3 Page Essay - Civil and Environmental Engineering
Case study_CEE421.pdf
1. Case study- Design Build Joint Ventures
A Client negotiated a design-build contract with a joint venture (JV) general contractor and
architect for the design and construction of a $100 million chemical manufacturing facility.
The project was constructed within a reasonable time frame and for a fair price. The quality
of the work was acceptable and there were not any lost-time safety incidents. The architect’s
and the contractor’s joint venture was dissolved immediately after substantial completion
was achieved and they had received their retention. In only six months after completion the
owner had achieved 90% of the production output potential and sales were higher than
anticipated. About that time, several employees began feeling ill and several citizens living
and working outside the mill filed a claim due to unacceptable odors coming from the plant.
The government shut the plant down. It was discovered that there was a major design error in
the mechanical exhaust system and it would cost the owner $10 million to re-design and
repair and maybe ten times this in lost revenue. There would eventually be personnel claims
as well due to illness. The owner took the designer to arbitration and won. The owner
separately took the contractor to arbitration and won on the basis that the general “should
have known” that the design was in error.
a) Does the owner have some responsibility in this? Why or why not?
b) Does this mean the design-build procurement approach is flawed? What measures can the
owner have to prevent such situations for a design-build project? Why?
c) Suppose you are a construction manager of the General contractor responsible for the
construction of the mechanical exhaust system. You received the drawings for the
mechanical exhaust system from the designer. You think some parts could be slightly
modified to enhance constructability and save construction costs significantly while
satisfying the design intent. The change could result in problems with a very low
probability such as unacceptable odors of the system. What would you do in this case?
Why?
2. Pro Forma
Trojan Builders (TB), a housing developer, is preparing a conceptual proposal for a new luxury
apartment complex in Culver City, California. TB has asked you to prepare a simple Pro Forma
for the complex. The apartment complex will include 50 rentable apartments, a swimming pool,
and a two-story underground parking garage. The estimated total project cost of construction is
$16 million. Discussions with the lending bank indicate the following data on a prospective
loan: maximum loan to value (LTV) ratio = 80%, capitalization rate = 10%, long-term debt
service rate = 8.00% (constant), and minimum debt service coverage = 1.5. The bank has a
policy of setting loan covenants that stipulate that if the borrower falls below the minimum debt
service coverage during any annual period, the bank may require the loan to be immediately
repaid in full. On the income side, TB plans on a lease rate of $4,000 per apartment per month
and additional income of $10,000 per month from the parking garage. Historical averages
indicate that this property should have a 6% vacancy rate and expenses will be 20% of adjusted
(for vacancy) gross annual income; this will include the annual lease payment for the long-term
ground lease for the property.
a) What is the maximum loan amount? Does this exceed the estimated construction costs? How should TB handle the difference between the loan amount and construction cost?
b) Assuming TB takes the full loan amount, what is the annual, long-term debt service? Will this fit within the bank’s required minimum debt service coverage ratio?
c) Assume the bank provides the full loan as calculated in a) above. What actual vacancy rate
would just cause the developer to fall below the required debt service coverage?
d) What are the primary risks TB faces in moving forward with this apartment complex
project? What recommendations would you make to reduce these risks?
Useful links:
Capitalization Rate - https://propertymetrics.com/blog/cap-rate/
Loan-to-value ratio - https://en.wikipedia.org/wiki/Loan-to-value_ratio
Debt-service coverage ratio - https://www.youtube.com/watch?v=2cFIwSgUOQM
Makeup Exam_Q1_CEE421_2020 Spring.pdf
1.
You are working for a contractor who is conducting a rehabilitation project. The project
conditions are as follows:
Project description:
⚫ 5 activities are involved – Name[Duration]: Excavation[40 hours], Material Delivery[24 hours], Foundation[32 hours], Column[16 hours], and Wall[40 hours]
⚫ The contractor wants to finish the project as quickly as possible. ⚫ There is neither holiday nor weekend. ⚫ There are 8 working hours per day. ⚫ Project start date is October 1, 2019.
Supervision responsibility:
⚫ The owner is responsible for the Material Delivery activity ⚫ The contractor is responsible for the other activities.
Logical relationships:
⚫ Foundation activity must begin after the finish of Excavation activity and the finish of Material Delivery activity.
⚫ Column activity and Wall activity must begin after the finish of Foundation activity ⚫ Column activity must begin at least 3 days after the finish of Foundation activity.
Imposed contract dates:
⚫ Foundation activity must be finished by October 10 (not later than October 10).
(a) – 1 pts
Develop the project network based on the original project schedule. The network needs to show
early start, early finish, late start, late finish, and total float of each activity.
(b) – 1 pts
Explain the impact of the imposed date on the total float of the activity.
(continued) The project started as planned, but you now want to update the original project
schedule to reflect the following developments:
⚫ Data date: October 9, 2019 ⚫ Completed activities:
Excavation activity (actual start date: 1, actual finish date: 6)
Material Delivery activity (actual start date: 1, actual finish date: 7)
⚫ In-progress activities: Foundation activity (actual start date: 8, remaining duration: 3 days)
⚫ The imposed date condition became invalidated.
(c) – 1 pts
Develop the updated project network and identify the critical path of the remaining part of the
project. The network needs to show actual start, actual finish, early start, early finish, late start,
late finish, and total float of each activity.
(d) – 2 pts
How do the new project conditions affect the original project completion date (from what date to
what date)?
(e) – 2 pts
If everything goes as planned in the updated schedule, how many days of time extension can be
granted to the contractor? How many days of cost compensation can be granted to the
contractor? Answer this question assuming that the contract conditions require the contractor to
finish the project by the original project completion date.