THE KATZEN ARTS CENTER · Level P3 Foundations, Columns, Walls Level P3 MEP Slab Rough-In and Slab on Grade Level P2 Elevated Slab, Columns, Walls Level P1 Slabs, Columns, Walls Level

THE KATZEN ARTS CENTER

WASHINGTON, DC

Jessica Potkovick Construction Management Option Professor Michael Horman The Katzen Arts Center

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Table of Contents

Executive Summary………………………………………………………………………………2 Detailed Project Schedule……………………………………………………………………......3 Assemblies Estimate ……………………………………………………………………………..9 Contracts……………………………………………………………………………………..…..11 Project Organizational Chart……………………………………………………………...16 Staffing Plan……………………………………………………………………………………..17 Staffing Organizational Chart……………………………………………………………..22 Design Coordination……………………………………………………………………………23 Critical Industry Issues…………………………………………………………………………29 Appendices:

Appendix A: R.S. Means Assemblies Data Appendix B: Assemblies Estimate Backup

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Jessica Potkovick Construction Management Option Professor Michael Horman The Katzen Arts Center Washington, DC October 28, 2004 Analysis of Key Construction Features Executive Summary: The Katzen Arts Center contractual situation and delivery method are appropriate for the project size and complexity. The contract allows Holder to assume a set fee which is added onto the cost of work. The project delivery method benefits American University as it allows them a team with project experience and innovative ideas early in the design phase. The staff size, levels of management and workload are balanced and evaluated on bi-weekly basis. Consistency is responsibilities and evaluation by the Project Manager allows the staff to organize and maintain their tasks as to complete them in a timely manner. The process for MEP system coordination was well-planned and executed on paper. However, the lack of a structural background and review of the final coordination drawings by the Architect has led to conflicts within the field that could have been managed. The PACE seminar allowed the building industry and AE student body to interact on industry issues.

Detailed Project Schedule The Katzen Arts CenterActivity ID Activity Name Original

DurationStart Finish

Project Project Start 433 22-Feb-02 21-Oct-03

A1000 Preconstruction-Design/Budgeting 363 22-Feb-02 15-Jul-03A1010 Site Preparation/Demolition 144 06-May-02 21-Nov-02A1020 Trade Procurement 287 10-Sep-02 15-Oct-03A1030 Permits 242 18-Nov-02 21-Oct-03

SiteworSitework 459 01-May-03 01-Feb-05

A1050 Mobilize 10 01-May-03 14-May-03A1060 Layout 20 01-May-03 28-May-03A1070 Dewatering-Drill Wells and Caps/Install Wells 56 08-May-03 24-Jul-03A1090 Shoring 219 09-May-03 10-Mar-04A1100 Mass Excavation 233 12-May-03 31-Mar-04A1180 Temporary Power 381 13-May-03 26-Oct-04A1080 Trailer Mobilization/Set-Up 17 19-May-03 10-Jun-03A1110 Dewatering 204 24-Jul-03 04-May-04A1120 Deep Foundation NE 10 19-Jan-04 30-Jan-04A1130 Bracing/Excavation - Area D 25 19-Jul-04 20-Aug-04A1140 Deep Foundation NW 21 16-Aug-04 13-Sep-04A1150 Utilities 72 23-Aug-04 30-Nov-04A1160 Landscape/Hardscape 106 07-Sep-04 01-Feb-05A1190 Permanent Power 20 26-Oct-04 22-Nov-04

StructuStructure : C 133 15-Dec-03 16-Jun-04

A1220 Level P2 Foundations, Columns, Walls 33 15-Dec-03 28-Jan-04A1230 Level P2 MEP Slab Rough-In and Slab on Gr... 12 08-Jan-04 23-Jan-04A1240 Level P1 Slabs, Columns, Walls 15 22-Jan-04 11-Feb-04A1250 Level 1,2,3 Slabs, Columns, Walls 50 05-Feb-04 14-Apr-04A1260 Roof C Slabs, Columns, Walls 27 08-Apr-04 14-May-04A1270 Remove Reshores/Quality Control 23 17-May-04 16-Jun-04

StructuStructure : B 94 22-Jan-04 01-Jun-04

A1290 Level P2 Foundations, Columns, Walls 15 22-Jan-04 11-Feb-04A1300 Level P2 MEP Slab Rough-In and Slab on Gr... 10 29-Jan-04 11-Feb-04A1310 Erect Tower Crane #2 5 16-Feb-04 20-Feb-04A1320 Level P3 Foundations, Columns, Walls 15 01-Mar-04 19-Mar-04A1330 Level P3 MEP Slab Rough-In and Slab on Gr... 15 01-Mar-04 19-Mar-04A1340 Level P2 Elevated Slab, Columns, Walls 20 09-Mar-04 05-Apr-04A3780 Level P1 Slabs, Columns, Walls 18 30-Mar-04 22-Apr-04A1350 Level 1,2 Slabs, Columns, Walls 27 12-Apr-04 18-May-04A1360 Roof B Slabs, Columns, Walls 15 12-May-04 01-Jun-04A1370 Remove Reshores/Quality Control 8 20-May-04 31-May-04

StructuStructure : A 149 22-Mar-04 14-Oct-04

A1390 Level P3 Foundations, Columns, Walls 30 22-Mar-04 30-Apr-04A1400 Level P3 MEP Slab Rough-In and Slab on Gr... 30 29-Mar-04 07-May-04A1410 Level P2 Slabs, Columns, Walls 15 26-Apr-04 14-May-04A1420 Level P1 Slabs, Columns, Walls 15 10-May-04 28-May-04A1430 Level 1,2,3 Slabs, Columns, Walls 40 24-May-04 16-Jul-04A1440 Roof A Slabs, Columns, Walls 5 19-Jul-04 23-Jul-04A1450 Remove Reshores/Quality Control 15 26-Jul-04 13-Aug-04

Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct2002 2003 2004 2005

21-Oct-03, Project Start

Preconstruction-Design/BudgetingSite Preparation/Demolition

Trade ProcurementPermits

01-Feb-05, Sitework

MobilizeLayout

Dewatering-Drill Wells and Caps/Install WellsShoring

Mass ExcavationTemporary Power

Trailer Mobilization/Set-UpDewatering

Deep Foundation NEBracing/Excavation - Area D

Deep Foundation NWUtilities

Landscape/HardscapePermanent Power

16-Jun-04, Structure : C

Level P2 Foundations, Columns, WallsLevel P2 MEP Slab Rough-In and Slab on Grade

Level P1 Slabs, Columns, WallsLevel 1,2,3 Slabs, Columns, Walls

Roof C Slabs, Columns, WallsRemove Reshores/Quality Control

01-Jun-04, Structure : B


Erect Tower Crane #2Level P3 Foundations, Columns, WallsLevel P3 MEP Slab Rough-In and Slab on Grade

Level P2 Elevated Slab, Columns, WallsLevel P1 Slabs, Columns, Walls

Level 1,2 Slabs, Columns, WallsRoof B Slabs, Columns, WallsRemove Reshores/Quality Control

