The Rebirth of Cleveland on the Lake Project

The
Rebirth of
Cleveland
on the Lake
Proj 430 Final Report
Tan Dao – ProjectManager

The Rebirthof Clevelandonthe Lake
Table of Contents
Executive Summary 1
Integration Management 2
 Project Organization
 Scope Statement
 Objectives
 Change Control
 Functional Area Interface
 Track and Manage Project
 Project Closure
Scope Management 6
 Project Scope Statement
 Project Deliverables
Time and Schedule Management 6
 Project Milestones
 Project schedule
Cost Management 8
 Project Schedule
 Project Resource Analysisand Optimization,Materials Resources
Quality Management 11
 Project Quality
Human Resource Management 12
 Project Team
 Project team conflictresolution
 Project team reporting structure
 Project Resource Analysisand Optimization
Communications Management 14
 Project team communication
Risk Management 14
 Project Risk Management

Procurement Management 16
 Project Resource Analysis
 Types of Contracts
 Legal BindingContracts
Conclusion and Recommendations 18
References 18

Executive Summary
Project Title: The Rebirthof Clevelandonthe Lake Project
Overviewand project aim: Thisprojectinvolvedinthe designandconstructionof aretail,diningand
entertainmentcomplex onthe shoresof Lake Erie -DowntownCleveland.The
primaryaimis to bringtourismandlocalsback to our shoresanddowntown
Cleveland.
Budget Estimate: $35 Million(USD)
Sponsors: TurnerConstructionandthe Departmentof EconomicDevelopment- Cityof
Cleveland
Potential FundingAgency: Departmentof EconomicDevelopment(Cityof Cleveland),FifthThirdBank(5/3
Bank)
Starting Date: Fall 2015 Duration: 24 Months
Since the housingmarketcrashedin2008-09, we see ourfair share of economicturmoil. Asfigure 1
shows, NortheastOhiohasseena8.3% increase inGDP since 2009.(Moody’s Analytics) Home saleshave
alsoseenan upticksince 2009 in figure 2, from
approximately2700 homessoldinQ1-2009 to
over4500 in Q3-2014.(city-data)
Our economyhassteadilyimprovingand
increase in the tourismsector,Clevelandhas
hostedmanymajormovie productionssuchas
Spiderman3,The Avengers,CaptainAmerica
and Draft Day.AnothermajoreventCleveland
will hostisthe 2016 RepublicanNational
Convention.
Home to three majorsports teams– Cavs,Brownsand
Indiansrespectively,there hasbeenanincrease in
attendance from2009 to 2015. Using these analytics,
there isa market toevenfurtherboostthe local
economybycreatinga great gatheringplace onthe
Lake for touristsandlocals. Withour prime lakefront
location,we canattract touristsandlocalsfromexisting
businesses, parks,landmarksandwhile utilizingthe
existingparkingstructures.
Source: Moody’s Analytics, TheFundfor Our Economic Future
Figure 1: Northeast Ohio GDP
Figure 2: Homes Sales

Integration Management-encompasses organization structure,scopestatement, objectives, change control,
functional area interfaces,track and manage project and project closure
Project Organization
o Project Manager – Tan Dao
o Executive Sponsor -Tom Reilly-Senior VicePresidentTurner Construction
Tracy Nichols Director of the Department of Economic
Development- City of Cleveland
Scope Statement
o Converting 9th Street Pier vacantlotnext to Rock and Roll Hall of Fame Museum to a upscale
shopping,diningand entertainment areas.Itwill feature 3 story 60,000 sq. ft open air shopping
and diningmaximizingthe lakefront location and closeproximity to other attractions and parking
lots.The cost will beapproximately $35 million with a time span of 2 years to complete from
startto finish.
Objectives
o Providea gathering placefor touristand locals
o Provideentertainment, fine diningand upscaleshoppingcomplex on the Lake
o Increasetourism
o Increaselocal jobs and boostlocal economy
Change Control
o Change requests are processed accordingto the change control system by the ProjectManager,
change control board,or by an assigned team member.
o Updates will be documented and communicated to all stakeholders by the Project Manager.
o Any stakeholder involved in the Project can identify changes.
o Changes will beclassified and prioritized as per the criteria in the Corporate Change Control
System:
 Impact (Major,Medium, Minimal)
 Severity (High, Medium, Low)
Functional Area Interfaces:
Functional Area: InterfacingFunctional Area(s):
Project Management All areas
Business Analysis User or Customer
Quality Control Project Management
Finances Business Development
Human Resources User or Customer
Business Development Project Management
User or Customer Project Management
Severity
Impact
Major Medium Minimal
High 5 4 3
Medium 4 3 2
Low 3 2 1

