Increasing Floorspace Construction Plan

Increasing Floorspace formula PlanAfter the negotiation of the final stuff, EID was given the authorization to begin the spew.But in that location was no testicle nonice to proceed and the length of the jutting was not closely monitored or contr veritablely specified.In the day of the month of an owners representative during the externalise manakin, to expedite owners closes and plaudits, Mr. Ian enticebetter, a mechanical and softw ar product engineer, was found as the owner representative even though he lacked honk prudence take ining and experience.Failures in submittal retreads Mr. Leadbetter was occupied with the softwargon schooling and did not father a standardized puzzle out in place for the approval of submittals and separate key fruit confuse wariness owner processes. image process failures in that location was no process that was in place to deal with the expanding upon of the ware train. This change caused the software protrude bunk that was make dod to be discarded resulting in Mr. Ledbetters need to focus on redesign of the software and not on his duties of facilitating and communicating information between altogether articulationies. Since in that respect were no processes on order for submittal reviews and approvals, there was a signifi posteriort curb in the delivery of the craft train equipment.During the grammatical edifice phase, there were many problems that resulted including inter-coordination of shop drawings to design cause the structure of the construct to be knowing five feet less than needed for the employment train, owner representatives conducting business with sub declarers without the contractor universe present, and different problems with process and technical management. thither was no communication theory mean in place for the calculate.Failures in completion inscription and getting occupancy permits There were quells due to a number of shortf boths in the render man agement trunk. The management failed to hold EID accountable for consider completion and closeout causing delays in schedule. EID did not provide the building occupation permit nor did they accept with scheduling requirements for utility associates causing several weeks in lost exertion.b.The sincere objectives of woodsy were as followsIncrease the production capacity by 25%Increase the flooring of the production propo dealInstall air conditionInstall dust shrive painting and finishing shop bestow additional compressor capacityCompletely install a semi-automatic wood functional production trainRenovate the President and Vice-Presidents officese.The purges victory tin can be gauged by their adherence to make up, time, usage of resources and note standards. damage Maximum constitute allowed was $ 17 million. Having a control over the compute, without any expirations would be success criteria.Time The maximum time allowed for the bewilder was 18 months. Any deviat ion from this would reflect poorly.Quality Adherence to both product and process fictitious character would be important. Product part can be hold ind by the Conditions of Satisfaction established by the customer, in this case the management maturate of uses Wood Work. The second quality standard can be measured by the criterion set by the fuddle host in order to obtain the final product. Process quality has to be developed at all stage.2. bulge ScopeSet up in 1954, Custom Wood whole pull ins had diversified into the manufacturing of made-to-order kitchen and earth-closet cabinets, furniture for wholesalers/retailers along with its traditional offering of customized furniture. The caller-out had even interpreted up sub contract work supplying installing look to tops and cabinets for commercial constructions.With the mini-boom in the construction industry, Custom Wood Works was set to expand its manufacturing business. The company was looking to enter the scene of acti on of manufacturing by com impersonateer controlled automation. To give a certain grandeur to this strategy, the offices of the President and the Vice-President were being refurbished.The scope of the stick out allow ins increasing the floor space available to the company with a focus on increasing the companys production capacity by 25%. It excessively includes setting up of a spic-and-span semi-automatic wood working production train smash with air-conditioning facilities and a dust handsome painting shop. The fox even includes renovation of the President and Vice-Presidents office.The additives to Woodys forge plan should include Sales AssessmentAn assessment of committed sales contracts and project contracts should be make to arrest that production can still be maintained during proposed construction and that customer demands for scheduling and delivery requirements are met. There should be a strategic planning session which includes administration, sales, and producti on to ensure a high standard for customer satisfaction during proposed construction process.A detailed sales and marketing plan should be prepared and should get hold of contingency planning in case the market falls in a certain sector.Process and Recommended PMLC modelA complete outlines period should be developed to include document, task and schedule accountability, and allow for the co-ordinated coordination between the owner, design and construction squads, and governing agencies. A Woody 2000 project steering committee should be formed that includes the executive director management police squad up and key leaders of the project.Strategic planning and focus groupsA dictatorial strategic planning session with several(a) groups in the organization should be organized. Sub focus group which includes pay, production and administration should be formed. alone shocks would fool very detailed meeting minutes to include spick-and-span and old business, pending issues an d accountability milestones. A task-tracking log can be maintained in apiece of the key disciplines.Evaluate Design and Constructability cling to engine room, bodys analysis, interior and exterior stipulation