Aircraft Maintenance Hanger Construction Bid

Aircraft Maintenance Hanger Construction BidIntroductionMany hangar computes atomic number 18 mistakenly started in what should be the fourth step figure execution. Bypassing the first three excogitatening steps usu onlyy leads to frustration and purpose failure. in that location is no vogue to shorten the process by skipping any occasionicular step. Planning the development of any construction site ultimately saves time, effort, and money. All of the project pre- inventionning and preparation to this even out begins to pay off. During the project execution phase project director completes the project design and funding, solicit conjure ups, award the construction contract, build the hangars, and move in tenants. There go forth be changes that must be incorporated into the project plan (change in funding sources, regulations, stakeholders, size of project scope), and using the principles of project management loafer ensure the ruff possible outcome. This case is about the construction bid for an Aircraft maintenance hanger.ABC Construction Company is in the business of the Aircraft hanger construction. The company has bid for the construction of Aircraft hanger at one of the client site. The Project Manager of the ABC Construction Company has been entrusted with the responsibility of coming up with the project management plan for the entire construction. The quest sections provide the baseline plan, progress of the activities against the plan on a given accompaniment (15/12/2010) and the efforts by the project manager to start out the plan to the original schedule.The second part of the delegate is to develop a project cost plan for the main contractors preliminaries associated with the construction of the aircraft hanger. When calculating the preliminary be, fol secondarying information is referredNRM Group element 10 guidanceDrawings of the Aircraft hangerContractors master programThe cost plan as well as discusses the implications of e arned value techniques on the project as part of the project control process. The discussion also includes examples to illustrate the coating of the earned value techniques in the management of the preliminaries cost.Finally, the value engineering process is conducted to the project, and a better deal is offered the client, which has a better value but at a lower price.The value engineering report prepargond as part of this process demonstrates each step of the value engineering process.Time and resource planning and controlProject schedulingAssuming the project starting date is of 06/09/2010, and 5 working days a week with Saturday and Sunday as holidays. found on the tasks lists provided to you,Input activity information into Microsoft Project and schedule the hanger.Based on the schedule that you have generated using Microsoft Project, provide the following outputsproject schedule information (activity ID, activity description, activity duration, predecessors, skilled labor, un skilled labor, wee start, archeozoic finish, of late start, late finish, and total float)CPM network diagramBar charts andProject resource profiles (skilled labor and unskilled labor).Program controlBy now, you should have unquestionable your baseline schedule for the office edifice. As an exercise in monitoring and control, you will be considerd to monitor and control your project based on certain deviations from your initial project plan.Save your initial schedule plan as a baseline schedule and identify all the critical activities confiscate the current date to be 15/12/10 and induce delays into your project based on the following considerationsDue to the problem for the selection of the colour in of bricks, the hanger starts on 15/10/10 instead of 06/09/10all activities in progress on 22/10/2010 are delayed by 3 days eachall activities in progress on 01/11/2010 are delayed by 5 days eachall activities in progress on 20/11/2010 are delayed by 2 days eachUpdate the project and save this as actual project information.After updating, please provide the following informationProject schedule information (activity ID, activity description, activity duration, predecessors, skilled labour, unskilled labour, early start, early finish, late start, late finish and total float)BarchartsProject resources profiles (skilled labour, unskilled labour) andCritical activity list.Do a comparing between both baseline and actual schedules. For comparison, you may compare activity start and finish dates under both smirchs.Since your project should have been delayed, it is your duty as a project manager to bring the project back on schedule with the least cost. Using 15/12/10 as a current date, try compressing some activities (these activities should not have started yet) and bring the project back on schedule. Compression should be logical and at a minimum cost. This may require several trials. Assume that the extra cost incurred as a result of activity compression is 50 /worker/day.After bringing back your project on schedule, please provide the following informationProject schedule information (activity ID, activity description, activity duration, predecessors, skilled labor, unskilled labor, early start, early finish, late start, late finish and total float)Bar chartsProject resource profiles (skilled labor, unskilled labor) andCritical activity list.Do a comparison between baseline, actual and updated schedules. For comparison purposes, you may compare activity start and finish dates under all situations.All the above lucubrate related to above questions have been entered into MS-Project and the three mpps are enclosed with the assignment.Cost PlanDevelop a project cost plan for the main contractors