Allen GreenCEM 455 Final Project (Hard Copy)Ford, RPrinted Date 11.12.16

“CEM455 CONSTRUCTION REPURPOSED HOUSE BUILD”

Name of Company: CEM455, Green

Project Name: CEM455, Green; House One

Project Manager and Owner: Green, A.

Prepared by: Green, A.

Assigned Date: 11/11/16

Projected Date; 01/23/2017

Green, Allen11/19/16

“CEM455 CONSTRUCTION REPURPOSED HOUSE BUILD”

Name of Company: CEM455, Green

Project Name: CEM455, Green; House One

Project Manager and Owner: Green, A.

Prepared by: Green, A.

Assigned Date: 11/11/16

Projected Date; 01/23/2017

A business which was conceived idea during the 2007 real estate foreclosure

recession, there was 3 million foreclosures in which the unemployment had rose over a 10% as

the housing market crash created the worst recession. There in the 4th quarter of 2009 the

significant GDP growth corporate earnings increased over 100%. (USA LABOR

DEPARTMENT, 2012) (DEGRACE, 2011)

So, the conception of this business was the recollection of driving around the

country and seeing all these abandoned and run down houses and real estate lots.

There brought on the question, as what if someone were to come around and

buy all these abandoned run down property. After buying out the property would have gone in

the project and rebuild and renovate these houses towards the means of bringing them up to

today’s housing standards.

2

Finally, after project is all completed the proposed house would be provided

and sold to the families whom lost their houses and hope; therefore, giving them a home which

gives them hope back in their lives.

“This was submitted at one time as a Greening Scholarship essay and is posted on my Link

profile.”

There to say that this is a hypothetical project proposed what is to be known as Run

Down Abandoned-Repurpose House Construction, intended to become revived and revised for a

future prospect family client-customer.

PROJECT BACKGROUND AND DESCRIPTION STATEMENT

A projected construction project detailing the means and methods of repurposing such a

housing project to be remodeled and updated construction. As there all the phases and

departments involved in the means of: demo, framing, roofing, electrical, plumbing, heating,

insolating, drywall (drywall taping and texturing), painting. Along with all the finish aspect of

being: carpet and floor installation, the plumbing, heating and electrical finish, the finish

carpentry (the finish and the cabinets of the house).

So, here arrived at such site of the property in such known shape of being run down, as

here the proposed contractor/project manager stops by on the site surveying the property for its

possible potentiality.

There as they walk the property estate to what the property’s potential prospect could be;

in regards, the size of the land plot, locate survey the known benchmarks of the elevation grades

3

and property boundaries. Then they possibly enter the proposed house and inspect the interior as

well as the exterior of the site.

After spending a possible day of evaluating the possible vision plan of doing this project.

Now it is to the actual laying out this project within the nine phases of this project within the

managerial manner as starting with the scope management, (also presented in a spread sheet)

there defining the technical and task considerations, the material (stages) scheduled ordered, the

time restriction, expected project durations; along with the defined outline of the project:

(Day One) Phase One; Research the Real Estate

As after noted the physical address of the plot, had took the picture and visited the city-

state accessors office as to apply for the building permits and the engineered drawings (if needed

or questioned, within 4.0 hours).

Then as get together with the various leads of the crew (IATSE 363; Reno Carpenters

Union), to learn what each section lead sees of this project being handled or tackled as well as

compared ideas of past experience*(the house done in Stagecoach, Nevada 2007-2009)

(Projected time 4.0 hours)

PROBLEM STATEMENT

(Possible Issues)

The restructure and reinforcement of the project such as: the joisting-subfloor, exterior-

interior farming, roof sheeting, dry-out (re-shingling) the structure. Along with the manners and

matters of the electrical and plumbing layout and sourcing-distributing (location of service

connections).