Track and Manage Project
Project Information to Monitor
Budget -control cost
Schedule –manage time constraints
Personnel –amount of workers necessary to finish task
Materials –needed for required tasks
How to Collect Project Information
Budget information will becollected from Procurement Manager, Construction Manager,and HR
manager and analyzed by Accountant of resources acquired,inventoried and used.
Schedule duties will becollected by Construction Managers of the progress in the project/task.
Personnel monitor will becollected by HR Manager and Construction Manager.
Materials information will becollected when material resources areinventoried and used by
Procurement Manager and Construction Manager.
Frequency for Project Information Collection
Budget information will becollected by accountantdaily.
Schedule duties will beassigned to construction managers and progress will berelayed to AssistantPM
daily.
Personnel monitor will bedaily duties of HR Manager and Construction Manager.
Materials information will beaccounted for on a daily basis.
Project Status Information and Recipients
All project status reports will bepresented to AssistantPMand a bi-weekly meeting will beattended by
the AssistantPMand the PM. Weekly meetings will beorganized by the AssistantPMand in attendance
will besenior management team and ProjectManager.

Plan and Take Adaptive Action
Methods to Analyze the Impact of the Status Information
Collected information will beanalyzed by the ProjectManager. Threshold and constraints will bepre-
determined by the Project Manager to assign costand schedulevarianceto senior management. Once
threshold and constraints aresurpassed,a contingency plan is put into effect to initiatealternatives.
Process/Procedures to Make Decisions that Affect the Project Schedule and Budget
Alternatives
 Reduce project scope– Formal emergency meeting with all stakeholders requestto reduce
project scope
 Increasebudget – Formal emergency meeting with all stakeholders for proposal of increasein
budget
 Crash project– ProjectManagement Team and stakeholders meet to address crashingthe
project
People Who Will Be Involved in Making Project Status Decisions
Tom Reilly – Sr. Vice President of Turner Construction – Executive Sponsor – Approval of scope
reduction or budget increase
Tracy Nichols – Director of the Dept. of Economic Development – City of Cleveland – Approval of scope
reduction or budget increase
Tan Dao – Project Manager – Liaison between Senior Management, Sponsors and Project Team –
Coordinateand implement alternativeplan
Emily Denson – Strategic Manager – Urban development – Communication between city and local
officials,surroundingbusinesses communities thatwill beaffected
Diller Scofidio and Renfro – Sr. Architect – Commercial/Retail/Entertainment – Alternatives to reduction
of project scope
Jonathan Andrews – Sr. Construction Manager – Involved in leadingconstruction projectand will be
updated by ProjectManager if scope is decreased or crashingproject
Becky Stephenson- Human Resources Manager – Involved in reduction or increaseof personnel
Richard Drake– AssistantProjectManager – AssistingPMin communication with ProjectTeam
Melissa Saltz –Accountant – Informingfinanceand budget restrictions
Everett Jacobs – Procurement Manager – Involved in procuringmaterial resources findingalternative
materials in scopereduction or crash project.

Method to Communicate Project Status Decisions
All project stakeholders will becommunicated via email and revised status report given duringmeeting.
Meeting will berecorded and broadcasted thorough onlinecommunication if any stakeholder is not
present in conference room.
Project Closure Information
Project Performance
Information will bearchived by the deliverables.Each deliverablewill havesubcategories of milestones.
Milestones will consistsof tasks involved and all tasksdocuments,reports, blueprints,materials used,
schedule, cost,and so on will berecorded daily.All information will berecorded in a hard copy and a
read-only backup copy electronically for further review.
Tasks to be Completed as Part of the Project Closure
Final inspection of quality of deliverables will becompleted as partof the projectclosure.
Closingoutschedules and budgets, ensure all contractors arepaid and releaseall resources areneeded
to be completed as part of projectclosure.
Archived Project Information
Land development, buildingstructureand infrastructure will berecorded as breakthroughs and
achievements for similarprojects.All projectmanagement artifacts will bearchived.
Project Acknowledgements and Celebration
Project’s completion will becelebrated with a ribbon cuttingceremony invitingcommunity and business
leaders as well as the top city officials,surroundingbusinessowners,projectteam, stakeholders and the
community who celebrate with nourishments, entertainment, games and a liveconcert.

