cob owner builds sustainability report
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COB OWNER
BUILDSSUSTAINABILITY
REPORT
6/4/2013 Sustainability Lifestyle
Using nature to be naturally sustainable. Its a lifestyle choice that makes
common sense.
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Cob Owner Builds
Sustainability ReportS U S T A I N A B I L I T Y L I F E S T Y L E
The Earth: our fragile home, perhaps unique in an infinite universe, a habitat of limited
resources and a finite capacity to support life.
Ever increasing demands on resources, caused by human overpopulation, the impact of
contemporary western lifestyles, expanding industrialisation, the huge disparity between rich and
poor and other issues is bringing widespread degradation and destruction of the natural
environment on which all life ultimately depends. Clearly this trend holds dire consequences forthe human race and other species.
What is sustainable development?
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Sustainability the property of being sustainable, the condition where human activity may be
continued indefinitely without damaging the environment and where the needs of all peoples are
met equally.
Sustainable development - that which meets the needs of the present without compromising the
ability of future generations to meet their own needs, refers to the processes by which
sustainability may be achieved.
Current Situation
Cob Owner Builds is a new startup the dream child of Mal McKenna who has been a pioneer in
the permaculture movement and previously ran Edible Landscapes.
At Cob Owner Builds we are committed to green building and sustainability. We emphasise
education and training for all Cob Owner Builds partners and work to improve our ability to
deliver green buildings with our clients. We strive to make Cob Owner Builds an ever more
sustainable company through improved corporate governance and more rigorous and transparent
reporting of environmental metrics.
Cob Owner Builds Sustainability Policies
Train our PeopleCob Owner Builds provides green building training to employees and partners
Cob Owner Builds provides project specific, Green Jobsite Training for people working on our
projects
Reduce and Recycle Construction WasteWe have recycling plans that divert tons of construction waste from landfills.
Reduce Greenhouse Gas EmissionsJust by the mode of building with cob we are committed to an absolute reduction in our corporate
greenhouse gas emissions.
Seek Green Star CertificationCob Owner Builds will achieve Green Star certification of our offices and for projects
Green Field Offices and ActivitiesCob Owner Builds has a set of sustainability standards for our field offices and jobsite trailers,
including a site-specific Indoor Air Quality plan, a Construction Waste Management plan and a
Construction Activity Pollution Prevention plan.
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Report Environmental PerformanceCob Owner Builds publicly reports on our environmental performance.
Research and Share Green Building InformationCob Owner Builds conducts research, pilot projects and case studies to support the development
and implementation of new technology and best practice.
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The Differentiations between Cob Owner Builds and other building companies:
Cob Owner Builds works with owner builders, teaching them the principles of Cob Building using
natural materials coupled with the principles of Universal Design and then overseeing the project.
A further point of difference is that C.O.B supports Fuller Center for Housing a not for profit
organisation dedicated to ending poverty housing worldwide.
Universal Design
Universal Design is one of the most effective contributors to sustainable housing. It prolongs the
use of the house through design and products that suit the lifestyles of people over time. This
means that a person can occupy a house for the length of their life; this alleviates the need for more
houses to be built to suit differing lifestyles and varying abilities. A universally designed houses
exterior looks no different to a traditional home - it is the smart design changes and products that
make the differences notable.
Universal Design incorporates designs such as flat access, wide passage ways, larger entry ways,roomier spaces, higher bench-tops, easy to use and reach switches.
Seven design principles have been developed by The Centre for Universal Design, North Carolina
State University (NCSU). These principles have been adapted to underpin the design of Research
House and in this context the following points can be summarised:
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Desired Situation
Planet - People - Prosperity: a new and more global approach for the construction sectorWhile standard building practices are guided by short term economic considerations, sustainable
construction is based on best practices which emphasise long term affordability, quality and
efficiency. At each stage of the life cycle of the building, it increases comfort and quality of life,while decreasing negative environmental impacts and increasing the economic sustainability of the
project. A building designed and constructed in a sustainable way minimises the use of water, raw
materials, energy, land over the whole life cycle of the building.
TeamworkWe recognise our primary asset is people. To be successful, Cob Owner Builds must be a rewarding
place to work. We provide opportunity and encouragement to help our people reach their
potential. We work with our clients as a team. Mutual respect provides the foundation for our
success.
IntegrityWe remain true to our founding values of quality, honesty and hard work. We have the highest
ethical standards in the industry. We do the right thing. Cob Owner Builds is a business based on
trust. Cob Owner Builds is consistently associated with the high standards of service, quality,
personal attention to clients, and integrity. Because of this reputation the company has the
privilege of leading some of the highest profile, often one-of-a-kind, projects in the world.
CommitmentWe are proactive in finding solutions for our clients that best achieve their goals. Lasting
relationships are the lifeblood of our business. We want the client to feel that our staff is even more
committed to the effort than their own staffthats what distinguishes us. Personal attention to our
clients as individualscaring about them as individuals. Our founder, Mal McKenna, refers to our
clients, appropriately, as our respected friends."
Diversity and Inclusion Mission StatementCob Owner Builds fosters a culture of diversity and inclusion in which all employees (partners)
contribute creative ideas, seek challenges, and have the opportunity to grow. Our diverse and
inclusive workforce positions the company to grow, enhances our presence in diverse markets, and
helps us build enduring relationships with each other, industry partners, and our clients.
