FitnessCenterProposal 1-12 (1)jasim.pbworks.com/w/file/fetch/99886421/FitnessCenterProposal_1-12 (1).pdfAquatic(Fitness(Center(Design(Proposal( Page(2((Revision(History( Name( Date(

Project Planning Document for: Aquatic Fitness Center Design Project

Moshari Alahmari

Nick Kohrs Brian Zaremski

Submitted to:

Dr. Sushil Acharya Robert Morris University

ENGR 4030/5030 – Project Engineering December st, 2014

Aquatic Fitness Center Design Proposal Page 2

Revision History Name Date Reason for Changes Version

Alahmari, Zaremski 10/27/2014 Objectives and Introduction Created 0.0 Zaremski 11/2/2014 Objectives updated, Scope Created 0.1 Kohrs 11/2/2014 WBS Created 0.2 Alahmari 11/2/2014 Cost Breakdown Created 0.3 Kohrs, Zaremski 11/3/2014 Cost Breakdown Updated 0.4 Kohrs 11/9/2014 Project Staffing Requirements Added 0.5 Zaremski 11/9/2014 Corrections and Other Resources Added 0.6 Alahmari 11/21/2014 Monitoring and Control Added 0.7 Kohrs, Zaremski 11/22/2014 Microsoft Project File Updated 0.8 Zaremski 11/23/2014 Monitoring and Control Updated 0.9 Kohrs, Zaremski 11/30/2014 Scheduling and Monitoring Updated 0.10 Alahmari 12/05/2014 Risk Management Added 0.11 Kohrs, Zaremski 12/07/2014 Risk Update, Close Out Strategy, Open Issues 0.12


Table of Contents Section 1: Project Introduction and Overview ............................................................................................. 4

Section 2: Project Goals and Objectives ...................................................................................................... 5

Project Goals ............................................................................................................................................ 5

Project Objectives .................................................................................................................................... 5

Constraints ............................................................................................................................................... 5

Assumptions ............................................................................................................................................ 5

Section 3: Work Breakdown Structure ........................................................................................................ 6

Section 4: Scope of Work ............................................................................................................................. 7

Section 5: Project Staffing Requirements .................................................................................................... 9

Section 6: Other Resources Needed .......................................................................................................... 11

Section 7: Detailed Schedule and Resource Loading ................................................................................. 12

Section 8: Project Performance Monitoring and Control Procedures ....................................................... 15

Section 9: Cost Estimation ......................................................................................................................... 17

Section 10: Risk Management……………………………………………………………………………………………………………….19

Section 11: Project Completion and Closeout Strategy…………………………………………………………………….......20

Section 12: Open Issues/Future Decisions……………………………………………………………………………………………..21


Section 1: Project Introduction and Overview There are two great places for students to exercise at Robert Morris University; the Jefferson Fitness Center and the Yorktown Fitness Center. They give students the opportunity to lift weights, work on their cardiovascular strength, and participate in fitness classes. One thing that both fitness centers lack, however, is a pool. Having an aquatic fitness center on campus would open up a lot of opportunities for RMU students. This proposal is a project development plan for building an Olympic-‐sized swimming pool within a brand new fitness center. The installation of an Olympic-‐sized pool opens up the door for a new population of student-‐athletes. Swimming and diving teams are obvious additions, but water polo is an increasingly popular sport that could benefit from a pool as well. Robert Morris University has already seen the benefits of installing top notch athletic facilities when you consider the Neville Island Sports Center. Both the Men’s and Women’s NCAA Ice Hockey Teams are well known across the country which provides the university with a lot of great publicity. Having brand new facilities in the area of water sports could draw some great new student athletes. It’s not just athletes that can take advantage of a pool. It opens the School of Nursing and Health Sciences to teaching aquatic rehabilitation. Without a pool they can only read about the topic. It opens the School of Engineering to a controlled environment for testing of hydrodynamics projects. Without a pool they can only use computer simulation to verify a design. Last, but not least, a student doesn’t have to be an athlete to enjoy the pool in an exercise capacity. Swimming is a great way to get a low impact cardio workout! While the primary focus is on the pool, opening a newer, larger facility gives the opportunity to expand on other gym amenities that are not currently available to students. The new facility will include racquetball and squash courts. Students will have access to a sauna. With the location being located near the existing intramural fields, the university will be able to provide a place for storage for equipment used on those outdoor facilities. It is important to note the gains for intramural sports in this regard, as well as the addition of the following sports: inner tube water polo, racquetball, squash, and wally-‐ball. All great ways to get exercise while having fun! The addition of an Olympic-‐sized swimming pool and new fitness center will be a great addition for RMU’s growing campus. The Jefferson Fitness Center is simply not going to be able to handle that growth as it is already often crowded. The Yorktown Fitness Center is simply too inconvenient being at an off campus residence hall. This proposal will set forth a clear and precise course of action to making these ideas a reality.


