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Brooks Project 972
W i l l i a m C r e n s h a w
N a n c y C a r r e n o
S o n i a L o p e z F l o r e s
C h l o e G r a y s o n
University of California, Riverside
BUS 128
Project Planning and Control
CSWN
General Contractor
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Table of Contents
Abstract ........................................................................................................................................ 2
Introduction …………………………………………………………………………………….. 4
Mission Statement …………………………………………………………………………. 4
Problem Identification …………………………………………………………………….. 4
Project Objectives ………………………………………………………………………….. 5
Project Results …………………………………………………………………………….. 5
Project Content ………………………………………………………………………….… 7
Vision ……………………………………………………………………………………… 7
Success Determinants …………………………………………………………………...… 7
Project Communication ………………………………………………………………….... 8
Project Control …………………………………………………………………………….. 8
Feasibility …………………………………………………………………………………….… 9
Feasibility Standards …………………………………………………………………… 9
Time Analysis ……………………………………………………………………..…….. 9
Economic Feasibility …………………………………………….…………………….. 10
Comparative Analysis Study …………………………………………………………………. 11
Pert Analysis ........................................................................................................................ 11
Gantt-chart Analysis ……………………………………………………………..……….. 12
CPM Analysis …………………………………………………………………………..… 12
SWOT Analysis ………………………..…………………………………………………. 13
Alternatives …………………………………………..…………………………………… 15
Recommendation ……………………………………………………………………………… 17
Conclusion ……………………………………………………………..……………………… 17
References ……………………………………………………………………………………... 19
Appendix A
Project Plan Document 1 (PPD1) ………………………………………………………… 20
Appendix B
Project Plan Document 2 (PPD2) ………………………………………………………… 30
Appendix C
Project Plan Document 3 (PPD3) ………………………………………………………… 47
Appendix D
Project Plan Document 4 (PPD4) …………………………………………...…………. 51
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Abstract
The North American construction industry is a highly competitive environment
consisting of intense rivalry between general and specialty contractors, working under large and
small firms. A substantial portion of business for construction companies’ results from customer
contract bidding processes based on price and the acceptance of certain risk. This intense
competitive environment often makes it hard from small time contractors to gain market share
and compete with corporations. Moreover, contractors in the industry lack buyer power making
it difficult to gain favorable terms with material manufactures, restricting competitive pricing
strategies. As a result of the high barriers to entry in the market, contractors that lack economies
of scale are often forced to create a market niche in order to maintain competitive sustainability.
Effective analysis of the construction industries competitive market has allowed CSWN General
Contracting Company to create a market niche and maintain competitive sustainability. Staying
true to our mission of providing high quality construction services and specializing in a variety
of landscaping projects has allowed our company to remain a competitive entity in the market.
Yet, in order to maintain share in the tumultuous market, businesses must constantly
adapt and improve their competence. As a result, CSWN General Contracting Co. has made a
strategic move into capturing residential construction. Large corporations have a marginal focus
on residential landscaping, offering a perfect opportunity for CSWN General Contracting to
recover from its recent decline in earnings and secure greater market share. The purpose of this
report is to illustrate the benefit and best approach to efficiently execute this strategic change and
the necessary logistical requirements to implement future projects of this nature successfully.
The following report illustrates the construction of a custom planned and built shed by CSWN
General Contracting Company’s project management team, titled the Brooks 972 Project.
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Execution of the Brooks 972 Project included five major milestones completed within the 5 day
target, and yielding a 10% required rate of return.
The project has undergone strict analysis to insure feasibility and success. We have
identified weakness that will lead to increased project cost and made the recommendation to use
piece workers as our labor source. Saving the customer and company approximately $2000.00 in
labor cost. The project will require strict over watch and control to insure success. We will be
building to plan and evaluating the progress through regularly comparing our Resource Break
Down structure, Work Break Down structure and budget to the progress of the project. Every
step has been taken to ensure the project remains feasible and on track.
This project will provide our company with a minimal profit due to its size, even though
it is predicted to provide the 10% standard. However, it will work for our piece workers, and
provide our company with a possible long term customer that may return or refer other
customers to our company. It will also add to our portfolio of work, propelling us into small
residential construction projects. These projects will help our company maintain competiveness
in the current market by providing our company with a new source of customers. After careful
consideration, planning and analysis of the project, our team is recommending that CWSN
General Construction endorse and begin this project.
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Introduction
Our Company, CSWN General Construction has been requested design, plan, and build a
custom shed for Steven Brooks, located in Beaumont California. He requires the structure to fit
in a specific site of the property, at a price per square foot equal to, or below the cost of Home
Depot; a small project competitor. The customer also would like the structure site graded,
landscaped and his southern fence painted. Please see the Initial Customer Contact form in
Attachment A. The project will consist of several milestones and deliverables that will need to
be completed on time, high quality and at a low Cost. We will need to insure that the project is
feasible for all stake holders, and maintains a return on investment of 10%. This project will only
last a month in total, and the building process will take only a few days.
To insure that we meet all the needs of the customer and our company we have
completed an analysis of the project; identifying the problems, making sure the project is in line
with the company mission and vision, insure feasibility, maintain competiveness and identify all
objectives and their required results.
Mission Statement:
We strive to provide high quality, professional construction services to our customers, no
matter the size of the project, by delivering the best quality product at the best competitive cost.
