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June 25, 2010 ProjectManagementBlog Leave a comment Go to comments

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Submitted to:

The Custom Woodworking Company

Industrial Estates, Someplace, BC

Mr. Ron Carpenter, Chairman

Emelia Holdings Ltd.

Submitted By:

Thomas Franchina

June 23, 2010

  The Woody 2000 Project plan was developed in order to evaluate the existing
set of circumstances that occurred during a previous project and propose a corrected approach for
the implementation of the proposed project. We will examine the overall purpose of the plan, the
project goals and objectives, the action items recommended for the proposal, an overview of the
scope of work, the project narrative, the Project Network Diagram, project schedules and
process flow charts, projected cost summaries, and final conclusion.

I. Introduction ± Executive Summary

a. Basic overview of the Woody 2000 Project

b. Purpose of the report and proposal

c. Qualifications statement of the author

d. Basis for Project Management Manual

1.p Background on the Woody 2000 project

a. Company overview with brief description of key personnel

b. Products and services provided by the company

c. History of proposed expansion

d. Approved financial commitments for the proposed Woody 2000 project

e. Background on contractor acquisition

1.p Original quotation received

2.p Contract negotiated
3.p Final contractor quotation and release

f. History of design phase

1.p The appointment of an owner¶s representative

2.p Owner provided procurements
1.p i. Production train
2.p ii. Software design and installation
3.p Failures in submittal reviews
4.p Design process failures
5.p Owner to subcontractor interface

g. Background on project close out and launch

1.p Failures in completion schedule

2.p Issues with occupancy permits
3.p Consequences of project completion failure
4.p Cost overruns and the need for additional financing

h. Decline in sales

1.p Market vulnerability

2.p Staff dissension
3.p Hiring of consultant for internal auditing
4.p Need for the proposal and comparison of proper project planning and implementation

III. The Woody 2000 project objective

a. Review present production and develop analysis

b. Develop five year historical cash flow projection

c. Develop five year projected growth forecast

d. Develop strategic plan and vision path

e. Develop comprehensive needs assessment

f. Develop Project Management Plan

1.p Action Items for the proposal

a. Overview of the preconstruction phase

1.p Sales assessment

2.p Process and recommended PMLC model
3.p Strategic planning and focus groups
4.p Evaluate design and constructability
5.p Project sequencing and mobilization
6.p Pre-construction schedule
7.p Financial Performa and feasibility
8.p Contractor selection methodology
9.p Contract types and selection

10. Contractor guidelines and recommendations

b. Overview of the construction phase

1.p Site mobilization plan

2.p Submittal and shop drawing process
3.p Overall Project Schedule
4.p Contractor and Vendor selection process
5.p Communications Plan
6.p Risk Management Plan
7.p Quality Assurance Program
8.p Human resources safety protocol
9.p Financial plan and accountability guidelines

V. Project Management Plan and Scope of Work (SOW)

a. Programming guidelines

1.p Design review

2.p Programming objectives
3.p Overall Project Budget
4.p Overall Project Schedule
5.p Site due diligence

b. Design Process

1.p Design services and procurement agreements

2.p Performance compliance
3.p Consultant coordination
4.p Program and design compatibility
 5.p Submittals
6.p Insurance
7.p Cost control
8.p Financing

c. Preconstruction process

1.p Procurement of Furnish By Owner Materials

2.p Permitting
3.p Preconstruction conferences
4.p General Contractor and Vendor services

d. Cost Control

1.p Budget planning

2.p Estimating
3.p Conceptual pricing
4.p Cost forecasting
5.p Cost accounting and tracking
6.p Procurement and labor
7.p Cost reporting
8.p Purchasing
9.p Subcontractor qualification

10. Pricing

11. Value engineering

e. Technology and Communication

1.p Progress meetings

2.p Contractor¶s Procedure Manual
3.p Contract Administration and field coordination
4.p Information management systems
5.p Decision tracking
6.p Requests for information process
7.p Design Package Log
8.p Pending Change Order Log
9.p Team Action List

10. Bi-Weekly schedules and meetings

11. Overall Project Schedule

12. Design Team meetings

13. Liaison meetings

14. Submittal Log

15. Daily Manpower Reports

16. Contract Change Authorization

17. Value Engineering Log

18. Three Month Calendar

19. Compatibility

20. Procurement Compliance

21. Progress Payment process and procedures

22. Insurance and Bonding process and compliance

f. Post Construction process

1.p Performance compliance

2.p Operating and Maintenance Manuals
3.p As-built drawings and specifications
4.p Certificates of Final Completion

g. Quality Control

1.p Procedures and processes

2.p Enforcement
3.p v Phased and Final Punch lists and completion certification and review

1.p Project narrative and summary

a. Project description

b. Comparative analysis of prior process to proposed process

VII. Project Network Diagram (PND)

a. Proposed methodology

b. Critical Path and Milestones

c. Overall Project Schedule

 1.p Projected cost summaries

a. Conceptual Estimate

b. Actual Projected Estimate

c. Budget Recapitulation

d. Recommendations

1.p Summary Evaluation and Conclusion

a. Analysis of proposed to actual project

b. Evaluation of end project

c. Client exit interviews and evaluation

d. Concluding statement

þ þ 

  

a. O
 
 

This Project Management Plan is prepared as a preliminary report and proposal for the Woody
2000 project. This comprehensive report, analysis, and recommendation was developed as a
proposed plan for the facility expansion and business management plan. We will develop this
proposed plan and expand its components as we work through the various phases of the
construction management process. Our management team will work closely with the Woody
2000 executive management team.

b. 

 


The purpose of this plan is to provide an assessment of the Woody 2000 project including an
evaluation of the present management processes and methodologies used in the expansion of
their production facilities. This Project Management Plan will detail the proper procedures that
should of been used as a basis for the Woody 2000 project and also identify the various problems
that occurred during the implementation of said project.

As part of the assessment, we will begin with the evaluation of the preconstruction process and
parallel the events that occurred with the standards and practices of a properly executed Project
Management Plan. Additionally, our proposed plan will identify the various procedures required
during the construction and post construction phases.

c.  
 

 
 
Thomas Franchina has over 25 years experience in commercial, industrial and residential
construction projects both in Europe and USA. He will bring a broad range of experience in
project and systems management and apply experiences from both private and public sector
projects to develop the proposed plan for the Woody 2000 project. His experience includes total
site development, structural steel and building structure engineering and completion of the total
project within specified timelines. He will be responsible for developing the proposed processes
for project preconstruction planning, construction implementation, project quality assurance and
overall project management. He will develop recommendations for the technical and

fiscal areas of the project.

d. O


    

The existing case study had a number of problems and mistakes

associated with the entire process. The following proposed plan identifies processes and
techniques that would eliminate the problems mentioned in the background of the Woody 2000
Project. This proposed plan is based on assumptions that was derived from the information
gathered on the background of the project. This proposed Project Management Plan is necessary
and will act as a guide for the completion of a Project Management Manual for the Woody 2000
Project. We will use this Project Manual as a guide for all phases of the construction project.

