Final Project Report
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AmosT_M4_A2tri.pptxTRILLO APPAREL COMPANY PROJECT RESCUE PLAN
Tomorrow Amos
MGT402
Argosy University
M4_A2
Introduction
Time is a very important resource in any project
Any kind of delays can lead to losses and inconvenience
The major causes of delays in this project are non-excusable
Framing and drywall program will double due less crew on ground
The other delay have been caused by the late permit
The delay can be properly handled to avoid any loss
Rescheduling, planning and training are key steps towards managing delays
Contracts are very important part of operations in large companies and all the work is done in form of tender awarding and delivering on time. The district 4 is an example of work which should be shifted to a place where the operations will increase to meet one of its current year goal. The work is however faced with some delays as far the contractors are concerned. The permit issues cause a one week delay and the job is delayed by some considerable time limits. Rescheduling, monitoring and planning are the key solutions to ensure that the time limit given by the sponsor are followed.
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Initial plan
The sponsor wants the project to be completed in four month
Any delay at the district 4 causes a loss of $50,000 a day
The work should be done with little disruption
The contractors engaged in other projects will be done in good time
The allocated time must be adhered as any delay will result to loss
The movement between the 10 mile facility be done as fast and efficient as possible
The contractors awarded the tenders to begin work on time
Initially, the sponsor wanted to move the operation of the D4 to a better place to increase its productivity. The work has to be done with little disruption because a days delay is equivalent to $50,000. all the contractors awarded the tender are supposed to deliver in time and have a fair ground. All works allocated is supposed to be started on time to ensure that efficiency is assured and the project will be delivered in time.
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Proposed solution
The schedule will be changed to fit the delays without affecting the final delivery date
The reschedule be communicated to all the contractors and subcontractors
A communication platform be developed so that all the follow up steps can done in real time
The team members should then be trained on maintain on time project delivery
The new schedule should have review dates so that it is reviewed regularly
The risk allocation be used wisely to cover up for the delays
Contractors performance reviews be initiated to ensure that quality and quantity performance is assured each day (Turner, 2016)
whether or not delay have happened, it is important to manage them with the least losses possible. Despite the delay in permit issuance for a week and the two contractors sending half the crew due to delays in their previous projects, there is still hope for the betterment of the project and being delivered on time. The best way to handle the situation is to reschedule and the new timelines be made available to all the stake holders and training commence on how to utilize the available resources to perform the work within the timeframes.
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Proposed solution cont.
Scheduling an overtime is essential to finish the project in time
The speed of delivery be improved, doing it fast and correct
Fast tracking of all resources to ensure 100% utilization
The project scope to be made clear to all players so that they speed up operation
Being organized and working smart is the way to go
Improved monitoring and control is key (Lutchman, 2016)
Site activities be accelerated to speed up the operation
Tracking and speed delivery are very key elements in ensuring that work is managed within the least time possible and the work will be delivered on time according to the sponsors timelines. The project manager has a role of bringing together the required teams to ensure that only the important duties are done fast. To account for the cost of the delays, the half teams will work on overtime schedule to ensure that the work is delivered well and accurately.
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Conclusion
For a project to be well delivered, the team needs a clear understanding
PM needs to be close to detail and communicate it wisely to the delivery team
The schedule should always be adhered to
The project reviews should be done for all ongoing projects
All stakeholders should be informed of the progress on regular basis
All team members should have information before commencing the project (Oakland, & Marosszeky, 2017)
Documentation is key for any happening in the project
In a nutshell, even though the project was to commence with a full crew for the two contractors and to account for the one week delay, the project can be treated as though all is well and performance be optimized to make the deadline counts. All the details of the work should be understood, documented and communicated well to all the people concerned to have smooth running. The ongoing project should be reviewed in real time to ensure that all the work is running as it is supposed to run.
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References
Oakland, J., & Marosszeky, M. (2017). Total construction management: Lean quality in construction project delivery. Routledge.
Lutchman, C. (2016). Project Execution: A Practical Approach to Industrial and Commercial Project Management. CRC Press.
Turner, R. (2016). Gower handbook of project management. Routledge.
