Facilites Project Managers Guide

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Facilities Project Managers

Guide

May 2008


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Facilites Project Managers Guide Page 1

TA B L E O F C O N T E N T S

Introduction to the Facilities Project Managers Guide........................................................ 8

Part I: Stakeholders and Roles ............................................................................................ 11

Part II: Project Requests and Approval Process ................................................................. 27

Part III: Project Controls ........................................................................................................ 34

Part IV: Project Process Phases ........................................................................................... 56

Part V: Appendix ................................................................................................................... 75

F O R A S S I S T A N C E I N U S I N G T H I S G U I D E O R T O P R O V I D E C O M M E N T S A N D E D I T S , P L E A S E C O N T A C T D O N N A G O S S
http://www.fs.cornell.edu/comm/fpmg_feedback.cfmhttp://www.fs.cornell.edu/comm/fpmg_feedback.cfmhttp://www.fs.cornell.edu/comm/fpmg_feedback.cfmhttp://www.fs.cornell.edu/comm/fpmg_feedback.cfmhttp://www.fs.cornell.edu/comm/fpmg_feedback.cfm


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Facilities Project Managers Guide Page 2

D E T A I L E D TA B L E O F C O N T E N T S

Introduction to the Facilities Project Managers Guide........................................................ 8

Executive Summary ............................................................................................................................................... 8

How to Locate the Guide ....................................................................................................................................... 8

Summary Overview of this Guide .......................................................................................................................... 9

This Guide and Other Documents ......................................................................................................................... 9The Cornell Project Management Methodology (CPMM) Guide ....................................................................... 9

The Project Managers Toolbox......................................................................................................................... 9

Facilities Services Website and Other Websites ............................................................................................. 10

Part I: Stakeholders and Roles ............................................................................................ 11

Facilities Services: Key Departments ................................................................................................................. 13

Project Team ....................................................................................................................................................... 15

Core Team ....................................................................................................................................................... 15

Executive Group .............................................................................................................................................. 15

Primary Customer ............................................................................................................................................ 15

Project Executive / Director ............................................................................................................................. 16

Project Manager .............................................................................................................................................. 16

Construction Manager ..................................................................................................................................... 16

Project Coordinator .......................................................................................................................................... 16

Project Coordinator Responsibilities ........................................................................................................... 16

Role Agreement .......................................................................................................................................... 17

Cornell Approval Groups ..................................................................................................................................... 18

Consultants and Contractors ............................................................................................................................... 19

Cornell Stakeholders ........................................................................................................................................... 20Alumni Affairs and Development ..................................................................................................................... 20

Construction Management Office .................................................................................................................... 20

Contracts & Capital Projects Office ................................................................................................................. 21

Cornell Information Technologies .................................................................................................................... 21

Cornell Police................................................................................................................................................... 21

Alumni Affairs and Development ..................................................................................................................... 21

Environmental Compliance and Sustainability Office ...................................................................................... 21

ECOS Checklist .......................................................................................................................................... 22

Environmental Health and Safety .................................................................................................................... 22

Facilities Management ..................................................................................................................................... 22Maintenance Management .............................................................................................................................. 22

Office of Government and Community Relations Office.................................................................................. 22

Office of the University Counsel ...................................................................................................................... 23

Project Planning and Estimating ..................................................................................................................... 23

Risk Management and Insurance .................................................................................................................... 23

Transportation and Mail Services .................................................................................................................... 23

Treasurers Office ............................................................................................................................................ 23


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University Architect .......................................................................................................................................... 23

University Budget Office .................................................................................................................................. 23

University Engineer ......................................................................................................................................... 24

University Planner ........................................................................................................................................... 24

The Roles of the University Planner and University Architect .................................................................... 24

Utilities and Energy Management ................................................................................................................... 24

External Stakeholder Groups............................................................................................................................... 25

Building Inspector and Fire Marshall ............................................................................................................... 25Community/Neighborhood Associations ......................................................................................................... 25

Planning and Development Boards ................................................................................................................. 25

Other Boards ................................................................................................................................................... 26

Part II: Project Requests and Approval Process ................................................................. 27

Cornell University Approval Process ................................................................................................................... 27

Transaction Authority Policy ................................................................................................................................ 28

The Project Approval Request (PAR) .................................................................................................................. 29

Project Plans.................................................................................................................................................... 29

How to Write a PAR ............................................................................................................................................. 30

Types of PARS ................................................................................................................................................ 30

Concept PAR .............................................................................................................................................. 30

Design PAR ................................................................................................................................................. 30

Construction PAR ........................................................................................................................................ 31

Revised PARS ............................................................................................................................................ 31

Municipal Approval Process ................................................................................................................................ 31

Project Authorization Letter ................................................................................................................................. 33

Letter of Authorization ..................................................................................................................................... 33

Part III: Project Controls ........................................................................................................ 34

Introduction .......................................................................................................................................................... 34

Budget Development ........................................................................................................................................... 34

Budget Planning Phases: Overview ................................................................................................................ 34

Planning Phase ........................................................................................................................................... 34

Design Phase .............................................................................................................................................. 34

Bid Phase .................................................................................................................................................... 34

Construction Phase Cost Tracking ............................................................................................................. 34Budget Template ............................................................................................................................................. 35

Planning Phase Budget Development ............................................................................................................. 35

Design Phase Budget Development ............................................................................................................... 37

Feasibility Study Phase Budget Development ............................................................................................ 37

Schematic Design (SD) Phase Budget Development ................................................................................. 37

Step 1: Parallel estimate ......................................................................................................................... 37

Step 2: Reconciliation of estimates ........................................................................................................ 37


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Step 3: Allowance Items ......................................................................................................................... 37

Step 4: Value Analysis /Value Engineering (VA/VE) .............................................................................. 37

Design Development (DD) Phase Budget Development ............................................................................ 39

Step 1: Perform a cost/value analysis .................................................................................................... 39

Step 2: VA/VE Items ............................................................................................................................... 39

Step 3: Life Cycle Costs ......................................................................................................................... 39

Step 4: DD Estimate ............................................................................................................................... 39

Step 5: Project Budget Validation ........................................................................................................... 39

Construction Documents Phase Budget Development ............................................................................... 39

Bid Project Phase Budget Development ......................................................................................................... 40

Lump Sum Projects ..................................................................................................................................... 40

Public or Private Bid Openings ................................................................................................................... 40

GMC Projects Negotiations ......................................................................................................................... 40

Bids Exceed Construction Budget .............................................................................................................. 41

Awarding the Project to a Bidder ................................................................................................................ 41

Construction Phase PAR ............................................................................................................................ 41

Construction Phase Cost Tracking .................................................................................................................. 42Pre-construction .......................................................................................................................................... 42

Construction ................................................................................................................................................ 43

Keep Schedule ....................................................................................................................................... 43

Validate, Track and Monitor Change Orders .......................................................................................... 43

Review for ADA Access Compliance ...................................................................................................... 43

Timely Responses to Contractor ............................................................................................................ 43

Timely Payments .................................................................................................................................... 43

Quality Assurance/Quality Control .......................................................................................................... 43

Monitor Contractors Compliance ........................................................................................................... 43

Close-out/Move-in ....................................................................................................................................... 44

Resolve any claims ..................................................................................................................................... 44

Project Contingencies ...................................................................................................................................... 44

Escalation Contingency ............................................................................................................................... 44

Projects with fixed, non-escalating budgets ........................................................................................... 45

Projects with budgets that are allowed to increase with escalation ....................................................... 45

Design Contingency .................................................................................................................................... 46

Design Contingency for Design Phase of Budget .................................................................................. 46

Construction Contingency ........................................................................................................................... 46