14-Oct-04, Structure : A

Level P3 Foundations, Columns, WallsLevel P3 MEP Slab Rough-In and Slab on GradeLevel P2 Slabs, Columns, Walls

Level P1 Slabs, Columns, WallsLevel 1,2,3 Slabs, Columns, WallsRoof A Slabs, Columns, Walls

Remove Reshores/Quality Control

Actual WorkRemaining WorkCritical Remaining WorkMilestone

Summary

© Primavera Systems, Inc. Page 1 of 6



A1620 Level P2 Composite Decking/Studs 5 08-Oct-04 14-Oct-04

StructuStructure : D 42 13-Sep-04 09-Nov-04

A1470 Level P1 Foundations, Columns, Walls 20 13-Sep-04 08-Oct-04A1480 Level P1 MEP Slab Rough-In and Slab on Gr... 25 20-Sep-04 22-Oct-04A1490 Roof Slab 20 13-Oct-04 09-Nov-04

Skin : CSkin : C 125 15-Mar-04 03-Sep-04

A1520 Masonry 35 15-Mar-04 30-Apr-04A1530 Limestone Procurement 45 29-Mar-04 28-May-04A1540 Roofing 60 03-May-04 23-Jul-04A1550 Limestone 85 03-May-04 27-Aug-04A1560 Precast 6 21-Jun-04 28-Jun-04A1570 Skylights 20 19-Jul-04 13-Aug-04A1580 Glass 15 16-Aug-04 03-Sep-04

Skin : BSkin : B 80 03-May-04 20-Aug-04

A1600 Ground Faced CMU 35 03-May-04 18-Jun-04A1630 Roofing 30 21-Jun-04 30-Jul-04A1610 Precast 15 28-Jun-04 16-Jul-04A1640 Glass 15 02-Aug-04 20-Aug-04A3060 Skylights 2 16-Aug-04 17-Aug-04

Skin : ASkin : A 73 21-Jun-04 29-Sep-04

A1660 Ground Faced CMU 35 21-Jun-04 06-Aug-04A1670 Precast 28 19-Jul-04 25-Aug-04A1680 Limestone 42 19-Jul-04 14-Sep-04A1690 Roofing 44 26-Jul-04 23-Sep-04A1700 Skylights 31 18-Aug-04 29-Sep-04A1710 Glass 16 30-Aug-04 20-Sep-04

Skin : DSkin : D 26 10-Nov-04 15-Dec-04

A1730 Exterior Framing 10 10-Nov-04 23-Nov-04A1740 Ground Faced CMU 16 24-Nov-04 15-Dec-04A1750 Backfill Area D 16 24-Nov-04 15-Dec-04

Interior Interior C: P2 185 15-Apr-04 29-Dec-04

A1790 Overhead Electrical 20 15-Apr-04 12-May-04A1800 Mechanical 20 15-Apr-04 12-May-04A1810 Overhead Plumbing 15 15-Apr-04 05-May-04A1820 Interior Partitions 20 22-Apr-04 19-May-04A1830 Ductwork 20 13-May-04 09-Jun-04A1840 Install MEP Equipment 20 13-May-04 09-Jun-04A1850 Fire Protection 20 24-May-04 18-Jun-04A1860 Finishes 93 23-Aug-04 29-Dec-04

Interior Interior C: P1 185 15-Apr-04 29-Dec-04

A1890 Overhead Electrical 20 15-Apr-04 12-May-04A1900 Mechanical 40 15-Apr-04 09-Jun-04A1910 Overhead Plumbing 20 15-Apr-04 12-May-04A1920 Interior Partitions 20 22-Apr-04 19-May-04A1930 Ductwork 20 13-May-04 09-Jun-04A1940 Fire Protection 20 20-May-04 16-Jun-04A1950 Install MEP Equipment 10 27-May-04 09-Jun-04A1960 Manufacture and Install Elevator #3 86 12-Jul-04 08-Nov-04A1970 Finishes 68 27-Sep-04 29-Dec-04

Interior Interior C: 1 81 18-May-04 07-Sep-04


Level P2 Composite Decking/Studs09-Nov-04, Structure : D


Roof Slab03-Sep-04, Skin : C

MasonryLimestone Procurement

RoofingLimestone

PrecastSkylights

Glass20-Aug-04, Skin : B

Ground Faced CMURoofing

PrecastGlassSkylights

29-Sep-04, Skin : A

Ground Faced CMUPrecast

LimestoneRoofingSkylights

Glass15-Dec-04, Skin : D

Exterior FramingGround Faced CMUBackfill Area D

29-Dec-04, Interior C: P2

Overhead ElectricalMechanical

Overhead PlumbingInterior Partitions

DuctworkInstall MEP Equipment

Fire ProtectionFinishes29-Dec-04, Interior C: P1

Overhead ElectricalMechanical

Overhead PlumbingInterior Partitions

DuctworkFire Protection

Install MEP EquipmentManufacture and Install Elevator #3

Finishes07-Sep-04, Interior C: 1




A2000 Mechanical 35 18-May-04 05-Jul-04A2010 Ductwork 35 18-May-04 05-Jul-04A2020 Overhead Electrical and Plumbing 35 18-May-04 05-Jul-04A2030 Fire Protection 30 24-May-04 02-Jul-04A2040 Install MEP Equipment 30 08-Jun-04 19-Jul-04A2050 Interior Partitions 51 29-Jun-04 07-Sep-04

Interior Interior C: 2 162 08-Jun-04 19-Jan-05

A2090 Overhead Electrical 35 08-Jun-04 26-Jul-04A2100 Ductwork 35 08-Jun-04 26-Jul-04A2110 Mechanical 35 08-Jun-04 26-Jul-04A2120 Overhead Plumbing 35 08-Jun-04 26-Jul-04A2130 Fire Protection 35 15-Jun-04 02-Aug-04A2140 Install MEP Equipment 30 29-Jun-04 09-Aug-04A2150 Interior Partitions 41 20-Jul-04 14-Sep-04A2170 Interior Finishes 117 10-Aug-04 19-Jan-05A2180 Equipment Start Up 20 27-Oct-04 23-Nov-04

Interior Interior C:3 192 29-Jun-04 23-Mar-05

A2200 Overhead Electrical 30 29-Jun-04 09-Aug-04A2210 Mechanical 30 29-Jun-04 09-Aug-04A2220 Ductwork 30 29-Jun-04 09-Aug-04A2230 Overhead Plumbing 30 29-Jun-04 09-Aug-04A2240 Fire Protection 30 06-Jul-04 16-Aug-04A2250 Install MEP Equipment 20 20-Jul-04 16-Aug-04A2260 Interior Partitions 26 03-Aug-04 07-Sep-04A2290 Equipment Start Up 10 27-Oct-04 09-Nov-04A2280 Interior Finishes 66 22-Dec-04 23-Mar-05

