615 Pavonia Avenue, Jersey City
MGT 609-A: Project Management Fundamentals
Final Project Presentation
Professor: Robert Zotti
Team: Adinath Kadam, Raja Harsha Bandreddi,
Aditya More, Keyurkumar Haresh Kumar Panchal,
Megh Patel, Yash Kukra
Contents
1. Project Description
2. Project Mission
3. Project Objective
4. Success Criteria
5. Work Breakdown Structure
6. Schedule
7. Key milestones and Deliverables
8. Resources & Estimates
9. Constraints
10. Crash Analysis
11. Risk Analysis
Project
Description
The positioning of building is located at 615 Pavonia ave 07306 in New Jersey. The project site is found near the final
Square Transportation Center on Summit Avenue across from the Hudson County Administration Building. This is often
a high-rise building of 30 floors and consists of 60 luxurious apartments. Each of those apartments is comprised of 5
large bedrooms and three baths. The apartments are large, wood-frame dwellings and wooden architectural details. The
whole plot of the building is 170,000 square feet. The building is additionally supplied with associated parking facilities
for the residents.
The approximate cost of the project is predicted to be 65 million dollars and therefore the project is predicted to be
complete in 2 and half years from starting day. The building is supplied with amenities that include a 24-hour water
system, lifts, fire safety, backup power supply, bug control, clubhouse, parking zone, automated building management
controls, and security.
The building has also got some unique Features 24 hours attended lobby, Bicycle storage, 500 sqft dedicated to a fencedin dog park, a Central air-con, grey floor tiles, and lots more. The development process would involve several stages
including environmental remedies, site preparation, foundations, substructure construction,building finishes, and final
site improvements. The stakeholders play a serious role during this project. The stakeholders will financially invest in
the property and projects.
Mission
1. Offering a affordable housing within the range of 200k to 300k
2. Making a Mark in the New Jersey Skyline
3. Completing project with profit of 5 Million dollar by year end
4. Occupant possession by early of 2024 year
5. Creating a reference of the similar upcoming project
6. Completing the project by 2023 with 6.5 million budget
7. More than 180 occupant, occupying this residential project
8. Creating security and surveillance system topnotch for safer space
9. Offering prestigious amenities like swimming pool, Club house, Gym, Parks
10.Green project using more sustainable energy to build the tower, Example using Steel slang instead of manufacture steel.
Objectives
1. Provide high-quality, owner-occupied housing to attract new home owners to the
neighborhood
2. Provide comprehensive home ownership incentives through technical and financial
assistance to prospective new home buyers to increase the home ownership rate in the
neighborhood
3. Upgrade housing conditions.
4. Encourage an economically diverse population through a variety of housing
ownership opportunities suitable and attractive to people at different stages in their
life.
5. Establish residential design guidelines.
6. Enhance compliance and development of building standards and codes.
Objectives
7. Promote the long-term sustainability of building energy efficiency through
collaborative education and training.
8. To ensure high quality deliverables Identifying best in class project team and
vendors to rely on to meet project goals
9. To elaborate how the project will be completed, measured, monitored,
accounted for and safeguarded
10.To provide/explain communication, conflict and risk management plan to
ensure accurate estimates to their best ofability
11.To identify tasks on the critical path and track milestones accordingly
SUCCESS CRITERIA
1. Completing the Project with the budget of 6.5 million dollar
2. Project reaching 5 million dollars by the year end of profit
3. Maximum usage of the occupied space within the residential area for activity
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The Project meets government sustainability and ‘green’ targets. The Project Meets regulatory and compliance targets, e.g.,
health and safety, legislation.
Gaining Increased In Market Share
Appearance and design making it a spectacular tower
Tower durability after survey should easy to sustain up to 12 years without any maintenance
Spacious parking space with almost occupancy more than 200 cars
Fire protection and access control system for safety and security making it
Fire and theft safe
Privacy at its highest level keeping the tower and its resident more protected
Working Building Management system and reducing in energy bills by 20%
yearly making it economical and energy friendly resident
Nominating ARDA (American Residential design Award)
PROJECT ORGANIZATION
Work Breakdown Structure
The top level deliverable is
divided into sub-deliverable such
as Engineering, Procurements
and Construction. The
Engineering division is further
divided into Civil, Structural,
Geotechnical and
MEP(Mechanical, Electrical &
Plumbing). Procurement division
is divided into Long Lead Items
and Contract. And lastly
Construction is divided into 16
other sub-divisions.
Work Breakdown Structure
Engineering Functions
Engineering division is divided into four main sub-headings such as Civil, Structural, Geotechnical and MEP.
Under Civil, marking of the plot, foundation, formwork, concrete and precast wall drawings are taken care of.
Steel drawing and roofing drawing specifications are included in the structural engineering. Pile driving and site
work drawing and specifications are included in the geo technical engineering. And Plumbing, HVAC (Heating,
Ventilation & Air Conditioning), Fire protection system and Heating system drawings come under MEP.
Procurements Functions
The Project Manager with the assistance of the Purchase coordinator should identify established vendors with
good track record for supply of resources.
Construction Functions
Site work such as slurry wall, pile work, CIP foundation, steel for the structure, concrete slabs, pre-cast walls and
roofing is taken care of under construction functions. Final MEP work such as plumbing, HVAC, fire protection
system, heating systems and electrical are also fixed and finalized. Lastly, finishes such as carpeting and also
doors and windows are finished in this phase.
