Carson New House Project Final Report

Slide 1: PROJECT CLOSURE: EXECUTIVE SUMMARY

Project Name: Carson New House (CNH) Project – Trinity Estate Building

Presented To: Elmer Hood, President & Project Sponsor

Stanley Homes Company Executive Team

Date of Presentation: March 26, 2026

Good morning, Thank you for the opportunity to present the formal closure summary of the Carson New House Project for clients Ben and Lauren Carson. In the following five minutes, I will present a summary of the final status of the project, how we had to manage the critical risks and scope changes, the customer acceptance process was successful, and what I should learn to improve the organization. This briefing attests to the fact that this project was completed within the stipulated time, within the revised budgetary framework, and to the satisfaction of our clients.

Slide 2: Final Project Status & Schedule

• Project Kickoff & Management (Sep 2025) - All the planning, communication, and risk assessment activities have been accomplished successfully.
• Site Preparation (Sep-Oct 2025) - Property measuring and grading were completed within the scheduled time.
• House Construction (Oct 2025-Feb 2026) - Complete (recovery of initial weather delay) on February 18, 2026.
• Swimming Pool & Landscaping (Jan-Mar 2026) - Swimming Pool completed on March 1; landscaping on March 2; everything assembled.
• Final Acceptance (Mar 2026) - The project was closed, and final sign-off by the customer March 16.

Speaker Notes: The project was completed. Our timely schedule management and fast-tracking strategies to balance our time contributed to our love of time, even though it was a weather slowdown in October that caused us to move to the start of construction. The last Gantt chart, which I will now present, illustrates the completion of all the tasks at 100%. On March 16, the Carson family formally took possession of the property that consists of the main house, the finished landscaping, and the additional swimming pool. Their move-in is set to happen on March 23rd.

Slide 3: Risk Management & Proactive Response

• Risk Identification (Sep 2025) - Prepared a risk register in terms of weather, permits, and contractor risks.
• Weather Delay Realized (Oct 2025) - Weather has caused a delay to the start of the construction work, which is a high-impact risk that was identified earlier.
• Mitigation Implementation (Oct 2025) - Activated recovery plan through fast-tracking and re-sequenced construction.
• Contractor Risk Management (Ongoing) - Quality and schedule risks that were handed over by contractual agreements and weekly monitoring.
• Final Risk Outcome (Mar 2026) - There were no cases of budget overrun and final deadline missed in managing all risks.

Speaker Notes: The validity and importance of our proactive risk management were confirmed. The weather delay that we had was not something that had come out of the blue; it was a risk that we had identified, planned, and had a contingency to deal with. Upon its happening, our mitigation plan was activated, and later tasks were compressed, and the forecast was closely followed. In addition, the possibility of poor performance of the contractors was shifted through a concrete contract and controlled through weekly monitoring. This was a disciplined methodology that ensured that the delay at the start did not set back our final deadline.

Slide 4: Scope Change Management

• Change Request (Nov 2025) - Customer technically requested the addition of a patio and a custom kidney-shaped swimming pool.
• Vendor Selection & Analysis (Nov 2025) - Obtained sourced subcontractor Ocean Dream and completed entire PERT/cost impact analysis.
• Change Approved (Formal Approval and Budget Update, Nov 2025) - The change was approved; overall project budget was updated to $780,000, which is customer-funded.
• Schedule Integration (Nov 2025) - A 30-day swimming pool construction task was added that has a start dependency of half of the house construction.
• Plan Update/Communication (Nov 2025) - Revised project schedule, worksheet, and communicated project changes to all stakeholders.

Speaker Notes: The Carsons asked to have a major improvement made in mid-November, a custom swimming pool. Our formal change control process was followed immediately. Karla Duncan contacted a qualified subcontractor, Ocean Dream, and we did a complete impact analysis of time and cost. These modifications were accepted, and the overall project budget rose to $780 000 which was entirely financed by the customer. To begin with 30-day pool construction work, we combined the task with the house completion at 50 percent, revised all plans, informed all stakeholders about the changes, and ensured the presence of transparency and control.

Slide 5: Customer Acceptance & Final Deliverables

• Checklist Finalization (Sep 2025) - Customer acceptance requirements created and signed by the customer, before the start of the project.
• Final Walkthrough (Mar 2026) - This will be carried out on March 16 to confirm all the structural, system, and finish requirements.
• Punch-list Resolution (Mar 2026) - Small items that were found during the walk-through were filled and accepted on that day.
• Formal Evidence (Mar 2026) - Certificate of Occupancy granted by the City of Celina and handed to the customer.
• Final Sign-off (Mar 2026) - The customers signed the acceptance checklist on March 16, and no outstanding issues were left.

Speaker Notes: We used customer satisfaction as our final measure. As our ultimate benchmark, we adopted a detailed acceptance checklist that we had agreed with the customers at the beginning of the project. The March 16th walk-through ensured that the home was structurally sound, the systems were functioning, the interior finishes were of the finest quality, and the landscaping and the pool were complete. Some slight modifications were observed and signed by the contractor and approved on the same day. We also negotiated and issued the Final Certificate of Occupancy. The final acceptance that the customers signed did not have any pending matters.

Slide 6: Lessons Learned For Future Projects

• Strength (Communication & Roles) - Monthly standing agenda and RACI chart were used to ensure that stakeholders are kept updated and accountable.
• Opportunity (Schedule Resilience) - The Initial critical path had no buffer, thus it was susceptible to early-stage delay, such as weather.
• Improvement (Subcontractor Coordination) - Pool integration indicated that more powerful multi-vendor scheduling criteria would be necessary in contracts.
• Action (Process Updates) - Will introduce stage-based with contingency buffers and clauses of formalized coordination in new projects.

Speaker Notes: Our lessons learned exercise provided us with practical information about ongoing improvement. We had great strength in our communication plan and our role clarity through the RACI chart. We, however, came across a chance to put more resilience in the first project schedules by introducing certain buffers into early critical work. Formalization of coordination protocols with all subcontractors is also recommended in future contracts. These lessons acquired on paper will be incorporated into our standard operating procedures, and they will positively impact the efficacy and predictability of our forthcoming works in the Gentle Brook community.

Slide 7: Conclusion & Final Metrics

• Time - Project tasks to be accomplished between September 2025 and final sign-off on March 16, 2026.
• Cost - Final budget of $780,000 held down to the initial budget of $680,000 with an approved change of $100,000, customer-financed.
• Scope - Original house and landscaping, including the addition of a swimming pool, delivered and accepted.
• Quality - All acceptance criteria were in place, and Certificate of Occupancy and customer satisfaction were earned.
• Knowledge - The lessons documented will be improved in future Stanley Homes projects within the Gentle Brook subdivision.

Speaker Notes: To sum up, the Carson New House Project was successful. The entire home, even with the addition of the pool, was delivered on the 16th of March, and it was within the critical deadline. Our budget was well managed, and we ended up at the revised budget of $780,000. A contented customer accepted all the scope deliverables. Above all, we have been able to capture important lessons that will enhance the future project implementation of Stanley Homes. Thank you. This concludes my summary. Now I would be glad to answer your questions.