Interior Interior C: Penthouse 76 13-Jul-04 26-Oct-04

A2310 Overhead Electrical 30 13-Jul-04 23-Aug-04A2320 Ductwork 31 10-Aug-04 21-Sep-04A2330 Mechanical 31 10-Aug-04 21-Sep-04A2340 Overhead Plumbing 31 10-Aug-04 21-Sep-04A2350 Install MEP Equipment 15 10-Aug-04 30-Aug-04A2360 Fire Protection 31 17-Aug-04 28-Sep-04A2370 Interior Partitions 16 24-Aug-04 14-Sep-04A2380 Interior Finishes 30 15-Sep-04 26-Oct-04

Interior Interior B: P3 185 19-May-04 01-Feb-05

A2420 Overhead Electrical 20 19-May-04 15-Jun-04A2430 Mechanical 20 19-May-04 15-Jun-04A2440 Overhead Plumbing 20 19-May-04 15-Jun-04A2450 Interior Partitions 20 26-May-04 22-Jun-04A2460 Ductwork 20 16-Jun-04 13-Jul-04A2470 Install MEP Equipment 20 16-Jun-04 13-Jul-04A2480 Fire Protection 20 23-Jun-04 20-Jul-04A2490 Interior Finishes 87 04-Oct-04 01-Feb-05

Interior:Interior: Mech. Rooms P1 132 24-May-04 23-Nov-04

A2520 Install Chillers and Boilers 15 24-May-04 11-Jun-04A2530 Install Pipe Chillers and Boilers 35 07-Jun-04 23-Jul-04A2540 Install AHU's 41 26-Jul-04 20-Sep-04A2550 Equipment Start UP 20 27-Oct-04 23-Nov-04

Interior Interior B: P2 180 26-May-04 01-Feb-05


MechanicalDuctworkOverhead Electrical and PlumbingFire Protection

Install MEP EquipmentInterior Partitions

19-Jan-05, Interior C: 2

Overhead ElectricalDuctworkMechanicalOverhead PlumbingFire ProtectionInstall MEP Equipment

Interior PartitionsInterior Finishes

Equipment Start Up23-Mar-05, Interior C:3

Overhead ElectricalMechanicalDuctworkOverhead PlumbingFire ProtectionInstall MEP Equipment

Interior PartitionsEquipment Start Up

Interior Finishes26-Oct-04, Interior C: Penthouse

Overhead ElectricalDuctworkMechanicalOverhead Plumbing

Install MEP EquipmentFire Protection


01-Feb-05, Interior B: P3

Overhead ElectricalMechanicalOverhead PlumbingInterior Partitions

DuctworkInstall MEP EquipmentFire Protection

Interior Finishes23-Nov-04, Interior: Mech. Rooms P1

Install Chillers and BoilersInstall Pipe Chillers and Boilers

Install AHU'sEquipment Start UP

01-Feb-05, Interior B: P2




A2570 Overhead Electrical 20 26-May-04 22-Jun-04A2580 Mechanical 20 26-May-04 22-Jun-04A2590 Overhead Plumbing 20 26-May-04 22-Jun-04A2600 Interior Partitions 20 02-Jun-04 29-Jun-04A2610 Ductwork 20 23-Jun-04 20-Jul-04A2620 Install MEP Equipment 20 23-Jun-04 20-Jul-04A2630 Fire Protection 20 30-Jun-04 27-Jul-04A2640 Interior Finishes 82 11-Oct-04 01-Feb-05

Interior Interior B: P1 162 14-Jun-04 25-Jan-05

A2670 Overhead Electrical 30 14-Jun-04 23-Jul-04A2680 Mechanical 30 14-Jun-04 23-Jul-04A2690 Overhead Plumbing 30 14-Jun-04 23-Jul-04A2700 Interior Partitions 30 21-Jun-04 30-Jul-04A2710 Install MEP Equipment 30 26-Jul-04 03-Sep-04A2720 Ductwork 30 26-Jul-04 03-Sep-04A2730 Fire Protection 31 02-Aug-04 13-Sep-04A2750 Paint 25 22-Dec-04 25-Jan-05

Interior Interior B: 1 175 14-Jun-04 11-Feb-05

A2770 Ductwork 35 14-Jun-04 30-Jul-04A2780 Overhead Electrical 35 14-Jun-04 30-Jul-04A2790 Mechanical 35 14-Jun-04 30-Jul-04A2800 Overhead Plumbing 35 14-Jun-04 30-Jul-04A2810 Fire Protection 35 21-Jun-04 06-Aug-04A2820 Interior Partitions 41 26-Jul-04 20-Sep-04A2830 Install MEP Equipment 31 02-Aug-04 13-Sep-04A3080 Composite Decking/Studs 20 15-Sep-04 12-Oct-04A2850 Interior Finishes 101 21-Sep-04 08-Feb-05A2860 Relocate Organ 20 17-Jan-05 11-Feb-05

Interior Interior B: 2 157 12-Jul-04 15-Feb-05

A2880 Ductwork 35 12-Jul-04 27-Aug-04A2890 Overhead Electrical 35 12-Jul-04 27-Aug-04A2900 Mechanical 35 12-Jul-04 27-Aug-04A2910 Overhead Plumbing 35 12-Jul-04 27-Aug-04A2920 Fire Protection 20 19-Jul-04 13-Aug-04A2930 Interior Partitions 41 02-Aug-04 27-Sep-04A2940 Install MEP Equipment 31 30-Aug-04 11-Oct-04A2960 Interior Finishes 111 14-Sep-04 15-Feb-05

Interior Interior A: P1 133 14-Jun-04 15-Dec-04

A3000 Overhead Conduit and Electrical 50 14-Jun-04 20-Aug-04A3010 Ductwork 30 12-Jul-04 20-Aug-04A3020 Mechanical 30 12-Jul-04 20-Aug-04A3030 Overhead Plumbing 30 12-Jul-04 20-Aug-04A3790 Manufacture and Install Elevators #1 and #2 113 12-Jul-04 15-Dec-04A3040 Interior Partitions 30 19-Jul-04 27-Aug-04A3050 Fire Protection 30 19-Jul-04 27-Aug-04A3070 Install MEP Equipment 31 23-Aug-04 04-Oct-04A3100 Elevator #1 and #2 Installation 52 05-Oct-04 15-Dec-04

Interior Interior A: P3 125 28-Jun-04 17-Dec-04

A3130 Ductwork 20 28-Jun-04 23-Jul-04A3140 Overhead Electrical 20 28-Jun-04 23-Jul-04A3150 Mechanical 20 28-Jun-04 23-Jul-04



DuctworkInstall MEP EquipmentFire Protection

Interior Finishes25-Jan-05, Interior B: P1


Install MEP EquipmentDuctwork

Fire ProtectionPaint

11-Feb-05, Interior B: 1

DuctworkOverhead ElectricalMechanicalOverhead PlumbingFire Protection

Interior PartitionsInstall MEP Equipment

Composite Decking/StudsInterior FinishesRelocate Organ15-Feb-05, Interior B: 2

DuctworkOverhead ElectricalMechanicalOverhead Plumbing

Fire ProtectionInterior Partitions

Install MEP EquipmentInterior Finishes

15-Dec-04, Interior A: P1

Overhead Conduit and ElectricalDuctworkMechanicalOverhead Plumbing

Manufacture and Install Elevators #1 and #2Interior PartitionsFire Protection

Install MEP EquipmentElevator #1 and #2 Installation17-Dec-04, Interior A: P3

DuctworkOverhead ElectricalMechanical




A3160 Overhead Plumbing 20 28-Jun-04 23-Jul-04A3170 Fire Protection 20 05-Jul-04 30-Jul-04A3180 Interior Partitions 20 05-Jul-04 30-Jul-04A3190 Install MEP Equipment 20 26-Jul-04 20-Aug-04A3200 Interior Finishes 80 30-Aug-04 17-Dec-04

