table of contents - pennsylvania state university · 2004. 11. 2. · consultants mep/fire...

Episcopal High School New Science Facility Alexandria, VA

Jack Nill Page 1 of 21 Construction Management

Jack Nill

Construction Management Dr. Messner


Table of Contents

2. ANALYSIS OF KEY CONSTRUCTION FEATURES .................................... 2

2.1 EXECUTIVE SUMMARY ........................................................................................................... 2 2.2 DETAILED PROJECT SCHEDULE ............................................................................................. 3 2.3 ASSEMBLIES ESTIMATE ........................................................................................................... 7 2.4 CONTRACTS ........................................................................................................................... 9 2.5 STAFFING PLAN ................................................................................................................... 13 2.6 DESIGN COORDINATION...................................................................................................... 15 2.7 CRITICAL INDUSTRY ISSUES................................................................................................. 16 APPENDIX A .............................................................................................................................. 21



2. Analysis of Key Construction Features 2.1 Executive Summary The purpose of this assignment is to get to know the project delivery and key

construction features of the EHS New Science Facility better. A detailed project schedule was

done to obtain a better knowledge of key schedule attributes that affect the project’s execution.

An assemblies estimate of the exterior wall system gives a comprehensive view of the

components of each wall system as well as an idea of the cost break down to compare to other

projects.

A closer look at the contractual agreements allowed for a better understanding of the

delivery system used and a closer look at the construction contract terms. Figure 2 is a staffing

plan for the GC on this project. By looking at the responsibilities of individuals on a project and

how they affect the general conditions of project it becomes easy to asses weather the

appropriate staff is allocated to run the project adequately.

Also one of the biggest challenges on a project is the coordination of MEP systems. An

analysis of the coordination requirements and efforts of the contractor to coordinate the systems

early in the project was performed in this section. Early coordination can eliminate many of the

conflicts experienced in the field with fitting MEP systems into a confined plenum space.

The PACE roundtable was an excellent opportunity to meet and interact with industry

members in a constructive learning environment. A summary of the sessions attended and the

current issues facing the industry was performed. There is also a description of how these issues

can be applied to research for this thesis project by relating the EHS New Science Facility to the

emerging markets in the industry.



2.2 Detailed Project Schedule



2.3 Assemblies Estimate An assemblies estimate was taken for the existing design of the exterior wall system. This

system consists of a combination of two systems. The majority of the building is a running bond

brick veneer with non load bearing metal stud back up. The brick is tied to the metal studs with 20

gauge galvanized ties. The metal studs are light gauge CFM at 24” O.C. ¾” exterior sheeting with a

2 ¾” air space. Typical insulation exists throughout the wall. The second system is an aluminum

curtain wall primarily used for the architectural Rotunda connecting the north and south wings of

the facility. The curtain wall system consists of anodized aluminum frames with 1 ¾” insulated

spandrel glazing. To estimate these systems take offs were done to determine the appropriate

quantity of each component for each system. These quantities were then inserted to the Costworks

2004 software, a version of electronic estimating software, and adjusted to fit the projects specific

conditions.

Episcopal High School New Science Facility

Qty Assembly Number Description Unit Mat. Inst. Total

23,833.380 B20101305100 Brk veneer/met stud bkup, std face,25gax6"nlb stud,24" OC

spacing, running bond S.F. 121,550.24 340,817.33 462,367.57

3,046.500 B20202203000 Spandrel glass, panels, 1/4" plate glass insul w/fiberglass,

1" thick S.F. 37,319.63 22,848.75 60,168.38

52.000 B20201067750 Windows, al, casements, insul glass,4'-5" x 5'-3" Ea. 25,740.00 19,240.00 44,980.00

2.000 B20301107150 Dr, alum & glass, w/tr, full

vision, dbl dr, hdwre,6'-0" x 10'-0" opng

Opng. 4,900.00 4,700.00 9,600.00

1.000 B20301107100 Dr, alum & glass, w/transom, full vision,hdwre,3'-0" x 10'-0"

opening Opng. 1,950.00 1,375.00 3,325.00

Totals $191,459.86 $388,981.08 $580,440.9540,635 Cost Per Square Foot SF $ 4.71 $ 9.57 $ 14.28

