Crashing report

Rewrite everything in the following report.

1
Executive summary
This document is a report on the
construction of a 25 storey high rise development. The report will in tale the
masterplan, the tracking of the project, and the crashing of the project. The
report will go over the cost, duration, and the estimate cost of the project
after the deviations that arise.

2
Introduction
MHTC Constructions has been given the
opportunity the develop a 25-storey building. The report will be showing the
overall masterplan and deviations that happen on the way. And will conclude
with the client prioritizing the original completion date. In order to get to
the original completion date. The project will require crashing to meet the
original completion date.

3
Planning (Report)
3.1
How have you optimised time and the resources?

When resources were implemented in MS
project many of them were overallocated. The first strategy we used to allocate
resources by using available slack and when we process it within available
slack, there were still few resources overlapping. The second strategy we used
to allocate resource by unclicking within available slack and level all
resources.

3.2
What is the duration and cost of the whole
project and what is the critical path and what are the critical activities?

After allocating our resources and
levelling in MS project, the duration of the whole project adds up to 88 days the cost of the whole project
is $ 130,552.00 (See figure 1)

4
Tracking/Execution (Progress Report)

The duration of the project has
50% through and 41 the work has been done. Based on the project schedule, the
project should be finished on 11th of December 2019, due to some process and
accidents, the current project finished time has been delayed into 31th of
December 2019. The delays factors are: the process of obtaining approvals and
permits take three weeks more than expected. Two-week delays in both panel and
module production lines because of equipment breakdowns. Unfortunately, there
is a site accident causing a six-day suspension. The total project working days
delay is 12 days which except weekend and holiday. The cost estimate has been
raised to $149,752 for the entire project compare with the initial estimate
price of 130,552. Until 1th of October, the design and documentation of panel
making have been completed, curing and release agents have been completed of
the casting SIPs activity. The design of the module has been assembled and has
been transported and unloading into the site already. The project approvals
have been obtained, but the permits obtain still in the process which expecting
have the permission on 11th of October. A written report describing current
status of the project.

5
Report Overview

Project:
25-Storey
Highrise Development
Client:
123
Developments Pty Ltd
Builder: MHTC
Constructions Pty Ltd
Project Management
Consultant: MAP Project Management
Contract Superintendent: MAP Project Management

This Project Crashing Report has
been compiled and produced by, MHTC
Constructions to the full requirements of the client, 123 Developments. This
report has been completed in order to outline and recommend strategies in which
can be used to optimise the delayed completion date to the project and ensure
the project is delivered on time as per the initial milestone date set by the
client. As part of the Project Crashing Report, the extra over costs as a
result of a crashed timeline is assessed and a total construction cost upon
completion will be estimated.

This report is to be read in
conjunction with the attached Microsoft Project Gantt Chart; in which outlines
the constraints of the project and the recommended critical path to
successfully complete the project as a result of the delays to the permits and
approval.

6
Project Crashing Strategy

The Project Crashing Strategy was
formulated upon delays to the project program in which detrimentally affected
the forecasted project milestones set out by the client, 123Developments. These significant time constraints were as a
result of delays to obtaining permits and approvals, equipment breakdowns and a
site-related incident. Furthermore, an understanding of the critical path was
clarified through the project progress report and set out the scope items that
were on the critical path to completion.

It was at this point that the
client, 123 Developments understood
the delay to the Practical Completion of the project and ultimately,
settlements of buyers. This posed an extreme risk to the cash flow of the
project and debt arrangements executed with their loan lender. As a result, the
client agreed to pay MHTC Constructions the additional cost to complete the
project to ensure the initial baseline completion date was met. A Gantt Chart
was created to expedite the crashing of the program and document the necessary
additional resources required to assist in ensuring the baseline milestone date
was met.

This program was formulated with
the idea that a lot of time could be spared during the on-site construction
phase of the project. In particular, the assembly and installation of the
Structurally Insulated Panels (SIP), Composite Cladding Panels and the
Between-Unit Concrete Panels. Previous to the crashing program, the programme
suggested that these panels would be planned, erected and installed to the
finish design surface on different dates. This was seen as an opportunity by
the project manager as it was realised that if more resources were assigned to
these tasks, they could be planned, erected and installed on the same day and
completed in unison of each other. This strategy allowed for a Time Saving of 11.5 Days compared to the
Tracking Program. This simultaneous construction technique Required an Additional 14 Resources
to be assigned various tasks across the project cycle, these additional
resources have been highlighted in Green in Figure 1 below.

7 Project Crashing/Total Project Cost
Estimate

Despite the underlying success of
being able to crash the project program and complete the construction works on
the initial baseline set out, it came with its financial detriments. At the end
of the project, an estimate was conducted to assess the impact of the delays on
the project budget. Furthermore, the strategy identified that 14 additional
resources were assigned to various scope items across the project. As depicted
in Figure
2 below, these 14 Additional resources increased the project cost from
the baseline of $130,552 to a post-crashing cost of $140,338. This increased the
final cost of the project by $9,786 and represented a 7.5% increase to
the final project budget.

8
Conclusion
The 25 storey development had a
few deviations which cause the project to increase in cost and increase in
duration. With the tracking of the project, the prediction of the project help
to determine that the project needed to be crashed to meet the duration period
for the client. Crashing the project did not come with a great cost for days
that had to be reduced, as the main cost of the project was at the start of the
project and towards the end. The project cost was at its lowest at the time of
the deviations that were introduced.

Overall, the project was able to
meet the original duration time of 88days with the increase cost from the
original of $9,786 which was only a 7.5% increase from the original budget
given that there was an additional 12days that had to be reduced.

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