1. Trillo Apparel Company Revised Delivery Plan
Title Slide
Presented by:

2. 1st issue
Building permits are necessary to start working on the actual building of the new space.
Delay in building permits
2 weeks is now 3 weeks
Recent developments have created the potential for an extended project delivery date. Originally, the project was determined to have a very four month timeframe to reduce the impact that this would have on District Four’s operations while maximizing the possibility for the strategic goal of increasing sales and distribution for this district. This timeframe was rather tight considering the amount of time that each stage requires before the next stage is able to be implemented.
At this point of time, we find that we have several variables that have changed to the worst case scenario where the four month timeline is being threatened. The first issue that has occurred is that due to the government shutdown, the contractors are finding that the time period has been extended for how long it will take them to get the building permits. It was originally estimated that it would take them two weeks to obtain all of the proper permits for work to start on time, but due to this, the timeline has changed to it taking three weeks to obtain the permits. No work can commence on building the structures until the paperwork is all in order.

3. 2nd issue Framing Drywall
Must be completed first before other building stages.
Contractor is only able to send half of the original crew due to delay.
Originally 15 days
Now 30 days
Drywall
Must be completed after other building stages are completed.
The second issue is with two of the contractor teams hired for this project. The framing and drywall contractors are running behind on their previous projects. They are unable to provide our job site with full crews until they are able to finish their previous projects. This will push their deadline to double as only half of the drywall installers and framers will be available to work on the issue at the time.
The framers are unable to start work until the permits are obtained, so that may allow for the full crew to be available when the permits are finally received, but that is not something that can be counted upon. The drywall is not able to be started until the frame is up, plumbing is completed, and the electrical system is installed. This delay will move the framing and the drywall installation both to 30 days. The fact that this delay will impact the framing is a significant problem as the scheduled start for the plumbing and electrical could be changed which may cause the crews in charge of that to not be fully staffed or available for when the project is ready to continue.

4. Option 1
The first option that we have to help with this delay that will result in an extended project delivery date is to throw more money at the issue. We have the option to hire another contractor that will be able to assist in getting the framing and drywall work completed in the already specified time period. This will mean that there will be a whole crew comprised of the two different teams of contractors and that the original schedule of 15 days for the framing and the 15 days for the drywall will still be intact. “We know from tradeoff analysis that changes to a schedule can, and probably will, induce changes in cost and performance” (Kerzner, 2001, p. 166). In order to move with this solution, it will require another $200,000 to be added to the budget to cover this additional crew.

5. Option 2
The second option is to adjust the timetable of the project delivery date. This option is to allow for the framers to complete a certain section of the building, and then have the secondary groups come in before the framers have fully completed their project. This will require a more dedicated schedule as each of these groups will be working in close proximity to each other. If managed correctly, each of these groups will not be impacted by the others. According to Melton (2008), “The control plan is essentially a tool to plan, monitor and forecast project activities and therefore it is a tool which the Project Team will use to plan their individual and sub-team work load” (p. 146). Although the schedule for the framers and drywall will be doubled, it will be lessened by the fact that the electrical and plumbing timelines will be built into the scheduled time for the frame.

6. Proposed Solution Option 2 will be utilized.
In order to stay at budget, and on time, changes will need to be made to when the different contractors are to come in to perform their work.
The proposed solution is to use Option 2, as long as the other contractor crews are able to adjust to the change in schedule. There are a few reasons why Option 1 is not the ideal solution to the problem. The first is that it will cause the project to be over budget when another solution that would not cost more is at hand. The second is that two crews working together in the same trade may not work well together. This could cause rivalries among workers or a disparity in the quality of the work being done by the two different crews that could be visible once the project is finished. Any problems among the two crews may also put the project behind schedule along with being over budget, as well. This may cause the expenditure to be not worth the time it was supposed to save the project.
Utilizing the different crews working at different stages on the property will allow for some time to be made up. Each group will be able to work in the space that was previously completed by the other crew. Although, this will still keep the increase in the drywall and framing schedules, it will help to decrease the overall time as the other crews will be working in the same schedule. This will save money and help to keep the schedule for an on time delivery of the new space.

7. Conclusion
In conclusion, all it can take is one piece of the puzzle to cause the whole thing to almost fall apart. Difficult decisions need to be made in these circumstances. The extended amount of time that it will take to gain the building permits is something that cannot be adjusted. Work cannot be completed on the building until they have been received. The fact that the drywall and framing contractors are unable to start full crews on time is something that can be adjusted for in the schedule.
Changes can be made to the other parts of the schedule. The original schedule will need to be changed to accommodate for the short crews working on the framing and drywall processes. Each crew will work on their particular part of the building puzzle while the other portions are being completed. This ensures that the four month deadline is kept and that the budget is not over paid for a crew that may not guarantee the deadline to be completed on time.

8. References
Kerzner, H. (2001). Strategic planning for project management using a project management maturity model. New York: John Wiley.
Melton, T. (2008). Real project planning developing a project delivery strategy. Amsterdam: Butterworth-Heinemann.
Reference Slide