Problem Identification:
CSWN General Contracting has approved the creation of a 10x10 wood shed as a result
of increased profit and clientele requirements within the company. Over the past 3 years the
company has experienced a decrease in business and needs to experience a positive turnaround in
order to remain in business in the long run and cover company expenses. The Brooks projects is
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developed to meet this need by creating a quality shed for our client, promising low costs for the
company and a potential increase in future business as a result of exceptional services. Our client
lives in a fairly new residential area offering many business opportunities as a result of a happy
customer eager to recommend our company. This feasible project is projected to earn the
industry standard of 10% and will give CSWN General Contracting the opportunity to provide
high quality, professional construction services.
Project Objectives:
We will plan, design, and form a budget in order to initialize the project and set
guidelines to stay on schedule. We will locate vendors and the necessary resources to carry out
the physical work. We will perform the finishing activities (such as the roofing, rough electrical,
and paint) in a timely manner in order to be able to complete the project with the highest quality
product as an end result. Our goal is to produce and design a quality wood shed, at a fair price,
for our customer by March 1st.
Project Results:
We will produce a high quality shed in 4 weeks to meet our customer’s
satisfaction. This will be achieved by meeting our objectives, deliverables, and milestones in a
timely, efficient and proficient manner, with very high quality, and aligned with the scope of the
project and budget. The milestones and deliverables include the following:
Milestone 1
Plan and design the shed (blueprint) within the customer’s specific requests and building
code to initialize the project.
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Locate vendors to estimate material costs, obtain, and plan allocation of materials.
Form the charter to agree on terms, design, and scope of project.
Milestone 2
Order materials and schedule delivery of the materials to job.
Order equipment and schedule delivery of equipment to job.
Milestone 3
Initialize the physical work of the product by preparing the designed area; by grading the
site, installing the concrete curbing, and preparing and painting the southern fence.
Material and equipment delivery to site for project use.
Install and level structure Footings to provide a solid and level foundation for the
structure.
Build and install the sub-floor framing and sheeting of the structure.
Milestone 4
Frame walls and plumb and align structure. Build roof structure and install roof sheeting.
Milestone 5
Water proofing structure by installing tar paper rap around structure and on the roof.
Paint the exposed fascia on the structure.
Install roofing material on roof structure.
Install exterior sheeting and molding on the exterior of the structure
Build and install entry door per plan.
Paint exterior of structure and inspect for quality control
Fix any quality issues and perform walk through with customer.
Receive final payment and turn over to customer.
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Project Content:
To design and build a wood framed shed to customer’s specifications the completion of
the following tasks will be necessary. Firstly, we will plan the construction of the wood shed,
with the specifications the customer asks for, and design what the output will look like. Then, we
will estimate the costs by creating a budget aligned with the available funds. We will obtain and
allocate materials from vendors needed in order to completely finish the product. We will
employ the necessary workers to produce the shed with its specific design and measurements.
Lastly, we will finalize the project and clean up the work area for the customer to examine the
finished product.
Vision:
Our vision is to have an increase in business within the next year in order to have a
positive turnaround for our company. We strive to create more business by expanding our
customer base. We will do this by taking advantage of the opportunity we have in creating
customer relationships in more residential areas. We will bid and gain at least three contracts
within the next year to cover company expenses and start gaining profit. We will stabilize within
the market and by the end of the year be set to stay in business for the long run.
Success Determinates:
Our success determinants consist of three key points. In order for our project to be
considered successful we want for our customer to be satisfied, to complete the project on time
and on budget, and to follow the Company and Industry Standard and Yield of 10% above
expenditures. In order for this to happen, we plan on producing the highest quality product at the
most inexpensive cost. The quality and craftsmanship will be of utter importance as well as the
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price per square foot. In this case, we want the price to be less than $33 per square foot, to beat
the price of competitors. We will manage and keep a close look on our budget and deadlines in
order to stay on schedule. By doing so, we will be able to stay within our margin of 10%
contingency.
Project Communication
The project team with communicate with each other, upper management, labors, and the
customers with a verity of communication applications. They will communicate in a professional
and helpful manner, to insure that all needs of the project are fully communicated to all
stakeholders. They will use interpersonal and collaborative communication within the team
through office meetings, and interoffice communication. They will also employ company email
systems, telephone network and company cell phone to communicate with each other, the client,
management and labors. When necessary they will employ interpersonal communication with the
client, labors, and other stakeholders; such as suppliers, and upper management. Their goal is to
maintain full network of collaborating team oriented communication to ensure the success of the
project.
Project Control
With any project, no matter the size, time length, or resources needed, it is necessary to
maintain a high quality control over the project to ensure that there is limited to zero scope creep,
miss allocation of resources, and maintain high quality of craftsmanship and project efficiency.
We will use Project Site inspections, regular communication with labors, and evaluate the entire
process through the use of our WBS, RBS, and Budget to insure that we maintain our time and
resource allocation goals for this project.
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Feasibility
Feasibility Standards:
CSWN requires for us to meet specific aspects in-order to take on a project. It must be
able to meet the company and industry standard for construction projects to yield a 10% profit
over expenditures. We are also required to meet time deadlines, with plenty of room to spare.
CSWN also requires a project bid to be able to have a plus/minus 10% contingency. The project
must be able to pass an analysis of time and resource expenditures, to be considered feasible.