þþ 

 
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The Woody 2000 project was established by the management of The Custom Woodworking
Company(also known as Woody¶s) located at an existing facility in Industrial Estates,
Someplace, BC and millwork manufacturing facility and was started in 1954. The executive
management team includes Mr. Ron Carpenter, Chairman; Mrs. Emelia Carpenter, President;
Ms. Kim Qualey, Executive Vice President; and Mr. John Carpenter, Director. The company is
privately held with the major shareholder being Emelia Holdings Ltd. The company presently
has approximately 850 employees and has annual revenues of approximately $93,250,000. The
company has a supporting management staff that includes Mr. Miles Faster, Vice President of
Production; Mr. Spencer Moneysworth, Vice President of Finance; Ms. Molly Bussell, Vice
President of Personnel; Mr. Bruce Sharpe, Vice President of Sales and Estimating; and Mr. Kim
Cushman, Controller.


 

 

The company manufactures furniture, cabinetry, and custom millwork. During recent years with
the increase in commercial construction activity, Woody¶s has shifted their focus to
subcontracted millwork for new commercial construction. The company has had an excellent
reputation in the market place and has enjoyed higher profitability on their latest projects.

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In 1989, Mr. Bruce Sharpe persuaded the executive management that there was a need for
expansion due to the possibilities of increased sales from an expanding portfolio of construction
projects. Mr. Miles Faster introduced the idea of expanding their facilities to a new location to
Mr. John Carpenter, who in turn brought the idea to the executive team for discussion with Mr.
Kim Cashman and Mr. Spencer Moneysworth. The group discussed what was offered and Mr.
Cashman and Mr. Moneysworth disagreed with moving the facility and recommended an
expansion at the present facility. Mr. Ron Carpenter held a meeting with the executive
management and key leaders, and through much discussion and debate it was determined that
there would be a 25 percent expansion to the existing floor space of the building. The proposed
scope of work included construction addition of the building, installation of new air conditioning
system, installation of a dust free paint shop with additional compressor capacity, the
development and installation of a new production train including new hardware and software,
and renovation of the executive offices.

d. ÿ
  


 

At a meeting with the executive management and key leaders, Mr. Ron Carpenter agreed to
commit $17 million dollars as the maximum price to complete the entire project and he
established a target date for completion of the project in 18 months. It was determined that Mr.
Moneysworth would be responsible for the project. During the planning phase, Mr.
Moneysworth decided not to involve input from the production staff and invited a well known
contractor called Expert Industrial Developers(EID) to quote the project. There was no written
plan or design documents at the time. Mr. Cashman developed a 12 month cash flow based with
the first and last month budget being 1 million dollars and the remaining 10 months at 1 million
each month, additionally, a 1 million dollar contingency was set aside. The chart was not used as
a management tool to review actual to forecast and actually was locked away in his desk. It was
also determined that all actual costs to the project would be recorded in the company¶s normal
bookkeeping procedures.

e. O   "


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Mr. Moneysworth requested that EID submit a fixed price proposal and the preliminary estimate
was $20 million based on an 18 month schedule. The owner did not provide a written program,
drawings or detailed specifications resulting in an overly padded quotation from EID.

  

After negotiating, EID agreed to provide construction services based on a fully reimbursable
contract without a guaranteed maximum price(GMP). The contract was based on a cost plus on
fixed contracts with the owner paying for soft cost reimbursable expenses. The contractor was
responsible for the engineering, procurement, construction and commissioning of the facility and
they subcontracted the design to Schemers and Plotters (S&P). The EID proposal was approved
by executive management. There will be some issues regarding the contract that will be
evaluated later in this project plan.
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After negotiating and signing of the contract, EID was given the authorization to begin the
project. There was no formal notice to proceed given and the duration of the project was not
closely monitored or contractually specified.

f. 





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As the design phase was underway, it was determined that an owner representative would be
necessary to expedite owner decisions and approvals. Mr. Ian Leadbetter, a mechanical and
software engineer, was appointed as the owner representative even though he lacked project
management training and experience.

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Mr. Leadbetter gave considerable contributions to the mechanical and software side of the
project, but he lacked the necessary project management techniques and processes. Early within
the equipment and software design phase, EID requested that the owner manage the procurement
of the production train. Due to improper change order procedures, Mr. Miles Faster stepped in
and changed the production train specifications in order to increase capacity.

v% 

 

Mr. Leadbetter was occupied with the software development and does not have a standardized
process in place for the approval of submittals and other key project management owner
processes.

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There was not a process that was in place to deal with the expansion of the production train. This
change caused the software design work that was completed to be discarded resulting in Mr.
Ledbetter¶s need to focus on redesign of the software and not on his duties of facilitating and
communicating information between all parties. Since there were no processes on order for
submittal reviews and approvals, there was a significant delay in the delivery of the production
train equipment.

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During the construction phase, there were numerous problems that resulted including inter-
coordination of shop drawings to design causing the structure of the building to be designed five
feet less than required for the production train, owner representatives conducting business with
subcontractors without the contractor being present, and other problems with process and
technical management. There was not a communications plan in place for the project and it
seemed like everyone was ³doing right in their own eyes´.

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The project was nearing completion two years after launch and there were delays due to a
number of shortfalls in the project management system. The management failed to hold EID
accountable for project completion and closeout causing delays in schedule. EID did not provide
the building occupation permit nor did they comply with scheduling requirements for utility tie-
ins causing several weeks in lost production. Due to the delays, many customers cancelled their
orders and inventories were depleted. There was a definite decrease is sales revenues during this
period. The cash flow was further affected when Mr. Cashman discovered that the project was
over budget and only at 85 percent completion. They obtained an additional line of credit, at an
excessive premium, in order to cover the additional expenses incurred on the project.

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Due to the present state of the economy, it was discovered that general sales and demand for
products produced by the firm dramatically fell. An extensive marketing effect resulted in a
marginal increase in sales. The new equipment is presently under utilized causing controversy
between staff members, especially with Mr. John Carpenter. Due to the events surrounding this
project, Mrs. Carpenter retained a project consulting firm, W. Easley Associates to conduct a
post project appraisal.

The following Project Management Plan will evaluate the existing conditions based on the
background of the project and then will propose a proper project management technique that
should of been followed in the construction of their new facility. Additionally, the proposed plan
will address the various mistakes that occurred during the Woody 2000 project.
þþþ 

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The primary objective of this proposal is to perform a detailed needs assessment for the
requirements necessary to meet an increase in sales revenues generated and to determine what
type of expansion or upgrade to the facility would be needed to meet said growth. The ancillary
objectives to include the following:

1.p Review present production capacities and develop an analysis to determine the maximum
output the existing facility can provide.
2.p Develop a five year historical cash flow that includes sources and uses of funds, client
identification and revenues generated based on sectors, and percentage of revenue growth
over the past five years with identifying what sector the growth came from.
3.p Develop a five year growth projection considering future clients, stability of the market,
overall market trends and historical data and past performance integration.
4.p Develop a strategic plan with key staff for the growth f the company and a clear vision
path for expansion of the facility.
5.p Develop a complete needs assessment based on input from each department including
administrative, production, finance and human resources.
6.p Develop a Project Management Plan for the proposed expansion.

