Running Head: BATHROOM REMODEL PROJECT MANAGEMENT

BATHROOM REMODEL PROJECT MANAGEMENT

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 TABLE OF CONTENTS

Project Outline.................................................................................................................................2

Brief Description of Project.........................................................................................................2

Project Deliverable.......................................................................................................................2

Cost, Schedule & Technical Performance Management.................................................................3

Cost Techniques...........................................................................................................................3

Project Schedule for Acquisition Component..............................................................................4

PERT & CPM..............................................................................................................................5

Key Schedule Influencers............................................................................................................7

Management of Small Projects........................................................................................................8

Traditional tools, techniques & methods.....................................................................................8

Roles & Responsibilities for Smaller Projects.............................................................................8

Schedule Change Management Process.......................................................................................8

Small Acquisition Project Schedule.............................................................................................9

Screen Print of Schedule & Gantt Chart....................................................................................10

Screen Print of Critical Path Network Diagram.........................................................................10

Five Project Management Institute Process Groups..................................................................10

Acquisition Project Guidelines......................................................................................................11

Refining System Acquisition Project Schedule.........................................................................11

Evaluation Techniques in Request for Proposal........................................................................12

Required Information for Project Status & Budget...................................................................12

Updated Project Plan & Gantt Chart..........................................................................................13

Request for Proposal..................................................................................................................13

Vendor Evaluation Criteria........................................................................................................14

 Diagram for Vendor Status Update Process..............................................................................15

Costing Methods & Tools..............................................................................................................15

Two Costing Methods............................................................................................................15

Examples of Computations for Few Activities..........................................................................15

Costing Table for Budget...........................................................................................................16

Contingency Budget...................................................................................................................17

Earned Value Management System...............................................................................................17

Earned Value Analysis...............................................................................................................17

Scenarios....................................................................................................................................18

Discussion of each Situation......................................................................................................22

Overall Cost & Schedule Performance..........................................................................................22

Monitoring Progress...................................................................................................................22

Metrics, reports & graphs...........................................................................................................23

Determining Cause of Variation...............................................................................................23

Responding to Deviations..........................................................................................................23
 BATHROOM REMODEL PROJECT MANAGEMENT

Project Outline
Brief Description of Project

The Bathroom Remodeling Projects help us to remodel and makeover our bathrooms. The
bathroom remodeling is a kind of the renovation of the bathroom with some twists. Although, the
bathroom is the smallest rooms of the house but it is one of the most labor intensive area to
perform the renovation of the project. Within around several hundred square feet, the project
manager will have to address the counters, tiles, electrical, plumbing and cabinetry. However, the
only way to get this project done perfectly is to plan the project and perform the entire activities
one by one, one activity at a time. This is also one of the less efficient rooms to renovate in a
house as compared to the other rooms of the house. This project attempts to formulate a plan and
address all the key areas for the bathroom remodeling project.

Project Deliverable

The project deliverable for the bathroom remodeling project is shown below:

BATHROOM REMODELING PROJECT DELIVERABLE

Major Deliverable Description
Initiation 1. Meeting with the owner of the project to
submit detailed project charter.
Submission of the Project Charter 2. Clarifying and discussing the plan with the
project owner.
  3. Signing of the contract.
  4. Payment made to the project team as
specified in scope.
  5. Make necessary and required changes and
receive project owner signatures again on
project charter
   
Planning (Planning the complete project work) 1. Receiving prices and quotes for materials and
labor
All the responsibilities for work would be divided as 2. Planning of the project activities according to
per the scope & the defined WBS (plan for time and budget and time
cost)
  3. Finding appropriate contractors.
Execution (Working the project plan) 1. Each member to execute their part according
 to WBS
Execute the remodel plan 2. Monitoring the overall construction and
preparation job.
(monitoring the project and communicating with 3. Seeking customer feedback over the course
customer) of the project.
(making necessary changes as required)  
   
Termination 1. Performing the close-out activities
(Completion of the project 2. Evaluating performance
  3. Invite feedback
  Closing of the vendor contracts.

