Project Management

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CONTENTS
 Introduction and definitions
 Types of projects
 Features of Projects
 Project Objectives
 Concept of Project Management
 Project Management Environment
 Aims and Objectives of Project Management
 ‘Management by Project’ Approach
 Scope & Coverage

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CONTENTS
 Project Function in an Organization
 Layout of Project Department
 Case Study : Turner
 Required skill set for project Managers
 Roles and Responsibilities of Project Manager
 Project Risk
 Project Management- some facts
 Project Management Life Cycle
 Role of Consultants in Project Management

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 Introduction
 Project is an organised program of activity carried out to
reach a defined goal, often of a non-recurring nature with
a specified terminal point.
 It is a package of time-bound, scheduled and assembled
activities dedicated to the attainment of a specific objective
of successful completion of a work on time and within the
allotted budget.
 Project is a specific activity on which money is spent in the
expectation of returns.
 There is a specific start point and specific end point for a
project.
 Project starts from scratch with a definite mission,
generates activities involving a variety of human and non-
human resources all directed towards fulfillment of the
mission and stops once the mission is fulfilled.
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Definitions
 A project may be defined as a scientifically evolved
work plan devised to achieve a specific objective
with a specific period of time .
 The World Bank has defined project as ‘an approval
for a capital investment to develop facilities to
provide facilities to provide goods and services’.
 It is also defined as ‘the whole complex of activities
involved in using resources to gain benefits’.
 Project Management is defined by Project
Management Body of Knowledge (PMBOK) as ‘a
temporary endeavour undertaken to create a
unique product or service.’

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 Types of Projects

Types of Projects Product of project(examples)

Administrative installing a new accounting system

Construction a building or road

Computer Software Development a new computer program

Design of Plans architectural or engineering plans

Equipment or System Installation a telephone system or IT system

Olympiads or a move into a new
Event or Relocation
building
petro-chemical plant or electric
Maintenance of Process Industries
generating station
a new drug or aerospace/defense
New Product Development
product
a feasibility study or investigating a
Research
chemical 6
 Types of Projects
Examples

Infrastructure NuclearPower
Projects
Worli Sea Link
Jaitapur Nuclear
power plant

IT Projects Marketing Projects

SAP ERP iPhone launch
Variables common to all types of
Projects
 Size
 Duration(Length of Time)
 Industrial Sector
 Geographical Location
 Number of Workers involved
 Cost(Large, Medium and small)
 Complexity
 Urgency
 Organisational Design

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Features of Project
 It has a set of objectives.
 It cannot continue for ever, it has to terminate at
some point or the other.
 Each project is one single entity even though there
may be several participants in a project.
 Each project is unique and no two projects are similar
even though the plans set up are identical.
 A project calls for team work- the member of the
team may come from different organisational units,
different disciplines and even from different
geographic regions.
 A project has a lifecycle represented by growth,
maturity and decay. However the happenings during
the life cycle of a project are not fully known at any
stage.
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 Features of Project (contd.)
 Projects range in size, scope, time and cost from mega
international projects costing millions of dollars over
many years to small domestic projects with a low budget
taking just a few hours to complete.
 The requirements and constraints within which the
project must be executed are stipulated by the customer.
 Projects vary in terms of technology, equipment and
materials, machinery and people, work ethics and
organisational culture.
 The greater is the complexity of the project, the greater
will be the extent of work performed by subcontractors.
 The project is exposed to risk and uncertainty and the
extent of these depend on how the project moves
through the various stages in its life span.
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S.M.A.R.T. Project Objectives

 S pecific
 M easurable
 A ssignable
 R ealistic
 T ime related

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Concept of Project Management
 Project Management is defined by Project Management Body
of Knowledge (PMBOK) as ‘ the application of knowledge,
skills, tools and techniques to project activities in order to
meet shareholder’s needs and expectations from the project.’
 It is therefore a fundamental requirement for the project
manager to establish who are the stakeholders and analyse
their needs and expectations to define the purpose of the
project.
 As per the definition given by The Association for Project
Management Body of Knowledge (APMBOK) ‘The Project
management is the application of processes, methods,
knowledge, skills and experience to achieve the project
objectives’.

