代写218.326/218.336 Assessment 1: Simulation – Bid Presentation代写C/C++语言

Assessment Guide

218.326/218.336

Assessment 1: Simulation – Bid Presentation (50%, group presentation with group marking)

Submission deadline for presentation slides and other supporting documents: Wednesday 2 October

2024 by 23:59 pm.

Presentation dates: Thursday 3 October and Friday 4 October 2024.  The schedule of team presentations will be published on Stream.

Each team is required to deliver a 40-minute presentation to the client panel (formed by Naylor Love and SBE staff), followed by answering questions from the panel (dress code: business smart). At least 4 group members must deliver the presentation in person. The presentation venue is at Naylor Love’s headquarters: 129 Diana Drive, Glenfield, Auckland. Prior to the presentation, each team leader is required to submit the presentation slides and any other supporting documents (in one PDF file) that will be used during the presentation by the deadline mentioned above through Stream. The panel will disregard any presentation slides and supporting documents used during the presentation if they were not submitted through Stream by the deadline.

This is a simulation of the bid presentation of the tender. All the information on the bidding should be prepared from a main contractor’s perspective. The presentation should show the final product of your tender (not a work-in-progress). Remember, this is a pitch to the client to WIN the bid.

The topic of your presentation should be on:

•    A clear and robust management plan on how the (hypothetical) company and the team assigned to the project will ensure the delivery of the project within the time, schedule, quality and other measures.

•    The proposed solution with each team member focusing on at least one of the components (see points 1 to 8 in Assessment 2) of the project according to the role they have chosen. Whilst each presentation is expected to demonstrate a cohesive working team, individual contributions should be made clear for marking purposes.

•    Final outputs: company profile, method statement, construction programme & schedule, site plan, tender pricing, cash flow, risk assessment, etc (see points 1 to 8 in Assessment 2).

If you feel comfortable, you can have one slide showing your photos and contacts, as Naylor Love may want to get in touch with you after the presentation.

Assessment Criteria

See Course Assessment Framework.

Mark rubric will be uploaded and announced on Stream (Ngā aromatawai | Assessments tab).

Assessment 2: Portfolio – Tender Proposal (50%, tender document with group and individual marking)

Submission deadline of tender proposal document: Friday 25 October 2024 by 23:59 pm.

You may receive some verbal feedback and comments from the bid presentation. You will have three weeks to revise and finalise your tender proposal.

Your team is required to submit a final tender proposal by the above deadline through Stream. The final proposal should be prepared in a professional manner in a PDF document and set on an A3 paper layout (landscape orientation). Any diagrams, charts, tables, and other elements developed  with  other software should be included along with the proposal text or in appendices. Do not submit multiple documents. Only one proposal document (in PDF format) should be submitted for marking.

The format of the proposal is down to your own style. of writing; however, the proposal should provide discussion and analysis of the following components. The word limits in prentices are indicative. They are not hard requirements.

1. Company Profile (2000 words)  (5 marks): The hypothetical company profile includes some historical and financial background and the details of the key personnel that are proposed to be allocated to the  project, including their role(s) in the performance of the contract. An organisational structure of your project team indicating the position and role of your nominated key personnel. An implemented management plan should also be included in delivering the job (supported by weekly meeting minutes in the appendix).

2. Method Statement (4000 words)  (10 marks): To produce a detailed construction methodology required to deliver this project that will include the main structure and soft and hard  landscaping. Use your imagination to note further assumptions regarding the build. Identify key activities. This must demonstrate a full understanding and intimate knowledge of the scope of works to be carried out, including resources, such as but not limited to materials, labour, specialised plant and equipment, quality, and regulatory compliance requirements.

3. Construction Programme & Schedule (3000 words)  (10 marks): To identify, explain and develop a well-itemised program that includes all the construction activities from site establishment to practical completion. All trades, resources, and milestones should be clearly identified within your construction programme  –  Gantt Chart. The programme should demonstrate a robust understanding of the key relationships within the works, the key successors, and predecessors, as well as the critical path and milestones. Describe in detail all your identified items. All the activities needed to deliver the project must be broken down by trade, coordinated with a methodology and estimated duration based on the available resources. The final programme should be included as an appendix to your report. Ensure that the template used for your programme is clear and includes all the identified items.