Errors and Omissions ............................................................................................................................. 47Unforeseen Conditions ........................................................................................................................... 47

Scope/Program Change ......................................................................................................................... 47

Capital Project Funding Plan ............................................................................................................................... 50

Schedule Development ........................................................................................................................................ 50

Contractual Agreements ...................................................................................................................................... 50


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Design Agreements ......................................................................................................................................... 51

Project Manager Issues Request for Proposal (RFP) ................................................................................. 51

Project Manager Presents Proposals to C&CP .......................................................................................... 51

C&CP Reviews Proposal ............................................................................................................................ 51

Types of Design Agreements ...................................................................................................................... 52

Construction Agreements ................................................................................................................................ 53

Types of Construction Contracts ............................................................................................................ 53

Invoices and Payment Applications ..................................................................................................................... 54

Setting up an Account ..................................................................................................................................... 54

Receipt of Invoice in C&CP ............................................................................................................................. 54

C&CP Review of Invoice ................................................................................................................................. 54

Construction Manager Reviews....................................................................................................................... 54

Project Coordinator Review ............................................................................................................................. 54

Approval by PM and Return to C&CP ............................................................................................................. 54

CC&P Requests Payment by DFA .................................................................................................................. 55

Project Over Budget ........................................................................................................................................ 55

Project Managers Report ................................................................................................................................ 55

Financial Reviews and Reporting ........................................................................................................................ 55

Projects over $5 Million ................................................................................................................................... 55

Projects under $5 Million ................................................................................................................................. 55

Part IV: Project Process Phases ........................................................................................... 56

Project Delivery Flow Chart ................................................................................................................................. 56

Planning Phase .................................................................................................................................................... 57

Goal ................................................................................................................................................................. 57

Deliverables ..................................................................................................................................................... 57

Client Responsibilities ..................................................................................................................................... 57

PM Responsibilities ......................................................................................................................................... 57

Steps ................................................................................................................................................................ 58

Initiate Project ............................................................................................................................................. 58

Review Project Plan .................................................................................................................................... 58

Create Project Team ................................................................................................................................... 58

Create Project Space Program ................................................................................................................... 58

Site Selection (new construction only) ........................................................................................................ 59

Consultant Selection ................................................................................................................................... 59

Decide need for either Concept Study and/or Feasibility Study ................................................................. 59

Project Formulation ..................................................................................................................................... 60

Primary Customer Approval ........................................................................................................................ 60

Planning Phase Approval ................................................................................................................................ 61


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Design Phases ..................................................................................................................................................... 62

Schematic Design (SD) ................................................................................................................................... 62

Deliverables ................................................................................................................................................ 62

Process ....................................................................................................................................................... 63

Schematic Design Approvals ...................................................................................................................... 64

Design Development (DD) ............................................................................................................................... 64

Deliverables ................................................................................................................................................ 64

Process ....................................................................................................................................................... 64

Design Development Approvals .................................................................................................................. 65

Construction Contract Documents (CD) .......................................................................................................... 65

Deliverables: ............................................................................................................................................... 65

Process ....................................................................................................................................................... 65

Construction Documents Approvals ............................................................................................................ 66

Bid Phase............................................................................................................................................................. 66

Deliverables ..................................................................................................................................................... 66

Process ............................................................................................................................................................ 66Bid Phase Approvals ....................................................................................................................................... 67

Construction Phase ............................................................................................................................................. 67

Site Preparation / Mobilization ......................................................................................................................... 67

Construction..................................................................................................................................................... 67

Deliverables ................................................................................................................................................ 67

Close-out/Move-in ........................................................................................................................................... 68

Deliverables ................................................................................................................................................ 68

Process ....................................................................................................................................................... 68

Obstacles to Closing a Project Account .......................................................................................................... 69

Resources ........................................................................................................................................................ 69

Risk Management in Project Management .......................................................................................................... 71

Assess Financial Risk ...................................................................................................................................... 71

Outline Legal Relationships: Design Phase/Have Clear Contracts ............................................................... 71

Oversee Aspects of the Claims Process ......................................................................................................... 72

Three Types of Claims ................................................................................................................................ 73

Workers Compensation .......................................................................................................................... 73

Liability .................................................................................................................................................... 73

Property Damage Liability Claims .......................................................................................................... 74

Property .................................................................................................................................................. 74


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Part V: Appendix ................................................................................................................... 75

Sample Matrix for Project Coordinator (PC) Responsibilities .............................................................................. 76

Sample Project Manager and Construction Manager and Project Coordinator Duties and Responsibilities ..... 79

Sample Role Agreement ...................................................................................................................................... 82

Sample Revised Par ............................................................................................................................................ 84

Construction Contingencies Exposures ............................................................................................................... 89

GMC Systems ...................................................................................................................................................... 90

GMC Cost of Work (Current Bidding Climate) ..................................................................................................... 91

GMC GCs............................................................................................................................................................ 93

Sample Budget Sheet .......................................................................................................................................... 96

Sample Budget: Building Cost ............................................................................................................................. 98

Sample Budget : $110 Million .............................................................................................................................. 99

Sample Budget: $154 vs. $140 Million .............................................................................................................. 104

Sample Project Plan .......................................................................................................................................... 109

Sample Feasibility Study ................................................................................................................................... 114

Sample SD VE ................................................................................................................................................... 127

Sample SD Cost Strategy .................................................................................................................................. 133

Sample Design Development Value Engineering ............................................................................................ 135

Sample Construction Development 50 Value Engineering ............................................................................... 150

Sample Change Order Letter............................................................................................................................. 162


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Introduction to the Facilities Project Managers Guide

Execut ive Summ ary

The Facilities Project Managers Guideis designed to support theCapital Project Delivery ProcessGuide by providing the how to of Project Management for capital projects at CornellUniversity. It is written for Project Managers.

The Capital Project Delivery ProcessGuide describes the whatof Project Management, and waswritten to provide better clarity of the process for project development for clients and usersoutside Facilities Services.

The Facilities Project Managers Guide describes the process for managing large capitalprojects overseen by Facilities Services; it also provides guidelines common to all capitalprojects. Small projects may have a very different structure than large projects. Project size anddifficulty depend on the desired program, scope of work, and the complexity of the space inwhich it is to be constructed. Renovation projects are also addressed, to some degree, in thisguide.

How to Locate the GuideGo towww.fs.cornell.edu

From the drop down box under Policies and Procedures, select Facilities Manager ProjectManagers Guide.
http://www.fs.cornell.edu/fs/download/fs_CPPG.pdfhttp://www.fs.cornell.edu/fs/download/fs_CPPG.pdfhttp://www.fs.cornell.edu/fs/download/fs_CPPG.pdfhttp://www.fs.cornell.edu/fs/download/fs_CPPG.pdfhttp://www.fs.cornell.edu/http://www.fs.cornell.edu/http://www.fs.cornell.edu/http://www.fs.cornell.edu/http://www.fs.cornell.edu/fs/download/fs_CPPG.pdfhttp://www.fs.cornell.edu/fs/download/fs_CPPG.pdfhttp://www.fs.cornell.edu/fs/download/fs_CPPG.pdf


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Summ ary Overv iew of this Guide

The FacilitiesProject Managers Guide is organized into four parts.

Part Idescribes the role of Facilities Servicesin capital project execution and the list ofstakeholdersthat participate in the process along with their principle roles.

Part IIdescribes the project requests and approval processat Cornell.

Part III describes project controls. Presented separately to emphasize its importance, the

controls section describes the systems the University has designed to control the projectbudget and schedule, and presents an overview of the contract tools used to define therelationship between Cornell and the consultants and contractors that work for us.

Part IVoutlines how projects are managedand presents the phasesof a typical project anddescribes what happens in each phase.