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The following action plan was developed as a preliminary guide to the tasks that we must
complete in for the preconstruction and construction planning of the proposed Woody 2000
project. We must make a commitment to excellence and we must adopt the philosophy of «
³Doing it right the first time´. That simple philosophy is required for us to uphold a reputation
for quality project management services. We must be dedicated to creating a team philosophy
within all groups involved in the project. We emphasize quality from a solely product-oriented
quality control program to a customer-oriented total quality process. We can accomplish this
through a Total Quality Project Management Process. The following is a listing of action
items that we must put in place in order to solve the problems that arose out of the Woody 2000
project:

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We must complete an assessment of committed sales contracts and projected contracts to ensure
that production can still be maintained during proposed construction and that we comply with
customer demands for scheduling and delivery requirements. There should be a strategic
planning session that includes administration, sales, and production to ensure a high standard for
customer satisfaction during proposed construction process. Additionally, press releases should
be developed to inform existing clients and future business the status of the project; producing a
positive spin on the expansion of the facility. A detailed sales and marketing plan should be
prepared and should have contingency planning in case the market falls in a certain sector.


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We must develop a complete systems flow to include document, task and schedule
accountability, and allow for the integrated coordination between the owner, design and
construction teams, and governing agencies. An Woody 2000 project steering committee should
be formed that includes the executive management team and key leaders of the project. They
should meet on a weekly basis with clear agendas and direction.

The Adaptive Project Framework(APF) is the recommended PMLC model to follow during the
entire course of the project.

This approach has been used on a number of projects and one of the main characteristics of the
APF is that the scope is variable, within defined time constraints, and optimizes business value
by adjusting scope at each iteration (Wysocki, p. 414 2009).At each iteration, the client may
change the course or scope of the project therefore realizing great business value. The Planning
process is very integral and key in the success of the APF process. The APF process parallels the
Design Development process in the construction industry. The five process groups (Planning,
Scoping, Launching, Monitoring and Control, and Project Close-out) will be used within the
APF PMLC model.

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We must establish systematic strategic planning sessions with various groups within the
organization. We would establish sub focus groups that include finance, production and
administration. We would facilitate these strategic sessions to answer key posts that can affect
the overall plan for expansion. All meetings will have very detailed meeting minutes to include
new and old business, pending issues and accountability milestones. A task-tracking log would
be maintained in each of the key disciplines.

)1  *
 
 

We would facilitate design and constructability issues to include value engineering, systems
analysis, interior and exterior specification selections, program requirements, and overall design
development coordination. We would need to study the existing production output and review
new technologies and the affect that upgraded machinery would have on production. It is
imperative that we maintain the existing production capability in order to service existing clients.
We must identify significant potential design and or constructability issues and establish a
consistent means of communication between the various departments affected by any proposed
expansion.

+
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A complete interfacing of the Woody 2000 project program requirements with the existing
operations to determine various solutions for construction mobilization including projected
sequencing of facility build out.
‰.



We must enlist Woody¶s executive team in the overall development of the pre-construction
schedule with related tasks and accountability time lines. A mobilization plan must be completed
in order to ensure that the existing production lines can be maintained without interruption. An
attached proposed project schedule for both all phases of the construction process. (Exhibit A)

3%  

  



We must develop various alternatives to the proposed expansion including Financial Performa,
implications of proposed construction, system for programming spaces, methodologies for hiring
of design and construction teams, design development process, implementation process, cost
controls, and quality control procedures. A preliminary cash flow was developed and we will
analyze this document later in this proposed plan. (Exhibit B)

4 


We would recommend a competitive bid process for the selection of the General Contractor. A
preconstruction conference will be held in which the construction documents will be handed out
and the project parameters will be discussed and established with contractors.

5  


All contracts should be based on a Guaranteed Maximum Price with certain schedule
performance requirements. There should be a competitive process for contractor and
subcontractor procurement. The GMP contract should have a final completion date with a
liquidated damages clause for non compliance and this practice should be written in all
subcontractor agreements and vendor purchase orders.

# 
  

The contractor guidelines will be specified in the Contractors manual which is part of the final
Project Management Plan and Manual.

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We would expand in the development of the preliminary site mobilization plan to include a
complete analysis of the affects of the proposed construction on existing production
requirements. This includes reviewing parking requirements for Woody¶s 850 employees,
construction employees parking, material delivery staging areas, foot traffic methodologies for
employees and the impact on construction to daily operations, and a complete overview of the
general conditions on the project.

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We would need to develop the proper coordination of submittal and shop drawing approvals and
confirmation of compliance to contract documents. We must develop a methodology for timely
submission of contract submittals and shop drawings as not to delay the overall project schedule.
It is imperative that the owner, contractor, subcontractor, and vendors, have an accountability
schedule for submission and approval.

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We would need to develop a concise overall project completion schedule with defined critical
paths and subsequent related tasks. Meetings should be held between design, construction,
owner and train production manufacturer representatives. The critical tasks are defined as:

a. Completion of the construction documents and specifications

b. The review and ordering of the production train equipment and other associated equipment.

c. Construction of the facility and interface into the existing building.

A preliminary project schedule is attached as Exhibit A and will be expanded during the
preconstruction phase.

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All subcontractor quotes should be scoped and reviewed with subsequent recommendations. We
must ensure the proper coordination of owner purchased items with subcontractors and develop a
systems flow for material purchases. The production train manufacturers should be involved in
various team meetings to ensure design compatibility and schedule compliance.

+ 
 

All meetings in reference to the construction of the new facility should have concise meeting
minutes that are taken using a standardized format with distribution guidelines. A complete
communications plan would be implemented as detailed later in this project plan.

‰/
   

A risk management plan is necessary for this project and I have identified a few areas of concern
regarding the Woody 2000 project. The following plan is preliminary in nature and I have given
a brief overview of the components of this plan. There are four phases of accessing risk:

a. 4  !
± Our management team will identify potential risks as part of the
planning process. As we look at the background on the Woody 2000 project, I would consider
identifying the following risks:

1.p i. Securing permits ± We must ensure that there is an expedient process for securing the
permits and we must take into account possible changes required by regulatory agencies.
 Since work theoretically cannot start until the permits are secured, we must ensure that
we submit the plans as soon as they are completed. The duration of thirty days in this
county is reasonable, however, this may dependent on zoning reviews and other
regulatory processes that may take longer than what was projected
2.p ii. Weather conditions ± Based on our preliminary schedule, we must look at the
possibility of weather delays during the excavation foundation, forming and pouring of
concrete, and installation of the exterior envelope of the building. These processes would
be underway during the Winter season.
3.p iii. We have allowed a ten percent contingency on the construction schedule. We must
monitor the schedule closely as not to allow schedule creep. The management team must
take a careful look and ensure that proper resources are assigned and that material
deliveries are according to the projected schedule.
4.p iv. Risk categories ± There are four risk categories as described by Wysocki (2009 pp.
181-182) that we should review regarding the above referenced project which are:

1. Technical risks ± This is a review of the quality and performance goals of the project. We
must ensure that the lag bolts are installed properly for the production train equipment. We must
coordinate with shop drawings and with the foundation contractor.

