MeetOurPresenters
DavidHartExecutiveVicePresident
JoeStahlmannProjectManager
CapitolProjects• 2000– 2004UtahHouseandSenateExtension
• 2000– 2010UtahCapitolRestorationandBaseIsolation
• 2011– 2017MinnesotaStateCapitolRestoration
• 2014– 2016MinnesotaNewLegislativeOfficeBuilding
• 2015– 2019– WyomingStateCapitolandHerschler OfficeBuildingRemodel
01
CharacteristicsofCapitolProject1.Ownershipislargelyelectedandchangesevery4to6years2. PoliticalbyDesign– VaryingdegreesoftrustbetweenLegislative,ExecutiveandJudiciary3.ManyStakeholders,Voicesandpeoplewhobelievetheyarecapableofmakingtherightdecision4. LackaConstituencyfortheCapitolorComplex– NoonespeaksfortheCapitol5. Restorationisexpensiveduetothegrandeurofthebuildingandschedules6.Governmentnevertakesabreak– Legislaturemeetsannually– WorkmustadjusttoLegislature7. ProgramingandPlanningisnotthetypicalprocessthatproceedsthedesignprocess,itisresolvedlater8. ImpositionofModernConcerns– Technology,Security,LifeSafety,CommitteeRooms……9. Touristdestinationsevenduringconstruction10.SwingSpaceduringconstructionposeschallengesinlogistics,communications,workflow11.ConfusionabouthowtogetstartedThereisapositivewayforward– Theseprojectsareabletobedoneanddonewell!
CapitolsandCapitolProject03
TypicalStepsintheDesignProcess1. Owneridentifiesaninternalneedforafacility2. Budgetisdevelopedquicklywithmanyassumptions– politicalpressuredrivesthebudget3. Scheduleisassumedbasedonpastprojectsofsimilarsize4. Seekfundingfordesignandconstructionservices5. Hireadesignfirmtodoprograming,planning,studies6. Stakeholderaretalkedto,designsarecompleted7. OwnerretainsContractor/CMr orothertoconstruct8. OwnerretainsPMtobasicallymanagetherelationshipbetweenthearchitectandthecontractorOutcomes:1. Capitolsarenotlikeotherprojects– Large,Complex,PoliticallyMessy,- ChallengesOccurimmediately2. Changes,scheduleimpacts,delayscanalloccurwithchange3. TensionsincreasebetweentheLegislativeandExecutiveBranch'sofGovernmentandFingerPointingoccurs4. Newscoverageisnotpositive,Anxietylevelsincrease.
CommonCapitolPitFalls04
ChangetheProcess:1. Identifyaneed2. SeekcouncilfromanOwnerRepresentativewhohasdoneCapitolsorLegislativeprojectssuccessfully3. CreateaGovernanceCommittee,Board,Commissionthathasbroadauthoritytoact4. ListentoLeadership,ExecutiveBranch– Governor,LegislatureBranch– Assembly/HouseandSenate5.UnderstandandidentifytheexpectationsandguidingprinciplesfromLeadership– projecttofollow6. ClearlyDefinetheproject,quality,quantity,scopeandschedule– ComprehensiveMasterPlan7.AlignthetypeofProcurementMethodwiththeguidingprinciplesandprojectdefinition8.WorkwithLeadershiptodeterminefeasibilityandfunding9. Retaintherightprofessionals(Architects,Engineers,Builders….)fortheproject10. AllowtheProfessionalstodowhattheydobest,whiletheOwnerRepresentativeworkwithLeadership
WecallthisEarlyProjectDefinitionandAlignment(EPD&A)
RecommendedCapitolProcess05
• Procurement– Projectdeliverymethods• Projectestablishmentandorganizationframeworkandstructure
• Budgetmanagement• Schedulemanagement• Designmanagement• Security• Seismicconsideration– Structuralinformation• OverallOwnerInvolvement
• ManagementPlanning– Outlinedevelopmentofoverallprocess
OutlineforToday’sDiscussion
RecommendedProcess(Demystification)
07
City Planning
EPA
Agency
Chamber of Commerce
DepartmentStreets &
Highways
Beautification Commission
Unions
OSHA
Fire Marshall
Public Works
Street and Highways
ADA
EPA
HistoricalPreservation
Sub-subManufacturer
Supplier
Manufacturer
Manufacturer
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ManufacturerSub-sub
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Sub-sub
Supplier
SupplierToilet compartments
& accessoriesCompressors and
fan units
Concretereinforcement
Architecturalwoodwork
Roughframing
MetalfabricationsSignageVacuum
systems
Buildingspecilaties
HaulingRoof and site
drainageGrading &excavation
Metalfabrications
LockersMoistureprotection
Striping Stucco
Wallcoverings
Concretesupply
Doors andframes
Hardware RO waterCountertops
Food service Glass & glazingFencingSecuritysystems
Soiltreatment
Structuralsteel
CleaningCarpeting Ductwork FlooringLandscapingand planting
MechanicalInsulation
Sealants &caulking
SkylightsWindowwall
Block andbrick
FirestoppingControlwiring
FlagpolesNetworkwiring
Metal wall &roofing panels
Pools andfountains
MillworkSite
sprinklersTermitecontrol
Windowcoverings
Buildinginsulation ElevatorsTile
Roofhatches
PlumbingMoldcontrol
OverheaddoorsDemolition
Concreteformwork
Flashing &sheet metal
Windows, glass &glazing
Telecommunications consultant
Audio Visualconsultant
MechanicalEngineer
Electricalengineer
Testing andInspection
Life Safetyconsultant
Civil engineerGraphics and
signageconsultant
Designarchitect Network
cablingconsultant
Codeconsultant
SystemQualityControl
ScheduleControl
ConstructionAgent
UsersUsersUsers
Users
Users
Users
UsersUsers
Acousticalconsultant
Sanitaryengineer
Food serviceconsultant
Securityconsultant
UsersUsers
Users
Users
Users
Users
UsersUsers
UsersUsers
Users
Users
Users
Users
Users
Users
Users
Users
Users
Users
Users
UsersUsers
Users
Administrators
Users
Users
Users
Users
Users
Users
Users Users
ContractingCost Control
Structuralengineer
Architect ofrecord
AcousticalConsultant
Hardwareconsultant Lighting
consultant
Contruction
Erosioncontrol
OrnamentalIron
Paving RoofingAcousticalceilings
Casework Drywall ElectricalFire
protectionPaintingClearing &
