...Rocky Gagnon, General Contractor Rocky Gagnon is a 50-year old journeyman carpenter, laborer, and craftsman. Over the past 30 years, Rocky has worked in almost every job and phase of the house building process. Rocky is getting older and his back is getting sore. He loves the construction business and feels that now is the time for him to start working more with his mind than his back. Rocky wants to become a general contractor. Some general contractors have their own facilities, equipment and employees. Others simply work out of their homes and subcontract all of the work required to complete a particular project. Rocky has an idea and a vision for something a little different. He wants to put together a team of tradespeople who will agree to work together toward the successful completion of about eight to fifteen homes per year. At the same time, each individual will be able to continue to operate as an independent contractor during off hours. One of the results of working for 30 years in the local building trades is a large and varied network of friends and acquaintances. Rocky has enjoyed many a drink with the local plumbing and heating contractors, roofers, insulation people, land surveyors, and others. Rocky wants to take advantage of those relationships. The general profile of local contractors, according to Rocky, is that of a highly skilled, very independent group of people with poor communication skills. The workmanship is generally very goodwhen it finally gets...
Words: 740 - Pages: 3
...CASE STUDY#1: Rocky Gagnon, General Contractor Rocky Gagnon is 50 years old carpenter who wants to make some changes for the way he earns his money. Due to his health condition especially his back, instead of working hard physically, he wants to work with his mind by creating an effective house-building team which includes various type of construction workers. Gagnon wants to continue his life as a general contractor, but as a general contractor he encounters some problems of building a team; therefore he has hired a well-known and respected business professor from the local community to serve as an adviser and mediator. Most of the problems he faces are due to a lack of cohesiveness and cooperation between the contractors which create big problems to form an effective work team. Rocky Gagnon must know the stages of developing a group such as forming, storming, norming and performing. All contractors should work together for one common goal and they should respect to work of each other. It is very important to know that level of respect should come from one individual with the organization. The best solution is Rocky Gagnon as a leader should inform the team of what it takes to establish effective work team. The team must educate on understanding of roles and group norms, common goals, a positive team identity, good working relationship, shared responsibility, respect, positive energy, trust, willingness to cooperate, unity, good communication, pride in membership, and...
Words: 527 - Pages: 3
...replacement cost with meaningful upside potential from lease-up, rent growth and maximize cap rate compression. In this plan, the strategy of Chicago Place will be to purchase, construct, maximize rents in each unit thus increasing. WBS 1 Acquisition & Planning 1.1 Grounds 1.1.1 Franchise Fee 1.1.2 Purchase Land 1.1.3 Hire Architect 1.1.4 Review & Approve Blue Prints 1.1.5 General Contractor Solicitation 1.1.6 Hire General Contractor 1.1.7 Submit Blue Prints to City 1.1.8 Purchase Permits 1.1.9 Order Utilities 2 Construct Building 2.1 General Contractor 2.1.1 Land 2.1.1.1 Excavate Land 2.1.1.2 Prep Footing & Foundation 2.1.1.3 City Inspection - Footing & Foundation 2.1.1.4 Pour Concrete - Footing & Foundation 2.1.1.5 Frame Building 2.1.1.6 Install Floor Sheathing 2.1.1.7 City Inspection - Framing 2.1.2 Sub Contractors 2.1.2.1 Roofer - Install Roofing Materials 2.1.2.2 Masonry - Install Chimneys 2.1.2.3 Plumber - Rough-In Plumbing 2.1.2.4 Electrical - Rough-In Electrical 2.1.2.5 HVAC - Rough-In HVAC 2.1.2.6 City Inspection - Sub Contractor Work 2.1.3 Exterior Finishes 2.1.3.1 Install Brick Veneer 2.1.3.2 Install Trim 2.1.3.3 Pour Driveway with Black Top 2.1.3.4 Prep Sidewalk...