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Concept of Project Management
 According to the Association for Project Management
Body of Knowledge (APMBOK), the project
management is efficiently achieved by:
 Defining what has to be accomplished, generally in
terms of time, cost and various technical and quality
performance parameters,
 Developing a plan to achieve these and then working
this plan, ensuring that progress is maintained in
line with these objectives,
 Using appropriate project management techniques
and tools to plan, monitor and maintain progress,
 Employing persons skilled in project management-
including normally a project manager- who are given
responsibility for introducing the change and are
accountable for its successful accomplishment.
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Project Management Environment
 The project environment directly affects the project
and how it should be managed.
 Projects are influenced by a number of stakeholders
and issues such as:
 Stakeholders (all interested parties)
 Client’s/ sponsor’s requirement
 Company’s organising structure
 Market requirement
 Competitors
 New Technology
 Rules and Regulations
 Politics
 Economic cycle

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 Aims and objectives of Project Management
 Timely completion of the project
 Avoidance of delay, technical flaws, design deficiencies
and defects
 Ensuring proper fund flow to support and service
projects
 Proper tooling and techniques
 Promoting effective communication skills
 Team building efforts are made through negotiations,
coordination, directing
 Motivate the people with innovative methods
 Excercising project authority with great skills.
 Organising the project meticulously
 Evolving the systems and their operations to derive
added stimulus
 Plan the sequence of operations
 Streamline the procedure for effective implementation 15
‘Management by Project’ approach
 This approach envisages accomplishment of the business through
projects.
 This ‘Management by Project’ approach has been used in

engineering, construction, aerospace and defence for many years.

 Now a days, pharmaceutical, medical, telecommunications,
software development, system development, energy,
manufacturing, educational and service organisations are also
following this approach.
 This approach encourages:

 Organisation flexibility

 Decentralised management responsibility

 Holistic view of the problems

 Goal oriented problem solution process

 Control over chain reaction activities

 Ensuring adherence to goals

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Scope & Coverage

 The scope is what the project contains or delivers. At

this level it is best to concentrate on the major
deliverables.
 Properly defining the scope of a project allows a
manager to estimate costs and the time required to
finish the project.
 Scope can involve a variety of things, depending on the
type of project. For example, if the project was to
design an airplane, the scope could include the
functional requirements of the plane, such as how many
passengers it can carry or how fast it should be able to
travel.
 It is the responsibility of the project manager to ensure
that the scope's deadlines are met allowing for smooth
completion.
 There is ‘scope creep’ when the project gains additional
features or requirements without extending the
deadline. 17
Project Scope Statement
 A project scope statement should be concise and
clear. Anyone reading the statement should have
a good idea of what the project consists of (and
what will not be part of the project). It is also
important to be specific in a project scope
statement.
 For example, "The catalog will feature 100
products" is better than "The catalog will feature
many products" and "The project will be
completed over six months" is preferable to "The
project will be completed over a period of time.”

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Project Function in an Organization

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Functional type of the project management organization
Figure 1

 Advantages
 In this case, functional dimensions of the existing
organization are used.
 There is a maximal flexibility in using the staff.
 Some experts can be engaged in many different
projects.
 Experts in the department can be grouped to
exchange knowledge and experiences they possess.
 Functional departments also serve as a basis of
technological continuity when some experts decide
to quit the project team, and the enterprise, too.
 The functional department possesses the organized
way of advancing individuals as experts in their
functional fields.
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Disadvantages

 The project client in not in the center of activities and

attention as the functional department has its own
major work which, has an advantage over the project
work.
 Functional departments have the tendency of
orientation to specific activities associated with their
activities.
 There is a possibility of lack of coordination as no
individual is completely responsible for the project.

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Disadvantages
 There is also a tendency of suboptimal execution of the
project that some people working in the department
where the project is realized very carefully and
efficiently, are interested in realizing some segments of
the project and so neglecting and even ignoring, more or
less, the other ones.
 There can be a lack of motivation of the people working

in the project because the project is not paying

appropriate attention and some team members can
understand assigning their activities in the project as
going astray from their basic activities.
 This organized approach does not enable a holistic

approach.

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Project Function in an Organization

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Pure Project Management Organisation (Figure 2)
 Advantages
 Under this, the project is separated from the home
organization.
 The project manager is responsible and authorized for
the project.
 The project labor is directly responsible to the project
manager.
 In case of realizing complex projects, when some phases
are moved from one to another functional department,
communication lines are shortened because the whole
functional structure is bypassed, and the project
manager communicates directly with the top
management .

