A comprehensive retrofit of such a large building, with such a diverse team, is a very significant and unique undertaking. The project development process the team used was created upfront, refined along the way, and is ready for improvement by future project teams. During the more than one year in which the team worked in secrecy, it kept their goal — to determine the most costeffective and impactful package of retrofit measures — front and center.
The recommended package of 8 projects saves nearly 40% of the energy at the Empire State Building, but almost all the changes are unnoticeable from the outside and by visitors to the 86th floor Observatory.
The sustainable transformation of the Empire State Building has happened inconspicuously – and the huge energy savings come from the interaction between the multiple retrofits. Tenants will find opportunities for enhanced,
more comfortable office spaces, and engineers have the most advanced tools to monitor how energy is being used throughout the building.
1- Radiative Barrier
2- Balance of Direct Digital Controls
3- Chiller Plant Retrofit
4- VAV Air Handling Units
5- Building Windows
6- Tenanet Energy management
7- Tenant Daylighting and lighting plugs
Goals of the Project
Empire State RetroFit is a project that comprises of the RetroFit of the large building. There are a total of seven projects that will be required to run for the project. These projects include radiative barrier, balance of direct digital controls, chiller plant retrofit, VAV Air handling units, Building Windows, Tenanet Energy Management, and Tenant Daylighting & lighting plugs. The report covers the goals, objectives, strategies, work breakdown structure, cost budget plan, risk assessment matrix, key point indicators, and communication management plan for the projects to successfully carry out the retro fit of the building.
|
Project Name |
Goal |
|
Radiative Barrier |
To reflect thermal radiation and reduce the heat transfer |
|
Balance of direct digital controls |
To carry out and balance the automated control of the conditions using digital devices |
|
Chiller plant retrofit |
To optimize the energy efficiency and performance of the chiller plants |
|
VAV Air handling units |
To adequately control the flow of air and balance the same (Meng, Yan, Ren & Adeli, 2014) |
|
Building Windows |
To construct the building windows as per the requirements and specifications |
|
Tenanet Energy Management |
To optimize the use and management of the energy |
|
Tenant Daylighting & lighting plugs |
To carry out the successful installation of the daylighting and lighting plugs |
|
Project Name |
Objectives |
Strategies |
|
Radiative Barrier |
To carry out the project activities as per the estimated schedule, budget, scope, and effort to reflect thermal radiation and reduce the heat transfer |
The methodology that will be followed for managing the project activities will be Project Management Body of Knowledge (PMBoK) that will include five process groups as initiation, planning, execution, control, and closure. |
|
Balance of direct digital controls |
To adhere to the best practices and estimations to carry out and balance the automated control of the conditions using digital devices |
Agile project management using SCRUM methodology will be used as the project methodology and strategy for ensuring that the end results are flexible and scalable. |
|
Chiller plant retrofit |
To stick to the project estimations and carry out the activities to optimize the energy efficiency and performance of the chiller plants |
Projects in Controlled Environment (PRINCE2) is a methodology that will be used to manage and execute the project tasks and activities. |
|
VAV Air handling units |
To direct the project efforts ethically and meet the quality standards to adequately control the flow of air and balance the same |
Agile project management using SCRUM methodology will be used as the project methodology and strategy for ensuring that the end results are flexible and scalable. |
|
Building Windows |
To accomplish the project activities as per the estimated schedule, costs, and scope to construct the building windows as per the requirements and specifications (Szafranko, 2017) |
The methodology that will be followed for managing the project activities will be Project Management Body of Knowledge (PMBoK) that will include five process groups as initiation, planning, execution, control, and closure. |
|
Tenanet Energy Management |
To adhere to the project estimations and best practices to optimize the use and management of the energy |
Agile project management using SCRUM methodology will be used as the project methodology and strategy for ensuring that the end results are flexible and scalable. |
|
Tenant Daylighting & lighting plugs |
To adhere to the estimations and best practices to carry out the successful installation of the daylighting and lighting plugs |
The project tasks and activities will be handled using the concepts and norms specified under PMBoK methodology for project management. |
The work breakdown structure for the Building Windows Construction project has been shown below. The first phase in the project will be site preparation in which the site survey will be carried out followed by laying the walls for the windows. The next phase will be the procurement of windows material that will include the assessment of the procurement requirements. Contractor bids will be received and the supplier will be selected as the next step. The construction of the windows will be carried out in two set of phases as design of windows and construction of windows. There will be sub-activities that will be carried out in these two phases.
