1. AllenGreen
CEM 455 Final Project(HardCopy)
Ford,R
PrintedDate 11.12.16
Green,Allen
11/19/16
“CEM455 CONSTRUCTION REPURPOSED HOUSE BUILD”
Name of Company: CEM455, Green
Project Name: CEM455, Green; House One
Project Manager and Owner: Green, A.
Prepared by: Green, A.
Assigned Date: 11/11/16
Projected Date; 01/23/2017

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“CEM455 CONSTRUCTION REPURPOSED HOUSE BUILD”
Name of Company: CEM455, Green
Project Name: CEM455, Green; House One
Project Manager and Owner: Green, A.
Prepared by: Green, A.
Assigned Date: 11/11/16
Projected Date; 01/23/2017
A business which was conceived idea during the 2007 real estate foreclosure
recession, there was 3 million foreclosures in which the unemployment had rose over a 10% as
the housing market crash created the worst recession. There in the 4th quarter of 2009 the
significant GDP growth corporate earnings increased over 100%. (USA LABOR
DEPARTMENT, 2012) (DEGRACE, 2011)
So, the conception of this business was the recollection of driving around the
country and seeing all these abandoned and run down houses and real estate lots.
There brought on the question, as what if someone were to come around and
buy all these abandoned run down property. After buying out the property would have gone in
the project and rebuild and renovate these houses towards the means of bringing them up to
today’s housing standards.

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Finally, after project is all completed the proposed house would be provided
and sold to the families whom lost their houses and hope; therefore, giving them a home which
gives them hope back in their lives.
“This was submitted at one time as a Greening Scholarship essay and is posted on my Link
profile.”
There to say that this is a hypothetical project proposed what is to be known as Run
Down Abandoned-Repurpose House Construction, intended to become revived and revised for a
future prospect family client-customer.
 PROJECT BACKGROUND AND DESCRIPTION STATEMENT
A projected construction project detailing the means and methods of repurposing such a
housing project to be remodeled and updated construction. As there all the phases and
departments involved in the means of: demo, framing, roofing, electrical, plumbing, heating,
insolating, drywall (drywall taping and texturing), painting. Along with all the finish aspect of
being: carpet and floor installation, the plumbing, heating and electrical finish, the finish
carpentry (the finish and the cabinets of the house).
So, here arrived at such site of the property in such known shape of being run down, as
here the proposed contractor/project manager stops by on the site surveying the property for its
possible potentiality.
There as they walk the property estate to what the property’s potential prospect could be;
in regards, the size of the land plot, locate survey the known benchmarks of the elevation grades

4. 4
and property boundaries. Then they possibly enter the proposed house and inspect the interior as
well as the exterior of the site.
After spending a possible day of evaluating the possible vision plan of doing this project.
Now it is to the actual laying out this project within the nine phases of this project within the
managerial manner as starting with the scope management, (also presented in a spread sheet)
there defining the technical and task considerations, the material (stages) scheduled ordered, the
time restriction, expected project durations; along with the defined outline of the project:
 (Day One) Phase One; Research the Real Estate
As after noted the physical address of the plot, had took the picture and visited the city-
state accessors office as to apply for the building permits and the engineered drawings (if needed
or questioned, within 4.0 hours).
Then as get together with the various leads of the crew (IATSE 363; Reno Carpenters
Union), to learn what each section lead sees of this project being handled or tackled as well as
compared ideas of past experience*(the house done in Stagecoach, Nevada 2007-2009)
(Projected time 4.0 hours)
 PROBLEM STATEMENT
(Possible Issues)
The restructure and reinforcement of the project such as: the joisting-subfloor, exterior-
interior farming, roof sheeting, dry-out (re-shingling) the structure. Along with the manners and
matters of the electrical and plumbing layout and sourcing-distributing (location of service
connections).

