The Rebirth of Cleveland on the Lake Project

The Rebirth of Cleveland on the Lake

Proj 430 Final Report

Tan Dao – Project Manager


Table of Contents

Executive Summary 1

Integration Management 2

Project Organization Scope Statement Objectives Change Control Functional Area Interface Track and Manage Project Project Closure

Scope Management 6

Project Scope Statement Project Deliverables

Time and Schedule Management 6

Project Milestones Project schedule

Cost Management 8

Project Schedule Project Resource Analysis and Optimization, Materials Resources

Quality Management 11

Project Quality

Human Resource Management 12

Project Team Project team conflict resolution Project team reporting structure Project Resource Analysis and Optimization

Communications Management 14

Project team communication

Risk Management 14

Project Risk Management

Procurement Management 16


Project Resource Analysis Types of Contracts Legal Binding Contracts

Conclusion and Recommendations 18

References 18


Executive Summary

Project Title: The Rebirth of Cleveland on the Lake Project

Overview and project aim: This project involved in the design and construction of a retail, dining and entertainment complex on the shores of Lake Erie -Downtown Cleveland. The primary aim is to bring tourism and locals back to our shores and downtown Cleveland.

Budget Estimate: $35 Million (USD)

Sponsors: Turner Construction and the Department of Economic Development- City of Cleveland

Potential Funding Agency: Department of Economic Development (City of Cleveland), Fifth Third Bank (5/3 Bank)

Starting Date: Fall 2015 Duration: 24 Months

Since the housing market crashed in 2008-09, we see our fair share of economic turmoil. As figure 1 shows, Northeast Ohio has seen a 8.3% increase in GDP since 2009.(Moody’s Analytics) Home sales have also seen an uptick since 2009 in figure 2, from approximately 2700 homes sold in Q1-2009 to over 4500 in Q3-2014.(city-data)

Our economy has steadily improving and increase in the tourism sector, Cleveland has hosted many major movie productions such as Spiderman 3, The Avengers, Captain America and Draft Day. Another major event Cleveland will host is the 2016 Republican National Convention.

Home to three major sports teams – Cavs, Browns and Indians respectively, there has been an increase in attendance from 2009 to 2015. Using these analytics, there is a market to even further boost the local economy by creating a great gathering place on the Lake for tourists and locals. With our prime lakefront location, we can attract tourists and locals from existing businesses, parks, landmarks and while utilizing the existing parking structures.

Source: Moody’s Analytics, The Fund for Our Economic Future

Figure 1: Northeast Ohio GDP

Figure 2: Homes Sales


Integration Management-encompasses organization structure, scope statement, objectives, change control, functional area interfaces, track and manage project and project closure

Project Organization

o Project Manager – Tan Daoo Executive Sponsor -Tom Reilly-Senior Vice President Turner Construction

Tracy Nichols Director of the Department of EconomicDevelopment- City of Cleveland

Scope Statemento Converting 9th Street Pier vacant lot next to Rock and Roll Hall of Fame Museum to a upscale

shopping, dining and entertainment areas. It will feature 3 story 60,000 sq. ft open air shopping and dining maximizing the lakefront location and close proximity to other attractions and parking lots. The cost will be approximately $35 million with a time span of 2 years to complete from start to finish.

Objectives o Provide a gathering place for tourist and locals o Provide entertainment, fine dining and upscale shopping complex on the Lakeo Increase tourism o Increase local jobs and boost local economy

Change Controlo Change requests are processed according to the change control system by the Project Manager,

change control board, or by an assigned team member.o Updates will be documented and communicated to all stakeholders by the Project Manager.