4

(Day Two) Phase Two; Scheduling Management; Visionary and Draft

As here while scheduling the various stages of the project, along with going over the

possible future prospect vision of the project. There to express ideas of the project with the

draftsman-engineer (the draftsman-engineer “think-tank” meeting) (3.0 hours)

After the vision has been drafted-engineered into the means of the engineered drawings

to of being brought to the Building Department for the blueprints –engineered drawings of being

approved and permits being issued. (3.0) (2.0 hours)

Phase Three; Financial Management as of  majority of a company’s administrative work

can be performed in any department and will be allocated among departments partly based on the

skills and personalities of the respective department managers, as well as most construction

financial managers feel that cash management is their responsibility. If the other management

team members share this feeling, responsibility for cash management probably will be assigned

to the finance department. However, if another management team member feels that

responsibility for cash management should be shared, some compromise will be made. There

prior to the estimator has met with the draftsman-engineer upon the proposed project, as of

evaluating the projects needs in the means of the material (within each stage) and the project

projective time. (4.0 hours)

Prior to the estimation meeting process is of going about scheduling of the material

deliveries according to the various stages. (around 2-3.0 hours)

Phase Four; Resource Management there the means of the production needed of

completing the project while managing the overall capacity, availability, and allocation

of resources on large construction projects is that the project manager's perspective is from the

5

level of completion of the project's major features of work. There being the material (stages)

being scheduled ordering, there upon meeting with the suppliers and distributors of the material

packages-orders being submitted and scheduled. (2-3 week between stages)

PROJECT APPROACH PLAN OUTLINE : (Also on Spreadsheet)

1. Site Inspection of Project and Survey

2. Acquire plot or Real Estate from Title Company (Phase One)

3. Project Meeting (Phase Two)

4. Project Draft-Engineering Skilled Input and Implementing.

5. Submit and Approve engineered drawings

5A. Building Department scheduled visits

6. Project Team Meeting (Scheduling and Planning)

7. Project Lead Meeting (of all departments)

8. Design or plot Project Schedule

9. Project Estimation Process (Phase Four)

9A. Project Financial Investment Meeting; Presenting the Pre-Contractual documents

bids.

10. Material Delivery (Stages) date scheduling-ordering.

11. Startup date (Project start)

A. Stage One: The Service Implemented or Acquisition

B. Stage Two: The Demo and Clean up

C. Stage Three: Reconstruction-Framing

C1. Exterior Walls, any truss work, siding and trim

6

C2. Interior: Walls (framing and laying out)

D. Stage Four: New Electrical, plumbing, heating

E. Stage Five: Insolating

F. Stage Six: Drywall and Painting

G. Stage Seven: All finish work (carpentry, electrical, heating, plumbing)

H. Stage Eight: Final Landscape grade

I. Stage Nine: Final Inspection “CO”

THE APPROVAL, AUTHORITY PROCESSION

The known scope statement, Project Schedule, Risk Management and the Budget had

been approved by the following:

The Project Sponsor: Ford, R. Project Manager: Green, A.

The Performance baseline changes have been by both: Ford, R. and Green, A.

There as that all the project decisions by both: Ford, R and Green, A.

THE SCOPE OF WORK PROJECT ASSIGNED : “HOUSE ONE”

THE PROJECT MANAGER KNOWN: Green, A

THE SCOPED GOALS TO BE ACHIEVED:

Structure and Organization; One of the first goals a new construction company sets out

to achieve needs to be establishing a strong and sustainable internal structure.  Hiring the right

workers and defining their job descriptions are also key parts of structuring a new construction

company. Client Relationships: Another important early goal for a new construction company is

7

building relationships with clients. For example, a company with hopes to bid on commercial

construction projects will need to make local commercial developers aware of its existence and

readiness to take on new jobs. Developing a Body of Work: As a new construction company

begins operating, its goals may shift toward developing a body of work and establishing a

positive reputation. This goal is important because it moves beyond establishing the business and

provides a basis for future work, which can serve as an example for even more-profitable and

ambitious projects. Finally, being of finance, there the projects require an extensive outlay of

resources, both in terms of materials and labor. This means that securing ample finance for

upcoming projects is a goal that new construction companies can't afford to fall short of. Initial

finance may come from one or more investors and bank loans. 

THE QUALITY MANAGEMENT REPORT

Thereof being responsible for the delays means of the: quality control of the work, as

while the Government influence of through the known quality assurance there ensuring the

contractors quality control program is effectively. There as to achieve a greater quality of this

known optimum having to be substantially to the increase cost of the inspection-reduction of the

workers’ productivity. Thereof, as however, of the many companies having known the

commitment toward total quality control of being substantial to the economic benefits of being

unappreciated to the traditional approaches.