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Advantages
contd.
 If several, similar projects are realized successfully,
the pure project organization can enable
permanent, more or less expert staff which can
develop necessary skills for some technologies.
 Possibility of fast decision-making Due to
centralised decisions.
 The pure project organization is structurally simple
and flexible.
 This type of the organizational structure has a
tendency to support the holistic approach to the
project.

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Pure Project Management Organisation (Figure 2)
 Disadvantages
 If there are several projects going on at the same time,
and if each of them is completely equipped and
supplied by all resources, this may result in double or
triple efforts in every fields, from the office staff to the
most sophisticated (and most expensive) units.
 The people with critical technical skills can be engaged
in the project longer than it is necessary with a view of
ensuring that they will be available in every moment
when it is needed.
 The functional departments are still the base of
technological knowledge and it is not so simple to
determine that only some of them can be part of the
pure project team.

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Disadvantages (contd.)
 The team members are strongly associated
with the project and among themselves.
Their relationship with the team members
of other groups may result in rivalry or
competition.
 There is a great uncertainty of the team

members’ future after finishing the project.

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Project Function in an Organization

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 Matrix Organisation for Project Management
(figure 3)
 Advantages
 It is a balance between the earlier two forms.
 The project is paid the central attention.
 As the project organization includes functional
departments, temporary taking over workers and their
skills from these departments, draws the logical
conclusion that this enables the use of all resources
from all functional departments.
 The team members are not afraid for their future after
finishing the project as they are the personnel of the
home department.
 There is more flexibility in serving client’s needs.
 There is a consistency with policies, procedures and
practice of the existing enterprise.
 It enables better resource use, from the aspect of the
whole company. 29
Disadvantages
 If there is any doubt about the positive result of the
project and its responsibility, the project suffers.
 Transferring resources from project to project with the
need to satisfy different term plans of every project
can specially increase conflicts between project
managers. The consequence of this cannot be optimal
performance of objectives of the organization.
 The capability of the project manager to negotiate
about all resources for technical support and their
delivery on time can be of the key importance for the
whole work.
 This management model directly violates one of the
principles of the management-unity of command. E.g
the staff involved in the project has at least two
managers, their functional, as well as permanent
higher authorities.
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Case study: Turner

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Case study: Turner
 Turner is a North America-based, international
construction services company and is a leading builder
in diverse and numerous market segments. The
company has earned recognition for undertaking large,
complex projects, fostering innovation, embracing
emerging technologies, and making a difference for
their clients, employees and community. 
 With a staff of  5,200 employees who work on more
than 1,500 projects each year, they offer clients the
accessibility and support of a local firm with the stability
and resources of a multi-national organization.

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Basic structure of a business unit at Turner

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Required Skill sets for Project
Manager
 People Management
 Technical Expertise
 Process Management
 Change Management
 Positive Attitude
 Adherence to responsibilities
 Creating Standards
 Benchmarking
 Planning
 Direction

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Roles and Responsibilities of a Project Manager
 Defining and Maintaining the integrity of a project

 Development of project execution plan

 Organisation for execution of the plan

 Setting up of targets and development of systems

and procedures for accomplishment of project

objectives and targets
 Managing and coordinating project activity between

various departments
 Negotiation for commitments

 Direction, Coordination and Control of project

activities
 Contract Management

 Non-human resource management including fiscal

matters
 Identifying causes of delays, problem solving
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 Roles and Responsibilities of a Project
Manager (contd.)
Human resource Management
Satisfaction of Government, customers and the public
Achievement of project objectives, cash surplus, productivity
Implementation of systems as per the detailed design
Monitoring and reporting of progress of works
Completing the appropriate project initiation and planning

documentation
Managing risks including the development of contingency plans
Identifying training and development needs of the center
Building strong working relationships with team members and

encourage others to do the same

Building and leading a team to meet agreed budgets and targets
Evaluating emerging work flow standards and their application

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Sources of Project Risk

Technical

Financial

Socio-Economic

Contractual

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Project Risks

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Impact due to cost and time over runs

Cost Overruns
Estimated cost V/s actual cost
Design changes
Import cost changes due to forex fluctuation
Initial quantity estimation- Civil, electrical, piping
Time overrun (Delays)
Cost escalation
Competitor launches product ahead of us stealing
the show
Change of Technology makes our product obsolete
In the dice to poker scale, where does the project stand? Is
the return expectation an annuity or a pot of gold?