Words: 2649 - Pages: 11
...stage, the screening estimate or order of magnitude estimate is usually made before the facility is designed, and must therefore rely on the cost data of similar facilities built in the past. A preliminary estimate or conceptual estimate is based on the conceptual design of the facility at the state when the basic technologies for the design are known. The detailed estimate or definitive estimate is made when the scope of work is clearly defined and the detailed design is in progress so that the essential features of the facility are identifiable. Theengineer's estimate is based on the completed plans and specifications when they are ready for the owner to solicit bids from construction contractors. In preparing these estimates, the design professional will include expected amounts for contractors' overhead and profits. The costs associated with a facility may be decomposed into a hierarchy of levels that are appropriate for the purpose of cost estimation. The level of detail in decomposing the facility into tasks depends on the type of cost estimate to be prepared. For conceptual estimates, for example, the level of detail in defining tasks is quite coarse; for detailed estimates, the level of detail can be quite fine. As an example, consider the cost estimates for a proposed bridge across a river. A screening estimate is made for each of the potential alternatives, such as a tied arch bridge or a cantilever truss bridge. As the bridge type is selected, e.g. the technology is...
Words: 811 - Pages: 4
...may be a unilateral decision by the contracting officer. Once the product or service had been acquired successfully by a contracting officer on the basis of a small business set aside, future requirements for that particular product or service will normally be acquired by that contract officer on the basis of repetitive set aside. The set asides are also for assuring that a fair proportion of Government contracts is placed with small business concerns. Government-wide goals are 23 percent for small businesses, three percent for service-disabled veteran-owned businesses, five percent for small disadvantaged businesses and five percent for women-owned businesses. (Hearn, 2011) In order to achieve those goals, FAR 19.702 requires prime contractors that are “other than small” to submit detailed small business subcontracting plans when competing for contracts exceeding $1.5 million for the construction of public facilities, and $650,000 for other contracts.( http://www.corporatecomplianceinsights.com/) Total set asides for small business participation, for acquisitions over $ 100, 000, are made when there is a reasonable expectation that offers will be...
Words: 785 - Pages: 4
...built over 500 buildings for the past 30 years. We begin our process by selling the project to the customer and then transferring the project to a Project Manager and Superintendent that has the tools to ensure the project runs smoothly. When we build a Costco we have a specific amount of days that we have to construct the building from bottom to the top. The entire store has to be enclosed within 65 days. Our company works side by side with the general contractor providing them with the schedule that we have to follow. This schedule is detailed out from how many walls will be up to when the skylights will be installed. If we do not follow this schedule we will owe money back not only to the owner but also the general contractor. Last year we started a project in Sun Prairie, Wisconsin. The first issue that arose was on the first day of project. Our painter that we hired did not provide the correct insurance certificate which was to include the general contractors name as part of their coverage. The general contractor contacted the project manager informing them that the painter will be removed from the jobsite until this is resolved....
Words: 931 - Pages: 4
...PM598 – Go Green Consulting’s RFP 2010 Go Green Consulting’s Headquarters Go Green Consulting 13591 SE Sunnyside Rd Clackamas, OR 97015 Telephone: 503.432.5864 E-mail: tnbackes@me.com Wikispaces: http://gogreenconsulting.wikispaces.com Tara Backes, Mandalyn Echols, Raj Rami PM598 – Fall 2010 Pg 1 of 14 PM598 – Go Green Consulting’s RFP 2010 TABLE OF CONTENTS 1. INSTRUCTIONS TO BIDDERS............................................................................................................3 1.1. General Description of Work..............................................................................................................3 1.2. What Must Be Included with Bid .......................................................................................................3 1.3. Schedule of Bid Period Activities.......................................................................................................3 1.4. Location of Work ................................................................................................................................3 1.5. Pre-Bid Meeting..................................................................................................................................4 1.6. Owner Contact for Questions..............................................................................................................4 1.7. Pre-Award Surveys ...........................................................................................