There the means of the expenses being associated of the inventory, the influence of the

network process, the scrap and warrantees being impacted by the reduction, as well as the

workers’ enthusiasm and their commitment having improved. As a result, to the improved

8

quality control having been the competitive advantage. There as to say, of course, the total

quality control known to be difficult to apply, as particular in the field of construction. To even

mention, the known unique nature of each facility, as the variability of the workforce (the crew),

the known multitude of the subcontractors as the cost of making it necessary to the investments

of the education and procedures that are making the programs to the total quality control in

construction still remaining difficult.

So, there to even have in mind that the quality control manager has the effective influence

of the aspect of each time the inspector visits the site and approves the permits.

CEM 455 FIANL PROJECT:

HOUSE CONSTRUCTION #1

Sunday, November 13, 2016

PROJECTED START: JANUARY 23, 20XX.1

Project ID: CEM455 Final Project Name: CEM455, HOUSE ONE Contractor: Green, A.

11/13/16

Project Number: CEM455.2016.1 “CEM455 FINAL PROJCT, GREEN Western Nevada College

SPECIFICATION SECTION- SCHEDULE ACTIVITY ID - TEST REQUIRED -ACCREDITED/ AND PARAGRAPH

NUMBER SAMPLED BY- TESTED BY LOCATION OF TEST

ON/OFFSITE/SITE

DATE COMPLETED DATE FORWARDED TO CUSTOMER REMARKS

9

In regards, of a good project communications manager ensures that is known having the

effective communications throughout the life of the project. Therefore, the known 80% of the

“project managers” time of being spent on communicating; therefore, the effective project

manager with communications skills in such instances as: relating and describing the needs and

requirements of the project, relaying details and tasks effortless and effective to the crew and

there being involved with some aspects of politics involved with the construction business.

stakeholder identification and analysis [Insert the stakeholder analysis or provide a reference to where it is stored.]

The communications Vehicles -Communications Matrix

Project Meetings

To as thereof being the known construction change manager to the systematic approach toward

dealing with the changes of both from of the perspective of the organization and the individual;

as there is somewhat an ambiguous term, which is being the change management having at least

10

Name Title Contact Communication Vehicle Comments<Joe Smith>

<Manager> <000-000-0000joe@joe.com>

<Status Reports and Internal Project Status Meeting>

<EmailPhone>

<comments>Vehicle

Target DescriptionPurpose

Frequency

Owner

Distribution

Vehicle

Internal/External

Comments

<Status Report>

<All Stakeholders>

<One page communication of project progress and deliverable status>

<Weekly>

<Joe Smith>

<Email> <Internal>

<comments>

Meeting DescriptionPurpose

Frequency Owner Internal/External

Comments/Participants

<Status Meeting>

<Communication of project progress and deliverable status>

<Weekly> <Joe Smith office>

<Internal> <comments>

the three different aspects, including the means of adapting to change (even the unexpected

changes), contracting changes and effecting change. As there being proactive, the approach of

dealing with change being the core of all three aspects.

CHANGE CONTROL BOARD Name Position CCB Role

IS Project Sponsor CCB Chair

IS Project Manager CCB Member

IS Project Technical Lead CCB Co-Chair

IS Project Operations Lead CCB Member

There speaking of change management which means of the defining and the

implementing such procedures and –or of the technologies of dealing with the changes in the

business environment as the profit changing the known opportunities. There the information

technology (IT) systems, the change management has had to referred to a systematic approach of

keeping track of the details of the system such as the operating systems being released to run on

each computer program or software (ProEST Software, ProCORE and AGTEK-Earthmover).

There to the means of being the most involved area in the field is being the risk manager.

There as the risk that have had been managed through the sound business and construction

practices and through careful preparation and review of the project contract documents. The

significant components of a successful risk management have always been with the project

participants allocating the risk at the contract formation stage.

risk management plan approval

11

The undersigned acknowledge they have reviewed the Risk Management Plan for the project. Changes to this Risk Management Plan will be coordinated with and approved by the undersigned or their designated representatives.

Signature: Date:

Print Name:

Title:

Role:

Signature: Date:

Print Name:

Title:

Role:

12

At the risk manager has to be familiar with such issues of allocating the risk to the party

being best selected to control the risk that might be an onset of each project, on the owner and a

contractor having to anticipate and evaluate the potential risk to the project success and where it

might be applicable, assigning the responsibility for these risks to the party-parties best situated

to control them. To say there the contract known provisions requiring the insurance coverage

provided assurance of each party to satisfy its indemnity objectives. There being as similar of the

liability policies typically does not cover the project improvements or the construction materials

damaged due to the unknown site conditions, there the natural disasters and the similar risks.