This Guide and Other Documents

In addition to this document and the Cornell Project Delivery Guide mentioned above, there

are two additional reference tools available to assist project managers when leading projects:

The Cornell Project Management Methodology Guide (CPMM)

The Project Managers Toolbox.

The Cornell Project Management Methodology (CPMM) Guide

The CPMM website is located athttp://projectmanagement.cornell.edu/

The guide can be found at this web address:

http://www.cit.cornell.edu/computer/robohelp/cpmm/cpmm_guidebook.htm

The website contains useful tools such as templates, training announcements, and documentexamples. Although Facilities Project Managers typically have the training and knowledgecovered in this guide, these resources are still valuable for Project Managers who want torefresh and refine their knowledge.

The Project Managers Toolbox

The Project Managers Toolbox is the archive for past PM trainings delivered by FacilitiesServices PM Toolbox team. These materials can be found at
http://projectmanagement.cornell.edu/http://projectmanagement.cornell.edu/http://projectmanagement.cornell.edu/http://www.cit.cornell.edu/computer/robohelp/cpmm/cpmm_guidebook.htmhttp://www.cit.cornell.edu/computer/robohelp/cpmm/cpmm_guidebook.htmhttp://www.cit.cornell.edu/computer/robohelp/cpmm/cpmm_guidebook.htmhttp://projectmanagement.cornell.edu/


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http://www.fs.cornell.edu/fs/PMT/default.cfm

Throughout this guide wewill reference the varioustrainings that have beenoffered and archived as theyrelate to a particular topic.

Facilities Services Websiteand Other Websites

Throughout this guide, therewill be references to theFacilities Services web sitehttp://www.fs.cornell.edu.Many topics are explained indetail under the Resourcesand the Procedures drop-down boxes. For instance, the

Project Managers Toolboxpage found in the Resourceslist provides a library ofresources for capital projectplanning and processes thatwas created specifically forproject managers across theUniversity.

This guide will point thereader to other various web

sites, such as EnvironmentalHealth and Safety, or the Cityof Ithaca, that have relevantinformation on how toperform the tasks outlined inthis guide.
http://www.fs.cornell.edu/fs/PMT/default.cfmhttp://www.fs.cornell.edu/fs/PMT/default.cfmhttp://www.fs.cornell.edu./http://www.fs.cornell.edu./http://www.fs.cornell.edu/fs/PMT/default.cfmhttp://www.fs.cornell.edu/fs/PMT/default.cfmhttp://www.fs.cornell.edu/fs/PMT/default.cfmhttp://www.fs.cornell.edu/fs/PMT/default.cfmhttp://www.fs.cornell.edu/fs/PMT/default.cfmhttp://www.fs.cornell.edu./http://www.fs.cornell.edu/fs/PMT/default.cfm


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Part I: Stakeholders and RolesOne of the most important responsibilities of the Project Manager is to identify the keystakeholders for a capital project. The stakeholders listed in this guide include

Facilities Services

Project Team

Cornell Approval Groups

Consultants and Contractors

Cornell Stakeholders

External Stakeholders

The organizational diagram below shows most of the participants in the execution of Cornellscapital projects. The Core Project Team carries the project from its inception throughcompletion and works with internal and external stakeholders to ensure that their needs aremet across the University and in the community.


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Cornell StakeholdersPDCs Construction Management Contracts & Capital Projects

Cornell Information Technology Cornell Police

Environmental Compliance Office Facilities Management

Government and Community Affairs Office of the University Counsel

PDCs Project Planning and Estimating

Risk Management Transportation and Mail Services

Treasurers Office University Architect

University Engineer University Planner

Utilities & Energy Management

Consultants and

Contractors

Cornell Approval Groups

Core TeamExecutive Group

Primary Customer

Project Executive/Director

Project Manager

Construction Manager

Project Coordinator

External Stakeholder GroupsCity, State and Federal Agencies

Building Inspector

Planning and Development Boards

Other Boards


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Faci li t ies Services: Key Departments

Facilities Services is an administrative support division that includes many of the departmentstypically involved in capital projects. In this section, we will briefly outline some of these keydepartments and their roles in capital projects:

Contracts & Capital Projects

Contract Colleges Facilities

Facilities Management

Planning, Design and Construction

Office of the University Architect

Utilities and Energy Management

The Office of the Vice President, Facilities Services serves Cornell through the planning,design, construction, operation and ongoing maintenance of University facilities. All of thedepartments in Facilities Services may participate as stakeholders in the Project Delivery

Process. Two of the departments, Contract Colleges Facilities and Planning, Design andConstruction, play a central role in the management of projects for customers outside theFacilities Services Division. Contracts & Capital Projectsalso plays a central role in executingthe contracts and administering the payments associated with the contracts. The role of thesethree departments, along with others, in the execution of Cornells capital projects issummarized below.

TheContracts & Capital Projects Office(C&CP) has two primary functions:

The formation and management of facilities-related contracts;The financial tracking support for Project Managers who manage capital projects.

Contract formation and management services typically include contracts forarchitectural/engineering design, consulting services, testing services, renovations andconstruction services for both capital and non-capital projects.

Financial support includes invoice processing and project tracking to monitor the financialstatus of projects in support of Project Managers who are responsible for capital projects.Further, this office provides regular project status report summaries to the Buildings &Properties Committee of the Board of Trustees.

The Contracts & Capital Projects Office is funded as an enterprise and charges both on anhourly rate and on a lump sum basis for its services.

The Contract Colleges Facilities Office (CCF) manages the Contract Colleges Capital Planincluding project development, initiation, and execution. They facilitate the management ofState University Construction Fund (SUCF) projects and provide project management forCollege and University funded capital projects for the Contract Colleges (State campus). TheContract Colleges Facilities Office is funded by an appropriation.
http://www.contractsandcapitalprojects.cornell.edu/http://www.ccf.cornell.edu/http://www.ccf.cornell.edu/http://www.fm.cornell.edu/http://www.fm.cornell.edu/http://www.pdc.cornell.edu/http://www.pdc.cornell.edu/http://www.fs.cornell.edu/ua/http://www.fs.cornell.edu/ua/http://www.utilities.cornell.edu/http://www.utilities.cornell.edu/http://www.contractsandcapitalprojects.cornell.edu/http://www.contractsandcapitalprojects.cornell.edu/http://www.contractsandcapitalprojects.cornell.edu/http://www.ccf.cornell.edu/http://www.ccf.cornell.edu/http://www.sucf.suny.edu/http://www.sucf.suny.edu/http://www.sucf.suny.edu/http://www.ccf.cornell.edu/http://www.contractsandcapitalprojects.cornell.edu/http://www.utilities.cornell.edu/http://www.fs.cornell.edu/ua/http://www.pdc.cornell.edu/http://www.fm.cornell.edu/http://www.ccf.cornell.edu/http://www.contractsandcapitalprojects.cornell.edu/


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Project Design and Construction (PDC) provides project management services for generalbuilding and renovation projects in its Science and Technology and Architectural sectionsProjects that are somewhat trade specific, such as a mechanical upgrade or structural repair,are generally managed in one of the PDC Engineering sections. PDC is funded as an enterpriseand bills on an hourly rate for project management services.

Project Planning and Estimating(PP&E) is often the first point of contact when considering arenovation or small project. This group provides estimates for work and architectural design

services that in most cases are constructed by the PDC Shops. Projects that are constructed bythe PDC Shops may be managed within one of the Shops or by one of the aforementionedsections.

PDC also includes a Construction Managementsection that specializes in the management ofthe construction phase of our medium and large building projects.

The Campus Planning Office and the University Architect become involved in any newbuilding project and any other project that impact the physical campus of the University. Seethe PM Toolbox training:The Campus Planning office in Capital Projects.