Scope Management -describes scope statement and illustrate project deliverables
Project Scope Statement
 Converting9thStreetPiervacantlotnextto Rock and Roll Hall of Fame Museumto an upscale
shopping,diningandentertainmentattraction.Itwill feature a3 story complex with 60,000 sq.
ft of openair shoppinganddining,maximizingthe lakefrontlocationandclose proximityto
otherattractionsand parkingstructures.The cost will be approximately$35 millionwithatime
span of 2 yearsto complete fromstartto finish.
Project Scope Deliverables
Deliverable Name Description
Land Plotof land for venue
Infrastructure Retail Structure
Retail business Individual spacefor retail businesses
Food court Individual spacefor restaurants
Entertainment area Space to host concerts and events
Landscapingand outdoor area Landscape,walkway and recreational areas
Time and Schedule Management-describesprojectmilestonesandprojectschedules
Project Milestones
Milestone Name and Description: Completion Date
Land – mappingand prep 09/31/2015
Venue structure – main buildingstructure 07/31/2016
Venue infrastructure–infrastructureof main building
such as walls,flooring,utilities,plumbing,and electrical
04/31/2017
Retail business –design layoutspecific to retail
business
05/31/2017
Food court – design requirements and layout 07/15/2017
Entertainment area – design requirements and layout 08/31/2017
Landscapingand outdoor area 09/31/2017

Project Schedule

Cost Management– state projectcost schedule,resource rates andanalyze material resources
Project Schedule

Project ResourcesAnalysisand Optimization
Analyze Resources
Task ID Material Resources Work (Human) Resources
1. Design Land Architect
2. Land Land, sewage, gas & electrical
lines
Construction laborer,electrician,
plumber
3. Venue Structure Concrete, steel rebar,steel
beams, glass
Construction laborer,steel
worker, mason, roofer
4. Venue Infrastructure Geothermal heating and cooling
unit, elevator and escalators,
interior buildingmaterials such
as walls,floors,windows,doors
and lighting
Construction laborer,plumber,
electrician,elevator installer,
drywall installer,tileand marble
installer
5. Retail business Furniture and fixtures Construction laborer,electrician,
installer
6. Food Court Furniture and fixtures Construction laborer,plumber,
electrician,carpenter
7. Entertainment area Entertainment equipment Construction laborer,electrician,
carpenter, audio and visual
specialist
8. Landscapingand outdoor area Landscapingmaterial such as
trees, bushes,flowers, mulch and
others. Outdoor furniture and
fixtures with lighting.
Construction laborer,mason,
electrician,Tileand marble
installer
Resource(s) Doing the Most Work
Project team members who have the greatest workloads arethe construction laborers.Construction la borerswill
require at leastthree teams and all other teams will havetwo teams. Each team consists of 5 members.

Construction laborers will help other teams if necessary.Additional teams will be reserved for contingency plans.
Alternative Resource Assignments
Resource that potentially may have been overlooked is the resourceprocurement manager. The position requires
procuringresources frommany different vendors.
Resource Gap Analysis
Optimization:
What if… Potential trade-off decision
If we added additional resources to task #2 and 3,
we are ableto starttask # 4 earlier and am ableto
complete the project sooner.
The costs incurred would be higher but itwould
saveat least3 months.
We could re-organizethe resources for tasks 5-7 so
that work could be done in parallel rather than
sequentially.
We would require additional resources butthe
completion time would be completed 6 months
earlier.
We could add more resources to task # 3 to
shorten its timeframe.
Costs would be higher but the projectwill haveless
risk of weather delays from working outdoors. The
sooner task # 3 is completed the quicker we can
starton task # 4 due to no risk delay of weather.
If we acquireland resources thathas existing
infrastructure,we can shorten task # 2 by 2
months.
Acquiringexistingland with infrastructurewill not
providethe samequality of location with existing
surroundingbusinesses.
Resource gaps that would need expertise includestructural engineers,geothermal engineers, and green building
consultants.Structural engineers will besourced from the expertise of the architects.Geothermal engineers will be
sourced from the manufacturer of the geothermal heating and coolingsystem. Green buil dingconsultants will be
sourced from the U.S. Green BuildingCouncil (USGBC) and LEED (Leadership in Energy and Environmental Design)
professionals.

