Project Strategy And Strategy

After the negotiation of the ultimate contract, EID was presented with the authorization to start the task. But there is no formal notice to carry on and the length of time of the project was not strongly monitored or contractually given.

In the session of an owner's representative during the design period, to expedite owner's decisions and approvals, Mr. Ian Leadbetter, a mechanical and software engineer, was appointed as the owner agent even though he lacked job management training and experience.

Failures in submittal reviews - Mr. Leadbetter was occupied with the program development and didn't have a standardized process set up for the agreement of submittals and other key job management owner processes.

Design process failures - There was no process that was in place to package with the development of the production teach. This change caused the software design work that was completed to be discarded leading to Mr. Ledbetter's need to focus on redesign of the software rather than on his responsibilities of facilitating and communicating information between all gatherings. Since there were no techniques on order for submittal reviews and approvals, there was a significant wait in the delivery of the creation train equipment.

During the construction phase, there were numerous problems that resulted including inter-coordination of shop drawings to create causing the structure of the building to be designed five foot less than necessary for the production train, owner representatives conducting business with subcontractors without the builder being present, and other issues with process and technological management. There is no marketing communications plan in place for the project.

Failures in conclusion program and getting occupancy enables - There have been delays due to lots of shortfalls in the job management system. The management failed to hold EID accountable for project completion and closeout creating delays in program. EID didn't supply the building occupation permit nor performed they comply with arranging requirements for energy tie-ins causing several weeks in lost development.


The real aims of Woody were as follows

Increase the production capacity by 25%

Increase the floor of the creation plant

Install air conditioning

Install dust particles free painting and finishing shop

Add additional compressor capacity

Completely install a semi-automatic lumber working production train

Renovate the President and Vice-President's offices


The project's success can be gauged by their adherence to cost, time, usage of resources and quality requirements.

Cost: Maximum cost allowed was $ 17 million. Developing a control over the budget, without the deviations would be success conditions.

Time: The maximum time allowed for the job was 18 months. Any deviation from this would reflect inadequately.

Quality: Adherence to both product and process quality would be important. Product quality can be determined by the Conditions of Satisfaction established by the client, in this case the management mother board of Customs Wood Work. The second quality standard can be measured by the criterion place by the project team in order to get the final product. Process quality should be developed at every stage.


Project Scope

Set up in 1954, Custom Hardwood Works had varied into the processing of made-to-order kitchen and bathroom cupboards, furniture for wholesalers/merchants along with its traditional offering of customized furniture. The company had even taken up sub agreement work supplying putting in countertops and units for commercial constructions.

With the mini-boom in the structure industry, Custom Solid wood Works was established to expand its developing business. The company was looking to go into the field of developing by computer manipulated automation. To provide a certain grandeur to the strategy, the office buildings of the Chief executive and the Vice-President were being renovated.

The range of the task includes increasing the ground space open to the company with a concentrate on increasing the company's production capacity by 25%. In addition, it includes establishing of a new semi-automatic real wood working production coach complete with air-conditioning facilities and a dust free painting shop. The job even includes reconstruction of the President and Vice-President's office.

Work Break Down Structure


Design New Area and Requirements

1. 1

Design new instruments and plants

1. 2

Planning and Budgeting

1. 3


Pouring equipment and walls

2. 1

Site Clearing

2. 2

Constructing the Hall


3. 1

Installing mechanised devices

3. 2

Electricity Facilities

3. 3

Painting Walls

3. 4

Mounting Walls

3. 5

Installing steel structure

3. 6

Installing the new equipments

Programming and tests

4. 1

Dust free train shop

4. 2

Production train

4. 3

Starting Production and closing

Client feed back


The additives to Woody's job plan will include -

Sales Assessment

An assessment of devoted sales agreements and projected agreements should be done to ensure that development can still be maintained during suggested construction and that customer demands for scheduling and delivery requirements are attained. There must be a strategic planning session which includes supervision, sales, and development to ensure a higher standard for client satisfaction during proposed construction process. An in depth sales and marketing plan should be prepared and should have contingency planning in case the market falls in a certain sector.

