...Running Head: PROJECT PROGESS REPORT 1 Project Progress Report The City of Charming – Ocean View Resort Project Magenta Construction, Inc. November 29, 2012 Courtney Bocage, Lyndsie DeVito, Keayan Emory, Kelli Keith, Atsoh Nyindem Project Progress 2 Change History Date changed October 2, 2012 October 3, 2012 Change details Added the Responsibility Matrix Increased the City of Charming’s budget from $25M to $100M Increased the number of parking spaces from 600 to 800 Added the Project Communication Plan Added the Project Team Organization section Added the Project Schedule section and the work breakdown structure Phases were updated to include three tiers and then three phases within the construction tier Added the Roles and Responsibilities table Changed the working days constraint to include working days of only Monday – Friday, instead of Monday – Saturday Added the Project Cost Estimation section and the cash flow analysis section Added the Risk Management Plan Added Overallocated Resources and Project Crashing section Added the Crystal Ball risk analysis/cost uncertainty tables Removed “Designer” staff Working days were setup as Monday – Friday in the MS Project WBS We originally had only included the construction phases and had to create a place for the pre- and post-construction work Reason for change (if applicable) For the length and detail of the project, $100M is a more realistic budget. For 600 hotel rooms, 800 spaces were more realistic. ...
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...Construction Project Controls: Cost, Schedule, and Change Management UP-201 September 2004 CURT Owner Member Companies Abbott Laboratories Air Products & Chemicals, Inc. Ameren American Electric Power Baxter Healthcare Corporation Boeing Company Caterpillar Inc. Citigroup ConocoPhillips DTE Energy The Dow Chemical Company E.I. Dupont De Nemours & Company Eastman Kodak Company Ernst & Young ExxonMobil Chemical Company FMC Corporation FirstEnergy Corporation General Electric Company General Mills, Inc. General Motors Corporation HCA Healthcare Corporation Hercules, Inc. Honda of America Mfg., Inc. IBM Intel Corporation Johnson & Johnson Kansas City Power & Light Company The McGraw-Hill Companies MeadWestvaco Corporation Merck & Company, Inc. Owens Corning PSEG Power, LLC Pfizer, Inc. The Procter & Gamble Company Rohm and Haas Shell Global Solutions (U.S.), Inc. Southern Companies Sunoco, Inc. TECO Tampa Electric Company Toyota Motor Mfg. North America Tyco International U.S. Army Corps Of Engineers U.S. General Services Administration The University Of Cincinnati Associate Member Companies Alberici Group, Inc. BE&K Bechtel Egizii Electric, Inc. Fluor Corporation Hunt Construction Group Jacobs Engineering Group Rudolph/Libbe Companies The Shaw Group, Inc. Tetra Tech FW Inc. Turner Construction Company Zachry Construction Corporation Association Associate Members Associated Builders and Contractors (ABC) Associated General Contractors of America (AGC) Mechanical Contractors...
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...Burj Khalifa Turner Construction Company Executive Summary Turner’s business philosophy is to work very closely with customers on all its projects. It strives to share the most up to date and accurate information with them. Thus, making customers a partner in the business risk and rewards. It also empowers its employees to record accurate information by decoupling individual bonuses from project performance and tying it to overall corporate performance. It has a well-structured management control system through Indicated Outcome Reports which help Turner to identify and manage not only the risks but also potential savings in the projects. We recommend that Turner could release $200,00 of C-holds and balance $300,000 from construction contingency. This is keeping in mind that it is a new customer and releasing the funds would help Turner in further nurturing the relationship. However, it needs to keep a close watch on scope enhancements being approved by owners and cost control. Turner: Background and Simon’s perspective Core Values Turner’s business model revolves around the following core values: • Make clients your partners It works very closely with the owners and makes them partners in managing the project. Through regular status updates, it keeps them informed about potential risks and cost savings...