Section 2: Project Goals and Objectives Project Goals Provide a state of the art design for an Olympic-‐sized pool and racquetball courts for the Robert Morris Community. Project Objectives

1. Ensure a staged design such that pieces can be built and added when funding is available 2. Obtain 50% of materials from local manufacturers (within 100 miles) 3. Obtain 90% of materials from domestic manufacturers 4. Obtain LEED’s certification at a Silver level 5. Ensure a Net Energy Zero Design (Annual Solar Production to match or exceed Annual Building

Energy Consumption 6. Ensure design phase takes less than 9 months

Constraints 1. The facilities must accept all Robert Morris Students and Faculty 2. Holidays and breaks could affect the schedule

Assumptions 1. The facility will be built near the residence halls for the convenience of the students 2. The fees will be included within student tuition 3. The softball field could be eliminated or relocated to make room for this project


Section 3: Work Breakdown Structure


Section 4: Scope of Work 1. General Engineering Requirements

1.1. Building shall be LEED certified at Silver level 1.2. Electrical Engineering

1.2.1. Must provide detailed schematic 1.2.2. Must account for staged building construction 1.2.3. Must design solar array to meet or exceed energy requirements

1.3. Mechanical Engineering 1.3.1. Must provide detailed HVAC schematic 1.3.2. Must account for staged building construction 1.3.3. Must design geothermal well to reduce energy consumption 1.3.4. Must design pumps and deliver electrical requirements to Electrical Engineers

1.4. Civil Engineers 1.4.1. Must provide Site Survey 1.4.2. Must Provide Soil Stability Analysis 1.4.3. Must coordinate with local utilities for Water, Sewage, and Electric

1.5. Building shall be located where the softball field is currently located 1.6. Building shall have swipe access for RMU students

2. Architecture 2.1. Building roof must take solar array into account (Orientation and Pitch) 2.2. Plans for different stages must be submitted

2.2.1. Pool and Locker rooms First Stage 2.2.2. Intramural Fieldhouse Second Stage 2.2.3. Racquetball/Squash Courts Third Stage 2.2.4. Solar Array Fourth Stage

2.3. Pool 2.3.1. Olympic Sized Pool (50mx25m) 2.3.2. Diving Platforms

2.3.2.1. 1-‐meter spring board 2.3.2.2. 3-‐meter spring board 2.3.2.3. 5-‐meter platform 2.3.2.4. 7.5-‐meter platform 2.3.2.5. 10-‐meter platform

2.3.3. Bleachers that sit up to 500 spectators 2.3.4. Lifeguard stand 2.3.5. Lane dividers

2.4. Locker Room 2.4.1. Must accommodate up to 100 students (50 male, 50 female) at a time 2.4.2. Lockers for 500 students (250 male, 250 female) total 2.4.3. Sauna 2.4.4. Showers


2.4.4.1. Soap Dispensers 2.4.5. Towel Dryers

2.5. Recreation Courts 2.5.1. Two Racquetball courts 2.5.2. One Squash Court 2.5.3. All courts shall have glass back-‐wall in order for spectating

2.6. Intramural Fields Storage 3. Planning

3.1. Must find local manufacturers for 50% of materials 3.2. Must find domestic manufacturers for 90% of materials 3.3. Must find local contractors to bid on construction 3.4. Must keep design time to less than 9 Months 3.5. Safety

3.5.1. Must coordinate NEC review 3.5.2. Must coordinate with campus security/facilities for security requirements


Section 5: Project Staffing Requirements

Project Manager: • Detailed scope of work • Developing work plan • Gaining access to resources • Ensure work is complete • Stay in budget • Meet project deadlines