ORGANIZATIONAL BREAKDOWN STRUCTURE
SCHEDULE
For both NORMAL TIME and FASTEST TIME
Key Milestones and
Deliverables
1) A 180,000 Square-foot, 80 Furnished
apartments.
2) Each apartments have 4 bedrooms, 3
bathrooms, kitchen and living room.
3) Kitchen appliances include all basic things like
oven, microwave and so on.
4) Central air/heat conditioning in each apartment.
5) Pool (20 x 40-Foot pool)
6) Car Parking
7) Fitness center
Resources & Estimates
Resources & Estimates
Constraints
1. Introduction
An obstacle is a state, agency or force that hinders progress
toward achieving goal or goal. There are many types of
restrictions that can affect construction projects. Issues should
be identified, and explained in as much detail as possible
during the initial stages of the project, so that awareness of
them and their potential impact can be controlled. This
includes understanding project flexibility and how different
issues are related, as well as clarification of any potential risks
and who is responsible for them.
3. Technological barriers
Technological barriers usually refer to the processes involved in
completing construction activities, and are usually based on the
effectiveness of construction methods and standards. For
example, in laying the foundation, the area must be leveled
before digging; then formwork and reinforcement can be laid
before pouring concrete. Each task must be completed before the
next one begins; therefore each task acts as a barrier to the next
task.
2. Design barriers
Design barriers are factors that limit the range of design
solutions that may be adopted. At the beginning of the
project some of these issues will be identified, while others
appear as the project progresses. Design restrictions may be
based on the required building type, or site, or may be set by
a client or a third party.
4. Economic Pressure
Economic issues are related to project budget and resource
allocation. If the budget is inadequate, or improperly allocated,
then it can have a negative impact on project success in terms of
quality, safety, efficiency and effectiveness. Construction
projects are often a balance between time, cost, and quality.
Changes in one will affect the other two.
Constraints
5. Management Issues
These may include shift pattern shifts, overtime
requirements, and resource allocation between projects,
security procedures, operating procedures, environmental
and social policies, agreements with unions and more.
6. Barriers to law
Legal constraints imply a number of regulations that the
activities and procedures in a construction project must
comply with. This is often related to employment law,
safety requirements, planning and construction law
requirements, environmental requirements, and more.
Compliance with legal requirements can be time-consuming
and requires a thorough understanding of complex
processes, often with bureaucracy. However, failure to
comply can adversely affect the project, both in terms of
delays, financial penalties, remedial activities and possible
criminal proceedings.
7. Time Problems
These include key dates on the project schedule or project
milestones. Conforming with these dates is mostly vital in
terms of the project completion date, and penalties is also
applied for failure to fulfill agreed dates. However, where
there are delays that don't seem to be the contractor's fault,
they will be granted an extension of your time, pushing
agreed dates back. See extension of your time for more
information.
9. Social Barriers
Social constraints include factors that will arise as a result of wider
interest in or opposition to a project. Public concern and media pressure
can often impose greater scrutiny and tighter constraints on a project, and
may sometimes end in major alterations to the first plans. These forms of
constraints on the a part of the general public are often labelled as ‘not in
my backyard’, or ‘nimbyism’.
Constraints
8. Natural Barriers
Environmental constraints include limiting factors
concerning:
1. The employment of sustainable or hazardous materials.
2. Energy consumption and carbon emissions.
3. Air, water or ground pollution or contamination.
4. Waste and water management.
5. Noise, vibration, and dust.
6. Traffic and transport.
10. Third Parties
Not every aspect of a project is within the direct control of
the client or their project team. Third party dependencies
may include; central and native government, neighbors,
other dependent projects, unions, statutory authorities,
statutory undertakers, the provision market then on.
Crash Analysis
When we say that an activity will take a certain number of days or weeks, what we really mean is this activity normally takes
this many days or weeks. We could make it take less time, but to do so would cost more money. Spending more money to get
something done more quickly is called “crashing”.
Increasing Your Resources: There are a number of standard and typical approaches to attempting to crash a project
schedule. One of the most commonly utilized methods involves increasing the assignment of resources on schedule activities.
This essentially means decreasing the time it takes to perform individual activities by increasing the number of people
working on those activities.
Fast Tracking: Another solution may be fast-tracking, which involves overlapping tasks which were initially scheduled
sequentially. Or you might be able to optimize your schedule in other areas
Risk Analysis
Risk Identification
1. The cost of materials would inflate with time and the
budget would exceed.
2. The natural calamities could delay the work.
3. Arrangement of funds could affect the timely
procurement of materials and completion of the project
tasks.
4. There could be shortage of workers which in turn affects
the proceedings of work.
5. There can be shortage of materials which can delay the
construction process.
Risk Analysis
Risk Analysis
Risk Management
Reasons Why Project Termination Becomes Necessary:
Technical reasons
● Requirements or specifications of the project result are not clear or unrealistic
● Requirements or specifications change fundamentally so that the underlying contract cannot be changed
accordingly
Cost or too low project revenue
● The parent organization does not longer exist
● The parent organization changes its strategy, and the project does not support the new strategy
● Force conditions (e.g. earthquake, flooding, etc.)
● Necessary conditions disappear
● Lack of management support
● Lack of customer support
Lack of project planning
● The intended result or product of the project becomes obsolete, is not any longer needed
● Adequate human resources, tools, or material are not available
● The project profit becomes significantly lower than expected, due to too high project
References:
http://www.autodesk.com/solutions/building-information-modeling/overview
http://www.aconex.com/blogs/2014/03/construction-change-order-variation-management.html
THANK YOU