Case Study: Dome Justice Center HVAC Improvements

In addition to the WBS and in order to calculate roughly the PEP’s costs, the PMC will be using approximate estimate. The PEP’s cost is estimated by analogy to the Morgan Water Plant Rehabilitation program, in Cleveland, OH, which has a similar scope of work and capacity (Shook Construction 2013) (Kerzner 2013, pg. 680). The total cost for the Morgan Water Plant Rehabilitation program was $26 million; the Baldwin Water Works Plan Enhancement Program is 15 percent more difficult, taking under consideration the delicate work necessary for the renovation of the historical administration building. These result in an estimated cost of $30 million for the completion of our PEP (Kezner 2013, pg. 680) (www.shookconstruction.com). Finally, the PMC identifies two types of budgets: distributed budget is defined by the man-hours an required for the achievement of the tasks and subtasks established in the WBS, and the essential materials and equipment needed (i.e. 2,500 tons of 20” by 48” ductile iron piping, 48” electrically activated valves, PLC-Based control instruments, filter medias, slate shingles, crane, drillers, concrete, iron gunnels, masonry, exterior windows); management reserve of $3 million used in case of escalations in construction workers salaries, unforeseen delays resulting during

As the years rolled on, additional restrooms and office facilities were constructed, along with the outdoor theater being upgraded and the parking lot paved. All these projects were

Facing tough budget decisions in advance, various cities, and county have two options: raise taxes or reduce services. Furthermore, there has not been a tax increase in a long period, county officials have alleged. They recognized this day would come. The administrator distressed and diagnosed the circumstances where they provide the primary inspection and repairs.

This project will require a large amount of money for both capital and operations. From a capital standpoint our end state is to build a facility that provides: 1) supportive housing for up to 10 homeless Veterans in need of immediate and intensive services; and 2) affordable housing for up

* Complete all housing design and renovation projects no more than 8% over the established baseline cost or schedule

Annually, there is 1.5 to 1.7 million dollars available for building and site projects. Jerry reviewed the highest rated items across the district, some of which have to be completed because of safety liabilities. The following projects are being considered: boiler update at the administration building; demolition of the pool and roof replacement in two areas at Arborwood South; reconstruct parking lot at Custer 1; roof replacements of D and F wings and finish tuck point masonry at MHS; replace the gym roof at MMS; replace roof shingles at Operations; and replace north parking lot and windows at

Mr. Masi responds because the past two years being positive, we have invested a total 30 million dollars in infrastructure. For Ex. In order to accommodate the number one trauma center and keep our trauma accreditation at Ben Taub. LBJ and Ben Taub were open in 1992 and very little upgrades and renovations were done to those hospitals. There are some items that need to be addressed and we are playing catch up. Also, technology has changed so dramatically, the power is not the same as it was several years ago. Back then we did not have computers all over the place using needing more power sources. We have invested eighteen million dollars alone in Ben Taub to provide the power source that will carry the hospital forward for another twenty-five years. We are making similar upgrades at LBJ, 100% upgrade at ten percent at a time. We spend an estimated sixty million dollar every year for upgrades to infrastructure. The phone system alone for example that is now very antiquated is a three million dollar investment, just to replace all the phone systems because the exchanges can no longer handle the volume. The same phone system we had twenty-five years ago and we are now just getting to replace. Member asks if sixty million is spent every year on capital improvements and IT. Mr. Masi responds: medical capital, every piece medical equipment, x-ray machines, laboratory equipment and etc., beds, IT equipment, and capital construction (building and grounds work) comes out of that

This project is budgeted in fund 404. Therefore, there is no contingency. I will do the budget amendment for this project. Is this project completed? Is this project should go back to the commissioners for an approval for the increased amount? Please let me know of the budget amendment amount for the

* The cost of each capital improvement project is closely monitored by DoDEA HQ and the DoDEA Regional Facilities/Logistics Office on an ongoing basis. In the event that DoDEA HQ or the DoDEA Regional Facilities/Logistics Office determines that a project with an estimated cost under $200K will require an increase in the current work estimate due to unforeseen circumstances, the Regional Facilities/Logistics Office is required to resubmit the FSRM request to DoDEA HQ for the appropriate approval process based on the specific threshold of the project. Refer to the FSRM Project steps for the following thresholds, $200K - $1M, $1M - $7.5M, $7.5 - Greater, below for further details.

Thanks for your reply. As per your question regarding the date for the individual filed their I-526 in LIC Gotham Towers Project, I am copying our Investment Due Diligence Department on this email, someone from the team would be happy to assist you for more information.

Additional improvements made to Chesapeake Energy Arena were completed in 2013 and were funded by a 15-month sales tax that that was approved by Oklahoma City voters (Moser, 2013).

Initial projections show that the current schedule will take 50 weeks to finish with a final budget estimate of $3.152 million. Although the project estimate comes in under budget, the time frame for completion extends beyond the acceptable 45

Initial projections show that the current schedule will take 50 weeks to finish with a final budget estimate of $3.152 million. Although the project estimate comes in under budget, the time frame for completion extends beyond the acceptable 45

Cost variance is calculated by subtracting budgeted cost for work performed from actual cost for work performed and schedule variance is calculated by subtracting budgeted cost for work scheduled from budgeted cost for work performed. The vice president’s analysis that the project’s costs are overrun is correct and it appears they are also behind schedule. I would agree with the vice president’s analysis that improvements need to be done to keep the cost and schedule under control.

Since the early stages, the project was inundated with concerns and issues with the project scope. From the perspective of project management, the initial scope was not defined well enough. Details of the design were over looked and aspects such as the details of the air conditioning ended up increasing the original scope by $200 million. This supposedly led a prosperous project to an uncertain economic ordeal. Initial estimates of the project had been $5.5 billion and by the time of its actual completion it been delayed by a year and increased to $15