Saintleo PRM520 Group Projects All Parts Latest 2019 MAY Question # 00602651 Subject: Education Due on: 07/01/2019 Posted On: 07/01/2019 12:29 PM Tutorials: 1 Rating: 5.0/5

PRM520 Monitoring, Controlling, and Closing Projects

GROUP PROJECT

Interim
inspection to document accepted deliverables

This week,
you will begin work on your Group Project for this module. You will work as a
group

but will
submit the assignments individually. Your Group Project for this course will be

completed
in four stages and submitted in Modules 2, 3, 4, and 8. The purpose of the
Group

Project is
to apply the concepts and techniques of the module employing the following

processes:

1. Validate
Scope

2. Control
Scope

3. Control
Schedule

4. Control
Cost

5. Control
Procurements and Monitor Stakeholder Engagement

Each of
these will form a separate section of the Final Project.

The project
is the construction of a new house. You are the project manager responsible for

building
the house. The contract has been signed, which includes the final floor plan
(enclosed

as Figure
1) and options selected at your company’s “Design Center.” One change order has

been
processed: the addition of a swimming pool (in Module 1). You don’t need to
update the

schedule
yet; that will be assigned with other changes and due Module 8. More details
are

below the
Assignment.

Assignment:
Complete the first stage of your Group Project—The Validate Scope Process. To

validate
scope, your company requires five interim inspections and one final inspection.
The

inspections
are:

1. Grading
inspection; pre-slab and underground plumbing stake-out (completed)

2. Slab
inspection; pre-framing plan (completed)

3. Framing
and exterior inspection; pre-drywall inspection (your current assignment)

4. Drywall
inspection; pre-cabinets and fixtures

5. Cabinets
and fixtures inspection

6. Final
(closing) inspection

Group Project, Part I (Module 2)

Work
together with your team to prepare a validate scope

document
for the framing and exterior inspection, pre-drywall inspection. This
inspection

includes
the following:

• Completed
exterior, including roof, windows, doors (pre-painting)

• Completed
internal wall framing

• In-wall
plumbing for sinks, tubs, dishwasher, clothes washer, wet bar, etc.

• Completed
electrical for wall switches, outlets, ceiling fixtures, etc.

•
Low-voltage wiring and conduit for security system, AV equipment, internet and

computer
wiring, thermostat, telephones, etc.

• HVAC
ducts and returns

All of
these items are shown on the construction plans approved by the Browns. If the
items are

as shown on
the plans, they should be approved. The Browns know that if they want to make

any changes
not shown on the plans, they will be charged a lump sum of $250 for making the

change and
any additional costs incurred to construct the change. Some changes may require

the review
and approval of the local building department, which will add at least two
weeks to

the
construction schedule. You don’t anticipate any issues; the Browns live in the
area and stop

in at the
site once or twice each week. You have shown the location of various appliances
and

the kitchen
island by painting the outline of these on the floor. This allows for the
owners to

better
visualize the final layout.

The purpose
of this week’s submission is for your team to develop a generic procedure that

uses the
inputs, tools, and techniques, and produces the outputs in the Validate Scope
process.

In
addition, your team must develop a quality control procedure for just the
electrical switches

and outlets
to eliminate rework and demonstrate your knowledge of the core value of

Responsible
Stewardship by installing these features correctly the first time. Remember the

carpenter’s
adage: “Measure twice, cut once.”

The case
study on which the four part assignment is based is as follows:

Project
Background: Mr. and Mrs. Brown are buying a new house, the “San Leo” model, in
a

local
subdivision. The house is a 4-bed, 2-bath with a 2 car garage. The Browns have
selected

their
options and signed the contract and addendums. Their financing is approved. The
house is

now under
construction. It is nearing the end of the third month in a seven-month construction

schedule.
The Browns have previously approved the two earlier interim inspections, 1)

regarding
the lot grading, underground plumbing; and 2) slab and interior wall framing.
It is now

time for
the third interim inspection described above.

Company
Background: Your company, HappiHouses (HH), builds standard houses in several

new
subdivisions in your area. HH has been in business for over 40 years and is a
licensed

general
contractor in your area. HH sells the house and lot as a package. HH’s profit
comes

from
mark-up on the lot, construction management, a mark-up on subcontractors, as
well as the

margin from
self-performing the structural, concrete, drywall, painting, and finishing
work. HH

self-performs
this work to better control the quality and schedule for these items.

HH uses
several subcontractors (subs) during construction. These subs are typically
those

trades that
are separately licensed in your area. For this house, the subs are constructing
the

electrical,
plumbing, heating, roofing, and ventilation and air conditioning (HVAC) items.
The

construction
of each house is managed by a single project manager who has two assistants.

