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Some of the major challenges facing the Regency Plaza project include frequent changes, poor emphasis on quality, and delays. Due to the frequent changes introduced in an attempt to satisfy consumers, several condominiums underwent modifications, and thus, their completion delayed. Since the project manager wants the contractor to use the shortest time to complete the project, while minimizing the cost of construction, project completion has to be fast.
Minimal costs and speedy nature of construction has led to several developments that are substandard and require adjustments. The adjustments and frequent changes have led to disagreements among the project manager, the hotel management, and contractors, who complain that the cost of construction is rising and the changes slow the pace of the project.
The Millers’ unit is facing various challenges that comprise delays and increased cost of purchase. Imperatively, the closing date of the Millers’ unit changed from June to August, and hence, instigated a delay affecting the initial agreement. The feature of extending completion date had serious effects on the Millers, who had finalized their arrangements concerning the unit.
Additionally, even after extension of the closing date, very little activity has continued on the unit thus, clarifying the fact that the unit might take more time to attain full completion. Besides the delay, the unit also requires several adjustments, which has prompted the project manager to send several invoices to the Millers requesting money to facilitate the adjustments. Increased invoices not only affect the purchasing agreement, but also inconvenience the Millers’ financial plans.
The root causes of the major challenges facing the Millers’ unit include untimely changes and absence of consultations. Notably, the interior designer changed several parts of the unit during the last period when the project was almost attaining full completion. As a result, the project manager had limited time that inhibited consultations.
In case of consultations, the project would not attain completion at the right time. Inhibited consultation occasioned from the fact that it would take several weeks and delay the project. Therefore, the project manager decided to continue with the project downplaying consultations, a factor that initiated development of a substandard unit. Fundamentally, it is evident that the interior designer did not consult with the project manager, but made the changes alone.
Some of the initiatives that the project manager was to undertake in solving the root causes of the challenges comprise high levels of supervision and extensive consultations. Through high levels of supervision, detection and correction of serious changes like those made by the interior designer could materialize during the early stages.
Early detection and correction of unwanted changes implied that the project would attain full completion at the right time and meet the required standards. Moreover, the project manager needed to engage in extensive consultations so that the project would attain the required standards and instances of poor developments would reduce. It is important to elucidate that delay of the project could be better than speedy construction that resulted in development of substandard units.
Among the options that Hodgkins has for the Millers’ unit, the most desirable option is to tell the Millers that customization of the unit cannot materialize at the agreed time. Based on the option, the Millers will make the adjustments themselves after the contractors close on the unit. It is imperative to understand that communication is a very important element that facilitates effective service delivery and provides a good framework for redress. By communicating to the Millers, a productive solution, which best solves the problem, is attainable.
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