preliminaries associated with the construction of the aircraft hanger.The Project cost plan includes the schedule of costs to be incurred during the project and the associated estimates. These are the costs which are anticipate to be incurred as a result of the completion of project activities. The schedule of activities and the resource plan feeds into the Cost plan and hence it is prepared subsequent to them. As a result of the project planning activities, the project manager is aware of the details regarding the project and hence the refinement of project budget rout out take place. This activity is particularly important when the project in full or part is expected to be executed under a contract. This is not to undermine the importance of accurate cost planning for the in-house projects as accurate and realistic cost plan helps in effective monitoring and of costs during the execution of the project. The monitoring of the cost helps the project manager to execute the project within the budget.Following three activities are important to develop the cost plan The expected cost identification and estimationEstimation of schedule when these costs would be incurredCost per activity/task estimationThe development of the cost plan for simple projects may only hold the consideration of the general cost vis--vis the project activities on the schedule of activities. Nevertheless, the situation is different for the complex projects, where, a detailed cost plan needs to be drawn in order to effectively monitor the overall expenditure.The NRM is also known as New Rules of Measurement. It provides a structured basis for preparing order of cost estimates and elemental cost plans including all the costs and allowances forming part of the cost of the building to the client but which are not reflected in the measurable building work. NRM covers the non-physical aspects of a project that the client may require as part of his overall budget for the project.NRM rules for order of cost estimating Information requiredConstituentsMeasurement rulesFloor areaFunctional unitsElements floor area, Element unit quantitiesUpdating historic costsPreliminariesContractors overheads and profitDiscuss how earned value techniques could be employed on the project as part of the project control process including examples to illustrate their application to the management of the preliminaries costs.Earned nourish Analysis (EVA) was developed by the US Department of De repugn to determine the performance of large military procurement contracts. Its techniques can still be applied to the smaller projects currently in use today. Indeed, as Microsoft Project allows drilling down through and across a project, limited variances and general trends can be easily found. EVA looks at three basic parametersWhat value of work SHOULD have been accomplished to date?How lots value has been realise to date?How much has actually been spent to date?By comparing these parameters, an objective assessment of cost AND schedule performance can be gained. alternatively of simply concentrating on how much time has been taken to achieve progress, earned value looks at how much value has been achieved so far. For example, take the foll owing project summary taskThis project started on time, but it is currently expected to finish 5 days late.This project is expected to overspend by $1,280 around 13% greater than its baseline cost.So far (as of the projects status date), the project is behind schedule to the value of $1,600 value of work. In addition the current best estimates indicate that it will (if things continue as planned) overspend by $2,004, which is $725 more than forecast in the topmost example. Whilst these figures may not indicate large overspend or overrun, these figures are from a sample project containing ONLY seven tasks. If there were 70 tasks (or even several hundred tasks), the potential for error becomes much larger.Value Engineering Efforts to reduce the CostValue Engineering is defined as an organized effort directed at analyzing the functions of systems, equipment, facilities, services and supplies for the purpose of achieving the natural functions at the lowest life cycle cost consistent with the required performance, reliability, quality and safety. Numerous different terms (value management, value analysis, etc.) are also employ when referring to VE. While there are subtle differences among these terms they all refer to-generally the same process.There types of benefits associated with the VE exercise in the current case are commencement ceremony Cost Reduction These reductions are attributed to the VE program only when required project functions or features can be delivered at the reduced cost. Simple cost stinging e.g. reducing cost at the expense of required features or functions is not VE. VE first cost reductions are counted as VE savings to the extent that dollars are secluded from approved budgets based on the results of VE studies.Life Cycle Cost Reduction LCC reductions are based on the aggregate of first cost and anticipated coming(prenominal) cost in maintenance and operations. When additional first cost is required to implement a specific VE s uggestion, this can be offset by other VE suggestions which reduce initial cost. If the project budget must be step-upd to accommodate the additional investment, first cost savings derived from other projects may be used for this purpose after appropriate approvals. As long as they do not entail first-cost project budget increases, VE suggestions based on sheer life-cycle cost reductions may be adopted without formal LCC analysis. However, LCC reductions will be counted as VE LCC savings only when supported by sufficient