Transcript: Punch List Process COMPLETION LIST Subs should update FreightTrain after corrections OR markup report and hand over to Superintendent. (3 Weeks) OWNER REVIEW FOR FINAL ACCEPTANCE This doesn't mean we are done!.. ARCHITECT PUNCH by Superintendents SUBCONTRACTOR CORRECTIONS Verify Corrections & Update Status by Superintendents ARCHITECT ACCEPTANCE SUBCONTRACTOR CORRECTIONS MBC STATUS ROOMS: "Ready to Punch" More Reports Level 00 and 04: Josh Level 01, 02, 03: Vicente MBC PUNCH Level 00: Kantor Level 01: Dixon Level 02: Dixon/Kantor Level 03: Vo Level 04: Vo 3 WEEKS More Reports Punch List Process McCarthy's Engineers Architect Punch List (APL) Joint Effort 1 WEEK Note: each Sub is required to perform their own Punch List per Front End #104 CONTRACTOR PUNCH PROCESS (CPL) Reports (5 Days) Reports (10 Days) Subs to update status in FreightTrain as items are completed. STATUS ROOMS AS: "Ready for AOR Punch" by NBBJ & Consultants
Transcript: Final Project Report requirements Project - xxx Vision statement Mission statement - key market, contribution. TOWS matrix Project selection methods - checklists, comparisons, reasons. Scope Project team & tasks - report on process, conflicts, fallback, problem & resolve. Cost - survey, estimate, marketing. Schedule - planing, flows, networks. Project constrain - source & solution. Timeline & Loading table Project Evaluation Closeout summary Project termination consists of all activities consistent with closing out the project. It is a process that provides for acceptance of the project by the project's sponsor, completion of various project records, final revision and issue of documentation to reflect its condition, and retention of essential project documentation. There are 4 types of project termination; 1.Termination by extinction. 2.Termination by addition. 3.Termination by integration. 4. Termination by starvation. The conclusion of a project involves these paperworks; Gaining Acceptance for the project - "Client acceptance" represents the recognition that simply transfering the project to customer is not sufficient to ensure the customer's happiness with it, use of it, and recognition of its benefits. The product finally may or mau not be what customer actually desired. Objectivity - Refer to the need for an unbased, critical review of the project from the prospective of someone without an agenda. Internal Consistency - A logical & well constructed procedure must be established and followed when conducting review. Standardization is key to internally consistent evaluations. Replicability - A standardized review process should yield similar finding regardless of who conducts the evaluation. Fairness - Member of the team must preceive that the review was conducted fairly, without agenda, and intended to hightlight both successes and failures. Harvesting the Benefits - The benefits behind the completion of a project should be easy to determine, in fact, we could argue that projects are created for the purpose of attaining some benefit to their parent organizations. As a result, the idea of harvesting these benefits suggest that we be in a position to assess the value the project adds, either to an external customer or to our own organization, or both. 1. Documentation = All pertinent records of the project; schedule & planning documents, monitoring & control materials, resource usage, specification...etc 2. Legal = All contractual documents; terms & conditions, legal resource, penalties, incentive, and other legal records. 3. Cost = Accounting records, list of material or other resource used, major purchases, or other budgetary items. 4. Personnel = The cost and other charges for all project team personnel must be accounted for, their time charged against project accounts, and any company overhead in the form of benefits identified. Handing over the project - This process involve a formal transfer of ownership of the project to the customer, including any terms and conditions for the transfer. Depending on the complexity of the transfer process, the handing-over steps can require meticulous planning in their own right. Reviewing How it all went - Some basic principles must be followed when evaluating a project's (and project's team) performance. 