and existing fields need improvements made. Some of these funds would also be utilized to improve the scholarship program that helps subsidize the dues for athletes whose family cannot afford the $450 yearly dues.
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Current Situation Nicolette Larson voted tournament director
First meeting was not productive Few useful ideas were generated Conversations got off track Discussions resulted in arguments Nicolette Larson is a self-proclaimed ‘soccer mom’ who has been appointed to tournament director of the Manchester United Tournament Organizing Committee. She has been placed in charge of planning the club’s first tournament. Nicolette organized the first committee meeting and had high hopes and expectations for the meeting. She decided to begin this meeting by having a brainstorming session to try and determine what necessary steps/resources were needed to pull off this tournament. This lack of direction for the first meeting resulted in many different suggestions and arguments. The suggestions that may be useful to the project were utilizing local college’s fields, how much teams would be charged to enter, how much would be spent on prizes for winners, and several fund raising ideas. The fund raising ideas were looking for local sponsors and selling tournament apparel.
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Work Breakdown Structure
Tournament Remodeled Complex New Fields Survey, Blueprints Dirt Work Field Dressings Turf WP-1 T WP-2 T WP-3 T WP-4 T Lighting WP-1 L WP-2 L WP-3 L Goals WP-1 G Corner Posts WP-1 CP Bleachers WP-1 B Remodeled Fields Landscaping Replace Equipment Field Treatments Funds Sponsors Fund Raising Apparel Design Clothing manufactured Fund Raising Activities Grants In order to begin this project, we must determine what the deliverables for the project will be. The end result is a remodeled soccer complex, but there are many small deliverables that must combine to create this final product. In order to build a new field, we are going to have to have a land survey, have the land prepared and install new fields and improve existing fields. We will also need to provide sponsors for raising funds for the various expenses we will incur. A scholarship fund must be created. We will also need lighting and other equipment for the fields, such as corner post, goals, and bleachers. A draft of the Work Breakdown Structure (WBS) can be seen above. Developing a WBS could alleviate some of the problems that occurred during the first meeting and help organize and plan the project by determining deliverables that will be necessary to complete the project. “A work breakdown structure is the cornerstone of every program because it defines in detail the work necessary to accomplish a program’s objectives” (Work Breakdown Structure, 2009).By listing each of these deliverables and the work associated with each, we can create a means of control for the meeting and the project. This will give the next meeting a more focused direction and allow specific conversations to be had about responsibilities and future of the project. If we can keep the group on track, the WBS will help avoid topics of controversy unrelated to the project. Responsibilities for tasks can begin to be determined giving team members tasks to focus on. Nicolette can find additional info to help develop a WBS for the tournament project by contacting other clubs or schools that have gone through this process to prepare fields for activities. Since most schools have their own fields, we may want to visit newer schools that have recently constructed their fields. City park managers may be able to provide additional information if they were involved with the construction of fields. Other soccer organizations such as the US Soccer Foundation have a wealth of information about lighting, field types, sizes and other important knowledge. One important thing to consider is that there may be members of the parent committee that have experience in some of the fields that are requiring tasks. If any of the members own a construction or lawn care business, not only can they give accurate costs and timeframes, they may be able to provide services at a slightly discounted rate. With the knowledge gained from creating the WBS, Nicolette and her task force can use the WBS to generate cost estimates for the tournament by determining the costs of labor, resources, and deliverables required for the tasks in the WBS. Since the WBS breaks each small deliverable down into tasks, it should be possible to provide fairly accurate timeframes and costs. This information would be useful to present to the board of directors, forecast expenditures, and determine the viability of the project.
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Plan for moving ahead Determine scope statement of project
Create organizational breakdown structure Estimate times, costs, and resources needed Create a project plan Approval Execute through completion I will work with Nicolette to first define exactly what we are trying to do with this project. We have to determine the specifications, tasks, and responsibilities for those tasks and have a clear understanding of what is the expected final deliverable. There may need to be several meetings with the board of directors to determine exactly what they are expecting. With this information we can then create a scope statement. This scope statement or project charter will include information about what the objective is, what the deliverables are, what the major milestones will be, the technical requirements, and the limits and exclusions. This scope statement will then need to be approved by the board. From here, we will integrate the WBS into an organizational breakdown structure (OBS). The OBS assigns resources to each of the tasks needing completed. Using the OBS we can create responsibility matrices that determine which resources are primary and backup on each of the tasks or deliverables for the project. Once we have compiled all of this information, we will then begin estimating the resources, funding, and time needed for the project. We need to begin estimating the amount of time and costs associated with the tasks and deliverables of the project. Since we have parents involved in both construction and lawn care, we will go to the experts to gain accurate costs and schedules. We will utilize the bottom-up approach of estimating costs, resources and time since we have knowledgeable field experts on the team. Utilizing the skill set of the group of parents that attend the meeting, we will assign tasks and begin looking for contractors to gain estimates to complete some of the remaining tasks. Once these estimates are complete we will be able to move on to the project plan. As we begin to draw up the project plan, we will need to determine the order in which tasks need to be completed. We will create an activity-on-node network diagram that will allow us to determine multiple characteristics about tasks. Some tasks can overlap and other tasks have no predecessors that can float to varying times during the project to level out resource need. Once we have an activity-on-node network completed, we can begin to accurately create schedules and allocate resources. Once the plan is complete and we have the approval to move ahead, we will begin executing the tasks associated with the project. During this phase, we will have contractors doing surveys of the land we intend to use for new fields, a crew to create the proper dirt base for the field, a team installing lights, turf, goals, bleachers, and teams in the same areas working on renovating the existing fields. We will utilize status reports, monitor changes, watch for quality issues, and begin forecasting metrics about the project. During the closing phase of the project, we will hand off any maintenance tasks required for the new soccer complex.