At Cob Owner Builds, we work in teams. We do our bestwork in teams made up of individuals with
different backgrounds, skills and passions so we cultivate diversity in our offices and on our sites.
We strive to recognise our similarities and celebrate our differences.
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Inclusion is leveraging these differences to build a foundation for personal and professional
growth. A culture of inclusion encourages and seeks new ideas and experiences, values and
engages everyone and goes beyond training and awareness.
We focus on creating and sustaining a culture of diversity and inclusion so we can build the
collaborations we need to safely execute our work at the highest level.
Cob Owner Builds Risk Management Department offers a centralised and innovative approach torisk management. Comprised of staff in environmental health and safety, insurance, claims, legal,
finance, and information technology, this group drives risk management strategies for the
company. In addition, the department acts as a resource, partner and advisor to all the business
units while ensuring the development of successful and innovative programs. Such programs
provide the controls to mitigate losses while also fully integrating risk management into the daily
operations of Cob Owner Builds. The Company continually strives to improve communication and
cultivate collaboration between risk management disciplines and the business units with the
expectation of improving our ability to more successfully manage our risks.
The Environmental Health and Safety Departmentis an integral component of risk management atCob Owner Builds and is responsible for oversight and implementation of all aspects of the
companys health and safety programs and policies. Cob Owner Builds history has demonstrated
that the more aligned our business units, subcontractors and partners are with our safety ideal of
loss avoidance rather than regulatory compliance, the safer and more successful the project
outcome.
Cob Owner Builds is committed to a safety first philosophy. The department, in coordination with
a staff dedicated to safety, has developed a comprehensive safety program consisting of four
guiding as Building L.I.F.E. (Living Injury Free Everyday) principles; 1) Injuries are Preventable, 2)
Perform a Job Only if it is Safe, 3) Working Safely is a Condition of Employment and 4) Practice andExpect Safe Behavior Everywhere, Every day. The Building L.I.F.E. approach strives to eliminate
worksite incidents through pre-planning construction activities, prevention through design with
safety engagement commencing at project pursuit. These standards along with our policies,
mandatory inspections and training programs have created the most comprehensive and effective
safety organisation in the construction industry today.
The Insurance Department is supported by a staff of seasoned insurance professionals dedicated to
the negotiation, placement and management of Cob Owner Builds 20 coverage lines and over 60
policies. This group is responsible for the development of insurance products to meet Cob Owner
Builds and our clients evolving needs and can package coverage on a specialised project by projectbasis including the following policies:
Contractor Controlled Insurance Program (CCIP) General Liability
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Builders Risk Subguard Professional Liability Pollution Liability
Cob Owner Builds CCIP wrap-up insurance program covers on-site General Liability and Workers
Compensation for both Cob Owner Builds staff, our owner builders and any subcontractors. The
program affords all covered projects the benefits of a single insurer, single defence along with
higher limits, broader coverage and guaranteed costs. The insurance department develops and
provides guidance on the CCIP program from project start-up through implementation and close-
out.
The Claims and Legal Department manages risk through claim and litigation management and
early case resolution. The group works closely with our insurance carriers and counsel to assist
with claim investigation and litigation management.
Environmental Health and SafetyEnvironmental Health and Safety is an integral part of risk management at Cob Owner Builds,
responsible for oversight and implementation of the companys health and safety programs. Cob
Owner Builds history has demonstrated that the more aligned our local business units,
subcontractors and partners are with our safety ideal of loss avoidance, the safer and more
successful the project outcome.
Alignment and StructureAt Cob Owner Builds, we continually evaluate our operations and controls and strive to make our
organisation the best in the industry. The Safety Organisation is structured to operate under one
umbrella providing a strategic link and support function between Corporate Risk Management and
Cob Owner Builds local business units to assure that the risk management safety priorities are
providing impact through an engaged approach.
Building L.I.F.E. (Living Injury Free Everyday)Cob Owner Builds safety first philosophy is trademarked as Building L.I.F.E. (Living Injury Free
Every day). The Building L.I.F.E. approach strives to eliminate all worksite incidents through pre-
planning construction activities with safety engagement commencing at project pursuit. These
standards along with our policies, mandatory safety inspections and approximately 25 trainingprograms have created the most comprehensive and effective safety organisation in the
construction industry today. Building L.I.F.E. is supported by four guiding principles:
1) Injuries are Preventable
2) Perform a Job only if it is safe
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3) Working safely is a condition of employment
4) Practice and Expect Safe Behavior Everywhere, Every Day.
Standards, Policies and GuidelinesCob Owner Builds strives to continually improve and identify risk while creating and enforcing the
programs to reduce that risk whether through a best practice, new guideline, or policy. This results
in a successful track record of bridging the companys safety standards, with the reality of on-site
project operations further supporting and driving the message to all levels of field and project staff.
Cob Owner Builds support and commitment to safety continues to offer progressive and
innovative programs. We are proud to support the Cob Owner Builds family from Building L.I.F.E. to
Living LIFE.
Safety Stand-DownCob Owner Builds will hold an annual company-wide Safety Stand-Down at every jobsite. TheSafety Stand-Down will takes place at the start of the first work day after Labor Day weekend.
Work will be suspended for the morning as jobsite workers gather to listen to important themes of
safe work practices.
Cob Owner Builds Safety Managers will deliver an important safety message: Kaizen: Manpower,
Money and Materials Management for a Safer Work Environment.
