...University of Seattle PM501_03_IN: Intro to Project Management Larry D. Mitchell October 17, 2014 DIA – Individual Case Analysis The Denver International Airport was built and finally opened on February 28, 1995. It took the project nearly six years to complete with project costs initially estimated at $1.2 billion to the final cost of $5.0 billion. From the case study in Project management: a systems approach to planning, scheduling and controlling, DIA provided improved airfield configuration, improved efficiency in the operation of the regional airspace, reduced noise impacts, a more efficient terminal/concourse/apron layout, improved international facilities, significant expansion capability and enhanced efficiency of airline operations (Kerzner, 2001, pp. 645-646). Yet, the DIA construction project was inundated with many problems, conflicts of interest, increase scope changes and cost issues. Of which, the root cause is that DIA had poor Stakeholder involvement and accountability. In the PMBOK® Guide, a Stakeholder is “an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project” (PMI, 2013, p. 563). The facts will show that our stakeholder involvement and accountability suffered throughout the DIA construction project. United Airlines and Continental had 80% of all the incoming and outgoing flights in Denver, yet the DIA project construction started without a signed agreement from...
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...called as Change Agent in the industry. Her efforts in introducing affirmative action as well encouraging women and minorities to be part of real estate industry improved their conditions. However because of the mentality of being a male dominated industry in construction projects, she was facing problems of introducing and encouraging women workforce in construction industry The Case study concludes as to what Julia Stasch should do to overcome her dilemma, introduce changes and also be able to obtain the bid Metcalfe Federal building to advance the cause. OUTLINE OF THE CASE: Stein & company, founded by Richard A Stein which started as a small venture handling rehabilitation of townhouses evolved into a successful enterprise responsible for over a billion worth of commercial properties in Chicago . Julia Stasch, a socially conscious high school teacher, joined Stein and Company as a secretary to Richard Stein but rose to the status of president and chief operating officer within 15 years. Julia Stasch’s first real opportunity to address minority and women’s issues in construction began in 1984 when Stein and Company was asked by the city of Chicago to include an Affirmative Action Component in a small project. Shortly thereafter, Stein and Company was bidding to become the developer of a $360 million regional headquarter for AT&T, a telecommunications giant. Stasch suggested that Stein and Company should distinguish its bid by including a strong affirmative action...
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...New Sport Facilities Management Outdoor Campus Recreation Field Facility We will be conducting an outdoor campus recreation facility. The facility will include 2 soft-ball fields as well as 2 multi-purposed fields. These will provide different areas to focus on such as budget of the whole construction and facility usage, where the location in University of Akron we will put the facility in, what the facility will offer, who will be managing the program of the facility, and who will be the architecture to construct the facility. We will also demonstrate the pros and cons of each of the focus areas. The budget for the softball fields as well as the multi-purpose fields are as follows. For general construction costs, $500,000 will be allocated to finish the projects construction. Some specific costs will be the purchasing of the soccer and lacrosse goals that can be added and removed from the field which will be $2,000. Another specific cost will be the fencing around the softball fields which will be around $1,000. Costs for keeping up the inventory of the concession stands will be around $12,000 per year. The costs to keep the inventory stocked for the sports-wear store inside the softball fields will be around $50,000, selling things such as T-Shirts and Hoodies, along with many other types of sports apparel. The cost of utilities will be around $180,000 per year. Some specific utility costs are electric which will be about 150,000 per year and water, which will be around...
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...For construction projects, quality control means making sure things are done according to the plans, specifications, and permit requirements. Quality is defined as 'fitness to purpose', in regards to how quality is significant for Bull’s Construction. It means providing a building that has an appropriate quality for the purpose for which it is intended. Moreover, a different way of looking at this concept is that the price of the building could potentially reflect the expectations of quality. A cheaper building probably uses inferior materials and is likely to be less attractive and less durable. Quality control in construction typically involves insuring compliance with minimum standards of material and workmanship in order to insure the performance of the facility according to the design. These minimum standards are contained in the specifications described in the previous section. For the purpose of insuring compliance, random samples and statistical methods are commonly used as the basis for accepting or rejecting work completed and batches of materials. Rejection of a batch is based on non-conformance or violation of the relevant design specifications. Procedures for this quality control practice are described in the following sections. One of the elements that our company will be utilizing to assure a quality measurement process for our projects is an inspector. An inspector tries to ensure that the job is done right the first time and that no major accidents occur...