options, political program requirements, and overall design study coordination should be included. Existing production output should be reviewed along with new technologies and the affect upgraded machinery would have on production. Existing production efficiency should be maintained in order to service breathing clients.Project sequencing and militarizationA complete interfacing of the Woody 2000 project program requirements with the existing trading operations to determine various solutions for construction mobilization should be included.Pre-construction scheduleWoodys executive team should be included in the overall ripening of the pre-construction schedule with cerebrate tasks and accountability time lines. A mobilization plan essential be completed in order t o ensure that the existing production lines can be maintained without interruption.Financial Performa and feasibilityVarious alternatives to the proposed elaborateness including Financial Performa, implications of proposed construction, system for programming spaces, ruleologies for hiring of design and construction teams, design development process, implementation process, cost controls, and quality control procedures, should be developed.Contractor selection methodologyA competitive bidding process for the selection of the universal Contractor should be followed. A preconstruction conference would be held in which the construction documents would be handed out and the project parameters be discussed and established with contractors.b.Woodys plan in managing the project included the referAppointing Spencer Moneysworth as the Project LeadInviting Expert Industrial Developers to quote on the construction.A monthly immediate payment flow was developed by Kim Cashman.Mr. Leadbett er was appointive to take over the periodical running of the project.Various vendors like Piecemeal Corporation etc. were appointed to supply the necessities for the impending construction.The installation of the mechanical equipment in the dust free paint shop was given to Amos Dent of Tinknockers Associates.The local inspection part was asked to intervene and check for compliance with the regulatory policies.An additional line of project financing was opened up to meet the escalated costs, because of the delay in completion.An high-ticket(prenominal) marketing strategy was launched to win back the lost customers.For post project appraisal, project management consultant W. Easley Associates were retained.A new and improved project management plan should include the followers Programming guidelines1.Design review reappraisal Architectural and Engineering Design Services Agreements and ensure that these agreements have definitive date constraints and design to budget parameters. 2.Review Programming Objectivesa. bear out the Woody team overall desires, intentions, goals and objectives for their expansion and develop a complete needs assessmentb. patronize the long range facility strategies and the required sales and marketing strategies needed to keep the new production train generative for its proper production to payback ratio.3. Review Programming Documentsa. brook the assessment and audit of proprietors existing facilities and determine specialized needs to intercommunicate revenues.Review existing operations to ensure that production is not modify by the construction process.b. Ensure the Owners facility needs are full documented by the use of a program manual and needs assessment log.d. Coordinate with the executive team the overall requested program to decipher between needs and wants and obtain demand approvals.4. Review/ moderate Overall Project Budget (OPB)a. aver the Owners needs and constraints regarding overall project budget and deve lop concise budgeting throughout design development phase.b. Confirm coordination of the budget with the program to insure sufficient funds are set aside and that the sequencing of work is in line with project cash flow.c. go through cash flow requirements and projections for the duration of the master schedule and coordinate with the finance office.d. Prepare periodic reports to document the planned cash flow versus actual cash flow and report to the Woody 2000 executive steering committee.5. Review/Maintain Overall Project Schedule (OPS)a. Validate the preliminary schedule and expand the final project schedule and identify study milestones and the slender path for project.b. Validate major team fractions needs, responsibilities and detailed scheduling of team members work including owner supplied equipment, subcontractors, and the entire project workforce.6. Review Site receivable Diligence7. Zoning Surveys Coordinate and confirm approvals for proper permitting.a. Transpor tation Confirm the necessity of a traffic management plan to ensure that the 850 existing employees have ample parking and are not affected by the construction.b. Legal restrictions Confirm approvals for equipment and new paint shop area.c. Environmental reports Soils investigation Confirm that all soils reports are sufficient for the new building footers and structure.e. conception and capacity of utilities and infrastructure Coordinate with the appropriate utility companies to confirm that all expanded utilities are scheduled properly and without delay.f. Determine applicable governing body and community agency requirements, approvals and permit.b.Design Process1.Confirm Procurement Agreements Design Servicesa. Confirm list of consultants, contractors and vendors whose services may be required in the purchasing of design services.b. superintend the development of agreements to be awarded to booming bidders, all required contracts must be based on sternly numbers or gu aranteed maximum pricing.2.Performance Compliancea. Coordinate the stipulation of materials with the Owners needs there should be careful consideration given to the production train equipment.b. With the design consultants, develop procedures for material testing and test account.3. consultant Coordinationa. Monitor the coordination of consultants and vendors in such areas as the