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Constraints and Resources
Limited Time Project Funding People, Materials, Equipment Resources Funding Apparel Design Apparel Production There are a number of constraints concerning this project. The first constraint facing this project is time. We have been given 11 months to complete the soccer complex before the tournament is to be held. With a portion of that during the winter months, construction may be stalled and momentum may be lost. We will have to be well prepared to complete the complex in 11 months. Another major constraint on this project is funding. We will have to actively be searching for sponsors to help fund this project. We will have to look into fund raising activities and other means of generating revenue to proceed with this project. We may be able to generate some revenue by renting fields or the complex out, allowing cell phone companies to lease a portion of the land to put up a cell tower which we can use to mount lighting (Academy Sports Turf, 2010), selling team apparel, and selling advertising around the field. Another constraint may be people, materials, and equipment. It may be difficult to enlist parents as a resource for this project. Many of the parents probably have other obligations and may not be available when needed. Contractors may have other jobs they have to complete on their schedule that may conflict with our schedule. There may not be enough equipment or materials in the area, so that must be researched and those required resources will need to be shipped in. If there are certain times in the project when we are completing similar tasks, such as laying turf on two different fields, our resources may be stretched too thin and we may need to use a leveling technique to spread out the need of those resources to fit availability (Larson & Gray, 2011).
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Resources Cont. Survey Blueprints Development
Turf contractors and supplies Electricians and lighting Landscapers to refurbish existing fields Contractor to install field dressing There is a large variety of resources needed for this project. One major resource needed for this project will be funding. We will create a team that specifically seeks out funds for this project. They will be responsible for finding sponsors and will operate fund raising activities. While the tournament will bring in some income to cover some of the costs, it will take many tournaments to cover the cost of the remodeled complex. For the first phase of the project, Nicolette and I will work together to create the scope, plan, schedule, and determine required deliverables and resources. We will utilize some of the parents as team members to distribute some of the tasks and will rely on contractors for many of the other tasks. To survey the land we intend to develop, we will need a contractor with equipment to complete this survey. We will then need a designer to lay out the blueprints for the new fields. Based on these blueprints we will need to bring in a development contractor with large earth moving equipment to create a base for the new field. After this is complete, we will need a team to install turf and electricians for the lighting. We will need landscapers to renovate the existing fields that need work. We will need graphic artists to create designs for apparel for us to sell, a manufacturer to produce the apparel, and team members to promote the apparel. Final touches will need to be done by another team, properly marking fields, putting up goals and corner posts, bleachers, and operating the refreshment stands selling tournament apparel.
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Responsibility Matrix
Task Jayhawk Landscaping Lightning Electricians Thompson Excavation Jim’s Turf Co. Skyline Surveyors Survey land X Develop land Install turf Refurbish existing fields Install lighting Responsibility matrix. Each vendor is responsible for a certain task.
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Responsibility Matrix Cont.
Task Tom Spiffy Designs Decal Graphics All Star Sports Cathy Fund Raisers X Design Apparel Produce Apparel Dress Field Develop scholarship Continuation of responsibility matrix. Which people and vendors are responsible for tasks.
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Schedule Fall Survey and blueprints for new fields
Develop land for new fields Design and obtain manufacturer for clothing Begin refurbish of existing fields Raise funds The completion of this project is due by summer of next year. We have a short window of 11 months to get the soccer complex into shape to host a tournament the next summer. During the fall of this year, we will complete a number of subtasks. In order to begin funding this project, we will begin having fund raisers and looking for sponsors and grants. We will contract out the design for the apparel and send that design to the clothing manufacturer. During September and August, we will bring in the landscaping contractors to begin work on existing fields. During this same time period, we will have surveyors in to lay out the new fields and bring in the excavation team for developing the land. We will continue to raise funds over the winter months.
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Schedule Cont. Spring Replace equipment on existing fields
Lay turf on new fields Install Lights Install new equipment Continue fund raising The next phase should begin in late February or early March depending on the weather. Once the new field base has settled, we will begin installing turf. During this time, we will be replacing and improving the equipment on the existing fields. Once the turf is in, the electricians will begin to put up the lights and the equipment team will be installing the new goals, corner posts, and bleachers.