2. Project management resources ± This category deals with improper planning including poor
allocation of resources, cost and schedule risks, and poor use of management disciplines. There
is concern regarding the coordination of owner supplied equipment and the interface with the
appropriate subcontractors.

3. Organizational risks ± The management team must ensure that there is enough human
resources allocated for the project and that there is no conflicts for between the project staff and
the employees of The Custom Woodworking Company. The management team must avoid
policies that do not support the completion of the proposed project schedule.

4. External risks ± These are risks that are caused by external parties such as regulatory agencies,
labor contracts and supplier restrictions. We must ensure that there is proper coordination with
utility companies and that all equipment and systems are approved by the appropriate regulatory
agencies.

b. 4   ± According to Wysocki (2009 pp. 183-186), there are two major factors in
assessing risk, first, the probability that the risk will occur and, second, the expected loss on the
project. There are static and dynamic risk assessments. The static risk assessment is completed
during the planning phase and usually follows a simple risk matrix while the dynamic risk
assessment is more comprehensive and followed throughout the duration of the project. In
reviewing our proposed project plan, our management team would need to evaluate the financial
consequences in the delay of the project. Additionally, we must ensure that contract
commitments and orders are manufactured and processed without delay.

c. 4 

± This is a plan that takes the identified risk possibilities and then determines
the response or action necessary to mitigate the risk. Wysocki (2009 pp. 187) describes these
five risk responses; accept, avoid, contingency planning, mitigate and transfer. The following
responses would be appropriate for the following:

1.p i. Securing permits ± We would ›

 this potential delay by prompt follow up with
the regulatory agencies. We might consider a clearing or foundation permit earlier than
the full building permit in order for us to be able to begin the project on time or possibly
earlier.
2.p ii. Weather conditions ± Depending on the time of year, we must look at the possibility
of weather delays, however, we would have to accept this potential risk and prepare by
having weather gear and proper protection in case of rain.
3.p iii. We will monitor the schedule closely and track the contingency slack that was
introduced in the preliminary project schedule.

7. 4 


 

 ± This process is an important management procedure that
requires the management team to follow potential risks and review their impacts and outcomes.
A risk log will be prepared as described by Wysocki (2009 p. 188), which should include: ID
Number, Risk Description, Risk Owner, Action to be taken, and Outcome.

4 

  

We should develop and maintain a quality assurance program to ensure contract and code
compliance. This is to include documented progress inspections and complete digital progress
photos. The shop drawings must be matched to the field as built drawings to ensure that there is a
proper coordination of all disciplines including the owner supplied equipment.

5  





Oversee and ensure that the subcontractors meet and/or exceed all applicable safety guidelines.
This is to include a standard for overall site condition and maintenance of the site during
construction since the manufacturing process must continue uninterrupted.

1.p #%      

A complete coordination of all invoicing, pay requests and owner generated purchase orders.
We would assist the finance department with updating the projected cash flow with actual costs
on a monthly basis. A stand alone accounting system and procedure would be established with
its own chart of accounts, actual to projection disbursements and management of the contingency
fund.

A process for review and confirmation of Change Order proposals and develop systems for
accountability and documentation on both the financial and technical aspects of the project.

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We would review Architectural and Engineering Design Services Agreements and ensure that
these agreements have definitive date constraints and design to budget parameters. They design
consultants would be obligated to meet the overall project schedule specified as Exhibit A.

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a. Confirm the Woody team overall desires, intentions, goals and objectives for their expansion
and develop a complete needs assessment. The needs assessment would be compiled during the
strategic planning sessions and individual department focus group meetings.

b. Confirm the long range facility strategies and the necessary sales and marketing strategies
needed to keep the new production train generative for its proper production to payback ratio.

/  *


a. Confirm the assessment and audit of Owner¶s existing facilities and determine specific needs
to projected revenues. Additionally, we must review existing operations to ensure that
production is not affected by the construction process.

b. Confirm user interviews of existing spaces to determine quality of space, support and logistics
by focus group sessions with appropriate department representatives.

c. Confirm the Owner¶s facility needs are fully 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 necessary approvals.

v/ 6  $ O7$O8

a. Confirm the Owner¶s needs and constraints regarding overall project budget and develop
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 projected cash flow.

c. Determine 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.

)/ 6  $ (7$(8

a. Validate the preliminary schedule and expand the final project schedule and identify major
milestones and the critical path for project.

b. Validate major team member¶s needs, responsibilities and detailed scheduling of team
member¶s work including owner supplied equipment, subcontractors, and the entire project
workforce.

c. Establish timing of major approvals whether within the team or by the government or local
community.

+/ (**

d. Zoning & Surveys ± Coordinate and confirm approvals for proper permitting.

a. Transportation ± Confirm the necessity of a traffic management plan to ensure 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. Easements & Covenants ± Confirm that there are no easements where the proposed addition
would be constructed.

d. Environmental reports & Soils investigation ± Confirm that all soils reports are sufficient for
the new building footers and structure.

e. Existence 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 government agencies and community agencies that need to been involved in the
project.

g. Determine applicable government and community agency requirements, approvals and permit.

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a. Confirm list of consultants, contractors and vendors whose services may be required in the
purchasing of design services.

b. If necessary, develop or confirm the development by others of scope definitions for

procurement packages including bid packaging strategies.

c. Monitor the development of agreements to be awarded to successful bidders, all required

contracts must be based on hard numbers or guaranteed maximum pricing.

  

a. Coordinate the specification of materials with the Owner¶s needs there should be careful
consideration given to the production train equipment.

b. With the design consultants, develop procedures for material testing and test reporting.

v
  

a. Monitor the coordination of consultants and vendors in such areas as the production train
equipment and other specialized equipment necessary for the expansion space.

)  *
 

a. 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
Owner¶s needs.

+( 

a. Monitor design submittals and approvals.

b. Coordinate obtaining Owner approval for the remaining steps of the design process.

‰,
 

a. Confirm that design consultants have and maintain insurance in accordance with the Owner¶s
needs.

3


a. Manage procurement of conceptual estimates of construction costs.

b. Assist with value engineering ideas.

4% 

a. Assist Owner with developing a process for managing use of the contingency fund.

b. Continuous updates to projected source of fund sales contracts.

c. Make adjustments as necessary to project Performa and cash flow.




! c
  
!& "'  (&") 

a. Develop a list of contractors and vendors whose services may be required in the purchasing of
materials and that respective team member has procurement responsibility for each item.

b. Develop or confirm the development by others of scope definitions for procurement packages
including bid packaging strategies.

c. Monitor the development of agreements to be awarded.



a. Confirm proper documents are procured for permit submission.

b. Track progress of permit status.

v.




a. Arrange for pre-construction conferences with team members and selected bidders, if
necessary.

b. Fully convey the needs and goals of the team to be followed during the construction process.

)1 :   ;(

a. Pre-qualify firms

1.p i. Establish criteria for invited bidder prequalification.