Process and Suggested PMLC model

A complete systems move should be developed to add document, activity and timetable accountability, and invite for the involved coordination between your owner, design and development teams, and governing agencies. A Woody 2000 project steering committee should be created which includes the executive management team and key market leaders of the task.

Strategic planning and focus groups

A systematic proper planning time with various categories in the organization should be planned. Sub target group which include finance, development and supervision should be developed. All meetings would have very detailed reaching minutes to include new and old business, pending issues and accountability milestones. A task-tracking log can be taken care of in each of the key disciplines.

Evaluate Design and Constructability

Value anatomist, systems research, interior and external specification selections, program requirements, and overall design development coordination should be included. Existing development productivity should be evaluated along with new solutions and the impact upgraded machinery would have on creation. Existing production capability should be looked after in order to service existing clients.

Job sequencing and mobilization

A complete interfacing of the Woody 2000 project program requirements with the prevailing operations to ascertain various alternatives for structure mobilization should be included.

Pre-construction schedule

Woody's exec team should be included in the overall development of the pre-construction timetable with related duties and accountability time lines. A mobilization plan must be completed to be able to ensure that the prevailing production lines can be maintained without interruption.

Financial Performa and feasibility

Various alternatives to the proposed extension including Financial Performa, implications of proposed development, system for coding spots, methodologies for hiring of design and construction groups, design development process, implementation process, cost handles, and quality control techniques, should be developed.

Company selection methodology

A competitive bidding process for the selection of the General Service provider should be used. A preconstruction seminar would be presented where the construction documents would be passed out and the project parameters be discussed and founded with companies.


Woody's plan in handling the project included the following

Appointing Spencer Moneysworth as the Job Lead

Inviting Expert Industrial Creators to estimate on the development.

A monthly cash flow originated by Kim Cashman.

Mr. Leadbetter was appointed to dominate the day-to-day functioning of the project.

Various sellers like Piecemeal Company etc. were appointed to supply the essentials for the impending building.

The installing the mechanical equipment in the dust free coloring shop was presented with to Amos Dent of Tinknockers Affiliates.

The local inspection authority was asked to intervene and look for compliance with the regulatory plans.

An additional line of project financing was opened up to meet up with the escalated costs, as a result of delay in completion.

An expensive online marketing strategy was launched to win back the lost customers.

For post task appraisal, task management consultant W. Easley Affiliates were maintained.

A new and improved upon task management plan will include the following

- Programming guidelines

1. Design review

Review Architectural and Engineering Design Services Contracts and ensure these agreements have definitive time constraints and design to budget variables.

2. Review Programming Objectives

a. Confirm the Woody team overall dreams, intentions, goals and objectives for their development and create a complete needs assessment

b. Confirm the long range service strategies and the required sales and marketing strategies needed to keep the new production train generative for its proper creation to payback ratio.

3. Review Encoding Documents

a. Confirm the assessment and audit of Owner's existing facilities and determine specific must projected earnings. Review existing businesses to ensure that creation is not damaged by the structure process.

b. Ensure the Owner's center needs are totally documented through a program manual and needs diagnosis log.

d. Coordinate with the executive team the entire wanted program to decipher between needs and needs and obtain necessary approvals.

4. Review/Maintain Overall Task Budget (OPB)

a. Confirm the Owner's needs and constraints regarding overall job budget and develop concise budgeting throughout design development period.

b. Confirm coordination of the budget with this program to guarantee sufficient funds are reserve and that the sequencing of work is in line with projected cashflow.

c. Determine cash flow requirements and projections for the duration of the master schedule and organize with the fund office.

d. Prepare periodic reports to document the planned cashflow versus actual cash flow and are accountable to the Woody 2000 professional steering committee.

5. Review/Maintain Overall Job Schedule (OPS)

a. Validate the preliminary schedule and expand the final job routine and identify major milestones and the critical journey for job.

b. Validate major team member's needs, obligations and detailed scheduling of team member's work including owner offered equipment, subcontractors, and the complete project labor force.

