Project Plan for Murfreesboro Town Home
(Richard Bundy, Naif Basudan, Will Daniel)
Executive Summary: D and B Contracting service proposes a project plan to design, and construct 64 Town homes in city of Murfreesboro. With the growing enrollment at the University combined with the growing economy this plan would generate substantial profit for both D and B Contracting and Farrer Properties. The total cost of the project is $17,937,139 and it will take eight months to construct.
2.1. Project Scope:
2.1.1. Design and build townhomes for renters market in provided acreage. Design is for the maximum amount of townhomes on given acreage to allow maximum profit for our client, Farrer Properties. Project to be carried out by D&B Contracting Services. Project has deadline of June 1st, 2017. Project to be conducted solely by D&B Contracting Services with standard business practices. Project to be conducted abiding by all standard codes and regulations in city of Murfreesboro and state of Tennessee. Project requirements to be fully supplied by resources from D&B Contracting Services. Farrer Properties to sponsor project with D&B Contracting Services to assign project manager and team. Initial risk: Current resources in D&B Contracting Services may be insufficient to finish project by deadline. Townhome design to be completed by November 1st, 2016. Required approvals and permits to be completed by December 1st, 2016. Townhome building to start by January 1st, 2017. Costs for design development and building estimated to be $18 million for 64 townhomes. Project to be managed by Richard Bundy, project manager, with overall responsibility assigned to D&B Contracting Service’s senior executive.
2.1.2. Work Breakdown Structure and Index:
Town Home WBS
1.0 Contractual agreement and permits
1.1 Contract with Owner
1.2 Submit Plans to City, County, etc.
for review and approval
1.3 Acquire Permits including electrical, building 1.4 Determine brick color and mortar from Client
2.0 Site Work
2.1 Hire Civil Engineer to Evaluate lot grade for codes
2.2 Have crew grade lot and clear off debris
│ 3.0 Foundation work
3.1 Survey out location on lot
3.2 Hire out excavator to prep for footings
3.3 Material for foundation delivered
3.4 Lay foundation
3.5 Grade crawlspace areas and install stone
4.1 Delivery of building Packages
4.2 Temporary power Installed to site
4.3 Frame structures and weatherproof outer walls
4.4 Install Roofing and Flashing
4.5 Install Doors and Windows
5.0 Sub-contracts phase 2
5.1 Electrical Rough-in wire home as per plans
5. 2.1Rough-in plumbing,
5.2.2 Connect to city, water, & sewer
5.4 AV Contractor
5.5 Masonry Contractor
5.5.1 Install brick veneer
6.0 Interior Finishes
6.1 Insulation Contractor
6.2 Sheet Rock Contractor
6.2.1 Hang & Finish Boards
6.3 Finish Carpenter
6.3.1 Install Interior Doors, Trim Windows,
6.3.2 Add Baseboard
6.4 Paint Contractor
6. 4.1Prime and Paint Interior
6.5 Cabinet Contractor
6.5.1 Install Cabinets
6.5.2 Set Countertops
6.6 Floor Coverings
6.6.3 6.6.3Marble, etc.
6.7.1 Trim Out
6.7.2 Set Light Fixtures
6.7.3 Outside Lighting
6.8.1 Set Fixtures
6.8.2 Water Heaters
6.9.1 Set Units
6.9.2 Install Thermostats
7.0 AV Contractor
7.0.1 Security System
7.0.2 AV Wiring
7.1 Finish Carpenter
7.1.1 Install Interior Hardware
7.2 Glass & Shower Contractor
8.0 Exterior Completion
8.l Do Final Grading
8.2 Form and Pour Sidewalks
Steps and Driveways
8.3 Complete Exterior Painting
9.0 Call for Certificate of Occupancy
2.2. Project Deliverables
18.104.22.168. 4.5-acre lot for sixty-four townhomes to be built. Landscaping and irrigation will be installed in accordance to local codes. Standard profile curb and precast concrete wheel stops, and 30’ double fixture light poles and bases.
