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PMINJ is excited to announce that we are starting a new Construction Local Community of Interest (LCI). This initiative aims to bring together professionals who share a passion for the construction industry, providing a platform for knowledge sharing, networking, and professional development.
We are currently conducting a survey to gather our chapter members’ input on collaborations with organizations in the industry, and to identify members who are interested in volunteering to help launch and sustain this initiative.
Upcoming Session
These virtual meetings are held during the Month. Click More Information above to see additional details for the currently scheduled meeting.
Future Events and Sessions
We will be planning sessions during the year to engage members with meetings and possibly field trips.
Mission
To create a forum for project management professionals with an interest in the Construction Industry to:
Network, collaborate, and share experiences from managing and/or working on Construction project teams.
Discuss and learn about topics and activities specific to Construction projects.
Educate and share knowledge about the Construction industry with the larger project management community.
To mentor, develop, and foster growth of the next generation of Construction project managers.
Scope
PMINJ has formed the Construction LCI to serve as a forum for project management professionals with an interest in the Construction industry to network, collaborate, and share knowledge and experience.
The Construction LCI will work in cooperation with the PMINJ Chapter to provide additional value to PMINJ members and people in the community with a focus on and/or interest in project management within Construction organizations.
Project Management Lessons from the New Yankee Stadium
By: Liam Sullivan
The New Yankee Stadium stands as one of the most ambitious and expensive stadium projects in Major League Baseball history. With a total cost of $2.3 billion ($3.4 billion adjusted for inflation), its construction required careful planning, stakeholder management, and strategic execution—making it an interesting case study in project management.
The Vision Behind the Project
The idea for a new Yankee Stadium was originally proposed in the early 1980s by former Yankees owner George Steinbrenner and they planned to build the new stadium in East Rutherford, NJ. After decades of negotiating and planning, construction finally began in 2006, right across the street from the old stadium in the Bronx, New York. The goal was to modernize the team’s home while maintaining the legacy and brand identity of the New York Yankees.
Key Project Management Elements
Work Breakdown Structure (WBS) Breaking down a massive project like this into manageable tasks is crucial. The New Yankee Stadium project included multiple phases, such as site preparation, structural development, technological enhancements, and public infrastructure improvements. A strong WBS helps optimize the project holistically giving order and process to a large complex project. By structuring the work efficiently, project managers ensured that each phase was executed in a logical sequence.
Stakeholder Management
The project involved a range of stakeholders, including the Yankees organization, the City of New York, local businesses, and fans. By analyzing the stakeholders, it became clear that remaining in the Bronx was vital in maintaining a strong brand image. Yankee fans grew accustomed and built tradition in the Bronx and upholding a long legacy was more important than opting for a cheaper option. With that being said, one of the most challenging aspects was balancing the financial impact of public funding, as $1.2 billion came from public subsidies. Ensuring transparency and addressing concerns from the community played a key role in the project’s success.
Timeline and Budget Management Despite its high cost, the project was completed on time, allowing the Yankees to move into their new home without delays. Maintaining budget discipline in a large-scale infrastructure project is no small feat, and this project demonstrated effective financial oversight while delivering a state-of-the-art facility for a better baseball experience. Timeline and budget management is a key metric to determine project success, because the project deliverables were handed in on time and within budget the stadium was ready for the 2009 season allowing the Yankees to break in the new stadium with a World Series win.
Was the Project a Success?
Determining project success often depends on key performance indicators. The New Yankee Stadium project achieved its main goals:
On-time delivery: The stadium opened as planned for the 2009 season.
Budget management: While expensive, it stayed within its planned financial scope.
Technological improvements: The new stadium provided modern amenities, vastly improving the fan experience.
Brand preservation: Keeping the Yankees in the Bronx upheld their extensive legacy and maintained their connection with the strong local community that builds a larger identity across the fanbase.
Economic impact: The project generated jobs and boosted tourism, though debates over public funding remain.
Lessons for Project Managers
The New Yankee Stadium project highlights several takeaways for project managers:
Stakeholder engagement is key. Being able to manage expectations and maintain communication can make or break a project.
Breaking down a project into phases helps ensure smooth execution. A well-structured WBS provides clarity and direction for multiple teams.
Balancing cost and quality are always a challenge. Strong financial oversight is essential for large-scale projects.
Final Thoughts
Studying this project helped me understand the complexities of managing large construction initiatives. It reinforced my passion for the industry, and the importance of strategic project management in delivering successful outcomes.Whether you're in construction or another field, the principles of planning, stakeholder management, and execution remain the same.
Email List - future
The Construction@pminj.org email list carries the Construction LCI announcements, and also allows members of the list to share career opportunities, events etc. Only members of the list may email to the list.
PMINJ chapter members can subscribe to the Construction email list by sending an email to webmaster@pminj.org .
Mary Devon O'Brien was recently appointed into Pathfinder Inc.'s 1998 "Pathfinder Wall of Fame" in recognition of her significant long-term contributions to the project management profession. A wall plaque will be displayed in the main lobby of Pathfinder and will read "Pathfinder Inc. Proudly Recognizes the Following Exemplary Career Professionals for Their Outstanding Contributions to the Advancement of Project Management Technology."
Again, the Outstanding President of the Year was awarded to Mary Devon O'Brien at PMI's Seminar/Symposium on September 7, 2000, in Houston.The Outstanding President of the Year was awarded to Mary Devon O'Brien at PMI's Seminar/Symposium on October 8, 1999, in Philadelphia.
The Outstanding President of the Year was awarded to F. Nelson Woomer (NJ's Past President) at PMI's Seminar/Symposium on October 4, 1996 in Boston. PMI VP David Pells, PMP, acknowledged Nelson's leadership, organizational and management initiatives while leading the NJ Chapter.
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