Maintenance Management provides an ADA Coordination function that serves to assist

Project Managers in the ADA accessibility implications of their projects. For every projectProject Managers should conduct a preliminary review to determine what, if any, elementswill impact accessibility in the interim (construction) or long term for their project. If theirprojects have implications for accessibility in either the short or long terms, the ADACoordinator should be involved. If it is unclear if there are any elements for accessibilityconsultation with the ADA Coordinator for determination is recommended.
http://www.pdc.cornell.edu/http://www.pdc.cornell.edu/http://www.pdc.cornell.edu/ppe/pdc_ppeservicepe.cfmhttp://www.pdc.cornell.edu/ppe/pdc_ppeservicepe.cfmhttp://www.pdc.cornell.edu/pdc/cm/pdc_ldcm.cfmhttp://www.pdc.cornell.edu/pdc/cm/pdc_ldcm.cfmhttp://www.pdc.cornell.edu/pdc/cp/pdc_ldcp.cfmhttp://www.pdc.cornell.edu/pdc/cp/pdc_ldcp.cfmhttp://www.fs.cornell.edu/ua/http://www.fs.cornell.edu/ua/http://www.fs.cornell.edu/fs/PMT/Stakeholders/Campus%20Planning%20Office.pdfhttp://www.fs.cornell.edu/fs/PMT/Stakeholders/Campus%20Planning%20Office.pdfhttp://www.fs.cornell.edu/fs/PMT/Stakeholders/Campus%20Planning%20Office.pdfhttp://www.fm.cornell.edu/fm/maint/fmn_ldmaint.cfmhttp://www.fm.cornell.edu/fm/maint/fmn_ldmaint.cfmhttp://www.fm.cornell.edu/fm/maint/fmn_ldmaint.cfmhttp://www.fs.cornell.edu/fs/PMT/Stakeholders/Campus%20Planning%20Office.pdfhttp://www.fs.cornell.edu/ua/http://www.pdc.cornell.edu/pdc/cp/pdc_ldcp.cfmhttp://www.pdc.cornell.edu/pdc/cm/pdc_ldcm.cfmhttp://www.pdc.cornell.edu/ppe/pdc_ppeservicepe.cfmhttp://www.pdc.cornell.edu/


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Project Team

Core Team

Executive Group

Primary Customer

Project Executive / Director

Project Manager


Project Coordinator

The Core Team for a project includes, at a minimum, the Primary Customer and the ProjectManager. The Core Team may also include a Construction Manager, a Project Coordinator, aProject Director and others who are directly involved with the project. The Core Team mayreport to an Executive Group.

Executive Group

Larger, more complex projects (e.g., new buildings, laboratory renovations) often have anExecutive Group. The Executive Group makes strategic project decisions that don t requireapproval by the senior University administrators who represent the Capital Funding andPriorities Committee (CF&PC)or theBuildings and Properties Committee(B&P) of the Boardof Trustees, and makes recommendations for decisions that do require such approvals. Thegroup stays informed of project progress and challenges, and provide guidance to the CoreTeam. The Executive Group is selected by and may be chaired by the Executive Vice Presidentfor Finance and Administration. Alternatively the Group may be chaired by the Dean or VicePresident of the College or Division sponsoring the project.

Other members typically include the following:

The Department Directors who will use or administer the new space;

Someone from the Office of Planning and Budget , if central University funds areinvolved;

TheVice President for Facilities Servicesor theDirector of Project Design andConstruction;

Others associated with the project.

The Core Project Team acts as staff to support the Executive Group, and may provide theagenda for the meetings. When properly configured and chaired, the Executive Groupprovides a valuable forum for debating and resolving project issues and establishing strategicproject goals and direction.

Primary Customer

The Primary Customer establishes the desired program (scope) and works with the ProjectManager to define schedule and budget for the project. The Primary Customer may be the
http://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/VP/http://www.fs.cornell.edu/VP/http://www.fs.cornell.edu/VP/http://www.pdc.cornell.edu/pdc/about/pdc_director.cfmhttp://www.pdc.cornell.edu/pdc/about/pdc_director.cfmhttp://www.pdc.cornell.edu/pdc/about/pdc_director.cfmhttp://www.pdc.cornell.edu/pdc/about/pdc_director.cfmhttp://www.pdc.cornell.edu/pdc/about/pdc_director.cfmhttp://www.pdc.cornell.edu/pdc/about/pdc_director.cfmhttp://www.fs.cornell.edu/VP/http://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfm


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eventual user of the finished project, or may be acting on behalf of the user. The PrimaryCustomer may be an individual or a group of people. If the latter, the Primary Customergroup is encouraged to identify a single individual to work with the Project Manager andserve as program manager.

Project Executive / Director

Construction programs consisting of a series of capital projects or a very complex single

project (e.g. residential initiatives, new science buildings), may have a ProjectExecutive/Director (PE/PD). The purpose of this position is to ensure that the sequence ofcapital projects are coordinated and meet the overall scope, schedule and budget goals of theUniversity. The PE/PD is generally a senior staff member in the Facilities Services Divisionand serves to guide the project team.

Project Manager

The principle responsibility of the Project Manager is to deliver the project within the scopeschedule, and budget agreed to by all of the stakeholders of the project. The Project Managermay delegate tasks to other project team members, but still retains the responsibility for projectsuccess. One of the key responsibilities of the Project Manager is to communicate and consultwith all of the various stakeholders. In one of the sections below in this guide, you will find thenumerousproject stakeholderswho may have a stake in capital projects. The Project Manageris responsible for including those stakeholders relevant to the project, and establishing abalance between the sometimes conflicting goals of project stakeholders and between thevarious elements of the project (scope, schedule, budget, etc.).


Larger projects (>$2M) typically use the services of a Construction Manager (CM) whomanages the construction phase of the project and who is the single point of contact for theContractor. The split of project tasks between the Project Manager and Construction Manager

is not fixed; however, the Project Manager retains responsibility for the overall success of theproject, budget and design.

Project Coordinator

Larger projects typically have a Project Coordinator (PC) who assists the Project ManagerPCs also manage projects that range in value from $50,000 to $500,000 having the sameresponsibilities as a Project Manager. The PC provides both administrative support to theproject team, and technical support to the project. PCs play a major role in large and smallprojects, from inception of the project through to close-out.

Project Coordinator ResponsibilitiesThe PC Matrix is a sample guide for the roles and responsibilities of each of the threelevels of Project Coordinator (PC1, PC2, and PC 3). The roles may be assigneddifferently for each project and depending on the expereineces of thos involved. Theymay also change as the project progresses.

See: Sample Matrix for Project Coordinator (PC) Responsibilities


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Role Agreement

The Project Manager, Construction Manager and Project Coordinator project teamshould start with "PM-CM-PC Responsibility agreement in which they agree on roles.

Below are samples of how the Project Manager (PM) , Project Coordinator (PC), and inthe first sample, the Construction Manager (CM) can create a clear understanding ofwhat role each plays in a project. Each project will be unique, so please use this as aguide.

SeeSample Role Agreement

SeeSample Project Manager and Construction Manager and Project Coordinator Dutiesand Responsibilities


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Cornel l App roval Groups

The PM is responsible for coordinating timely authorizations and approvals of the variousphases of the project with the following Approval Groups:

Executive Vice President for Finance and Administration(EVP) orProvost;

Capital Funding and Priorities Committee (CF&PC- members include SeniorAdministration of the University);

Buildings and Properties Committee(B&P - a committee of the Board of Trustees).

TheProject Approval Request(PAR) is the principle document for seeking authorizations andapprovals. (See Part IIof this guide.) A PAR is required for any capital project with a totaproject budget greater than $50,000. The approvals required for a project are dependent on thetotal budget.