6. Review Site As a consequence Diligence

7. Zoning & Studies - Coordinate and confirm approvals for proper permitting.

a. Travel - Confirm the need of a traffic management plan to ensure that the 850 existing employees have sufficient parking and are not damaged by the development.

b. Legal limitations - Confirm approvals for equipment and new color shop area.

c. Environmental studies & Soils analysis - Concur that all soils reviews are sufficient for the new building footers and composition.

e. Life and capacity of resources and infrastructure - Coordinate with the correct utility companies to verify that all widened utilities are slated properly and without delay.

f. Determine relevant federal and community agency requirements, approvals and invite.

b. Design Process

1. Confirm Procurement Contracts - Design Services

a. Confirm set of consultants, contractors and sellers whose services may be required in the purchasing of design services.

b. Monitor the introduction of agreements to be honored to successful bidders, all required deals must be based on hard figures or assured maximum costs.

2. Performance Compliance

a. Coordinate the standards of materials with the Owner's needs there must be careful consideration given to the production train equipment.

b. With the look consultants, develop techniques for material tests and test reporting.

3. Advisor Coordination

a. Screen the coordination of consultants and distributors in such areas as the development train equipment and other specialized equipment essential for the growth space.

4. Program and Design Compatibility

a. Confirm with the look consultants that the developing designs are appropriate for the program, professional schedule, grasp budget and quality prospects.

b. Confirm with the look consultants that the look as developed is compatible with the Owner's needs.

5. Submittals

a. Keep an eye on design submittals and approvals.

6. Insurance

a. Concur that design consultants have and keep maintaining insurance relative to the Owner's needs.

7. Cost Control

a. Manage procurement of conceptual quotes of engineering costs.

b. Help with value engineering ideas.

8. Financing

a. Assist Owner with creating a process for taking care of use of the contingency account.

b. Make changes as necessary to job current and future cash flows.

4. Quality

a. Maintaining quality in cases like this, includes

Adherence to steps and processes

Enforcement of the processes

Issuance of conclusion certificates

Types of procedures and processes

Quality assurance in the Woody 2000 project can only just be achieved through proactive involvement of the management team, conversation with the Owner, and design employees. The tools to accomplish the same include

Design reviews-Constructability reviews & value analysis

Submittal control and approval

Pre-construction meetings for major building components

Partnering Consultations at key intervals of the project to clarify task benchmarks and goals

Educating trade contractors in the QA/QC (Quality Confidence/Quality Control) requirements of the project.

Quality assurance and control of the Structure Director and subcontractors and in field procedures should begin during the design phase to find out that the deal requirements are evidently realized by all gatherings. Regular inspections must be conducted to ensure that all items are in conformance, or that non-conforming items are corrected.


A regular quality inspection process should be documented. If the quality program is not applied properly, a notice should get to the celebrations involved, getting in touch with for an instantaneous resolution.

3. Review and issuing completion certificate

As certain stages of the job are completed, a list of expected deliverables should get to the companies. The subcontractors are expected to cross check the expected deliverables with the real deliverables and contact the quality team for a review. On successful conclusion fo the review, the conclusion certificate may get to the contractor.


Leadbetter didn't invoke the product quality specifications as he previously not been been trained in project management experience and lacked the desired skills. The result of it were the following -

The specs of the production train was improved to increase capacity leading to the rewriting of the software. This increased debugging at the start-up.

Review and approval procedures for the many requirements and drawings were not taken, because of which there was a hold off in getting the endorsement.

Change in the creation plans made it imperative to add another 5 feet to the space of the building.

Delay in obtaining and looking at the catalogue descriptions and other features.

Failure to meet up with the local environmental conformity standards, as arranged by the inspection authority.

Building occupation license couldn't be obtained.

Owners' inspection and dry-run tests of the production train couldn't be performed.

Customer delivery times were missed and contractors cancelled their purchases.

Depletion in the completed goods inventory and therefore loss of face and sales opportunities.

Resultant wait in the conclusion of the project, ensured that costs escalated and required yet another line of financing to be exposed.


The need for quality for such a project is due to pursuing reasons -

Ensures minimum re-work.