2.p ii. Interview prospective bidders to determine who will be pre-qualified for the
procurement process.

b. Prepare RFP and solicit competitive proposals

1.p i. Confirm that required documentation is developed prior to the procurement process.
2.p ii. Organize and execute the bidding of procurement packages.
3.p iii. Collate the bids as they are received, verification of scope and compliance is
necessary.
4.p iv. Prepare recommendations to Woody¶s steering committee and prepare a comparative
analysis of all bidders on the project.
5.p v. Monitor the development of agreements to be awarded and ensure that clear time
constraints are listed with liquidated damages clause. Al contracts must be guaranteed
maximum price contracts.




The most important element to any Cost Control System is the people who operate them. There
must be an experienced team of experts whose knowledge of quantities and historical pricing, as
well as project management and field supervision, provide the expertise on all elements relating
to cost control, including budgeting, estimating, value engineering and the qualification of
subcontractors. The Woody 2000 project steering committee would receive formal reports
weekly from Mr. Moneysworth and Mr. Cashman.

The following cost control methods will be implemented throughout the pre-construction and
construction phases of the project:

1.p O <

In the budgeting phase of the project, our team will compare current projected costs of the
project with the initial budget and keep a watchful eye that the project is not escalating beyond
its financial capability. We will ensure that the work involved meets the projected goals
established by the Woody 2000 project program planning sessions.

1.p 1
 <

We will manage a team to produce definitive estimates through schematic design, design
development and construction documents stages of the project. We will work 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.

1.p  <

We have developed an in-house cost coding system to expand into more detailed pricing as the
design progresses. A computer-aided quantity survey system allows us to quickly and accurately
produce the basic quantities for the project, which is invaluable toward providing timely
responses to changes in the design as they occur.

1.p 
%
<

Prior to the start of the construction phase, our system allows us to electronically transfer our
estimate into a cost forecasting format used by project management staff to track costs
throughout the project to completion. This estimating process builds from each stage to a
Guaranteed Maximum Price estimate, which again is checked against previous work. Careful
documentation of assumptions are incorporated into the estimate to allow for later comparisons.

1.p 
ÿ6& <

Once the contract price is determined, the estimated labor, material and subcontractor costs are
allocated among standard cost accounts at a level of detail appropriate for tracking individual
tasks against the project budget. Estimated quantities and unit costs are utilized to establish a
base line for tracking progress and productivity.
 1.p  0 <

The procurement cycle begins as purchase 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, are entered weekly through the payroll system, which is
automated and tied to the project¶s accounting system.

1.p 
/<

Cost reports are comprehensive and responsive to the specific needs of the project. Labor
reports, printed at the job site weekly, are used by project management to review progress and
costs. Vendor commitments and expenditures are monitored in several reports, which can be
sorted by vendor or cost account with varying levels of detail. Actual job cost detail can be
reported on a limited date range, a group of cost accounts, or for the entire project to date. This
information is summarized in the forecast report and will be reported to the Woody 2000 project
steering committee.

1.p 
<

A system must be followed that solicits competitive bids from subcontractors and suppliers
based upon a set of defined bidding procedures. In conjunction with the owner, we will identify
qualified and capable subcontractors and suppliers taking into consideration their previous
experience, workload, ability to perform, and financial capability. We will conduct pre-bid
meetings for the purpose of assisting subcontractors in understanding the bid documents, design
intent and project requirements

1.p (  

 <

The 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. We must view the subcontractor qualification process as 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.

1.p <

It is necessary to obtain prices from a minimum of three pre-qualified bidders for each category
of work on the project. The accuracy and dependability of subcontractor pricing is directly
related to the content of information furnished to the bidders. Contract documents are often
issued before completion and cannot describe all of the expectations and nuances of the project
or schedule.

1.p ; 1<
The key to value engineering is continual review of the design documents through attendance at
periodic team meetings and detailed estimates at milestone stages of design. Successful value
engineering requires an understanding of the finished project long before it is fully detailed by
the Architect. The greatest advantage of the Project Management process is that the construction
side of the team becomes involved early on in the process and continually monitors cost issues.
We will be able to immediately look at materials and structural systems to develop cost estimates
as team completes the documents. We must take full advantage of our proven systems to manage
project cost. Budgets are updated and estimates revised as often as the project reaches design
benchmarks and/or the scope or requirements of the project change.

&  

The project team addresses certain crucial items at these work sessions, including: Responsibility
Matrix, Team Coordination, Master Schedule, and Communications and Reporting Specific
levels of reporting are given to different levels of individuals within the project design and
construction team. Individual team members are identified as receiving 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 our common objectives.
I recommend either formal or informal partnering to assist in the development of the team. A
Woody¶s 2000 Project Procedures Manual(PMP) will be completed including all approved
processes and procedures for the project. The PMP will be a guide for the project and will be
used by all team members on the project.

1.p #c




These meetings are crucially important and conducted at least weekly, with trade contractors and
key subcontractors, to discuss current progress and accomplished milestone objectives, forecast
the week¶s progress and goals, address problems encountered and actions required to correct any
deficient work. This entails two primary goals:

1.p To provide a series of tools for accurate monitoring of the progress of the project.
2.p To provide thorough, accurate records of the project to protect the owner from potential
disputes or legal problems. Therefore, the following is tracked and recorded on each
project:

1.p i. Trade Contractor Daily Reports ± This will be prepared by our field staff.
2.p ii. Construction Photos ± A complete photo journal of project will be taken.
3.p iii. Daily Logs ± Human resource and material delivers will be monitored on a daily
basis.
4.p iv. Testing/Inspection Services ± This will be completed as per ASTM specification
and standards.
5.p v. Shop Drawings/Submittals ± The project team will ensure timely approvals and the
necessary routing to applicable parties.
6.p vi. Document Management - A complete document control system will be in place to
include color coded files, indexing, and electronic back up.
 7.p vii. Progress Meetings ± These meetings will be held weekly and have concise meeting
minutes taken as per Roberts Rule of Order.
8.p Schedule Enforcement ± The schedule will be monitored and updated as necessary. The
contingency or slack will be monitored closely.
9.p ix. Progress Reporting ± A monthly progress report will be developed for the Woody
2000 steering committee.
10.px. Safety Inspections ±We will be conducting periodic safety inspections. The field
staff will review safety guidelines for proper rigging and also will receive instruction on
Material Data Safety Sheets.
1.p ï
 
*c
  

Developed during the design phase of the project, our team will work with each contractor to
establish an operating procedure and utilizing proven procedures and systems that have been
developed into a simple, non legal language with flow diagrams. This procedures manual will be
part of the PMP.

1.p vï
 $  
 &ï

 


Our approach centers on thorough documentation, adept field coordination and strong
management. The project manager will oversee the coordination of efforts between each
contract, including issues such as accessibility to the site, maintenance 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.

1.p ),
   (

7 
 8<

The Information Management System 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. The following are subsets of document control:

1.p Cost management ± budgeting, value engineering, estimating, project accounting.