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(Day Two) Phase Two; Scheduling Management; Visionary and Draft
As here while scheduling the various stages of the project, along with going over the
possible future prospect vision of the project. There to express ideas of the project with the
draftsman-engineer (the draftsman-engineer “think-tank” meeting) (3.0 hours)
After the vision has been drafted-engineered into the means of the engineered drawings
to of being brought to the Building Department for the blueprints –engineered drawings of being
approved and permits being issued. (3.0) (2.0 hours)
Phase Three; Financial Management as of majority of a company’s administrative work
can be performed in any department and will be allocated among departments partly based on the
skills and personalities of the respective department managers, as well as most construction
financial managers feel that cash management is their responsibility. If the other management
team members share this feeling, responsibility for cash management probably will be assigned
to the finance department. However, if another management team member feels that
responsibility for cash management should be shared, some compromise will be made. There
prior to the estimator has met with the draftsman-engineer upon the proposed project, as of
evaluating the projects needs in the means of the material (within each stage) and the project
projective time. (4.0 hours)
Prior to the estimation meeting process is of going about scheduling of the material
deliveries according to the various stages. (around 2-3.0 hours)
Phase Four; Resource Management there the means of the production needed of
completing the project while managing the overall capacity, availability, and allocation
of resources on large construction projects is that the project manager's perspective is from the

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level of completion of the project's major features of work. There being the material (stages)
being scheduled ordering, there upon meeting with the suppliers and distributors of the material
packages-orders being submitted and scheduled. (2-3 week between stages)
 PROJECT APPROACH PLAN OUTLINE: (Also on Spreadsheet)
1. Site Inspection of Project and Survey
2. Acquire plot or Real Estate from Title Company (Phase One)
3. Project Meeting (Phase Two)
4. Project Draft-Engineering Skilled Input and Implementing.
5. Submit and Approve engineered drawings
5A. Building Department scheduled visits
6. Project Team Meeting (Scheduling and Planning)
7. Project Lead Meeting (of all departments)
8. Design or plot Project Schedule
9. Project Estimation Process (Phase Four)
9A. Project Financial Investment Meeting; Presenting the Pre-Contractual documents
bids.
10. Material Delivery (Stages) date scheduling-ordering.
11. Startup date (Project start)
A. Stage One: The Service Implemented or Acquisition
B. Stage Two: The Demo and Clean up
C. Stage Three: Reconstruction-Framing
C1. Exterior Walls, any truss work, siding and trim

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C2. Interior: Walls (framing and laying out)
D. Stage Four: New Electrical, plumbing, heating
E. Stage Five: Insolating
F. Stage Six: Drywall and Painting
G. Stage Seven: All finish work (carpentry, electrical, heating, plumbing)
H. Stage Eight: Final Landscape grade
I. Stage Nine: Final Inspection “CO”
 THE APPROVAL, AUTHORITY PROCESSION
The known scope statement, Project Schedule, Risk Management and the Budget had
been approved by the following:
The Project Sponsor: Ford, R. Project Manager: Green, A.
The Performance baseline changes have been by both: Ford, R. and Green, A.
There as that all the project decisions by both: Ford, R and Green, A.
 THE SCOPE OF WORK PROJECT ASSIGNED: “HOUSE ONE”
THE PROJECT MANAGER KNOWN:Green, A
THE SCOPED GOALS TO BE ACHIEVED:
Structure and Organization; One of the first goals a new construction company sets out
to achieve needs to be establishing a strong and sustainable internal structure. Hiring the right
workers and defining their job descriptions are also key parts of structuring a new construction
company. Client Relationships: Another important early goal for a new construction company is

8. 8
building relationships with clients. For example, a company with hopes to bid on commercial
construction projects will need to make local commercial developers aware of its existence and
readiness to take on new jobs. Developing a Body of Work: As a new construction company
begins operating, its goals may shift toward developing a body of work and establishing a
positive reputation. This goal is important because it moves beyond establishing the business and
provides a basis for future work, which can serve as an example for even more-profitable and
ambitious projects. Finally, being of finance, there the projects require an extensive outlay of
resources, both in terms of materials and labor. This means that securing ample finance for
upcoming projects is a goal that new construction companies can't afford to fall short of. Initial
finance may come from one or more investors and bank loans.
 THE QUALITY MANAGEMENT REPORT
Thereof being responsible for the delays means of the: quality control of the work, as
while the Government influence of through the known quality assurance there ensuring the
contractors quality control program is effectively. There as to achieve a greater quality of this
known optimum having to be substantially to the increase cost of the inspection-reduction of the
workers’ productivity. Thereof, as however, of the many companies having known the
commitment toward total quality control of being substantial to the economic benefits of being
unappreciated to the traditional approaches.
There the means of the expenses being associated of the inventory, the influence of the
network process, the scrap and warrantees being impacted by the reduction, as well as the
workers’ enthusiasm and their commitment having improved. As a result, to the improved