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...respectively on environment risk strategy. This was due to Chevron positioning itself both publicly and internally as a company that was responsible steward of natural environment. Furthermore, we analyzed their Internal and External Risk Management tools and compared them with the Quantitative Risk Management tool (DEMA). Internal Risk Management:- Traditionally, risk management decision making at Chevron was more judgmental than analytical. Their risk management across the organization relied on managerial judgment which followed Policy 530. There were ten key elements which were part of Policy 530 such as compliance assurance, community awareness and outreach, energy and resource conservation etc. All these elements were to be implemented through adherence to the managerial practices. Incentive compensation was one of the major savings plan used by 98% of the employees within Chevron but it was largely based on profitability of the corporation and not majorly linked to the attainment of safety or environmental objectives. But senior management was required to review the overall environmental performance. There were no penalty in place but if the senior manager did not adhere to the environmental goals they could lose their jobs. External Risk Management:- Chevron followed a general corporate strategy of self-insuring only up to a certain limit. But the amount of deductible varied in different areas of the organizations. Unlike their...
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...Quantitative Methods in Management is generally a practical field and can be applied in different areas like Manufacturing, Environmental Planning, Engineering and Construction which is the field of my profession as an Architect. The subject offers a scientific and systematic approach to problem solving and decision making. The use of mathematical analysis helps a decision maker like me, to be able to understand the problems I’m facing and provide a tool in making informed and reasoned judgments. One example on how the subject can help me is for putting mark ups on BIDS which we normally use in construction. The different methods shown in the subject especially in chapter 4 sample problem(4-13) in the book thought me on how to evaluate expected value of profit on different values of additional cost and evaluate which value can give me the best probability of winning the bid and getting the highest profit possible. Since one of the objectives of the subject is to develop analytical frame of mind, it will be an essential tool in project management which includes decision making. It will make Project Managers like me to be explicit in analyzing conditions associated with future decisions and in determining the outcome of different alternatives. For example in my case, I can now evaluate the pros and cons of renting exhibitions stands against building our own for the company. I can now consider which will be more profitable for the company considering all the factors and...
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... 1 For the project management profession there are a number of standard bodies of knowledge (BOK). What is a BOK and what is the purpose of it? Name at least two BOKs and discuss their underlying assumptions. (4 points) • Basis for Project Management Systems • Guidance for common ground between projects (for PM and Team) • Framework of best practices • APM • Project management in context • Planning/Executing strategies • Techniques • Business/Organisation/People • PMI • Project life cycle • PM Process • Project Integration/Scope/Time/Cost/Quality/HR/Comm./Risk Management 2 What is the so-called iron triangle? Explain how it may be used in order to evaluate strategic choices in a project. (4 points) • [Draw picture] • Time/Quality/Cost/(Customer satisfaction) • Trade off, optimization for one or two goals (priority) • Conformance vs. Performance 3 Describe the kind of stage-gate models that many companies use to control their projects. Discuss briefly the pros and cons of such a system. (4 points) • Basic opportunity to review progress (Checkpoints/Gates) • Find fundamental problems in the project early • Quality gates: Deliverables, Checklists • Pros • Ability to call a halt (Save future expenses) • Quality control • Correction of earlier plans • Cons • Requires additional effort • Can slow down the project 4 What is...