stripping
GeneralContractor
INNOVATIONS IN PROCESS MANAGEMENT
Media
TheTruthBehindProjectProcurement
• Conflict• Unknownresults• Changeorders• Arguments,hurtfeelingsandlitigation
• Missedschedulecommitments
• $$$$$$Costover-runs
08
UnderstandingDesign-Bid-BuildContractor’sincentiveistomaximizejobprofitsthroughambiguities,errorsandchanges
Client
GC
A/E
U SBS
ConstructionPD $DesignLatenewsoncost
Takestoolong
NoCollaboration
Procurementstrategy isprimaryskillrequiredforselection
OR
09
TruthofDesign-Bid-BuildOrganizationInnovationsinProcessManagement
ProjectBudget
ConstructionPD $Design
PeriodofRelianceonEstimates
Painfulcorrections
Firsthardcostknown
=QualityLostatCorrection
10
Design/BuildContractor’sincentiveistomaximizejobprofitsthroughManagementofDesignandqualityincentivesharedsavings
Client
GC A/E
U SBS
$ Design
Shortertimeperiod
LimitedcollaborationbetweenOwnerandA/E
Procurementofsub-contractoristypicallyonhard-bidornegotiations
$Earlydiscussiononcost Designbuilderbudgetandqualitycontrol
Construction
Improvedcollaboration
OR
PD
11
Design/BuildPeriodofRelianceonEstimates
GMP ProjectBuy-Out
ProjectBudget
Construction
$
Design
=BudgetandQualityCorrection
ContractorManagedBudget
OwnerApprovedBudget
PD
12
Client
GC A/E
U SBS
ConstructionQuality,Budget&Schedule
Design
ContinuousMonitoringofCostandSchedule
ManageSchedulefromDayOne
=ExcellentCollaboration
CM/GCisselectedatthebeginningoftheprojectProvideflexibilityonhiringofSubcontractors
IncentiveSharedSavings
ProcurementofSubcontractorisFlexibleandmanagedasateamtodeliverbestvalue
SoftRelationshiptoSub-contactor
INNOVATIONSINPROCESSMANAGEMENT
ConstructionManagementatRiskPrimaryroleisManageBudgetandSchedule
OR
$PD
13
ProjectBudget
Construction
A/EDesign
Periodofrelianceonestimates
OngoingcorrectiontomaintainQuality
ProjectBuyoutPeriod
PD
GMP
INNOVATIONSINPROCESSMANAGEMENT
ConstructionManagementatRisk
Project
$ Quality,Budget&ScheduleManagement
14
ProjectestablishmentandorganizationframeworkandstructureINNOVATIONS IN PROCESS MANAGEMENT
Howtheprojectissetupisthesinglemostimportantaspectoftheproject
TheProjectDeliveryMethodshouldbeselectedbasedupon:
• GuidingPrincipleswhichwillgoverntheproject• OwnerExpectationaroundquality,costandbudget• Hierarchyofprioritiesthattheownercarethemostabout– ProjectDefinition
Thisinformationisthenbuiltintoa“ProcurementMatrix”whichwillhelpidentifythedeliverymethodandcontractprovisions.
15
INNOVATIONS IN PROCESS MANAGEMENT
ADeliveryStrategythatBestFitstheProject
INNOVATIONS IN PROCESS MANAGEMENT
Projectestablishmentandorganizationframeworkandstructure
Selectingadeliverymethodisascriticalasselectingthe:• OwnerRepresentative• Architect• Contract
Thisprocessmustbedrivenbythe:• GoverningPrinciples• Hierarchyofpriorities• OwnerExpectationon
Quality,CostandSchedule.
WheredoyouStart?
16
• Well defined projects cost 17% less than the average• Poorly defined projects cost 20% moreEdwardMerrillIndependentProjectAnalysisCorp.,Reston,VA
Average
20%
Good
Poor
17%
37%
INNOVATIONS IN PROCESS MANAGEMENT
Projectestablishmentandorganizationframeworkandstructure17
Thecostofachangeinaprojectincreasesbyafactorofabout10eachtimetheprojectchangesitsstate.
Withoutoutdevelopingtheprinciplesbywhichtheprojectisgovernedandthehierarchyofexpectationstheprojectissubjecttopoliticaloutsidepressuresthatcanandwillincreasecostsandlengthen
schedules.
Written requirements
Design drawings
Construction drawings
Occupancy
Construction
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT
Projectestablishmentandorganizationframeworkandstructure18
ProjectestablishmentandorganizationframeworkandstructureINNOVATIONS IN PROCESS MANAGEMENT
UnderstandingtheProfessionsRolesonaProject
OWNERSREPRSENTATIVES
• Assisttheownerinestablishingexpectationsandsettingtheandhierarchyofownerpriorities.
• Overseeandparticipateindecisionmakingwithusers,buildersanddesigners.• CoordinateswithLeadershiptomaintainconsistentcommunications
ARCHITECTS
• Manageotherdesignprofessionalsandconsultants.• Responsibilityforthedesignprocess.
CONSTRUCTIONMANAGERS
• Integrateandmanagesubcontractors.• Responsiblefortheconstructionprocess.
19
Owner’s Interest
SITE DEV.
SKIN
ROOFING
CORE
PLAN
FINISHES
MILLWORK
MECHANICAL
ELECTRICAL
PLUMBING
STRUCTURAL
CIVIL
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTProjectestablishmentandorganizationframeworkandstructure
Sharing the Vision
20
INNOVATIONS IN PROCESS MANAGEMENT
SITE DEV.
SKIN
ROOFING
CORE
PLAN
FINISHES
MILLWORK
MECHANICAL
ELECTRICAL
PLUMBING
STRUCTURAL
CIVIL
Architect’s Interest
Owner’s Interest
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTProjectestablishmentandorganizationframeworkandstructure
Sharing the Vision
21
INNOVATIONS IN PROCESS MANAGEMENT
SITE DEV.
SKIN
ROOFING
CORE
PLAN
FINISHES
MILLWORK
MECHANICAL
ELECTRICAL
PLUMBING
STRUCTURAL
CIVIL
Contractor’s Interest
BlurredVision
By aligning early the owners: • Governing
principles, • Expectations • Hierarchy
The project avoids a blurred vision and delivers the quality on time and budget.
Sharing the VisionArchitect’s Interest
Owner’s Interest
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT
Projectestablishmentandorganizationframeworkandstructure22
COLL
ABO
RATI
ON
The traditional approach
Selecting the Right Team
Projectestablishmentandorganizationframeworkandstructure
Selectingthewholeteamatoncecanleadtosome
membersoftheteambeingweakerthatwhatwouldbe
desired.