Functional Area: Interfacing Functional Area(s):

Project Management All areasBusiness Analysis User or CustomerQuality Control Project ManagementFinances Business DevelopmentHuman Resources User or CustomerBusiness Development Project ManagementUser or Customer Project Management

o Any stakeholder involved in the Project can identify changes.o Changes will be classified and prioritized as per the criteria in the Corporate Change Control System:

Impact (Major, Medium, Minimal) Severity (High, Medium, Low)

Functional Area Interfaces:

SeverityImpact

Major Medium MinimalHigh 5 4 3

Medium 4 3 2Low 3 2 1


Track and Manage Project

Project Information to Monitor

Budget -control costSchedule –manage time constraintsPersonnel –amount of workers necessary to finish taskMaterials – needed for required tasks

How to Collect Project Information

Budget information will be collected from Procurement Manager, Construction Manager, and HR manager and analyzed by Accountant of resources acquired, inventoried and used.

Schedule duties will be collected by Construction Managers of the progress in the project/task.

Personnel monitor will be collected by HR Manager and Construction Manager.

Materials information will be collected when material resources are inventoried and used by Procurement Manager and Construction Manager.

Frequency for Project Information Collection

Budget information will be collected by accountant daily.

Schedule duties will be assigned to construction managers and progress will be relayed to Assistant PM daily.

Personnel monitor will be daily duties of HR Manager and Construction Manager.

Materials information will be accounted for on a daily basis.

Project Status Information and Recipients

All project status reports will be presented to Assistant PM and a bi-weekly meeting will be attended by the Assistant PM and the PM. Weekly meetings will be organized by the Assistant PM and in attendance will be senior management team and Project Manager.


Plan and Take Adaptive Action

Methods to Analyze the Impact of the Status Information

Collected information will be analyzed by the Project Manager. Threshold and constraints will be pre-determined by the Project Manager to assign cost and schedule variance to senior management. Once threshold and constraints are surpassed, a contingency plan is put into effect to initiate alternatives.

Process/Procedures to Make Decisions that Affect the Project Schedule and Budget

Alternatives Reduce project scope – Formal emergency meeting with all stakeholders request to reduce

project scope Increase budget – Formal emergency meeting with all stakeholders for proposal of increase in

budget Crash project – Project Management Team and stakeholders meet to address crashing the

project

People Who Will Be Involved in Making Project Status Decisions

Tom Reilly – Sr. Vice President of Turner Construction – Executive Sponsor – Approval of scope reduction or budget increase

Tracy Nichols – Director of the Dept. of Economic Development – City of Cleveland – Approval of scope reduction or budget increase

Tan Dao – Project Manager – Liaison between Senior Management, Sponsors and Project Team – Coordinate and implement alternative plan

Emily Denson – Strategic Manager – Urban development – Communication between city and local officials, surrounding businesses communities that will be affected

Diller Scofidio and Renfro – Sr. Architect – Commercial/Retail/Entertainment – Alternatives to reduction of project scope

Jonathan Andrews – Sr. Construction Manager – Involved in leading construction project and will be updated by Project Manager if scope is decreased or crashing project

Becky Stephenson- Human Resources Manager – Involved in reduction or increase of personnel

Richard Drake – Assistant Project Manager – Assisting PM in communication with Project Team

Melissa Saltz – Accountant – Informing finance and budget restrictions

Everett Jacobs – Procurement Manager – Involved in procuring material resources finding alternative materials in scope reduction or crash project.


Method to Communicate Project Status Decisions

All project stakeholders will be communicated via email and revised status report given during meeting. Meeting will be recorded and broadcasted thorough online communication if any stakeholder is not present in conference room.

Project Closure Information

Project Performance

Information will be archived by the deliverables. Each deliverable will have subcategories of milestones. Milestones will consists of tasks involved and all tasks documents, reports, blueprints, materials used, schedule, cost, and so on will be recorded daily. All information will be recorded in a hard copy and a read-only backup copy electronically for further review.

Tasks to be Completed as Part of the Project Closure

Final inspection of quality of deliverables will be completed as part of the project closure.Closing out schedules and budgets, ensure all contractors are paid and release all resources are needed to be completed as part of project closure.

Archived Project Information

Land development, building structure and infrastructure will be recorded as breakthroughs and achievements for similar projects. All project management artifacts will be archived.