Quality Management– describes quality requirements, monitoring,reporting and decisions
Project Quality
Project Deliverable Quality Requirements
Land Plotof land for venue - location should beprime real
estate (lakefront)
Infrastructure Retail Structure – Modern design (LEED Certified)
Retail business Individual spacefor retail businesses –High end
unique spacecustom designed to business
Food court Individual spacefor restaurants –open
indoor/outdoor feel
Entertainment area Space to host concerts and events – High end intimate
stage and seating area with state-of–the-art
equipment
Landscapingand outdoor area Landscape,walkway and recreational areas –well-
manicured landscapewith adequate lightingand
seatingareas
Project Deliverable Quality Monitoring
Monitoringthe quality will besubjected to rigorous industry standardsdaily.Projectteam members whose
expertise in that area will evaluatedeliverablesduringtasks aredoneto ensure quality standards.
Project Deliverable Quality Reporting
Monitoringthe quality of the deliverables will bethe responsibility of the senior team leader. The senior team
leader will report on a daily basis to the AssistantPMon the status of the quality.AssistantPMwill includequality
report to PM on weekly report.
Project Deliverable Quality Discrepancy Decisions
A formal meeting will be administered with senior team members and stakeholders to discuss issues of quality.
Upon consensus,the team and stakeholders will reach a decision to accept or improve the quality of the
deliverable.Stakeholders who are an expertise with the deliverablemustbe in attendance in the meeting.

Human Resource Management- identified projectteam, conflictresolution,reportingstructure,and project
resourceanalysisand optimization
Project Team Members:
Name Title Expertise Responsibilities
Emily Denson Strategic Manager Urban Development Liaison for the City of Cleveland and
local community
Diller Scofidio
and Renfro
Sr. Architect Commercial
Retail/Entertainment
Design venue (interior/exterior)
Jonathan
Andrews
Sr. Construction
Manager
Commercial Retail Lead Construction Management
Team, ensure quality craftsmanship,
ensure deliverables aremet with
time constraints
Becky
Stephenson
Human Resource
Manager
Construction Trades Expert Employ and negotiate contract of
quality tradesperson
Richard Drake
AssistantProject
Manager
Communication and Schedule Report status of project to project
manager, track deliverables and
tasks,eyes and ears of PM
Melissa Saltz Accountant Finance& Budget Keep project within budget
Everett Jacobs Procurement
Manager
Resource Procurement Procuringmaterial resources
Project Team Conflict Resolution
Disagreements and conflicts will beresolved submitting complaintto assistantprojectmanager that will be
directed to projectmanager to resolve.If immediate action is required than the assistantmanager will resolvethe
complaintand contactthe projectmanager immediately. All managers in their department will haveauthority to
resolvetheir conflictand disagreements in houseand report major issues to assistantprojectmanager.

Project Team Reporting Structure
Project Resources Analysis and Optimization
Analyze Resources
2. Land Land, sewage, gas & electrical lines Construction laborer,electrician,
plumber
3. Venue Structure Concrete, steel rebar,steel beams,
glass
Construction laborer,steel worker,
mason, roofer
4. Venue Infrastructure Geothermal heating and coolingunit,
elevator and escalators,interior
buildingmaterialssuch as walls,
floors,windows,doors and lighting
electrician,elevator installer,drywall
installer,tileand marbleinstaller
installer
carpenter, audio and visual specialist
8. Landscapingand outdoor area Landscapingmaterial such astrees,
bushes,flowers, mulch and others.
Outdoor furniture and fixtures with
lighting.
electrician,Tileand marbleinstaller

CommunicationsManagement- defines team communication
Project Team Communications
All team members must report to assistant projectmanager daily status and presentweekly reports of progress to
project manager via email and confirmation of receipt. Assistantprojectmanager will reportto project manager
directly on a daily basis.Teammeeting will beheld weekly and additional meetings will benotified in advance.
Risk Management– defines risk,process for handlingrisksand proposea risk management plan
Project Risk Management
Risks:
1. Insufficientlabor resources provided for tasks.
2. Insufficientmaterial resources.
3. Weather delay project schedule.
4. Increaseaccidents dueto many workers on jobsite.
5. Conflicts may occur due to many different personalities.
Process for handlingRisks:
a. Analyze and Assess
b. Probability of occurrence
i. Impact level of each occurrence
1. High impact
2. Low impact
c. Containment
i. Compartmentalized
ii. Wide-spread
d. Contingencies
i. Reduce