23
COLL
ABO
RATI
ON
INNOVATIONS IN PROCESS MANAGEMENT
a paradigm shift
a traditional approach
Selecting the Right Team
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT
Projectestablishmentandorganizationframeworkandstructure24
DesignScopingWorkshops• Bringallbrainpowertotheworkshop• UtilizingtheGoverningPrinciples,expectationsandhierarchyofpriorities
• Createacollaborativeenvironment• DeveloptrustingprojectrelationshipsSummarySessions• Resolvecostandscheduleimpacts• Everyonehasanassignmentforthenextworkshop
Projectestablishmentandorganizationframeworkandstructure
DesignManagement
26
CSI Number Section Orignal MOCA EstimateMOCA EstimateCombined J.E. Dunn and MOCA11/02/2012 Cost Model11/12/2012 J.E. DunnWorkshop # 2Difference 11/12 vs Workshop # 2Workshop # 3Difference Workshop # 2 vs Workshop # 3Workshop # 4 Difference Workshop # 3 vs Workshop # 4Workshop # 5Difference Workshop # 4 vs Workshop # 5Workshop # 6Difference Workshop # 5 vs Workshop # 6Workshop # 7Difference Workshop # 6 vs Workshop # 7Workshop # 8 Difference Workshop # 7 vs Workshop # 8Workshop # 9 Difference Workshop # 8 vs Workshop # 9
1 General Requirements/General Conditions10,312,179.00$ 10,312,179.00$ 8,872,000.00$ 8,872,000 8,872,000 8,872,000 0 8,872,000 0 8,971,262 99,262 8,971,262 0 8,971,262 0 8,971,262 0 8,971,262 0 8,971,262 02 Existing Conditions 5,750,000.00$ 5,750,000.00$ 5,491,250.00$ 4,338,803 4,338,803 5,397,142 1,058,339 4,964,384 (432,758) 5,082,939 118,555 5,175,403 92,464 5,215,704 40,301 5,780,503 564,799 5,780,503 0 5,780,503 0
2A Hazaradous Materials Abatement 5,750,000.00$ 5,750,000.00$ 5,491,250.00$ 1,150,000 1,150,000 1,150,000 0 1,150,000 0 1,161,615 11,615 1,161,615 0 1,161,615 0 1,161,615 0 1,161,615 0 1,161,615 03 Concrete 7,475,000.00$ 7,475,000.00$ 7,138,625.00$ 5,000,000 5,000,000 5,000,000 0 5,000,000 0 5,050,500 50,500 4,848,480 (202,020) 4,848,480 0 3,186,711 (1,661,769) 3,132,052 (54,659) 2,930,032 (202,020)4 Masonry 17,556,791.00$ -$ -$ 750,000 750,000 750,000 0 750,000 0 757,576 7,576 757,576 0 757,576 0 757,576 0 757,576 0 757,576 0
5 Metals-$ -$ -$ 2,949,262 2,949,262
3,234,922 285,660 3,218,892 (16,030) 3,134,096 (84,796) 3,583,435 449,339 3,512,502 (70,933) 3,929,961 417,459 4,126,378 196,417 4,126,378 06 Wood, Plastics and Composites -$ -$ -$ 1,794,613 1,794,613 1,705,966 (88,647) 1,691,228 (14,738) 1,698,703 7,475 1,698,703 0 1,580,599 (118,104) 1,580,599 0 1,580,599 0 2,848,741 1,268,1427 Thermal and Moisture 6,025,540.00$ 6,025,540.00$ 5,754,390.70$ 6,104,390 6,104,390 7,889,326 1,784,936 6,207,250 (1,682,076) 6,667,671 460,421 6,667,671 0 6,667,671 0 6,667,671 0 6,667,671 0 6,667,671 08 Openings 3,573,600.00$ 36,700.00$ 70,508.80$ 3,441,954 3,441,954 3,420,932 (21,022) 2,945,293 (475,639) 3,515,025 569,732 3,515,025 0 3,515,025 0 3,515,025 0 3,515,025 0 3,515,025 09 Finishes 31,375,536.00$ 31,375,536.00$ 30,057,763.49$ 11,891,504 9,334,367 10,162,263 827,896 9,243,346 (918,917) 9,362,442 119,096 9,362,442 0 9,523,513 161,071 10,140,114 616,601 10,223,232 83,118 10,333,294 110,062
10 Specialties -$ -$ -$ 650,000 1,118,935 1,103,440 (15,495) 1,109,599 6,159 1,129,737 20,138 1,129,737 0 1,016,328 (113,409) 1,016,328 0 1,017,354 1,026 1,267,613 250,25911 Equipment -$ -$ -$ 28,835 11,725 11,726 1 11,726 0 0 (11,726) 0 0 0 0 0 0 0 0 303,030 303,03012 Furnishings -$ -$ -$ 209,831 209,831 219,327 9,496 0 (219,327) 0 0 0 0 0 0 0 0 0 0 201,823 201,82313 Special Construction -$ -$ -$ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 014 Conveying Equipment 1,775,600.00$ 1,775,600.00$ 1,701,024.80$ 3,000,000 3,000,000 3,000,000 0 3,000,000 0 1,939,392 (1,060,608) 1,939,392 0 2,094,443 155,051 2,094,443 0 2,094,443 0 2,094,443 021 Fire Suppression 1,795,017.00$ 1,795,017.00$ 1,719,626.29$ 2,020,113 2,020,113 1,836,459 (183,654) 2,074,949 238,490 1,877,835 (197,114) 1,877,835 0 1,877,835 0 1,877,835 0 1,877,835 0 1,877,835 022 Plumbing 2,841,558.00$ 2,841,558.00$ 2,722,212.56$ 2,816,503 2,816,503 2,739,764 (76,739) 2,686,153 (53,611) 2,645,970 (40,183) 2,645,970 0 2,645,970 0 2,645,970 0 2,645,970 0 2,645,970 023 HVAC 32,707,722.00$ 32,707,722.00$ 31,333,997.68$ 34,270,334 34,270,334 35,248,157 977,823 34,996,240 (251,917) 35,332,055 335,815 35,332,055 0 35,332,055 0 35,332,055 0 35,332,055 0 35,332,055 025 Integrated Automation -$ -$ -$ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 026 Electrical 17,791,272.00$ 17,791,272.00$ 17,044,038.58$ 14,682,515 14,985,226 16,300,267 1,315,041 15,741,642 (558,625) 15,918,892 177,250 15,918,892 0 15,918,892 0 15,918,892 0 15,918,892 0 15,918,892 0
26A Historic Lighting 7,854,242 8,618,059 8,680,923 62,864 8,118,939 (561,984) 8,212,049 93,110 8,212,049 0 8,212,049 0 7,743,212 (468,837) 7,743,212 0 6,717,632 (1,025,580)27 Communications -$ -$ -$ 150,000 150,000 150,000 0 150,000 0 150,000 0 150,000 0 150,000 0 150,000 0 150,000 0 150,000 028 Electrical Safety and Security -$ -$ -$ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 031 Earthwork 234,600.00$ 234,600.00$ 224,746.80$ 225,000 225,000 225,000 0 225,000 0 227,273 2,273 227,273 0 227,273 0 227,273 0 0 (227,273) 0 0
32 Exterior Improvements
-$ -$ -$
0 0 0 0 0 0 0 0 0 0 0 1,169,163 1,169,163 1,041,943 (127,220)33 Utilities -$ -$ -$ 150,000 150,000 150,000 0 150,000 0 151,515 1,515 151,515 0 151,515 0 151,515 0 151,515 0 151,515 0