2.p Schedule management ± scheduling, closeout
3.p Risk management ± safety program, insurance, bonding
4.p Quality management ± design quality, procurement quality, construction quality

1.p +*
& <The decision tracking system is designed to keep the project
moving. Whenever a critical issue is identified by the project team, the sys-tem tracks
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 tracks each action taken and identifies the
next responsible party in the process of reaching a decision on the issue. As each issue is
resolved, the decision tracking system closes the issuer, but preserves the history of the
decision process. Using the reporting features of the decision tracking system, the
Project Manager can know at any time what issues are open, who has the responsibility
for dealing with the issues at the present time, and when that action needs to be taken;
(Accountability in Action). The tracking system provides the foundation that allows an
 owner to avoid the problems brought on by indecision, procrastination, or lack of
awareness. All projects set up and maintain the reports and logs described above in
addition to the following summarized list of controls and reporting methods. These items
are always maintained by the job site staff and can be located at the job site trailer.
2.p ‰/%,'
9/"


,
 < These forms are 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.
3.p 3*
  0< Tracks drawings, specifications and key dates as needed.
4.p 4$0< This log tracks owner and designer wish list items and cost. They
allow for timely decisions while maintaining the project budget.
5.p 5& ÿ0
< Tracks actions needed to accomplish schedule goals and facilitated
those actions.
6.p #O. (
 
< Meetings, which facilitated communication and
planning among team members. These were directed mainly at trade contractors, but also
encouraged needed support from the owner and architect.
7.p ##$ (<Developed early in the project with input and buy-in
information from trade contractors. This was used to judge the overall project
performance.
8.p #*
& 
< A weekly review of design progress was accomplished, and
provided an opportunity to look ahead for construction needs.
9.p #v0 
< Bi-Weekly meetings included owner representatives to facilitate
major decisions and exchange valuable information.
10.p#)( 0< Tracks all submittals by trade contractors requiring approval by the
architect and engineers. Critical submittals and overdue submittals were discussed at the
regular team meetings.
11.p#+*   /
<This report tracks trade contractor¶s manpower. This
report is reviewed daily and weekly to monitor adequacy of work forces necessary to
maintain schedule.
12.p#‰ÿ( 
/
< Tracked changes (Contract Change Authorization) and the
Owner¶s contingencies available for changes. This is reviewed at the regular team
meetings.
13.p#3ÿ 6; 10< Tracked potential additive and deductive changes
that the Owner may wish to implement. Many items were deferred until it as determined
whether the item needed to be incorporated.
14.p#4&.  < A three-month calendar with all upcoming meetings and
major events was included with all meeting minutes and was updated weekly.
15.p#5 

a. Confirm with the selected contractors and vendors that the planned construction is compatible
with the master schedule, master budget and quality expectations.

b. All contractors are expected to participate in the Quality Assurance program adopted for the
project.

1.p  

a. Coordinate with the Owner¶s program, the master schedule, the master budget and the needs of
other consultants; develop a master procurement plan and schedule which outlines items,
including long-lead items, materials or services to be procured from construction contractors,
vendors or others.

b. As the successful bidder executes the required work, confirm the agreed specifications are
followed.

c. Coordinate the furnishing of materials between the contractors and vendors

d. Coordinate the logistics of storing of furnishings, fixtures, materials and equipment

1.p #/"


,
 

a. Confirm requests for information are relayed among the parties

b. Expedite responses Shop Drawings & Submittals

c. Confirm that contractors develop & maintain shop drawings logs, submittal logs and change
order logs

d. Conduct progress reviews with team members to confirm compliance with schedule, budget,
and quality

1.p 

 /

a. Develop and review progress payment reports

b. Evaluate and comment on applications for payment

c. With design team, make approval recommendations to Owner Change Orders

d. Establish change order request process and necessary backup

e. Review change order requests

f. With design team, make approval recommendations to Owner Claims Resolution (if necessary)

g. Review claims entered by others

h. Investigate details and form positions for review and approval by Owner

i. Monitor claims resolution plans and coordinate activities

j. Confirm with contractors that Owner required insurance is continuously in place






1.p 
  
1.p Coordinate the handing over of new systems and facilities to maintenance
personnel
2.p Monitor the start-up, testing, and balancing of mechanical and electrical systems
3.p Review contractor¶s punch lists and lists of non-conforming work
4.p Assist Owner and consultants with establishing Owner¶s punch lists
5.p Pursue full resolution and correction of outstanding work items with applicable
contractors
2.p $      

1.p Obtain operating and maintenance manuals from consultants, contractors or
vendors
2.p Schedule dry run for train production equipment and other systems that may be
running for the first time
3.p Check manuals for conformance, log in, and distribute to the Owner¶s
maintenance personnel
4.p Coordinate the training of Owner¶s personnel in the operating and maintenance of
systems
3.p ÿ
.O* 
 (
 

1.p Confirm that required as-built drawings and specifications are submitted to the
Owner
2.p Maintain a log of inspection reports and give to Owner upon completion
Certificates of Substantial Completion
3.p Review certificates of substantial completion
4.p Verify compliance with the terms of the contracts
4.p 
 

% 
1.p Review certificates of final completion
2.p Verify compliance with the terms of the contracts
3.p Verify that all contractors are committed to the completion of the project as
specified.

 

#
 



This starts with the total philosophy and is implemented through each aspect of the project.
Quality assurance of The Woody 2000 project can only be accomplished through proactive
involvement of the management team, interaction with the Owner, and design personnel. Many
tools are used to ensure that we deliver a quality product to the Owner.

Those tools include:

a. Design reviews-Constructability reviews & value analysis

b. Submittal control and approval

c. Pre-construction meetings for major building components

d. RFIs that clarify designer¶s intent and remedy conflicts

e. Partnering Sessions at key intervals of the project to clarify project standards and goals

f. Trade contractor education in the QA/QC (Quality Assurance/Quality Control) requirements of

the project.

Quality assurance and control of the Construction Manager and subcontractors and in field
operations will begin during the design phase to determine that the contract requirements are
clearly understood by all parties. Periodic inspections will be conducted to ensure that all items
are in conformance, or that non-conforming items are corrected. All parties involved with the
project are expected to participate and each subcontractor will be expected to sign off on our
written program.

Procedures will include:

a. Scope reviews with subcontractors prior to bid and award

b. Review of quality control checklists that apply to subcontractors

c. Mock-ups, to be reviewed by Owner and design team.

d. Conduct periodic observations of the subcontractors¶ work

e. Determine if work is in compliance with contract requirements

f. Note in the daily log or in the daily inspection report and attach the daily log

g. Distribute Architect¶s Field Reports and monitor corrective measures

h. Prepare and distribute completion lists towards project completion and monitor status

i. Prepare punch lists prior to Consultant inspections with goal of Zero Punch list

j. Enforce Safety Program during construction phase

k. Maintain clean job site

I have found that the best way to avoid serious quality problems is to identify each quality issue
as early as possible. This forces each subcontractor to focus on quality early in the project and
maintain that focus throughout. Quality is built in from the beginning«it won¶t happen at the
end of the project. I understand that Quality is not an add-on or extra, but a critical and essential
part of a successful project. I recognize that Quality must be driven from the corporate level and
measured throughout our organization. It is imperative that the entire Woody 2000 project team
is on board with the enforcing of a very strict quality assurance program.