22.214.171.124. Each town home is self-sufficient with its own air condition and electrical wiring in compliance with the local and state codes
126.96.36.199. 64 townhomes
2 units per townhome
2 bedrooms per unit
1 ½ bathrooms per unit
2.3. Constraints and Assumptions
188.8.131.52. Site is approximately 4.5 acres in size and driveway requirements have caused less room for landscaping.
184.108.40.206. Labor market in the area become more demanding, leaving availability for labor harder to come by.
220.127.116.11. Local municipalities must approve construction storm water management plan.
18.104.22.168. Weather is the only possible delay that has been estimated into the schedule.
22.214.171.124. Site signage must meet Murfreesboro standards.
126.96.36.199. Electrical and plumbing systems must meet the LEED Silver standards for efficiency.
188.8.131.52. Ceiling space is limited and does not allow for being vaulted.
184.108.40.206. Flow rates for domestic water have minimum size requirements of 1-1/2” for any pressurized pipe.
220.127.116.11. Based on region, temperatures and weather do not allow for cost efficient HVAC systems.
18.104.22.168. Standard 40-hour workweek has been assumed.
22.214.171.124. Weather delays have been assumed to meet deadline and projections.
126.96.36.199. Subcontractor market in area is good enough to competitively bid on this project.
188.8.131.52. Free access to site during the duration of project.
184.108.40.206. Deliveries of materials will be scheduled and delivered on time.
220.127.116.11. Subcontractors will provide capable employees to complete their contracted tasks.
18.104.22.168. Local officials will help prepare surrounding for traffic detours to lessen congestion and increase speed of deliveries.
22.214.171.124. Townhomes will be constructed to project plans and specifications without any major changes.
2.4. Potential Risks and Categories
126.96.36.199. Material availability is limited due to unexpected circumstances.
188.8.131.52. Site design overburdens storm water management system.
184.108.40.206. Issue with acquiring required permits for building
220.127.116.11. Increase materials price due to availability of raw materials
18.104.22.168. Townhomes components installed incorrectly
22.214.171.124. Townhomes components do not pass inspection qualifications
126.96.36.199. Murfreesboro required city codes and permit costs increase after estimate
2.4.2. Project Management
188.8.131.52. Subcontractors default due to financial stress and cannot faithfully execute the subcontract
184.108.40.206. Project manager is underqualified at completely overseeing the project activities
220.127.116.11. Project management team is bogged down with employees and becomes redundant
18.104.22.168. Errors and/or omissions in base schedule and/or estimate causing expensive change orders
22.214.171.124. Labor strikes from unionized contractors
126.96.36.199. Health and Safety of on-site subcontractors and their crews during the construction phase
188.8.131.52. Owner change in project scope during or after project scope completion
184.108.40.206. Upper management support team fails to address project team needs
220.127.116.11. Financial distress within Charlie Farrer of Farrer Properties causing project default
18.104.22.168. Project management support staff underdeveloped, leaving project management team to become overburdened with work
22.214.171.124. Project team members at any level disagree or are not satisfied with one another causing less effective results
126.96.36.199. Weather, vandalism, and burglary at project site causing key shutdown, loss of materials, rework, etc.
188.8.131.52. Subcontractors employees becoming sick, injured, or any other reason that could delay work
184.108.40.206. Local organizations resist the project from proceeding as planned
2.5. Integrated Project Reviews
2.5.1. Project Metrics
220.127.116.11. Construction Metrics
18.104.22.168.1. Weekly jobsite coordination meetings to be conducted on the first day of the work week to review the following:
22.214.171.124.1.1. Current project schedule vs. projected schedule
126.96.36.199.1.2. Critical path Items
188.8.131.52.1.3. Long lead item procurement
184.108.40.206.1.4. Safety and health updates of all employees
220.127.116.11.1.5. Potential variable and change items
18.104.22.168.1.6. Coordinate scope between trades
22.214.171.124.1.7. Bi-weekly outlook
126.96.36.199.2. Daily progress reports to be submitted by on-site subcontractors and vendors detailing their crew size, hours worked, work performed, location of work performed, coordination issues, and work to be completed for the week.
188.8.131.52.3. Subcontractor pay applications will be withheld if this information is not kept up-to-date
184.108.40.206.4. Monthly executive meetings detailing overall project progress, schedule and cost management, milestone dates, issues and concerns, potential changes, and major coordination items.