Would ensure complete utilization of the resources

The task would be under the stipulated budget.

Proper quality would make reference to compliance of standards and methods.

The project can be completed within the stipulated time.

8. Communication and People Management

a. Group Chart

Project Chart


Leadbetter when appointed to manage the task lacked the knowledge which would have made him an essential part of the project. He lacked project management training and experience. He did not have any grounding in the knowledge of the job life-cycle and control ideas. But Leadbetter acquired field of expertise in the knowledge of the semi-automatic making machinery, that was the area of development of the organization. Therefore, with the start of the production run, this knowledge could have proven to be a secured asset ot the business. Hence, imparting training in job management and nurturing of his skills could have helped the business.


Communication Plan

The communication plan addresses vital items which will include: Responsibility Matrix, Team Coordination, Get good at Plan and Specific levels of confirming for different levels of individuals within the job design and building team. Individual team members should get specific types of studies such as: project team interacting with minutes; monthly professional reports, timetable; etc. Project goals should be established and documented so each team member knows the common aims. A Methods Manual (PMP) should be completed which includes all approved procedures and strategies for the job.

Progress conferences
These meetings are essential and should be conducted at least weekly, with trade companies and key subcontractors, to go over current progress and achieved milestone objectives, forecast the week's improvement and goals, address problems came across and actions necessary to correct any lacking work. This entails two major goals

To provide a series of tools for correct monitoring of the progress of the project.

To provide in depth, accurate records of the job to protect the dog owner from potential disputes or legal problems. Therefore, the next is tracked and recorded on each job

This can be achieved through rade Builder Daily Reports, Building Photographs, Daily Logs, Tests/Inspection Services, Shop Drawings/Submittals, Document Management, Progress Conferences, Schedule Enforcement, Improvement Reporting, Security Inspections etc.

Contract Administration and Field Coordination

The project administrator should oversee the coordination of initiatives between each deal, including issues such as option of the website, maintenance of both pedestrian and vehicular traffic, getting rid of disruption to on-going existing activities, tie-ins of utilities and roadways, compatibility of engineering methods, engineering phasing and utilization of construction makes.

Information Management Systems

An Information Management System which implements, songs and details all the many elements of Task management, planning, organization, conferences and reviews, site logistics, shop drawings, field requests, and file control, should be bought into place.

Decision Traffic monitoring

A decision monitoring system can be designed to keep the task moving. Every time a critical issue is determined by the task team, the system would track the issue, its impact, its source, and the get together accountable for the action on the problem. As individuals do something on the problem, the system would track each action used and identify the next responsible party along the way of attaining a decision on the problem. As each issue is resolved, your choice tracking system would close the issue, but preserves the history of the decision process.

RFI's - Demands for Information

These forms can be used regularly to stimulate communication between all job team members, like the owner and architect. These demands acquire immediate attention and are very helpful in assisting the associates to anticipate issues before they become problems.


Expected Communication during execution

This should include -

Design Deal Log: Songs drawings, technical specs and key dates as needed.

Pending C. O. Log: This log monitors owner and custom made wish list items and cost. They enable well-timed decisions while maintaining the project budget.

Team Action List: Songs actions needed to accomplish program goals and facilitated those actions.

Bi-Weekly Schedules and Meetings: Conferences, facilitating communication and planning among associates. These are directed mainly at trade contractors, but also need support from the dog owner and architect.

Liaison Interacting with: Bi-Weekly conferences which includes owner reps to help major decisions and exchange valuable information.

Submittal Log: Tracks all submittals by trade companies requiring endorsement by the architect and designers.

Daily Manpower Reviews: This survey monitors trade contractor's manpower. This record is evaluated daily and each week to monitor adequacy of work pushes necessary to maintain timetable.

CCA Status Studies: Monitored changes (Deal Change Authorization) and the Owner's contingencies designed for changes.

Alternate/Value Executive Log: Tracks probable additive and deductive changes that the dog owner may wish to implement.

Three-Month Calendar: A three-month calendar with all upcoming meetings and major situations can be included with all reaching minutes and kept up to date weekly.