Cost, Schedule & Technical Performance Management

Cost Techniques

There are a number of different techniques which could be employed in this project for
managing the costs and determining the initial cost estimates for this project. First of all, a home
inspector can be hired who can take a close look to the bathroom which we are planning to
remodel. The inspector would help us to identify any unpleasant surprises which we might
uncover during the remodeling. Knowing all the pitfalls in advance would help us to estimate
pour actual budget which would be closer to the actual budget.

The second cost estimation technique which we can use is to spread the bathroom remodeling
costs across all the categories as stated by the National Kitchen and Bath Association. Since, we
are planning to remodel a small bathroom therefore; the costs could be spread based on the
following percentages:

 Design fees: 4%
 Installation: 20%
 Fixtures: 15%
 Cabinetry and hardware: 16%
 Countertops: 7%
 Lighting and ventilation: 5%
 Flooring: 9%
 Doors and windows: 4%
 Walls and ceilings: 5%
 Faucets and plumbing: 14%
 Other: 1%

Finally, the third cost estimation techniques could be to be upfront about the total budget of
the project. The national average kitchen remodel cost is $ 8000 for a minor scale bathroom
remodelling. Therefore, this estimate can be taken and based on this, the relative size of the
project and the available time a more realistic budget could be created based on cost estimates.
The monitoring of the costs should be a continual exercise in all of the cost estimation techniques
where the actual should be compared with planned or budgeted. Although, the above cost
techniques are based on estimations and they would vary with different factors therefore, the
project manager needs to use these cost techniques as guidelines for preparing the actual cost
estimates for each core activity. Apart from this, the initial budgeted costs could be controlled by
avoiding scope creep and keeping boundaries for the single room remodel project only. This will
help us to monitor and control costs.

Project Schedule for Acquisition Component

The acquisition of the materials and the components for the bathroom remodeling project
will form the major portion of the total cost for this project. The acquisition component of the
project is important part for the overall project and its schedule needs to be planned in advance.
The main acquisition component categories and the relative schedule in days for acquiring these
components are shown in the table below:

Acquisition Components Schedule (days)

Countertops 8
Backsplashes 8
Showers & Bathtubs 6
Sinks 4

A total of 26 days could be required to acquire the components before the initiation of the
bathroom remodeling project.
PERT & CPM

The program evaluation and review technique & the critical path method has been developed
in the excel spreadsheet. The activities for the completion of this project, their duration,
resources and predecessor information is shown in the table below:

Activiti Activity Description Predecess Time Resources (Cost)

es or (Days)
A Develop Project Budget - 8 200
B Specify Materials A 10 178
C Specify Finishes A 2 660
Remove Bathroom Tile B,C 1 $2.14 per square
D foot
E Remove Bathtub B,C 1 $35.92
F Install Bathtub Faucet D,E 1 300
G Install GFCI Outlet D,E 1 $98 per outlet
Install Molding D,E 2 $4.47 per linear
I foot
J Install Recessed Lighting D,E,I 3 $217
K Install Bathroom Cabinet D,E,I 2 $305
Paint Wall F, G, I, J, 2 $1.80 per square
L K foot
Paint Molding F, G, I, J, 3 $2.15 per linear
M K foot
N Install Granite Countertops L, M 5 $97 per square foot
Install Mortar Bed L, M 1 $9.09 per square
O foot
Install Tile Floor L, M 1 $17.29 per square
P foot
Install Wall Tile L, M 1 $18.37 per square
Q foot
R Install Shower Enclosures 0, P, Q 1 $842
S Install Bathroom Fan 0, P, Q 2 $355
Install Bathtub & Replace Switch 0, P, Q 3 $900
T Plates

Using the PERT and CPM techniques, the results are as follows:

Results of CPM & PERT

Task Early Start Early Finish Late Start Late Finish Slack
A 0 8 0 8 0
B 8 18 8 18 0
 C 8 10 16 18 8
D 18 19 18 19 0
E 18 19 18 19 0
F 19 20 23 24 4
G 19 20 23 24 4
H 19 21 31 33 12
I 19 22 19 22 0
J 22 24 22 24 0
K 22 24 22 24 0
L 24 27 26 29 2
M 24 29 24 29 0
N 29 30 32 33 3
O 29 30 29 30 0
P 29 30 29 30 0
Q 29 30 29 30 0
R 30 32 31 33 1
S 30 33 30 33 0
T 30 31 32 33 2
  Project 33      

It could be seen from the above table which activities are critical and which are not critical
based on their early finish and early start times. This project will take 33 days to complete and
the whole bathroom will be remodeled in 33 days.