Words: 4241 - Pages: 17
...DIRECTED STUDY 1-2 1. What is the purpose of a postaward orientation? 42.501 -- General. (a) A postaward orientation aids both Government and contractor personnel to (1) achieve a clear and mutual understanding of all contract requirements, and (2) identify and resolve potential problems. However, it is not a substitute for the contractor’s fully understanding the work requirements at the time offers are submitted, nor is it to be used to alter the final agreement arrived at in any negotiations leading to contract award. 2. What must the contracting officer consider when deciding whether postaward orientation is necessary and, if so, what form it should take? 42.501 -- General. (a) A postaward orientation aids both Government and contractor personnel to (1) achieve a clear and mutual understanding of all contract requirements, and (2) identify and resolve potential problems. However, it is not a substitute for the contractor’s fully understanding the work requirements at the time offers are submitted, nor is it to be used to alter the final agreement arrived at in any negotiations leading to contract award. 3. What are the two methods for conducting postaward orientation? 42.500 -- Scope of Subpart. This subpart prescribes policies and procedures for the postaward orientation of contractors and subcontractors through -- (a) A conference; or (b) A letter or other form of written communication. 4. Who is responsible for arranging a postaward conference...
Words: 506 - Pages: 3
...|Project Name |Huntsville Plant |Project Number |XXX | |Project Manager |Ahmad Malal |Prioritization |High | |Owner(s) |Johann Seitz |Start Date: |April 18, 2011 | | | | | | |Scheduled Completion |June 30, 2012 | |Date: | | |Mission | | |The purpose of this project is to construct anew plant so the strategic goals set in place will be met in the next fiscal year. | |Scope | | |In Huntsville, Alabama a new plant will be constructed accommodate for the increased number of sales the company is reaching for, room for new products | |that will be available, increased productivity and to house supplies so dependency on others will no longer be a factor. ...
Words: 538 - Pages: 3
...GUIDEBOOK FOR FACILITATING SMALL BUSINESS TEAM ARRANGEMENTS SEPTEM BER 2007 DEPARTMENT OF DEFENSE OFFICE OF SMALL BUSINESS PROGRAMS Contents Preface .......................................................................................................... v Chapter 1 Introduction................................................................................... 1 GROWTH OF TEAMING .................................................................................................. 1 GROWTH OF CONTRACT CONSOLIDATION ....................................................................... 1 PURPOSE .................................................................................................................... 2 STRUCTURE OF THIS GUIDEBOOK .................................................................................. 2 Chapter 2 Challenges of Consolidation and Bundling to Small Business............................................................................................... 4 CONSOLIDATION ........................................................................................................... 4 BUNDLING .................................................................................................................... 5 Diversity, Size, and Specialized Nature of the Requirement................................. 6 Aggregate Dollar Value ........................................................................................ 6 Geographical Dispersion of the...
Words: 29004 - Pages: 117
...6.4 TEAMWORK Steve Youngblood Indiana Wesleyan University MGT 500 October 3, 2012 TEAMWORK – ROCKY GAGNON, GENERAL CONTRACTOR This situation is suitable for traditional work team arrangement with a project focus. Rocky leading this team from a general contractor perspective should incorporate a lessons learned approach that involves all the contractors so that each time they can make improvements to the process. The first challenge Rocky should address is the spirit of teamwork. He should be very selective on who participates on his jobs. The selection process should consider work ethic and teamwork as much as skill in a particular trade. He should find people of like values and attitudes (Bateman & Snell, 2013 p. 518). The fact that the members of this group are highly skilled in a particular area of construction would lead me to believe that they take a tremendous amount of pride in their workmanship. Any criticism by the other tradesman would probably not be accepted positively. Rocky would need to handle giving the constructive criticism personally as the General Contractor. As mentioned in the case study, adherence to schedules and condition the worksite is left are potential issues that may occur. There are several strategies that Rocky can employ to make sure he can build cohesiveness and high performance. As I mentioned before, he must develop a selection criteria that will support a teamwork culture among free agents. He must develop and communicate...
Words: 511 - Pages: 3
...Federal Contracting Activities and Contract Types Strayer University, BUS-315 Cost and Price Analysis Professor Mark O’Connell May 25, 2012 For my research paper, I selected a top 100 federal contractor company from the Washington Technology list. In it I will address the history and background of the company, identify a recently awarded contract, describe the type of contract that was awarded along with explain why that particular type of contract was chosen over others. In addition, I will identify and discuss three (3) indirect costs that the contractor incurred. The company I chose to wrote about is listed number 37 on the Washington Technology list, happens to be my employer, VSE Corporation, headquartered in Alexandria, VA. VSE is Federal Services Company known for solving issues of global significance with agility, integrity and value. VSE marked its 50th year as a government contractor in January 2009 and is dedicated to making our clients successful by delivering talented people and innovative solutions for program management, logistics, engineering, IT services, construction program management and consulting. VSE Corporation was established in 1959 with a mission to provide engineering, and technical support services to reduce the cost, plus improve the reliability of DoD systems and equipment. VSE has five wholly-owned subsidiaries: Energetic Incorporated, Integrated Concepts and Research Corporation (ICRC), G&B Solutions, Inc., Akimeka LLC,...