economic analysis.Value Improvement Value improvement is a subjective expression referring to a projected or apparent favorable shift in cost/worth ratio. The objective of all VE suggestions is value improvement, whether or not cost reductions are involved. VE suggestions maybe to reduce life cycle cost with no reduction or a lesser reduction in worth, to increase worth with no increase or a lesser increase in life-cycle cost, or (ideally) to increase worth and re duce cost. All VE suggestions which involve adjustments in worth should be related to specific forms of such adjustment (e.g., productivity, flexibility, expandability, aesthetics, etc.), whether or not they also involve cost adjustments.Following two studies were conducted as part of the VE exerciseThe completion of Concept DesignThe completion of in question(p) DesignAs it is a new-fangled construction projects, the first learning at Concept Design is intended to review basic design decisions that pertain to areas such asSiting and building orientation courseBuilding form, shape and massingLayoutOccupiable to gross area relationshipsDesign criteriaBuilding systems selection optionsSpace program optionsBuilding space/volume parametersVertical and horizontal circulation major Mechanical-Electrical-Plumbing (MEP) considerationsOverall energy considerationsSite access/egressOverall phasing/scheduling plans (as appropriate)Sub-soil conditions and geological dataUtility availability The second study at Tentative Design will focus on more detailed design decisions including (as applicable)Specific building system designSpecification and performance requirementsProposed design detailsLayout options within overall building geometrySpecific MEP system selectionsSite paving, grading and utilitiesPhasing and scheduling plansMajor constructability issuesThe basic approach is intended to consider macro train issues at Concept Design and more micro level issues at Tentative Design. In general, decisions made as a result of the first study will not be reconsidered in the second study unless significant new information is available. Furthermore, design changes implemented as a result of the studies will generally be considered to be within the bounds of the normal design process.VE Job PlanThe recommended VE methodology (Job Plan) used by the VE team during the Workshop had quintette distinct phases. Briefly, these phases areInformation material body During this phase , the VE team gains as much information as possible about the project design, background, constraints, and projected costs. The team performs a function analysis and relative cost ranking of systems and sub-systems to identify potential high cost areas.Speculative/Creative Phase The VE team uses a fictive group interaction process to identify alternative ideas for accomplishing the function of a system or sub-system.Evaluation/Analytical Phase The ideas generated during the Speculative/Creative Phase are screened and evaluated by the team. The ideas showing the greatest potential for cost savings and project improvement are selected for further study.Development/Recommendation Phase The VE team researches the selected ideas and prepares descriptions, sketches and life cycle cost estimates to support the recommendations as formal VE proposals.Report Phase The VE consultant will work in concert with the A-E and the PBS vocalism to produce a preliminary written VE Report which is int ended to represent the results of the VE workshop activities, and meet the VE Program objectives.Finally, post workshop, all the suggestions were collated and classified into three categories of high, strong point and low complexity. The suggestions associated with the current projects were as follows Modification of architectural designs The hangar roof was designed to be an opaque structure. This roof can be made aboveboard through the ample use of the transparent glass which would allow more volume of sunlight. The high amount of sunlight during the day would result in the low usage of electricity and hence reduction in the variable cost of the running the hangar.Substitution of building wall material Building wall material is designed to be made up of steel which can be replaced with high grade brick. The brick would also keep the temperature under control within the hangar. employ of existing materials such as fencing The material used in fencing can be reused in the construc tion activity as the fence would not be required eventually.Use of Solar power The Solar power can be effectively used to heat the water as well as to provide the night time lighting. This would reduce the variable cost of running the hanger.ReferencesCooks, Sarah (2002), A Guide to the Project Management Body of Knowledge, PMI, tertiary Edition (PMBOK Guides)Public Procurement Directorate (2007), Internet, Public Procurement best practices guide, usable at http//www.publicprocurementguides.treasury.gov.cy/OHS-EN/HTML/index.html?7_4_3_cost_of_project_development.htm, accessed on 25 May 2010Homepage (2007), Internet, Aircraft Hanger development guide, Available at http//www.aopa.org/asn/hangar-execution.pdf, accessed on 25 May 2010Jack J. Champlain, Auditing Information Systems, Second Edition (2003), Pages 277, 278, 279 280, John Wiley Sons Publication.Mulcahy, Rita (2003), Risk Management, Tricks of the Trade for Project Managers, 4th edition, RMC Publications.Mulcahy, Rita ( 2003), PMP Exams Prep, RMC Publications.Rich, Jason R, Design and impel an Online E-Commerce Business in a Week, Entrepreneur Press, 2008, ISBN 1599181835, 9781599181837.Schwalbe, Kathy (2009), PMBOK (Project Management Body of Knowledge) reference and Information Technology Project Management, 6edition.