I want the same expert who did my order #120324
Please answer the questions sepretly
You may find it beneficial to look up some of the references contained in the case study to helpclarify content and add to your understanding.
9B20D012 COOPER CONSTRUCTION LTD.: GOODMAN SCHOOL OF BUSINESS EXPANSION PROJECT Dr. Kenneth J. Klassen wrote this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e)
[email protected]; www.iveycases.com. Our goal is to publish materials of the highest quality; submit any errata to
[email protected]. i1v2e5y5pubs Copyright © 2020, Ivey Business School Foundation Version: 2022-01-19 On April 10, 2018, Jim Petsche, site superintendent (i.e., project manager) for the Goodman School of Business (GSB) expansion project, was in a construction meeting reviewing the schedule for the rest of the project. He was particularly concerned with the amount of construction scheduled for the Fall 2018 term; he knew the building would again be full of students then and wondered if the construction would not only disrupt the classes being held but also delay the entire project, which was scheduled to be completed December 31, 2018. The project included both new construction and a complete renovation of the existing business building at Brock University (Brock) in St. Catharines, Ontario, Canada. This project was unique for everyone involved because the CA$24-million1 expansion and renovation had to occur while the building was still fully functioning as a business school; faculty and staff still needed offices, and classes had to be held in the building. This caused disruptions for users and slowed the overall construction and renovation. The new construction⎯including six new classrooms⎯would be done first and had to be completed by April 27, 2018 because classes were scheduled in the new classrooms for the spring term, which ran from April 30 to July 20, 2018. This work was on schedule. In the meeting, Ken Klassen, the project lead, had reminded Petsche that although some of the interim deadlines could be relaxed, the one that could not be delayed was the deadline tied to the completion of eight of the renovated classrooms (in addition to the six new classrooms) for the start of the Fall semester, which was September 4, 2018. Winter 2018 classes would finish tomorrow, so Cooper Construction Ltd. (Cooper) would be able to start renovating those classrooms on April 12. Klassen had some good news for Petsche: although summer term classes (August 1−30) had been scheduled in the six new classrooms, Klassen had asked to have those moved to other buildings on campus. Thus, the Goodman building would be empty of all classes from July 23–August 31, 2018, allowing Cooper to work largely unhindered in that part of the building during this time and opening up some other options for scheduling tasks. 1 All currency amounts are in CA$ unless otherwise specified. A ut ho riz ed fo r us e on ly in th e co ur se M G M T 40 37 P ro je ct M an ag em en t C as e S tu di es a t G eo rg e B ro w n C ol le ge ta ug ht b y M at he w S im io ni fr om 5 /1 1/ 20 23 to 8 /1 8/ 20 23 . U se o ut si de th es e pa ra m et er s is a c op yr ig ht v io la tio n. Page 2 9B20D012 COOPER CONSTRUCTION LIMITED Cooper Construction Ltd. (Cooper) was founded in 1905 in Hamilton, Ontario, Canada as a general contractor. Its strong work ethic and focus on uncompromising quality standards had resulted in a successful 113 years of business for the company. Cooper built all types of buildings, including large factories, warehouses, banks, university buildings, shopping malls, car dealerships, large retail stores, and pharmacies. In 2004, the company completed the first industrial building in Canada to earn LEED® certification2 and built several more LEED®-certified buildings over the years. Petsche started working for Cooper in 1971 as a carpenter apprentice after graduating from high school. He was promoted to the position of site superintendent in 1974, leading to a long career organizing and coordinating many construction projects. Petsche’s day-to-day tasks and responsibilities were typical of a project manager even though his official title was different. Multiple visitors to the GSB site had commented that they had never seen such a neat construction site; this response was due to Petsche’s focus on organizing all materials and cleaning the site regularly. These practices were especially useful on this project because the building was being used by the GSB during construction. GOODMAN SCHOOL OF BUSINESS (GSB) AT BROCK UNIVERSITY (BROCK) Located in St. Catharines, Brock was situated 20 kilometres from Niagara Falls and 120 kilometres from Toronto. Brock was established in 1964, and the business program was launched in 1971 as part of the Faculty of Social Sciences. The Faculty of Business was created in 1990; in 2012, when Ned Goodman made a transformational gift, the school became the Goodman School of Business. In April 2018, the GSB had 106 faculty members, approximately 30 part-time instructors, 40 staff, approximately 3,000 undergraduate students, and over 550 graduate students. The large number of students in co-op programs (1,400 undergraduate and 280 graduate) meant that classes ran year-round; many students worked at their co-op placements during the fall or winter and thus needed to take classes in the spring and summer. The school offered three different undergraduate degrees and five graduate degrees, all of which had numerous specializations available. The GSB had accreditation by the Association to Advance Collegiate Schools of Business (AACSB), the Canadian Institute of Management, Chartered Professional