Assumptions:

• No time modifier was necessary • Total cost was modified by a .992 location factor for Alexandria, VA • Windows A, A2, C2, C3 were included in the Curtain Wall system • 25 gauge steel was assumed to be considered light gauge • If sizes did not match actual sizes unit costs were modified



Proposal for Detailed Estimate

The EHS New Science Facility was initially designed with a very unique wall system. The

system is consists of “Zero Percent Air Infiltration.” This system was developed originally in

Canada to deal with the extreme weather conditions and has recently found itself being integrated

into the design of numerous sustainable building designs in the US. By using a system this system

in a high performance sustainable design, heating and cooling loads can be reduced significantly

resulting in decreased operational costs as well as decreased equipment cost. This will be an

excellent area of research as an alternate system to the existing enclosure system. A detailed

estimate of the exiting wall system will allow for close comparison of the two systems and their

cost/benefit ratio.



2.4 Contracts

Figure 3. Organizational Chart

Structural Engineers LeMessurier Consultants

MEP/Fire Protection

R.G. Vanderweil

Owner Episcopal High School

Contact: Richard Yarborough

Architect/Engineer Graham Gund Architects

Contact: Jon Richardson

General Contractor Forrester Construction

Contact: Arland Knipe

Construction Manager Advanced Project

Management Contact: Steve Karcha

Mechanical Contractor Calvert-Jones Inc.

Contact: Scott Holsclaw

Structural Steel Contr. Arlington Ironworks

Contact: Chuck Riley

Lighting/Electrical Contr. F.B. Harding

Contact: Art Lohsen

Concrete Contractor MBI, Inc.

Contact: Shawn Jones

Masonry Contractor Temple Masonry

Contact: Mark Jewett

Fire Protection Contractor American Automatic Sprinkler Corp.

Contact: Wade Tharrington

GMP

Lump

Cost Plus Lump

Civil Engineers R.C. Fields Jr. &

Assoc.

Structural Engineers

LeMessurier



Contracts held between Owner and GC

The GMP contract held between the owner and the GC, as indicated in the chart above,

is currently being negotiated and has not yet been signed due to redesign of specific systems. The

terms of the contract therefore can not be disclosed at this time; however, the draft being

considered is based on the standard AIA Document A201. According to the senior project

manager who is currently negotiating the GMP with the owner there are several unique terms

being incorporated into this project.

First is there is a shared savings clause with the owner. Any savings to the GMP are shared

75-25 for the owner and contractor respectively. Secondly, there is a liquidated damages clause of

$500/day for late completion. Third, is the dominant role of the owner’s CM agency (APM)

defined by the contract. Lastly, is the unique LEED requirement of the contractor to ensure that

the proper documentation is filed to provide a certified building.

Contractor Selection

Since this project is under a private owner a very unique delivery system is possible.

Forrester and a competitor were chosen by the owner via qualifications and an interview to

participate in pre-construction simultaneously. Both firms provided the owner with a price, value

engineering ideas and constructability reviews for the period of 50% design through the

completion of the bid set of documents. Each firm then submitted a lump sum Fees and general

conditions to the owner. Episcopal then selected the contractor based on the cost of those two

items and performance during the preconstruction phase. This delivery is very similar to a Design-

Build method where the contractor works with the owner, engineers and architect early in the

design to achieve a higher quality more constructible project.

Contracts held between Owner and CM

The contract between the owner and the CM is confidential due to my previous

employment with Forrester Construction Company, the GC for this project.