Civil Engineers:

• Analyze survey reports • Analyze blueprints • Analyze maps • Inspect project site

Mechanical Engineers:

• Design pool components • Design HVAC system • Test designs and make changes

Electrical Engineers:

• Design Solar Array System • Design wiring layout • Fuse/breakers for safety

Architect:

Project Manager

Senior Civil Engineer

Civil Engineer

Surveyor

Surveyor

Senior Mechanical Engineer

Mechanical Engineer

Mechanical Engineer

Senior Electrical Engineer

Electrical Engineer

Electrical Engineer

Senior Architect

Architect

Architect

Safety Consultant


• Design building within budget • Create workable blueprints • Consult with other architects about structure • Specify materials needed • Prepare presentation on design

Safety Consultant:

• Ensure fire safety is taken into consideration • Check designs for electrical safety • Chose appropriate signs for caution • First aid


Section 6: Other Resources Needed In addition to the project personnel, other resources will be needed in order to complete this project. For the purpose of streamlining the project the Engineers and Architects have requested a new software package called Revit by Autodesk. The software package will give them the ability to draw all schematics in one software package so that everything is generated in the same format and a revision history is kept to track progress. Prior to the start of the design a new server needs to be setup so the files can be kept in one place with backup. Engineers and architects will use their existing laptops to complete their work. The surveyors will use their existing equipment, but they will need to have it recalibrated prior to execution of the survey. The project manager will need to reserve a collaboration room for bi-‐weekly meetings. Resources Needed: -‐Revit licenses -‐Server Setup for Project -‐Existing Laptops -‐Calibration of surveying equipment -‐Collaboration Room Reservation


Section 7: Detailed Schedule and Resource Loading Task Name Duration Start Finish Predecessors Resource Names Cost