Interior Interior A: P2 120 05-Jul-04 17-Dec-04

A3230 Overhead Electrical 20 05-Jul-04 30-Jul-04A3240 Ductwork 20 05-Jul-04 30-Jul-04A3250 Mechanical 20 05-Jul-04 30-Jul-04A3260 Overhead Plumbing 20 05-Jul-04 30-Jul-04A3270 Fire Protection 20 12-Jul-04 06-Aug-04A3280 Interior Partitions 10 12-Jul-04 23-Jul-04A3290 Install MEP Equipment 20 02-Aug-04 27-Aug-04A3300 Interior Finishes 85 23-Aug-04 17-Dec-04

Interior Interior A: 1 79 05-Aug-04 23-Nov-04

A3330 Ductwork 36 05-Aug-04 23-Sep-04A3340 Overhead Electrical 36 05-Aug-04 23-Sep-04A3350 Mechanical 36 05-Aug-04 23-Sep-04A3360 Overhead Plumbing 36 05-Aug-04 23-Sep-04A3370 Fire Protection 41 12-Aug-04 07-Oct-04A3380 Interior Partitions 41 26-Aug-04 21-Oct-04A3390 Install MEP Equipment 40 24-Sep-04 18-Nov-04A3420 Equipment Start Up 20 27-Oct-04 23-Nov-04

Interior Interior A: 2 142 02-Sep-04 18-Mar-05

A3440 Overhead Electrical 31 02-Sep-04 14-Oct-04A3450 Mechanical 31 02-Sep-04 14-Oct-04A3460 Ductwork 31 02-Sep-04 14-Oct-04A3470 Overhead Plumbing 31 02-Sep-04 14-Oct-04A3480 Fire Protection 30 10-Sep-04 21-Oct-04A3490 Interior Partitions 40 24-Sep-04 18-Nov-04A3500 Install MEP Equipment 31 15-Oct-04 26-Nov-04A3510 Equipment Start Up 31 27-Oct-04 08-Dec-04A3530 Interior Finishes 96 05-Nov-04 18-Mar-05

Interior Interior A: Penthouse 56 24-Sep-04 10-Dec-04

A3550 Overhead Electrical 30 24-Sep-04 04-Nov-04A3560 Mechanical 30 24-Sep-04 04-Nov-04A3570 Ductwork 30 24-Sep-04 04-Nov-04A3580 Overhead Plumbing 30 24-Sep-04 04-Nov-04A3590 Fire Protection 20 01-Oct-04 28-Oct-04A3600 Interior Partitions 20 01-Oct-04 28-Oct-04A3610 Install MEP Equipment 15 15-Oct-04 04-Nov-04A3620 Equipment Start Up 20 27-Oct-04 23-Nov-04A3640 Interior Finishes 10 29-Nov-04 10-Dec-04

Interior Interior D 111 10-Nov-04 13-Apr-05

A3660 Ductwork 31 10-Nov-04 22-Dec-04A3670 Overhead Electrical 31 10-Nov-04 22-Dec-04A3680 Mechanical 31 10-Nov-04 22-Dec-04A3690 Overhead Plumbing 31 10-Nov-04 22-Dec-04A3700 Install MEP Equipment 16 10-Nov-04 01-Dec-04A3710 Fire Protection 31 17-Nov-04 29-Dec-04A3720 Equipment Start Up 10 02-Dec-04 15-Dec-04


Overhead PlumbingFire ProtectionInterior Partitions

Install MEP EquipmentInterior Finishes17-Dec-04, Interior A: P2

Overhead ElectricalDuctworkMechanicalOverhead PlumbingFire Protection


Interior Finishes23-Nov-04, Interior A: 1


Fire ProtectionInterior Partitions

Install MEP EquipmentEquipment Start Up

18-Mar-05, Interior A: 2

Overhead ElectricalMechanicalDuctworkOverhead PlumbingFire Protection


Equipment Start UpInterior Finishes

10-Dec-04, Interior A: Penthouse

Overhead ElectricalMechanicalDuctworkOverhead Plumbing

Fire ProtectionInterior PartitionsInstall MEP Equipment

Equipment Start UpInterior Finishes

13-Apr-05, Interior D


Install MEP EquipmentFire Protection

Equipment Start Up




A3730 Interior Partitions 25 16-Dec-04 19-Jan-05A3740 Interior Finishes 40 20-Jan-05 16-Mar-05A3750 Quality Control Review 35 24-Feb-05 13-Apr-05

CompleCompletion 148 31-Aug-04 24-Mar-05

A3760 Commissioning/Closeout 148 31-Aug-04 24-Mar-05A3770 Final Completion 1 24-Mar-05 24-Mar-05



Quality Control Review24-Mar-05, Completion

Commissioning/CloseoutFinal Completion



9

Assemblies Estimate

Table 1 is a cost breakdown of the substructure as evaluated using the R.S. Means Assemblies Book. Table 1: Substructure Estimate

Assembly Description Quantity Unit Total Cost

Number Unit Total

Division A Substructure A1010 210

7250 Spread Footings, 3000 psi 204 Each $1,073.00 $218,892.00 A1010 320

1800 Foundation Dampproofing 4178 L.F. $33.48 $139,879.44 A1010 310

2800 Caissons 29 Each $4,433.00 $128,557.00 A1030 120

3360 Slab on Grade 85605 S.F. $3.95 $338,139.75 A2010 110

6300 Wall, Cast in Place 2612 L.F. $165.50 $432,286.00 A2010 110

8300 Wall, Cast in Place 1566 L.F. $230.00 $360,180.00 A2010 110

6970 Building Excavation & Backfill 3240000 S.F. $4.78 $15,487,200.00 Subtotal $17,105,134.19

For the Detailed Estimate in Technical Assignment #3 I would like to assess the substructure in terms of excavation support systems. In addition, I would like to take a closer look at the cast-in-place concrete structure. By evaluating these items I will be able to research alternate solutions for excavation support at Area “D” and possible cost savings that could be incurred by altering the building layout.


10

Assemblies Estimate Assumptions

• Assume Slab on Grade is non industrial. • Assume Caissons are an average of 4’-0” in diameter. • Caissons cost was divided into a third to better represent the elevation to which it was

drilled. • Averaged the depth and area of footing to select the most common. Average footing depth

was three times the given depth, so I multiplied by three. • Multiplied damp proofing height by three. • Grade Beams are negligible. • 120,000 CY of excavation was given to me by the Project Manager. No take-off was

completed. • Highest cost assumed for excavation square footage.