This
project management team typically has 10 to 20 houses in various stages of
construction

to manage.

Please make
sure that you cite and reference all your outside sources properly. You must
have

a minimum
of three references, including one peer-reviewed journal article.

Even though
you complete this assignment as a group, all students must submit their own
paper

to their
own individual Assignment box. (This Assignment box basket may be linked to
Turnitin.)

Group Project, Part II (Module 3)

The Control
Schedule Process

The
baseline project schedule in MS Project 2016 is contained in the course
documents. The

start date
(notice to proceed) is set for May 1, 2024 so that the schedule does not need
to be

changed
during the expected life of this course material. Please ignore the year. For
your

convenience,
a 2024 calendar is available at the end of this file. The building inspector
requires

a three-day
window, which can include weekend days. The building department is very good on

performing
the inspections within the three-day window. The schedule has been approved by
all

stakeholders.
WBS items 3.5 and 3.6 are for two-story houses and were deleted from this

schedule
because the San Leo is one story. For consistency, the remaining WBS numbers
are

the same as
a two-story house.

An Excel
workbook: House Schedule of Values is included with the course materials. This

workbook
has a WBS Budget that includes the initial budget for the WBS items. Notice
that the

roll-up
items do not have a subtotal. You should also refer to the Microsoft Project
form:

Schedule
Compression, to help with your assignment for this week.

Situation.
The project was on or ahead of schedule during May and June. However, Tropical

Storm Cody
sat off the coast, and the jobsite was shut down because of wind, lightning,
and/or

rain for
the entire first two weeks of July. We were fortunate that lintel and block
inspection

passed on
June 28. Today is Friday, July 12. It is too wet to work until Monday, but you
have

ordered the
materials for the roof and the framing, and all materials will be delivered on
Sunday.

You’ve
probably heard of “saving up for a rainy day.” Well, in the home building
business, we

“save up to
recover from rain delays”.

In the
course materials, there is an Excel workbook that contains the budgeted cost,
the

planned
value, the percent complete, and the earned value that your team has estimated
as of

July 12.
The sheet has subtotals and formulas for PV, EV, AC, and BAC. Unfortunately,
the

other
formulas are missing, and you have to recalculate them.

Your
supervisor has asked you and your project management team to develop a recovery
plan

to start
the drywall work on time by the end of July. That gives you two weeks to do
essentially

four weeks
of work. The building department has agreed to inspect the day you call in for
an

inspection
as long as you pay the $200 overtime fee per inspection. For weather delays,
your

company’s
policy is to always pay this additional inspection cost and costs for extra
inspections

out of
general company overhead so as not to impact your project budget.

To make up
for the weather delay, you’ve talked with the structural engineer regarding the

framing
inspection that is required before windows can be installed. (The building
department

requires
that all structural walls be completed before any windows are installed).You
also talked

to the
building officials about installing the windows after the inspection of the
load bearing wall,

and they
agreed. You don’t need to complete all of the framing, just the interior load
bearing

wall shown
in Figure 1. You realize that your crew can erect this in a 12-hour day. The building

department
will have to inspect this wall before the windows are installed, but they
agreed to do

that at
6:00 a.m. on Tuesday, so that allows you to install windows all day Tuesday.
The cost for

the
additional inspection will be paid out of company overhead and not charged to
your project.

The
sheeting can be started when half of the trusses are installed, but it will
still take one day

after the
trusses are installed for the sheeting to be installed. The inspector has
agreed to be

there first
thing in the morning the next day after the sheeting is completed.

You can
also shorten the duration for framing, trusses, sheeting, windows, and roofing
by

working
your crews on overtime pay. You can get up to 12 hours labor per day from your
crews,

and they
like the overtime pay!

Your
foreman estimated 48 hours total for the framing crew to do all of the framing.
He

estimated
32 hours for the trusses. The time for the roofing is 80 hours with one roofing
crew.

The windows
are 56 hours for one crew. You can also pay these crews overtime for 4 hours
per

work day
and 12 hours on Saturday at a cost of $45 additional per hour. (The straight
time

hourly
wages are included in the budget.) If needed, your crews can work Sunday at
double

time, which
would cost an additional $90 per hour. (See the Crew Cost spreadsheet for

calculations.)
One of your assistants started a spreadsheet in the budget workbook called

“Schedule
Compression” to help develop the cost for the new schedule. She didn’t get it
finished

before she
went into labor and she will be out for the next 12 weeks.