CSWN’s definition of feasibility is that a project must be able to maintain feasibility
within a plus or minus 10% of time and resources through PERT analysis, CPM, Net Present
Value, and internal rate of return. A project is considered poorly planned if it falls outside of
these standards. CSWN requires the teams to implement the 2014 National Construction
Estimator guide to assist in the proper planning of time, resources, and expenditures. This guide
if used properly, with the use of accurate material, labor, and equipment price per unit, with a
full breakdown of every resource needed, will yield an accurate project cost estimation within a
plus/minus 10%. This will be shown in the Work Breakdown Structure (WBS), Resource
Breakdown Structure (RBDS), and Project Budget (PB). These documents can be viewed in
Attachment B.
Time Analysis:
This project’s WBS indicates all Tasks, Milestones, Deliverables, and Required Man
Hour per task (number of hours for one man to complete task), Worker Hours- (time in hours
with consideration to assigned labor), Responsible Party and Presidents order. In the WBS and
Time Flow chart –Gantt chart, the required estimated Days to perform this project with the labor
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assigned per task, is 6 working days or 106 man hours- See WBS and Budget. The client requires
the Project to be completed by March 1, 2014. With the current availability of labor and
materials that will be required, we can break-ground on February 17, 2014 and finish the project
on February 24, 2014 according to plan/ time estimates. With this start date we will be finished 5
days prior to the customer deadline.
The reliability of the projects time estimate is based on several factors. One, the source
used by the team to estimate the project. The 2014 National Construction Estimator guarantees
that with an experienced estimator and the resource- the time estimate will have a plus or minus
5 percent default. Our Project manager has 15 years’ experience in the field- with his knowledge
of construction planning, building, and use of resources, the time estimate of previous project
have fallen within their standards; which indicates that this project is most likely to fall within
the standard.
Economic Feasibility:
Our company’s internal rate of return is a 10% rate of return on projects. The Price
charged to the customer for the project is estimated to be, $7406.00, which is 10% above
estimated expenditures- $6732.25. CSWN maintains a 10% required rate of return in the market,
and the company bases its project choice criteria of investment on projects to this standard. To
insure this project will match the requirements of investments, we checked the Net Present
Value. We invest $6732.25 over the course of the project. Required Rate of return is 10%. NPV
of the Job is $7440.00. There is a $36.00 difference on return; however it falls within the
standard of difference for our company.
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Comparative Analysis Study
Pert Analysis:
This technique analyses time, resources, and technical performance specifications in order to
determine if a project will be completed on a timely basis. For our PERT analysis, our team used
the standard models specifications:
optimistic time (a): is the least amount of time required to complete a task in which we
assume everything is completed better than is normally expected;
most likely time (m): is a normal estimate of the time required to complete a task in which
we assume everything is completed as normally expected;
pessimistic time (b): is the maximum possible amount of time required to complete a task
in which we assume all tasks are delayed;
Lastly, the expected time (T): is equal to [(a+4m+b)/6] resulting on the best average
estimated time required to complete each task.
After applying the PERT analysis, the results indicate that the total number of hours required
to complete the project based on data derived from our work breakdown structure is eighty-six
and one-tenth (86.10) hours or eleven (11) work days rounded to the next whole day assuming
that each work day is eight (8) hours long.
Additional analysis provided that there is a ninety-seven percent (97%) probability that our
project would be completed within our targeted amount of time of eleven (11) days. On the other
hand, the analysis also indicated to us that the probability of being able to finish the project on
time, given all variables remain the same, in less than eleven (11) work days drops steeply to
sixty-eight percent (68%) probability by simply reducing it by one (1) work day.
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Lastly, after identifying the critical path, A-B-C-D-E-G-H-K-M-N-P-Q-R-S-U-V-X-Y-Z-
AA-BB-CC-EE-FF-GG-II-JJ-KK-LL-MM-NN-OO-PP, the project’s variance is three and
eighty-six hundredths (3.86) hours.
Gantt chart Analysis
A Gantt chart is an executive visual that shows how tasks are displayed against time. On
the left hand side axis of the chart the activities are listed and along the top axis for our project is
time in hours and another version displays time in days. Each task is represented by a bar, the
position reflects the start date and end date of each task while the length of the bar represents the
duration of each task. Slack for each task is represented in a similar fashion but in a different
color to easily identify it.
For lengthy projects Gantt charts can become cumbersome due to the amount of tasks and
time required, but within any software one can easily zoom or look into any specific time
periods. For our project we were able to zoom into and chart based by milestone. For instance,
our first chart depicts the tasks and time required for milestone 1 and milestone 2 and the second
chart depicts the remaining milestones 3 to 5.
CMP Analysis:
The critical path method is a schedule network analysis technique used to determine the
amount of scheduling flexibility of the different paths in the schedule network, and to determine
the minimum total project duration (Kloppenburg). Our critical path network consists of all the
activities required to complete the shed, with the assigned duration times. We constructed two
diagram networks, one in man hours and the other in worker hours. The man hours are the hours
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it would take one person to build the shed, while the workers hours are the hours it would take all
the workers to complete the project when working together. The man hours came to a total of
92.25 hours and the worker hours add up to a total of 38.25 hours. Like mentioned in the
previous analysis, each work day is calculated as an 8 hour day. Therefore, this project can be
completed in a minimum of 5 days with all the resources allocated correctly. Our network may
not show many options for different paths, but there is a way of ensuring that we do not fall
behind. There are multiple activities that only allow for one path, creating a bottleneck in our
project. If we were to fall behind schedule, we could simply add resources to a certain activity to
complete it at a faster rate. Our critical path gives us an exact idea of the length of our project
and an accurate view of what we can accomplish.