11

Contracts

Background: The Katzen Arts Center is the first project that Holder has managed for American University. A year or so prior to contractor selection, one of Holder’s Vice Presidents mingled with the University’s CFO at an event. Based on the initial impression that was made and the work that Holder does in the Washington, D.C. area and educational market they were selected as part of a small group to be considered by American University for the Construction Manager position.

Following selection, each firm was sent a copy of the RFP and was asked to prepare both a technical and cost proposal and present them to the American University team. Based on the outcome of this proposal, the group of contractors was short-listed to two firms. Each contractor then had an additional interview with American University’s CFO, Facilities Management, and the project Architect (Einhorn Yaffee Prescott). Post the final interview between American University and the two firms, a Construction Manager was selected: Holder Construction Company. The firms were evaluated on both technicality and cost.

The contract that was signed by American University and Holder Construction Company is the Standard Form of Agreement between Owner and Construction Manager where the Construction Manager is also the Constructor, and where the basis of payment is the cost of work plus fee and there is no guarantee of cost (Standard AIA Document A131). This contract mandates that all contracts held between Holder and the Subcontractors must be Lump Sum. Subcontractor Selection:

Holder held a competitive bid for each of the subcontracts. A list of subcontractors selected

by Holder was given to American University for approval or objection. Any subcontractor objected by American University could not be asked to bid. Approved subcontractors were approached with the project. Each subcontractor was given a period of 1-2 weeks to prepare their bid. In the mean time, Holder’s trade responsible engineers prepared their own takeoff of the work and an Exhibit One. An Exhibit One is a list of work to be performed by the Subcontractor and actions/items required of them as stated/indicated in the Contract Documents. Following the preparation of the Exhibit One, a copy was sent to all subcontractors to complete and return as or with their bids. The subcontractor checks or comments on whether or not they agree to the terms and scope of work in the Contract Documents in addition to providing their quantities and unit prices that were used to prepare their bid. The subcontractors returned their bid or Exhibit One to a trade responsible engineer at Holder where all bids were evaluated “apples to apples” and the lowest bidder was selected.


12

Contracts (cont.)

Holder sends a Letter of Intent (LOI) within 24 hours of awarding the trade. Following the

LOI they send out the contract which includes: • Holder’s Standard Subcontract Agreement • Exhibit One – General Scope of Work • Exhibit A - Request for Payment • Exhibit B – Final Affidavit and Waiver of Lien • Exhibit C – Certificate of Insurance • Exhibit D – Contractor’s Standard Accident Prevention Program • Exhibit E – Contract Drawings and Specifications • Exhibit F – Subcontractors’ Substance Abuse and Drug/Alcohol Testing Policy • Exhibit G - Special Conditions

Important Terms of the American University-Holder Construction Contract:

A few important items to note from the Owner contract are payment terms and “red -flag” clauses. Progress payments and some of these clauses are described below. Progress Payments

Progress Payments are based on one calendar month, ending the last day of the month. The Application of Payment is due to the Owner by the 25th of the month and the Contractor is paid by the last day of the following month. If the Contractor is late turning in their Application for Payment the Owner has 40 days from the day the Application was received to pay the Contractor.

Note: Subcontractors must turn their Applications for Payment into the Contractor by the 20th of the month. The work that can be billed includes all work completed during that period and any material that is stored on site. Purchased materials not stored on site can not be accounted for in the payment request unless there is written approval from the Owner. Failure to Pay If American University does not pay Holder within seven days of the established contract date and Holder gives seven days written notice to American University, Holder can stop work. Work can be at a standstill until the amount signed off on by Einhorn Yaffee Prescott is received. Dispute Resolution (During Construction)

Any dispute must be resolved by Article 4 AIA Document A201. Prior to arbitration, disputes must attempt resolution by the Construction Industry Mediation Rules of American Arbitration Association.


13

Contracts (cont.)

Termination

Termination by the Owner prior to and post approval of the Control Estimate by American University allows Holder Construction Company compensation for the work completed as dictated by Article 14 of AIA Document A201. Changes in Work The Owner can alter, omit, or add scope to the project at any time. However, the Contractor may not proceed with changes to scope without written permission by the Owner. Use of Site All work must be completed between 7:30 AM and 4:00 PM Monday through Saturday. Insurance: American University’s contract with Holder Construction Company requires the following insurance: American University:

• Owner Liability Insurance • Property Insurance • Boiler and Machinery Insurance

Owner Liability Insurance is required to protect American University against any claims that

occur due to operations under the contract. Property Insurance is in the amount of the initial contract value and any subsequent changes to work. According to the Owner contract it insures “… against the perils of fire and extended coverage and physical loss or damage including without duplication of coverage, theft, vandalism, malicious mischief, collapse, false-work, temporary buildings and debris removal including demolition occasioned by enforcement of any applicable legal requirements.” In addition, the property insurance covers portions of work stored off site. Lastly, the Boiler and Machinery Insurance cover objects during installation and until acceptance by American University.

Holder Construction Company:

• Worker’s Compensations and Employees Liability Insurance • General Liability • Property Damage Liability • Contractual Liability • Personal Injury • Umbrella Excess Liability • Automobile Liability • Property Damage


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Contracts (cont.)

The contract requires the above insurance in order to protect Holder against claims which may

arise out of or result from the Contractor’s operations as dictated by the contract. At a minimum insurance must be maintained for a period beginning at date of commencement and ending at date of final payment. Holder’s Contract with all Subcontractors requires the following insurance: Subcontractors:

• Professional Liability Insurance Bonds:

In lieu of Payment and Performance Bonds, Holder is covering all Subcontractors with Subcontractor Default Insurance (subguard). They have elected to do it this way because of the time delay of bringing a payment and performance bond into action. With payment and performance bonds the bonding company is paid “X” dollars and if a Subcontractor defaults they step in to complete the work. The disadvantage is that it is a slow, legal oriented process and in the end the overall project suffers.

With a subguard, Holder pays the insurance company “X” dollars to cover all of the Subcontractors with contracts over $20,000 and the insurance company guarantees the Subcontractors. The process is faster and more direct because it allows the Contractor to evaluate and settle claims in lieu of bringing in third parties. However, its disadvantage is that it is not time tested. With a payment and performance bond you know what to expect, with a subguard the process is unknown. Evaluation: The delivery system selected by American University was a wise choice in my opinion. Hiring a Construction Manager allows American University the benefit of having a team of construction-minded people constantly evaluating the project from start to completion. By hiring Holder Construction Company early they have most likely eliminated a number of constructability issues and have been able to assist American University in keeping within the scope limits they have set for the project. This is done by eliminating, altering, or including scope that the project can benefit from.


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Contracts (cont.) Had this project been delivered with a CM Agent or Design Build, I don’t think it would have been as successful. Using a Construction Manager in lieu of an Agent allows for a team environment and allows a direct connection between American University and the Subcontractors. Whereas with a CM Agent, they would only communicate and advise the Owner in lieu of the circle of feedback between the Architect, Owner, Construction Manager, and Subcontractors that is received by using a Construction Manager. Due to the nature of construction on the project (by component, by zone), American University benefits from this direct communication as it allows the ideas to flow and opportunity for innovative solutions.