Assignment:
You will complete the second stage of your Group Project—The Control Schedule

process.
Work with your group to prepare a recovery plan that can be used to bring the
project

back on
schedule. Prepare a report to your supervisor that provides a detailed
description of

which tasks
you will crash and/or fast track, the additional cost for crashing and/or
fast-tracking,

the revised
activity start and end dates, and any other issues you think should be
reported.

Also,
explain how crashing and fast tracking will shorten the schedule. Demonstrate
your

knowledge
of the core value of responsible stewardship by minimizing the cost for
overtime pay.

Please make
sure that you cite and reference all your outside sources properly. You must
have

a minimum
of three references, including one peer-reviewed journal article.

Even though
you complete this assignment as a group, all students must submit their own
paper

to their
own individual Assignment box. (This Assignment box basket may be linked to
Turnitin.)

Group Project, Part III (Module 4)

The Control
Cost Process

Situation:
You’re back on schedule. However, on your last visit to the house, you saw that
the

baseboards
and casings are not acceptable after 8 hours of charged work to activity 7.3 by

Curley and
Moe, a standard crew. On closer examination, it appears that the initial
framing and

drywall
work were not exact, but are well within building standards. You are concerned
that your

standard
two man crew, Curley and Moe, may not have the skill to install the baseboards
and

casings
without a significant amount of rework and delay. You call Gus and Leo, the
elite

carpentry
crew you can use. They can be made available, but their combined hourly rate,

including
fringe and overhead, is $50/hour more than the budget. (See the crew cost

spreadsheet.)
Gus is confident that he and Leo can fix what has been constructed and finish
the

remaining
work in 72 hours without overtime. Gus also mentioned that he and Leo could do
the

80 hours of
finish work. You’ll consider that, but you’re pretty confident that Curley and
Moe can

get it done
in the 96 hours budgeted. What should you recommend to your supervisor? There

are two
worksheets (which you need to complete) for baseboards and finishwork that can
assist

you with
making your decision.

Assignment:
Complete the third stage of your Group Project—The Control Cost Process. Your

assignment
for Module 4 is to work with your group to prepare a report to your supervisor

regarding
your issues from the situation and any other issues that you think should be
reported.

Also,
include Earned Value calculations for VAC, CPI, EAC (using the remaining
formulas not

completed
last week except the bottoms-up), ETC (no need to re-estimate), TCPI using the

BAC
formula, and the EAC formula. (Include calculations for all methods of
calculating EAC

except the
bottoms-up.) Although PV, EV, AC, BAC, SV, SPI, and the EAC (using the

EAC=AC+BAC-EV
formula) were completed last week, include those in your report. Compare

the
different methods used to calculate EAC and TCPI. Explain why the values
differ. Which

would you
give the most credence in forecasting this project?

Also,
explain how you need to control costs on this project. Demonstrate your
knowledge of the

core value
of responsible stewardship by minimizing the cost.

Please make
sure that you cite and reference all your outside sources properly. You must
have

a minimum
of three references, including one peer-reviewed journal article.

Even though
you complete this assignment as a group, all students must submit their own
paper

to their
own individual Assignment box. (This Assignment box basket may be linked to
Turnitin.)

Group Project, Part IV (Module 8)

Situation:
It is now July 31 and Activities 1.1 through 5.1 are 100% complete as shown on
the

WBS EV Jul
31 worksheet. Your actual cost equals the budgeted cost except for the
additional

costs to
get back on schedule. You need to calculate the actual cost for WBS 3.4 and 3.7

$____________
actual cost to WBS item 7.3-baseboards, casings, and other details that you

changed in
Module 4.

Assignment:
Update your project schedule with the start/duration changes generated in

Module 2 to
recover from the storm. Complete the activity “Pool-if ordered” as WBS item
8.3.

The pool
costs $30,000 and takes 28 days to build. It must be completed in order to
start

landscaping.
Include a screen shot of your revised schedule. Trim the excess and use an

appropriate
time scale to show the activity durations. Finally, you received the attached
letter

from Ralph
Acme requesting an additional $350. What would you do to resolve this issue?

Update all
your earned value calculations, including the revised percent completes through

activity
4.8 and the $________ actual cost in WBS item 7.3. Compare the different
methods to

calculate
EAC and TCPI. Explain why the values differ. Which would you give the most

credence in
forecasting this project?

Also,
explain how you need to control costs on this project. Demonstrate your
knowledge of the

core value
of Responsible Stewardship by minimizing the cost.

Please make
sure that you cite and reference all your outside sources properly. You must
have

a minimum
of three references, including one peer-reviewed journal article.

Even though
you complete this assignment as a group, all students must submit their own
paper

to their
own individual Assignment box. (This Assignment box basket may be linked to
Turnitin.)