With a commitment to improve project outcomes through the integration of innovative practices
and technologies, Safety Stand-Down presents a unique opportunity to introduce owner builders
and subcontractors working on Cob Owner Builds projects to the principles and methods of Kaizen
construction.
Cob Owner Builds will not only educate project team members about Kaizen material
management, the company communicates a vision for the future of Kaizen at Cob Owner Builds
and throughout the industry.
Kaizen Construction is an operating philosophy that emphasises the use of proven methods and
tools in a cycle of continuous improvement (Kaizen). Kaizen seeks to deliver the greatest value to
its clients through reduction and elimination of activities that waste time, material and other
resources. The results can be striking: with better collaboration and communication, jobsite
organisation, and scheduling through use of tools such as the Build Planner System, Cob OwnerBuilds project teams across the country will achieve dramatic cost and time savings, and see a
reduction in site safety incidents.
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Safety Stand-Down presentations, and subsequent discussions, focus on how project team
members can improve overall project safety with Kaizen methods, including how equipment, tools,
and materials are delivered, received, distributed, and stored throughout a project site.
One adaptation of Kaizen is a program we call Nothing hits the Ground where subcontractors use
rolling carts and racks, dollies, and pallet jacks in order to prevent many of the strains, sprains and
repetitive motion injuries associated with material handling. At the same time this increasesworker productivity, which can lead to improved schedules and lower costs. The real power of
Kaizen is a cycle where a focus on a better environment for workers leads to better results.
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Idea
Cob Owner Builds to offer courses in environmentally-friendly, sustainable, natural building anddesign. Specialising in earth construction (cob) and salvaged timber, the aim is to help peoplebuild, extend or renovate their home using natural, healthy and ecologically sound materials and
methods. Building with cob will give the freedom to sculptthe home, making it full of the owners
personality while having a very low impact on the environment. Or people may prefer to learn how
to build a timber cabin to gain some extra space.
Flyer:Cob Building Workshop & ClassThis is a practical hands-on cob workshop designed to give you building skills through first-hand
experience and practice. Be prepared to get dirty! We will be spending most of each day doing
enjoyable but physical work.
This workshop is a 10 day intensive designed to prepare you to build a cob home. Get hands on experience in each stage of construction so you can go home with the
confidence and skills to build your own house.
Alternating work and class lecture will cover safety, financing, building siting, planning,permitting, foundations, walls, windows, doors, roofs, plasters, floors, sculptural work,
electricity and plumbing.
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Use a range of cob construction techniques from hand and foot mixing to tractor-cob. Bring your building plans, designs and ideas to discuss with experienced builders with an
eye toward framing a do-able project and realistic expectations.
What to expect at this cob workshop:Accommodations weather and meals:
You will be tent camping on rural land about 5 minutes from town. You can expect hot days and
cool nights. This project will be among the first buildings on the site of Woodford Eco village.
There are composting toilets and hot showers. We provide simple hearty meals of fresh whole
foods and eat three meals a day together. The food will be mainly vegan and vegetarian. But we
will have the occasional BBQ for those who must have meat. We will provide coffee and tea with
breakfast in the mornings. If you have any special dietary requirements please let us know ahead
of time and we will almost certainly be able to accommodate you.
If you prefer not to camp you can rent a bed in our bunkhouse for $10/night. Please let us know
well in advance if you want to reserve a bed. There are also reasonably priced hotels in the
vicinity.
Family Friendly Cob ClassesOur September workshops will include special accommodations for families with children
including natural building projects, crafts, and educational activities on the site and at the
adjacent nature centre. Our onsite kids-camp director will co-ordinate childcare turns with
parents to allow maximum participation in hands-on and lecture sessions. Youth will have the
option of working with the adults and playing with the kids.
Workshop Location & Time:
Woodford Eco village
Spring 2013 Contact us for timeframes.
Fill this form and well give you everything you need to register for this workshop!
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Youll start fairly early in the morning and take an extended lunch break. There will be lecture
classes and demonstrations during breaks in the building and slide shows, videos, and camp fires
at night.
Who will this idea benefit?
This will give people a try it before you buy it experience. They can learn the necessary skills and
at the same time find out what working with Cob Owner Builds as project managers would be like.
At the same time it would give Cob Earth Build personnel experience at putting into practice the
future vision of the company. The house built during the workshop is a test house for Fuller Center
for Housing.
This would therefore benefit all stakeholders:
Future home owner builders / C.O.B. clients get skills and experience C.O.B. staff and partners get experience at project management as well as building Public
relations skills by teaching newbies what they need to know.
Guest Cob experts/teachers will get experience at spreading the sustainable message Fuller Center for Housing get a house designed and built as a test house for future builds
This will find ready acceptance by the board of Cob Owner Builds because it will utilise readily
available resources, give the company a great Public Relations project at almost no cost because
students would pay a fee to attend that would cover the costs of guest experts/teachers, insurances
and permits.
This plan ticks all the boxes for sustainability because it goes back to one of the oldest forms of
building that uses readily available natural resources. See appendix # 1 regarding Sustainable
Building.
To ensure that the project ticks all the boxes for performance, Work Health and Safety, Risk
Management, and comply with all legal requirements and codes of practice, Cob Owner Builds will
employ a professional project manager. See Appendix # 2 for Project Management Plan.
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Appendix # 1
What is sustainable building?
Sustainable or green building construction aims to embody the principals of sustainable
development i.e. environmental protection, economic development, and social development, in the
siting, design, building, maintenance and occupation of buildings.