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...Canada Homes Corporation Report prepared for: CHC Board of Director Prepared by: Erdell & Co., Management Consultant July 2, 2006 Executive Summary Canadian Home Corporation (CHC), a residential developer in Eastern Canada, was incorporated in 1978 and is well-known in the residential construction industry for quality and innovative design. Currently CHC is experiencing challenges in generating profitable income and meeting shareholder’s objective of annual dividends. It remains unprofitable due to rising material and labor costs, and the cyclical nature of the real estate industry. In addition, quality issues have created negative publicity that threatens the reputation of CHC. The purpose of this report is to analyze strategic and operational issues with CHC and to provide recommendations to improve the performance of the company. CHC’s external opportunities and threats that affect the company’s decision on its strategic alternatives include: increasing popularity of prefabricated housing, high demand of renovation, labor shortage, and a shortage of land available for development. In light of its internal analysis and external environment, CHC must: 1. Pursue renovation services 2. Manufacture prefabricated homes 3. Reject GH’s joint venture proposal 4. Reject rental property development proposal 5. Divest Maritimes Division To mitigate the various operational issues: 1. Declare bankruptcy for its European subsidiary ...
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...their co-workers are thorough and ethical in their findings for the group. In some cases, teams will rely on the information produced elsewhere to complete their section of the assignment, so this trust has become more vital than ever. Team members pay close attention to detail when selecting those needed to contribute to the project, as the work of others will directly reflect on them as well. Keywords: Trust, efficiency, reliable, ethical, attention to detail Woolley, A., Bear, J., & DeConstanza, A. (2013). The effects of team strategic orientation on team process and information search. Organizational Behavior and Human Decision Processes, 114-126. Strategic orientation within teams determines the methods in which members are likely to interpret information, contribute to research, and assess different possibilities or obstacles. More specifically, strategic orientation portrays the overall attitude of the group as being either offensive or defensive with individual decision making. This is important to project teams because there should be both a common process and goal when analyzing and portraying end data. The article offers the pros and cons to offensive and defensive minded individuals, and how they might affect the overall team. Research shows how these same individuals react in environmental change as well. Keywords: Defensive, Offensive, Strategic Orientation,...
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...Distribution Strategy (Group D _ Session 7 _ Assignment) San Fabian (SF) - MacDowell Philippines (MP) - Paulo Remita Incorporated (PR) Problem Statement After 19 years of an established “exclusive-distribution” agreement with San Fabian; MacDowell Philippines decided to terminate the deal. MacDowell Philippines decided to take over the Wholesale role of San Fabian (SF) and would participate directly in large Commercials as well as Government Projects. Accordingly MP (MacDowell Philippines) products line will be made available to Construction Supply dealers across Philippines. MP claimed to be forced to take that step to help increasing Sales since they experienced an operation capacity around 50%. Situation Analysis As Mr. Paul Cheng _ President of SF was looking at that situation imposed by MP; he went back in time when the relationship started between both corporations in 1967 and continued since then and saw how that engagement was considered to be a “ Natural Fit “ or in other words a “ Win to Win “ situation. There were things SF wanted in MP and other things MP was missing that could be briefly explained as follows: a) SF MP * SF was missing the roofing product line * MP was the only manufacturers who accepted the “exclusive-distribution” agreement b) MP SF * SF was a growing co. with a solid, good reputation * SF didn’t carry any competing product line * SF could offer a national coverage * SF would be able to pay...
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...PM598 – Contract and Procurement Management RUHLING MANUFACTURING COMPANY Cyrus Ruhling founded the Ruhling Manufacturing Company in 1901. Until 1915, the firm made electric motors. In 1915, Mr. Ruhling was persuaded by the War Department to take on several defense contracts. Ruhling expanded rapidly. After World War I, Ruhling found itself the possessor of much excess capacity. Cyrus decided to cater to the small but growing home appliance industry. Today, Ruhling is one of the nation's largest appliance manufacturers. Although appliances account for all the firm's sales, a small electric motor capacity has been retained, partly for historic purposes and partly to protect against unforeseen contingencies. Whenever feasible, Ruhling follows a dual sourcing policy. In some cases, three sources may be under contract. Last month, purchasing issued an invitation for bids for 11/32 horsepower motors for a six-month period. Ruhling's estimated price for the motors was $29.00. The quantity estimated was 48,000 motors over the six-month period. Orders were to be placed daily through the firm's automated material requirements planning system, with deliveries to be within one week of release of an order. Three days ago, the bids were opened. They were as follows: Able Electric $30.00 Beta Products $28.00 Gamma Manufacturing $32.00 Delta Electric $29.25 Epsilon Products $30.00 Today, prior to the award of a purchase order, Epsilon Products contacted...