1 Aquatic Fitness Center 58 days Mon 11/17/14

Wed 2/4/15 $189,874.48

1.1 Preliminary Tasks 13 days Mon 11/17/14

Wed 12/3/14 $11,111.84

1.1.1 Land Survey 3 days Mon 11/17/14

Wed 11/19/14

Surveyor 2,Surveyor 1 $1,297.92

1.1.2 Soil Stability 10 days Thu 11/20/14

Wed 12/3/14 3 Lead Civil Eng. $3,051.20

1.1.3 Deconstruction Estimation 5 days Thu

11/20/14 Wed 11/26/14 3 Civil Eng. $1,525.60

1.1.4 Mechanical Room Estimations 4 days Mon

11/17/14 Thu 11/20/14

Mech Eng. 1,Mech Eng. 2 $2,479.36

1.1.5 Electrical Room Estimations 4 days Mon

11/17/14 Thu 11/20/14

Elec. Eng. 1,Elec. Eng. 2 $2,757.76

1.2 Stage 1: Pool 30 days Thu 12/4/14

Wed 1/14/15 2 $30,978.24

1.2.1 Building Design 10 days Thu 12/4/14

Wed 12/17/14 Lead Civil Eng. $6,102.40

1.2.1.1 Structure 10 days Thu 12/4/14

Wed 12/17/14 Civil Eng. $3,051.20

1.2.2 Pool 5 days Thu 12/18/14

Wed 12/24/14 9 Lead Civil Eng. $3,051.20

1.2.2.1 Pool Design 5 days Thu 12/18/14

Wed 12/24/14 Civil Eng. $1,525.60

1.2.3 Pool Area 5 days Thu 12/25/14

Wed 12/31/14 11 Lead Architect $4,216.80

1.2.3.1 Diving Tower 3 days Thu

12/25/14 Mon 12/29/14 Architect 1 $843.36

1.2.3.2 Spectator Stands 5 days Thu

12/25/14 Wed 12/31/14 Architect 2 $1,405.60

1.2.3.3 Lifeguard Station 2 days Tue

12/30/14 Wed 12/31/14 Architect 1 $562.24

1.2.4 Locker Rooms 10 days Thu 1/1/15

Wed 1/14/15 13 $3,654.56

1.2.4.1 Lockers 3 days Thu 1/8/15 Mon 1/12/15 Architect 1 $843.36

1.2.4.2 Saunas 4 days Thu 1/8/15 Tue 1/13/15 Architect 2 $1,124.48

1.2.4.3 Showers 2 days Tue 1/13/15

Wed 1/14/15 Architect 1 $562.24

1.2.4.4 Toilet/Sinks 1 day Wed 1/14/15

Wed 1/14/15 Architect 2 $281.12


1.2.4.5 Furniture 1 day Thu 1/1/15 Thu 1/1/15

Architect 1,Lead Architect

$562.24

1.2.4.6 Supplies 1 day Thu 1/1/15 Thu 1/1/15 Architect 2 $281.12 1.2.5 Water Treatment 5 days Thu

12/18/14 Wed 12/24/14 9 Lead Mech.

Eng. $4,648.80

1.2.5.1 Pumps 5 days Thu 12/18/14

Wed 12/24/14

Mech Eng. 1,Mech Eng. 2 $3,099.20

1.2.6 Electrical Room 5 days Thu 12/18/14

Wed 12/24/14 9 Lead Elec. Eng. $4,136.64

1.2.6.1 Lighting Needs 5 days Thu

12/18/14 Wed 12/24/14 Elec. Eng. 1 $1,723.60

1.2.6.2 Mechanical Room Loads 2 days Thu

12/18/14 Fri 12/19/14 Elec. Eng. 2 $689.44

1.2.7 HVAC 5 days Thu 12/25/14

Wed 12/31/14 24 Lead Mech.

Eng. $3,099.20

1.2.7.1 Mapping Vents 2 days Thu

12/25/14 Fri 12/26/14 Mech Eng. 1 $619.84

1.2.7.2 System 3 days Mon 12/29/14

Wed 12/31/14 30 Mech Eng. 2 $929.76

1.2.8 Safety 7 days Thu 12/4/14

Fri 12/12/14 $2,068.64

1.2.8.1 Safety 5 days Thu 12/4/14

Wed 12/10/14

Safety Consultant $1,477.60

1.2.8.2 Fire Safety 2 days Thu 12/11/14

Fri 12/12/14 33 Safety

Consultant $591.04

1.3 Stage 2: Field House 5 days Thu

1/15/15 Wed 1/21/15 17 $4,190.08

1.3.1 Structural Design 5 days Thu

1/15/15 Wed 1/21/15


$2,811.20

1.3.2 Lighting 2 days Thu 1/15/15 Fri 1/16/15 Elec. Eng. 1 $689.44

1.3.3 Electrical Receptacles 2 days Thu

1/15/15 Fri 1/16/15 Elec. Eng. 2 $689.44

1.4 Stage 3: Racquetball Courts 13 days Mon

1/19/15 Wed 2/4/15 $7,001.28

1.4.1 Structural Design 10 days Thu

1/22/15 Wed 2/4/15 36


$5,622.40

1.4.2 Lighting 2 days Mon 1/19/15

Tue 1/20/15 37,38 Elec. Eng.

1,Elec. Eng. 2 $1,378.88

1.5 Stage 4: Solar Array 7 days Thu

12/25/14 Fri 1/2/15 $7,239.12


1.5.1 Photovoltaic System 7 days Thu

12/25/14 Fri 1/2/15 26 Lead Elec. Eng. $7,239.12

1.5.1.1 Solar Array Panel 3 days Thu

12/25/14 Mon 12/29/14

Elec. Eng. 1,Elec. Eng. 2 $2,068.32

1.5.1.2 Solar Inverter 3 days Tue

12/30/14 Thu 1/1/15 44 Elec. Eng. 1,Elec. Eng. 2 $2,068.32

1.5.1.3 Storage Device 1 day Fri 1/2/15 Fri 1/2/15 45 Elec. Eng.

1,Elec. Eng. 2 $689.44

1.7 Overhead 58 days Mon 11/17/14

Wed 2/4/15 $129,353.92

1.7.1 Office Space/Supplies 58 days Mon

11/17/14 Wed 2/4/15 Office Lease $64,672.32

1.7.2 Contingencies 58 days Mon 11/17/14

Wed 2/4/15 Contingencies $32,340.80

1.7.3 Human Resources/Payroll 58 days Mon

11/17/14 Wed 2/4/15 HR/Payroll $32,340.80


Section 8: Project Performance Monitoring and Control Procedures Monitoring Responsibility:

Project performance monitoring will be carried out by the project manager. This task will involve tracking the accuracy of cost estimation as well as the schedule estimation, and they will need to ensure that the project remains within the scope set forth in the project plan. The method being used will be an Earned Value Analysis. The Earned Value is the sum of the resources expended according to how much progress has been made on the projected schedule. It tracks the accomplished work versus the planned work. Keeping accurate financial records will be a key factor in monitoring this metric. The project manager will be responsible for holding weekly meetings with the leaders of each team to ensure that tasks are being completed on time. Following these meetings the project manager must send out a summary e-‐mail in order to record what was discussed in the meeting.

Technique of Monitoring the Project:

Completion of tasks will be measured using the proportionality rule. On a daily basis the leaders of each team will have a short meeting to discuss progress with each of their subordinates. From those meetings the project manager will get the feedback from each leader on where each task stands. The proportionality rule involves dividing the current time to date worked on a task by the scheduled time for the task. If a task is behind or ahead of schedule resources can be reallocated in order to optimize the time it would take to complete the tasks. These numbers will be tracked using our company’s normal project tracking software (MS Project, File Available on Server).

Other Factors to Monitor:

Monitoring the safety of these building designs must be carried out on a regular basis. All project documentation and design must conform to the guidelines set forth by the National Fire Protection Association, with specific attention being given to the National Electric Code.

The goals of meeting certain LEED certification must be tracked as well. Designs must be reviewed in order to ensure that they are meeting this requirement. While generally this would fall into the tracking of the scope of the project, it is worth mentioning here because of the importance of LEED certification with respect to our image.

Prioritization of Critical Path:

If certain tasks fall behind the appropriate action for handling the consequences will depend heavily on whether or not the task falls on the current critical path. Regardless of whether the task is in the critical path, the estimation of tasks will be monitored extensively. This is important because as employees estimate more tasks and receive feedback on the accuracy of that estimate they can become more proficient at estimating their remaining work. If a task on the critical path is underestimated the project manager must be able to reallocate resources in order to maintain the schedule.


Project Review:

At the end of the project the project manager will be responsible for holding a project review meeting to discuss the project’s overall performance. During this meeting the entire team will discuss the lessons they learned during the project. Not only will the tasks be reviewed for accuracy with regard to time, cost, and scope, but the monitoring system itself will be reviewed. In particular, with the estimation of tasks, the process of breaking down individual tasks will be reviewed to determine whether the granularity of the tasks made sense. In order to help make scheduling more accurate the project manager must be able to break tasks down at a reasonable level.


Section 9: Cost Estimation For the cost allocation we have decided to use the median hourly rate for each of the roles involved in the project design phase, and we are using a 3x multiplier to account for overhead of each role. The 3x multiplier is intended to cover overhead costs such as office space (1x), contingencies (.5x), and other office related headcounts such as Human Resources and Payroll (.5x). It is important to note that the overhead is not currently reflected in the Microsoft Project File. This may be high in terms of actual cost, this should help offset the issue of most projects coming in late. Hourly rates for each role were determined using the median hourly wage given by the Bureau of Labor Statistics. The breakdown of each of these roles is below:

Position Median Hourly Rate

Effective Rate (With Contingency/Overhead)

Architect $35.14 $105.42 Architecture/Engineering Manager $61.62 $184.86 Civil Engineer $38.14 $114.42

Surveying Crew $27.04 $81.12 Electrical Engineer $43.09 $129.27 Mechanical Engineer $38.74 $116.22

The Cost Breakdown is then:

Project Task Name Days Hours Resource Type Resource Quantity Hourly Cost Total Cost