production train equipment and other specialized equipment necessary for the expansion space.4.Program and Design Compatibilitya. Confirm with the design consultants that the developing designs are compatible with the program, master schedule, master budget and quality expectations.b. Confirm with the design consultants that the design as developed is compatible with the Owners needs.5.Submittalsa. Monitor design submittals and approvals.6.Insurancea. Confirm that design consultants have and maintain redress in accordance with the Owners needs.7. represent catcha. Manage procurement of abstract estimate s of construction costs.b. Assist with value engineering ideas.8.Financinga. Assist Owner with developing a process for managing use of the contingency fund.b. Make adjustments as necessary to project current and future cash flows.4. Qualitya. Maintaining quality in this case, includesAdherence to procedures and processesEnforcement of the processesIssuance of completion credentialsProcedures and processesQuality assurance of The Woody 2000 project can only be accomplished through proactive involvement of the management team, interaction with the Owner, and design personnel. The tools to accomplish the same includeDesign reviews-Constructability reviews value analysisSubmittal control and approvalPre-construction meetings for major building componentsPartnering Sessions at key intervals of the project to clarify project standards and goalsEducating switch over contractors in the QA/QC (Quality Assurance/Quality Control) requirements of the project.Quality assurance and control of the Construction managing director and subcontractors and in field operations should begin during the design phase to determine that the contract requirements are cl primaeval belowstood by all parties. hebdomadary inspections must be conducted to ensure that all items are in conformance, or that non-conforming items are corrected.EnforcementA regular quality inspection process should be documented. If the quality program is not utilise properly, a notice should be given to the parties involved, calling for an immediate resolution.3.Review and issuing completion certificateAs certain phases of the project are completed, a list of pass judgment deliverables should be given to the contractors. The subcontractors are anticipate to cross check the expected deliverables with the actual deliverables and call in the quality team for a review. On successful completion fo the review, the completion certificate may be given to the contractor.b.Leadbetter didnt invoke the quality specif ications as he had not been dexterous in project management experience and lacked the desired skills. The result of it were the following The specification of the production train was changed to increase capacity resulting in the rewrite of the software. This increased debugging at the start-up.Review and approval procedures for the various specifications and drawings were not taken, because of which there was a delay in getting the approval.Change in the production plans made it imperative to add some other 5 feet to the length of the building. remain in receiving and reviewing the catalogue descriptions and other specifications.Failure to meet the local environmental compliance standards, as set by the inspection countenance.Building occupation certificate couldnt be obtained.Owners inspection and dry-run tests of the production train couldnt be performed. guest delivery dates were missed and general contractors call off their orders.Depletion in the finished goods stock fet ching and hence loss of face and sales opportunities.Resultant delay in the completion of the project, ensured that costs escalated and required an additional line of financing to be opened up.c.The importance of quality for such a project is because of the following reasons Ensures minimum re-work.Would ensure complete utilization of the resourcesThe project would be under the stipulated budget.Proper quality would refer to compliance of standards and procedures.The project can be completed within the stipulated time.8. Communication and People Managementa. Organization graphProject Chartb.Leadbetter when appointed to take care of the project lacked the knowledge which would have made him an indispensable part of the project. He lacked project management training and experience. He did not have any grounding in the pinch of the project life-cycle and control concepts. But Leadbetter had specialization in the understanding of the semi-automatic manufacturing machinery, which was t he area of expansion of the organization. As such, with the start of the production run, this knowledge would have proven to be an asset ot the company. Hence, imparting training in project management and nurturing of his skills would have helped the company.c.Communication PlanThe communication plan addresses significant items which should include Responsibility Matrix, Team Coordination, Master Schedule and Specific levels of reporting for different levels of individualistics within the project design and construction team. Individual team members should receive specific types of reports such as project team meeting minutes monthly executive reports, schedule etc. Project goals are to be established and documented so each team member understands the common objectives. A Procedures Manual (PMP) should be completed which has all pass processes and procedures for the project. pass on meetingsThese meetings are important and should be conducted at least weekly, with handicraft con tractors and key subcontractors, to discuss current procession and accomplished milestone objectives, bode the weeks progress and goals, address problems encountered and actions required to correct any deficient work. This entails devil primary goalsTo provide a series of tools for accurate monitoring of the progress of the project.To provide thorough, accurate records of the project to protect the owner from potential disputes or legal problems. Therefore, the following is tracked and enter on each projectThis can be achieved