Professional Documents
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STATEMENT OF WORK
WOODYS 2000
ENRIQUE DE LA FUENTE
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1.2 Background
The Custom Woodworking Company is a small-to-medium sized custom furniture and cabinet making company, established in 1954 by Ron Carpenter and Emelia Carpenter. Over the years they obtained a good reputation between the clients and the workers. In the recent years, after the incorporation of their son John Carpenter, the production moved to the subcontract work supplying and installing counter-tops, cabinets and similar fixtures for new commercial construction. Also they have produced millwork for the construction world. In the 1989 there was a mini-boom in the commercial construction. Woodys directors insisted in the new market opportunities and the necessity to increase space and the companys production efficiency. There were two possible solutions, change plant location or increased the surface in the existing facilities. The final decision was to enlarge the facilities due to avoid the interruption to production while relocating their existing equipment.
This project excludes the market risks and other necessities of departments not related with production. Marketing and sales, strategic vision and consumer relations are not defined in the project .They are not facts to be included in the risk of the project. These constrains could be considered as dependent of the result, but not a factor to be included in the project.
3. SCOPE TRIANGLE
3.1 COST
The maximun cost allowed by the management board will be 17 million dolars. It is important to mantain a good control over the budget, in order to avoid deviations and incurr in possible financial charges
3.2 TIME
The maximum time to project execution will be 18 months. No delays are permitted. The management board will be establish milestones to control the development of the proyect. Any deviation has to be properly reported to the Project Manager. The estimation of the time is based in the Delphi techinque, which is developed by the consulting company of Win Easly.
3.3 RESOURCES
Always the resources are limited. In this case, we are working with internal human resources represented by the Project Manager (I. Leadbetter), the Financial Manager (Spencer Moneysworth), the production manager (Miles Faster), and the budget controller (Kim Cashman). And also external human resources, General Contractor Project Manager (I. Kontrak), Design subcontractor (R. Schemers), and all the technical subcontractors and suppliers. Apart the human resources, we need to take into consideration the physical facilities, the equipment to be used and the inventory. 3|P ag e
3.4 QUALITY
This is one of the main factor to the work we have to develop. Always is divided in two types, the product quality and the process quality. The first, is determinated by the Conditions of satisfaction (COS) established by the client, in our case the management board of the company. The second, is the quality developed by the project team in order to obtain the final product according to the neccesities the owners have. Process quality has to be developed in every stage of our project life cycle, from the planning, following by the launching, then the controlling, the accepation and the closing.
3.5 SCOPE
This is the critical point to define the COS. In our project the original idea is to increase the space avalible in the company production plant in 25%. Also it is important to develop an increase in production quantity and quality by the installation new semi-automatic equipment. The last point, but not less important is the redecoration of the management board offices. From my opinion the small details are important, and the really success in this project is based in this last part. Managers have to be satisfied with their new offices to avoid the unsatisfaction of the client.
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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
PLANNING DESIGN THE NEW AREA & REQUERIMENTS DESIGN NEW EQUIPMENTG AND SITUATION IN PLANT PLANNING AND BUDGETING PROJECT EXTERNAL POURING FUNDAMENTS AND WALLS SITE CLEARING AND EXCAVATIONS CONSTRUCTING THE HALL INSTALL PLUMBING INSTALLING MECHANICAL INSTALLING ELECTRICITY PAINTING WALLS MOUNTING WALLS INSTALLING STEEL STRUCTURE INSTALLING THE NEW EQUIPMENT PROGRAMING AND TESTS M. EQUIPMENT DUST FREE PAINT SHOP PRODUCTION TRAIN STARTING UP PRODUCTION AND CLOSING CLOSING PROJECT- CLIENT FEEDBACK
165 days 160 days 150 days 5 days 117 days 54 days 63 days 156 days 28 days 35 days 31 days 68 days 46 days 42 days 138 days 84 days 48 days 54 days 5 days 5 days
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4.3 RESOURCES
