Game on Case Study

A. Scope: Four potential cities were selected to host the venues in an open bid process for FIFA which had to comply with FIFA's strict regulations but only one would be chosen to host the venue.

B. Plan: Based on the project management institute standards, Ministerio de Obras Publicas (MOP) created a compact team with a central point of command and a single project manager. Each potential host city was represented by a satellite team of three people, which supervised the engineering and construction of each stadium. The projects were also supported by staff at the Project Management Office (PMO); in total there were 250 workers in each stadium and a total of 1,000 workers for the entire project.

C. Development: MOP used Project Management Institute (PMI) standards as a guide for where to go, where to focus and a management model to follow. Using PMI's standards, MOP ran their work on the basics of contract administration taking charge of each part of the project in separate and success phases. MOP transitioned to a project management model that integrated the whole set and activities and resources applied to achieve the ultimate goal.

D. Implementation: With a budget of US$100 million, MOP outsourced different pieces of the project to several specialists which saved money, decreased communication issues, and helped the project move more quickly. MOP implemented collaboration tools, monitoring and controlling tools, communication tools, and supervisory and reporting tools in each stadium which included tools such as Microsoft SharePoint as well as tools to support online communications document management tools, and other virtual that were dispersed to the on-site project teams.

E. Completion: By implementing PMI's state of the art project management standards and cutting edge technologies, and by completely changing how public works were done, MOP completed four stadiums on time and on budget with more than enough time to prepare for the FIFA Under-20 Women's World Cup.