Hunt Companies, Inc. ( Hci )

Modern methods of construction (MMC) are needed in the industry because of a growing number of factorts that are effecting our built environment and the

If the analysis does not have good documentation the project will fail as there will be no explanation or details on how the construction should work, there would be no approximate dates for when each task is due to be started or finished, as well as the approximate duration of tasks.

As the General Manager, Ray oversees all aspects of the office and construction staff. However, all of this didn’t begin till the age of 19 years old, when Ray made the choice to start his career in the construction business as a painter. Over time, he developed the skills needed and became a gifted lead carpenter. Gradually, his experience and knowledge continued to expand virtually in all areas of construction and project management. Ray has since honed on this experience, forming strengths and leadership qualities that helped him into becoming the General Manager of Hopkins & Porter Construction. Ray’s main goal for the Hopkins & Porter team is to take a client’s dream and make it a reality. A great design is useless unless you can build

This concept could be widely used in the construction industry to increase productivity, and also to enhance organization amongst partakers involved. If there were professionals trained in investigating and scrutinizing various actions employed while a construction project is underway, they could easily identify where there is scope of improvement, and also provide suggestions to improve its

Whether it is a new build or a renovation of an older home, a bathroom remodel we give our customers a walkthrough and updates of the process from start to finish. Our first step for new builds is to ensure that we prepare the site before we start on any foundation construction, ensure the frames are in par with the architect’s work, installation of the windows and doors proceeded by roofing drywall, electrical, plumbing, carpet and flooring and since the work is done in house we are there every step of the way because we do not pass any work to outside sub-contractors.

In recent years, there has been a considerable increase of pressure from clients for improvement in the delivery of construction projects. Innovation has been key in improving construction industry performance (Tavistock Institute, 1997).

As a local remodeling contractor, you will be expected to take care of every feature of a house owner’s renovation plan. If you gain experience

The PM has the responsibility to the customer and the company to ensure deliverables are met with the highest standard. The work performed by Curley and Moe, although falls within the acceptable building standards, does not meet the expectation of the company in terms of quality. The Elite Team offers a higher quality finished product and can meet the deliverables within the specified timeframe. From a financial perspective, the team opted to change subcontractors based on Curley and Moe’s inability to meet HappiHouse’s quality standards. In doing so, the baseboard and finish-work activity are able to be completed on time and to expected quality values. The standard crew performed eight hours of work of poor quality which had a sunk-in labor cost of $720. The elite crew took three hours to fix the quality issues of the standard crew’s finished product at a cost of $420 then took over the remaining 13 days of the project at an additional labor cost of $5,620 for the baseboard work. After that task is complete the project manager has the option to use the standard crew at no additional cost for labor on the finish work which has a $5,620 labor cost and a $10,960 material cost which totals $16,000 or utilize the elite crew at $7,840 for labor with the same material cost for a total of $18,800.

Specialist contractors – generally known as subcontractors – perform the majority of the work on commercial construction projects. It is common for a typical construction project to utilize dozens of subcontractors, with 80-90% of the work of most building projects in the U.S. being performed by subcontractors (Hinze and Tracey 1994). The performance of the subcontractor is critical to project success (Arditi and Chotibhongs 2005; Gray and Flanagan 1989). Commonly, subcontractors have to perform work on multiple projects simultaneously (Sacks 2004), but with limited resources, each subcontractor strives to maximum its workload at any given time for optimum resource utilization (Mathews et al. 2003; O'Brien and Fischer

Until the mid-nineteenth century, the common method of design did not change at all. Architects & Engineers used simple tools (pencils, tracing paper and ruler) to define their buildings. However, with advances in maths, computing, technology the design and the building materials changed and improved rapidly. (Yan and Damian, 2008). This is when the first hypothesis about how to improve the project management appeared. The initial studies of the construction industry date from the 1940s e.g. Simon, Emmerson in

This paper is motivated first, by the adverse effects of rework on construction projects. Rework has been acknowledged as being the primary factor contributing to cost overruns and schedule delays (Chan and Kumaraswamy, 1997 and Love, 2001, cited in Love, 2002a; Love, 2002b; Love and Edwards, 2004; CII, 2001b, cited in Palaneeswaran, 2006; Palaneeswaran, 2006; Hwang et al., 2009; Ye et al., 2014). These tangible costs have been found to be as high as 25% of contract value and 10% of project costs (Love and Li, 2000; Barber et al., 2000, cited in Love, 2002a and Simpeh et al., 2012). Other costs, such as additional manpower and resources for rework (Palaneeswaran, 2006; Tommelein

incorporated into the questionnaire. According to Gould and Joyce (2002) there are a number of risks which can be identified within the construction industry itself and those risks are evident in every construction project regardless of the project size or its scope. Tummala et al. (1999) has argued that oftentimes changes in design and scope in addition to time frames or schedules are considered the most common risks for the construction sector based on the study conducted. As the construction project progresses there 's bound to be changes in scope or design which are implemented causing the need for more resources, time and cost. Baker, et al. (1999) notes that if a project is completed ahead of its scheduled time, it may be as troublesome as one scheduled late. Karim et al. (2015) has argued that extremely quick completion maybe a resultant of planning which is insufficient or problems within the construction design which caused shortening of completion time. This may also lead to overall low quality of the final construction product and there may be an increase in the overall cost of the project (Karim et al. 2015). Gould and Joyce (2002) argues that setting a delay in a schedule garners a great cost that becomes the burden of both the contractors and the investors in differing ways. Zhang and Xing (2010) urges that there is great importance in keeping balance between the concepts of time-cost-quality trade-off which manifested over the past decade. This concept of

Over the years, the Group carved out a formidable niche in the market, gained a reputation as a progressive, customer-oriented company dedicated to providing innovative and exquisitely crafted developments and also having won the confidence and esteem of home buyers. Today, the Group’s two core activities of property

The construction of new homes involves multiple trades, subcontractors and suppliers involved at different stages in the project. Optimising the supply base has been identified as a basic function, and the first step in allowing companies to work closer in a more manageable way. JHHB over time rationalised its supplier base to one, and in some instances two suppliers for most trades and vendors, the result of this consolidation was a reduction in suppliers by over 40%. After identifying that some of the existing supplier’s policies didn’t align a small number of new suppliers were introduced, although the majority of suppliers were sourced from the existing pool of suppliers. Trent and Monczka (1999) caution that, by excluding new supplier’s and sourcing exclusively from an existing pool of supplier’s new opportunities and innovation may not be realised.

This report will present a number of core elements of a traditional business plan (Spinelli & Adams 2016) for the creation of a new business venture. The venture to be created to address a gap in the market, is an end-to-end design and residential, building renovation business. The proposed new venture, unlike many others in the market, will be strongly business focused on robust scalable systems and processes. It will also have a carefully considered growth and marketing strategy to build a strong brand that will provide high growth potential without compromising customer experience and delivery of consistent outcomes.