through rade Contractor passing(a) Reports, Construction Photos, Daily Logs, Testing/Inspection Services, Shop Drawings/Submittals, Document Management, Progress Meetings, Schedule Enforcement, Progress Reporting, Safety Inspections etc.Contract Administration and Field CoordinationThe project managing director should oversee the coordination of efforts between each contract, including issues such as accessibility to the site, charge of both pedestrian and vehicular traffic, eliminating disruption to on-going existing activities, tie-ins of utilities and roadways, compatibility of construction methods, construction phasing and utilization of construction forces.Information Management governing bodysAn Information Management System which implements, tracks and records all the various elements of Project management, planning, organization, meetings and reviews, site logistics, shop drawings, field orders, and document control, should be bought into place.Decision TrackingA decision tracking system can be designed to keep the project moving. Whenever a critical issue is identified by the project team, the system would track the issue, its impact, its source, and the party responsible for the action on the issue. As individuals take action on the issue, the system would track each action taken and identify the attached responsible party in the process of reaching a decision on the issue. As each issue is resolved, the decision trac king system would close the issue, but preserves the history of the decision process.RFIs Requests for InformationThese forms can be used regularly to stimulate communication between all project team members, including the owner and architect. These requests receive immediate attention and are invaluable in aiding the team members to anticipate conflicts before they become problems.d. pass judgment Communication during executionThis should include Design Package LogTracks drawings, specifications and key dates as needed.Pending C.O. LogThis log tracks owner and designer appetency list items and cost. They allow for timely decisions while maintaining the project budget.Team implement ListTracks actions needed to accomplish schedule goals and served those actions.Bi-Weekly Schedules and MeetingsMeetings, facilitating communication and planning among team members. These are directed mainly at workmanship contractors, but also need support from the owner and architect.Liaison Meeti ngBi-Weekly meetings which includes owner representatives to facilitate major decisions and exchange valuable information.Submittal LogTracks all submittals by trade contractors requiring approval by the architect and engineers.Daily Manpower ReportsThis report tracks trade contractors manpower. This report is reviewed daily and weekly to monitor adequacy of work forces necessary to maintain schedule.CCA Status ReportsTracked changes (Contract Change Authorization) and the Owners contingencies available for changes.Alternate/ cling to Engineering LogTracks potential additive and deductive changes that the Owner may wish to implement.Three-Month CalendarA three-month calendar with all upcoming meetings and major events can be included with all meeting minutes and updated weekly.10. personify Controla.Reasons for the initial high wrong of EIDThe initial bid of EID amounted to $ 20 million on a 18 month schedule. EID believed that Woodys would need immense help with their project pl anning and had allowed for a number of uncertainties. EID allowed to undertake the work on a fully reimbursable contract. The counter offer EID made was to do the work on their cost but solicit fixed outlay quotations for all sub-trade work.Their position was reasonable because of 2 reasonsThe hourly rate remunerative would cover all the direct wages/salaries, pay roll burden, head-office command overhead and profit. This rate would apply to all engineering, procurement, construction and commissioning for which EID would employ another subcontractor for the building and design workThe number of hours put in by EID can be monitored effectively by Woodys.b.2 years later the project was first launched, there was no meaningful planning for completion. Owners acceptance, testing, dry-run and production start-up of the production train had not been carried out. Also the occupation certificate had not been availed. Due to late delivery of the production train, the tie-in of power and o ther utility connections scheduled for the annual 2 week maintenance shut-down could not take place. Customer delivery dates were missed and some general contractors cancelled their contracts and placed their orders for mill work elsewhere. Sales opportunities were lost too.All this put together resulted in the fact that, the project was only 85% complete because the delay in completion too was charged to Woodys account.c.Cost ControlAn experienced team of experts with knowledge of quantities and historical pricing, project management and field supervision, should provide the expertise on all elements relating to cost control, including budgeting, estimating, value engineering and the energy of subcontractors. The Woody 2000 project steering committee would receive formal reports weekly from Mr. Moneysworth and Mr. Cashman.The following cost control methods can be implemented throughout the pre-construction and construction phases of the projectBudget PlanningIn the budgeting phase of the project, the current projected costs of the project can be compared with the initial budget so that the cost doesnt escalate. It has to be ensured that the work involved meets the projected goalsEstimatingDefinitive estimates should be made through schematic design, design development and construction documents stages of the project.Work has to be done in conjunction with the various prime subcontractors in developing estimates that can be tracked in a similar format to simplify the reconciliation at each estimate phase.Conceptual setAn in-house cost coding system can be developed, to expand into more detailed pricing as the design progresses. A computer-aided quantity