ii. Limit
iii. Resolve
iv. Transfer
Risk Management Plan:
Risk Impact (High,
Medium, or
Low)
Actions to reduce
the risk
Contingencyplan if
the risk occurs
Responsible
Project Team
Member
Insufficientlabor
resources provided for
tasks
High Hire more labor
force
Have additional labor
resources available
on notice
HR Manager
Insufficientmaterial
resources
High Have material
resources
completed and
delivered prior
Have additional
vendors
Procurement
Manager
Weather delay project
schedule
High Prioritizeall
resources to
complete ahead of
schedulethat are
needed for outdoor
deliverable
Start outdoor project
in springmonths
when weather delay
risk will belower
Sr. Construction
Manager
Increasein accidents due
to too many workers on
jobsite
Medium Daily meeting on
importance of safety
Have a team member
designated as safety
expert
Construction
Manager
Conflicts may occur due
to too many different
personalities
Medium Assign team
members with
similar personalities
Construction
manager meet with
offenders in private
meeting
Construction
Manager
Project overbudget Medium Accountant report
expenses daily to
Project Manager
Request additional
fundingfrom project
owner and sponsors
Project Manager
Insufficientfunding Medium Secure financial
resources prior
Scaledown
deliverables
Project Manager

Natural disaster damages
foundation and structure
High Build structureand
foundation to
exceed standards
Hire experienced civil
and structural
engineers
HR Manager
Disapproval of location
from City of Cleveland
High Hire personnel from
the Department of
Economic
Development- City
of Cleveland and
other building
officials fromCity of
Cleveland
Obtain sponsorship
from the Department
of Economic
Development- City of
Cleveland and other
buildingofficialsfrom
City of Cleveland
from
Project Owner
Unable to approve
structure due to
proximity of existing
metro airport
High Have FAA and other
officials approval of
structure
requirements of use
Have alternative
design plan to
conform to FAA rules
and requirements
Project Manager
and Architect
ProcurementManagement– analyzes material and human resources and process for securingexternal
resources
AnalyzeResources
2. Land Land, sewage, gas & electrical
lines
Construction laborer,electrician,
plumber
3. Venue Structure Concrete, steel rebar, steel
beams, glass
Construction laborer,steel
worker, mason, roofer
4. Venue Infrastructure Geothermal heating and cooling
unit, elevator and escalators,
interior buildingmaterials such
as walls,floors,windows,doors
and lighting
electrician,elevator installer,
installer

installer
carpenter, audio and visual
specialist
8. Landscapingand outdoor area Landscapingmaterial such as
trees, bushes,flowers, mulch and
others. Outdoor furniture and
fixtures with lighting.
electrician,Tileand marble
installer
Processforsecuringanyexternal resource:
Typesof Contracts
Legal Binding Contract
A fixedprice contractwill be issuedtoexternal contractors.
Incentive contractswill be usedforcontractorsonlywhenprocuringmaterials.
All contractswill be statedindetail andagreeduponbyHuman Resource Manager and the
contractor withthe approval of the ProjectManager. To officiallyhave alegal andbinding
contract these mustoccur:
 an agreementbetweentwoormore parties
 a definitive andclearlystatedoffertodosomething
 acceptance of the offerinthe contract
 intent
 consideration
 termsand conditions

Conclusionand Recommendations
In conclusion,I presented you information to bringback tourismto our shores of Cleveland and downtown area.
This projectwill bringover 150 fulltimejobs to the area not includingjobs to help build the projectwhich will boost
our economy. This new premier destination will attracttourists and localswhich will provideopportunities for
surroundingbusinesses to thrive. Prime location is thekey to this project encompassing spectacular views of our
Lake Erie. This report clearly identifies theorganizational structure,business need,resources needed, estimated
costs,quality standards,timelinerequired,risks involved,and other areas of information to successfully complete
this project.
To achievethe maximum impact, I recommend this project should be accomplished by the end of summer 2016 to
attractvisitors comingto our city for the National Republican Convention.I recommend that the structure should
be completed before the winter starts so work can be done through the winter insidethe complex to efficiently
maximize productivity of work schedule. I further recommend procuringall resourcesand submittingall
documentation promptly with the assistanceof the economic development board and engineers to decrease the
chances of delay from improper documentation.
References:
Cleveland,Ohio.(n.d.).RetrievedAugust29,2015, from http://www.city-data.com/city/Cleveland-
Ohio.html
Dashboard| Sustainable Cleveland.(n.d.).RetrievedAugust29,2015, from
http://www.sustainablecleveland.org/about/dashboard/

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