PROJECT IS AUTHORIZED/APPROVED WHEN.

TOTAL COSTOF PROJECT

PAR signature listcomplete

Capital Funding andPriorities Committeeapproves (CF&PC)

Buildings andProperties Committee(B&P) and ExecutiveCommittee(funding/financing)approves

$50K- $500K (Referred to as a SignaturePAR.)

$500K - $5M

> $5M

See Part II: Project Requests and Approval Process to learn more about the differenttypes ofPARSandhow to fill them out.

SeePart II: Project Requests and Approval Processfor more on the approval process.
http://www.fs.cornell.edu/fs/about/fs_org.cfmhttp://www.fs.cornell.edu/fs/about/fs_org.cfmhttp://provost.cornell.edu/http://provost.cornell.edu/http://provost.cornell.edu/http://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/gtd/http://www.fs.cornell.edu/fs/gtd/http://www.fs.cornell.edu/fs/gtd/http://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/gtd/http://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://provost.cornell.edu/http://www.fs.cornell.edu/fs/about/fs_org.cfm


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Consul tants and Contractors

Cornells facility capital projects are

generally designed by architectural and engineering consultants (A/E);

built by contractors, with the construction managed by construction managers.

The Project Manager is responsible for insuring that

the A/E and contractors are selected using approvedprocesses.

appropriatecontract documentsare executed

the work of the A/E and contractor is properly managed.

The Project Manager is generally the Universitys point person with the A/E.

As mentionedabove,theCMserves as point person for the contractor.

Note:

PDChas an in-house design groupthat provides A/E services for renovation projects up toabout $1M.

ThePDC Shopsoccasionally compete for construction of projects up to about $1M.

See the FS website for more on architect/engineer procurement process. Also see the PMToolbox training, Architect-Engineer Procurement.

See the Quality control section below for proper management of contractors. Also see theContractor Qualifications information.
http://www.pdc.cornell.edu/http://www.pdc.cornell.edu/http://www.pdc.cornell.edu/http://www.pdc.cornell.edu/pdc/shops/pdc_ldshop.cfmhttp://www.pdc.cornell.edu/pdc/shops/pdc_ldshop.cfmhttp://www.pdc.cornell.edu/pdc/shops/pdc_ldshop.cfmhttp://www.fs.cornell.edu/fs/IR/fs_aeselection.cfmhttp://www.fs.cornell.edu/fs/IR/fs_aeselection.cfmhttp://www.fs.cornell.edu/PMT/Basic%20Skills/Architect%20Engineer%20Procurement.pdfhttp://www.fs.cornell.edu/PMT/Basic%20Skills/Architect%20Engineer%20Procurement.pdfhttp://www.contractsandcapitalprojects.cornell.edu/ccp/ir/ccp_contractorqual.cfmhttp://www.contractsandcapitalprojects.cornell.edu/ccp/ir/ccp_contractorqual.cfmhttp://www.contractsandcapitalprojects.cornell.edu/ccp/ir/ccp_contractorqual.cfmhttp://www.fs.cornell.edu/PMT/Basic%20Skills/Architect%20Engineer%20Procurement.pdfhttp://www.fs.cornell.edu/fs/IR/fs_aeselection.cfmhttp://www.pdc.cornell.edu/pdc/shops/pdc_ldshop.cfmhttp://www.pdc.cornell.edu/


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Cornel l Stakehold ers

Cornell has numerous departments and individuals who play a role in our capital projectsThe PM is responsible for including them as appropriate to the project. Possible stakeholdersare:

Alumni Affairs Construction Management Office

Contracts & Capital Projects Office

Cornell Information Technologies

Cornell Police

Environmental Compliance and Sustainability Office

Environmental Health and Safety


Government and Community Relations Office

Maintenance Management

Office of the University Counsel

Project Planning and Estimating

Risk Management

Transportation and Mail Services

Treasurers Office

University Architect

University Budget Office

University Engineer

University Planner


Alumni Affairs and Development

Construction Management Office

PDCs Construction Management Office includes construction managers and projectcoordinators who manage contractors and construction phase activities. Individuals in theConstruction Management Office are frequently members of the project Core Team. TheDirector of Construction Management is also responsible for leading the contractor selectionprocess for PDC-managed projects. Core Teams work with the Director to select pre-construction contractors, construction managers, general contractor bidders lists, and todevelop a construction delivery strategy.
http://www.pdc.cornell.edu/pdc/cm/pdc_ldcm.cfmhttp://www.pdc.cornell.edu/pdc/cm/pdc_ldcm.cfmhttp://www.alumni.cornell.edu/http://www.alumni.cornell.edu/http://www.pdc.cornell.edu/pdc/cm/pdc_ldcm.cfmhttp://www.pdc.cornell.edu/pdc/cm/pdc_ldcm.cfmhttp://www.pdc.cornell.edu/pdc/cm/pdc_cmorg.cfmhttp://www.pdc.cornell.edu/pdc/cm/pdc_cmorg.cfmhttp://www.pdc.cornell.edu/pdc/cm/pdc_cmorg.cfmhttp://www.pdc.cornell.edu/pdc/cm/pdc_ldcm.cfmhttp://www.alumni.cornell.edu/http://www.pdc.cornell.edu/pdc/cm/pdc_ldcm.cfm


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Contracts & Capital Projects Office

Most projects that involve hiring companies to provide labor for design, construction andrenovation work require execution of a contract, as opposed to a purchase order which is usedfor procurement of supplies and/or materials. The C&CP Office writes the Universityscontracts. The C&CP Office also administers theCapital Project System,an accounting systemthat tracks PAR authorizations, budget allocations, and commitments/expenditures associatedwith capital projects.

Cornell Information Technologies

Cornell Invormation Technologies (CIT)can play one of three roles in a facilities project:

Construction Standards: CIT authors construction standards and works with designers onthe design of IT systems, including telecommunication rooms and raceway systems.

Installation and Maintenance: CIT installs and maintains telecommunication equipmentand software across campus and/or manages installation of these systems by contractors.

AV Consulting: CIT provides an audio/visual consulting group that helps project teamsand consultants specify, install and commission high tech A/V systems.

See PMT Trainings Communications Wiring, Phone Services and Data Services and TotaTechnology Integration.

Cornell Police

Cornell Policeparticipate in projects when the following are being addressed:

building security system design

electronic access

video surveillance

intrusion alarm

locations for Blue Light telephones

movement of large construction-related vehicles across campus roadways.

Alumni Affairs and Development

Please see theAlumni Affairs and Developmentweb site for information on this stakeholder.

Environmental Compliance and Sustainability Office

The Environmental Compliance and Sustainability Office (ECOS) provides three distinctservices to project teams:

They are available to lead or support theMunicipal Site Plan Approvalprocess, includingpreparation of environmental assessment forms and presentations to municipal approvalgroups.

They assist in making sure completed projects comply with variousState and Federalregulationsconcerning the protection of air and water resources.