SUBTOTAL 112,349,899 111,311,115 117,247,614 5,936,499 112,306,641 (4,940,973) 112,986,547 679,906 113,326,330 339,783 113,380,307 53,977 112,848,560 (531,747) 114,016,352 1,167,792 114,794,848 778,496
Insurance and Bond Cost -$ -$ 2,703,669.00$ 2,831,217 2,805,040 2,954,640 149,600 3,369,199 414,559 3,546,535 177,336 3,557,372 10,837 3,559,085 1,713 3,542,208 (16,877) 3,634,093 91,885 3,665,578 31,485Contractors Fee 4,511,578.00$ 4,511,578.00$ 2,116,800.00$ 1,958,079 1,939,975 2,043,438 103,464 1,966,489 (76,949) 1,981,062 14,573 2,071,430 90,368 2,072,428 998 2,062,600 (9,828) 2,081,640 19,040 2,099,675 18,035
State Satisfaction Fee Match NIC 0 NIC 0 NIC 0 NIC NIC NIC NIC NIC NICEscalation to May 2013 @ 1.01 % incl 0 incl incl incl incl incl incl incl incl incl incl
Contingency (5,382,302.00)$ 6,050,000.00$ 5,856,960 5,802,806 6,112,285 309,478 5,882,116 (230,168) 5,925,707 43,591 5,947,757 22,049 5,950,591 2,834 5,922,668 (27,923) 5,986,604 63,936 6,028,005 41,401
Total 149,475,993.00$ 123,000,000.00$ 128,491,903.69$ 122,996,155 121,858,936 128,357,977 6,499,041 123,524,446 (4,833,531) 124,439,852 915,406 124,902,889 463,037 124,962,411 59,522 124,376,036 (586,375) 125,718,689 1,342,653 126,588,106 869,417Variance To Budget (3,845) (1,141,064) 5,357,977 5,357,977 524,446 524,446 209,852 209,852 672,889 672,889 732,411 732,411 146,036 146,036 1,488,689 1,488,689 287,606 287,606
BUDGET w / ESCALATION 123,000,000 124,230,000 124,230,000 124,230,000 0 124,230,000AddMillwork 1,300,000
339,783 53,977 112,848,560AddWayfinding 1,167,792 250,000 778,496463,037 59,522 124,376,036 AddWdBlinds 1,342,653 200,000 869,417
AddTechnology 300,000
Subtotal 2,050,[email protected]% 20,500
2,070,500
REVBUDGET= 126,300,500
Projectestablishmentandorganizationframeworkandstructure
BudgetManagement
Consistencyinreviewthenumbersandunderstandingtheconstrainsandtradeoffs.Theprojectorganizationalstructure(workshops)mustallowforcontinuouslivebudgetevolutionandmanagement
27
Projectestablishmentandorganizationframeworkandstructure
ScheduleManagementMuststartwithwhereyouwanttogo.Needtodeveloptheoverallprojectschedule– bestguess.
Schedulemanagementisthenallaboutmanagingtasks.
• SchematicDesign- 30,000footview• 100to200tasks
• DesignDevelopment– 10,000footview• 1000to5000tasks
• 50%ConstructionDocuments– 2,000footview• 10,000to20,000tasks
• 100%ConstructionDocuments– Focusedview• 25,000to50,000tasks.
28
Seismicdesignhasahugeimpactonthe:• Cost• Schedule• Architecturedesignandexpression
Seismicbuildingsafetyistypicallythereasonformanyrenovationandseismicupgradestogovernmentbuilding.
Thegoalsandobjectivesfortheprojectalongwiththeseismicdesign(lifesafetytoimmediatere-occupancy)mustbedecidedbeforethedesignteamisengaged.
Thisshouldbeconsideredasonofthegoverningprinciplesandshouldbeclearlydefinedastowhattheownersexpectationsare.
Projectestablishmentandorganizationframeworkandstructure
SeismicConsideration
30
Projectestablishmentandorganizationframeworkandstructure
OverallOwnerInvolvementCreatingaprocesstomoveforward
Capitols&CapitolAnnexhavecomplexandvaryingownershiproles,Howevertherearesomefundamentalthatarerequired• Ownershavetobeinvolvedearlyinsettingthegoverningprinciples,hierarchy,andexpectations
• Ownersmustbetheconstituencyandchampionsfortheproject.
• Authoritytotakeactionsthataregoingtobequestionedinpubic
• Abilitytocontinuedespiteelectoralchanges• Otherelectedofficialsoutsideofthedesignatedownermustallowtheownertomakethedecisions
31
Projectestablishmentandorganizationframeworkandstructure
OverallOwnerInvolvementCreatingaprocesstomoveforward
Thetypicalownerstructureis:• Board• Commission• LeadershipgroupCompositionistypicallymadeupoftheStateLeadershiporifthereisaseparategovernancebodyforthefacilitythatcanbeempoweredtoactastheowner.Theyshouldbeempoweredto:• Developthecomprehensivemasterplan• Commitmentfunding• Makefinancialdecisionassociatedwithconstruction
32
ExecutiveBranch LegislativeBranch JudicialBranch
CapitolLeadership/OwnershipCommissionorCommittee
DepartmentofAdministrationProjectManagement
OwnerRepresentative
DesignandConstructionTeam
Contractor Architect
Governmentbydesignis
adversarialpittingExecutive
againstlegislativewithchecks
andbalances.
Tobridgethisgap– Owner
Representativesworkinavariety
ofwayswiththeCapitol
Leaders/Ownersandthe
ExecutiveBranchAdministrative
Services
Projectestablishmentandorganizationframeworkandstructure
OverallOwnerInvolvementandWorkingRelationships- Trust
33
Projectestablishmentandorganizationframeworkandstructure
ManagementPlanning– OutlineofOverallProcess
1.EstablishtheGoverningBody
2.SelecttheOwnerRepresentative
3.ClearlyDefine,principles,expectations,hierarchy
4.SelecttheteamMembers
5.DeveloptheDesignScopingworkshops CaliforniaCapitolA
nnexProject
34
Project Definition Master Document
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT
UtahStateCapitol
Procurement- ProjectDefinitionComprehensivePlan
40
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTUtahStateCapitol
Procurement- DesignGuidelines
39
Funding
Process Organization
Schedule of Procurement
Overall Project Schedule
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT
UtahStateCapitol
ComprehensiveMasterPlanFunding,ScheduleandAlignmentofProcess
41
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONSINPROCESSMANAGEMENT
ConstructionManagementatRiskCapitolDesignScopingWorkshops
51
17 workshops brought together all interested parties: Owners, Users, Sub-contractors, Manufacturers, Officials, Professionals etc.