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...Methods ……………………………………………………………………1 Analytical Report Organization ………………………………………………………..1 Business Management ………………………………………………………………………….2 Education Requirements ………………………………………………………………..2 Daily Tasks ……………………………………………………………………………..2 Salary ……………………………………………………………………………………3 Project Management …………………………………………………………………………….3 Education Requirements …………………………………………………………………3 Daily Tasks ………………………………………………………………………………4 Salary …………………………………………………………………………………….4 Job Outlook ………………………………………………………………………………………4 Recommendation …………………………………………………………………………………4 Work Cited ……………………………………………………………………………………5 INTRODUCTION As graduation approaches the idea of which career choice is ideal for me grows every day. While I have always been interested in Project Management, I have more hands on experience in the business sector, primarily accounting. Prior to my experience in the business sector, I was involved in the legal world working as a paralegal. I very soon realized that this was not the career that I wanted to pursue for the rest of my life. Working as a paralegal made me realize that while this was a recognized position, it was not highly regarded and that I have always been more of a leader. I knew that I wanted to lead a team of talented individuals all working towards the same goal. That being said, we will venture through the details of becoming a Business Manager versus becoming a Project Manager. To gain a firm understanding of which career I am...
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...Peter Olafson Peter Olafson is a general manager that reflects poor general management skills. In his messy situation he has much to deal with, but he has much better ways to handle them. Olafson needs to learn how to manage his boss, stop avoiding conflict and ask for better resolutions rather than just trying to fix an employee his way. After these minor adjustments in his managing techniques Olafson would be a remarkable general manager. As a general manager, Olafson greatly needed instruction on managing his boss or maybe even bosses. It starts when Olafson is confused on who he is to report to. He is under the impression it was supposed to be the president, but just allows the reporting chain to happen. He did not by any means bring this up to anyone. He could have simply asked to get clarification, perhaps if this was clarified maybe he would’ve been able to report to both of them and get the support he so desperately needed. Regardless, he began reporting to Harvey. As Harvey as his manager he had several complaints as the support he was receiving from him, and the suggestions he did receive he negated as wrong and disagreed with them. Where it isn’t necessarily wrong to disagree with his manager, he did not offer any suggestions as to what type of supported he needed. Olafson only complained about what he was missing. Olafson should have asked Harvey for coaching from experienced personnel whom have accomplished the pre-operating phases successfully. In the case...
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... Construction of Orphanage in YY Djamoat of Rasht District, VVVV Improvement of Living Conditions of Orphan Children _____________________________________________________________________________________________ Prepared by: ___________ Date submitted: 12 November 2014 _______________________________________________________________________________________________ Table of Contents Project Executive Summary 3 Project Purpose and Overview 4 Project Objectives 4 Project Task and Scope 4 In Scope 4 Out of Scope 4 Deliverables (Results) Produced 5 Organizational Impact 5 The following organizations or groups will be affected by the project’s results: 5 Project Estimated Effort, Cost and Duration 6 Estimated Effort Hours 6 Estimated Cost 7 Estimated Duration 7 Project Assumptions 8 Project Risks 8 Project Approach 8 Project Organization 10 Organization Chart: 10 Project Approvals (if required) 11 Attachments 12 Project Executive Summary The main purpose of the proposed project is to provide 15 orphan girls in YY Djamoat of Rasht District, VVVV with adequate accommodation and living conditions. This purpose will be achieved through (i) mobilization of financial resources in the amount of $40,000 from local entrepreneurs, and (ii) construction of a...
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...Higher Diploma in Systems Analysis Applied Systems Analysis Assignment: The TDC Construction Company Requirements Determination and Analysis The TDC Construction Company Requirements Determination: Analyse of the conduct of the interview: In general, what is your view of how the interview was conducted? Generally the interview was reasonably professional if a little rushed. The good points were: Inez begins well by reviewing the company’s business objectives which she has a grasp of from previous contacts with the company. There seems to be a good understanding on business matters between Inez and Gerry. She ensures that she has a firm understanding of many of the facts that she gathered. E.g. “Now, I understand one of the general objectives of the new information system is to be able to extract reports and inquiries on demand from any browser on a PC, laptop, Blackberry or PDA”. She pauses to jot some details of those facts down The bad points were: Inez seems to have her eye on the clock and she avoids going into detail on some of the new areas of business that Gerry wants in the new system e.g. the company’s proposed environmental specialist division, is not analysed by Inez. She also does not analyse sufficiently the Safety System. At times she does not seem to be listening to Gerry. Gerry talks about the environmental area more than once, but she does not to pick up on it sufficiently. However, to be fair to Inez, at the end of the interview she does say...