Contracts held between GC and Subcontractors

Contracts held between the GC and the subcontractors are Lump Sum contracts, as

indicated in the chart above. This is due to the requirement in the contract with the owner that

the design must be 100% complete before the bid process can begin. A subcontractor is selected

based on the lowest bid number given to the contractor as well as their reputation for work with

that owner. If a contractor has the lowest number they may not get the contract since they must be

approved by the owner as well as the Vice President of the GC. The subcontractors are required to

furnish payment and performance bonds by a surety acceptable by Forrester Construction.

Forrester also reserves the right to issue change orders with out prior notice to the subcontractor’s

bonding company. If a dispute or discrepancy arises Forrester shall be notified immediately in

writing and the most stringent requirements shall apply. Payment requisition for partial work must

be in by the 25th day of each month. Payment to the subcontractor occurs only with payment to

the contractor by the owner as a precedent. Full payment will be made to the subcontractor for

complete scope of work will be made within 30 days of full approval of the owner. The

subcontractor will provide at least one person with at least 10 years experience. The foreman is

required to complete weekly safety meetings and submit a copy of the minutes with attendance

records. All employees are required to wear hard hats and eye protection on site at all times.

Insurance requirements for the subcontractor are as follows: Comprehensive General Liability,

Workers Compensation, Auto Liability, Excess Umbrella ($1 million).

Bonds and Insurance Required

The contract with the GC has with the owner requires the GC to have all of the following insurance and bonds:

• Workers Compensation: Provide compensation to the maximum statutory limits in accordance with State requirements

• General Compensation: o Bodily Injury ($5 million) o Property Damage ($5 million) o Personal Injury with employment exclusion deleted

• Umbrella Excess Liability: $5 million over original insurance



• Automobile : condensed single limit of $1 million

o Bodily injury o Property Damage

Forrester was not required to provide either a payment and performance bond or builder’s risk

insurance. The firm’s reputation alleviated the owner’s feelings for requiring this bond, and the

owner is paying for the builder’s risk insurance.

Analysis of delivery system Overall this system works extremely well for this project. The way in which the owner

selected the contractor by utilizing their preconstruction services to aid in the design of the

building mitigates many of the issues of constructability, coordination and errors in estimating.

Also being a medium size project with intense MEP systems, requiring 100% contract documents

prior to the bidding process allows for more accurate bid estimates; however, by bringing the

subcontractors on earlier it may allow them to become more involved with the design MEP

systems eliminating many potential design and coordination issues. There is a very good and

trusting relationship between the owner and the GC on this project, and there have been no

claims against any party so far and the project is currently on schedule. The shared savings GMP

contract with the owner and the contractor is an example of an incentive based contract that

promotes a positive relationship between parties, resulting in a more productive work

environment.



2.5 Staffing Plan

The organizational chart shown below illustrates the lay out of the project team for

Forrester Construction Company, the GC on the EHS New Science Facility. The project executive

and senior project manager are assigned to multiple projects with this project being one of them.

Their time is split each week based on the time sheet they fill out and the job is billed accordingly.

The Project Executive deals with the extremely big issues of the project such as finalizing contracts,

resolving major disputes, reporting finances of the project to the management committee of the

company and approving any decisions made by the senior project manager and his team.

Management of the project team is the most important role of the project executive. The senior

project manager is more involved with details of the project. He does not make each decision,

however, approves many of the decisions made by the PM. Steve is in charge of buying out the

subcontractors, assists with scheduling, maintaining the relationships with the owner and architect

and running interference with the owner on controversial issues to allow to project team to stay on

coarse with getting the project built.