Engineers

Civil Engineers

Survey Land 2 8 Civil Engineer 1 $28.36 $226.88

Soil Stability 2 8 Civil Engineer 1 $28.64 $229.12

Utilities Plan 10 80 Civil Engineer 2 $38.83 $6,212.80

Mechanical Engineers

Pool System Design 20 160 Mechanical Engineer 3 $39.47 $18,945.60

HVAC 10 80 Mechanical Engineer 1 $39.47 $3,157.60

Electrical Engineers

Electrical Schematics 10 80 Electrical Engineer 2 $42.88 $6,860.80

Solar Array Design 10 80 Electrical Engineer 2 $42.88 $6,860.80

Solar Array Energy Consumption Study 2 16 Electrical Engineer 2 $42.88 $1,372.16

Planning

Architecture

Building Design 20 160 Architect 3 $35.83 $17,198.40

Furniture Layout 5 40 Architect 2 $35.83 $2,866.40

Safety

Fire 1 8 Safety Consultant 1 $36.94 $295.52

Security 1 8 Safety Consultant 1 $36.94 $295.52


First Aid 1 4 Safety Consultant 1 $36.94 $147.76

Total Salary Costs

$64,669.36

Overhead (Office Space/Supplies) 1 x hourly rates $64,669.36

Contingencies .5 x hourly rates $32,334.68

2f Overhead (HR/Payroll) .5 x hourly rates $32,334.68

Total= $194,008.08


Section 10: Risk Management Plan

The purpose of calculating risk management in the project is to recognize and control possible events that could have an effect on the project. The project manager will head the procedure to classify the sources of risk and create strategies that will reduce risk. Risk strategies are created based on the WBS and continuously monitored and evaluated throughout the project. Developing a plan to assess the probability of risk will help to keep the risk under the control of the project manager. Risk will be evaluated by the PM on a monthly basis, which will help to lower risks and more accurately estimate financial impacts.

In this project, we can expect that there is some probability of risk. Risk could apply to some parts of the project like performance, schedule, and budget. It is important to know the risks of the project so they can be evaluated and proper actions to correct them can be taken. In the table below, we have summarized the risks that may happen within the project. We calculated the predicted risk by multiplying the probability percentage of the event by the financial impact. We have calculated the probabilities based on previous project experience, and it may subject to adjustment during the project.

Risk Assessment:

Item Risk Probability Financial Impact Expected cost

Risk 1 Bad Weather During Land Survey 25% $2,000 $500 2 Available Labor Works Delays 15% $30,000 $4,500 3 Damage In Equipment 10% $15,000 $1,500 4 Late In Materials 30% $20,000 $6,000 5 Local Government Approval Issue 20% $45,000 $9,000 6 Corruption of Security 20% $40,000 $8,000


Section 11: Project Completion and Closeout Strategy When the project is completed, the project manager needs to close out the project. The project manager will verify that all of the tasks have been completed utilizing the scope of work. The PM will also make sure that the necessary documentation was created and saved from the work completed. A project report will be created, showing what has been completed throughout the project. The project report will provide documentation of the project’s completion, compare the planned/actual costs, and have an overview of the project’s performance. This report is important in showing the difference in the planned outcome of the project and the actual outcome of the project; it will also help the project manager with managing future projects. Once the project report is completed, the project manager will have a meeting with executives about the completed project, discussing the goals and outcome of the project as a whole. Comments, concerns, and suggestions will be noted by the project manager for future projects. When everything is finalized with the executives, the project team and staff will be relieved from the project.


Section 12: Open Issues/Future Decisions The biggest issue facing this project is the displacement of the softball team. It is not feasible to trade an established athletics team in favor of the potential addition of athletics teams. This is an issue that would need to be addressed prior to the project advancing past this initial proposal, which is only for design. It could mean having to relocate the facility, which would mean starting over on a lot of the preliminary work like the survey of the land. Essentially it would be the first big decision needed from the University on how to handle the use of the land. The baseball team already uses an off-‐campus facility for their practices and games, a larger existing nearby facility may be more suitable for the softball team. Beyond that, there are very few open issues concerning this project. While there are few open issues on this project, there will be a plethora of future decisions to be made. The project is set up for a multi-‐stage construction project where the second, third, and fourth stage must be able to be built independent once the first stage is complete. While the planning currently is to have them built in the same order that they are designed, that order may change in light of the changing needs of Robert Morris University students. The project is currently only planned for designing the structures, but if those designs are put into production there will be a lot of future decisions to be made.

Documents

FitnessCenterProposal 1-12 (1)jasim.pbworks.com/w/file/fetch/99886421/FitnessCenterProposal_1-12 (1).pdfAquatic(Fitness(Center(Design(Proposal( Page(2((Revision(History( Name( Date(