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTINNOVATIONSINPROCESSMANAGEMENT
ConstructionManagementatRisk
CapitolDesignScopingworkshops
52
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENTINNOVATIONSINPROCESSMANAGEMENT
ConstructionManagementatRisk
CapitolDesignScopingWorkshops
53
INNOVATIONS IN PROCESS MANAGEMENTUtahStateCapitol
Results1. SenateandHouseBuilding– 3MonthsaheadofSchedule- $1,000,000savedandusetocompletefountain2. Capitol- GrandopeningonStatehoodday,completion1Monthaheadofschedule- $3.5Millionbelow
budget3. ParkingStructures– completedontimeandwithinbudget.
57
INNOVATIONS IN PROCESS MANAGEMENTUtahStateCapitol
ManagementPlanning– OutlineoftheOverallProcess1. EstablishtheOrganizationandOwnershipstructure– CapitolPreservationBoardStatute2. DevelopanOverallComprehensiveMasterPlanincluding:
1. QualityExpectationoftheOwner– GuidingPrinciplesfortheentireproject2. DesignGuidelinesandImperative
1. ExtensionBuilding(SenateandHouseBuilding)– WithBridgingDocuments2. CapitolBaseIsolationandRestoration3. Security4. Signage5. Furniture
3. PreliminaryArchitecturalProgramandSpaceOwnershipdiagrams4. Budgetexpectations
1. Comprehensivebudgetdevelopmentforentireproject.5. Scheduleexpectations
1. OverallcomprehensiveScheduleofallwork,moves,furnitureacquisitionandmovein.2. DesignManagementPlanning– DesignScopingWorkshopsscheduleandprocess
6. DeliveryStrategybasedupontheProcurementMatrixforeachselection7. Design/BuildwithBridgingDocumentsforNewStructures&CM@Risk forHistoricStructures.
1. Teamdevelopmentstrategy(whoisselectedfirst,second…)3. DesignScopingWorkshopsandColocationofDesignTeamandContractoronsiteforManagement
58
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT
IdahoStateCapitol
Procurement- ProjectDefinitionComprehensivePlan
DepartmentofPublicWorksleadtheoverallteam
OwnerRepresentativecollaboratedtogethertodevelopthecomprehensiveplanandProjectDefinition&BridgingDocuments
Design/BuildTeamdevelopedtheexpansionshell.
Architects implementedtheprojectdefinition.
Collaborationoccurredinworkshopsandthroughthearchitecturalprocess.
67
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT
IdahoStateCapitol
Procurement- ProjectDefinitionComprehensivePlan–DesignGuidelinesandImperativestoshapedesiredoutcome
68
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT
IdahoStateCapitol
Procurement- ProjectDefinitionComprehensivePlan- Programing
70
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT
IdahoStateCapitol
Procurement- ProjectDefinitionComprehensivePlan- Programing
71
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT
IdahoStateCapitol
Procurement- ProjectDefinitionComprehensivePlan
OptionsforExpansion1. BelowGradeWingExpansion2. TwoStoryDeepsolution3. OneStoryDeepsolution4. SouthGardenLevelExpansion
Alloptionswereevaluatedon:1. ConsistencywiththePrinciples2. Constructability3. Cost4. Scheduleimpact
Solution:• OneLevelbelowgradeexpansion
72
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT
IdahoStateCapitol
Security
IdahoStatePoliceProvideSecurityfortheCapitolPrivateUnarmedSecurityprovide24hour7dayaweeksupport– theynotifyaofficerforlawenforcement
IdahoStatePoliceProvideSecurityfortheGovernorExecutiveProtectionisco-locatedwiththeGovernor
73
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT
IdahoStateCapitol
Security– OperationCenter
Thereare10publicentrances.Allentrancesaremonitoredfromsecurityoperation
centerbycamera
SecurityislocatedwithintheCapitolThereisnotsecurityintheRotunda,howeverofficeis
veryclosetoRotunda
TwosecurityofficersintheSOCatalltimes.DispatchingtocallswithintheCapitolMonitoringcamera’swithinsurroundingStatebuildingsMonitoringcamera’swithintheCapitolcampus:MonitoringallcampuspanicalarmsResponsibleforcampuslockdownAnswerallsecurityrelatedphonecalls
74
INNOVATIONS IN PROCESS MANAGEMENTINNOVATIONS IN PROCESS MANAGEMENT
IdahoStateCapitol
SecurityPolicies
EvacuationPlanThereisanevacuationplanforeveryofficethatcoversevacuationproceduresforemployees.
MajoreventsProtestshavetoberequestedandauthorizedviapermit.Ifamajoreventisrequested,thereareusually2to3securityguardspresent.
ThreatLevels:Currentlythereisnotathreatlevelprograminplace
75
INNOVATIONS IN PROCESS MANAGEMENTIdahoStateCapitol
Results1. ProjectwascompletedonBudgetandonSchedule
76
INNOVATIONS IN PROCESS MANAGEMENTIdahoStateCapitol
ManagementPlanning– OutlineoftheOverallProcess1. EstablishtheOrganizationandOwnershipstructure– DepartmentofPublicWorks2. DevelopanOverallComprehensiveMasterPlanincluding:
1. QualityExpectationoftheOwner– GuidingPrinciplesfortheentireproject2. DesignGuidelinesandImperative3. ProgramingandSpacePlanningworkingwithLeadership
3. TwoDeliveryMethods1. DesignBuildforExtensions2. CM@RiskforCapitolandinteriorofExtensions
4. Budgetexpectations5. Comprehensivebudgetdevelopmentforentireproject.6. TeamcollaborationwithDesignBuilderandCM@Risk7. SecurityOperationsandManagementveryinvolved.