10. Cost Control


Reasons for the initial high price of EID

The initial bid of EID amounted to $ 20 million over a 18 month agenda. EID thought that Woody's would want considerable assist with their job planning and experienced allowed for a number of uncertainties. EID allowed to undertake the work on a completely reimbursable contract. The counter offer EID made was to do the task on their cost but solicit set price quotations for any sub-trade work.

Their position was fair because of 2 reasons

The hourly rate paid would cover all the direct salary/salaries, pay move burden, head-office over head and income. This rate would connect with all executive, procurement, development and commissioning for which EID would utilize another subcontractor for the building and design work

The variety of hours put in by EID can be checked effectively by Woody's.


2 years after the project was initially launched, there is no meaningful planning for completion. Owners popularity, trials, dry-run and development start-up of the creation train was not carried out. Also the occupation certificate was not availed. Due to later delivery of the creation train, the 'tie-in' of ability and other electricity connections scheduled for the twelve-monthly 2 week maintenance shut-down could not take place. Customer delivery dates were missed and some general contractors cancelled their contracts and put their purchases for mill work anywhere else. Sales opportunities were lost too.

All this come up with resulted in the actual fact that, the job was only 85% complete because the hold off in conclusion too was recharged to Woody's accounts.


Cost Control

An experienced team of experts with understanding of amounts and historical costing, job management and field guidance, should supply the competence on all elements relating to cost control, including budgeting, estimating, value executive and the certification of subcontractors. The Woody 2000 job steering committee would get formal reports weekly from Mr. Moneysworth and Mr. Cashman.

The pursuing cost control methods can be implemented throughout the pre-construction and engineering phases of the project

Budget Planning

In the budgeting phase of the project, the current projected costs of the project can be weighed against the initial budget so that the cost doesn't escalate. It must be ensured that the task involved meets the projected goals


Definitive estimations should be made through schematic design, design development and engineering documents periods of the task. Work should be done in conjunction with the various prime subcontractors in growing estimates that may be tracked in an identical format to simplify the reconciliation at each estimation phase.

Conceptual Pricing:

An in-house cost coding system can be developed, to grow into more detailed pricing as the look advances. A computer-aided amount survey system allows to accurately produce the essential quantities for the task.

Cost Forecasting:

Prior to the start of the construction stage, transfer the estimation into an expense forecasting format used by project management staff to keep track of costs throughout the task to conclusion. This estimating process built from each level to a Assured Maximum Price estimation, would check it against earlier work.

Cost Accounting/Traffic monitoring:

Once the contract price is determined, the projected labor, material and subcontractor costs can be allocated among standard cost accounts at a level of detail befitting tracking individual responsibilities against the project budget.

Procurement and Labor:

The procurement circuit commences as purchase purchases, subcontracts and change purchases are devoted, then immediately documented and simultaneously documented in the price system. Actual labor costs, together with work-in-progress, can be noted on a weekly basis through the payroll system.

Cost Reporting:

Cost records are extensive and responsive to the specific needs of the task. Labor reports, imprinted at the job site regular, can be used by project management to examine improvement and costs. Supplier commitments and expenditures, sorted in various level of fine detail, can be supervised in several reviews. Actual job cost fine detail can be reported on a restricted date range, a group of cost accounts, or for the entire project at this point.


A system must be implemented that solicits competitive bids from subcontractors and suppliers founded upon a set of defined bidding procedures. In conjunction with the owner, this would identify trained and suitable subcontractors and suppliers considering their earlier experience, workload, ability to perform, and financial potential. Pre-bid conferences can be conducted for the purpose of helping subcontractors in understanding the bid documents, design objective and job requirements

Subcontractor Qualification:

The subcontractor qualification process remains an important part of cost and task control. However, subcontractors can't be arbitrarily taken out from the job unless warranted by serious business signals. The subcontractor qualification process is an important part of evaluating the obvious low bidders for capability to satisfactorily perform the opportunity of work. On top of that, the analysis can reveal early on signs or symptoms of weakness, which can be backed to ensure an excellent performance.