survey system would allow to accurately obtain the basic quantities for the project.Cost ForecastingPrior to the start of the construction phase, send the estimate into a cost forecasting format used by project management staff to track costs throughout the project to completion. This estimating process bui lt from each stage to a Guaranteed Maximum legal injury estimate, would check it against previous work.Cost Accounting/TrackingOnce the contract price is determined, the estimated labor, material and subcontractor costs can be allocated among standard cost accounts at a level of detail appropriate for tracking individual tasks against the project budget.Procurement and LaborThe procurement cycle begins as grease ones palms orders, subcontracts and change orders are committed, then immediately documented and simultaneously recorded in the cost system. Actual labor costs, together with work-in-progress, can be recorded on a weekly basis through the payroll department system.Cost ReportingCost reports are comprehensive and responsive to the specific needs of the project. Labor reports, printed at the job site weekly, can be used by project management to review progress and costs. vendor commitments and expenditures, sorted in various level of detail, can be monitored in several rep orts. Actual job cost detail can be reported on a limited date range, a group of cost accounts, or for the entire project to date.PurchasingA system must be followed that solicits competitive bids from subcontractors and suppliers based upon a set of define bidding procedures. In conjunction with the owner, this would identify qualified and capable subcontractors and suppliers taking into consideration their previous experience, workload, ability to perform, and financial capability. Pre-bid meetings can be conducted for the decide of assisting subcontractors in understanding the bid documents, design intent and project requirementsSubcontractor reserveThe subcontractor qualification process remains an important part of cost and project control. However, subcontractors cannot be arbitrarily eliminated from the project unless warranted by serious business indicators. The subcontractor qualification process is an important step in evaluating the apparent low bidders for capability to satisfactorily perform the scope of work. Additionally, the evaluation can reveal early signs of weakness, which can be supported to ensure a quality performance.PricingPrices should be obtained from a minimum of three pre-qualified bidders for each category of work on the project. The accuracy and dependability of subcontractor pricing should be directly related to the content of information furnished to the bidders.d.Flow Chart for processing changesCost ForecastingConceptual PricingEstimatingBudget PlanningPurchasingCost ReportingProcurement LabourCost TrackingSub assure11. seek Identification and Controlb c.List of Woodys Actual SurprisesThe allocated budget for the project was pegged at $17 million, with 18 months as the time skeleton in the closet for the construction. Mr.Moneysworth invited Expert Industrial Developers to quote on the planned expansion. The fixed price quotation which was given by the firm amounted to $ 20 million and an 18 month schedule.Mr. Ian Lea dbetter was appointed for running the project, despite his lack of knowledge in project management training and experience. On suggestion of EID, that Woodys should take over the procurement of the production train directly, the entire production train specification had to be changed to increase the capacity and consequently the program codes too.Change in the production plan resulted in another 5 feet being added to the teetotum of the building.Catalogue descriptions and specifications were not received until the foundations had been pouredThe surplus paint disposal method didnt meet the environmental standards as specified by the inspection authorityFailure to obtain the building occupation certificateFailure of the tie-in of the power and other utility connectionsResponse to the aboveCosts arising from these changes, including the delay in the completion were charged tto Woodys account. To mitigate the effect of only 85% completion, Cashman was forced to scramble for an addition al line of project financing at prime plus 2.5% interest. Liquid cash was spent at every such instance. A coordinated marketing effort was launched to regain the interest of the customer, which didnt have much effect.Possible assay Management PlanThe implementers of the project could have followed a 4 prong Risk Management PlanRisk Identification Identify potential attempts as a part of the project. character reference specific potential risks can include securing permits and unfavorable weather conditions which may hamper the construction work. A 10% contingency can be accorded to the construction schedule. Care should be taken to ensure that schedule swipe doesnt happen.There can be 4 categories of risk included as a part of the Risk Management Plan Technical Risk This includes a review of the quality and performance goals of the project. Proper installation of the throw away bolts, coordination with the drawing shops and the foundation contractor etc. come under this.Project Management Resources This includes improper planning and allocation of resources and improper use of management disciplines. Coordination between the owners interface and the appropriate contractors can be a part of this.Organizational Risks This should ensure that the there are enough human resources allocated to the project and that there are no conflicts between the project staff and the employees of the Custom Wood Working company.External Risk These risks can be caused by external parties such as regulatory agencies, labor contracts and supplier restrictions. There should be proper coordination with utility companies and that all equipments and systems should be approved by the appropriate regulatory agencies.Risk Assessment This can be done by 2 methods Static and Dynamic assessment. While static risk assessment is