220.127.116.11.5. Superintendent to complete daily logs of resources used as allocated by the estimate. Report should include over-usage
vs. under-usage and cost impact. It should also address any needs not specifically addressed in the general conditions estimate.
18.104.22.168. Design Metrics
22.214.171.124.1. Test, balance and third-party commissioning agent to test mechanical equipment and system at the 95% of the project to ensure that system is operating to design requirements
126.96.36.199.2. Structural engineering to conduct field-testing at predetermined milestone dates during the construction of the building structure to analyze structural integrity of building.
188.8.131.52.3. Civil engineer to perform field-testing of all site components to ensure they meet specification requirements.
3.0. Key Resource Requirements
3.1. Stakeholder Listing
3.1.1. Charlie Farrer, Farrer Properties - Client
3.1.2. D&B Contracting Services - Performing Organization
3.1.3. Charlie Farrer, Farrer Properties - Sponsor
3.1.4. Dr. Will Daniel, D&B Contracting Services - Executive Management
3.1.5. Dillon Yanavich, D&B Contracting Services - SPO Director
3.1.6. Richard Bundy, D&B Contracting Services - Project Lead
3.1.7. Dr. Ellie Goulding, D&B Contracting Services - Project Architect
3.1.8. Dr. Naif Basudan, Farrer Properties - Client Contact
3.1.9. Steve Austin, D&B Contracting Services - Project Superintendent
3.2. Team Structure
3.2.1. Organizational Roles & Responsibility
184.108.40.206. Dillon Yanavich
220.127.116.11.1. Special Projects Office Director
18.104.22.168.2. Reporting Office to MTSU for Modern Build
22.214.171.124.3. Contractual authority
126.96.36.199.4. Financial controller & monitoring
188.8.131.52.5. Client liaison
184.108.40.206.6. Business development
220.127.116.11. Richard Bundy
Subcontractor & vendor manager
Requests for Information management
18.104.22.168. Dr. Ellie Goulding
Building information model
22.214.171.124. Dr. Naif Basudan
Mediator between 2 parties
126.96.36.199. Steve Austin
188.8.131.52.1. Project superintendent
184.108.40.206.2. Daily project supervision
220.127.116.11.3. Safety coordinator
Potential change items
Temporary facilities management
Site management and security
18.104.22.168. Project Manager
22.214.171.124. Construction Manager
126.96.36.199. Human Resources
3.4. Materials / Components / Parts
3.4.5. Bath fixtures
3.4.9. Exterior/Interior finish
3.4.11. Lighting fixtures
3.4.12. Paint interior/exterior
3.4.13. Plumbing fixtures
3.4.14. Plumbing rough-in and connection
3.5. Subcontractors & Vendors
3.5.1. Sunset Civil Constructors
3.5.2. BGM Site Utility LLC
3.5.3. Wofford Electrical
3.5.4. Titan Mechanical
3.5.5. Rogers Group Paving
3.5.6. Baker Concrete Construction
3.5.7. Buenos Vista Landscaping
3.5.8. Terminix Termite Control
3.5.9. Waste Management
3.5.10. Rio Grande Fencing
3.5.11. Rick White Masonry
3.5.12. Cage Drywall
3.5.13. Alpha Insulation and Waterproofing
3.5.14. Superior Roofing Systems
3.5.15. Alexander Glass and Metals
3.5.16. B.F. Goodrich Doors and Hardware
3.5.17. Stanley Access Technologies
3.5.18. All Commercial Flooring
3.5.19. State Painting and Wall coverings
3.5.20. BR McMillan Specialties
3.5.21. Firetech Fireproofing
3.5.22. Cab-Con Casework and Millwork
3.5.23. All-State Fire Protection
3.5.24. Caterpillar Machinery
3.5.25. Tate Erosion Control & SWPPP
3.5.26. Port-A-Jon Site Services
4.0. Budgeted Costs
4.1.1. General Conditions
188.8.131.52. Project Manager $185,000
184.108.40.206. Architect $500,000
220.127.116.11. Construction Manager $48,000
18.104.22.168. Human Resources $24,000
22.214.171.124. Contractors $1,100,000
126.96.36.199. Tools & Equipment $100,000
188.8.131.52. Safety Equipment $30,000
184.108.40.206.1. Subtotal $1,987,000
4.1.2. Cost of Work
220.127.116.11. Site Excavation & Grading $8,000
18.104.22.168. Electrician $213,120
22.214.171.124. Plumber $800,000
126.96.36.199. Landscaping $100,000