The Standard AIA Contract used is a safe way for Holder Construction to receive their fee. Regardless of final cost they will get “X” amount of dollars. This contract type favors them as compared to a GMP. With a GMP there may be opportunity for a greater profit because the fee is unknown to the Owner; however there is also a chance that omissions, etc. can deplete that profit. Using the Standard AIA Contract Document A301 allows for the cost of work plus fee and is a less risky route to take in order to maintain your fee. They are not going to make the highest profit possible, but at the same time Holder does not have to risk profit loss as they might have with a GMP.

Project Organizational Chart

The Katzen Arts Center

Holder Construction Company(Construction Manager)

Einhorn Yaffee Prescott(Architect/Engineer)

Valley Crest Landscape Development, Inc.

(Landscaping/Irrigation)

Rugo & Carosi, LLC (Stone Cladding)

Shapiro and Duncan(Mechanical)

Miller and Long Concrete Construction

(Cast in Place Concrete)

Goldin & Stafford (Demolition/Earthwork/Asbestos

Abatement/Site Utilities)

Primo Electric (Electrical)

Chesapeake Sprinkler Company(Fire Protection)

Alpha Corporation(Civil Consultant)

Fisher Dachs Associates(Theatre Consultant)

Cagley & Associates(Structural Consultant)

Miller, Bean, & Paganell, Inc.(AV & Acoustic Consultant)

Claude R. Engel(Lighting Consultant)

Schnabel(Geotechnical Consultants)

EDAW, Inc.(Landscaping Consultant)

Gordon Contractors, Inc.(Roofing/Waterproofing)

Parkinson Construction Co. (Masonry)

Vienna Glass Company(Glass & Glazing)

Milestone Tarant, LLC (Structural Steel & Misc. Steel)

C.J. Coakley (Drywall/Acoustical Wall Panels)

CM @ Risk with Standard AIA Document 131 (Cost

of Work Plus Fee)

Lump Sum Bid

Unknown

Unknown

American University(Owner)


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Staffing Plan

Background: Holder Construction separates work into Preconstruction and Operations. The Preconstruction staff, on an individual project, generally consists of a team of about three to four people. These people are assigned trades for which they are responsible to bid and award contracts for. After the Preconstruction Staff has awarded the trade and contracts are signed, the project is passed over to the field staff. The Field Staff Organizational Chart begins with Drew Yantis (Executive Vice President) and Tom Shumaker (Vice President). They have been assigned to The Katzen Arts Center project from the beginning when Holder was assigned the contract. They have worked with the Preconstruction team during the bidding process and carry that knowledge over to the field. They are responsible for providing support for the field staff by advising on problems and offering their knowledge and experience. The majority of their time spent on the project is during the planning process and only about 5% of their time will be spent in the field. Under the Vice Presidents are the Project Manager, Engineers, and Office Administrator on one branch and the Superintendent and Field Coordinator on the other. The Project Manager, Engineers and Office Administrator spend the majority of their time in the field office dealing with project controls and field engineering issues. The Superintendent and Field Coordinator work directly with the Subcontractors to make sure that work is being complete in the manner dictated by the Contract Documents and according to schedule.


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Staffing Plan (cont.) Trade Responsibilities:

Trade Responsibilities (Blake Edwards)

Division Activity

2 Landscaping and Irrigation 2 Site Stone 2 Parking Striping 2 Site Utilities 4 Exterior Stone 4 Precast 4 Masonry 5 Steel 7 Expansion Joints/Covers 7 Waterproofing 7 Caulking 8 Skylights 8 Glass and Glazing 15 Fountains

Trade Responsibilities (Derek Minton)

Division Activity

9 Drywall/EIFS/ACT/Door Install/Fabricated Panels/Spray Insulation/Door 14 Elevators 15 Jib Crane 15 Mechanical 15 Fire Protection 1 Dimming/Controls 16 Telecom 16 Security 16 Traffic Signal Work 16 Electrical 17 AV Equipment/Projection Screens 17 Theater Seating


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Trade Responsibilities (David Hyde)

Division Activity

2 Sheeting and Shoring 2 Excavation 2 Dewatering

Trade Responsibilities (Nick Weaver)

Division Activity

2 Site Fencing 2 Asphalt Paving/Curb and Gutter 2 Mini Piles 3 Site Concrete 3 Floor Sealer 3 Concrete Turn Key 6 Millwork 6 Prefab Casework 8 Doors/Frames/Hardware - Material 9 Ceramic Tile 9 Painting/Wall Coverings 9 Carpet/VCT 9 Wood Flooring 10 Window Treatment 10 Toilet Partitions and Accessories/ Fire Extinguishers and Cabinets/Visual Display 10 Signage 10 Appliances 11 Harlequin Flooring 11 Lockers/Wire Partitions 11 Loading Dock Bumpers


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Staffing Plan (cont.) In addition to the individual trade responsibilities, control documents are divided amongst the group and are maintained by the following individuals. All responsibilities are evaluated bi-weekly by the Project Manager in order to make sure that each member of the staff has a balanced workload. David Hyde:

• Internal Pending Items Log • Project Status Worksheet • Cost Projection

Blake Edwards:

• Closeout Logs/Punchlist Process • Field Purchasing Schedule • Owner Meeting Minutes and Agenda

Nick Weaver:

• Project Photos/ Linx Software • Web Master – Prolog • Notification of Compliance Log • Cost Logs • Neighbor Relationship Log • Permit Tracking Log • Submittals • As Built Drawings –RFI Input/Output

Derek Minton:

• Commissioning Program • MEP Coordination Meeting Minutes and Agenda

Erica Solomon:

• Update of my.holder website • Shared Drive/Network Maintenance/Virus Fighting • Contact List • Equipment Logs • Contract Summary Log • Labor Reports • First Source Reporting • Subguard Policy


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Staffing Plan (cont.) Chris Brogdon:

• Construction Schedule • Daily Reports • Weekly Executive Reports

Scott Alexander:

• Maintain Plan Room • MS Utility Log • Safety Program Log • Quality Control Logs

Evaluation: According to David Hyde, the Project Manager, the quantity of staff and distribution of workload is adequate and consistent with the project size. After reviewing the responsibilities of the individuals I agree that the project is well balanced. Each individual has specific trades and responsibilities that they are consistently responsible for which helps them maintain a weekly schedule. They know what they have to do and when the tasks need to be complete. Even though the staff has a balanced workload which is evaluated by the Project Manager there will always be periods of ups and downs in which the individual will have more and less work to do, respectively. The goal of the team is to minimize this wave so that it does not vary much from the normal distribution of work.

Drew Yantis(Executive Vice President)

Tom Shumaker(Vice President)

Blake Edwards (Senior Project Engineer)

Chris Brogdon(General Superintendent)

David Hyde(Senior Project Manager)

Nick Weaver (Project Engineer)

Derek Minton (Project Engineer)

Scott Alexander(Field Coordinator)

Erica Solomon(Field Office Processor)

Field Staff – Organizational Chart Katzen Arts Center


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Design Coordination

On-Site Coordination:

Holder Construction Company’s Standard Subcontract Agreement (Section 7: Job Coordination) states that Subcontractors will be working in the vicinity with other trades, and that they agree to coordinate the work with other work being performed by other trades. This agreement also requires all Subcontractors to attend all meetings conducted by the Contractor and provide reliable information and make commitments with regard to the project timetable. Lastly, the Subcontractor must agree to coordinate all work as necessary with interrelated trades to ensure work is completed in accordance with Contract Documents.