They oversee construction phase preparation and compliance with storm water pollutionprotection regulations and assist with the LEED certification process.
http://www.contractsandcapitalprojects.cornell.edu/http://www.contractsandcapitalprojects.cornell.edu/http://www.contractsandcapitalprojects.cornell.edu/ccp/ir/ccp_projcontrolpayment.cfmhttp://www.contractsandcapitalprojects.cornell.edu/ccp/ir/ccp_projcontrolpayment.cfmhttp://www.contractsandcapitalprojects.cornell.edu/ccp/ir/ccp_projcontrolpayment.cfmhttp://www.cit.cornell.edu/computer/http://www.cit.cornell.edu/computer/http://www.cit.cornell.edu/computer/http://www.fs.cornell.edu/PMT/Stakeholders/CIT/Phone_%20Data%20Service.pdfhttp://www.fs.cornell.edu/PMT/Stakeholders/CIT/Phone_%20Data%20Service.pdfhttp://www.fs.cornell.edu/PMT/Stakeholders/CIT/Total%20Technology%20Integration.pdfhttp://www.fs.cornell.edu/PMT/Stakeholders/CIT/Total%20Technology%20Integration.pdfhttp://www.fs.cornell.edu/PMT/Stakeholders/CIT/Total%20Technology%20Integration.pdfhttp://www.cupolice.cornell.edu/http://www.cupolice.cornell.edu/http://www.alumni.cornell.edu/http://www.alumni.cornell.edu/http://www.alumni.cornell.edu/http://www.alumni.cornell.edu/http://www.alumni.cornell.edu/http://www.eco.cornell.edu/http://www.eco.cornell.edu/ELAR/library.cfmhttp://www.eco.cornell.edu/ELAR/library.cfmhttp://www.eco.cornell.edu/ELAR/library.cfmhttp://www.eco.cornell.edu/ELAR/library.cfmhttp://www.eco.cornell.edu/ELAR/library.cfmhttp://www.eco.cornell.edu/ELAR/library.cfmhttp://www.eco.cornell.edu/ELAR/library.cfmhttp://www.eco.cornell.edu/ELAR/library.cfmhttp://www.eco.cornell.edu/ELAR/library.cfmhttp://www.eco.cornell.edu/ELAR/library.cfmhttp://www.eco.cornell.edu/ELAR/library.cfmhttp://www.eco.cornell.edu/http://www.alumni.cornell.edu/http://www.alumni.cornell.edu/http://www.cupolice.cornell.edu/http://www.fs.cornell.edu/PMT/Stakeholders/CIT/Total%20Technology%20Integration.pdfhttp://www.fs.cornell.edu/PMT/Stakeholders/CIT/Total%20Technology%20Integration.pdfhttp://www.fs.cornell.edu/PMT/Stakeholders/CIT/Total%20Technology%20Integration.pdfhttp://www.fs.cornell.edu/PMT/Stakeholders/CIT/Phone_%20Data%20Service.pdfhttp://www.cit.cornell.edu/computer/http://www.contractsandcapitalprojects.cornell.edu/ccp/ir/ccp_projcontrolpayment.cfmhttp://www.contractsandcapitalprojects.cornell.edu/


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For information on the Green Buildings Oversight Committee, contact the Services TeamatECOS.

See CornellsEnvironmental Compliance and Voluntary Environmental Initiatives

See CornellsGreen Building Guidelines

ECOS Checklist

To better understand how ECOS interacts with capital projects, see thecheckliston itswebsite.

PMs are encouraged to fill out this checklist to help them determine what needs to beconsidered with respect to environmental compliance issues for their projects.

Environmental Health and Safety

Environmental Health and Safety(EH&S) provides four distinct services to project teams.

The Lab Safety group provides advice and review of construction documents for labprojects.

The Fire Protection group provides advice for sprinkler and fire alarm systems.

Document Review for overall code compliance, and assistance with abatement of asbestosand hazardous materials.

EH&S can help with the oversight of construction site safety and review contractor safetyplans.

SeeYour Project and EH&SandEH&S and Construction Servicesin the PMT Training.


Facilities Management(FM) provides maintenance and custodial care for academic buildingsand grounds care for the overall campus. They provide advice and review of constructiondocuments regarding maintainability of building and site elements of the project. They alsoprovide advice to project managers regarding the forecasted operating and maintenance coststhat must be identified and included in Section 8 of PARs.

Maintenance Management

Project managers are encouraged to take advantage of collaboration with the ADACoordinator within Maintenance Managementfor all projects planned. This is available toProject Managers to ensure ADA compliance for every project on Campus.

Office of Government and Community Relations Office

The Office ofGovernment and Community Relations must be involved in the project for allmunicipal approvals or when the project is of interest to Cornells neighbors. Examplesinclude projects that involve construction on the perimeter of campus, that make a noticeablechange in vehicular traffic flow on surrounding streets, or that have other noticeableenvironmental impact.
http://www.eco.cornell.edu/profiles.cfm#Beyershttp://www.eco.cornell.edu/profiles.cfm#Beyershttp://www.policy.cornell.edu/vol2_9.cfmhttp://www.policy.cornell.edu/vol2_9.cfmhttp://www.policy.cornell.edu/vol2_9.cfmhttp://www.fs.cornell.edu/fs/ir/Cornell_Green_Building_Guidelines.pdfhttp://www.fs.cornell.edu/fs/ir/Cornell_Green_Building_Guidelines.pdfhttp://www.fs.cornell.edu/fs/ir/Cornell_Green_Building_Guidelines.pdfhttp://www.eco.cornell.edu/PMChecklist.cfmhttp://www.eco.cornell.edu/PMChecklist.cfmhttp://www.eco.cornell.edu/PMChecklist.cfmhttp://www.ehs.cornell.edu/http://www.ehs.cornell.edu/http://www.fs.cornell.edu/fs/PMT/Quality%20Controls%20and%20Assurance/Your%20Project%20and%20Environment%20Health.pdfhttp://www.fs.cornell.edu/fs/PMT/Quality%20Controls%20and%20Assurance/Your%20Project%20and%20Environment%20Health.pdfhttp://www.fs.cornell.edu/fs/PMT/Quality%20Controls%20and%20Assurance/Your%20Project%20and%20Environment%20Health.pdfhttp://www.fs.cornell.edu/fs/PMT/Quality%20Controls%20and%20Assurance/Your%20Project%20and%20Environment%20Health.pdfhttp://www.fs.cornell.edu/fs/PMT/Quality%20Controls%20and%20Assurance/Your%20Project%20and%20Environment%20Health.pdfhttp://www.fs.cornell.edu/fs/PMT/Quality%20Controls%20and%20Assurance/Your%20Project%20and%20Environment%20Health.pdfhttp://www.fm.cornell.edu/http://www.fm.cornell.edu/http://www.fm.cornell.edu/fm/maint/fmn_ldmaint.cfmhttp://www.fm.cornell.edu/fm/maint/fmn_ldmaint.cfmhttp://www.govrelations.cornell.edu/index.cfmhttp://www.govrelations.cornell.edu/index.cfmhttp://www.govrelations.cornell.edu/index.cfmhttp://www.fm.cornell.edu/fm/maint/fmn_ldmaint.cfmhttp://www.fm.cornell.edu/http://www.fs.cornell.edu/fs/PMT/Quality%20Controls%20and%20Assurance/Your%20Project%20and%20Environment%20Health.pdfhttp://www.fs.cornell.edu/fs/PMT/Quality%20Controls%20and%20Assurance/Your%20Project%20and%20Environment%20Health.pdfhttp://www.ehs.cornell.edu/http://www.eco.cornell.edu/PMChecklist.cfmhttp://www.fs.cornell.edu/fs/ir/Cornell_Green_Building_Guidelines.pdfhttp://www.policy.cornell.edu/vol2_9.cfmhttp://www.eco.cornell.edu/profiles.cfm#Beyers


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Office of the University Counsel

Office of theUniversity Counsel represents Cornells interests with regard to municipal lawand the impact on the community and the University. Projects requiring zoning variances orhaving complex site plan approval processes should involve the University Counsel.

Project Planning and Estimating

PDCs PP&E Office provides project plans, cost estimates, design services and project

management for projects intended for execution by the PDC Shops. When not occupied indesign work intended for the Shops, PP&E is available to prepare architectural designs for bid.

The Manager of PP&E also chairs regular meetings with the City and Town BuildingDepartments.