1


A regular quality inspection process will be documented and necessary notices to correct will be
issued to the parties involved. If the quality infraction is not corrected pr mitigated properly, a
48 hour notice will be given to the parties involved, requiring an immediate resolution.

v
 % 

 

  

A preliminary punch list will be given to the subcontractors involved as certain phases of
construction are completed. The subcontractors are expected to correct items to eliminate the
need for them to be added to the final punch list. Once a sub-contractor has completed their
appropriate punch list, a completion certificate will be issued in order to release retainers held as
per the contract documents.

;,c
+ 




The project will consist of a building expansion to the existing structure that totals 25 percent of
the existing floor space. We will match the existing design of the exterior envelope and establish
a concise mobilization plan to minimize interruptions to the existing manufacturing process. The
construction of the building structure will consist of 12´ masonry wall construction with an
exterior stucco façade and a decorative masonry wainscot. The roofing system will match the
existing three ply built up roof and an additional top coat will be installed on the entire building
to eliminate the potential for water intrusion. The interior finishes will include a drywall on metal
frame system with acoustical ceiling panels to match existing. The floors will have an industrial
based epoxy coating and the existing facility flooring will be repaired and repainted as necessary.
The structural footers and lag bolts will be installed as per the structural drawings and shop
drawings provided by the equipment manufacturer. The expansion will include new restroom
facilities to comply with regulatory requirements and a renovation of existing office spaces. The
conceptual building estimate is based on an average labor standard for the British Columbia
area. There is an equipment allowance for the production train based upon estimates given by
the manufacturer. Mechanical and electrical systems are included as per the initial program
provided by the Woody 2000 project steering committee conceptual strategic plan. The site
work will include the necessary landscape and hardscape to match the existing facility. There
will be a 1 million dollar contingency on the project.

    








þþ c
+'
,





The following Project Network Diagram was prepared for The Woody 2000 Project and is based
upon a typical schedule for the assumed scope of work. This PND will be expanded upon as we
begin the preconstruction planning process.

The project duration is expected to be 78 weeks long. This is based on the conceptual estimate
and the aforementioned programming parameters.

   


The critical path is the Strategic planning to Program Design to Construction Shell to Interior
Finishes to Project Closeout. A complete detailed PND will be completed as part of the Project
Management Plan along with an associated Overall Project Schedule. Schedule management
will be part of the preconstruction and construction phases as actual dates will be entered to
ensure that there is no schedule creep.

c. $ (

The Overall Project schedule will be completed during the preconstruction phase. A preliminary
project schedule is attached as Exhibit A.

þþþ c
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 1
 

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Estimate Name: 

c

Amelia Holdings Ltd
Industrial Estates , Someplace , BC

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Building Type: 40ï
 & 
Location: $+ï"1 4.ï
Story Count: !
Story Height
(L.F.): !
Floor Area (S.F.): !!
Labor Type: 1 

Basement
Included: +

Costs are derived from a building model with
Data Release: 2 ! basic components.
Cost Per Square Scope differences and market conditions can
Foot: 3! !
cause costs to vary significantly.
Building Cost: 3!v. !.
4
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$#   5 v4 36
 35v5.
$!!   &
 
 3
 3! .
Strip footing, concrete, reinforced, load 5.1 KLF, soil
bearing capacity 3 KSF, 12Ǝ deep x 24Ǝ wide
spread footings, 3000 PSI concrete, load 75K, soil bearing
capacity 3 KSF, 5ƍ ± 6Ǝ square x 13Ǝ deep
$!v #
7  3 3
5.
Slab on grade, 4Ǝ thick, non industrial, reinforced
$!  
3  3
.
Excavate and fill, 100,000 SF, 4ƍ deep, sand, gravel, or
common earth, on site storage
$   3!  3!
.
Foundation wall, CIP, 4ƍ wall height, direct chute, .148
CY/LF, 7.2 PLF, 12Ǝ thick

4 3 
6 3. .
!! &

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3 5! 35
.
Cast-in-place concrete column, 12Ǝ square, tied, 100K load,
14ƍ story height, 142 lbs/LF, 4000PSI
! 4

!ï
 
3v 5 3v.
6.
Precast concrete floor, 30ƍx30ƍ bay, 12Ǝx36Ǝ T, 8Ǝ plank,
24Ǝx92Ǝ L beam, 40 PSF superimposed load, 121 PSF total
load
!  
 3
! 3 .
Brick wall, composite double wythe, standard face/CMU
back-up, 8Ǝ thick, perlite core fill
  
 
' 3!  3!v .
Aluminum flush tube frame, for 1/4Ǝglass, 1-3/4Ǝ x 4-1/2Ǝ,
5ƍx6ƍ opening, 1 intermediate horizontal
Glazing panel, plate glass, 3/8Ǝ thick, tinted
v  
,

 3 v 35.
Doors, stainless steel & glass, balanced, standard, premium,
3ƍ-0Ǝ x 7ƍ-0Ǝ opening
Door, steel 18 gauge, hollow metal, 1 door with frame, no
label, 3ƍ-0Ǝ x 7ƍ-0Ǝ opening
v! 4

!ï
 
 3 v 355.
Roofing, asphalt flood coat, gravel, base sheet, 3 plies 15#
asphalt felt, mopped
Insulation, rigid, roof deck, composite with 2Ǝ EPS, 1Ǝ
perlite
Roof edges, aluminum, duranodic, .050Ǝ thick, 6Ǝ face
Gravel stop, aluminum, extruded, 4Ǝ, mill finish, .050Ǝ thick
v 4

!"% 
 3 
36.
Roof hatch, with curb, 1Ǝ fiberglass insulation, 2ƍ-6Ǝ x 3ƍ-0Ǝ,
galvanized steel, 165 lbs
Smoke hatch, unlabeled, galvanized, 2ƍ-6Ǝ x 3ƍ, not incl
hand winch operator
ïþ  
 
4 3!5
6 3.56.
ï!! c 
 3! v 3! .
Metal partition, 5/8Ǝfire rated gypsum board face, 1/4Ǝ
sound deadening gypsum board, 2-1/2Ǝ @ 24Ǝ, same
opposite face, no insulation
1/2Ǝ fire rated gypsum board, taped & finished, painted on
metal furring
ï! þ  
,

 3! 65 3!
.
Door, single leaf, kd steel frame, hollow metal, commercial
quality, flush, 3ƍ-0Ǝ x 7ƍ-0Ǝ x 1-3/8Ǝ
ïv! &  3 ! 3v.
Painting, interior on plaster and drywall, walls & ceilings,
roller work, primer & 2 coats
ïv &

&  3!!
 3!.5!.
Carpet tile, nylon, fusion bonded, 18Ǝ x 18Ǝ or 24Ǝ x 24Ǝ, 35
oz
Tile, ceramic natural clay, marble, synthetic 12Ǝ x 12Ǝ x
5/8Ǝ
ïvv ï
&  3  3 .
Acoustic ceilings, 5/8Ǝ plastic coated mineral fiber, 12Ǝ x
12Ǝ tile, 25 ga channel grid, adhesive back support
,  !
4 3!