SWOT Analysis:
As a construction company we are able to customize our projects to work as best and as
quickly as possible. We have very flexible decision-making and independent financing, which
allows us to make any necessary changes to our schedules and budgets. Our production is of very
high quality, allowing for our customers to be satisfied and content with the end results. In turn,
this helps us build customer relationships leading to loyalty from our customers. Having loyal
customers helps us in getting contracts for new projects, increasing business within our
company.
Although we are able to gain contracts through our current base of customers, the fact
that we are contract based is a weakness within our company. This limits us to the amount of
work we have available. If we have contracts then we have work, and if we don’t then there is no
business for us. One of our main weaknesses is underinvestment. If the company refuses to
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invest in our low-risk projects then we are out of a contract, even if it would have increased our
overall value. We would not be allowed to complete the project. Our biggest opportunity at this
point is to expand our customer base and create more relationships and gain loyal customers. We
can maintain competitive sustainability through these customers. The threats involved with our
company are those of financing risks, long term planning and economic downfall. If we plan
long term or have projects that take a long time to complete, we may lose other contracts or not
have enough resources available.
As a construction company during this economic downfall, we are a part of a highly
competitive market. Companies in the industry are cutting expenses and looking for cheaper and
quicker ways to complete projects. We also have to compete against home improvement firms,
such as Home Depot and Lowes for minor construction needs in the residential and small
business market. In the case of this project, Home Depots Tuff Shed is a quality built shed with
limited options and high quality service and quick installation. The Tuff Shed market has cut into
the industry small project market. They pre fabricate their products and install them with
minimal labor expense due to pre fabrication cost efficiency. However, their inability to
customize and perform other services, such as grading, landscaping and other services, has left
room in the market, allowing us to remain competitive.
Lastly, if the economy were to have a turn for the worst, people would be inclined to
spend less money. This might put us in a bad situation with no contracts in place, leading to a
possible closing of the company. There are many good opportunities and strengths, which we
intend to use to our advantage in hopes of stabilizing and staying in business.
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Alternatives:
The alternatives for this project include labor alternatives, material resource alternatives
and task order alternatives. These alternatives can cut costs, and decrease time of the overall
project. Our primary alternatives is the labor alternative. We have the option to use company
laborers or outside piece workers. Company provided labor for this project will add to the cost of
expenditures because of the extra cost our company acquires due to Workers Compensation
Insurance. This is an extra expense of $35.00 an hour per worker; however, Outside Piece
Workers charge a flat hourly rate that is less than company worker rates, because they do not
charge Worker Compensation Insurance Rates with their labor rates. The savings for using Piece
Workers is $3277.00; for this cost saving reason we will be using Outside Piece Workers as our
labor force.
We have a secondary alternative with our labor force, which is the number of workers we
choose to work on the project for any task. We can use fewer workers than estimated. By using
less workers, we can save labor expenditure costs due to decreased workers used; however this
will cause the estimated time on site to increase and the remaining workers will have to
participate in the project for longer period of time, increasing total labor cost; thus, increasing
total expenditures of the job. The other alternative is to strategically add a worker or two to the
job for specific tasks to speed up the job. At a rate of $35.00 an hour, one worker will cost
$280.00 for a days’ worth of work. If used properly the worker can assist the others and assist in
task completion. If used properly, this one worker can cut 8 plus hours off the end of the job.
With the reduction of time that the other workers do not have to complete, we will break-even on
total labor expenditure. The one issue is that due to size of the site and project, the site has a max
labor force of 4 laborers on site to remain productive.
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The material alternatives depend on the supplier that is chosen to supply the materials for
this project. We requested Material Cost Bids from three suppliers- Home Depot, Barr Lumber,
and Home Lumber. Each supplier offers competitive prices and has all materials required for the
job in-stock. Home Depot is the most expensive, and Home Lumber is the least expensive.
However, we have chosen to use Barr Lumber as our supplier for this project- due to their past
performance and reliability. The estimation for material cost is based on Home Depot, to provide
the project with material maneuverability. If for some reason we need to add a resource due to
error made in estimation or laborer error, we will be less likely to surpass the budgeted estimated
expenditures.
Our last alternative is time alternatives. Due to the specific order of tasks that must take
place to complete the project; we are limited to 19.5 man hours of slack. With the use of skilled
laborers and experienced labor manager, many tasks can be completed at the sometime. Options
include: one man performing the dump run while the other begins forming the concrete curb, or
pressure washing the fence, a worker building the door while two install exterior sheeting, one
installing exterior molding while paints fascia and the other begins the installation of the roof.
The skills of the manager to manager laborers and the individual skills of the labor force will add
to the efficiency of the project and their ability to decrease any bottleneck in task completion.
Since this is the only project our team is currently working on and it has a very short time
duration, it takes a main precedence for our team. We have material and resource alternatives to
help with the allocation of resources if needed- from other company projects, if needed.
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Recommendation
We recommend that we take part in this project, because it estimates a yielded profit of
an overall 10% of the total project. It meets all feasibility requirements and will help our
company create a customer that may return with future construction needs or send other
customers our way. We have taken all stakeholders into concern and through planning and
implementation of the project with highly trained labor; we will be able to meet all constraints of
each stakeholder. In order to maintain a lower cost to our customer we suggest that we use the
planned labor force and only add to the force if project begins to sway off tract. We further
recommend, as a cost cutting method for the customer and company, to use a piece worker sub-
contractor labor force comprised of labors that our company supplements other jobs with. We
also recommend maintaining a high level of oversight due to the short duration of the project.
