Author
Swanson, Brian KentKeyword
Construction AnalystChange Control Board
Functional Manager
U.S., General Services Administration
Public Buildings Service
Project Management Estimating Tool
Project Management Institute
Project Management Plan
Work Breakdown Structure
Project Sponsor
University of Alaska Anchorage
Metadata
Show full item recordAbstract
This project developed a user-friendly spreadsheet cost estimating tool for Public Buildings Service (PBS) project manager use in small construction and leasing projects. It helps users provide their own conceptual and budgetary level estimates for over 50 common tenant improvement tasks in federally owned and leased buildings in Alaska, Washington, Oregon and Idaho. The Project Management Estimating Tool (PMET) will enable project managers to provide many simple estimates in minutes that currently require multiple days using cost estimator resources. PBS leaders consistently receive complaints from customer agencies regarding the long time PBS takes to provide estimates, and often regarding estimate inaccuracy. The PMET addresses both timeliness and accuracy of small, recurring project estimates, freeing cost estimators to focus on timeliness and accuracy of more complex estimates. The PMET incorporates a statistical risk methodology to increase estimate accuracy. Each estimating item contains a dataset combination of commercial estimating guide values and actual bid values from recent federal contracts. Based on user-provided answers to seven risk factor questions, the tool tailors estimates to the risks. The improved accuracy of PBS estimates from this tool will also build the estimating skills and confidence of project managers, another PBS goal toward project management maturity.Description
A Project Submitted in Partial Fulfillment of the Requirements for the Degree of MASTER OF SCIENCE in Project ManagementTable of Contents
Title Page / Table of Contents / List of Exhibits / List of Appendices / Project Overview / Abstract / Keywords And Abbreviations / Current State / Future State / Need / Scope / Project Justification / Project Objectives / Deliverables / Work Breakdown Structure (WBS) / Research Approach / Research Sources / Research Keywords / External Research / Internal Agency Research / Initial User Survey Questions / Initial User Survey Results / Annual Follow-Up User Survey Questions / Project Management Life Cycle / Critical Success Factors / Project Results / Staffing Planning and Acquisition / Assumptions / Constraints / Integration Management / Scope Management / Scope Change One / Scope Change Two / Scope Change Three /Time Management / Schedule Change One / Schedule Change Two / Cost Management / Quality Management / Communications Management / Risk Management / Stakeholder Management / Performance Measurement (Project Metrics) / Product (PMET) Overview / Tool Construction / Development Iterations / PMET User Introduction / PMET User Input / PMET Parametric Estimate Outputs / PMET Assembly Estimate Outputs / Product (PMET) Testing, Rollout and Maintenance / Testing, Training and Rollout / Annual Maintenance / Annual User Survey / Annual Maintenance Instructions / Project Conclusions / PMET Lessons Learned / PMET Project Conclusion /PMET Product Conclusion / Recommendations for Further Research/Development / Actual Cost Data Collection / PMET Testing and Rollout / ReferencesDate
2017-05-01Publisher
University of Alaska AnchorageType
ReportCollections
Related items
Showing items related by title, author, creator and subject.
-
General Communication, Inc. Project Management Office Reporting for Results ProjectNeill, Donna (University of Alaska Anchorage, 2016-12-01)General Communication Incorporated (GCI) is a project-driven company. As the PMO is established there is a need to document current reporting practices and improve the organizations project management maturity level by standardizing the reporting process and methodology, and determining the foundation to practice continuous improvement within the program management group. Research is needed to document an effective reporting system and implement improvements to the current reporting system with input from GCI team members. The goal of this project is to develop an effective reporting guide that documents current reporting templates and practices, and considers best practices and project management maturity for areas of improvements and more effective reporting.
-
Research Gateway Management System for ARSC ProjectsCastro, Vincent (2012)The Research Gateway Management System (RGMS) is an account management system written in Python1 geared towards creating and facilitating user authentication and management for Arctic Region Supercomputer Center (ARSC) users on the ARSC systems. The intent of the RGMS is to forge an easy to use interface for clients to manage project information and for system administrators to manage projects and users. Utilizing this account management system will catalyze a transition towards the simplification of user and project requests and creation procedures as well as streamline user access to ARSC systems.
-
A Project Management Handbook For Army Officers and NCOSFitzgerald, James (University of Alaska Anchorage, 2015-05-01)While the US Army Engineer Regiment is encouraging leaders to obtain Project Management Professional (PMP) certifications, accepted Project Management tools, techniques, and procedures (TTPs) are not widely practiced, and therefore do not effectively benefit the Engineer Regiment or the Army. There are vast amounts of academic information available on project management concepts; however, there is very little with regards to Army doctrine that addresses this subject. The Project Management Handbook for Officer and NCOs guides Army Leaders in the use of these concepts and TTPs when planning and executing projects. The use of these proven project management processes will enhance the skill set of Army Leaders and planners, resulting in more efficient and successful completion of projects. Army Officers are well trained to plan and execute combat operations using current Army doctrine. However, these models are not always the best framework to use for non-combat missions or “administrative'’ projects. This Project Management Handbook does not replace any current doctrine, but by building on those skills currently trained and used, it provides a framework that in many cases is better suited for the challenges of administrative projects. Use of this handbook will also provide Army leaders and planners a reference that will enhance their operational planning skills through the understanding of industry proven techniques.