Sustainable buildings are designed and constructed to high environmental standards and thereby;
minimise energy requirements, reduce water consumption, use materials which are of low
environmental impact e.g. low embodied energy and resource efficient, reduce wastage, conserve /
enhance the natural environment and safeguard human health and wellbeing.
For example considerations for Sustainable Housingwould include:Environment: conservation and enhancement of the site ecology / biodiversity.Energy: minimising energy consumption, high levels of insulation, building orientation to maximisesolar gains and shelter from prevailing winds, maximising day lighting, energy efficient lighting
and appliances,
Water: consumption and water efficiency, rainwater reuse, water efficient appliances,minimisingand attenuating surface water run-off to prevent flooding and pollution.
Transport: Location near to public transport routes, proximity to amenities and places of work,space for home working - e.g. home office to reduce commuting.
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Materials: use of long-life materials of low environmental impact during extraction, manufactureand use, avoid using toxic materials and those from non-renewable and non-sustainable sources,
use of materials which can be reused / recycled, use of locally produced materials to reduce
transportation requirements, use of recycled materials.
Health and wellbeing: use of non-toxic finishes and materials, natural day lighting, freedom fromnoise, indoor air quality, private outdoor space, green space, design for community and 'sense ofplace', integration with the surroundings / landscape.
Affordability: minimise the cost of ownership - if it isn't affordable - it cannot be truly sustainable,flexibility and adaptability to meet the changing needs of present and future occupiers.
Appendix # 2
Cob Owner Builds Workshop Project Management Plan
PROJECT MANAGEMENT PLAN
Cob Owner Builds
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13/59 Lichfield Place,
Parkinson, Queensland, 4115
30/06/2013
Table of Contents
INTRODUCTION ............................................................................................................................................. 18PROJECT MANAGEMENT APPROACH ................................................................................................... 18PROJECT SCOPE ............................................................................................................................................. 18MILESTONE LIST ........................................................................................................................................... 19SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE ......... ........ ......... ......... ......... ...... 20CHANGE MANAGEMENT PLAN ................................................................................................................ 21COMMUNICATIONS MANAGEMENT PLAN ........ ......... ......... ........ ......... ......... ........ ......... ......... ......... ... 21
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COST MANAGEMENT PLAN ...................................................................................................................... 23PROCUREMENT MANAGEMENT PLAN ................................................................................................. 24PROJECT SCOPE MANAGEMENT PLAN ................................................................................................. 25SCHEDULE MANAGEMENT PLAN ........................................................................................................... 25QUALITY MANAGEMENT PLAN ............................................................................................................... 26RISK MANAGEMENT PLAN ....................................................................................................................... 27RISK REGISTER .............................................................................................................................................. 28STAFFING MANAGEMENT PLAN ............................................................................................................. 28RESOURCE CALENDAR ............................................................................................................................... 29COST BASELINE ............................................................................................................................................. 29QUALITY BASELINE ..................................................................................................................................... 30SPONSOR ACCEPTANCE.............................................................................................................................. 32
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Introduction
Cob Owner Builds (COB) has recently approved the Cobbers Workshop project to move forward for
project initiation. This project will result in the development of new Cob Building Workshop and
supports COBs corporate strategy of providing progressive solutions to clients which improve
productivity in both the workplace and home environment. While workshops are currently
available, COB believes that new designs and developments will enable our team to develop asolution far superior to what is currently available.
COB is a new startup interested in gaining market share because of its passion for Cob Building,
Universal Design, Owner Building, and customer service. Additionally, COB is a partner with Fuller
Center for Housing in its quest to end poverty housing worldwide. By leveraging its reputation for
quality and user-friendly service, and capitalizing on new designs and worksite practices, COB can
position itself as the premier provider of sustainable and easy to use housing solutions in todays
marketplace.
Project Management Approach
The Project Manager, Rod Hyatt, has the overall authority and responsibility for managing and
executing this project according to this Project Plan and its Subsidiary Management Plans. The
project team will consist of personnel from the building group, quality control/assurance group,
risk management group, and testing group. The project manager will work with all resources to
perform project planning. All project and subsidiary management plans will be reviewed and
approved by the project sponsor. All funding decisions will also be made by the project sponsor.
Any delegation of approval authority to the project manager should be done in writing and be
signed by both the project sponsor and project manager.
The project team will be a matrix in that team members from each organisation continue to report
to their organisational management throughout the duration of the project. The project manager
is responsible for communicating with organisational managers on the progress and performance
of each project resource.
Project Scope
The scope of COBs Cobbers Workshop project includes the planning, design, development, testing,
and transition of the Cobbers Workshop test house. This test house will meet or exceed cob
building standards and additional requirements established in the project charter. The scope of
this project also includes completion of all documentation, manuals, and training aids to be used inconjunction with the workshop. Project completion will occur when the test house and
documentation package has been successfully executed and transitioned to Fuller Center for
Housing.
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All Cobbers Workshop project work will be performed by internal partners and staff and a portion
of this project will be outsourced to visiting cob building experts as well as paying students. The
scope of this project does not include any changes in requirements to standard operating systems
to run the test house, test house updates or revisions.
Milestone List
The below chart lists the major milestones for the Cobbers Workshop Project. This chart is
comprised only of major project milestones such as completion of a project phase or gate review.
There may be smaller milestones which are not included on this chart but are included in the
project schedule and WBS. If there are any scheduling delays which may impact a milestone or
delivery date, the project manager must be notified immediately so proactive measures may be
taken to mitigate slips in dates. Any approved changes to these milestones or dates will be
communicated to the project team by the project manager.
