Tom Grott, project manager for American Constructors Inc., is leading the expansion of World Outreach Church in Tennessee. The original completion date was March 2010 but the client requested an earlier date of November 2009 and now Christmas Eve. Grott identified three main unfinished sections - the bookstore/cafe/kitchen, lobby, and sanctuary. He outlined activities and timelines to complete each section by Christmas Eve while maintaining quality. Given the tight timeline, Grott should consider reallocating resources between sections or adding buffer time to allow for errors.
Tom Grott, project manager for American Constructors Inc., is leading the expansion of World Outreach Church in Tennessee. The original completion date was March 2010 but the client requested an earlier date of November 2009 and now Christmas Eve. Grott identified three main unfinished sections - the bookstore/cafe/kitchen, lobby, and sanctuary. He outlined activities and timelines to complete each section by Christmas Eve while maintaining quality. Given the tight timeline, Grott should consider reallocating resources between sections or adding buffer time to allow for errors.
Tom Grott, project manager for American Constructors Inc., is leading the expansion of World Outreach Church in Tennessee. The original completion date was March 2010 but the client requested an earlier date of November 2009 and now Christmas Eve. Grott identified three main unfinished sections - the bookstore/cafe/kitchen, lobby, and sanctuary. He outlined activities and timelines to complete each section by Christmas Eve while maintaining quality. Given the tight timeline, Grott should consider reallocating resources between sections or adding buffer time to allow for errors.
Tom Grott, project manager for American Constructors Inc., is leading the expansion of World Outreach Church in Tennessee. The original completion date was March 2010 but the client requested an earlier date of November 2009 and now Christmas Eve. Grott identified three main unfinished sections - the bookstore/cafe/kitchen, lobby, and sanctuary. He outlined activities and timelines to complete each section by Christmas Eve while maintaining quality. Given the tight timeline, Grott should consider reallocating resources between sections or adding buffer time to allow for errors.
CASE SUMMARY : AMERICAN CONSTRUCTORS INC.: WORLD OUTREACH
EXPANSION PROJECT
Tom Grott, senior project manager for American Constructors, Inc (ACI), he led the project of World Outreach Church (WOC) in Murfreesboro, Tennessee which has 5000 members, who was broadcast every Sunday morning on three different television channels . He was meeting with the architect to discuss the probability of finishing the project in December 2009 while the original schedule was in March 2010 it happened because of the client request initially they requested the property to be completed in November 2009 for the Thanksgiving. Now the team should think about how to achieve the client’s request to be finished by Christmas eve. Grott’s leadership on this project will impress the local and church community. In order to uphold the ACI’s reputation and protect the future project, Grott has to make sure the project finishes on time.
AMERICAN CONSTRUCTORS, INC.
ACI was founded in 1979, and by 2009 was enjoying the benefits of being one of the leading commercial construction companies in middle Tennessee. The company contracted more than 600 projects, totalling in excess of US$1 billion. They has 15 licenses and made the company had contracts with Nashville landmarks such as The Country Music Hall of Fame & Museum and The Schermerhorn Symphony Center (see Exhibit 1). The company also successfully contracted the construction of several music publishers’ headquarters in the Nashville area,namely the American Society of Composers, Authors and Publishers (ASCAP), Sony-Tree and Electrical & Musical Industries, commonly known as EMI. They achieve a lot of awards such as awards of excellence in development as well as awards in safety, safety training and evaluation processes. In 2009, ACI was a strong and growing firm with several projects across the state of Tennessee.
THE CHURCH CONSTRUCTION MARKET
ACI focused its contracts in five construction markets; public and private schools, churches, health care facilities, entertainment and office buildings/complex properties. The company’s first church construction project came in the early 1990s. The firm’s president in 2009, Dan Brodbeck was serving on building committee for the church and he’s persuaded to join the ACI team. In 1990,the church became a strong market for the company, and in 1996 they completed four more properties and did the expansion into the new millennium. In 2006, they estimated the market was around $7.6 billion alone. The American Institute of Architects (AIA) estimated the church construction will be growth higher in 2010, The WOC expansion was initially budgeted as a $31 million project; however, changes in the architect’s design and a few unforeseen events resulted in an increase to $34 million.
WORLD OUTREACH CHURCH EXPANSION PROJECT
Grott was one of the most skilled managers on the ACI staff and have 20 years of experience in the construction industry.although Grott anticipated that it would be challenging to please the client by meeting the December 14 deadline, he was confident in his team of administrative staff, his crew of 10 labourers (carpenters, finishers, cleaners and machine operators) and the 25 different subcontractors and have to be finished in December to s]celebrate the Christmas eve. As part of running through the punch list, ACI would also do a last run-through of the property to ensure quality. Grott’s goal was to start this final task, the architect’s punch list, by the project deadline on December 14.He estimated that the architect’s punch list would require five to 10 days, depending on their demands.It would be signed by each subcontractor to record that they received their money and performed their duties, indicating that they no longer had any financial interest in the property (this would not affect the construction schedule).
Remaining Construction
Grott identified three main sections of the property that remained unfinished as of September 24, 2009. These sections included the bookstore/café/kitchen, the lobby and the sanctuary, as follow:
A. Activities from Original Statement - Bookstore/Cafe/Kitchen
Activity Description Predecessor Time (days)
1 Framing, hanging and finish drywall - 22
2 Hard tile installation 1 10
3 Finishing the stone columns 1 5
4 Millwork 1 18
5 Casework (installation of cabinetry) 4 5
6 Flooring installation SCK 5 10
7 Glass installation SCK 2,3 3
8 Painting SCK 7 10
9 Door installation & matching hardware SCK 6,8 6
10 M.E.P SCK 6,8 10
B. Activities from Original Statement - Sanctuary
Three proposed options will work better than the original, the project manager should choose the option according to the change of requirements and preferences.
Other alternatives :
1. Considering the buffer using, there is no room in the timeline for errors or mistakes, which would inevitably occur. 2. re allocated resources: since the store/cafe/kitchen session is a smaller project and finishes in 55 days, we could recycle their labor to work on lobby projects.