The Gantt chart for the earlier start and earliest finish times is shown below for these project
activities:
Key Schedule Influencers

There are a number of key schedule influencers which can impact on the projects negatively
or positively. One of the research shows that 75% to 90% of the project fail because of their
failure to meet their project objectives. This same research also identified that there mainly the
human behaviors are the one which are responsible for the failure of the projects as the
negatively impact on the schedule of these projects. The main key schedule influencers who can
impact upon small or large projects are as follows:

Failure to align the project priorities is one of the key influencer due to which projects
fail. When the project managers fail to derail the program priorities, then the schedule for
the projects deviates.
If any project has unequipped or unmotivated team members then that project is likely to
fail. According to research 80% of the projects fail because the members of the team are
not able to track and support the schedule of the project optimally.
Fact free planning is also a key schedule influencer. 85% of the projects fail because of
setting the resource limits and the deadlines without considering the external realities or
taking input from experienced consultants.
Finally, the failure to build the most effective direction setting alliances is another key
schedule influencer. 65% of the projects fail because of negative impact on their
schedules due to lack of sponsorship which proves to be insufficient to achieve the
intended purpose of the project.

Handling the above key schedule influencers is highly important for achieving the purpose
and successful completion of the projects. One of the most important solution for managing and
handling such key schedule influencers is to form a ‘Net Map’ which will identify the influence
networks and depict the complete project information in a quantitative and intuitive manner. All
the participants of the project can easily visualize their own networks within the group network.
Apart from this, influence maps can also be used to identify the stakeholders who can influence
the project schedule and then it could be used as a guide to manage the various relationships
among them.
 Management of Small Projects
Traditional tools, techniques & methods

There are several techniques in past which project manger used for bathroom remodeling in
larger projects and it is expected that these traditional techniques, tools and methods could also
be used in managing the small projects regarding bathroom remodeling. These tools, techniques
and methods are allocating budget, time and resources and designing work sequence depending
upon the all activities which are involved in bathroom remodeling.

Roles & Responsibilities for Smaller Projects

There are several roles and responsibilities of a project manager in managing the small
projects such as bathroom remodeling. First of all there is a need to find a contractor and
architecture to identify the cost involved in the bathroom remodeling and design of the model
which involves appropriate cost as per budget estimates. As smaller projects such as bathroom
remodeling involves low time duration as compared to the larger projects therefore limited
workforce is required but it also needs continuous supervision as well.

Schedule Change Management Process

The Change management process is scheduled by the manager itself in small project unlike
the larger projects which involves a group of mangers and senior staff. In remodeling process of
large projects many architecture involves but in smaller projects like bathroom remodeling only
one designer, contractor or architect is involved which takes complete responsibility of the
project and take decisions solely.

Small Acquisition Project Schedule

Activitie Activity Description Predecesso Time Resources (Cost)

s r (Days)
A Develop Project Budget - 8 200
B Specify Materials A 10 178
C Specify Finishes A 2 660
D Remove Bathroom Tile B,C 1 $2.14 per square foot
E Remove Bathtub B,C 1 $35.92
 F Install Bathtub Faucet D,E 1 300
G Install GFCI Outlet (2) D,E 1 $98 per outlet
I Install Molding D,E 2 $4.47 per square foot
J Install Recessed Lighting D,E,I 3 $217
K Install Bathroom Cabinet D,E,I 2 $305
L Paint Wall F, G, I, J, K 2 $1.80 per square foot
M Paint Molding F, G, I, J, K 3 $2.15 per square foot
N Install Granite Countertops L, M 5 $97 per square foot
O Install Mortar Bed L, M 1 $9.09 per square foot
Install Tile Floor L, M 1 $17.29 per square
P foot
Install Wall Tile L, M 1 $18.37 per square
Q foot
R Install Shower Enclosures 0, P, Q 1 $842
S Install Bathroom Fan 0, P, Q 2 $355
Install Bathtub & Replace Switch 0, P, Q 3 $900
T Plates

Screen Print of Schedule & Gantt Chart

Screen Print of Critical Path Network Diagram

Five Project Management Institute Process Groups

There are specific processes involved within each of the 5 Project Management steps
which are given below.