Column1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 RESOURCE Spencer Moneysworth Miles Faster Kim Cashman I. Leadbetter I. Kontrak GENERAL CONTRACTOR C. Droppe (Charlie) WATER EQUIPMENT B. Leakey (Bert) FINISHING D. Rivett STEEL STRUCTURE R. Schemers DESIGN A. Dent MECHACNICAL INSTALATIONS O. Volta (Olaf) ELECTRICAL INSTALLATIONS E. Forgot (Eddie) PRODUCTION TRAIN W. Easley (Win) CONSULTING COMPANY Finnacial Director VP Production Controller Woody's Project Manager EDI Project Manager EDI General Manager I. C. Rain Ltd, water equipment I. C. Rain Ltd, water equipment Classic Cladding Co, Roof Classic Cladding Co, Roof Beam Construction Ltd. Steel structure Beam Construction Ltd. Steel structure Schemers and Plotters (S&P) Schemers and Plotters (S&P) Tinknockers Associates, mechanical contractors Tinknockers Associates, mechanical contractors Zapp Electric Co., electrical sup. Zapp Electric Co., electrical sup. Piecemeal Corporation, equipment supplier Piecemeal Corporation, equipment supplier Project management consultants Project management consultants TYPE Wage Wage Wage Wage Wage Material Wage Material Wage Material Wage Material Wage Material Wage Material Wage Material Wage Material Wage Material
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165 days
1.280 160 days 1 160 days 1.200 150 days 1 150 days 40 40 40 40 40 0,004 103,219 0,634 0,049 8,091 1 0 5 days 5 days 5 days 5 days 5 days 0 days 12,902 days 0,079 days 0,006 days 1,011 days 164,6 days 0 days $25 $450.000 $25 $450.000 $25 $25 $25 $25 $25 $25 $25 $25 $25 $25 $250.000 $25 $25 $450.000 $25
$1.219.800
$482.000 $32.000 $450.000 $480.000 $30.000 $450.000 $257.800 $1.000 $1.000 $1.000 $1.000 $1.000 $0 $2.580 $16 $1 $202 $250.000 $0
63 days
432 54 days 63 days 1 117 days 312 39 days
$468.600
$10.800 $457.800 $450.000 $7.800
156 days
28 days 28 days 28 days 35 days 35 days 35 days 31 days 31 days 31 days 68 days 34 days 68 days 46 days 46 days 23 days $700.000 $25 $25 $500.000 $1.950.000 $25 $1.900.000 $25 $25 $1.900.000
$10.013.400
$705.600 $700.000 $5.600 $507.000 $7.000 $500.000 $1.956.200 $1.950.000 $6.200 $1.906.800 $1.900.000 $6.800 $1.904.600 $4.600 $1.900.000
INSTALLING MECHANICAL
A. Dent MECHACNICAL INSTALATIONS
INSTALLING ELECTRICITY
ELECTRICAL INSTALLATIONS O. Volta (Olaf)
PAINTING WALLS
FINISHING B. Leakey (Bert)
MOUNTING WALLS
B. Leakey (Bert) FINISHING
138 days
84 days 21 days 84 days 48 days 24 days 48 days 54 days 54 days 54 days 45,553 days 22,447 days $250.000 $25 $250.000 $25 $4.500.000 $25 $25 $25
$5.033.400
$254.200 $250.000 $4.200 $254.800 $250.000 $4.800 $4.524.400 $4.500.000 $10.800 $9.111 $4.489
PRODUCTION TRAIN
PRODUCTION TRAIN E. Forgot (Eddie)
57 I. Kontrak 58 I. Leadbetter
5 days
5 days 5 days 5 days 5 days 5 days 5 days 5 days 3 days 0,375 days 12 days 0,375 days 6 days 0,75 days 1,5 days $25 $25 $25 $25 $25 $25 $25 $25 $250.000 $25 $25 $25 $25
$257.425
$257.425 $1.000 $1.000 $1.000 $1.000 $1.000 $25 $600 $75 $250.000 $75 $1.200 $150 $300
TOTAL
7718,997
548
$16.992.625
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6. MANAGEMENT APPROACH
6.1 PROJECT MANAGEMENT LIFE CYCLE
Once the goals and objectives are clearly defined we have to elaborate a descriptive plan to develop the project, we need to decide the Project Management Life Cycle to follow. In this case the best suitable PMLC would be the Adaptive PM. Due to the design part of the project, and the complex of the industry, it could be a plus to use a flexible approach to treat all the possible problems. The cycle to follow will be: The first step is to organize a kick off meeting for all components and players of the project. Here we are going to present the objectives, goals and methods to achive success in this project. No exclusions are important. Secondly, a good time line plan must be agree and confirm with all players. Some tecniques must be used, Gantt charts and Network Diagram. Thirdly, control mechanisms has to be develop and agree by all members. Lastly, the final project submision and feedback must be developed.
8. GANTT CHART
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9. APPENDIX
10.1 FORMS AND TEMPLATES DOCUMENTS
Documents to use in the project: Meeting Memo Individual or Workgroup Status Report template Monthly Project Status Report template Deliverable Acceptance Form Change Request Form Change Request Log Issues Log
10.3 REFERENCES
Dulewicz V, Higgs MJ. Design of a new instrument to assess leadership dimensions and styles. Henley Working Paper Series HWP 0311. Henley-on-Thames, UK: Henley Management College; 2003. Knutson, Joan. Project management for business professionals, John Wiley, 2001 Lessard, Charles Stephen. Project management for engineering design, Morgan & Claypool Publishers, 2007 Lester, Albert. Project management, planning and control : managing engineering, construction and manufacturing projects to PMI, APM and BSI standards. Elsevier/Butterworth-Heinemann, 2007, 5th edition. Lock, Dennis. Project Management in Construction, Ashgate Publishing, 2004 Muller, R. & Turner, J.R. (2007) Matching the project managers leadership style to project type. International Journal of Project Management, 25 (1), January, pp. 21-32. Pinkerton, William J., Achieving project bottom-line succe$$, McGraw-Hill, c2003 Reiss, Geoff. Project management demystified : Today's Tools and techniques, E & FN Spon, 1995, 2nd edition. Richman, Larry. Project management step-by-step, Amacom, c2002. Wideman, M. (n.d.) Project management case study: the custom woodworking company Woody 2000 project [Online]. Available from: http://www.maxwideman.com/papers/woody2000/intro.htm (Accessed: 20 April 2010) Wysocki, Robert K.. Effective Project Management: Traditional, Agile, Extreme, 5th Edition. John Wiley & Sons, 042009.
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