Projects with minimal durations can easily creep out of budgeted time and resources, making it
imperative to insure that we maintain on plan and on track.
Conclusion
The Steven Brooks-972 project is an excellent opportunity for all involved. It meets all
feasibility standards, plans are drafted, and all resources estimates have been fully analyzed. It
will provide our company with an outstanding growth opportunity by creating a new source of
customer base for future projects through the customer and their contacts. It adds to our project
portfolio and provides the industry standard of return. Our team fully recommends the
undertaking of the project and indorses future advertising for residential small projects, like this
one to create work for our labor force and to ride the economic wave until larger projects return
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to the market. It provides exposer and new networks of customers to help our company remain
competitive.
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References
DPR Construction, Inc. (n.d).
Hensel Phelps Construction Co. (n.d).
Kloppenborg, Timothy J. Contemporary Project Management. 2nd ed. India: South-Western, 2012. Print.
2014 National Construction Estimator. (2013). New York: Craftsman Book Company.
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Appendix A
Professional Project Design 1
Business Need/Problem:
CSWN General Contracting has approved the creation of a 10x10 wood shed as a result
of increased profit and clientele requirements within the company. Over the past 3 years the
company has experienced a decrease in business and needs to experience a positive turnaround in
order to remain in business in the long run and cover company expenses. The Brooks projects is
developed to meet this need by creating a quality shed for our client, promising low costs for the
company and a potential increase in future business as a result of exceptional services. Our client
lives in a fairly new residential area offering many business opportunities as a result of a happy
customer eager to recommend our company. This feasible project is projected to earn the
industry standard of 10% and will give CSWN General Contracting the opportunity to provide
high quality, professional construction services.
Project Objectives and Goal:
- To plan, design, and form a budget in order to initialize the project and set guidelines to
stay on schedule.
- To locate vendors and the necessary resources to carry out the physical work.
- To perform the finishing activities (such as the roofing, rough electrical, and paint) in a
timely manner in order to be able to complete the project with the highest quality product
as an end result.
- Our goal is to produce and design a quality wood shed, at a fair price, for customer by
March 1st.
Project Results:
We will produce a high quality shed in 4 weeks to meet our customer’s satisfaction. This
will be achieved by meeting our objectives and milestones in a timely, efficient and proficient
manner, with very high quality, and aligned with the scope of the budget.
Deliverables:
We will produce a high quality shed in 4 weeks to meet our customer’s satisfaction. This
will be achieved by meeting our objectives, deliverables, and milestones in a timely, efficient
and proficient manner, with very high quality, and aligned with the scope of the project and
budget. The milestones and deliverables include the following:
Milestone 1
Plan and design the shed (blueprint) within the customer’s specific requests and building
code to initialize the project.
Locate vendors to estimate material costs, obtain, and plan allocation of materials.
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Form the charter to agree on terms, design, and scope of project.
Milestone 2
Order materials and schedule delivery of the materials to job.
Order equipment and schedule delivery of equipment to job.
Milestone 3
Initialize the physical work of the product by preparing the designed area; by grading the
site, installing the concrete curbing, and preparing and painting the southern fence.
Material and equipment delivery to site for project use.
Install and level structure Footings to provide a solid and level foundation for the
structure.
Build and install the sub-floor framing and sheeting of the structure.
Milestone 4
Framing
Milestone 5
Water proofing
Roofing
Exterior sheeting and Molding
Entry door
Exterior paint
Project Content:
1. Design and build a wood framed shed to customer’s specifications. This will include the
completion of the following tasks:
2. Plan the construction of the wood shed, with the specifications the customer asks for, and
designing what the output will look like.
3. Estimate costs by creating a budget aligned with the available funds.
4. Obtain and allocate materials from vendors needed in order to completely finish the
product.
5. Employ the necessary workers to produce the shed with its specific design and
measurements.
6. Finalize the project and clean up the work area for customer to examine the finished
product.
The company’s mission statement and vision is:
We strive to provide high quality, professional construction Services to our customers, no
matter the size of the project.
Project Scope:
Design, plan, and estimate a wood framed garden shed with T-111 exterior shell per
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drawings, grade site, paint north side of southern fence per color scheme dictated by customer,
and install exterior ground covering on site.
Company Structure:
We are a project management team that works for CSWN General Contractors. The
company has been operating for ten years. Our company performs construction projects of
various sizes, from residential new construction and remodels, to new commercial, and remodel
construction projects. These projects range from $500.00 to $10 million. We offer design plan
build services as the general contractor, to “Build per Plan” as a sub-contractor, and everything
in-between. We service anyone whose projects are feasible and whose projects will help the
company gain further customers and profit.
Our team is a part of the residential division of our company. Our requirements are to
complete the assigned tasks of the course; which is to plan and manage our project the assigned
project. Secondly, we are to only take on feasible projects, which are projected to earn the
industry standard of 10%. The Project must be fully planned, documented and meet Stakeholder
quality requirements.
Team Responsibilities:
Project Manager: William Crenshaw (Bill)
The Project Manager accomplishes project objectives by planning and evaluating project
activities. Achieves operational objectives by contributing information and recommendations to
strategic plans and reviews; preparing and completing action plans; implementing production,
productivity, quality, and customer-service standards; resolving problems; completing audits;
identifying trends; determining system improvements; implementing change.
Project Assistant Manager: Nancy Carreno
Assist the Project manager in accomplishing project objectives by planning and
evaluating project activities.