Initiating

Initiating involves some specific processes such as identifying the skills and resources
which are necessary to start the project. In addition to this estimating the cost related to the
project and budget preparation also involves in the initiating phase in order to ensure the start of
the project in a successful manner.

Planning

In the project management the processes involves in the planning phase are commonly
defining the scope of the project and forming strategies to maximize the workforce along with
listing the most critical tasks during a project and setting a priority list as well for the successful
implementation of the project.

Executing

In the execution phase the specific processes involves managing teams and designing the
workforce in such a way that could help in achieving the benchmark goals during the given
timeframe.
Monitoring and Controlling

In this stage some specific processes also performed such as managing the change orders
that needed during the project, managing the budget constraints and other events that could arise
during the life of the project.

Closing Phase

In this stage of the project management the specific processes which are performed are
closing the project with the given time frame, with the given budget and with the required
specifications.

Acquisition Project Guidelines

Refining System Acquisition Project Schedule

By reviewing the system acquisition project schedule it is expected that installing bathroom
fan, and providing adequate light and ventilation are the additional activities which must be
included in the project of bathroom remodeling.

Evaluation Techniques in Request for Proposal

In order to identify the best seller, there is a need to conduct market survey and should
identify the cost of different products according to the desired level of quality of each product,
and then should identify the logistic operations of that vendor either are reliable or not for the
successful and on time delivery of the products.

Required Information for Project Status & Budget

It is expected that following information will be required form the selected vendor in terms
of the project status and budget.

-Contact details of the Vendor and background

-Contract details and terms of the contract

-Scope of the Job

-Access the timeline of receipt and payments.

-Technical requirements and available technical support and

-The Principal Point of Contract

Updated Project Plan & Gantt Chart

Request for Proposal

The request for proposal template is shown below:

REQUEST FOR PROPOSAL for BATHROOM REMODEL

Property: Small Bathroom        

Bid Return Date: November 15, 2016
Contracted Amount: $_______________
Scope of work: Work to be done for a single 40 square foot bathroom
1. Pull all the necessary permits
 2. Protect the building perimeter
3. Provide a safe working environment
4. Work will also include a demo of the existing sink, vanity, and tub/shower unit.
5. Installation of new shower valve
6. Installation of Aquatic Model with all the plumbing connections
7. Installation of new faucet.
80. Installation of the Glacier Bay Surf
9. Provide the labour and materials for bathroom remodelling
10. Complete according to the manufacturer’s specifications
11. Clean the jobsite daily
12. Regular inspections need to be performed by city inspector
13. Tenant should be aware of schedule

Vendor Evaluation Criteria

The Table with the vendor evaluation criteria is shown below:

Vendor Evaluation Matrix

Criteria Weight x Rating Score
Product Quality 10 1 2 3 20
Product Prices 5 1 2 3 10
Service Expertise 8 1 2 3 24
Technical Expertise 2 1 2 3 6
Logistic Support 5 1 2 3 15
Implementation time frame 5 1 2 3 10
Customize capabilities 2 1 2 3 6
Diagram for Vendor Status Update Process

Finalazing
contract terms
Meeting with and review
vendor processes

Testing
Products and
Services

Costing Methods & Tools

Two Costing Methods

The two costing method which would be used for this project budget are the resource costing
method and the empirical method for estimating the project budget. Under the resource method
all the resources required for the bathroom remodeling would be listed and the consulting price
lists could be used to estimate the prices of all the materials and other activities. Going out for
bids for large pieces is also an alternative to get the prices. Under the empirical method of
costing, similar projects of similar nature would be accessed in the industry. The cost breakdown
for a bathroom remodeling project in terms of percentages could be grabbed and a total budget
could be formed. Both of these methods would help us to create realistic budgets.