• Long gestation period

• Lower probability of success
• Dealing with known unknowns
Higher risk, therefore
and unknown unknowns
expected higher returns –
• Traditional indicators like IRR,
“Pot of Gold”
break even point have limited
relevance

• Short gestation period

• Higher probability of success Lower risk, therefore lower
• Dealing with knowns and returns – “Annuity”
known unknowns

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Project Management- in a lighter vein

41
 STEEP
Health conscious consumers forcing McDonalds
Social
to sell healthy salads and fat free chocolate milk

Technological Nokia lost its market share to superior touch

screen technology of Samsung and Apple

Unitech’s net sales have declined from Rs. 3,187

Economic crores in FY11 to Rs. 2,440 crores in FY13.
Declining due to liquidity crunch.

POSCO: 8 years of wait for getting environmental

clearance to build a steel plant in Odisha that would
Environmental involve the largest ever foreign direct investment in
India (Rs. 52,000 cores)

Political changes in Maldives leads to cancellation

Political of GMR’s contract for modernizing the Male airport
- Already invested $240 million
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 STEEP: Lead Indicators
An illustrative list
• Demographic profile
• Population growth rate
Social • Lifestyle choices
• Religious beliefs
• Social taboos

• Level of maturity of technology

• Latest developments
Technological • Repairs and maintenance
• Manpower requirements

• GDP growth rate

• Sovereign debt ratings
• Interest rates
Economic • Forex movements
• Inflation
• Consumer spending
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 STEEP: Lead Indicators
An illustrative list (contd.)

• Overall Environment awareness in locals

Environmental • NGO / Media activism
• Regulatory changes / Reporting requirement

• Upcoming election
Political • Changes in political leadership
• Type of government
• Destabilizing forces
• Politically volatile region

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Project Management: Some Facts
 The globalising market and the prospects of a higher
growth present both opportunities and challenges for
project management.
 Research by the Standish Group shows that a 31.1
percent of IT projects will be cancelled before they
get completed.
 Further studies indicate 52.7 per cent of IT projects
will cost 189 per cent of their original estimates.
 The lost opportunity costs could easily be in trillions
of dollars.

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Project Management: Some Facts
 The Standish Report says the factors for failure could
be lack of user involvement, lack of executive
management support, inadequate planning, resource
commitment, and incompetency.
 According to SPI Research’s 2011 Professional
Services Maturity Benchmark study, only one-fourth
of organizations have their own standardized
processes for managing projects and only 15 percent
use metrics and controls.
 Project management is successful only if the project
manager and his team are totally dedicated to the
successful project completion.

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Project Management
 Case Study: Proctor and Gamble

47
(http://www.pmi.org/business-solutions/
~/media/PDF/Case%20Study/Procter
%20and%20Gamble%20Case
%20Study.ashx)
Proctor and Gamble Case Study
 That was the challenge facing Procter & Gamble (P&G), the
global consumer products company, when it needed to
enhance its nearly 20-year-old ordering, shipping and
billing software and work processes.
 This was no simple IT patch, however: The system served
the very heart of P&G’s US$84 billion business. The
company knew it had to identify, mitigate and manage
any and all risks to the new system.
 Covering North America, Europe and 150-plus export
markets, the project would directly impact a diverse
portfolio of 250,000 products that includes everything
from laundry detergent to pharmaceuticals to snacks. In a
single day, the IT system typically juggles 18,000 orders
shipped to 150,000 retailers on 8,000 trucks—accounting
for US$200 million in revenue.
 Any glitch would generate unwanted attention and
potentially mean a hit to the bottom line.
51
Proctor and Gamble Case Study

The original plan called for a simple IT upgrade

project, but that changed as P&G leaders recognized
the project’s potential to produce more benefits.
Implementing a new, more sophisticated system

could also help the company minimize lost sales,

create efficiencies in the supply chain and drive down
costs across the enterprise.
The P&G project was launched in 2009 with two

driving goals:
to collect and respond to feedback in real time and

thereby create more compelling promotions and

increase sales
to identify the best ordering, billing and shipping

processes for shipping products to target locations.

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Proctor and Gamble Case Study
 To ensure the revamp would align with
those business goals, P&G’s global business
services group created a project charter that
included a business case, project assets,
enterprise environmental factors, and a
summary milestone schedule and budget.