Accountants of Ontario, and the European Foundation for Management Development. There was also a Beta Gamma Sigma Chapter as part of AACSB. GOODMAN SCHOOL OF BUSINESS (GSB) EXPANSION AND RENOVATION The GSB had recently experienced unprecedented growth; the number of students had increased by an average of 4.4 per cent per year, and by 2013, the faculty had over 3,300 students. The number of faculty members had more than doubled, from 45 in 2001 to 95 in 2010, with corresponding increases in support staff, teaching assistants, and part-time instructors. No construction was undertaken nor was additional space added during that period. However, in 2015, design for the building expansion and renovation commenced. The existing 50,000 square feet of space would be completely updated and renovated, including the flooring, walls, ceilings, and lighting for all offices and all other spaces. New technology would be included for the nine classrooms, and 29,000 2 LEED® (Leadership in Energy and Environmental Design) was a third-party certification program and internationally accepted benchmark for the design, construction, and operation of high-performance green buildings A ut ho riz ed fo r us e on ly in th e co ur se M G M T 40 37 P ro je ct M an ag em en t C as e S tu di es a t G eo rg e B ro w n C ol le ge ta ug ht b y M at he w S im io ni fr om 5 /1 1/ 20 23 to 8 /1 8/ 20 23 . U se o ut si de th es e pa ra m et er s is a c op yr ig ht v io la tio n. Page 3 9B20D012 square feet of new space was to be added. Due to the building’s location on campus, the 29,000 square feet could not be added to one end of the building, so additions were designed to be attached to both the east and west ends of the existing building. The budget for the expansion and renovation was approximately $22 million, and during the design stage, Brock added approximately $2-million worth of deferred maintenance items (i.e., necessary but not urgent upgrades and improvements to the existing building). The existing building consisted of three floors: denoted level 200 (the ground floor), level 300, and level 400. The east and west additions were designed to match this and to be completed in 2018 (see Exhibit 1). Construction began in September 2016, starting with the new construction on the west and east ends. The west end featured a large two-story glass atrium, the Bloomberg lab, interview rooms, and 20 faculty offices. The east end housed six new classrooms and large washrooms. When the new offices in the west end were completed in February 2018, staff and faculty from the south half of the 300 level moved into those new offices, freeing up the south 300 level for Cooper to start renovations there. The renovation portion was quite challenging to schedule because faculty, staff, and student groups, as well as the graduate lab and lounge, would have to move in stages as the work was completed; some would move into the completed section in order to vacate another section of the building, thereby enabling further renovations. Petsche coordinated all daily and weekly activities including all the sub-trades, material deliveries, Cooper’s own workers, Brock’s Facilities Management department, and the GSB when power needed to be shut down, when access needed to be restricted to a portion of the building, or for other matters. Petsche continually reviewed and adjusted the schedule based on many things, including sub-trade availability, unexpected developments, and scheduling requests from Brock or the GSB. Petsche worked closely with Bruno D’Aloisio, the Cooper project manager (D’Aloisio was on the site about once a week, doing many tasks remotely such as connecting with suppliers, the architect, etc.), and Ara Mazmanian, the Cooper project coordinator. Brock had also assigned a project manager, Janet Muenzberger, to the project. Her job included ensuring Brock’s needs were met by Cooper, managing the overall budget, ordering furniture, and planning the moves. As a professor of Operations Management, Klassen was asked to take on the role of project lead. Klassen had taught Project Management for many years and had worked in the construction industry; also, he enjoyed scheduling and had published many papers on scheduling. His tasks included representing the GSB’s interests to Brock’s Facilities Management department, Cooper, and the architect (Elevate Architects); relaying complaints and comments from GSB members to Muenzberger and Petsche; and helping to coordinate all aspects of the project that involved GSB people, including the overall schedule, moves, furniture, and partial building closures. The fact that the GSB continued to operate during construction necessitated a great deal of extra planning and scheduling. Early in the project when the new construction was underway, one challenge was keeping students away from construction areas. At times, a working area would have less activity, and despite warning signs at these areas, students would sometimes walk right in, seemingly oblivious to the potential danger. Whenever possible, Petsche would close the gates in the fence, but this was not always possible. During both the new construction and renovation portions of the project, sub-trades had to be carefully scheduled so as not to disturb the business school. At times, some work had to be done in a section of the building that was occupied. For instance, in order to get power to the new construction, wiring had to be run through the existing building. For these types of tasks and for particularly noisy work, night and weekend shifts were often scheduled. A ut ho riz ed fo r us e on ly in th e co ur se M G M T 40 37 P ro