Examples of Computations for Few Activities

Few examples of the activities and their calculation of the costs are shown in the table below:

Duration Resource Cost Cost Method 1 Cost Method 2

Project Task in Hours per Hour (Resource Costing) (Empirical Method)  
         % Cost
Install
Bathroom 10281x3
Cabinet 48.00 6.35 48x6.35=305 3% %=305
10281x0.
Paint Wall 48.00 1.50 48x1.5=72 0.7% 7%=72
10281x0.
Paint Molding 72.00 1.19 72x1.19=86 0.8% 8%=86

Costing Table for Budget

The budget calculation based on the above two costing methods is as follows:

Duration Resource Cost Cost Method 1 Cost Method 2

Project Task in Hours per Hour (Resource Costing) (Empirical Method)  
Co
        % sts
Develop Project Budget 192 1.04 200 2% 200
Specify Materials 240 0.74 178 2% 178
Specify Finishes 48 13.75 660 6% 660
85.
Remove Bathroom Tile 24 3.57 85.6 1% 6
35.
Remove Bathtub 24 1.50 35.92 0.3% 92
Install Bathtub Faucet 24 12.50 300 3% 300
Install GFCI Outlet (2) 24 8.17 196 2% 196
178
Install Molding 48 3.73 178.8 2% .8
Install Recessed
Lighting 72 3.01 217 2% 217
Install Bathroom
Cabinet 48 6.35 305 3% 305
Paint Wall 48 1.50 72 0.7% 72
Paint Molding 72 1.19 86 0.8% 86
Install Granite 388
Countertops 120 32.33 3880 38% 0
363
Install Mortar Bed 24 15.15 363.6 4% .6
691
Install Tile Floor 24 28.82 691.6 7% .6
734
Install Wall Tile 24 30.62 734.8 7% .8
Install Shower
Enclosures 24 35.08 842 8% 842
Install Bathroom Fan 48 7.40 355 3% 355
Install Bathtub &
Replace Switch Plates 72 12.50 900 9% 900
 102
TOTAL     10281 100% 81

Contingency Budget

The incorporation of the contingency budget in both the above budgets would help us to
mitigate the risk of underestimation of the costs for each activity. The contingency budget
can be incorporated in the above two costing methods by setting aside contingency funds at
the start of the project. These could then be used later to offset the unforeseen increases in the
costs. This amount of contingency budget would depend on the size of the project and the
risk faced by the project.

Earned Value Management System

Earned Value Analysis

The earned value analysis is an industry standard method for measuring the progress of any
project at a particular given point of time for the project. For the bathroom remodeling project
this could be done by forecasting the final cost and the completion date of the project as the
project proceeds. The EVA is a snapshot in time and it could be utilized to detect the early
warnings for the endangered or deficient progress of the bathroom remodeling project. The EVA
would help us to identify in advance that whether the project is behind schedule or over budget
and help us to fill this gap.

The earned value analysis can be measured by calculating three key values for each activity
in the work breakdown structure. These are the planned value (PV), actual cost (AC) and earned
value (EV). Using these three, a range of measures are calculated which are shown in the table
below:
Scenarios

Each of the four scenarios has been analyzed through EVA method. It has been assumed that
23 days have passed for the project and the remaining 10 days are still left for the completion of
the project. The remaining estimated budget for the 10 days is $3116. The sample calculation,
interpretation and graph for each scenario are shown below:

a)

Scenario 1
Estimated Schedule 10
Behind Schedule 12
Estimated Budget 3116
Over Budget 4000
Cost Variance -884
Schedule Variance -2
Cost performance index 0.78
Schedule Performance Index 0.83
Estimated cost at completion 4884
Estimated time to complete 14
 Behind Schedule & Over Budget
6000
4000
2000
0
le et on et
e
edu u dg leti pl
h B p m
Sc ed m co
ed at co o
at tim at et
tim Es ost tim
Es c ed
ed at
at tim
tim Es
Es

The cost and time will both have to be reduced for unimportant activities to remove this
variation and keep the project on track so that it is completed in 33 days with a total final budget
of $10281.

b)