Project Sales Rep: Chloe Grayson
The sales Rep Duties include product sales, customer relations management, Liaison, and
duties assigned by project manager. Duties will include cost estimation, cost management,
invoicing, and collections.
Project Office Assistant: Sonia Lopez Flores
The Project Office assistant assists the Project team in their duties to include data entry,
generating reports, assisting customers and staff, searching out venders, equipment, scheduling
and various other duties.
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Appendix B
Professional Project Design 2 Feasibility Standards
CSWN requires for us to meet specific aspects in-order to take on a project. It must be
able to meet the company and industry standard for construction projects to yield a 10% profit
over expenditures. We are also required to meet time deadlines, with plenty of room to spare.
CSWN also requires a project bid to be able to have a +- 10% contingency. The project must be
able to pass an analysis of time and resource expenditures, to be considered feasible.
CSWN’s definition of feasibility is that a project must be able to maintain feasibility
within a plus or minus 10% of time and resources through PERT analysis, CPM, Net Present
Value, and internal rate of return. A project is considered poorly planned if it falls outside of
these standards. CSWN requires the teams to implement the 2014 National Construction
Estimator guide to assist in the proper planning of time, resources, and expenditures. This guide
if used properly, with the use of accurate material, labor, and equipment price per unit, with a
full breakdown of every resource needed, will yield a accurate project cost estimation within a
plus/minus 10%. This will be shown in the Work Breakdown Structure (WBS), Resource
Breakdown Structure (RBDS), and Project Budget (PB). These documents are attached
Time Analysis:
This project’s WBS indicates all Tasks, Milestones, Deliverables, and Required Man
Hour per task (number of hours for one man to complete task), Worker Hours- (time in hours
with consideration to assigned labor), Responsible Party and Presidents order. In the WBS and
Time Flow chart –Gantt chart, the required estimated Days to perform this project with the labor
assigned per task, is 6 working days or 106 man hours- See WBS and Budget. The client requires
the Project to be completed by March 1, 2014. With the current availability of labor and
materials that will be required, we can break-ground on February 17, 2014 and finish the project
on February 24, 2014 according to plan/ time estimates. With this start date we will be finished 5
days prior to the customer deadline.
The reliability of the projects time estimate is based on several factors. One, the source
used by the team to estimate the project. The 2014 National Construction Estimator guarantees
that with an experienced estimator and the resource- the time estimate will have a plus or minus
5 percent default. Our Project manager has 15 years’ experience in the field- with his knowledge
of construction planning, building, and use of resources, the time estimate of previous project
have fallen within their standards; which indicates that this project is most likely to fall within
the standard.
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Expenditure/ Budget Analysis
The Budget is comprised of the resources required to achieve all milestones and produce
the deliverables of the project. The resources such as labor, materials, equipment, and other
expenses, are completely listed and distinguished per task on the RSBD. See Attachment B.
Economic Feasibility:
Our company’s internal rate of return is a 10% rate of return on projects. The Price
charged to the customer for the project is estimated to be, $7406.00, which is 10% above
estimated expenditures- $6732.25. CSWN maintains a 10% required rate of return in the market,
and the company bases its project choice criteria of investment on projects to this standard. To
insure this project will match the requirements of investments, we checked the Net Present
Value. We invest $6732.25 over the course of the project. Required Rate of return is 10%. NPV
of the Job is $7440.00. There is a $36.00 difference on return; however it falls within the
standard of difference for our company.
PPD2 Attachments:
- Project Plan Cover Sheet
- Project Plans
o Floor Plan
o East View
o West View
o North View
o Sheet A
o Sheet A2
o Supplemental
o Sp-1
- Project Budget
- Work Breakdown Structure
- Resource Breakdown Structure
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CSWN
General Contractor
Job- Brooks-972
Shed Plan Set for:
John and Katie Brooks
972 Creston Way
Beaumont CA, 92223
951-769-1234
Plans Excepted
X_______________________ __________
John Brooks Date
X ______________________ ___________
William Crenshaw PM Date
These Plans were created by CSWN General
Construction.