12:00 The elements of the final project report inlude an evaluation of a number of project and organization factors, including: Tuesday, April 25, 2017 The closeout Process Putting it all to bed Final stage of Projects Preparing the Final Project Report The process of closeout is complex, involoving multiple activities that must occur across a defined period. Deadline Fininshing the work - As a is almost complete, identifying a "Punch list" of final tasks or modifications that are needed prior to project completion. Checklist and other simple control devices provide an important element of structure to final tasks, reminding the project team that althougth the majority of the work has been finished, the project is not yet done. Modifications or adjustments may be necessary before the project will be acceptable to the client. Project Closeout & Termination 1. Project Performance. The project performance should involve a candid assessment of the project's achievements relative to its plan. 2. Administrative Performance. The evaluation of any standard administrative practices that occur within the organization, and their benefits or drawbacks in developing the just-completed project. 3. Organizational Structure. How the organizational's operating structure either helped or hindered the project team and their efforts. 4. Team performance. The effectiveness of the project team, not only in terms of their actual performance on the project, but also with regard to team-building and staffing policies, training , and performance evaluations for all team members. 5. Techniques of Project Management. The methods use by the organization for estimating activity duration and
Transcript: text box Sheet title Sheet title Sheet title images & text images & text Project title here Project title here PROJECT TITLE Sheet title text box add logos here text box Project title here Project title here Project title here Project title text box Project title here text box Sheet title Project title here Project title here Assignment text box Sheet title images & text add logos here xx/xx/xxxx text box Project title here text box CHAPTER II "Quote relevant to project" text box images & text text box images & text Project title here Project title here images & text text box "Quote relevant to project" images & text Project title here CHAPTER III text box text box text box IDEAS & AMBITION Sheet title Project phase images & text add logos here images & text text box xx/xx/xxxx text box images & text text box text box Project title here DESIGN PRINCIPLES Project title here images & text Sheet title Project phase text box Sheet title images & text images & text images & text Sheet title Sheet title text box Sheet title Project title here images & text text box text box Sheet title images & text text box images & text text box PROJECT TITLE Project title Project title Sheet title Sheet title Project phase images & text images & text "Quote relevant to project" Sheet title images & text images & text Project title here Sheet title Sheet title images & text text box text box text box text box text box CHAPTER 1 Sheet title text box text box Project phase DESIGN images & text images & text Sheet title Sheet title Sheet title Project title here Project title here Project title here Sheet title text box Sheet title Sheet title PROJECT TITLE Project title here add logos here Sheet title Sheet title Project title here text box Project title here Project title here Sheet title Project title here images & text Project title here text box xx/xx/xxxx Sheet title Project title here Project title here images & text images & text images & text ANALYSIS Sheet title Project title here "Quote relevant to project" RISKS & OPPORTUNITIES Project title images & text PHILOSOPHY PROJECT TITLE Quote & cover image Sheet title images & text images & text IDEAS & AMBITION images & text images & text "Quote relevant to project" Sheet title Project title here AULa Design Bert Tjhie Tao Wang Postbus 1993 | 1000 BZ Amsterdam Cruquiusweg 111A | 1019 AG Amsterdam T +31 (0)20 624 5904 E firstname.lastname@example.org www.aula-design.com © AULa Design 2013 Project title here cover image here Project title here Sheet title Project title here Sheet title Project title here text box Project title here CHAPTER IV Project title here Sheet title Project title here TABLE OF CONTENTS Project title here Project title here text box Write assignment here text box text box text box Project title here Project title here images & text Project title here Project title here Sheet title text box Sheet title Sheet title Project title here PROJECT NAME text box Quote & cover image Sheet title xx/xx/xxxx Sheet title text box Quote & cover image Sheet title Sheet title images & text text box Sheet title
