cob owner builds sustainability report

7/28/2019 Cob Owner Builds Sustainability Report

1/34

COB OWNER

BUILDSSUSTAINABILITY

REPORT

6/4/2013 Sustainability Lifestyle

Using nature to be naturally sustainable. Its a lifestyle choice that makes

common sense.


2/34

Cob Owner Builds Sustainability Report

Page 1


3/34


Page 2

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?


4/34


Page 3

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.


5/34


Page 4

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.


6/34


Page 5

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:


7/34


Page 6

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.


8/34


Page 7

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


9/34


Page 8

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


10/34


Page 9

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.


11/34


Page 10

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.


12/34


Page 11

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.
http://nbnetwork.org/event/cob-building-workshophttp://nbnetwork.org/event/cob-building-workshophttp://nbnetwork.org/event/cob-building-workshop


13/34


Page 12

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!


14/34


Page 13

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.


15/34


Page 14

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.


16/34


Page 15

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
http://nbnetwork.org/event/cob-building-workshop?share=twitter&nb=1


17/34


Page 16

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


18/34


Page 17

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


19/34


Page 18

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.


20/34


Page 19

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


21/34


Page 20

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.


22/34


Page 21

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


23/34


Page 22

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


24/34


Page 23

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.


25/34


Page 24

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


26/34


Page 25

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:


27/34


Page 26

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.


28/34


Page 27

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.


29/34


Page 28

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


30/34


Page 29

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


31/34


Page 30

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


32/34


Page 31

setup and execute test house

functionality


33/34


Page 32

Sponsor Acceptance

Approved by the Project Sponsor:

Mal McKenna_______________________________________________________ Date: 30/06/2013

CEO World Wide Widgets


34/34

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.

cob owner builds sustainability report

Documents