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Costs Deliverables Dollar Amount Quantity Totals Each new Field
$600,000 (Fresenburg, 2006) 2 $1,200,000 Lighting/field $200,000 (SAFE) $400,000 Apparel Design $500 (Costhelper, 2009) 1 $500 Apparel Production $5000 Field equipment $7400 5 $37,000 Existing field improvements per field $10,000 (U.S. Soccer Foundation) 3 $30,000 TOTAL: $1,672,500 If the board of directors determines not to move ahead with this project, there will be no immediate costs associated with that decision. The only impact would be loss of future revenue due to not being able to hold tournaments or rent out the complex. There could be major costs involved if this project fails. Depending how far along we are in the project plan would determine what those costs would be. If we have already started the spring phase of the projects we would have all of the surveying and land development, improvements on existing fields, apparel design and manufacturing, and angry sponsors to deal with. The table below contains information on the costs of this project.
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Return on investment Total Cost = $1,672,500
Partner with other organizations to reduce cost by 40% = $1,003,500 Annual income of $210,000 $1,003,500/$210,000 = Complex paid off in 4.8 years. Through the course of this project and after this complex has been completed, there will be considerable costs as well as returns. The yearly tournament can bring in between $50,000 to $70,000. The complex can also be utilized for regular season games and possibly rented other schools or organizations that do not have their own fields. By finding partners such as Nike and the U.S. Soccer Foundation, it may be possible to reduce costs by up to as much as 40% (U.S. Soccer Foundation). That would drop the total cost down to $1,003,500. Based on the estimate of $70,000 a year revenue off of tournaments. With a possible income from renting fields of $45/hour per field, there is a possible income of an additional $225/hour for the complex during daylight hours and $135/hour after dark (City of Oakland Office of Parks and Recreation, 2008). Depending on rentals, this is expected to bring in an additional $75,000 to 100,000 a year. Apparel revenue is expected to be around $10,000 to $15,000 per year. Advertising at the stadium is expected to bring in an additional $25,000 per year. With estimates of $210,000 a year income, the remodel would be paid for in a little over 5 years not taking into account and fundraising activity or donations.
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Detection Difficulty Scale
Risk Assessment Likelihood Scale Impact Scale Detection Difficulty Scale 1 = Highly Unlikely 1= No Impact 1= Easy Detection 2 = Unlikely 2 = Minimal Impact 2 = Average Detection 3 = Moderately Likely 3 = Average Impact 3 = Difficult Detection 4 = Highly Likely 4 = Significant Impact 4 = Undetectable
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Risk Assessment Cont. Risk Event Likelihood Impact Detection Difficulty When Bad Weather 2 3 During execution Not enough funding 4 Losing a contractor Increasing resource cost 1 Not popular After completion Failure to complete in time After expected completion Lack of Materials
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Project Tracking Tracking Gantt chart Cost Performance Index
Microsoft Project Status update meetings Several tools we would use to track progress are the cost performance index and a tracking Gantt chart. The cost performance index gives us an up to date measurement as to where our task is on budget and can be used to estimate overages or coming in under budget. If we utilize the CPI on a regular basis, you can trend the direction a task is headed. A tracking Gantt chart gives us a visual picture of where you are timeline wise in a project. It shows us how the baseline durations of each task tie together, how one influences another, and what percentage of completion we are on a particular task in a project. I can see both of these being useful to graphically and numerically show us where we are on the timeline and budget. These methods could be used in monitoring the project in several ways. The graphical representation of the timeline and how tasks rely on one another will be a good way to predict completion on schedule and may allow for certain tasks to be shifted in the timeline to regain lost time or better utilize resources. The CPI will permit me to report how we are running budget wise and either find additional income or predict the future need for more funding or reduce the number of fund raisers because we are running ahead of schedule. Another way to gather data and monitor progress would be regular status meetings with team members and team leaders. This would give you a broad view of how the project is going from a management view and how it is perceived and headed from a resource view. Ensuring that team members are on track and focused on a regular basis will help contribute to the success of the project. I would also implement software tracking for this project. Utilizing Microsoft Project to track resources and time, as well as progress and budget would be very useful. It can automatically create statistics and various diagrams and charts. It can also alert you if there are scheduling conflicts and helps you tie together task dependency to determine the critical path as well as which tasks can float and not impact the critical path. Microsoft project is capable of managing project related information including tasks, duration, dependencies, resources, and costs and generate a schedule as well as make it easy to share with others (Burns, 2008).
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Conclusions Project should move ahead! Questions?
With a positive return on investment after approximately 5 years, this complex will pay for itself and be a source of income. With tasks well defined and team members and contractors responsible for their tasks, there should be little room for failure to complete this project in time. With proper preparation for the risk involved with this project, the team can mitigate the impact that those have on the project. We will keep on top of the tracking of the project utilizing Microsoft Project, frequent status updates, tracking Gantt charts, and the Cost Performance Index. If the board of directors follows this plan, the project has the best chance of success.
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