There will be risks that will be associated with the seven projects. The risk assessment matrix of these projects has been depicted in the tables below. These tables have the columns as probability and impact. These have been provided with a score that varies from a scale of 1 to 5. In both the cases, 1 signifies the lowest value and 5 indicate the highest value. The risk score is obtained on the basis of the probability and impact values.
|
Risk Name |
Risk Probability |
Risk Impact |
Risk Score |
Risk Response Strategy |
|
Failure of radiating unit |
2 |
5 |
10 |
The strategy to be used shall be risk transfer. |
|
Operational Errors |
3 |
3 |
9 |
The strategy to be used shall be risk mitigation and avoidance. |
|
Schedule/Budget Overrun |
2 |
4 |
8 |
The strategy to be used shall be risk mitigation and avoidance (Hwang & Chua, 2011). |
|
Risk Name |
Risk Probability |
Risk Impact |
Risk Score |
Risk Response Strategy |
|
Failure of the automated digital devices |
2 |
5 |
10 |
The strategy to be used shall be risk transfer. |
|
Operational Errors |
3 |
3 |
9 |
The strategy to be used shall be risk mitigation and avoidance. |
|
Schedule/Budget Overrun |
2 |
4 |
8 |
The strategy to be used shall be risk mitigation and avoidance. |
|
Risk Name |
Risk Probability |
Risk Impact |
Risk Score |
Risk Response Strategy |
|
Failure of chiller plants |
2 |
5 |
10 |
The strategy to be used shall be risk transfer. |
|
Schedule/Budget Overrun |
2 |
4 |
8 |
The strategy to be used shall be risk mitigation and avoidance. |
|
Risk Name |
Risk Probability |
Risk Impact |
Risk Score |
Risk Response Strategy |
|
Failure of air handling unit |
2 |
5 |
10 |
The strategy to be used shall be risk transfer. |
|
Operational Errors |
3 |
3 |
9 |
The strategy to be used shall be risk mitigation and avoidance. |
|
Risk Name |
Risk Probability |
Risk Impact |
Risk Score |
Risk Response Strategy |
|
Failure of radiating unit |
2 |
5 |
10 |
The strategy to be used shall be risk transfer. |
|
Design Issues and flaws |
3 |
3 |
9 |
The strategy to be used shall be risk mitigation and avoidance. |
|
Schedule/Budget Overrun |
2 |
4 |
8 |
The strategy to be used shall be risk mitigation and avoidance. |
|
Risk Name |
Risk Probability |
Risk Impact |
Risk Score |
Risk Response Strategy |
|
Inefficient energy management |
2 |
5 |
10 |
The strategy to be used shall be risk transfer. |
|
Operational Errors |
3 |
3 |
9 |
The strategy to be used shall be risk mitigation and avoidance. |
|
Schedule/Budget Overrun |
2 |
4 |
8 |
The strategy to be used shall be risk mitigation and avoidance. |
|
Risk Name |
Risk Probability |
Risk Impact |
Risk Score |
Risk Response Strategy |
|
Incorrect installation of the plugs |
2 |
5 |
10 |
The strategy to be used shall be risk transfer. |
|
Operational Errors |
3 |
3 |
9 |
The strategy to be used shall be risk mitigation and avoidance. |
|
Schedule/Budget Overrun |
2 |
4 |
8 |
The strategy to be used shall be risk mitigation and avoidance. |
The key point indicators that shall be used across all the projects are listed below:
- Schedule Variance: There is a schedule that is estimated for each of the project. The actual project schedule and the estimated schedule of the project shall not have any gaps.
- Cost Variance: There is a budget that is estimated for each of the project. The actual project budget and the estimated budget of the project shall not have any gaps.
- 360 degree feedback: There shall be feedback collected from the project sponsors, stakeholders, and the internal project management. The feedback from all the entities shall be positive.
- Return on Investment (ROI): The cash inflows and cash outflows will be determined and the return on the investment will be calculated on the basis of these values.
There are resources that are assigned to the project and there will be a cost associated with each of the project resource. The cost of resources and the cost of all the materials have been illustrated in the table below.
|
Resource Name |
Type |
Initials |
Std. Rate |
|
Project manager |
Work |
P |
$120.00/hr |
|
Client |
Work |
C |
$0.00/hr |
|
Surveyor |
Work |
S |
$100.00/hr |
|
Labourer |
Work |
L |
$60.00/hr |
|
Supervisor |
Work |
S |
$70.00/hr |
|
Excavator |
Work |
E |
$65.00/hr |
|
Carpenter |
Work |
C |
$80.00/hr |
|
Levelling material |
Material |
L |
$100.00 |
|
Tools |
Material |
T |
$2,000.00 |
|
Bricks |
Material |
B |
$4,000.00 |
|
Concrete mixer |
Material |
C |
$2,000.00 |
|
Nails screw |
Material |
N |
$3,000.00 |
|
Ladder |
Material |
L |
$1,000.00 |
|
Laying material |
Material |
L |
$0.00 |
|
Designer |
Work |
D |
$0.00/hr |
The project activities have been mapped with the project costs and the overall budget of the project has come out to be $70,880.