Words: 1829 - Pages: 8
...aspects inclusive of the staff, job layout, trades, and you have to make sure that you have everything clear and communicate any problems that can occur to your management team. This week 5 case study is about a major problem of trust, communication and honesty between the owner, management and the sub-contractor. Lack of communication can open the door not only for failure but also safety concerns. Communications is the most important part of not only construction but in life. The consequences of bad communication are a failure and a red flag on any project. From the beginning of this project communication was the most important issue. Not telling Don Carver the superintendent of the expectations of the job was another issue that was also related to communication. Don does not clearly communicate the needs and issues that are arising to keep John, the Owner's CM, on the same page and aware of the overall status of the project. When the dirt company comes to the site to start working and they saw the amount of work was more than what was communicated by Don they needed to communicate with Don about the scope of work. Once again the lack of communication from the general contractor team to the subcontractor regarding the scope of work that had to be completed was an issue. Don not only has the first bump in the road when he receives the call for the concrete mix having a lower psi than expected but also the first two cylinders were under the necessary requirements. With...
Words: 711 - Pages: 3
...[pic] ----------------------- We strive to provide professional cleaning services at competitive prices. Choosing a cleaning contractor is an important decision. Let us provide the high quality services that you need to keep your building looking great! Company Name Company logo here Company Name Testimonials “[Name}, we're very happy with your cleaning service. We'd be happy to recommend your company anytime!" – Robert “Our office was in pretty bad shape. Working magic is an understatement. An absolutely wonderful job. [Name] is an honest professional, reasonably priced, and the work he does is incredible. I am sold." -- Kathy “Just wanted to let you know how impressed we are with the office cleaning. Since we switched to [Company] we really feel we're getting our money's worth." -- Bill Keeping it Clean! Phone: 325.555.0125 Website E-mail Street Address Address 2 City, ST ZIP Code Phone: 325.555.0125 Fax: 325.555.0145 E-mail address [pic] Commercial Cleaning Services Office Buildings Apartment Buildings Retail Stores Medical Facilities Government Buildings [pic] [pic] [pic] Our Services Services can be provided daily, weekly, bi-weekly or semi-monthly. General cleaning services include: ▪ Trash removal ▪ Vacuuming ▪ Restroom cleaning ▪ Dusting cleared desks and tables ▪ Spot cleaning windows ▪ Cleaning entryways ▪ Sweeping & mopping ▪ Emptying...
Words: 317 - Pages: 2
...52.204-10 Reporting Executive Compensation and First-Tier Subcontract Awards. As prescribed in 4.1403(a), insert the following clause: Reporting Executive Compensation and First-Tier Subcontract Awards (Jul 2010) (a) Definitions. As used in this clause: “Executive” means officers, managing partners, or any other employees in management positions. “First-tier subcontract” means a subcontract awarded directly by a Contractor to furnish supplies or services (including construction) for performance of a prime contract, but excludes supplier agreements with vendors, such as long-term arrangements for materials or supplies that would normally be applied to a Contractor’s general and administrative expenses or indirect cost. “Total compensation” means the cash and noncash dollar value earned by the executive during the Contractor’s preceding fiscal year and includes the following (for more information see 17 CFR 229.402(c)(2)): (1) Salary and bonus. (2) Awards of stock, stock options, and stock appreciation rights. Use the dollar amount recognized for financial statement reporting purposes with respect to the fiscal year in accordance with the Statement of Financial Accounting Standards No. 123 (Revised 2004) (FAS 123R), Shared Based Payments. (3) Earnings for services under non-equity incentive plans. This does not include group life, health, hospitalization or medical reimbursement plans that do not discriminate in favor of executives, and are available...
Words: 1841 - Pages: 8