188.8.131.52. Termite Treatment $83,200
184.108.40.206. Masonry $480,000
220.127.116.11. Paint Interior/Exterior $352,000
18.104.22.168. Roofing $352,000
22.214.171.124. Carpenter $192,000
126.96.36.199. HVAC Installation $486,400
188.8.131.52. Exterior Siding $768,000
184.108.40.206. Flooring $480,000
220.127.116.11. Drywall $872,393
18.104.22.168. Kitchen $2,262,560
22.214.171.124. Insulation $51,200
126.96.36.199. AV Install $19,200
188.8.131.52.1. Subtotal $15,454,019
4.1.3. Permits, Fees, & Taxes
184.108.40.206. Building Permit $58,112
220.127.116.11. Contingency $85,000
18.104.22.168. Fee $262,000
22.214.171.124.1. Subtotal $405,112
4.2.1. Insurance Premiums per Year $60,288
4.2.2. ADT Security per Year (all townhomes) $30,720
126.96.36.199. Subtotal $91,008
4.3. Total Project Costs: $17,937,139
5.1. Project Master Schedule
Obtain surveyed land and client
Revise plans, acquire permits, and finalize with client
Civil engineer and site contractor prep land for foundation work
Foundation and subflooring
Framing of homes
Electrical, plumbing, HVAC, and AV
Final dirt/concrete work
5.2. Major Milestone Dates
Townhome design completed
Required approvals and permits acquired
Townhome building starts
Early Inspections with City
Mechanical Equipment Procurement
5.3. Constraints and Assumptions
188.8.131.52. Traffic delays in area during school semester will delay shipments
184.108.40.206. Overly aggressive lag times for material procurement
220.127.116.11. Standard 40-hour workweek has been assumed.
18.104.22.168. Weather delays have been assumed to meet Farrer standards.
22.214.171.124. Deliveries will be arrive on time as scheduled.
6.1. Risk Management Plan
6.1.1. Risk Identification
126.96.36.199. Project management team will convene early in the design phase to discuss potential project risks and develop a risk mitigation plan. The plan should include the following resources available to the project team through Modern Build’s Risk Management Office (RMO):
188.8.131.52.1. Project team will utilize Subcontractor Management System (SMS) in the preconstruction phases of this project in order to collect information from subcontractors in regards to their financial health. This information will be considered when selecting subcontractors and vendors to contract with.
184.108.40.206.2. Subcontractors at Risk of Default (SRDs) will be entered into a subcontractor bonding program through the subcontractors’ bonding agent or entered into Modern Build’s Sub Guard program. The purpose of this project is to mitigate
the risk of subcontractor default or failure to faithfully execute the subcontracted work.
220.127.116.11. Other potential risk items:
18.104.22.168.1. Errors and omissions in Scope of Work packages
22.214.171.124.2. Errors and omissions in Estimate and Schedule data entry
126.96.36.199.3. Unresponsiveness from subcontractors/vendors post award
188.8.131.52.4. Subcontractors/vendor that do not have or participate in a regular safety program.
184.108.40.206.5. Subcontractors/vendors currently in litigation with other general contractors.
220.127.116.11.6. Subcontractors/vendors who participate in labor agreements with local unions.
18.104.22.168. Project team will bring in Modern Build Risk Management Office for initial risk review meeting for consultation purposes.
22.214.171.124. Risk Management Office to distribute and integrate risk identification software to project team members for use throughout project. Capabilities of software include:
126.96.36.199.1. Identifying subcontractors under financial stress
188.8.131.52.2. Planning risk events
184.108.40.206.3. Planning availability of resources during potential risk events
220.127.116.11.4. Projecting possible cost scenarios for different risk events.
18.104.22.168. Risk review will be held on jobsite during weekly subcontractor meetings with Superintendent. A summation of these weekly meetings will be review at monthly project team meetings.