|
WBS |
Task Name |
Duration |
Start |
Finish |
Cost |
Predecessors |
|
1 |
Building windows construction |
62 days |
Wed 03-08-16 |
Thu 27-10-16 |
$70,880.00 |
|
|
1.1 |
Site preparation |
22 days |
Wed 03-08-16 |
Thu 01-09-16 |
$4,320.00 |
|
|
1.1.1 |
Site Survey |
3 days |
Wed 03-08-16 |
Fri 05-08-16 |
$2,880.00 |
|
|
1.1.2 |
Lay walls for windows |
3 days |
Tue 30-08-16 |
Thu 01-09-16 |
$1,440.00 |
|
|
1.2 |
Procurement of windows material |
12 days |
Fri 02-09-16 |
Mon 19-09-16 |
$13,120.00 |
|
|
1.2.1 |
procurement requirement |
4 days |
Fri 02-09-16 |
Wed 07-09-16 |
$3,840.00 |
4 |
|
1.2.2 |
Receive Contractor Bids |
5 days |
Thu 08-09-16 |
Wed 14-09-16 |
$7,600.00 |
6 |
|
1.2.3 |
Select suppliers |
3 days |
Thu 15-09-16 |
Mon 19-09-16 |
$1,680.00 |
7 |
|
1.3 |
Construction |
62 days |
Wed 03-08-16 |
Thu 27-10-16 |
$53,440.00 |
|
|
1.3.1 |
Design of windows |
28 days |
Tue 20-09-16 |
Thu 27-10-16 |
$17,840.00 |
|
|
1.3.1.1 |
Finalize designer |
10 days |
Tue 20-09-16 |
Mon 03-10-16 |
$0.00 |
8 |
|
1.3.1.2 |
Create footprints |
8 days |
Tue 04-10-16 |
Thu 13-10-16 |
$5,840.00 |
11 |
|
1.3.1.3 |
Approve footprints |
10 days |
Fri 14-10-16 |
Thu 27-10-16 |
$12,000.00 |
12 |
|
1.3.2 |
Construct windows |
26 days |
Wed 03-08-16 |
Wed 07-09-16 |
$35,600.00 |
|
|
1.3.2.1 |
Finalize windows location |
5 days |
Wed 03-08-16 |
Tue 09-08-16 |
$9,200.00 |
|
|
1.3.2.2 |
Termite Treatment |
4 days |
Wed 10-08-16 |
Mon 15-08-16 |
$7,360.00 |
|
|
1.3.2.3 |
Construct frame for windows |
3 days |
Mon 05-09-16 |
Wed 07-09-16 |
$3,440.00 |
15 |
|
1.3.2.4 |
Put the frame on windows |
5 days |
Tue 16-08-16 |
Mon 22-08-16 |
$8,400.00 |
15 |
|
1.3.2.5 |
Test windows working |
5 days |
Tue 23-08-16 |
Mon 29-08-16 |
$7,200.00 |
15 |
The communication management plan for the entire seven projects will remain the same. There will be a daily meeting that will be carried out among all the project team members. The project status, progress, issues, and approach shall be discussed in this meeting. There shall also be reports that shall be shared to maintain the required flow and effectiveness of communication (Ziek & Anderson, 2015).
|
Report Name |
Frequency |
Mode of Communication |
Shared By |
|
Status Report |
Daily |
Email attachment shall be shared with the Project Manager |
All the project team members |
|
Status Report |
Weekly |
All of the resources and stakeholders will be granted access to the SharePoint location and it shall be utilized for uploading the report |
Project Manager |
|
Design Report |
Weekly |
All of the resources and stakeholders will be granted access to the SharePoint location and it shall be utilized for uploading the report |
Designer |
|
Review Report |
Weekly |
All of the resources and stakeholders will be granted access to the SharePoint location and it shall be utilized for uploading the report |
Project Manager, Supervisor |
|
Change Request(s) Report |
Weekly |
All of the resources and stakeholders will be granted access to the SharePoint location and it shall be utilized for uploading the report |
Project Manager |
|
Closure Report |
At the end of the project |
All of the resources and stakeholders will be granted access to the SharePoint location and it shall be utilized for uploading the report |
Project Manager |
There may be certain issues and conflicts that may come up in the projects during their respective timeline. These issues may be internal to the project resources or may emerge between the internal resource and external stakeholder or third-party. The conflict resolution scheme shall be followed in the project to handle the issues. These shall be discussed in the meetings and the decision made by the Project Manager shall be final for internal conflicts. The sponsor shall announce the decision on all of the external conflicts in the project (Kodukula, 2015).
References:
Hwang, B., & Chua, P. (2011). Risk Management Software Utilization in the Singapore Construction Industry: Evaluation and Improvement. Journal Of Construction Engineering And Project Management, 1(2), 28-36. doi: 10.6106/jcepm.2011.1.2.028
Kodukula, P. (2015). Reinventing Communication: How to Design, Lead and Manage High Performing Projects. Project Management Journal, 46(2), e3-e3. doi: 10.1002/pmj.21487
Meng, Q., Yan, X., Ren, Q., & Adeli, H. (2014). Variable air volume air-conditioning experiment system with advanced controls. Indoor And Built Environment, 25(1), 114-127. doi: 10.1177/1420326x14540314
Szafranko, E. (2017). Methodology in the Assessment of Construction and Development Investment Projects, Including the Graphic Multi-Criteria Analysis – a Systemic Approach. IOP Conference Series: Materials Science And Engineering, 245, 072026. doi: 10.1088/1757-899x/245/7/072026
Ziek, P., & Anderson, J. (2015). Communication, dialogue and project management. International Journal Of Managing Projects In Business, 8(4), 788-803. doi: 10.1108/ijmpb-04-2014-0034
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