Project Acknowledgements and Celebration

Project’s completion will be celebrated with a ribbon cutting ceremony inviting community and business leaders as well as the top city officials, surrounding business owners, project team, stakeholders and the community who celebrate with nourishments, entertainment, games and a live concert.


Scope Management -describes scope statement and illustrate project deliverables

Project Scope Statement

Converting 9th Street Pier vacant lot next to Rock and Roll Hall of Fame Museum to an upscale shopping, dining and entertainment attraction. It will feature a 3 story complex with 60,000 sq. ft of open air shopping and dining, maximizing the lakefront location and close proximity to other attractions and parking structures. The cost will be approximately $35 million with a time span of 2 years to complete from start to finish.

Project Scope Deliverables

Deliverable Name Description

Land Plot of land for venueInfrastructure Retail StructureRetail business Individual space for retail businessesFood court Individual space for restaurantsEntertainment area Space to host concerts and eventsLandscaping and outdoor area Landscape, walkway and recreational areas

Time and Schedule Management -describes project milestones and project schedules

Project Milestones


Milestone Name and Description: Completion DateLand – mapping and prep 09/31/2015Venue structure – main building structure 07/31/2016Venue infrastructure – infrastructure of main building such as walls, flooring, utilities, plumbing, and electrical

04/31/2017

Retail business – design layout specific to retail business

05/31/2017

Food court – design requirements and layout 07/15/2017Entertainment area – design requirements and layout 08/31/2017

Landscaping and outdoor area 09/31/2017

Project Schedule


Cost Management – state project cost schedule, resource rates and analyze material resources

Project Schedule


Project Resources Analysis and Optimization

Analyze Resources


Task ID Material Resources Work (Human) Resources

1. Design Land Architect

2. Land Land, sewage, gas & electrical lines

Construction laborer, electrician, plumber

3. Venue Structure Concrete, steel rebar, steel beams, glass

Construction laborer, steel worker, mason, roofer

4. Venue Infrastructure Geothermal heating and cooling unit, elevator and escalators, interior building materials such as walls, floors, windows, doors and lighting

Construction laborer, plumber, electrician, elevator installer, drywall installer, tile and marble installer

5. Retail business Furniture and fixtures Construction laborer, electrician, drywall installer, tile and marble installer

6. Food Court Furniture and fixtures Construction laborer, plumber, electrician, carpenter

7. Entertainment area Entertainment equipment Construction laborer, electrician, carpenter, audio and visual specialist

8. Landscaping and outdoor area Landscaping material such as trees, bushes, flowers, mulch and others. Outdoor furniture and fixtures with lighting.

Construction laborer, mason, electrician, Tile and marble installer

Resource(s) Doing the Most Work

Project team members who have the greatest workloads are the construction laborers. Construction laborers will require at least three teams and all other teams will have two teams. Each team consists of 5 members. Construction laborers will help other teams if necessary. Additional teams will be reserved for contingency plans.

Alternative Resource Assignments

Resource that potentially may have been overlooked is the resource procurement manager. The position requires procuring resources from many different vendors.


Resource Gap Analysis

Optimization:

What if… Potential trade-off decision

If we added additional resources to task #2 and 3, we are able to start task # 4 earlier and am able to complete the project sooner.

The costs incurred would be higher but it would save at least 3 months.

We could re-organize the resources for tasks 5-7 so that work could be done in parallel rather than sequentially.

We would require additional resources but the completion time would be completed 6 months earlier.

We could add more resources to task # 3 to shorten its timeframe.

Costs would be higher but the project will have less risk of weather delays from working outdoors. The sooner task # 3 is completed the quicker we can start on task # 4 due to no risk delay of weather.

If we acquire land resources that has existing infrastructure, we can shorten task # 2 by 2 months.

Acquiring existing land with infrastructure will not provide the same quality of location with existing surrounding businesses.