77
56
ExecutiveBranch LegislativeBranch JudicialBranch
CapitolPreservationCommissionInStatute
DepartmentofAdministrationProjectManagement
OwnerProgramManagerOwnerRepresentative
ArchitectCapitol
DesignBuilderSenateOfficeBuilding
CMrCapitol
Architect(National) Architect
MinnesotaStateCapitol
OrganizationandStructureoftheOwnership
• TheOPM (MOCA)waswork
directlywiththeLegislature
andoccupantsandtobethe
factoftheproject
• TheOR(CMPI)wastohandle
thein-houseaccountingand
management
79
1984 1988 2001 2007 2008 2011 2012– 2017
Requestedstudyof
publicspacesinCapitol–nofunding
Comprehensiveplanand
implementationproposed– no
funding
Interiorrestorationpre-designstudies–projectstopped
Pre-designupdateandconceptualdesign
completed–nomoney
appropriatedforproject
Domeexterior
preservationwork– piecemealfunding
Exteriordeteriorationpreservation-piecemealfundingCapitol
RestorationCommission
MOCAEarlyProject
Definition&Alignment-
$309M
INNOVATIONS IN PROCESS MANAGEMENTMinnesotaStateCapitol
HistoryoftheMinnesotaStateCapitolRestoration
80
1. ArchitecturalIntegrity• Itiscriticaltopreservetheintegrityofthebuildinganditsgreat
architecture.• Considerationshouldbegiventooriginal1905plan.• Thebuildingmustworkforthenext100years.
2. BuildingFunction• ThebuildingmustworktosupportthefunctionofGovernment.• Functionalrelationshipsshouldbeimprovedbothwithinand
betweenthedifferentbranchesofgovernment.
3. LifeSafetyandSecurity• Capitolmustbesafefromsecuritythreats,fireanddeteriorationof
systems.• ItmustprovideforaccessibilityofallMinnesotans.• Thebuildingneedstobecurrentonlifesafetycodes.
MinnesotaStateCapitol
OrganizationandStructureoftheOwnershipGuidingPrinciplesdevelopedbyCapitolPreservationCommission
82
A20yearplanthatcovers:• ComprehensivePlanning
• Restoration2012– 2017• Maintenance&Stewardship2017- 2032
MinnesotaStateCapitol
OrganizationandStructureoftheOwnershipComprehensiveMasterPlan
83
MinnesotaStateCapitol
OrganizationandStructureoftheOwnershipComprehensiveMasterPlan– UnderstandingtheBuildingStructure&Function
86
MinnesotaStateCapitol
OrganizationandStructureoftheOwnershipComprehensiveMasterPlan– KeepingtheBuildingopen&Swingspace
88
MinnesotaStateCapitol
OrganizationandStructureoftheOwnershipComprehensiveMasterPlan– PhasingoftheProject
89
MinnesotaStateCapitol
OrganizationandStructureoftheOwnershipComprehensiveMasterPlan– Procurement– GoalsandObjectives
90
MinnesotaStateCapitol
OrganizationandStructureoftheOwnershipComprehensiveMasterPlan– BudgetProjectionandBudgetManagement
92
MinnesotaStateCapitol
OrganizationandStructureoftheOwnershipComprehensiveMasterPlan– Scheduleandresequencingthework
93
Minnesota’sworkshopswereheldintheCapitol.DiscussionandActivitiesincluded:
DesignandDesignDiscussion
Costimpactdiscussionandresolutions
Scheduleimpactsandresolutions
MinnesotaStateCapitol
OrganizationandStructureoftheOwnershipDesignGuidelines
97
AnnualReportBudget
• DetailedBudgetIncluded
OutofScope
• WaterInfiltrationSettlement
• LotNandLotOModifications
• AuroraAvenueModifications
• GroundFloor– NorthHallDecorativePaint
• FineArtConservation(Attached)
• AdditionalDecorativePaint
• ReopeningSouthLoggia
MinnesotaStateCapitol
OrganizationandStructureoftheOwnershipCommunication
103
Projectestablishmentandorganizationframeworkandstructure
Security
1. Establisheda“Large”SecurityCommitteethatmetmonthly– LeadbytheHighwayPatrolwhoprovidedsecurityforthecapitolcampus.
2. Non-publicmeetings3. Utilizedbothcamerasandcardreaders4. Ballisticglazingwasahugeissue,Howmuchandwheretolocateit.
1. Initiallyitwasgoingtobelocatedatalllowerlevelwindows– BudgetProblems2. Finaldecisionwastolimititsusetolocationthatwereofcriticalimportanceourhousedcritically
importantpeople.5. Nowrittenplan(createdproblemsforthedesignteamandtookalongtimeforthecommitteetocometo
resolutionsincetheyhadtorevisititemseachtime.)
104
• Continuingtoutilizetheguidelines
• Realizingthevision
• Seeingcollaborationthrough
• Benefitingfromtrustingprojectrelationships
• Sharedunderstandingofscheduleimpacts
• Providingtemporaryaccommodations
• Assistanceandguidanceinphasing
• Providingnecessaryinformationandmaterials
• Continuedcommunicationandcollaborationonschedule
MinnesotaStateCapitol
OrganizationandStructureoftheOwnershipKeepingtheBuildingOpen
105
INNOVATIONS IN PROCESS MANAGEMENTMinnesotaStateCapitol
Results1. CapitolwasthehomeoftheHouseduringrenovation– Chamberwassuccessfullyusedforallsessions.2. WorkshopprocessresultedinaclearunderstandingtheneedforanewLegislativeOfficeBuilding3. ProjectwascompletedonBudget– separatebudgetsforInterior,Exterior,Roof,WindowandLandscaping.4. Capitol- GrandopeningonscheduledforAugustof2017
106
LEGISLATIVEOFFICEBUILDINGVisionWorkshop8/21/2013
MinnesotaStateCapitol
OrganizationandStructureoftheOwnership|NewLegislativeOfficeBuilding
ResultoftheCapitolRestoration1. Everyonerealizedthattherewasnotenoughphysicalspace
intheCapitolduringtheworkshops.2. SenateOfficeswerespreadthroughouttheCapitolnoability
forcollaborationorimpromptumeetingofsenators.3. NorealSenatefacilities.EverythingintheCapitolisshared
whiletheHousehasseparateHearingrooms4. SenateStaffwaslikewisespreadthroughouttheCapitolno
realheadorleadershiplocation5. SenateNeededalocationforthe2sessiontheyweregoing
tobeoutoftheCapitol.
TheCapitolisnottheOfficeBuildingtheSenatewantedittobe.
Solution=BuildaNewLegislativeOfficeBuilding
107
Results
MinnesotaStateCapitol
1. 5designworkshopsandsummarydocuments
2. StrictDesignBuildprocess3. Completed1monthaheadofschedule–
Criticalinordertoholdthescheduledlegislativesession.
