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Silver Fiddle Construction: The Czopek Project

Silver Fiddle Construction: The Czopek Project. Zachary Stoy MGMT505 September 20, 2011 Tony Sines Southwestern College Professional Studies. The Czopek Project. Company Silver Fiddle Construction (SFC) Client Bolo & Izabella Czopek Project Objective

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Silver Fiddle Construction: The Czopek Project

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  1. Silver Fiddle Construction: The Czopek Project Zachary Stoy MGMT505 September 20, 2011 Tony Sines Southwestern College Professional Studies

  2. The CzopekProject Company Silver Fiddle Construction (SFC) Client Bolo & IzabellaCzopek Project Objective Construct a High-End, Custom Home for Mr. & Mrs. Czopeks

  3. Project Details Project Team General Contractor (SFC) Part-Time Bookkeeper (SFC) Skilled Subcontractors Budget $450,000 -$500,000 Duration Five Months

  4. Deliverables • 2,500 sqft • 3- Bedroom, 2.5- Bath • 3 Vehicle Finished Garage • Kitchen Appliances • High-Efficiency Gas Furnace

  5. Project Milestones July 5th Permits Approved July 12th Foundation Poured September 25th “Dry-In” – framing, sheathing, plumbing, electrical, and mechanical inspections passed November 7th Pass Final Inspection

  6. Risk Assessment Silver Fiddle Construction must determine: • All possible risk events • Likelihood those events will occur • Impact of the potential risk • Risk detection difficulty • Time of occurrences

  7. Risk Events Blown Budget • Likelihood: Moderate • Impact: High • Detection: Moderate • When: Final Stages Blown Schedule • Likelihood: High • Impact: Moderate • Detection: Moderate • When: Final Stages

  8. Risk Events Continued Quality Standards • Likelihood: Low • Impact: High • Detection: Low • When: Inspections Volatile Resources • Likelihood: Moderate • Impact: Moderate • Detection: High • When: Duration

  9. Risk Events Continued Part-Time Bookkeeper • Likelihood: High • Impact: Moderate • Detection: Low • When: Duration

  10. Cost: More than a Number Nonmonetary Cost that Devastate Reputable Companies • Poor Quality • Unsatisfied Client • Over Extended (taking on too much work) • Poor Management of Subcontractors

  11. Methods of Tracking • Cost Performance Index (CPI) • Schedule Performance Index (SPI) • Estimated Cost at Completion (EAC) • Balanced Scored Card Method

  12. Conclusion Successful Delivery to the Client • Positive Referrals • Good Reputation • Increase Future Workload • Increase Profits

  13. References • Bilal, A., Prassinos, P. (2010). Risk Informed Decision Making. Vol. 132 Issue 1. • ContractorDeals.com (2008). Contractor ROI – Return on Investment. Retrieved from http://www.constructiondeal.com/contractorblog/2008/08/contractor-roi-return-on-investment.html. • JolantaTamosaitiene; ZenonasTurskis; EdmundasKazimieras, Z. s. (n.d). Risk assessment of construction projects/Statybosprojekturizikosvertinimas. Journal of Civil Engineering and Management, 16(1), 33. Retrieved from EBSCOhost. • Larson, E.W., & Gary, C.F. (2001). Project management the managerial process. New York, NY: Mcgraw-Hill Irwin • Los, D. (2005). Four Keys to Finishing On Time and Under Budget. EC&M Electrical Construction & Maintenance, 104(6), 52-55. Retrieved from EBSCOhost. • Stoneman, B. (2005). Home Construction Loans: From the Ground up. Community Banker, 14(7), 26-30. Retrieved from EBSCOhost.

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