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Summary

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Core Problem and Organization's Goals

The main challenge facing Tom Grott and his team at American Constructors is

completing the WOC expansion project by the deadline of December 14, 2009, while

maintaining quality and meeting client expectations. ACI, meanwhile, is accountable for

fulfilling these tasks, because the organizations goal includes maintaining the company's

reputation, ensuring client satisfaction, and bringing in future opportunities (Miele, 2010). The

project completion has diversified the company's abilities and professionalism in providing a

solution for the client's needs as stipulated in the goals.

Analysis

So many parts of the project still need to be completed, such as the

bookstore/cafe/kitchen, lobby, and sanctuary. Progress on this building involves ongoing parts

such as drywall installation, millwork, and flooring, and the task can only be done with fast and

coordinated subcontractors' efforts for success to be achieved. Lobby work involves activities

ranging from the reception area construction, ceiling installation, and flooring, among many

others, signifying the importance of detail when creating spaces that make reception welcoming.

Tasks, including drywall finishing, seating installation, and flooring, are done in the sanctuary.

Precision and coordination are critical for completing jobs that specifically meet intended

designs. The three essential factors in project completion are the communication, management,

and participation of all the subcontractors and the team, the timely completion of project goals,

and client satisfaction (Alshihre et al., 2020). The critical path is defined using the predetermined

Early Start (ES) and Early Finish (EF) times as well as Late Start (LS) and Late Finish (LF)

times for all the tasks (Yang & Kao, 2012). This helps because the project managers can gauge

the slack or float associated with non-critical tasks. The Critical Path Time, also known as Crash
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Time, is the maximum amount of time needed for a project to be completed, and it involves the

longest path of tasks with zero slack. Ensuring on-time delivery is critical, so we must constantly

keep track of what tasks rely on what points of the Critical Path and which ones may impede the

project's progress.

Risk Assessment

The ACI team will conduct Risk management adjustments, frequently monitoring

forecasts and shifting development schedules according to the predictions. At the same time,

critical tasks will be given priority when the weather is suitable, and additional resources will be

provided in case of lost working time. ACI will deal with the labor crisis through partnerships

with subcontractors, cross-training team members, and rigorous financial monitoring.

Recommendation: Resource Optimization

I recommend employing overtime and bonuses to ensure the achievement of the main

tasks. Create a harmonious interaction system among subcontractors, and take careful measures

to prevent delays. ACI, being able to draw professionals with professional skill sets, may

perform activities such as installation of the drywall in the bookstore/cafe/kitchen over time. The

organization can finish this duty faster without compromising the quality by using an additional

workforce that will do shifts at night, on the weekends, and holidays.

Communication Plan

The ACI committee will plan regular status meetings with its client and subcontractors to

notify APC about the project status, existing problems (if any), or changes that must be made

with the client's aligned priority. On the other hand, it is recommended that the company keep

communicating by email and phone and, if necessary, host on-site meetings. Schedule regular
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meetings where essential people come together to discuss how things are going. These meetings

are like big meetings where plans are made, and problems are solved.
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References

Alshihre, F., Chinyio, E., Nzekwe-Excel, C., & Daniel, E. I. (2020). Improving clients’

Satisfaction in Construction Projects: The case of Saudi Arabia. Built Environment

Project and Asset Management, 10(5), 709-723.

Miele, L. (2010) American Constructors Inc: World Outreach Expansion Project. Richard Ivey

School of Business Foundation

Yang, J. B., & Kao, C. K. (2012). Critical Path Effect-Based Delay Analysis Method for

Construction Projects. International journal of project management, 30(3), 385-397.