Prices should be obtained from a minimum of three pre-qualified bidders for each category of focus on the job. The precision and stability of subcontractor rates should be straight related to the content of information furnished to the bidders.


Flow Chart for processing changes

Cost Forecasting

Conceptual Pricing


Budget Planning


Cost Reporting

Procurement & Labour

Cost Tracking

Sub - Contracting

11. Risk Recognition and Control

b & c.

List of Woody's Genuine Surprises

The allocated cover the task was pegged at $17 million, with 1. 5 years as enough time frame for the construction. Mr. Moneysworth invited Expert Industrial Programmers to offer on the prepared expansion. The fixed price quotation that was distributed by the firm amounted to $ 20 million and an 18 month program.

Mr. Ian Leadbetter was appointed for running the project, despite his insufficient knowledge in job management training and experience. On recommendation of EID, that Woody's should take over the procurement of the creation train directly, the whole production train standards needed to be changed to raise the capacity and therefore the program codes too.

Change in the development plan resulted in another 5 feet being added to the elevation of the building.

Catalogue descriptions and specifications were not received until the foundations have been poured

The surplus paint disposal method didn't meet up with the environmental benchmarks as specified by the inspection authority

Failure to get the building profession certificate

Failure of the 'tie-in' of the power and other power connections

Response to these

Costs due to these changes, including the hold off in the completion were priced tto Woody's bill. To mitigate the result of only 85% conclusion, Cashman was obligated to scramble for yet another line of project financing at excellent plus 2. 5% interest. Liquid cash was spent at every such instance. A coordinated marketing effort premiered to regain the interest of the client, which didn't have much effect.

Possible Risk Management Plan
The implementers of the task could have implemented a 4 prong Risk Management Plan

Risk Recognition: Identify potential dangers as part of the project. Case specific potential hazards range from securing permits and unfavorable climate which may hamper the engineering work. A 10% contingency can be accorded to the building schedule. Care should be taken to ensure that plan creep doesn't happen.

There can be 4 types of risk included as a part of the Risk Management Plan -

Technical Risk: This consists of an assessment of the product quality and performance goals of the job. Proper installing the lag bolts, coordination with the drawing shops and the foundation service provider etc. come under this.

Project Management Resources: This includes incorrect planning and allocation of resources and inappropriate use of management disciplines. Coordination between your owners user interface and the correct contractors can become a part of this.

Organizational Risks: This should ensure that the there are enough human resources allocated to the project and that there are no conflicts between your project staff and the employees of the Custom Lumber Working company.

External Risk: These dangers can be caused by external parties such as regulatory businesses, labor contracts and supplier restrictions. There should be proper coordination with power companies and that accessories and systems should be approved by the appropriate regulatory companies.

Risk Analysis - This can be done by 2 methods: Static and Powerful analysis. While static risk diagnosis is done during the planning phase, vibrant risk assessment is done throughout the course of the project. Risk is evaluated on the next parameters

Probability of the event of the risk

Expected financial loss

Possible Risk Assessment Table

Technical Risk




Technology Availability


Improper Communication


Project Management Risk

Resource Inexperience


Improper Planning


Organizational Risks

Change in Management


External Risk

Need of an regulatory requirements


Supplier/Company Risk


Market Risk


Weather Conditions


Risk Mitigation: These are the expected reactions or action blueprints had a need to mitigate the aforementioned hazards. The expected reactions can be categorized into - Accept, Avoid, Contingency Planning, Mitigate and Copy. Meetings for the design periods can be established periodically. Spruced up confirming procedures, appointment of specialized contact person etc. would improve the communication specifications. Quality Staff may be assigned and inner quality check steps developed for many departments. Quality Check and Requirements could even be developed for sellers and contractors. Quality Audit, if conducted, would go a long way in mitigating risk.

The final paperwork and requirements should be performed during the planning phase itself. Pre-Construction audit, building and post-construction audit should be performed so as to improve project functions, paperwork etc.

Monitoring and Controlling: The risks should be observed during the whole task life. A risk log e book should be maintained. It should contain a Risk Id, description of the chance, owner of the chance and steps taken up to mitigate it.

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