Quality Management – describes quality requirements, monitoring, reporting and decisions

Project Quality

Project Deliverable Quality Requirements

Resource gaps that would need expertise include structural engineers, geothermal engineers, and green building consultants. Structural engineers will be sourced from the expertise of the architects. Geothermal engineers will be sourced from the manufacturer of the geothermal heating and cooling system. Green building consultants will be sourced from the U.S. Green Building Council (USGBC) and LEED (Leadership in Energy and Environmental Design) professionals.


Land Plot of land for venue - location should be prime real estate (lakefront)

Infrastructure Retail Structure – Modern design (LEED Certified)

Retail business Individual space for retail businesses – High end unique space custom designed to business

Food court Individual space for restaurants – open indoor/outdoor feel

Entertainment area Space to host concerts and events – High end intimate stage and seating area with state-of–the-art equipment

Landscaping and outdoor area Landscape, walkway and recreational areas – well-manicured landscape with adequate lighting and seating areas

Project Deliverable Quality Monitoring

Monitoring the quality will be subjected to rigorous industry standards daily. Project team members whose expertise in that area will evaluate deliverables during tasks are done to ensure quality standards.

Project Deliverable Quality Reporting

Monitoring the quality of the deliverables will be the responsibility of the senior team leader. The senior team leader will report on a daily basis to the Assistant PM on the status of the quality. Assistant PM will include quality report to PM on weekly report.

Project Deliverable Quality Discrepancy Decisions

A formal meeting will be administered with senior team members and stakeholders to discuss issues of quality. Upon consensus, the team and stakeholders will reach a decision to accept or improve the quality of the deliverable. Stakeholders who are an expertise with the deliverable must be in attendance in the meeting.

Human Resource Management- identified project team, conflict resolution, reporting structure, and project resource analysis and optimization


Project Team Members:

Name Title Expertise ResponsibilitiesEmily Denson Strategic Manager Urban Development Liaison for the City of Cleveland and

local communityDiller Scofidio and Renfro

Sr. Architect Commercial Retail/Entertainment

Design venue (interior/exterior)

Jonathan Andrews

Sr. Construction Manager

Commercial Retail Lead Construction Management Team, ensure quality craftsmanship, ensure deliverables are met with time constraints

Becky Stephenson

Human Resource Manager

Construction Trades Expert Employ and negotiate contract of quality tradesperson

Richard DrakeAssistant Project Manager

Communication and Schedule Report status of project to project manager, track deliverables and tasks, eyes and ears of PM

Melissa Saltz Accountant Finance & Budget Keep project within budget

Everett Jacobs Procurement Manager

Resource Procurement Procuring material resources

Project Team Conflict Resolution

Disagreements and conflicts will be resolved submitting complaint to assistant project manager that will be directed to project manager to resolve. If immediate action is required than the assistant manager will resolve the complaint and contact the project manager immediately. All managers in their department will have authority to resolve their conflict and disagreements in house and report major issues to assistant project manager.


Project Team Reporting Structure

Project Resources Analysis and Optimization

Analyze Resources

Task ID Material Resources Work (Human) Resources1. Design Land Architect2. Land Land, sewage, gas & electrical lines Construction laborer, electrician,

plumber











Communications Management- defines team communication

Project Team Communications

All team members must report to assistant project manager daily status and present weekly reports of progress to project manager via email and confirmation of receipt. Assistant project manager will report to project manager directly on a daily basis. Team meeting will be held weekly and additional meetings will be notified in advance.