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.
,! c#
&  3! ! 3!
.
Water closet, vitreous china, bowl only with flush valve,
wall hung
Urinal, vitreous china, wall hung
Lavatory w/trim, vanity top, PE on CI, 20Ǝ x 18Ǝ
Service sink w/trim, PE on CI,wall hung w/rim guard, 24Ǝ x
20Ǝ
Water cooler, electric, wall hung, dual height, 14.3 GPH
, ,
 , #
3 v 3vv.
Gas fired water heater, commercial, 100< F rise, 500 MBH
input, 480 GPH
,  4  ,  
 3 
3
.
Roof drain, CI, soil, single hub, 6Ǝ diam, 10ƍ high
Roof drain, CI, soil, single hub, 6Ǝ diam, for each additional
foot add
,v   8c 
1  3
 3

.
Rooftop, single zone, air conditioner, department stores,
10,000 SF, 29.17 ton
, ! %    3 6 3.
Wet pipe sprinkler systems, steel, light hazard, 1 floor,
50,000 SF
,   %% 3 !
3.
Wet standpipe risers, class III, steel, black, sch 40, 6Ǝ diam
pipe, 1 floor
 Wet standpipe risers, class III, steel, black, sch 40, 6Ǝ diam
pipe, additional floors
,!   0, #
3
 3! .
Service installation, includes breakers, metering, 20ƍ conduit
& wire, 3 phase, 4 wire, 120/208 V, 1200 A
Feeder installation 600 V, including RGS conduit and
XHHW wire, 1200 A
Switchgear installation, incl switchboard, panels & circuit
breaker, 1200 A
, 9

    
36 v! 35 .
Receptacles incl plate, box, conduit, wire, 2.5 per 1000 SF,
.3 W per SF, with transformer
Miscellaneous power, to .5 watts
Central air conditioning power, 3 watts
Fluorescent fixtures recess mounted in ceiling, 1.6 watt per
SF, 40 FC, 10 fixtures @32watt per 1000 SF
,v ï
 
   3! !5 3!v.
Communication and alarm systems, fire detection,
addressable, 100 detectors, includes outlets, boxes, conduit
and wire
Fire alarm command center, addressable with voice, excl.
wire & conduit
Internet wiring, 2 data/voice outlets per 1000 S.F.
,
 "   3  3 .
Generator sets, w/battery, charger, muffler and transfer
switch, gas/gasoline operated, 3 phase, 4 wire, 277/480 V,
7.5 kW
-% 8& 
  4 3  3
!
 " -%  3  3
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7
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 4 3  3
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 !4 3
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ï
 
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$  &
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1 &  4 3  3


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3!v. !.

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Site Development: $500,000

Building Construction Cost: #13,441,000

Production Equipment: $2,000,000

Contingency: $1,000,000
Total Projected Cost: $16,991,000

The cost summary is a conceptual estimate based on stated assumptions.

A complete budget planning process is completed during the preconstruction phase of the
project. The scope will be managed as to keep within the approved budget. The contingency
fund will be closely monitored and only used with the Woody 2000 steering committee approval.

þ
 
 ï


ÿ 



  

Woody 2000 Project Comparative Analysis Exhibit C

It is our intent to provide the above services in order to eliminate the potential problems that
would arise using the original Woody 2000 project methodology.

1  


I believe that the needs that were specified during the background investigation along with the
information gathered at the strategic planning sessions and departmental focus group sessions
will give us the proper programming information to implement the project within the specified
budgets and timelines.

!
   

At the end of the proposed project, we will perform a post-implementation audit and Final
Project Report.

1.p
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The post-implementation audit is an essential procedure that will be during the post-construction
phase. During this process, the Project Management Plan(PMP) is critiqued and there are a
number of comparative analyses performed on the essential processes followed during the
construction phase.

We will schedule three specific days with the key project staff to discuss the project and develop
a checklist of items to discuss for the audit. All historical data on the project is cumulated and
reviewed.

1.p The existing project management team is then joined by another project manager and a
corporate project executive. We will also ask the Woody 2000 executive team to give us
input on the final project.
 2.p The information gathered is used as a basis for the final project report. We have
developed a standard of questions and tasks that are asked and answered that include the
following:

1.p i. Evaluate the project outcome and compare the outcome to the project program,
mission statement and owner¶s goals and requirements.
2.p ii. Develop a comparative analysis of the projected to actual project schedule and then
identify key indicators and causes for the change in projected to actual schedule.
3.p iii. Prepare a comparative budget analysis between the forecasted and actual budgets.
Identify weaknesses and trends in buyout and vender escalations.
4.p iv. Identify weaknesses, shortfalls and what scope changes areas caused the use of the
contingency funds.

1.p We will review the project management methodology and determine if the staffing
requirements were sufficient, if the PMP met the requirements dictated by the Woody
2000 stated project objectives, and if the overall project was successful.
2.p We will conduct an owner representative post-construction phase interview to confirm
that the project was successful and what areas could in the project management process
could have been improved. An initial interview is held privately with the Woody 2000
executive steering committee and then is followed by an owner-project team closing
luncheon. This informal meeting is with the entire project management staff, corporate
project executives, and owner representatives and has been very successful on all of our
projects. Recognition certificates are given and there is a time that individual testimonies
are given.

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A final project appraisal is completed and summarized in a Final Report and is a full
documentation of the project. This report is a tabbed, fully bound manual and, in most instances,
is several volumes in length.

d. 
 

I have outlined the basic Project Management Plan in this proposal and I feel confident that the
proposed Woody 2000 project would be completed successfully within the owner¶s expectations
and defined parameters.

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References:

1. Constraints ± Springer Link Data (1999). þ
  

 


   

  
 
 

[Online]. Available from:
http://www.springerlink.com/content/ttwq40435068128u/ (Accessed: 9 June 2010).

2. Construction Specifications Institute (2010). þ
›
[Online]. Available from:

http://www.csinet.org/ (Accessed: 21 June 2010).
3. Merriam-webster.com reference dictionary (2010). [Online]. Available from
http://www.merriam-webster.com/dictionary (Accessed: 21 June 2010).

4. RS Means Estimating Reference 2010). [Online]. Available from

http://www.meanscostworks.com (Accessed: 22 June 2010).

The Blending of Traditional and

Agile Project Management (2010). [Online]. Available
fromhttp://www.managementconcepts.com/portal/server.pt/gateway/PTARGS_0_238_3355_0_0
_18/BA%20Article%20PM%20World%20Today%20 (Accessed: 20 June 2010).

6.  
 


  

  ! " Reading Wideman, M.
(n.d.) #

› ›



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 &' 

#

[Online]. Available from:http://www.maxwideman.com/papers/woody2000/intro.htm

(Accessed: 23 June 2010).
7. Whole Building Design Guide (2010). #

( )› [Online]. Available from:
http://www.wbdg.org/project/deliveryteams.php (Accessed: 20 June 2010).
8. Wysocki, R.K. (2009) 

 #

 ›


 * *
›5th ed.
Indianapolis: Wiley Publishing. (pp. 109-440).