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...Course project 1 contains my responses to the nine questions related to the Oresund Bridge project. I have answered them to the best of my ability. 1. What process would you use for identifying project risks for a second Oresund Bridge project? What risks would you raise for each alternative? For such an extremely large project like this to identify project risks, I would start with the basic premise of a conducting a SWOT analysis which allows for identifying Strengths, Weaknesses, Opportunities, and Threats. Once SWOT analysis is completed, I would move forward to defining control of the project to indicate the following variances such as cost, schedule, scope and quality. Furthermore, bring in Subject Matter Experts (SME) to provide their input for mitigation strategy. Lastly, other risks to be raised for each alternative is to develop a risk management plan, project planning outputs, risk categories, historical information. By using these deliverables under the PMBOK risk processes called Risk identification. 2. What process would you use for categorizing project risks for a second Oresund Bridge project? How would you actually categorize them? I would use the qualitative risk analysis process for categorizing project risks because from a high level standpoint it allows me to evaluate each risk and designate the severity of the impact of the project and estimate the probability of the risk occurring in terms of high, medium and low. For categorizing project risks,...
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...previous record levels. The strongest factor sited for the decline is expansion, which led to more stores which increased COGS, depreciation, personnel expenses, and interest expenses. Growth in Long-Term Debt: HD growth up until 1984 was funded primarily from existing store operations, with a significant source of liquidity since sales are on a cash-and-carry basis. The company has supplemented its operations cash flow with bank credit, equity and debt financing. During fiscal 1985, HD negotiated a $200M revolving credit facility with a group of banks to provide continued expansion opportunities over the next 8 years. 2. Return on Sales within Home Depot (HD) decreased from 1983 to 1985 from 4% to 1.2%. An analysis of the “Management Discussion and Analysis…” statements reveal several key factors contributing to this reduction. First, as a...
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.............................................................. 3 County Map for Scenario A ......................................................................................................... 4 Urban Map for Scenario B .......................................................................................................... 5 . County Map for Scenario B ......................................................................................................... 6 Urban Map for Scenario C .......................................................................................................... 7 . County Map for Scenario C ......................................................................................................... 8 Pros and Cons Summary Table ................................................................................................. 11 2. Urban Form ............................................................................................................................... 21 Issues to Consider for Future .................................................................................................... 21 Review of Scenarios...
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...1. As Mr. Li would you pursue blanket approval for facades and slabs? Why? Yes I believe Mr. Li should definitely pursue this initiative because of the fact that a positive outcome outweighs by far the cost of a 4-month lobbying effort. Mr. Li expects that 80% of Union’s sales will come from HKNA projects, the government is forecasting a 179 block demand for next year alone in which 50% of this demand would require precast materials. Unicon´s current capacity only sustains 7 blocks per year and accounts for a 35% market share along with 3 more competitors, which gives Unicon´s market leadership, current market production amounts 20 blocks per year and 2 more competitor´s are expected to arrive at year´s end. Having in mind this current market conditions with an uprising demand forecast for precast materials and the expected increase in competition the Blanket approval initiative would help the industry avoid the current 28 day burocratic government approval process by simply re-submitting the same approved projects thus reducing 1 month lead time giving them aprox 2 month extra capacity. Another crucial factor is cost, by getting approval they would save the expensive professional fees regarding the review process they would also achieve product standardization that would eventually lead to lower costs and thus help the industry players get in a good shape for this upcoming market expansion and meet the new government demands. If Mr.Li achieves to persuade government...
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