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...for the Ottawa– Carleton Water Park to be developed by KLSJ Consulting. The charter describes the background and objectives for the project and explains the strategy behind the project management structure proposed by KLSJ Consulting. To meet the proposed targets, approval of this Project Charter by the owners of Carlington Aquatic Parks is required within 30 calendar days from the date of this report. The management philosophy for the project is as follows: KLSJ Consulting will manage the design, development, and construction of the park. KLSJ will hand over operations to the operations management team before the official opening. Carlington Aquatic Parks will retain approval authority for all critical design, marketing, and financial decisions throughout the project. Project team resources include the Project Manager, Project Leader (Design and Construction), Team Leader (Legal), and Team Leader (Financial) as well as a Risk Manager. The design and construction team also includes three junior members for the construction period. A contracted firm overseen by the Project Manager will carry out marketing. The Work Breakdown Structure (WBS) shown in Appendix A describes the high-level activities and schedule for the project, with the top two levels showing phases and then functions within each phase. Subsequent planning activities will breakdown these categories further into tasks. In some cases project tasks may still be rather lengthy; therefore, a subordinate WBS with...
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...injuries to a worker when they are at work then they is protected by this law. BAM Construction Site In a BAM construction site to follow the health and safety at work act is very important, this is because in a BAM construction site there are many workers that have got different jobs to do that are a risk for the workers such as the crane driver, the job role for the crane driver is to direct heavy equipment from the floor around the construction site to the location it needs to be and without the right training the heavy equipment can slide of and fall on workers or on the building itself. However BAM construction site worker follow the health and safety at work act very seriously because there have been very few injuries at the construction site. In 6 months there have only been two injuries in the construction site and the injuries were minor however any injury that happens on a BAM construction site has to be reported. The amount of risks that are in the construction site are very high and to have two minor injuries in the amount of time the construction site has been there is an achievement because this shows that this law is being followed rightfully. When entering the construction site workers have to wear helmets, safety boots, safety goggles, and illuminated jackets this is part of the health and safety and without this vital equipment workers are not allowed to step onto the construction site. BAM Office In a BAM office to follow the health and safety act is important...
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...Pearson BTEC Level 1 Award in Health and Safety in a Construction Environment (QCF) – Workbook Pearson BTEC Level 1 Award in Health and Safety in a Construction Environment (QCF) Level 1: 4 Credits Learner name: | | Learner registration number: | | Centre name/number: | | Assessor/tutor name: | | Your job role (if applicable): | | Main Organization:(This will either be the organization the Learner is employed by or, if the Learner is not currently employed within the construction sector an organization they are familiar with.) | UNIT SIGN OFFI confirm that the answers given within this workbook are my own work. Learner signature: Date: | I confirm that the evidence in this workbook has been assessed against the assessment criteria for this unit and has judged for validity, authenticity, currency, reliability and sufficiency.Assessor/tutor signature: Date: | Assessment Guidance It is expected that the majority of learners who will be undertaking this qualification will be preparing for employment within a construction role in an organization. The expectation is that learners will choose to complete this workbook in the context of their own job role. This method should allow learners to access the material required with ease and utilize the information in the workbook as evidence against a knowledge-based qualification where appropriate. However, it is necessary...
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...Through gathering the perspectives and expectation of five stakeholders for this project: the Tianjin Binhai airport‘s top manager, the project manager, Civil Aviation Administration of China, the airport internal staffs and passengers, the strengths and weaknesses of the stakeholder management in the Phase II project management. The strengths mainly reflect firstly, the good understanding of the airport managers and staff for the demands of the passengers and combine effectively these demands in the design of Phase II project. Secondly, all estimated stakeholders support and expect good return for the project. Moreover, thirdly, they reach an agreement for the long plan of the airport operation. On contrast, the weaknesses include firstly, some staffs have negative mood for the project and there is poor cooperation between airport different departments. Secondly, both the predication for the airport operation and the identification of the largest shareholder between two stakeholders are different. For the definition of the stakeholder management, the understanding of project manager is not comprehensive. Based on the collected information, the steps of stakeholders identification and classification using power and interest matrix have been drawn and the recommendations for the weaknesses has been raised, in which two parts are useful for the project manager to -1- construct efficient stakeholder...