Transcript: Closeout Advantages 1.Reducing cost 2. eco-friendly 3.Instructive Disadventages Time consuming Bad condition of the building
Transcript: Inspection Cards Fire Final Building Final Substantial Completion TCO C of O Demobilization MEP systems Typically requires manufacturer representative Start early Retention & Payment Overview Main 4 Categories: Construction Closeout Contract Closeout Financial Closeout PM Closeout As-Builts Application for Final Payment Certificate for Final Payment Final Payment & Release of Retention Unconditional Waivers for Final Payment City / County Sacramento City State Division of the State Architect (DSA) Office of Statewide Health Planning & Development (OSHPD) Federal Federal Highway Administration (FHWA) Commissioning Verification Review Acceptable results Witness tests Punch List Try to start early Hard to determine who caused damage after owner move-in Change order out of scope work Public Agency Requirements Owners Training Closing Remarks Timeliness Communication Teamwork LEED Certification & Inspections Project Closeout Commissioning & Punch List Essential turnover documents OMs and OIs for various systems Catalog data sheets, maintenance manuals, equipment controls, etc. GC to provide binders for efficient organization Begin at substantial completion Part of final submittals Flow through Specs may call for extended warranties Warranty period typically one year LEED V4 Platinum: 80+ points earned Gold: 60-79 points earned Silver: 50-59 points earned Certified: 40-49 points earned As-Builts Slip sheet-RFI’s Easier done digitally Ex: Plangrid Schedule As- Built Fragnets Delays RFI’s Operations Manuals & Warranties Clean project site/Close field office Remove equipment and excess material disconnect temp utilities Contact vendors to close accounts Field staff phased out Project documents stored in main office
Transcript: Sales and Close of Lot 10 Release of last cash set-aside TOTAL HOME SALES (26 HOMES) $23,566,269.29 AVERAGE HOME SALE $906,394.97 LD/VERTICAL INTERFACE Joshua grew up on this seven-acre property, caught frogs in the two ponds, and planted the cypress trees now lining the property’s edge. The First Lots Emerge The issue began when a city of Bothell inspector at the Verde saw that a contractor, hired by Verde Inc, had demolished the house and the water tower, according to a memorandum from city of Bothell Community Development Director Bill Wiselogle dated April 15 to members of the city council and city management. "The contractor reportedly assumed that a demolition permit issued previously for another structure on the property, a garage, allowed demolition of all structures thereon,” the memorandum states. “A proposal to demolish a structure on the historic inventory normally would require submittal to the city of an analysis of potential alternatives to demolition, in addition to submittal of the demolition permit applications themselves." The Landmarks Preservation Board stated in a letter to the city that they were not notified of the demolition because the permit was not issued. Verde Inc. had to pay for the retroactive permits and the fees associated with not having those prior to the demolition. The fees and fines totaled nearly $2,000. No other punitive actions were called for under Bothell municipal code. Verde Inc. also had to apply for a permit to remove some of the cypress trees, which were also reportedly removed without the proper permits as well. RAIN GARDENS Underwritten Proforma Site Development Start: April 2013 Vertical Construction Start: October 2013 Project Completion: February 2015 First Green PUD site in Bothell LOT 1 | LOT 2 | LOT 3 | LOT 4 | LOT 5 | LOT 6 | LOT 7 | LOT 8 | LOT 9 | LOT 10 | LOT 11 | LOT 12 | LOT 13 | LOT 