The remainder of the project team is made up by the project manager, superintendent,

project engineer and administrative assistant. Each of these people is assigned to the project for

the full duration. They are not assigned to any other projects and 100 % of their time is charged to

the project. The project manager is in charge of the everyday issues of the job. Arland assists Steve,

the SPM, in purchasing and managing of the subcontractors, managing all of the finances of the

project, running coordination meetings, processing the necessary paperwork, submitting change

orders to the owner, keeping the owner informed of the team’s progress and working together with

the superintendent to keep the project running smoothly. The superintendent is the person out in

the field managing the subcontractors who are actually performing the work. Jon is in charge of

developing, updating and maintaining the schedule, interpreting the contract documents and

getting any answers the subcontractors may need in regards to how to construct the building. The

PM and superintendent work closely together every day to make sure as few problems as possible

occur. The project engineer is there to assist the superintendent and PM in any way they can to

help them complete their tasks. Jack is in charge of purchasing Divisions 9 and 10, running weekly



foreman’s meetings, processing submittals from subcontractors, tracking material delivery and

anything that is need of him to assist Arland and Jon. The administrative assistant is much like the

project engineer except in the office. It is Trina’s job to make sure the subs have the necessary

documents, the project is well equipped with supplies and help Arland process any paper work he

may need help on.

The staffing plan for this team is extremely efficient and well allocated. Each member is

adequately busy and hardly ever finds themselves over worked to the point where productivity

decreases significantly. Each person depends on the other members of their team to complete the

project to the best of their abilities and deliver the best quality possible to the owner.

Figure 2. Staffing Plan

Project Executive Mike Slattery

Superintendent Jonathan Mcgee

Project Manager Arland Knipe

Senior Project Manager Steve Houff

Project Engineer Jack Kwait-Blank

Administrative Assistant Trina Green



2.6 Design Coordination

This project is a very high performance sustainable design with intense MEP systems. This

type of design often results in difficult coordination issues that arise in the field and during

coordination planning. For this reason it is critical that the project team work closely together to

mitigate such issues before they can become a critical issue that impacts the project cost or

schedule. Issues such as fitting the duct work, lighting fixtures, sprinkler systems, electrical conduit

and plumbing systems in the plenum space with the structural members can be eliminated if the

proper plan is implemented early in the project to fit all theses systems in the limited space

available without impacting the architects ceiling height. According to the Master Subcontract

Agreement subcontractors are required to perform all necessary coordination with all other trades

providing all necessary templates, patterns,

The most challenging area of coordination for this project has been fitting the ductwork

into the space where the structural steel members exist in the plenum space. The architect does

not wish to lower the ceiling height adding an extra constraint that is common on many projects.

Moving pipe and duct around the Rotunda has also proved to be a challenge since it is all exposed.

The architect is extremely specific on the locations of where the pipe and duct will go since it will

be visible to the occupants. Another issue that has caused many conflicts is the 20,000 gallon

storm water reclamation tank. The manufacturer refused to warrant the product if installed in the

originally designed concrete pit due to fear of water infiltration. The solution was to move the

structure inside the footprint to a large under-slab pit. This caused more coordination issues with

the location of MEP rough-ins in the slab and relocation of the storm drains and reclamation

pumps. Despite early coordination issues, changes in the design of the structural steel have

resulted in many conflicts during the coordination process. Intense coordination with the

mechanical contractor, Calvert-Jones and the steel contractor, Arlington Ironworks, has resolved

many of these conflicts; however, changes in the location and size of the ductwork has an impact

on all of the other systems that must be fit into the same plenum space. This requires additional

coordination of the remaining systems mentioned above.



Forrester Construction recognized the extreme nature of these systems early and set up an

excellent coordination plan. Every Monday morning at 8 am the PM, PE, mechanical, electrical,

plumbing and steel contractors get together for a coordination meeting. These meetings have been

held since July 5th, which is actually a month and a half before the actual start of construction.

This allowed for the correct coordination of the sub-grade and in-slab MEP components and their

locations. At each meeting an update of critical submittals due is reviewed. Once submittals were

approved a portion of the meeting was designated for the contractors to review the coordination

drawings developed by the mechanical contractor and filled in by the remaining trades according

to precedence. A true testament to Forrester’s exceptional coordination plan is the fact that they

have yet to encounter a major conflict in the field that have not resulted from a last minute change

by the owner or manufacturer, and do not anticipate many in the future.