4. Site Plan (2000 words) (5 marks):  To develop a detailed plan of the site layout and arrangement, as this will play an important role in the selection of resources and methods to perform. the works. This visual representation will allow the construction manager to direct all the activities  needed to get the  project  built. A  plan will  be required to be drawn, clearly showing the site office and associated buildings as temporary facilities. As part of your thought process, think about other challenges faced by the construction manager in organising the job site to make it both efficient and safe. The construction manager must have a strategy for directing  and  organising all the materials, labour, equipment, and plant that will be congregating on the site on a daily basis and moving in and out of the construction area throughout the duration of the project. Every aspect of getting the job done must be considered when trying to prepare the site for construction operations. Decisions about where to place everything from portable toilets to rubbish disposal areas and containers can make a big  difference in how smoothly a  job runs. In addition to laying out the most efficient placement of the site office and portable facilities mentioned above, the site logistics plan should also consider a number of other factors, such as the following: staged handover areas with dates, site security, access in and out, temporary works and protection of existing services, parking; traffic control;  pedestrian safety; crane  location; laydown areas; job site security; temporary  service connections. The site layout and arrangement should include detailed drawings and be included in your final proposal, accompanied by an explanation. Use colours to highlight the above items to make the plan visually clear. Include a legend and scale.

5. Tender Pricing (50 marks): A structured pricing response utilising the Bills of Quantities (BOQ) / Quantity Take-off (to be prepared by each team) and incorporating Costing (schedule of cost rates) for the work packages and a summary table for the whole project.

a.    Accurately reflect the quantity and rate of work for each identified item through a BOQ (carpentry, concrete, precast, decorative, and structural steel). While the quantities for the main components of the structural steels have been provided, each team is required to draft preambles for the structural steelwork package and adhere to the ANZSMM requirements when pricing the structural steel.

b.    Rate breakdowns that reflect the connection between the resource requirements and rates  to  the   construction   methodology  and  project  programme.  If  the   rate  was developed, including the rate breakdowns.

c.    Identify  the  amount  of contingency that reflects the level of risk for the Contractor (identification, impact and likelihood followed by mitigation strategy to reduce impacts if successfully implemented).

d.    Use a market reflecting markup considering the profit, site, and office overheads.

Note: all the factors such as company strategy, construction methods, project programmes, site plan, risks, and additional factors have an impact on pricing and need to be reflected in the pricing.

6. Cash Flow (10 marks): A detailed cash flow analysis incorporating the construction program and tender  pricing  from the  beginning  of  the  project  to  its  completion.  A  projection  of  monthly expenses based on the schedule and expected payments.

7. Risk Assessment (2000 words)) (5 marks): Identify the project’s risks and develop a suitable project risk management plan accordingly. The risk management plan should be included in your final proposal and accompanied by an explanation. This can be accompanied by a risk register and/or matrix. As a background, every project has an element of uniqueness, which implies uncertainty. Risks may have positive or negative outcomes; therefore, one should be aware of the fact that certain risks in projects must be accepted, reduced, or transferred. The ultimate goal of project risk management is to improve project performance and to supply the correct deliverables on time and within budget.  Risks  in  projects  should  be  managed  in  a professional way to limit a company’s exposure to financial losses.

8. Additional Factors (1000 words) (5 marks): For instance, innovation, health and safety, well- being, and socio-economic, political, legal, marketing, or environmental feasibility.

9. Contribution breakdown: A table showing the contribution from each team member to each above-mentioned component.  Each team  member can contribute to TWO components at maximum.

10. Appendices

Assessment Criteria

See Course Assessment Framework.

This is an exercise of a real-life tendering process. An INCOMPLETE component (e.g., a program that

does not show the completion of the building or the total pricing of the building is missing) will receive a 0 mark for that component.

Mark rubric will be uploaded and announced on Stream (Ngā aromatawai | Assessments tab).

Course Assessment Framework

Assessment 1* Presentation – 50% of the course total			Assessment 2** Tender proposal – 50% of the course total
Evaluation type	Evaluation criteria	% of assessment mark	Evaluation type	Evaluation criteria	% of assessment mark
Academic	See Assessment 1 marking rubric	100%	Academic	See Assessment 2 marking rubric	Individual –50% Group – 50%
Industry	See Assessment 1 feedback form (Naylor Love)	Feedback will be used by SBE to give marks***	Student peer- to-peer (P2P)	See the Peer-to- peer assessment rubric	The P2P ratio applied to the group mark above

* Everyone in the team receives the same mark.

**Everyone in the team may receive different marks that depend on 1) the individual mark from their contribution components and 2) the P2P ratio applied to the academic mark.