Milestone Description Date
Complete Requirements
Gathering
All requirements for Cobbers Workshop must be
determined to base design upon
28/8/2013
Complete Cobbers
Workshop Design
This is the theoretical design for the test house
and its functionality
05/09/2013
Complete Cobbers
Workshop Drawings
All drawings completed resulting in test house
prototype
07/10/2013
Complete CobbersWorkshop Testing and
Debugging
All functionality tested and all identified errorscorrected
08/11/2013
Complete Transition of
Cobbers Workshop to
Fuller Center for
Housing
Completed test house and documentation
transitioned to Fuller
11/12/2013
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Schedule Baseline and Work Breakdown Structure
The WBS for the Cobbers Workshop Project is comprised of work packages which do not exceed 40
hours of work but are at least 4 hours of work. Work packages were developed through close
collaboration among project team members and stakeholders with input from functional managers
and research from past projects.
The WBS Dictionary defines all work packages for the Cobbers Workshop Project. These
definitions include all tasks, resources, and deliverables. Every work package in the WBS is defined
in the WBS Dictionary and will aid in resource planning, task completion, and ensuring
deliverables meet project requirements.
The Cobbers Workshop Project schedule was derived from the WBS and Project Charter with input
from all project team members. The schedule was completed, reviewed by the Project Sponsor,
and approved and base-lined. The schedule will be maintained as a Project Libre Gantt Chart by
the Cobbers Workshop Project Manager. Any proposed changes to the schedule will follow COBs
change control process. If established boundary controls may be exceeded, a change request will
be submitted to the Project Manager. The Project Manager and team will determine the impact of
the change on the schedule, cost, resources, scope, and risks. If it is determined that the impacts
will exceed the boundary conditions then the change will be forwarded to the Project Sponsor for
review and approval. The Cobbers Workshop boundary conditions are:
CPI less than 0.8 or greater than 1.2
SPI less than 0.8 or greater than 1.2
If the change is approved by the Project Sponsor then it will be implemented by the Project
Manager who will update the schedule and all documentation and communicate the change to all
stakeholders in accordance with the Change Control Process.
The Project Schedule Baseline and Work Breakdown Structure are provided in Appendix A, Project
Schedule and Appendix B, Work Breakdown Structure.
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Change Management Plan
The following steps comprise COBs organisation change control process for all projects and will be
utilised on the Cobbers Workshop project:
Step #1: Identify the need for a change (Any Stakeholder)
Requestor will submit a completed COB change request form to the project manager
Step #2: Log change in the change request register (Project Manager)
The project manager will maintain a log of all change requests for the duration of the
project
Step #3: Conduct an evaluation of the change (Project Manager, Project Team, Requestor)
The project manager will conduct an evaluation of the impact of the change to cost, risk,
schedule, and scope
Step #4: Submit change request to Change Control Board (CCB) (Project Manager)The project manager will submit the change request and analysis to the CCB for review
Step #5: Change Control Board decision (CCB)
The CCB will discuss the proposed change and decide whether or not it will be approved
based on all submitted information
Step #6: Implement change (Project Manager)
If a change is approved by the CCB, the project manager will update and re-baseline project
documentation as necessary as well as ensure any changes are communicated to the team andstakeholders
Any team member or stakeholder may submit a change request for the Cobbers Workshop Project.
The Cobbers Workshop Project Sponsor will chair the CCB and any changes to project scope, cost,
or schedule must meet his approval. All change requests will be logged in the change control
register by the Project Manager and tracked through to completion whether approved or not.
Communications Management Plan
This Communications Management Plan sets the communications framework for this project. It
will serve as a guide for communications throughout the life of the project and will be updated ascommunication requirements change. This plan identifies and defines the roles of Cobbers
Workshop project team members as they pertain to communications. It also includes a
communications matrix which maps the communication requirements of this project, and
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communication conduct for meetings and other forms of communication. A project team directory
is also included to provide contact information for all stakeholders directly involved in the project.
The Project Manager will take the lead role in ensuring effective communications on this project.
The communications requirements are documented in the Communications Matrix below. The
Communications Matrix will be used as the guide for what information to communicate, who is to
do the communicating, when to communicate it, and to whom to communicate.Communication
Type
Description Frequency Format Participants/
Distribution
Deliverable Owner
Weekly Status
Report
Email summary
of project
status
Weekly Email
Project Sponsor,
Team and
Stakeholders
Status ReportProject
Manager
Weekly Project
Team Meeting
Meeting to
review action
register and
status
Weekly In Person Project Team
Updated
Action
Register
Project
Manager
Project Fortnightly
Review (PMR)
Present metrics
and status to
team and
sponsor
Fortnightly In Person
Project Sponsor,
Team, and
Stakeholders
Status and
Metric
Presentation
Project
Manager
Project Gate
Reviews
Present
closeout of
project phases
and kickoff
next phase
As Needed In Person
Project Sponsor,
Team and
Stakeholders
Phase
completion
report and
phase kickoff
Project
Manager
Technical DesignReview
Review of any
technical
designs orwork
associated with
the project
As Needed In Person Project Team TechnicalDesign
Package
ProjectManager
Project team directory for all communications is:
Name Title E mail Office Phone Cell Phone
Mal McKenna Project Sponsor [email protected] 37 115506
Rod Hyatt Project Manager r.hyatt @COB.com 37 115577 0421 891 084
Patrick Murphy Senior Draftsman [email protected] 37 115588 0412 666 666
Goran Ganvic Cob Expert [email protected] 37 115599 0418 777 333
Kayte Player Environmentalist [email protected] 37 115522 0422 123 456
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Sam Smith Cob Builder [email protected] 37 115511 0413 987 654
Tom Mundy Site Coordinator [email protected] 37 115533 0401 020 304
Karen Brown WHS Officer [email protected] 37 115544 0401 345 876
Communications Conduct:
Meetings:
The Project Manager will distribute a meeting agenda at least 2 days prior to any scheduled
meeting and all participants are expected to review the agenda prior to the meeting. During all
project meetings the timekeeper will ensure that the group adheres to the times stated in the
agenda and the recorder will take all notes for distribution to the team upon completion of the
meeting. It is imperative that all participants arrive to each meeting on time and all cell phones
and blackberries should be turned off or set to vibrate mode to minimize distractions. Meeting
minutes will be distributed no later than 24 hours after each meeting is completed.