9. 9
quality control having been the competitive advantage. There as to say, of course, the total
quality control known to be difficult to apply, as particular in the field of construction. To even
mention, the known unique nature of each facility, as the variability of the workforce (the crew),
the known multitude of the subcontractors as the cost of making it necessary to the investments
of the education and procedures that are making the programs to the total quality control in
construction still remaining difficult.
So, there to even have in mind that the quality control manager has the effective influence
of the aspect of each time the inspector visits the site and approves the permits.
CEM 455 FIANL PROJECT:
HOUSE CONSTRUCTION #1
Sunday, November 13, 2016
PROJECTED START: JANUARY 23, 20XX.1
Project ID: CEM455 Final Project Name: CEM455, HOUSE ONE Contractor: Green, A.
11/13/16
Project Number: CEM455.2016.1 “CEM455 FINAL PROJCT, GREEN Western Nevada College
SPECIFICATION SECTION- SCHEDULE ACTIVITY ID - TEST REQUIRED -ACCREDITED/
AND PARAGRAPH
NUMBER SAMPLED BY- TESTED BY LOCATION OF
TEST ON/OFF
SITE/SITE
DATE COMPLETED DATE FORWARDED TO CUSTOMER REMARKS

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In regards, of a good project communications manager ensures that is known having the
effective communications throughout the life of the project. Therefore, the known 80% of the
“project managers” time of being spent on communicating; therefore, the effective project
manager with communications skills in such instances as: relating and describing the needs and
requirements of the project, relaying details and tasks effortless and effective to the crew and
there being involved with some aspects of politics involved with the construction business.
stakeholder identification and analysis
[Insert the stakeholder analysis or provide a reference to where it is stored.]
The communications Vehicles -Communications Matrix
Project Meetings
Name Title Contact Communication Vehicle Comments
<Joe
Smith>
<Manager> <000-000-0000
joe@joe.com>
<Status Reports
and Internal
Project Status
Meeting>
<Email
Phone>
<comments>
Vehicl
e
Target Description
Purpose
Frequen
cy
Owne
r
Distributi
on
Vehicle
Internal/
External
Comments
<Statu
s
Report
>
<All
Stakeholder
s>
<One page
communicati
on of project
progress and
deliverable
status>
<Weekl
y>
<Joe
Smith
>
<Email> <Interna
l>
<comment
s>
Meeting Description
Purpose
Frequency Owner Internal/
External
Comments/
Participants
<Status
Meeting>
<Communication
of project
progress and
deliverable
status>
<Weekly> <Joe Smith
office>
<Internal> <comments>

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To as thereof being the known construction change manager to the systematic approach toward
dealing with the changes of both from of the perspective of the organization and the individual;
as there is somewhat an ambiguous term, which is being the change management having at least
the three different aspects, including the means of adapting to change (even the unexpected
changes), contracting changes and effecting change. As there being proactive, the approach of
dealing with change being the core of all three aspects.
CHANGE CONTROL BOARD
Name Position CCB Role
IS Project Sponsor CCB Chair
IS Project Manager CCB Member
IS Project Technical Lead CCB Co-Chair
IS Project Operations Lead CCB Member
There speaking of change management which means of the defining and the
implementing such procedures and –or of the technologies of dealing with the changes in the
business environment as the profit changing the known opportunities. There the information
technology (IT) systems, the change management has had to referred to a systematic approach of
keeping track of the details of the system such as the operating systems being released to run on
each computer program or software (ProEST Software, ProCORE and AGTEK-Earthmover).
There to the means of being the most involved area in the field is being the risk manager.
There as the risk that have had been managed through the sound business and construction
practices and through careful preparation and review of the project contract documents. The
significant components of a successful risk management have always been with the project
participants allocating the risk at the contract formation stage.