There of the contracts among the design professionals, such as the architects, engineers

and the contractors performing the design-build functions, must be required the professional

liabilities insurance covering the errors and the omissions in providing the designs of other

professional services. As to the larger projects, there the owner may consider of obtain what is

known as the owner’s protective professional liability coverage to the indemnity the owner’s

directed loses that had arisen from the design professionals’ negligence. Along with there is the

requirement of the additional status-evidence of insurance, that has always a lower tier of

contractors-subcontractors to additional insurance. So, there the project participants would have

never relied solely upon certification of the insurance issued by the broker, rather than by the

insurer and one not contractually binding. According, as the insurance provisions of the project

contract mandating the delivery of the copies of the policy declarations pages of all the

applicable endorsements.

Finally, to the means of indicating of the inclusion of the waivers of subrogation’s, there

being as applicable of the contracts should include the waivers of the known subrogation to

ensure that the project risks are transformed in the manner intended by the project participants.

13

The waiver of the subrogation preluding the insurer from seeking the reimbursement of the

amounts being paid in the claims, and this preventing the insurer from passing the assigned risk

back of the other project participants. In other words, as the waiver of the subrogation still

ensuring the transferred project risk with the insurers of the completed project participants.

As the last but not the least, being the procurement management which follows a basic

logical order. First, the plan what is needed to the contract; as there the plan how it is like. Next,

of sending the contract requirements to the sellers. There the known bid for the chance to work

with that to work that to work with that to pick the best one, and then signing the contract is

being followed. When the work is done, there the close out contract and the paper work is filled

out.

Finally, the contract planning is where the plan is not out of each individual contract for

the project work there of the merits of needing to the meeting to be considered successfully.

Procurement Process Section

Item/Service Justification Needed By

Item A

Item B

Item C

Performance Metrics for Procurement Activities Vend

orProduc

t Qualit

y

On Time

Delivery

Documentation Quality

Development Costs

Development Time

Cost per Unit

Transactional Efficiency

Vendor #1

14

Vendor #2

– Unsatisfactory – Acceptable Exceptional

Sponsor Acceptance Signature: Date:

Print Name:

Title:

Role:

Signature: Date:

Print Name:

Title:

Role:

Here as the procurement plan follows the details of the procurement process is about to

be managed, it there it includes the following: the type of contracts planned to merit, planned

deliveries, company standard documents, the list of the involved venders, purchased impact

constraints project plan, coordinated purchased-lead developed schedules and the prequalified

sellers known.

There as some task and techniques might be used during the procurement planned stage

including the make-or-buy analysis or the contract type of the nature. In regards, of what is the

make-or-buy analysis is the means of figuring out as whether or not should the contracting of the

work or doing solely of this done. As it means of deciding whether to build a solution of the

problem or buy one which is already available (the means of on hand, on site problem solving).

15

Refer to the Smart Sheet plan “CEM455, Ford & Green”

There of the known project manager is if the developed of the construction plan

being a critical task of the management of the construction, even as the plan is not yet written or

otherwise been formally recorded, with the additional of these technical aspects of the

construction planning. There it might be also be necessary of making the organizational

decisions about the known relationship between the project, there of the following ten planning

implements; as here is some of them mentioned:

The Basic Concept-Development Construction Plan

As in the development of appropriate alternatives for facility design, choices of

appropriate technology and methods for construction are often ill-structured yet critical

ingredients in the success of the project.  Unfortunately, the exact implications of different

methods depend upon numerous considerations for which information may be sketchy during the

planning phase, such as the experience and expertise of workers or the particular underground

condition at a site.

In selecting among alternative methods and technologies, it may be necessary to

formulate a number of construction plans based on alternative methods or assumptions. Once the

full plan is available, then the cost, time and reliability impacts of the alternative approaches can

be reviewed. In forming a construction plan, a useful approach is to simulate the construction

process either in the imagination of the planner or with a formal computer based simulation

technique.