53
Proctor and Gamble Case Study

 “We knew it would be a project that would

take several years,” says Mr Patrick P&G’s vice
president of global business services,
Antwerp, Belgium.
 “We spent some time on making the business

case: What did we want to get out of it? What

were the business capabilities we wanted to
have? What is the investment and return
needed as such?
 The interesting part is that the preparation

time was almost half the project.

54
Proctor and Gamble Case Study

 The P&G team rolled out the transformation of the

work process, organization and systems for a given
set of geographies (in Western Europe) or
customers (in North America).
 The team also created a project statement of work
that outlined the business needs and scope
description.
 The overriding message was clear: The system
would protect business continuity, deliver
computer cost reduction and improve governance.
 The project was one of the largest in the company’s
history, and carried great risk along with the
potential for big benefits. The team took a good,
long look at what could go right—and wrong.

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Proctor and Gamble Case Study
 The team identified three major risks:
 Loss of business due to an inability to process orders in a
timely way
 Loss of credibility because of a lack of quality in the
shipping process
 Loss of sales as competitors took advantage of the
transition
 To mitigate and manage those risks, P&G introduced a
board that included three of P&G’s five regional presidents,
along with all 14 of P&G’s business unit presidents.
 The move proved vital. Amidst one major acquisition deal,
for example, the board identified potential human
resourcing issues that could have thrown off the project.
 To minimize disruptions to the schedule, P&G reallocated
staff from other areas of the company.
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Proctor and Gamble Case Study
 Given the complexity of the project, P&G also implemented
a central technical and project management office team in
each region.
 Local market teams mostly gathered in country head

offices, but collocation of big parts of the teams was

required for critical weeks such as training and integrated
testing.
 To build esprit de corps among the team members in more

than 50 countries, leaders implemented networking events

when central and local resources were mixed for specific
project periods.
 They also encouraged management visits that featured

inspirational speeches, milestone recognition and

celebrations for the completion of particular phases.
 With the project encompassing thousands of customers,

products and retailers from small shops to one of its

largest global retail partners, the team kept a keen eye out
for features being added.
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Proctor and Gamble Case Study
 Looking to keep the project on track, the
team established a set of global workshops
to refine the scope as the project
progressed.
 Headed by a business leader, a subject-

matter expert and an IT leader, the

workshops used techniques such as
brainstorming and mind mapping to
document potential gaps in scope.
 The results allowed for planning, tracking

and reporting of any given requirement

through-out the project life cycle.

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Proctor and Gamble Case Study
 The board also discussed possible project
enhancements and dug deep to see if the
potential benefits were actually worth it.
 As implementation drew closer, P&G conducted

vigorous testing to simulate the daily order cycle.

 Once the system was ready, the team executed

the rollout in three waves.

 To keep things running smoothly, so-called “war

rooms” let team members “stay on top of what

was going on inside the project and react to
anything out of the ordinary,” says Mr. Bruno
Pont, P&G associate director of global business
services, Geneva, Switzerland.

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Proctor and Gamble Case Study
 The goal was to communicate everything that
happened on the first day of implementation to
other teams across the world.
 According to Mr. Fraga:

 The team was able to mitigate the risks

successfully
 The team was able to have a zero impact on the

day-to-day operations of business and retailers

 Shipping times and customer satisfaction
improved with the new system though to the
outside world

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Project Management Life Cycle
 Initiation/conception Phase
 Definition Phase
 Planning and Organising Phase
 Implementation Phase
 Project clean-up Phase

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Initiation/Conception Phase

 Project idea geminates under this phase

 It may be due to the problems and ways to

overcome them.
 Idea needs to be examined in light of

objectives and constraints and what finally

becomes acceptable may form future project.
 Ideas may undergo some change later.
 A well conceived project will go a long way

for its successful implementation and

operation.

62
Definition Phase
 This phase will develop the idea generated during the
conception phase and produce a document describing
the project in sufficient details covering all aspects
necessary for the customer and/ or financial
institutions to make up their minds on the project
idea.
 Following ideas can be examined at this stage:

 Raw Material

 Plant size/capacity

 Location and site

 Technology and Process Selection

 Project Layout

 Plant and Machinery

 Electrical and instrumentation works

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Planning and Organising Phase

 During this phase, organisations deal with the following:

 Project infrastructure and enabling services
 System design and basic engineering package
 Organisation and manpower
 Schedules and budgets

 Licensing and governmental clearances

 Finance
 Systems and Procedure

 Identification of project manager

 Design Basis, general conditions for purchase and contracts
 Site preparation and investigations
 Construction resource and materials

 Work Packaging

64
Planning and Organising Phase(contd.)
 This phase overlaps with the definition and the
implementation phase.
 Some organisations prepare documents such as
‘Project Execution Plan’ to mark this phase.
 This phase is involved with preparation for the
project to take off smoothly.
 Planning is defined as making a decision in
advance.
 Hence it is essential that this phase is completely
gone through before the next ‘implementation
phase’ starts.