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Appendix C
Professional Project Design 3
PERT Analysis
Activity Description Immediate
Predecessors Optimistic
Time (a) Most Likely
Time (m) Pessimistic
Time (b) Expected Value
(a + 4m + b)/6 Variance
[(b-a)/6]2
A Engineer and
Design Structure
1 2 2.2 1.87 0.04
B Material Break
Down A 0.25 0.5 0.55 0.47 0.00 C Time Schedule A 0.25 0.5 0.55 0.47 0.00 D Cost Schedule B,C 0.375 0.75 0.825 0.70 0.01 E Estimate Project D 0.5 1 1.1 0.93 0.01 F Draft Charter B,C 0.125 0.25 0.275 0.23 0.00
G Inspect Con Doc
Packet E, F 0.5 1 1.1 0.93 0.01 H Contract E, G 1.5 3 3.3 2.80 0.09 I Order Materials H 0.125 0.25 0.275 0.23 0.00
J Schedule Material
Del/ PU H 0.125 0.25 0.275 0.23 0.00 K Schedule Equipment H 0.25 0.5 0.55 0.47 0.00 L Schedule Labors H 0.125 0.25 0.275 0.23 0.00 M
H, I, J,K,L 0 0 0 0.00 0.00 N Grade site M 2.5 5 5.5 4.67 0.25 O Dump Scrapings N 1 2 2.2 1.87 0.04
P Pressure Wash
Fence N 1.25 2.5 2.75 2.33 0.06 Q Form Concrete curb N, P 1 2 2.2 1.87 0.04
R Mix, Pour, And
Finish C- Curb O, Q 1 2 2.2 1.87 0.04
S Lay Ground Cover/
Weed Barrier R 1 2 2.2 1.87 0.04 T Paint Fence Q 1.5 3 3.3 2.80 0.09
U Set an level C-
Foundation Blocks S, T 2 4 4.4 3.73 0.16 V Frame Sub Floor U 2 4 4.4 3.73 0.16 W Install Gravel U 1.5 3 3.3 2.80 0.09 X Lay Sub Floor W, V 2.5 5 5.5 4.67 0.25 Y Lay Linoleum V, X 1.25 2.5 2.75 2.33 0.06
Z Frame and stand
walls Y 3 6 6.6 5.60 0.36 AA Plumb and align Z 1 2 2.2 1.87 0.04 BB Frame Roof AA 3 6 6.6 5.60 0.36 CC Sheet Roof BB 2 4 4.4 3.73 0.16
DD Frame Ceiling and
Install Vent AA 1 2 2.2 1.87 0.04 EE Framing Inspection CC, DD 0.5 1 1.1 0.93 0.01
FF Tar Paper Roof and
Walls EE 2 4 4.4 3.73 0.16
GG Sheet Walls with T-
111 FF 3 6 6.6 5.60 0.36
HH Install Exterior
Molding GG 1 2 2.2 1.87 0.04
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II Build Door And
Install GG 1.5 3 3.3 2.80 0.09
JJ Paint Structure Paint
C-1 HH, II 1 2 2.2 1.87 0.04
KK Install Roof
Shingles JJ 4 8 8.8 7.47 0.64
LL Paint Exterior
Structure KK 2.5 5 5.5 4.67 0.25 MM Install Gutter LL 1.5 3 3.3 2.80 0.09 NN Final Job Clean up MM 1 2 2.2 1.87 0.04 OO Final Inspection NN 0.75 1.5 1.65 1.40 0.02
PP Turnover and Final
Payment OO 0.5 1 1.1 0.93 0.01
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* Activity Description Average Time EST EFT LST LFT Total Slack Critical Critical Activity Variance
A Engineer and Design Structure 1.87 0.00 1.87 0.00 1.87 0.00 YES 0.04 B Material Break Down 0.47 1.87 2.33 1.87 2.33 0.00 YES 0.00 C Time Schedule 0.47 1.87 2.33 1.87 2.33 0.00 YES 0.00 D Cost Schedule 0.70 2.33 3.03 2.33 3.03 0.00 YES 0.01 E Estimate Project 0.93 3.03 3.97 3.03 3.97 0.00 YES 0.01 F Draft Charter 0.23 2.33 2.57 3.73 3.97 1.40 NO
G Inspect Con Doc Packet 0.93 3.97 4.90 3.97 4.90 0.00 YES 0.01 H Contract 2.80 4.90 7.70 4.90 7.70 0.00 YES 0.09 I Order Materials 0.23 7.70 7.93 7.93 8.17 0.23 NO
J Schedule Material Del/ PU 0.23 7.70 7.93 7.93 8.17 0.23 NO
K Schedule Equipment 0.47 7.70 8.17 7.70 8.17 0.00 YES 0.00 L Schedule Labors 0.23 7.70 7.93 7.93 8.17 0.23 NO
M 0 0.00 8.17 8.17 8.17 8.17 0.00 YES 0.00 N Grade site 4.67 8.17 12.83 8.17 12.83 0.00 YES 0.25 O Dump Scrapings 1.87 12.83 14.70 15.17 17.03 2.33 NO
P Pressure Wash Fence 2.33 12.83 15.17 12.83 15.17 0.00 YES 0.06 Q Form Concrete curb 1.87 15.17 17.03 15.17 17.03 0.00 YES 0.04 R Mix, Pour, And Finish C- Curb 1.87 17.03 18.90 17.03 18.90 0.00 YES 0.04 S Lay Ground Cover/ Weed Barrier 1.87 18.90 20.77 18.90 20.77 0.00 YES 0.04 T Paint Fence 2.80 17.03 19.83 17.97 20.77 0.93 NO
U Set an level C-Foundation Blocks 3.73 20.77 24.50 20.77 24.50 0.00 YES 0.16 V Frame Sub-Floor 3.73 24.50 28.23 24.50 28.23 0.00 YES 0.16 W Install Gravel 2.80 24.50 27.30 25.43 28.23 0.93 NO
X Lay Sub Floor 4.67 28.23 32.90 28.23 32.90 0.00 YES 0.25 Y Lay Linoleum 2.33 32.90 35.23 32.90 35.23 0.00 YES 0.06 Z Frame and stand walls 5.60 35.23 40.83 35.23 40.83 0.00 YES 0.36
AA Plumb and align 1.87 40.83 42.70 40.83 42.70 0.00 YES 0.04 BB Frame Roof 5.60 42.70 48.30 42.70 48.30 0.00 YES 0.36 CC Sheet Roof 3.73 48.30 52.03 48.30 52.03 0.00 YES 0.16 DD Frame Ceiling and Install Vent 1.87 42.70 44.57 50.17 52.03 7.47 NO
EE Framing Inspection 0.93 52.03 52.97 52.03 52.97 0.00 YES 0.01 FF Tar Paper Roof and Walls 3.73 52.97 56.70 52.97 56.70 0.00 YES 0.16 GG Sheet Walls with T-111 5.60 56.70 62.30 56.70 62.30 0.00 YES 0.36 HH Install Exterior Molding 1.87 62.30 64.17 63.23 65.10 0.93 NO
II Build Door And Install 2.80 62.30 65.10 62.30 65.10 0.00 YES 0.09 JJ Paint Structure Paint C-1 1.87 65.10 66.97 65.10 66.97 0.00 YES 0.04
KK Install Roof Shingles 7.47 66.97 74.43 66.97 74.43 0.00 YES 0.64 LL Paint Exterior Structure 4.67 74.43 79.10 74.43 79.10 0.00 YES 0.25
MM Install Gutter 2.80 79.10 81.90 79.10 81.90 0.00 YES 0.09 NN Final Job Clean up 1.87 81.90 83.77 81.90 83.77 0.00 YES 0.04 OO Final Inspection 1.40 83.77 85.17 83.77 85.17 0.00 YES 0.02 PP Turn over and Final Payment 0.93 85.17 86.10 85.17 86.10 0.00 YES 0.01
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Appendix D
Professional Project Design 4
Project Team Matrix Organization
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CPM Diagram Network
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Gantt chart
Gantt chart: Milestones 1 & 2
Gantt chart: Milestones 3-5
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SWOT Analysis
Strengths
Flexible decision-making