Core Teams are encouraged to use the PP&E venue to initiate discussions with the City andTown Building Departments.

See the PM Toolbox training onPermits.

Risk Management and Insurance

The Risk Managementand Insurance Department makes decisions regarding required levelsand types of insurance for consultants and contractors, and also analyzes the fiscal health ofthose companies. See more information onRisk Management in Project Managementbelow.

Transportation and Mail Services

Transportation and Mail Servicesworks with project teams to identify parking resources bothfor contractors and to support the finished project. See the Transportation InfrastructureCharge Policy in the Cornell Project Delivery Process, Appendix M.

Treasurers Office

TheUniversity Treasurer(Treasury Management Services):

Arranges debt financing for projects as necessary.

Should be consulted on the source of funding for projects that may have an effect onhistoric/cultural resources. Projects using State of New York funds or State-issued bondswill trigger review by theNYS Historic Preservation Office.

University Architect

The University Architecht (UA):

Leads thearchitect selectionprocess. (See alsoPM Toolboxfor more on architect selection.)

Serves as steward for all architectural matters, including working with theUniversityPlannerin the site selection process.

Makes presentations atCF&PCandB&Pfor approval of project concept and design.

University Budget Office

Please see thisUniversity Budget Officeweb site for information about this stakeholder.
http://vivo.cornell.edu/all/entity?home=65535&uri=http%3a%2f%2fvivo.library.cornell.edu%2fns%2f0.1%23individual21837http://vivo.cornell.edu/all/entity?home=65535&uri=http%3a%2f%2fvivo.library.cornell.edu%2fns%2f0.1%23individual21837http://www.pdc.cornell.edu/ppe/pdc_ppeservicepe.cfmhttp://www.pdc.cornell.edu/ppe/pdc_ppeservicepe.cfmhttp://www.pdc.cornell.edu/ppe/pdc_ppeorg.cfmhttp://www.pdc.cornell.edu/ppe/pdc_ppeorg.cfmhttp://www.fs.cornell.edu/PMT/Basic%20Skills/Permits.pdfhttp://www.fs.cornell.edu/PMT/Basic%20Skills/Permits.pdfhttp://www.fs.cornell.edu/PMT/Basic%20Skills/Permits.pdfhttp://www.risk.cornell.edu/http://www.risk.cornell.edu/http://www.transportation.cornell.edu/http://www.transportation.cornell.edu/http://www.treasury.cornell.edu/http://www.treasury.cornell.edu/http://www.treasury.cornell.edu/http://nysparks.state.ny.us/shpo/http://nysparks.state.ny.us/shpo/http://nysparks.state.ny.us/shpo/http://www.fs.cornell.edu/UA/http://www.fs.cornell.edu/UA/http://www.fs.cornell.edu/UA/http://www.fs.cornell.edu/fs/IR/fs_aeselection.cfmhttp://www.fs.cornell.edu/fs/IR/fs_aeselection.cfmhttp://www.fs.cornell.edu/fs/IR/fs_aeselection.cfmhttp://www.fs.cornell.edu/PMT/Basic%20Skills/Architect%20Engineer%20Procurement.pdfhttp://www.fs.cornell.edu/PMT/Basic%20Skills/Architect%20Engineer%20Procurement.pdfhttp://www.fs.cornell.edu/PMT/Basic%20Skills/Architect%20Engineer%20Procurement.pdfhttp://www.pdc.cornell.edu/pdc/cp/pdc_cporg.cfmhttp://www.pdc.cornell.edu/pdc/cp/pdc_cporg.cfmhttp://www.pdc.cornell.edu/pdc/cp/pdc_cporg.cfmhttp://www.pdc.cornell.edu/pdc/cp/pdc_cporg.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://ms7.dpbwin2k.cornell.edu/OC_Budget_Office.htmhttp://ms7.dpbwin2k.cornell.edu/OC_Budget_Office.htmhttp://ms7.dpbwin2k.cornell.edu/OC_Budget_Office.htmhttp://ms7.dpbwin2k.cornell.edu/OC_Budget_Office.htmhttp://ms7.dpbwin2k.cornell.edu/OC_Budget_Office.htmhttp://ms7.dpbwin2k.cornell.edu/OC_Budget_Office.htmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.pdc.cornell.edu/pdc/cp/pdc_cporg.cfmhttp://www.pdc.cornell.edu/pdc/cp/pdc_cporg.cfmhttp://www.fs.cornell.edu/PMT/Basic%20Skills/Architect%20Engineer%20Procurement.pdfhttp://www.fs.cornell.edu/fs/IR/fs_aeselection.cfmhttp://www.fs.cornell.edu/UA/http://nysparks.state.ny.us/shpo/http://www.treasury.cornell.edu/http://www.transportation.cornell.edu/http://www.risk.cornell.edu/http://www.fs.cornell.edu/PMT/Basic%20Skills/Permits.pdfhttp://www.pdc.cornell.edu/ppe/pdc_ppeorg.cfmhttp://www.pdc.cornell.edu/ppe/pdc_ppeservicepe.cfmhttp://vivo.cornell.edu/all/entity?home=65535&uri=http%3a%2f%2fvivo.library.cornell.edu%2fns%2f0.1%23individual21837


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University Engineer

The University Engineer (UE):

Works with designers to develop concepts for engineered systems.

Maintains theCornell Design and Construction Standards

Ensures that construction documents comply with the Design and Construction Standardsand other standards of quality. In this role, the UE

o meets with the A/E early in the development of the design,

o reviews design documents.

University Planner

The University Planner (UP):

Brings the campus-wide planning context to bear upon the individual project and plays amajor role in site selection.

Advises on the long-term planning impacts of siting decisions, both from the Universitysperspective as well as from the communitys and ensures that decisions are consistent withexisting plans.

Writes the Site Development Guidelines (formely called Site Criteria)for newconstruction projects. (SeeCPDP,Appendix C).

Presents selected sites for approval to the CF&PC .

The Roles of the University Planner and University Architect

Here is what the Project Manager needs to know regarding the responsibilities of theUniversity Architect and the University Planner

UNIVERSITY ARCHITECT UNIVERSITY PLANNERNew buildings Site selection for new building

Building expansions Landscaping, mapping, signage

Exterior building changes Other site design

Major interior building changes Land use questions

Building aesthetics Open space use questions

Exterior building finish or other changes Site Development Guidelines

University Architect Selection leadership Planning consultant selection leadership


Utilities and Energy Managementhas two principle functions:

They work with project teams to identify utility construction methods, including meteringsystems and connections to the various campus distribution networks.
http://www.pdc.cornell.edu/pdc/eng/pdc_engorg.cfmhttp://www.pdc.cornell.edu/pdc/eng/pdc_engorg.cfmhttp://www.pdc.cornell.edu/pdc/eng/pdc_engorg.cfmhttp://cds.pdc.cornell.edu/default.cfmhttp://cds.pdc.cornell.edu/default.cfmhttp://cds.pdc.cornell.edu/default.cfmhttp://www.pdc.cornell.edu/pdc/cp/pdc_cporg.cfmhttp://www.pdc.cornell.edu/pdc/cp/pdc_cporg.cfmhttp://www.pdc.cornell.edu/pdc/cp/pdc_cporg.cfmhttp://www.fs.cornell.edu/fs/download/fs_CPPG.pdfhttp://www.fs.cornell.edu/fs/download/fs_CPPG.pdfhttp://www.fs.cornell.edu/fs/download/fs_CPPG.pdfhttp://www.utilities.cornell.edu/http://www.utilities.cornell.edu/http://www.utilities.cornell.edu/http://www.fs.cornell.edu/fs/download/fs_CPPG.pdfhttp://www.pdc.cornell.edu/pdc/cp/pdc_cporg.cfmhttp://cds.pdc.cornell.edu/default.cfmhttp://www.pdc.cornell.edu/pdc/eng/pdc_engorg.cfm


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They provide advice and review of construction documents for energy saving initiatives.