65
Implementation Phase

 80-85% of the project work is done at this stage.

 No. of activities happen at this phase such as:

 Preparation of specifications for equipment and

machinery
 Ordering of equipments
 lining up construction work
 Construction drawings
 Civil construction and construction of equipment

foundations
 Equipment and machinery erection
 Plant electrical work
 Testing/ checking
 Trial run and commissioning of the plant

66
Implementation Phase

 This phase has a high need for coordination and control.

 All techniques of project management are applied at this
stage essentially.
 Since bulk of the project work is being done at this stage
itself, efforts are always made to speed up the processes
of this stage.
 Some times there is an overlap of various sub phases
such as engineering, procurement, construction and
commissioning etc.
 If the design is done by one agency and the construction
by another then the scope of fast tracking becomes very
limited.

67
Project clean-up Phase

 This is a transition phase in which the hardware built with the

active involvement of various agencies is physically handed
over to a different agency who was not so involved earlier.
 Drawing, documents, files, operations and maintenance
manuals are catalogues and handed over to the customers.
 The customer has to be satisfied with guarantee-test runs.
 Preparation for the project clean up has to start a long time
before actual physical hand over.
 Some of the other activities at this phase are:
 Closure of project accounts
 Reconciliation of material
 Payments of outstanding
 Collection of dues

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Role of Project Management Consultant
 The role of Project Management Consultants is driven by:
 Customer concerns for cost effectiveness

 Reduction of corporate staff functions

 The Role of the Project Management Consultant can be a

complex one.
 The role has many different aspects and means different

things in different organizations.

 In order to be effective:

 PM consultants will need to work well with senior

management in the client company and also be granted some

authority and credibility to effect significant change or
transition within a company.
 PM consultants should maintain high professional standards.

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Benefits of Hiring a Project Management Consultant
 Consultants add value by using their skills and expertise to

help deliver an outcome, solution, service.

 They help to mitigate risk that provides a meaningful ‘return

on investment’ to a client.
 They can engage promptly with the situation, and can

quickly become effective in the client organisation.

 They provide expertise and leadership

 Since they come from outside the client organization they

are not hampered by company politics or culture, and can

provide a fresh perspective.
 In addition to being advisors, they are also practitioners and

they take responsibility for and manage a project or

programme.

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Case Study: Project Management Consultants
 Project Management Consultants LLC ("PMC") is a
multidisciplinary, Cleveland-based company.
 PMC was founded by Managing Director, Jeff Appelbaum,
in 1997 as a wholly owned subsidiary of Thompson Hine
LLP.
 Mr. Appelbaum, who has over 30 years of experience in the
practice of construction law, saw the need for construction
consulting services (beyond legal representation) to satisfy
project management needs for project owners.
 PMC consists of seasoned construction professionals,
including construction attorneys and licensed professionals
who formerly served in the roles of architect, professional
engineer, construction manager, and financial strategist.

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PMC Case Study Contd
 PMC serves the construction industry in following ways.
1. PMC provides design and construction partnering
facilitation and mediation services for hundreds of projects
throughout the United States.
2. They serve as owner's representative for projects,
including a museum, library, assisted living/care facility,
stadium, school, office building/parking complex and
parking facility.
3. PMC has served as project delivery consultant on a
number of museums, stadium and arena projects, and
many other commercial, industrial and institutional
facilities throughout the United States.
4. PMC also offers public and private financing consulting.
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PMC Case Study Contd.
 PMC has also served as project delivery
consultant for dozens of projects, including:
 Orlando Magic Amway Center
 Minnesota Twins Target Field
 Florida Marlins Miami Ballpark
 St. Louis Cardinals Ballpark
 Soldier Field Adaptive Reuse (Chicago, IL)
 Carnegie Science Center (Pittsburgh, PA)

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In lighter vein…..
Thank You 75