Scenario 2
Estimated Schedule 10
Ahead of schedule 8
Estimated Budget 3116
On Budget 3116
Cost Variance 0
Schedule Variance 2
Cost performance index 1.00
Schedule Performance Index 1.25
Estimated cost at completion 3116
Estimated time to complete 8
 Ahead of Schedule & On Budget
3000
2000
1000
0
le et on et
e
edu u dg leti pl
h B p m
Sc ed om co
ed at at
c
et
o
at m
tim Es
ti
ost tim
Es c ed
ed at
at tim
tim Es
Es

The project is on track in terms of time and total cost therefore, no changes should be
made.

c)

Scenario 3
Estimated Schedule 10
Behind Schedule 12
Estimated Budget 3116
On Budget 3116
Cost Variance 0
Schedule Variance -2
Cost performance index 1.00
Schedule Performance Index 0.83
Estimated cost at completion 3116
Estimated time to complete 14
 Behind Schedule & On Budget
3000
2000
1000
0
e t e
ul ge on et
d d eti pl
he Bu pl m
Sc ed m co
ed at co o
at tim ta
t et
tim s m
Es co ti
Es ed
ed at
at tim
m
Es
ti Es

The time will only have to be reduced for unimportant activities to remove this
variation and keep the project on track so that it is completed in 33 days only.

d)

Scenario 4
Estimated Schedule 10
Ahead of Schedule 8
Estimated Budget 3116
Under Budget 2800
Cost Variance 316
Schedule Variance 2
Cost performance index 1.11
Schedule Performance Index 1.25
Estimated cost at completion 2484
Estimated time to complete 6
 Ahead of Schedule & Under Budget
3000
2000
1000
0
le t e
du ge on et
e d eti pl
h Bu pl m
Sc ed m co
ed at co o
at tim at et
tim Es ost tim
Es c ed
ed at
at tim
m
Es
ti Es

The project is on track and it would be completed before 33 days and the total cost would
also be less than the budget cost of $ 10281.

Discussion of each Situation

If we assume that nothing changes with the present state then the final cost could be
computed by adding the incurred cost for the 23 days and the remaining cost for 10 days under
each scenario. Similar calculations could be done for the time to complete this project. These are
shown in the table below for each situation:

Total
Situa Cost of Initial Initial Remaining Cost Remainin Total completion
tion 23 Days Days for 10 days g Days Cost time
1 7166 23 4884 14 12050 37
2 7166 23 3116 8 10281 31
3 7166 23 3116 14 10281 37
4 7166 23 2484 6 9650 29

Overall Cost & Schedule Performance

Monitoring Progress

The monitoring and the control activities for the project take place at the same time and these
consist of all those activities which are performed for observing the execution of the project and
potential problems could be identified in advance and immediate corrective action could be
taken. We will be monitoring the project by identifying the critical path activities. Along with
this a milestone slip chart can also be produced or a Gantt chart could be generated to monitor
the progress of the project.

Metrics, reports & graphs

A range of different metrics, reports and graphs will be used to monitor the progress of the
project. For the graphs we will use the milestone slip chart, Gantt chart and the precedence chart
to monitor the progress of the activities. The project budget monitoring can be performed by
filming the S curve. Apart from this, many other metrics could be used to monitor the progress of
the project such as Pareto analysis and Earned Value Analysis.

Determining Cause of Variation

The milestone slip chart and the Gantt chart would work in similar fashion and both can be
created using MS Project. These charts will highlight the key milestones with their respective
dates and then comparison could b easily made with the actual progress of the project. The
precedence chart can be used to guide the project execution and help us to monitor why
particular activity is dependent on another activity. The Pareto Analysis can help us to determine
the 20% of the activities which are responsible for 80% of the costs of the project. After these are
identified we can adjust our monitoring and focus on these activities. Finally, the EVA can be
used to find out that whether the project is getting value for money or not.

Responding to Deviations

When particular deviations are identified in the project by using the above monitoring tools
and techniques then immediate corrective actions will be taken. If the project is running over the
budget then the contingency budget would be utilized however, before that the causes for the
deviation will be identified and removed. If the project is running before the schedule and not
making significant progress then management can decrease the time for non-critical activities
and utilize that time for the completion of the critical activities of the project. Overall, when the
project would deviate from the baseline then updated risk identification and risk analysis will be
performed. The contingency plan would be applied in such situations. If the deviation is still not
handled then a request for the change of the project plan would be submitted.