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...WASHGON UNIVERISTY Tacheng Wind Power Plant Project Plan School of Engineering & Applied Science Team Member: Shiyue Jiang, Ruiyu Liu, Kufre Essiet, Juan Wang, Mengpei Jia Project Report Table of Content 1. General description of project activity ..................................................................................... 4 1.1 Title of the project ............................................................................................................. 4 1.2 Description of the project ................................................................................................... 4 1.3 Detail of physical location ................................................................................................. 5 2. Understanding of scope of work .............................................................................................. 6 2.1 Scope of work ................................................................................................................... 6 3. Technical Approach ................................................................................................................ 7 3.1 Basic Construction part ...................................................................................................... 7 3.2 Basic Construction for fan ................................................................................................. 9 3.3 Fan Installation ...............................................................
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...University Course: PGMT 501, Fundamentals of Project Management Term: January 9 – March 11, 2012 Table of Contents Scope………………………………………………………………………………………………7 Project Charter…………………………………………………………………………………….9 Work Breakdown Structure (WBS)……………………………………………………………...14 Schedule………………………………………………………………………………………….16 Cost Estimate…………………………………………………………………………………….18 Preparation Costs………………………………………………………………………...18 Construction Costs……………………………………………………………………….19 Clean-up Costs…………………………………………………………………………...21 Project Cash Flow Plan…………………………………………………………………………..22 Resource Allocation Plan………………………………………………………………………...24 Roles and Responsibilities……………………………………………………………….24 Project Organizational Chart……………………………………………………………..25 Responsible, Accountable, Consulted, and Informed (RACI)…………………………..26 Communications Management Plan……………………………………………………………..28 Introduction………………………………………………………………………………28 Communications Management Approach………………………………………………..29 Roles……………………………………………………………………………………..29 Homeowner………………………………………………………………………29 Project Manager………………………………………………………………….29 Project Team……………………………………………………………………..30 Homeowners Association (HOA)………………………………………………..30 Design Lead……………………………………………………………………...30 Project Team Directory…………………………………………………………………..30 Guidelines for Meetings………………………………………………………………….31 Meeting Agenda………………………………………………………………….31 Meeting Minutes…………………………………………………………………31 Action Items……………………………………………………………………...31 Meeting...
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...DIPLOMA IN BUILDING SERVICES ENGINEERING PROJECT MANAGEMENT (CC603) CLASS: DPB 5A ASSIGNMENT 2 | Content Content | Page | Organization structure (functional, matrix, product) | 3-7 | Differentiate between supervision and superintendent | 7-8 | Duties technician and assistance manager | 9 | Distinguish between technician and assistance engineer | 10 | Relate the duty between technician and assistance manager | 11 | Explain the organization structure and the main characteristics of: a) functional structure Functional structure is set up so that each portion of the organization is grouped according to its purpose. In this type of organization, for example, there may be a marketing department, a sales department and a production department. The functional structure works very well for small businesses in which each department can rely on the talent and knowledge of its workers and support itself. However, one of the drawbacks to a functional structure is that the coordination and communication between departments can be restricted by the organizational boundaries of having the various departments working separately. The organization chart for a functional organization consists of a Vice President, a Sales Department, a Customer Service Department, an Engineering or Production Department, an Accounting Department, an Administration Department, etc. Merits ✔ It has high degrees of specialization. ✔ It has clear lines of authority. ✔...
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...SEB 701 Work Integrated Learning 1 Student Number: | N8303398 | Student Name: | William Campbell | Urban Development Major: | Construction Management | Employer: | Rimfire Constructions | Assessment Number: | Assessment Number 1 | Due Date: | 22nd December, 2014 | Placement Duration: | 80 Days | Executive Summary Through out my time employed with Rimfire Construction, I have experienced many different facets of the construction industry and how the proceedings work in order to successfully build commercial and residential infrastructure. Having the opportunity to work alongside industry professionals has been an extremely rewarding experience that has expanded my knowledge and skill base through continued industry practices within my job responsibilities as a Construction Cadet. Rimfire’s outlined Cadet program aims to complement the university’s course structure by incorporating teachings from different components of the businesses structure. This provides a greater exposure to the necessary elements required in order to maintain the continued operations of a successful construction company. During my employment I have been able to cover sections including estimating, contracts administration, cost reporting, document control and involvement in developing tender packages. Experiencing this variety of works has enabled me to realize the area of work I wish to move into once I complete my degree and Rimfire’s cadet program. Without exposure to these...
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