Email:
All email pertaining to the Cobbers Workshop Project should be professional, free of errors, and
provide brief communication. Email should be distributed to the correct project participants in
accordance with the communication matrix above based on its content. All attachments should be
in one ofthe organisations standard test house suite programs and adhere to established company
formats. If the email is to bring an issue forward then it should discuss what the issue is, provide a
brief background on the issue, and provide a recommendation to correct the issue. The Project
Manager should be included on any email pertaining to the Cobbers Workshop Project.
Informal Communications:
While informal communication is a part of every project and is necessary for successful project
completion, any issues, concerns, or updates that arise from informal discussion between team
members must be communicated to the Project Manager so the appropriate action may be taken.
Cost Management Plan
The Project Manager will be responsible for managing and reporting on the projects cost
throughout the duration of the project. The Project Manager will present and review the projects
cost performance during the fortnightly project status meeting. Using earned value calculations,the Project Manager is responsible for accounting for cost deviations and presenting the Project
Sponsor with options for getting the project back on budget. All budget authority and decisions, to
include budget changes, reside with the Cobbers Workshop Project Sponsor.
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For the Cobbers Workshop Project, control accounts will be created at the fourth level of the WBS
which is where all costs and performance will be managed and tracked. Financial performance of
the Cobbers Workshop Project will be measured through earned value calculations pertaining to
the projects cost accounts. Work started on work packages will grant that work package with 50%
credit; whereas, the remaining 50% is credited upon completion of all work defined in that work
package. Costs may be rounded to the nearest dollar and work hours rounded to the nearest whole
hour.
Cost and Schedule Performance Index (CPI and SPI respectively) will be reported on a fortnightly
basis by the Project Manager to the Project Sponsor. Variances of 10% or +/- 0.1 in the cost and
schedule performance indexes will change the status of the cost to yellow or cautionary. These will
be reported and if its determined that there is no or minimal impact on the projects cost or
schedule baseline then there may be no action required. Cost variances of 20%, or +/- 0.2 in the
cost and schedule performance indexes will change the status of the cost to red or critical. These
will be reported and require corrective action from the Project Manager in order to bring the cost
and/or schedule performance indexes back in line with the allowable variance. Any corrective
actions will require a project change request and be must approved by the CCB before it can be
implemented.
Earned value calculations will be compiled by the Project Manager and reported at the monthly
project status meeting. If there are indications that these values will approach or reach the critical
stage before a subsequent meeting, the Project Manager will communicate this to the Project
Sponsor immediately.
Procurement Management Plan
The Project Manager will provide oversight and management for all procurement activities under
this project. The Project Manager is authorised to approve all procurement actions up to $20,000.
Any procurement actions exceeding this amount must be approved by the Project Sponsor.
While this project requires minimal or no procurement, in the event procurement is required, the
Project Manager will work with the project team to identify all items or services to be procured for
the successful completion of the project. The Project Manager will then ensure these
procurements are reviewed by the Program Management Office (PMO) and presented to the
contracts and purchasing groups. The contracts and purchasing groups will review the
procurement actions, determine whether it is advantageous to make or buy the items or resource
required services internally, and begin the vendor selection, purchasing and the contracting
process.
In the event a procurement becomes necessary, the Project Manager will be responsible for
management of any selected vendor or external resource. The Project Manager will also measure
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performance as it relates to the vendor providing necessary goods and/or services and
communicate this to the purchasing and contracts groups.
Project Scope Management Plan
Scope management for the Cobbers Workshop Project will be the sole responsibility of the Project
Manager. The scope for this project is defined by the Scope Statement, Work Breakdown Structure(WBS) and WBS Dictionary. The Project Manager, Sponsor, and Stakeholders will establish and
approve documentation for measuring project scope which includes deliverable quality checklists
and work performance measurements.
Proposed scope changes may be initiated by the Project Manager, Stakeholders or any member of
the project team. All change requests will be submitted to the Project Manager who will then
evaluate the requested scope change. Upon acceptance of the scope change request the Project
Manager will submit the scope change request to the Change Control Board and Project Sponsor
for acceptance. Upon approval of scope changes by the Change Control Board and Project Sponsorthe Project Manager will update all project documents and communicate the scope change to all
stakeholders. Based on feedback and input from the Project Manager and Stakeholders, the Project
Sponsor is responsible for the acceptance of the final project deliverables and project scope.