Holder’s Exhibit One, which is part of the Standard Subcontract Agreement, reiterates that all Subcontractors are to attend jobsite coordination meetings as required. In addition, Subcontractors are responsible for coordination of own work with other trades to meet the project schedule requirements. Design Coordination:

The general requirements of the technical specifications define what is required in design coordination, or in this case “coordination drawings”. Coordination drawings as defined by the specifications are “…drawings prepared by Contractor that superimpose work of several trades. Coordination drawings indicate systems and components to be installed by the Contractor to maximize clear height and free area in ceiling cavities, minimize space required by shafts and chases, and provide the most efficient functioning and use of materials possible while complying with the final performance and finish appearance required by the Contract Documents. Coordination drawings are intended to show the relationship and integration of different construction elements that require coordination during fabrication or installation to fit in the space provided, to function as intended, and present the intended final finished appearance.” Scope of Mechanical / Electrical / Plumbing (MEP) coordination required for the project: Division one of the technical specifications requires the following in regards to coordination drawings: Mechanical Work

• Mechanical work, including plumbing, electronic monitoring systems, and controls • Sprinkler and fire protection system • Sizes and bottom elevations of ductwork, piping with insulation • Fire dampers • Acoustical lining in ductwork • Identification of ductwork pressure class


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Design Coordination (cont.)

• Dimensions of major components, such as dampers, valves, diffusers, access doors,

cleanouts and electrical distribution equipment • Fire-rate enclosures around ductwork • Support of all roof mounted piping and equipment • Required space to install, service and maintain all mechanical items and systems

Electrical Work

• Electrical work, including telecommunications, data, security, lighting and fire alarm systems • Runs of vertical and horizontal conduit 1-1/4-inch diameter and larger • Light fixture locations • Emergency egress light locations • Smoke detector, and other fire alarm device locations • Panelboard, switchboard, transformer, cable tray, and motor control center, and exit signs • Location of pull boxes and junction boxes, dimensioned from column center lines • Bottom elevation of all conduit runs 1-1/4-inch diameter and larger and of all cable trays • Support of all roof mounted conduit and photovoltaic equipment, cameras, and security

system devices • Required space to install, service and maintain all electrical items and systems

Fire Protection System

• Locations of standpipes, valves, mains piping, branch lines, pipe drops, and sprinkler heads • Bottom elevation of main and branch lines


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Table 2 indicates the specific coordination between the MEP system and other trade Subcontractors as required by the Contract Documents:

Table 2: Coordination with MEP Systems Division Required Coordination 15510 Hydronic Piping Systems Drawings shall depict piping layout information including at a minimum: pipe routing,

pipe sizes, bottom of pipe elevations, equipment locations and points of connection Coordination size and location of structural steel support dunnage 15712 Draw-Through Cooling Tower Coordinate installation of equipment supports and vibration rails

15785 Sensible Energy Recovery Unit Show penthouse mechanical room layout and relationships between components and adjacent structural and mechanical elements

Coordination drawings should depict ductwork layout information including at a minimum: Duct routing , duct sizes, bottom of duct elevations, equipment locations and points of connection

15800 Air Distribution System

Provide construction details for fittings, supports, and equipment connections 15834 Modular Air Handling Units Show penthouse mechanical room layout and relationships between components and

adjacent structural and mechanical elements 16130 Raceways and Boxes

Reflected ceiling plans drawn to scale and coordinating penetrations and ceiling mounted items. Show the following: Ceiling suspension assembly members, method of attaching hangers to building structure, size and location of initial access modules for acoustical tile, and ceiling mounted items including lighting fixtures, diffusers, grilles, speakers, sprinklers, access panels, and special moldings

16231 Engine Generators Coordinate size and location of concrete bases. Cast anchor bolt inserts into bases. 16410 Enclosed Switches and Circuit

Breakers Coordinate layout and installation of switches, circuit breakers, and components with other construction, including conduit, piping, equipment, and adjacent surfaces. Maintain required workspace clearances and required clearances for equipment access doors and panels.

Coordinate layout and installation of switchboards and components with other construction including conduit, piping, equipment, and adjacent surfaces. Maintain required workspace clearances and required clearances for equipment access doors and panels.

16441 Switchboards

Coordinate size and location of concrete bases. Cast anchor bolt inserts into bases.

Coordinate layout and installation of panelboards and components with other construction that penetrates walls or is supported by them, including electrical and other types of equipment, raceways, piping, and encumbrances to workspace clearance requirements

16442 Panelboards

Coordinate size and location of concrete bases. Cast anchor bolt inserts into bases. Coordinate size and location of concrete bases. Cast anchor bolt inserts into bases. 16461 Dry-Type Transformers Coordinate installation of wall mounting and structure hanging supports

16491 Fuses Coordinate fuse ratings with utilization equipment nameplate limitations of maximum fuse size.

16512 Interior Lighting Coordinate layout and installation of lighting fixtures and suspension system with other construction that penetrates ceilings or is supported by them, including HVAC equipment, fire suppression system, and partition assemblies.


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Shapiro and Duncan(Mechanical)

Primo Electric (Electrical)

Chesapeake Sprinkler Company (Fire Protection)

Einhorn Yaffee Prescott (Architect/Engineer)

Holder Construction Company(Construction Manager)


MEP Coordination:

The Katzen Arts Center’s lead MEP coordinator is Shapiro and Duncan, the Mechanical Contractor. Chart 1 describes the process that Holder and Shapiro and Duncan came up with in order to accomplish MEP system coordination. Coordination Process:

Shapiro and Duncan were to obtain the architectural and structural CADD drawings from the Architect, at which time one of their employees who is both MEP knowledgeable and CADD competent will remove all erogenous materials and overlay the mechanical drawings. Once the CADD operator has completed his overlay, he sends the drawings to Primo Electric, the Electrical Subcontractor. Primo Electric then includes the electrical drawings as to not interfere with the mechanical ductwork, structure, etc. and returns them to Shapiro and Duncan for review. Once the drawings are received by Shapiro and Duncan, they review the drawings to identify any system conflicts. If conflicts are found within the coordination drawings Shapiro and Duncan work with Primo Electric to solve the problem. When all conflicts are solved, Shapiro and Duncan give the drawings to Chesapeake Sprinkler Company. Chesapeake inserts their fire protection drawings and the same interaction occurs between Chesapeake and Shapiro and Duncan until all coordination conflicts are resolved. When system coordination between the MEP subcontractors is complete, they give the drawings to the Architect for review and approval. Any conflicts found by the Architect will then be resolved between the parties with which it effects. Holder’s role during the coordination process is to make sure that all parties are completing their tasks and within the time frame given to them. Chart 1: MEP System Coordination Process Drawings are returned for review