4. CompletedforLessthanthebudget5. OpeneduptheCapitolandProvide
additionalpublicspacewithintheCapitol:1. Lounge2. Tworeadingrooms/SmallConf.Rm.3. Library4. ArtGallery5. LargeConferenceRoom
111
INNOVATIONS IN PROCESS MANAGEMENTMinnesotaStateCapitol
ManagementPlanning– OutlineoftheOverallProcess1. EstablishtheOrganizationandOwnershipstructure– CapitolPreservationCommission2. GreatworkingrelationshipwiththeDepartmentofAdministration3. OwnerProgramManager(MOCA)wasretainedtobridgetheTrustGapbetweenExecutiveandLegislative4. DevelopanOverallComprehensiveMasterPlanincluding:
• QualityExpectationoftheOwner– GuidingPrinciplesfortheentireproject• DesignGuidelinesandImperative
§ CapitolRestoration§ NewLegislativeOfficeBuilding(SenateBuilding)– QBSselectionusedGuidelines
• PreliminaryArchitecturalProgram§ SpaceOwnershipdiagramsfortheCapitol§ SpaceOwnershipandfunctionalprogramingandplanningfortheNLOB
• Budgetexpectations§ 4differentbudget,Interiorrenovation,Stonerenovation,SiteRestorationandNLOBallmanaged
independently• Scheduleexpectations– baseduponkeepingtheHouseChamberoperationalforeachsession• DeliveryStrategy
§ CapitolwasdeliveredasCM@Risk§ NewLegislativeOfficeBuildingwasdeliveredasD/BQualification(QBS)
• Teamdevelopmentcollocatedoffsitebyabout2milesfromsite
112
ExecutiveBranch LegislativeBranch
CapitolTaskForceNoAuthorityorResponsibility
DepartmentofAdministrationConstructionManagement
ArchitectCapitol
CMrCapitol
WyomingStateCapitol
OrganizationandStructureoftheOwnershipUpto2015
StateAttorneyGeneral
In2015theCapitolandHerschlerprojectwas$45Millionoverbudget.
114
ExecutiveBranch LegislativeBranch
CapitolOversightGroupFullResponsibility
DepartmentofAdministrationConstructionManagement
OwnerRepresentativeReplacedAICMasLeader
ArchitectCapitol
CMrCapitol
WyomingStateCapitol
OrganizationandStructureoftheOwnershipUpto2015toPresent
StateAttorneyGeneral In2015theCapitolOversightGrouptookcontroloftheproject.
MOCAwasretainedasOwnerRepresentativebytheOversightGroup.
MOCAwastoleadtheStatethroughtheprocess,reducecostandschedule.
116
• PublicAccess• PublicMeetingRooms
• 4CommitteeRoomsinCapitol• 6CommitteeRoomsinExtension,• AuditoriumandconferencecenterinHerschler
• RestoredPublicCorridorsinCapitolandExtension• NewPublicRestroomsinCapitolandExtension
• Function• NewMEPSystems• Efficientofficeutilization83%
• PreservationandRestoration• WaterManagement– StoneRepairandEntablature• FireandSmokeProtection• Windows
WyomingStateCapitol
CapitolOversightGroup– GuidingPrinciples
118
Alignment– QualityExpectations,ScopewithCostandSchedule
CollaborativeWorkshops– FollowingtheVisionsessionswiththeOversightgrouptheteamthemembarkedonanumberofDesignScopingWorkshopstorealigntheprojectandcut$50M
GMP – TheCostforwhichtheCMwillagreetoconstructtheproject,baseduponcompleteddesigndocumentsandsubbids.
DynamicCostModeling – Collaborativeprocessofaligningtheownerexpectationsforqualityandbudgetwiththedesign.
CapitolBuilding
WyomingStateCapitol
OrganizationandStructureoftheOwnershipUpto2015toPresentRe-AlignmentProcessfortheCapitol
119
AlignmentofOwnerQualityExpectations - TheGuidelinesandImperativeshaveprovidedguidancetotheArchitectregardingthepriorityofprojectelements.
AlignmentofScopeorFunctionalProgram – Functionalprogram(SpacePlan8A)identifiestheprojectspaceneedstocomplytouse.CreatedmoreSpaceintheGardenLevel.
AlignmentofSchedule – reconcilethescheduletothescopeandexpectations,CMhasindicatedthathethinksthatwehavepickedup4to6monthsbaseduponwindows,MEP,Roof
AlignmentofCostwiththeConstructionCostLimitationbyOwner – DesigntoBudget$110,300,000.
CapitolBuilding
WyomingStateCapitol
OrganizationandStructureoftheOwnershipupto2015toPresentRe-AlignmentProcessfortheHerschler
127
OriginalDesign(NorthBuilding)= 53,550NSFNewSouthExtensiontoHerschler = 52,985NSF
• NetDifference -556NSF
OriginalConferenceCenter(6Exec.)= 12,220NSFNewConferenceCenter(4E.2L.)= 13,697NSF• ConferenceCenter= 9,039NSF• CommitteeRooms= 4,658NSF
• NetDifference 1,477NSF
WyomingStateCapitol
Herschler RedesignWorkshop– Reducecostmaintainfunctionalsquarefootage
132
• ClassicalOrders• AthenianStory• Entablature• Composite/Corinthianorder
• Column• Pedestal
WyomingStateCapitolHerschler RedesignWorkshop– SympatheticExteriortotheCapitol
133
GMPSummaryBudget ProposedGMPbudget Difference
ConstructionCostLimitation 219,382,000.00$ 219,382,000.00$
ProposedGMP 219,359,697.00$
Variance 22,303.00$
CapitolCost 110,215,226.00$ 116,045,398.00$ (5,830,172.00)$
HerschlerCost 100,770,919.00$ 95,107,399.00$ 5,663,520.00$
SiteCost 8,395,855.00$ 8,206,900.00$ 188,955.00$
219,382,000.00$ 219,359,697.00$ 22,303.00$
InJuly2015theprojectwasapproximately$45,000,000overtheapprovedconstructioncostlimitation.Alignmentwastheonlywaytorecovertheproject
WyomingStateCapitol
CostAnalysis
137
• CompletionofHerschler• Impacts
• SequenceofrelocationofemployeesinEastandWestwings• OriginalNovember2018• Endoffirstquarterof2019
• CompletionofCapitol• Impacts:
• Additionalunderpinning&entablature• OriginalNovember2018• Earlysecondquarterof2019
• CompletionoftheSiteandLandscape• Impacts
• Winterof2018/2019• Springof2019
• GrandOpeningJuly10,2019– StatehoodDay
WyomingStateCapitol
Schedule– Re-sequencingofbothdesigndeliverablesandconstruction
140
WyomingStateCapitol
Reporting- Monthly
MonthlyReport- Overview MonthlyReport– ContingencyMonthlyReport– PCIReport
141
INNOVATIONS IN PROCESS MANAGEMENTWyomingStateCapitolResults– ToDate(presentlyunderconstruction)
1. ProjectDefinitionwascompletedwithin3months– ProvidedcleardirectiontoA/EandCM.2. Herschler hasbeenredesignedtoprovidemoresquarefootageatahigherefficiencyratioandlowercost.3. SignedaGMPfor$219MinJulyof2016,oneyearafterbeing$45,000,000overthebudget.4. DuetoearlyexpendituresonSwingSpaceandotheritemsOwnerContingencywasreducedby50%.5. Capitol- GrandopeningonscheduledforJuly2019(only3monthsbeyondtheoriginaldateofApril2019).