The Project Sponsor is responsible for formally accepting the projects final deliverable. This
acceptance will be based on a review of all project documentation, testing results, beta trial results,
and completion of all tasks/work packages and product functionality.
Schedule Management Plan
Project schedules for the Cobbers Workshop Project will be created using Project Libre starting
with the deliverables identified in the projects Work Breakdown Structure (WBS). Activity
definition will identify the specific work packages which must be performed to complete each
deliverable. Activity sequencing will be used to determine the order of work packages and assign
relationships between project activities. Activity duration estimating will be used to calculate the
number of work periods required to complete work packages. Resource estimating will be used to
assign resources to work packages in order to complete schedule development.
Once a preliminary schedule has been developed, it will be reviewed by the project team and any
resources tentatively assigned to project tasks. The project team and resources must agree to the
proposed work package assignments, durations, and schedule. Once this is achieved the projectsponsor will review and approve the schedule and it will then be base lined.
In accordance with COBs organisational standard, the following will be designated as milestones
for all project schedules:
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Completion of scope statement and WBS/WBS Dictionary Base lined project schedule Approval of final project budget Project kick-off Approval of roles and responsibilities Requirements definition approval Completion of data mapping/inventory Project implementation Acceptance of final deliverables
Roles and responsibilities for schedule development are as follows:
The project manager will be responsible for facilitating work package definition, sequencing, and
estimating duration and resources with the project team. The project manager will also create theproject schedule using Project Libre and validate the schedule with the project team, stakeholders,
and the project sponsor. The project manager will obtain schedule approval from the project
sponsor and baseline the schedule.
The project team is responsible for participating in work package definition, sequencing, duration,
and resource estimating. The project team will also review and validate the proposed schedule
and perform assigned activities once the schedule is approved.
The project sponsor will participate in reviews of the proposed schedule and approve the final
schedule before it is base lined.
The project stakeholders will participate in reviews of the proposed schedule and assist in its
validation.
Quality Management Plan
All members of the Cobbers Workshop project team will play a role in quality management. It is
imperative that the team ensures that work is completed at an adequate level of quality from
individual work packages to the final project deliverable. The following are the quality roles and
responsibilities for the Cobbers Workshop Project:
The Project Sponsor is responsible for approving all quality standards for the Cobbers WorkshopProject. The Project Sponsor will review all project tasks and deliverables to ensure compliancewith established and approved quality standards. Additionally, the Project Sponsor will sign offon the final acceptance of the project deliverable.
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The Project Manager is responsible for quality management throughout the duration of theproject. The Project Manager is responsible for implementing the Quality Management Plan andensuring all tasks, processes, and documentation are compliant with the plan. The ProjectManager will work with the projects quality specialists to establish acceptable quality standards.The Project Manager is also responsible for communicating and tracking all quality standards tothe project team and stakeholders.
The Cob Specialists are responsible for working with the Project Manager to develop andimplement the Quality Management Plan. Cob Specialists will recommend tools andmethodologies for tracking quality and standards to establish acceptable quality levels. The CobSpecialists will create and maintain Quality Control and Assurance Logs throughout the project.
The remaining members of the project team, as well as the stakeholders will be responsible forassisting the Project Manager and Cob Specialists in the establishment of acceptable qualitystandards. They will also work to ensure that all quality standards are met and communicate anyconcerns regarding quality to the Project Manager.
Quality control for the Cobbers Workshop Project will utilise tools and methodologies for ensuring
that all project deliverables comply with approved quality standards. To meet deliverable
requirements and expectations, we must implement a formal process in which quality standardsare measured and accepted. The Project Manager will ensure all quality standards and quality
control activities are met throughout the project. The Cob Specialists will assist the Project
Manager in verifying that all quality standards are met for each deliverable. If any changes are
proposed and approved by the Project Sponsor and CCB, the Project Manager is responsible for
communicating the changes to the project team and updating all project plans and documentation.
Quality assurance for the Cobbers Workshop Project will ensure that all processes used in the
completion of the project meet acceptable quality standards. These process standards are in place
to maximise project efficiency and minimise waste. For each process used throughout the project,
the Project Manager will track and measure quality against the approved standards with theassistance of the Quality Specialists and ensure all quality standards are met. If any changes are
proposed and approved by the Project Sponsor and CCB, the Project Manager is responsible for
communicating the changes to the project team and updating all project plans and documentation.
Risk Management Plan
The approach for managing risks for the Cobbers Workshop Project includes a methodical process
by which the project team identifies, scores, and ranks the various risks. Every effort will be made
to proactively identify risks ahead of time in order to implement a mitigation strategy from the
projects onset. The most likely and highest impact risks were added to the project schedule toensure that the assigned risk managers take the necessary steps to implement the mitigation
response at the appropriate time during the schedule. Risk managers will provide status updates
on their assigned risks in the bi-weekly project team meetings, but only when the meetings include
their risks planned timeframe.
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Upon the completion of the project, during the closing process, the project manager will analyze
each risk as well as the risk management process. Based on this analysis, the project manager will
identify any improvements that can be made to the risk management process for future projects.
These improvements will be captured as part of the lessons learned knowledge base.
Risk Register
The Risk Register for this project is provided in Appendix C, Risk Register.
Staffing Management Plan
The Cobbers Workshop Project will consist of a matrix structure with support from various
internal organisations. All work will be performed internally. Staffing requirements for the
Cobbers Workshop Project include the following:
Project Manager (1 position) responsible for all management for the Cobbers Workshop Project.