14 | LOT 15| LOT 16 | LOT 17 | LOT 18 | LOT 19 | LOT 20 | LOT 21 | LOT 22 | LOT 23 | LOT 24 | LOT 25 | LOT 26 *MASTERBUILDER TRANSACTIONS BY JOB. USED LOT SPECIFIC VERTICAL (3000) CODES ONLY. DOES NOT INCLUDE UPGRADES, MODEL COST CODES OR GENERAL SITE COST. INCLUDES INDIVIDUAL LOT SITE WORK. TOP TWO UPGRADES PURCHASED HIGHEST CONTRACTED TRADES ABM Construction Aero Construction ProBuild Superfloors Built Green There were 307 different options chosen at Verde Concessions = 114 | Marketing = 138 | Purchased= 55 13 OF 26 (50%) OF THE UNITS PURCHASED UPGRADES THE AVERAGE UPGRADE COST PER HOME WAS $9,911.00 | THE AVERAGE UPGRADE REVENUE PER HOME WAS $12,541.22 11 of the 13 lots purchased HARD SURFACE upgrades, bringing in a (18%) profit of $20,256.86 8 of the 13 purchased ELECTRICAL upgrades, bringing in a (32%) profit of $3,419.77 25 OF 26 HOUSES RECEIVED MARKETING UPGRADES THE AVERAGE COST PER HOUSE ON MARKETING UPGRADES WAS $13,957.55 Lot 7 did not have marketing upgrades, but had the highest concessions given at $24,241.87 - It was the first lot sold 22 OF 26 HOUSES HAD CONCESSIONS GIVEN THE AVERAGE COST OF CONCESSIONS PER HOUSE WAS $8,812.22 COMPLETION DATE FROM PSR HOME CLOSINGS BY PLAN CLOSED BY QUARTER Lots 23 , 24, 25 & 26 AVERAGE DAYS IN CONSTRUCTION Construction may have violated two Bothell municipal codes Approval to install foundations prior to building permit approval as part of LD, expedited the project. Purchasing & Vertical Construction Days from Permit Submittal Date to C of O Date > Lessons Learned Least Expensive Lot #4 Least Expensive Per Square Foot #22 Most Expensive Lot #15 Most Expensive Per Square Foot #25 Limit on Spec Homes vs Presolds HOA Implementation Landscaping Maintenance Then started the Verde vision.... Phase 2 | Plan 4525 A $414,571.28 $91.62 / SqFt SALE PRICES Action Items for Team Warranty Work New product line added to our library Welcome to The Start NIMBY'S IN NEIGHBORHOOD (aka BANANAS) Investor Requirements LAND DEV MANAGERS History of the Freed Farm Continue One Year Sign Offs and Customer Service He purchased the farm from his parents in May of 2011. Bringing his wife, Lindie, and their five children to live in the 1928 farmhouse. TOTAL VERTICAL (26 HOMES) $9,464,783.51 AVERAGE VERTICAL HOME COST $364,030.14 AVERAGE SQ FT COST $90.34 Lot 5 Total $5,798.19 INSULATION NW $2,190.00 MRS $3,366.47 RAINIER PLUMBING $241.72 Lot 10 Site Work Cost CONSTRUCTION DATA VERTICAL COST DATA Project Closeout Cash Needs VERTICAL COST TRENDS BY LOT EXISTING OCCUPANT ISSUES General Site Accounting Team Site Development Sales & HOA Transition Where the residents feel passionate about protecting the environment. Each of the 26 homesites incorporate a rain garden designed to handle storm water, that’s in addition to the several larger ponds and protected wetlands encompassing the properties. We have recycled most of construction materials, using high rated insulation, low flow faucets, and installed a high efficiency furnace, water heater and windows in every home. Lot 25 $ 756,543.42 $1,250,242.48 $ 916,575.50 $1,132.436.37 COST TRENDS THIS
Transcript: CLOSEOUT > 30 Days Average Time to Complete Closeout Documents Why is Important? Provides the Framework Going Forward Last Interaction with Owner Final Billing & Retention }
Transcript: Ask for help Be open Be flexible Be enthusiastic! Received 'buy-in' from BLM leadership team CC Series assisted BLM staff in changing our mindset and streamlining our programmatic focus Developed new partnerships through networking with CC Series participants Work with the Union to implement Mentorship Program Completing a Handbook on the BLM-CA mentorship program Using SWITCH methods to promote the mentorship program - make mentorship program appeal to mentors and mentees Our Accomplishments Mark Conley Jacquelyn Elizarraraz Joy Gipson-Taylor Josh Hammari Sara Kaner Bureau of Land Management Complete outreach plan and handbook Develop questionnaire of student experiences and design an evaluation form to use at the completion of the pilot program Plan logistics of pilot program Celebrate our success Close to Accomplishing Next Steps Next Steps of Long-Term Goals Significant Learning Useful for This Group
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