Choice Technology-Construction Methods :

16

 It involves the choice of technology, the definition of work tasks, the estimation of the

required resources and durations for individual tasks, and the identification of any interactions

among the different work tasks. A good construction plan is the basis for developing the budget

and the schedule for work. Developing the construction plan is a critical task in the management

of construction, even if the plan is not written or otherwise formally recorded. In addition to

these technical aspects of construction planning, it may also be necessary to make organizational

decisions about the relationships between project participants and even which organizations to

include in a project. 

The essential aspects of construction planning include the generation of required

activities, analysis of the implications of these activities, and choice among the various

alternative means of performing activities. In contrast to a detective discovering a single train of

events, however, construction planners also face the normative problem of choosing the best

among numerous alternative plans.

In developing a construction plan, it is common to adopt a primary emphasis on either cost

control or on schedule control as illustrated in Fig. 9-1. Some projects are primarily divided into

expense categories with associated costs. In these cases, construction planning is cost or expense

oriented. Within the categories of expenditure, a distinction is made between costs incurred

directly in the performance of an activity and indirectly for the accomplishment of the project.

 In this case, the planner insures that the proper precedence’s among activities are

maintained and that efficient scheduling of the available resources prevails. Traditional

scheduling procedures emphasize the maintenance of task precedence’s (resulting in critical path

17

scheduling procedures) or efficient use of resources over time (resulting in job shop

scheduling procedures).

Finally, most complex projects require consideration of both cost and scheduling over

time, so that planning, monitoring and record keeping must consider both dimensions. In these

cases, the integration of schedule and budget information is a major concern.

The Detailed Tasks :

There of the appropriate work tasks can be a laborious and tedious process, yet it

represents the necessary information for application of formal scheduling procedures. Since

construction projects can involve thousands of individual work tasks, this definition phase can

also be expensive and time consuming. 

While repetition of activities in different locations or reproduction of activities from past

projects reduces the work involved, there are very few computer aids for the process of defining

activities. Databases and information systems can assist in the storage and recall of the activities

associated with past projects

The set of activities defined for a project should be comprehensive or

completely exhaustive so that all necessary work tasks are included in one or more activities. he

execution of an activity requires time and resources, including manpower and equipment, as

described in the next section. The time required to perform an activity is called the duration of

the activity.

A result of this process is a natural hierarchy of activities with large, abstract functional

activities repeatedly sub-divided into more and more specific sub-tasks.

18

The Estimation Duration Process :

All formal scheduling procedures rely upon estimates of the durations of the various

project activities as well as the definitions of the predecessor relationships among tasks. The

variability of an activity's duration may also be considered. Formally, the probability

distribution of an activity's duration as well as the expected or most likely duration may be used

in scheduling. 

A straightforward approach to the estimation of activity durations is to keep historical

records of particular activities and rely on the average durations from this experience in making

new duration estimates.

The Estimation of Resources Requirements and Activities :

In addition to precedence relationships and time durations, resource requirements are

usually estimated for each activity. Since the work activities defined for a project are

comprehensive, the total resources required for the project are the sum of the resources required

for the various activities. The initial problem in estimating resource requirements is to decide the

extent and number of resources that might be defined. At a very aggregate level, resources

categories might be limited to the amount of labor (measured in man-hours or in dollars), the

amount of materials required for an activity, and the total cost of the activity. 

More detailed definitions of required resources would include the number and type of

both workers and equipment required by an activity as well as the amount and types of materials.

As here is along with the six objectives which covers all the categories of within the

project management and the contract documents as follows: the financial, the quality, the

technical, performance, compliances and the business.

19

References:

USA LABOR DEPARTMENT BUREAU OF LABOR STATISTICS

US BUREAU OF LABOR STATISTICS, DIVISION INFORMATION AND MARKET

SERVICES. PSB SUITE 2850, 2 MASSACHUETTES AVE. N.E WASHINGTON D.C.

(bls.gov/spotlight/2012/recession)

http://www.bls.gov/spotlight/2012/recession/audio.htm

STOCK PICKS SYSTEM, “THE HOUSING MARKET CRASH OF 2007, WHAT

CAUSED THE CRASH.” DECEMBER 18, 2011. TOM DEGRACE

http://www.stockpickssystem.com/housing-market-crash-2007/#

20

CHAPTER REFERENCE IMAGES:

Executive Summary Plot 1; Executive Summary Structure

Stragetic Alignment 1, Figure 2

21