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risk management plan approval
The undersigned acknowledge they have reviewed the Risk Management Plan for the project.
Changes to this Risk Management Plan will be coordinated with and approved by the undersigned
or their designated representatives.
Signature: Date:
Print Name:
Title:
Role:
Signature: Date:
Print Name:
Title:
Role:

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At the risk manager has to be familiar with such issues of allocating the risk to the party
being best selected to control the risk that might be an onset of each project, on the owner and a
contractor having to anticipate and evaluate the potential risk to the project success and where it
might be applicable, assigning the responsibility for these risks to the party-parties best situated
to control them. To say there the contract known provisions requiring the insurance coverage
provided assurance of each party to satisfy its indemnity objectives. There being as similar of the
liability policies typically does not cover the project improvements or the construction materials
damaged due to the unknown site conditions, there the natural disasters and the similar risks.
There of the contracts among the design professionals, such as the architects, engineers
and the contractors performing the design-build functions, must be required the professional
liabilities insurance covering the errors and the omissions in providing the designs of other
professional services. As to the larger projects, there the owner may consider of obtain what is
known as the owner’s protective professional liability coverage to the indemnity the owner’s
directed loses that had arisen from the design professionals’ negligence. Along with there is the
requirement of the additional status-evidence of insurance, that has always a lower tier of
contractors-subcontractors to additional insurance. So, there the project participants would have
never relied solely upon certification of the insurance issued by the broker, rather than by the
insurer and one not contractually binding. According, as the insurance provisions of the project
contract mandating the delivery of the copies of the policy declarations pages of all the
applicable endorsements.
Finally, to the means of indicating of the inclusion of the waivers of subrogation’s, there
being as applicable of the contracts should include the waivers of the known subrogation to
ensure that the project risks are transformed in the manner intended by the project participants.

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The waiver of the subrogation preluding the insurer from seeking the reimbursement of the
amounts being paid in the claims, and this preventing the insurer from passing the assigned risk
back of the other project participants. In other words, as the waiver of the subrogation still
ensuring the transferred project risk with the insurers of the completed project participants.
As the last but not the least, being the procurement management which follows a basic
logical order. First, the plan what is needed to the contract; as there the plan how it is like. Next,
of sending the contract requirements to the sellers. There the known bid for the chance to work
with that to work that to work with that to pick the best one, and then signing the contract is
being followed. When the work is done, there the close out contract and the paper work is filled
out.
Finally, the contract planning is where the plan is not out of each individual contract for
the project work there of the merits of needing to the meeting to be considered successfully.
Procurement Process Section
Item/Service Justification Needed By
Item A
Item B
Item C
Performance Metrics for Procurement Activities
Vend
or
Produc
t
Qualit
y
On
Time
Deliver
y
Documentat
ion Quality
Developme
nt Costs
Developm
ent Time
Cost
per
Unit
Transactional
Efficiency
Vend
or #1

15. 15
Vend
or #2
– Unsatisfactory – Acceptable Exceptional
Sponsor Acceptance
Signature: Date:
Print Name:
Title:
Role:
Signature: Date:
Print Name:
Title:
Role:
Here as the procurement plan follows the details of the procurement process is about to
be managed, it there it includes the following: the type of contracts planned to merit, planned
deliveries, company standard documents, the list of the involved venders, purchased impact
constraints project plan, coordinated purchased-lead developed schedules and the prequalified
sellers known.
There as some task and techniques might be used during the procurement planned stage
including the make-or-buy analysis or the contract type of the nature. In regards, of what is the
make-or-buy analysis is the means of figuring out as whether or not should the contracting of the
work or doing solely of this done. As it means of deciding whether to build a solution of the
problem or buy one which is already available (the means of on hand, on site problem solving).

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Refer to the Smart Sheet plan “CEM455, Ford & Green”
There of the known project manager is if the developed of the construction plan
being a critical task of the management of the construction, even as the plan is not yet written or
otherwise been formally recorded, with the additional of these technical aspects of the
construction planning. There it might be also be necessary of making the organizational
decisions about the known relationship between the project, there of the following ten planning
implements; as here is some of them mentioned:
 The Basic Concept-Development Construction Plan
As in the development of appropriate alternatives for facility design, choices of
appropriate technology and methods for construction are often ill-structured yet critical
ingredients in the success of the project. Unfortunately, the exact implications of different
methods depend upon numerous considerations for which information may be sketchy during the
planning phase, such as the experience and expertise of workers or the particular underground
condition at a site.
In selecting among alternative methods and technologies, it may be necessary to
formulate a number of construction plans based on alternative methods or assumptions. Once the
full plan is available, then the cost, time and reliability impacts of the alternative approaches can
be reviewed. In forming a construction plan, a useful approach is to simulate the construction
process either in the imagination of the planner or with a formal computer based simulation
technique.
 Choice Technology-Construction Methods:

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It involves the choice of technology, the definition of work tasks, the estimation of the
required resources and durations for individual tasks, and the identification of any interactions
among the different work tasks. A good construction plan is the basis for developing the budget
and the schedule for work. Developing the construction plan is a critical task in the management
of construction, even if the plan is not written or otherwise formally recorded. In addition to
these technical aspects of construction planning, it may also be necessary to make organizational
decisions about the relationships between project participants and even which organizations to
include in a project.
The essential aspects of construction planning include the generation of required
activities, analysis of the implications of these activities, and choice among the various
alternative means of performing activities. In contrast to a detective discovering a single train of
events, however, construction planners also face the normative problem of choosing the best
among numerous alternative plans.
In developing a construction plan, it is common to adopt a primary emphasis on either cost
control or on schedule control as illustrated in Fig. 9-1. Some projects are primarily divided into
expense categories with associated costs. In these cases, construction planning is cost or expense
oriented. Within the categories of expenditure, a distinction is made between costs incurred
directly in the performance of an activity and indirectly for the accomplishment of the project.
In this case, the planner insures that the proper precedence’s among activities are
maintained and that efficient scheduling of the available resources prevails. Traditional
scheduling procedures emphasize the maintenance of task precedence’s (resulting in critical path

18. 18
scheduling procedures) or efficient use of resources over time (resulting in job shop
scheduling procedures).
Finally, most complex projects require consideration of both cost and scheduling over
time, so that planning, monitoring and record keeping must consider both dimensions. In these
cases, the integration of schedule and budget information is a major concern.
 The Detailed Tasks:
There of the appropriate work tasks can be a laborious and tedious process, yet it
represents the necessary information for application of formal scheduling procedures. Since
construction projects can involve thousands of individual work tasks, this definition phase can
also be expensive and time consuming.
While repetition of activities in different locations or reproduction of activities from past
projects reduces the work involved, there are very few computer aids for the process of defining
activities. Databases and information systems can assist in the storage and recall of the activities
associated with past projects
The set of activities defined for a project should be comprehensive or
completely exhaustive so that all necessary work tasks are included in one or more activities. he
execution of an activity requires time and resources, including manpower and equipment, as
described in the next section. The time required to perform an activity is called the duration of
the activity.
A result of this process is a natural hierarchy of activities with large, abstract functional
activities repeatedly sub-divided into more and more specific sub-tasks.

19. 19
 The Estimation Duration Process:
All formal scheduling procedures rely upon estimates of the durations of the various
project activities as well as the definitions of the predecessor relationships among tasks. The
variability of an activity's duration may also be considered. Formally, the probability
distribution of an activity's duration as well as the expected or most likely duration may be used
in scheduling.
A straightforward approach to the estimation of activity durations is to keep historical
records of particular activities and rely on the average durations from this experience in making
new duration estimates.
 The Estimation of Resources Requirements and Activities:
In addition to precedence relationships and time durations, resource requirements are
usually estimated for each activity. Since the work activities defined for a project are
comprehensive, the total resources required for the project are the sum of the resources required
for the various activities. The initial problem in estimating resource requirements is to decide the
extent and number of resources that might be defined. At a very aggregate level, resources
categories might be limited to the amount of labor (measured in man-hours or in dollars), the
amount of materials required for an activity, and the total cost of the activity.
More detailed definitions of required resources would include the number and type of
both workers and equipment required by an activity as well as the amount and types of materials.
As here is along with the six objectives which covers all the categories of within the
project management and the contract documents as follows: the financial, the quality, the
technical, performance, compliances and the business.

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References:
 USA LABOR DEPARTMENT BUREAU OF LABOR STATISTICS
US BUREAU OF LABOR STATISTICS, DIVISION INFORMATION AND MARKET
SERVICES. PSB SUITE 2850, 2 MASSACHUETTES AVE. N.E WASHINGTON D.C.
(bls.gov/spotlight/2012/recession)
http://www.bls.gov/spotlight/2012/recession/audio.htm
 STOCK PICKS SYSTEM, “THE HOUSING MARKET CRASH OF 2007, WHAT
CAUSED THE CRASH.” DECEMBER 18, 2011. TOM DEGRACE
http://www.stockpickssystem.com/housing-market-crash-2007/#

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CHAPTER REFERENCE IMAGES:
Executive Summary Plot 1; Executive Summary Structure
Stragetic Alignment 1, Figure 2