Risk Management – defines risk, process for handling risks and propose a risk management plan

Project Risk Management

Risks:

1. Insufficient labor resources provided for tasks.

2. Insufficient material resources.

3. Weather delay project schedule.

4. Increase accidents due to many workers on jobsite.

5. Conflicts may occur due to many different personalities.

Process for handling Risks:

a. Analyze and Assess

b. Probability of occurrence

i. Impact level of each occurrence

1. High impact

2. Low impact

c. Containment

i. Compartmentalized

ii. Wide-spread

d. Contingencies

i. Reduce


ii. Limit

iii. Resolve

iv. Transfer

Risk Management Plan:

Risk Impact (High, Medium, or

Low)

Actions to reduce the risk

Contingency plan if the risk occurs

Responsible Project Team

Member

Insufficient labor resources provided for tasks

High Hire more labor force

Have additional labor resources available on notice

HR Manager

Insufficient material resources

High Have material resources completed and delivered prior

Have additional vendors

Procurement Manager

Weather delay project schedule

High Prioritize all resources to complete ahead of schedule that are needed for outdoor deliverable

Start outdoor project in spring months when weather delay risk will be lower

Sr. Construction Manager

Increase in accidents due to too many workers on jobsite

Medium Daily meeting on importance of safety

Have a team member designated as safety expert

Construction Manager

Conflicts may occur due to too many different personalities

Medium Assign team members with similar personalities

Construction manager meet with offenders in private meeting

Construction Manager

Project overbudget Medium Accountant report expenses daily to Project Manager

Request additional funding from project owner and sponsors

Project Manager

Insufficient funding Medium Secure financial resources prior

Scale down deliverables

Project Manager

Natural disaster damages foundation and structure

High Build structure and foundation to exceed standards

Hire experienced civil and structural engineers

HR Manager


Disapproval of location from City of Cleveland

High Hire personnel from the Department of Economic Development- City of Cleveland and other building officials from City of Cleveland

Obtain sponsorship from the Department of Economic Development- City of Cleveland and other building officials from City of Cleveland from

Project Owner

Unable to approve structure due to proximity of existing metro airport

High Have FAA and other officials approval of structure requirements of use

Have alternative design plan to conform to FAA rules and requirements

Project Manager and Architect

Procurement Management – analyzes material and human resources and process for securing external resources

Analyze Resources

Task ID Material Resources Work (Human) Resources

1. Design Land Architect

2. Land Land, sewage, gas & electrical lines

Construction laborer, electrician, plumber











Process for securing any external resource:

Types of Contracts

Legal Binding Contract

Conclusion and Recommendations

In conclusion, I presented you information to bring back tourism to our shores of Cleveland and downtown area. This project will bring over 150 fulltime jobs to the area not including jobs to help build the project which will boost our economy. This new premier destination will attract tourists and locals which will provide opportunities for surrounding businesses to thrive. Prime location is the key to this project encompassing spectacular views of our Lake Erie. This report clearly identifies the organizational structure, business need, resources needed, estimated

A fixed price contract will be issued to external contractors.

Incentive contracts will be used for contractors only when procuring materials.

All contracts will be stated in detail and agreed upon by Human Resource Manager and the contractor with the approval of the Project Manager. To officially have a legal and binding contract these must occur:

an agreement between two or more parties

a definitive and clearly stated offer to do something

acceptance of the offer in the contract

intent

consideration

terms and conditions


costs, quality standards, timeline required, risks involved, and other areas of information to successfully complete this project.

To achieve the maximum impact, I recommend this project should be accomplished by the end of summer 2016 to attract visitors coming to our city for the National Republican Convention. I recommend that the structure should be completed before the winter starts so work can be done through the winter inside the complex to efficiently maximize productivity of work schedule. I further recommend procuring all resources and submitting all documentation promptly with the assistance of the economic development board and engineers to decrease the chances of delay from improper documentation.

References:

Cleveland, Ohio. (n.d.). Retrieved August 29, 2015, from http://www.city-data.com/city/Cleveland-Ohio.html

Dashboard | Sustainable Cleveland. (n.d.). Retrieved August 29, 2015, from http://www.sustainablecleveland.org/about/dashboard/

http://www.sustainablecleveland.org/about/dashboard/

http://www.city-data.com/city/Cleveland-Ohio.html

http://www.city-data.com/city/Cleveland-Ohio.html

The Rebirth of Cleveland on the Lake Project

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