Overlooks the Coordination Process

Einhorn gives Mech. Sub Arch. and Struct. Background

Drawings are passed on Drawings are returned for review

Drawings are passed on Drawings are returned for review


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Actual Coordination Process:

In actuality the MEP system coordination process did not go exactly as planned. The architect gave the architectural drawings to Shapiro and Duncan, but they were unable to obtain the structural background. The structural drawings are a critical aspect of coordination so that conflict between the MEP systems and structure can be avoided, for example, firewalls, ceiling height limitations, etc. Shapiro and Duncan’s CADD operator had to manually draw in the structural elements as taken from a set of drawings. The process of overlaying the drawings went as planned and the drawings were given to Einhorn Yaffe Prescott (Architect/Engineer) for review. However, the drawings have yet to be returned to Shapiro and Duncan with comments and construction has moved forward. Coordination Challenges:

A coordination challenge from the start was not being able to obtain the Structural CADD drawings. There is a greater chance of conflict between the MEP systems and structure due to the fact that the CADD operator has to manually draw the structure in. This creates much room for error. However, the greatest challenge is the building design itself. The structure is cast in place concrete with 45 separate radiuses used during layout. Areas with curvature include the rotundas and oscillating wall at the southwest portion of the building. In addition, the building is not designed with standard elevations. These things make coordination challenging due to the number of up and down turns the systems have to accommodate to stay revealed within the structure. Field Conflicts:

There have been many conflicts during construction which could have been avoided had the Architect given Shapiro and Duncan the structural drawings in lieu of them manually having to enter them. In addition, conflicts may have been avoided if the Architect reviewed the coordination drawings and returned them for adjustments.

A consistent conflict has been fitting the MEP system within the ceiling plenum space. In some areas the cast-in-place structure is not consistent with the drawings, this means that there is less space for the MEP systems and has led to the lowering of some ceilings. This is a struggle between the Architect and Subcontractors because the spaces were designed to create a “feeling” and lowering the ceiling height can impose on this in the eyes of the Architect. This is probably one of the toughest challenges because the occupied levels are MEP intensive and when there is no space left, moving other systems around may be an expensive option.

Other structural conflicts have been resolved by shifting duct, pipe, wires, etc. in an alternate direction and then also adjusting the surrounding work.


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Design Coordination (cont.) Field Conflict Resolution:

Conflicts in the field are resolved in group form, which includes Einhorn Yaffee Prescott, Holder Construction, and the MEP subcontractors. The involved parties meet and make suggestions on how to solve the conflict. The team then evaluates the costs that may/may not be implemented with the suggested solution. Final design changes are decided by the architect; he gives the subcontractors direction to proceed or not to proceed. Changes are added to the contract documents in the form of bulletins.


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Critical Industry Issues

Emerging and Rebounding Markets: Healthcare and Labs The Healthcare and Laboratory market is currently a strong, rebounding market as it has spread from the west to east across the country. Differences in other markets as compared to healthcare are the need for coordination prior to schematic design and time required for the procurement of specialized equipment. Healthcare buildings are very MEP intensive and require planning that will allow user flexibility. The further into design the project is the less opportunity it has for change and the more money it is going to cost the Owner in the long run.

Even though early involvement is very important it is difficult to attain due to state mandated laws. In addition, when an Owner isn’t going to occupy the building for a number of years, they are indecisive on the equipment that is desired because of the technology changes that could occur during that period of time.

One very important issue that was brought up is the connection between the User and the

facility and the struggle to attain both Owner and User needs. The Users have very specific requirements on how things should look and equipment location, as does the Owner. When the Contractor is taking direction from both parties it makes it difficult for decisions to be made and for parties to trust the Contractor. Trust within this market needs to be built and then constantly maintained because of the strong tie the Owner and User have towards the facilities and their work. Thoughts:

During this discussion I was surprised to learn how different customers are in different regions of the country. I understand that assessment of the physical location of a project varies within different parts of the country; however I did not realize how politics and the community could effect how decisions are made.

In addition, I realize that there is a stronger need for constant management of the Users in

this market versus others. I got the impression that they require care and maintenance and that the Contractor needs to do their best to stay one step ahead. Emerging Markets: Green and High Performance Buildings Key questions that came up during this session included whether or not this is a serious market, the real incentive for owners to build a high performance building, the cost impact of building “Green”, and the fine line between Green Building and LEED design in the building industry. Whether or not Green Building is a serious market or if this is just a trend that will pass was questioned. With the current development of LEED and the large amount of press that it is receiving people seem to think that this is a very new market when in actuality groups have been working on green designs for some time.


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Critical Industry Issues (cont.) A large part of the discussion revolved around why Owners are building LEED buildings.

Whether or not there are tax incentives was questioned, the group consensus was that it is done in small part for the tax incentive and mostly for the lower operating costs and the green friendly stigma that will be attached to the Owner.

Lower operating costs come at a price. It was concluded that an Owner will pay

approximately 2-3% more to build green. A cost benefit analysis should be completed in order to figure out if there are potential savings over the life of the building.

Thoughts:

The large confusion between Green Building and LEED certified buildings was very

apparent throughout the discussion, by both the industry members and students. It seems that the terms are used interchangeably as one in the same. This raises questions regarding the effectiveness of some of the LEED credits. A building may be more environmentally friendly and not make the LEED certification. In addition, some buildings with LEED certification have little environmental benefits but still acquire the title. Based on this I think that the effectiveness of the LEED credits should be evaluated through a study of current LEED certified buildings. Are buildings selecting credits based on their environmental usefulness or just to achieve the certification? Will the buildings maintain the integrity of the credit and will they update their systems in the future to maintain that level of environmental consciousness?

Leadership Jump-Start for Entry Level/Undergraduates Desirable qualities such as confidence, initiative, reliability, etc. are things that the building industry is looking for in a new hire. Both students and industry members alike were thinking along the same lines as what is expected in the industry. The difference between a leader and manager was discussed. A leader is someone with outward focus and a manager is someone with inward focus. A good manager does not make a good leader. Leaders who succeed have generally created their own path within the industry and are people who have diversified experience. Leadership and ways to lead as a new hire were discussed. The industry members stated that they see leaders as people who take on opportunities and succeed and people who aren’t afraid to fail (but who calculate risk) amongst other qualities. Thoughts: This discussion was useful in that it helps me better understand my place within the industry after graduation and ways to achieve success. The end of the session led to a discussion regarding what industry members can do to help new hires succeed. The consensus of the group was that we want challenges, but also need initial direction.


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Critical Industry Issues (cont.)

Project Application: I did not feel that the PACE sessions directly related to my thesis project. One topic that is of interest to me however is Green and High Performance Buildings. My project is not going for a LEED certification; however I would like to look at the LEED certification process by evaluating the effectiveness of the credits. This could be done by doing a survey on which credits are most applied for when trying to achieve certification. In addition, research could be completed on issues that are run into when attempting to apply credits: What works? What doesn’t? A key contact for this might be Chris Hewitt of AISC. During the Green and High Performance discussion he mentioned that he served on the LEED Board.