SeeEnergy ManagementandUtilities Customer Relations - Construction Projects

External Stakehold er Groups

The project team is responsible for acquiring approvals of the following groups external to theUniversity.

Note that the Cornell central campus occupies one county and three municipalities. Tompkins County

City of Ithaca

Town of Ithaca

Village of Cayuga Heights

In some instances theVillage of Lansingand theTown of Drydenmay be involved.

Each has unique procedures for permitting and site plan review. The following is intended tobe a very general overview of these processes.

Building Inspector and Fire Marshall

The Building Inspector generally works with the project team and the Architect/Engineerduring design of the project to prepare a strategy for code compliance. The Building Inspectormay include theFire Marshallto gain consensus on things such issues as fire truck access tothe project site, design of fire protection systems, and proposals for handling flammablematerials.

Although Cornells contractors generally apply for building permits and arrange forinspections themselves, most jobs require the Project Manager to facilitate discussions andresolution of code issues duringconstructionand projectclose-out phases.

Community/Neighborhood Associations

Cornells campus is surrounded by many neighborhoods, each of which has an association ofhomeowners. CornellsOffice of Government and Community Relationsnormally arranges formeetings with these groups as appropriate to keep them informed of projects near theirneighborhoods.

Planning and Development Boards

As mentioned above, Cornells central campus in Ithaca occupies Tompkins County and threemunicipalities (CityandTownof Ithaca,Village of Cayuga Heights).

Each has a unique Environmental Quality Review and Site Plan Review and approval process,and the PM is responsible for ensuring the timely engagement of the various staff andplanning board groups. SeeECOSs Environmental and Local Approvals Resource (ELAR)site for information. Also see the PM Toolbox training called ELAR Website Review.
http://www.utilities.cornell.edu/utl_energy.htmlhttp://www.utilities.cornell.edu/utl_energy.htmlhttp://www.utilities.cornell.edu/utl_energy.htmlhttp://www.utilities.cornell.edu/utl_custrel_construction.htmlhttp://www.utilities.cornell.edu/utl_custrel_construction.htmlhttp://www.utilities.cornell.edu/utl_custrel_construction.htmlhttp://www.co.tompkins.ny.us/http://www.co.tompkins.ny.us/http://www.cityofithaca.org/http://www.cityofithaca.org/http://www.town.ithaca.ny.us/http://www.town.ithaca.ny.us/http://www.cayuga-heights.ny.us/http://www.cayuga-heights.ny.us/http://www.vlansing.org/http://www.vlansing.org/http://www.vlansing.org/http://www.dryden.ny.us/http://www.dryden.ny.us/http://www.dryden.ny.us/http://www.cityofithaca.org/index.asp?Type=B_BASIC&SEC=%7bD545B01B-4614-424D-A21A-7326BABF3C07%7dhttp://www.cityofithaca.org/index.asp?Type=B_BASIC&SEC=%7bD545B01B-4614-424D-A21A-7326BABF3C07%7dhttp://www.ithacafire.org/http://www.ithacafire.org/http://www.ithacafire.org/http://www.govrelations.cornell.edu/http://www.govrelations.cornell.edu/http://www.govrelations.cornell.edu/http://www.cityofithaca.org/http://www.cityofithaca.org/http://www.cityofithaca.org/http://www.town.ithaca.ny.us/http://www.town.ithaca.ny.us/http://www.town.ithaca.ny.us/http://www.cayuga-heights.ny.us/http://www.cayuga-heights.ny.us/http://www.cayuga-heights.ny.us/http://www.eco.cornell.edu/ELAR/http://www.eco.cornell.edu/ELAR/http://www.eco.cornell.edu/ELAR/http://www.eco.cornell.edu/ELAR/http://www.eco.cornell.edu/ELAR/http://www.fs.cornell.edu/PMT/Approvals/ELAR%20Website%20Review.pdfhttp://www.fs.cornell.edu/PMT/Approvals/ELAR%20Website%20Review.pdfhttp://www.fs.cornell.edu/PMT/Approvals/ELAR%20Website%20Review.pdfhttp://www.eco.cornell.edu/ELAR/http://www.cayuga-heights.ny.us/http://www.town.ithaca.ny.us/http://www.cityofithaca.org/http://www.govrelations.cornell.edu/http://www.ithacafire.org/http://www.cityofithaca.org/index.asp?Type=B_BASIC&SEC=%7bD545B01B-4614-424D-A21A-7326BABF3C07%7dhttp://www.dryden.ny.us/http://www.vlansing.org/http://www.cayuga-heights.ny.us/http://www.town.ithaca.ny.us/http://www.cityofithaca.org/http://www.co.tompkins.ny.us/http://www.utilities.cornell.edu/utl_custrel_construction.htmlhttp://www.utilities.cornell.edu/utl_energy.html


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Other Boards

These include zoning boards for projects requiring some form of variance. The City of Ithacahas anIthaca Landmarks Preservation Commissionthat must approve projects in the City thataffect historic resources that are Designated Landmarks and Designated Historical Districts.
http://www.cityofithaca.org/http://www.cityofithaca.org/index.asp?Type=B_BASIC&SEC=%7B2EAD3CB7-DA0C-4D24-831A-8894D49863B5%7D&DE=%7B7E600056-3780-4C14-AEC5-6A8F1B33FFCA%7Dhttp://www.cityofithaca.org/index.asp?Type=B_BASIC&SEC=%7B2EAD3CB7-DA0C-4D24-831A-8894D49863B5%7D&DE=%7B7E600056-3780-4C14-AEC5-6A8F1B33FFCA%7Dhttp://www.cityofithaca.org/index.asp?Type=B_BASIC&SEC=%7B2EAD3CB7-DA0C-4D24-831A-8894D49863B5%7D&DE=%7B7E600056-3780-4C14-AEC5-6A8F1B33FFCA%7Dhttp://www.cityofithaca.org/index.asp?Type=B_BASIC&SEC=%7B2EAD3CB7-DA0C-4D24-831A-8894D49863B5%7D&DE=%7B7E600056-3780-4C14-AEC5-6A8F1B33FFCA%7Dhttp://www.cityofithaca.org/


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Part II: Project Requests and Approval Process

Cornel l Univers i ty A pprov al Process

Building maintenance, renovation and new construction projects with total costs exceeding$50K are designated as capital projects.

TheTransaction Authority Policy - Procedure for Processing Facilities Projectsestablishes costthresholds and associated approvals.

Schedulesfor Capital Funding and Priorities Committee (CF&PC)andBuilding and PropertiesCommittee (B&P) meetings are published by the Vice President for Facilities Services officeeach summer for the upcoming academic year, and include dates for submission of enablingdocuments.

PMs should note that all requests and presentations to the Buildings and Properties

Committee (B&P) must first be authorized by the Capital Funding and Priorities Committee(CF&PC)
http://www.policy.cornell.edu/vol4_2.cfmhttp://www.policy.cornell.edu/vol4_2.cfmhttp://www.policy.cornell.edu/vol4_2.cfmhttp://www.fs.cornell.edu/fs/download/FY07FACApprovalCalendar.pdfhttp://www.fs.cornell.edu/fs/download/FY07FACApprovalCalendar.pdfhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_devofproj.cfmhttp://www.fs.cornell.edu/fs/IR/fs_roleofcfpc.cfmhttp://www.fs.cornell.edu/fs/download/FY07FACApprovalCalendar.pdfhttp://www.policy.cornell.edu/vol4_2.cfm