Aircraft Maintenance Hanger Construction Bid

Aircraft Maintenance Hanger formula BidIntroductionMany hangar invents atomic number 18 err peerlessously started in what should be the fourth step range execution. Bypassing the starting m third prep steps usu tot aloneyy leads to frustration and bear failure. There is no vogue to shorten the process by skipping any crock upicular step. Planning the tuition of any construction site ultimately saves time, effort, and money. All of the look pre- visualisening and supplying to this point begins to pay off. During the foresee execution phase run into animal trainer completes the picture design and funding, solicit bids, award the construction contract, build the hangars, and chance on in tenants. There will be changes that mustiness be incarnate into the rove syllabus (change in funding sources, regulations, stakeholders, size of be sick scope), and exploitation the principles of learn management arsehole ensure the shell workable outcome. This cutting is about the construction bid for an Aircraft maintenance hanger.ABC Construction accompany is in the business of the Aircraft hanger construction. The company has bid for the construction of Aircraft hanger at one of the knob site. The work out Manager of the ABC Construction Company has been entrusted with the business of coming up with the project management plan for the entire construction. The avocation sections provide the baseline plan, relegate of the activities against the plan on a accustomed period (15/12/2010) and the efforts by the project manager to engage the plan to the original scroll.The assist part of the projection is to develop a project toll plan for the main contractors preliminaries associated with the construction of the aircraft hanger. When calculating the preliminary tolls, pastime knowledge is referredNRM Group element 10 guidanceDrawings of the Aircraft hangerContractors master curriculumThe terms plan also discusses the implications of earned treasure techniques on the project as part of the project control process. The discussion also includes examples to gild the coat of the earned rate techniques in the management of the preliminaries costs.Fin everyy, 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 comprehend prep bed as part of this process demonstrates individu solelyy step of the value engineering process.Time and mental imagery planning and control proposal programmingAssuming the project starting date is of 06/09/2010, and 5 working old age a week with Saturday and Sunday as holidays. Based on the tasks lists provided to you, comment body process information into Microsoft Project and history the hanger.Based on the enrolment that you have generated using Microsoft Project, provide the following outputsproject docket information ( bodily process ID, activity description, ac tivity duration, predecessors, skilled labor, unlearned labor, premature start, early stopping point, latterly start, modern finish, and total float)CPM network diagramBar charts andProject resource profiles (skilled labor and unskilled labor).Program controlBy now, you should have true your baseline schedule for the office building. As an work in monitor and control, you will be required to monitor and control your project found on certain deviations from your initial project plan.Save your initial schedule plan as a baseline schedule and identify all the critical activitiesAssume the current date to be 15/12/10 and induce delays into your project based on the following considerations ascribable to the problem for the selection of the color of bricks, the hanger starts on 15/10/10 instead of 06/09/10all activities in progress on 22/10/2010 argon slow up 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 true(a) project information.After updating, cheer 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) anddecisive activity list.Do a analogy between twain baseline and actual schedules. For comparison, you may compare activity start and finish dates under both situations.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 wasted co st incurred as a dissolving agent 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 flesh out 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 expected 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 can take place. This activity is particularly important when the project in full or part is expected to be execute under a contract. This is not to undermine the importance of accurate cost planning for the in-ho hire 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 at heart 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 incurredC ost per activity/task estimationThe development of the cost plan for simple projects may barely involve the consideration of the overall 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 disposition 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 entropy requiredConstituentsMeasurement rulesFloor area running(a) unitsElements floor area, Element unit quantitiesUpdating historic costsPreliminari esContractors overheads and bring inDiscuss 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 grade Analysis (EVA) was developed by the US Department of Defence to determine the performance of gigantic military procurance contracts. Its techniques can still be applied to the smaller projects currently in use today. Indeed, as Microsoft Project allows drilling down through and crosswise a project, specific variances and general trends can be easily found. EVA looks at three basic parametersWhat value of work SHOULD have been accomplished to date?How a good deal value has been realized to date?How overmuch has actually been exhausted to date?By comparing these parameters, an nonsubjective assessment of cost AND schedule performance can be gained. Instead of simply concentrating on how much time has been taken to achieve progre ss, earned value looks at how much value has been achieved so far. For example, take the following 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 approximately 13% greater than its baseline cost.So far (as of the projects status date), the project is back tooth schedule to the value of $1,600 worth 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 still seven tasks. If there were 70 tasks (or even several hundred tasks), the dominance for error becomes much larger. encourage Engineering Efforts to reduce the CostValue Engineering is defined as an organized effort directed at analyzing the functions of arrangements, equipment, facilit ies, services and supplies for the purpose of achieving the essential functions at the lowest life troll cost consistent with the required performance, reliability, quality and safety. Numerous other impairment (value management, value abridgment, etc.) are also use 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 First Cost step-down These reductions are attributed to the VE program only when required project functions or features can be delivered at the reduced cost. Simple cost cutting e.g. lessen cost at the expense of required features or functions is not VE. VE first cost reductions are counted as VE nest egg to the extent that dollars are reclusive from approved budgets based on the results of VE studies.Life Cycle Cost decline LCC reductions are based on the aggregate of first cost and expect future cost in maintenan ce and operations. When additional first cost is required to implement a specific VE suggestion, this can be graduation exercise by other VE suggestions which reduce initial cost. If the project budget must be increased to accommodate the additional investment, first cost savings derived from other projects may be used for this purpose after grab approvals. As long as they do not entail first-cost project budget increases, VE suggestions based on apparent life-cycle cost reductions may be adopted without egg 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 possibly to reduce life cycle cost with no reduction or a lesser reduction in worth, to increase wor th with no increase or a lesser increase in life-cycle cost, or (ideally) to increase worth and reduce 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 spiritThe completion of Tentative physiqueAs it is a new construction projects, the first study at Concept Design is intended to review basic design decisions that match to areas such asSiting and building orientation structure form, shape and massingLayoutOccupiable to glaring area relationshipsDesign criteriaBuilding systems selection optionsSpace program optionsBuilding space/volume parametersVertical and horizontal circulationMajor Mechanical-Electrical-Plumbing (MEP) considerationsOverall animation considerationsSite access/egressOverall phasing/scheduling plans (as appropriate)Sub-soil conditions and geological infoUtility availabilityThe second study at Tentative Design will focus on more detailed design decisions including (as applicable) proper(postnominal) building system designSpecification and performance requirementsProposed design detailsLayout options within overall building geometrySpecific MEP system selectionsSite paving, grade and utilitiesPhasing and scheduling plansMajor constructability issuesThe basic approach is intended to consider macro direct 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 fiv e distinct phases. Briefly, these phases areInformation shape 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 noble cost areas.Speculative/Creative anatomy The VE team uses a creative conference 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. promulgate Phase The VE consultant will work in p roject with the A-E and the PBS representative to produce a preliminary written VE Report which is intended 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, medium and low complexity. The suggestions associated with the current projects were as follows alteration of architectural designs The hangar detonating device was knowing to be an opaque structure. This roof can be made transparent through the ample use of the transparent glass which would allow more volume of sunlight. The high numerate of sunlight during the day would result in the low usage of electrical energy and hence reduction in the variable cost of the running the hangar. re-sentencing 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 wit hin the hangar.recycle of existing materials such as fencing The material used in fencing can be reused in the construction activity as the fence would not be required eventually.Use of Solar government agency The Solar power can be effectively used to inflame 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, 3rd Edition (PMBOK Guides)Public Procurement directorate (2007), Internet, Public Procurement best practices guide, Available 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 Publi cation.Mulcahy, Rita (2003), danger 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 Launch 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 engineering science Project Management, 6edition.