6.1.2. Risk Management
22.214.171.124. Project Manager - Responsibilities
126.96.36.199.1. Project manager to establish baseline risk plan with Risk Management office.
188.8.131.52.2. Plan should include responses to the following:
184.108.40.206.2.1. Identifying subcontractors under financial stress
220.127.116.11.2.2. Planning risk events
18.104.22.168.2.3. Planning availability of resources during potential risk events
22.214.171.124.2.4. Projecting possible cost scenarios for different risk events.
126.96.36.199.2.5. Errors and omissions in Scope of Work packages
188.8.131.52.2.6. Errors and omissions in Estimate and Schedule data entry
184.108.40.206.2.7. Unresponsiveness from subcontractors/vendors post-award
220.127.116.11.2.8. Subcontractors/vendor that do not have or participate in a regular safety program.
18.104.22.168.2.9. Subcontractors/vendors currently in litigation with other general contractors.
22.214.171.124.2.10. Subcontractors/vendors who participate in labor agreements with local unions.
126.96.36.199.3. Establish risk documentation guidelines for all project personnel.
188.8.131.52.4. Establish communication protocol in case of a risk event occurrence.
184.108.40.206.5. Identifying risks plan and management with owner/University team prior to commencement of work.
220.127.116.11.6. Developing risk response plan for identified risk events
18.104.22.168. Project Superintendent – Responsibilities
22.214.171.124.1. Conducting weekly subcontractor meetings to discuss project schedule, safety, potential change items, and potential risk events
126.96.36.199.2. Coordinating project risk plan with project manager.
188.8.131.52.3. Distributing project risk plan to subcontractors and vendor management team
184.108.40.206. In the case of a risk event, project team to communicate with executive management team and ownership/university team. Project management team to distribute risk event documentation to executive & university team.
6.1.3. Risk Budget
220.127.116.11. Risk budget will be allocated in the project contingency if unquantifiable. Quantifiable risks include subcontractor bonds, subcontractor Sub Guard, etc.
18.104.22.168. Budget for subcontractor/vendor bonding and Sub Guard included in the project General Conditions
22.214.171.124. In the occurrence of a risk event, contingency shall only be used to rectify the event to project standard quality.
6.1.4. Risk Analysis
126.96.36.199. Occurrence of a project shall be documented and include the following information:
Time & date
Description of event
188.8.131.52. At the conclusion of the project, all risk event documents shall be filed into the Lessons Learned program in the Risk Management Office.
6.2. Cost Management Plan
6.2.1. At the conclusion of cost management meetings, project management team will decide which subcontractors/merchants to use.
6.2.2. Subcontractors will submit any project costs on the 1st and 15th of every month. Any payments should be notarized originals.
6.2.3. Project manager will verify and approve any billed costs from subcontractors before accounting personnel will send out any payments.
6.2.4. Contractors shall submit application for payments before the 24th of every month.
6.2.5. Sponsor(s) will accept or decline all applications for payment by the end of the month. Any approved applications will allow funds to be distributed within 10 business days.
6.2.6. After being verified, monthly invoices will be used to determine current cost total compared to estimated total at given point through accounting.
6.2.7. Once project is complete, management teams shall submit summaries of all costs and submitted to project lead for review
6.3. Subcontractor/Merchant Management Plan
6.3.1. All subcontractors/merchants will partake in D&B Contracting Services subcontractor/merchant management system.
6.3.2. Subcontractors shall fully familiarize themselves with any details regarding project prior to starting.
6.4. Quality Plan
6.4.1. Quality standards for townhouse building in each area of work will be analyzed and determined by the project manager in order to ensure excellence in quality.
6.4.2. Standards should meet or exceed industry standards in terms of ethics, craftsmanship, and assurances.
6.4.3. Project plans, specifications, and outlines should be predetermined in order to adhere to the specific assurances determined by quality standards.
6.4.4 Work and craftsmanship will be assessed by quality assurance in order to ensure standards are upheld and adhered to as part of the quality plan.
6.4.5. Should the quality assurance team deem any work to be deficient in terms of predetermined quality standards, the subcontractor agrees to replace materials at their own expense per the contract agreement.
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