The Project Manager is responsible for planning, creating, and/or managing all work activities,
variances, tracking, reporting, communication, performance evaluations, staffing, and internalcoordination with functional managers.
Senior Draftsman (1 position) responsible for oversight of all drawing and programming tasks
for the Cobbers Workshop Project as well as ensuring functionality is compliant with quality
standards. Responsible for working with the Project Manager to create work packages, manage
risk, manage schedule, identify requirements, and create reports. The Senior Draftsman will be
managed by the Project Manager who will provide performance feedback to the functional
manager.
Cob Expert (1 position) responsible for planning and programming for the Cobbers Workshop
Project. All planning and programming tasks will be reviewed by the Senior Draftsman prior to
implementation. Responsibilities also include assisting with risk identification, determining
impacts of change requests, and status reporting. The Cob Expert will be managed by the Project
Manager and feedback will be provided to the functional manager for performance evaluations by
the Project Manager and Senior Draftsman.
Environmentalist (1 position) responsible for assisting the Project Manager in creating quality
control and assurance standards. The Environmentalist is also responsible for maintaining quality
control and assurance logs throughout the project. The Environmentalist will be managed by theProject Manager who will also provide feedback to the functional manager for performance
evaluations.
Cob Builder (1 position) responsible for assisting the Project Manager and Environmentalist in
creating and tracking quality control and assurance standards. The Cob Builder will have primary
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responsibility for compiling quality reporting and metrics for the Project Manager to communicate.
The Cob Builder will be managed by the Project Manager who will provide feedback, along with the
Environmentalist to the functional manager for performance evaluations.
Site Coordinator (1 position) responsible for compiling all project documentation and reporting
into organisational formats. Responsible for assisting the Project Manager in Configuration
Management and revision control for all project documentation. Responsible for scribing dutiesduring all project meetings and maintaining all project communication distribution lists. The Site
Coordinator will be managed by the Project Manager who will also provide feedback to the
functional manager for performance evaluations.
WHS Officer (1 position) responsible for helping establish testing specifications for the Cobbers
Workshop Project with the assistance of the Project Manager and Draftsman. Responsible for
ensuring all testing is complete and documented in accordance with COB standards. Responsible
for ensuring all testing resources are coordinated. The WHS Officer will be managed by the Project
Manager who will also provide feedback to the functional manager for performance evaluations.
The Project Manager will negotiate with all necessary COB functional managers in order to identifyand assign resources for the Cobbers Workshop Project. All resources must be approved by the
appropriate functional manager before the resource may begin any project work. The project team
will not be co-located for this project and all resources will remain in their current workspace.
Resource Calendar
The Cobbers Workshop Project will require all project team members for the entire duration of the
project although levels of effort will vary as the project progresses. The Project is scheduled to last
one month with standard 40 hour work weeks. If a project team member is not required for a full
40 hour work week at any point during the project, their efforts outside of the Cobbers WorkshopProject will be at the discretion of their Functional Manager.
Cost Baseline
The cost baseline for the Cobbers Workshop project includes all budgeted costs for the successful
completion of the project.
Project Phase Budgeted Total CommentsPlanning $20,000 Includes work hours for all
project team members forgathering requirements and
planning project
Design $2,500 Includes work hours for all
project team members for
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work on Cobbers Workshop
conceptual design
Drawing $2,000 Includes all work hours for
drawing of Cobbers House
Testing $1,750 Includes all work hours for
testing (including testing) of
Cobbers Workshop test
house
Transition and Closeout $1,500 Includes all work hours for
transition to operations and
project closeout
Quality Baseline
The Cobbers Workshop Project must meet the quality standards established in the quality baseline.
The quality baseline is the baseline which provides the acceptable quality levels of the Cobbers
Workshop Project. The test house must meet or exceed the quality baseline values in order toachieve success.
Item Acceptable Level CommentsSustainability At least 98% recognition
level against world
standards
Using standard COB
procedures
Compatibility No errors associated with
running test house with
compatible applications
Family able to live in house
with no ongoing major
maintenance situations
Supporting Documentation Less than 1% failure rate in
beta testing new users to run
Using data from test build,
able to duplicate workshop
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setup and execute test house
functionality
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Sponsor Acceptance
Approved by the Project Sponsor:
Mal McKenna_______________________________________________________ Date: 30/06/2013
CEO World Wide Widgets
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Cob Owner Builds Sustainability ReportAppendix # 3
Mission Statement
The Fuller Center for Housing, faith driven and Christ centered, promotes collaborative andinnovative partnerships with individuals and organizations in an unrelenting quest to provideadequate shelter for all people in need worldwide.
Foundational PrinciplesWe at the Fuller Center for Housing believe that:
We are part of a God movement, and movements don't just stop.
We have been called to this housing ministry; we didn't just stumble into it.
We are unashamedly Christian, and enthusiastically ecumenical.
We aren't a church but we are a servant of the Church.
We are faith driven, knowing that after we've done all we can do the Lord will help finish the jobsomething that requires us to stretch beyond our rational reach.
We are a grassroots ministry, recognizing that the real work happens on the ground incommunities around the world through our covenant partners, so a large, overseeing bureaucracy
isnt needed.
We try to follow the teachings of the Bible and believe that it says that we shouldn't charge interestof the poor, so we don't. Government has a role in our work in helping set the stage, but that weshouldn't look to it as a means to fund the building of home.