144
INNOVATIONS IN PROCESS MANAGEMENTWyomingStateCapitol
ManagementPlanning– OutlineoftheOverallProcess1. Projectwasinitiallyoverbudgetby$45,000,0002. DeliveryStrategy– Inplace=CM@risk3. EstablishtheOrganizationandOwnershipstructure– CapitolOversightGroupWithAuthority4. StoppedtheProject.Initiatedacompleterestartquickly.(NoMasterplan)
1. QualityExpectationoftheOwner– GuidingPrinciplesfortheentireproject2. DesignGuidelinesandImperative(developedin3months)
1. Capitol– retainedthespaceplanning2. Herschler building– Redesignedcompletelytheprojecttosavecost3. Site– Revertedtohistoricdesign
3. Budgetexpectations1. Budgetwasre-craftedtogetbacktoconstructioncostlimitation(12monthrecoveryperiod)2. DesignManagementPlanning– DesignScopingWorkshopsscheduleandprocess3. ScopewasscientificallymodifiedtoreducecostandalignwiththeexpectationsoftheOwner4. SignedGMPJuly2016attheconstructioncostlimitation$219M.
4. Scheduleexpectations1. OriginaldeliverydatewasNovember2018– NewDatessummerof2019(7monthadjustment)
5. TeamDevelopmentpartiallycollocatedonsiteinconstructiontrailers(officedistance– Problem)
145
Idaho
DPWDecision
ShellofWings
Capitol/Int. Wings
OR BeforeA/E
Yes
Yes
ByPM
ByPM
ByPM
MasterPlan
Limited
Commission
Limited
Integrated w/DPW
Minnesota
Matrix
NewSenate
Capitol
OR BeforeA/E
Yes
Yes
EPD&A
EPD&A
EPD&A
Committee
No
Commission
Limited
Integratedw/DA
Wyoming
CMDDecision
None
All
Re-established
No
LatePD&A
PD&A
PD&A
PD&A
Committee
Limited
Group
Yes- Complete
OverCMD
Utah
Matrix
House/Senate
Capitol
OR BeforeA/E
Yes
Yes
EPD&A
EPD&A
EPD&A
Master Plan
Yes
Preservation Board
Yes- Complete
Integratedw/CPB
Summary
Procurement– ProjectDelivery
Design/Build - Bridging
CMatRisk(CMR)
ProjectEstablishment &Organization
Comprehensive MasterPlan
EPD&A
BudgetManagement
ScheduleManagement
DesignManagement
Security
SeismicConsiderations
OverallOwnershipInvolvement
Authority
OR RelationshipwithState
147
• ClearlyidentifytheOwnershipsrolls:• WhatauthorityRulesCommitteewillhaveandexpectations• WhatrollwilltheGovernorandLt.Governorhaveandexpectations• WhatauthorityDGSwillhaveandhowwilltheycollaborate
• RetainaknowledgeableOwnerRepresentative• WhoknowsCapitolandCapitolBuildings• WillLeadtheOwnersgroupthroughtherightprocess
• ProjectDefinitionandAlignmentProcess• Aclearlydefinedprojectwithacomprehensiveplanwillcostlessandbecompletedearlier.• IncludeawelldefinedswingspaceplanthatisacceptabletotheLeadership• Provideacomprehensivebudget• Scheduleouttheentireproject
• Communicateupwardtobothpoliticalparties– always!• Politicalchangecanimpacttheproject– itisimportanttoalwayscommunicatewithbothparties– theprojectshouldbenotbeonepartiesortheothers.
FinalThoughts
CaliforniaCapitolAnnexRecommendations
149
• Avoidtheurgetodowhatyouhavealwaysdone.• Capitolareuniquepoliticallycomplexbuildingandrequireadifferentprocess
• CreatecontractualclausesthatpromoteCollaboration&Trust• Throughtheuseoftheprocurementmatrixidentifythosequalitiesyouwantintocomeoutintheprojectandwritethemintothecontract.
• Retaintherightprofessionalsattherighttimenotbefore!• Design&constructionprofessionalsarecriticaltoateam,howeveryoumustknowwhatexpertiseandcollaborativeskillsyouarelookingforinorderforthemtobesuccessful
• Givetheprofessionaltheluxurytodowhattheyarebestat• Holdtotheplan– orbepreparedtomanageunintendedconsequences
• Complexprojectcanbesolvedbystickwiththecomprehensiveplan,changesanddeviationsresultinconsequencesthatwillrequiremanagement.
• RecognizetheHumanElement• Feelingarereciprocal– issuesandproblemswilloccurtheyalwaysdo– bepreparedtoworkthroughtheproblemnotassignblame.
FinalThoughts
CaliforniaCapitolAnnexRecommendations
150
Item 1: What is the most important thing to the Owner?Define what the owner really cares the most about
Item 4: Idea Documentation & Hierarchy
Item 10: Communication, Collaboration, Communication
FinalThoughts– LessonsLearned
10KeystoCreatingAClearProjectDefinition
151
Item 7: Encourage a Satisfaction Fee – eliminate a shared savings clause
Item 8: Flexibility to allow for a multitude of a variety of subcontractor relationships – this engenders an atmosphere
where the subcontractor can provide intellectualcapital to the project
10KeystoContractualModifications
FinalThoughts– LessonsLearned152
Item 2: The design of the selection process is as importantas the design of the project
Item 3: Shape agreements that avoid adversarial relationships
Item 4: Create an environment that fosters collaboration and trust
10KeystoFacilitatingCollaboration
FinalThoughts– LessonsLearned153
Item 3: A Happy Owner – personal credibility increased with the successful delivery of the buildings
Item 10: Credibility of the Process – as a direct result of the overwhelming success of the East and West Buildings and plaza, the Legislature was willing to fund the $212 million
renovation and seismic upgrade of the State Capitol.
10Benefitsthathaveresultedfromthisprocess
FinalThoughts– LessonsLearned154
SaltLakeCity,Utah84111
(801)557.3542
DavidHart– [email protected]– [email protected]– [email protected]
JoeStahlmann– [email protected]
Questions