Independent Financing
Production quality
Customer loyalty/ built relationships
Customization of projects
Ongoing projects
Weaknesses
Underinvestment
Contract based
Opportunities
Expand customer base
Maintain competitive sustainability
Loyal customers
Threats
Financing risks
Long term planning
Economy crashes
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Project Charter
1. Purpose
CSWN General Contracting has approved the creation of a custom build wood
shed as a result of increased profit and clientele requirements within the company. Project
Brooks has been created in order to complete the clients’ desired product to its full
specifications.
2. Scope
Design, plan, and estimate a wood framed garden shed with T-111 exterior shell
per drawings, grade site, paint north side of southern fence per color scheme dictated by
customer, and install exterior ground covering on site.
We strive to provide high quality, professional construction services to our
customer, no matter the size of the project, by delivering the best quality product at the
best competitive cost.
We will plan, design, and form a budget in order to initialize the project and set
guidelines to stay on schedule. We will locate vendors and the necessary resources to
carry out the physical work. We will perform the finishing activities (such as the roofing,
rough electrical, and paint) in a timely manner in order to be able to complete the project
with the highest quality product as an end result. Our goal is to produce and design a
quality wood shed, at a fair price, for our customer by March 1st.
3. Membership Roles
Project Manager: William Crenshaw (Bill)
The Project Manager accomplishes project objectives by planning and evaluating
project activities. Achieves operational objectives by contributing information and
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recommendations to strategic plans and reviews; preparing and completing action plans;
implementing production, productivity, quality, and customer-service standards;
resolving problems; completing audits; identifying trends; determining system
improvements; implementing change.
Project Assistant Manager: Nancy Carreno
Assist the Project manager in accomplishing project objectives by planning and
evaluating project activities.
Project Sales Representative: Chloe Grayson
The sales Rep Duties include product sales, customer relations management,
Liaison, and duties assigned by project manager. Duties will include cost estimation, cost
management, invoicing, and collections.
Project Office Assistant: Sonia Lopez Flores
The Project Office assistant assists the Project team in their duties to include data
entry, generating reports, assisting customers and staff, searching out venders, equipment,
scheduling and various other duties.
4. Team Operations
Team meetings: We will conduct a team meeting every day after the work for the
day is completed, in order to keep track of the progress of the project and to make sure
we are on time and on budget. In case any needed actions are necessary, they will be
made at that moment and carried out the next day.
Team Communication: We will communicate on a daily basis, as much as is
needed, through email, telephone and in person.
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Decision Making: The team manager will be in charge of conducting the meeting,
making sure we stay on track, and asking for any suggestions and recommendations to
any possible conflicts. He will take everyone’s input and make a decision based on his
experience and expertise.
5. Team Performance Assessment
Our daily meetings will serve us as a way to assess our performance for the day.
We will ask questions such as: Are we on schedule? Did we meet our goals? Are we
where we need to be? This will help us accurately assess each individual’s performance
and make sure we are fulfilling our responsibilities to the best of our abilities.
6. Acquisition milestones and schedules, (See construction document packet)
7. The project will be built per plan and constraints of the construction document packet.
8. 25% of the total anticipated cost will be paid to CSWN General Construction, at time of
signing the charter/ agreement between parties.
9. The Customer is responsible to pay the reminder of the construction cost, up to 10%
above projected estimate at time of turnover.
10. Any addition to work above plans is subject to change order cost of resources plus 15%
fee.
11. Any deletions of work, is subject to resource cost of restock and reallocation of resource
at cost plus 15%.
12. Payment must be received upon turn over. Any unpaid amount will be charged a 25.99%
monthly interest rate until full payment is received.
Parties, Steven Brooks and a representative of CSWN General Construction are aware and
agree fully to these terms. Any quality or contractual issue will be first communicated in
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written form between parties. Any dispute, both parties must be given time to correct issue
up to thirty days- this does not apply to payment. All agreements must be documented, and
agreed prior to the implementation of a change. Any disputes must be taken to an arbitrator
prior to civil action.
X______________________________ Date __________________, 2014
X_________________________________ Date __________________, 2014