2.7 Critical Industry Issues

Session 1-A Emerging Markets: Healthcare and Labs Leader Dr. Riley

This session sparked a stimulating discussion of many interesting industry trends in both

the healthcare and laboratory markets. The key trends identified were the differences noticed in

different geographic regions, the constantly changing technologies being used in these facilities,

the increased difficulty of meeting renovation and infection control standards as well as the

unique needs of the user of the facility influence on the design and construction phases.

Industry trends for healthcare facilities are strong rooted in the north east despite a capital

pull back; however, in California are lagging behind and currently just exploding into a new

market. Many seismic upgrades are also being performed on facilities in California. These market

trends are a result of the aging demographics demanding new healthcare facilities and

pharmaceutical laboratories.

Space constraints in MEP coordination due to intensive systems demand well coordinated

early involvement efforts. This early coordination however is inhibited by the constant rapid

change of technologies. Often design of the high-end technologically advanced systems is held off

until the last minute to ensure they are not outdated. With public jobs laws requiring complete



design for a lump sum bid process this becomes less of an issue; however, many times systems are

over designed for flexibility costing the owner money and increased energy usage.

The new renovation codes for healthcare/laboratories have introduced an added challenge

to the construction of these unique projects. Trying to meet these stringent codes slows the

construction process and adds extra risk management issues to be considered. This just adds to an

already complex process making early involvement even more critical.

One of the most interesting facts brought up in the discussion was the importance of the

relationship established with the owner for each project. Each facility is extremely unique and the

user/owner has numerous unique requirements of the facility. The unique owner culture makes it

extremely important for the GC to establish a trustworthy relationship with the user/owner early.

The earlier and better the owner trusts the GC the easier it will be to work together to resolve

many of the unique challenges and needs that present themselves during the construction process.

These relationships must also be maintained during down times to help things run just as smooth

on the next project and avoid having to go through the process all over again.

The New Science Facility for Episcopal High School is not a high end pharmaceutical

laboratory; however it does contain four science laboratories with extremely complex exhaust,

waste disposal and data analysis equipment that will require intensive coordination. This is an

issue that must be addressed at the earliest point possible in the construction process. Good owner

relations will aid in this process allowing for the smooth coordination of these systems.

Perhaps the most interesting and definitely the most talked about issue of the session was

the necessity of establishing, building and maintaining excellent relationships with the owner.

Getting to know an owners culture allows to the GC to deliver a product that will meet and even

exceed the owner’s expectations. Working with a private owner at Episcopal High School makes

this issue of the utmost importance. The success of Episcopal depends heavily on their reputation

and appearance to the wealthy public. This building was designed to be a state-of-the-art science

facility that will attract new researchers as well as new students to attend the prestigious private

high school. It is imperative that Forrester Construction (GC) understand exactly what the owner



wants to deliver a building that is in accordance with the school’s reputation. This will not only

create a better work environment for completing the project as smoothly as possible but will

establish Forrester for future projects with the owner. Mike Slattery of Forrester Construction just

happened to be at this session and would prove to be an excellent contact for this area of future

research. Research on what methods Forrester has used to create a positive relationship with the

owner would prove extremely useful for this thesis as well as future companies.

Session 2-A Emerging Markets: Green and High Performance Buildings Leader Dr. Horman Green and High Performance buildings have grown considerably over the past 5 years.

This session took a closer look at where the future of green construction is headed. The

participants analyzed the markets trends, cost effectiveness and driving forces behind green

construction and its luster. Many critical issues were also realized, that must take place to ensure

that green and high performance sets itself as a strong market in the future.

Green construction is a slowly emerging market with many driving forces. The healthcare

industry finds itself lagging in this trend due to specific use of those facilities to prevent disease

and sustain life first. The government, however, finds itself embracing the trend with many

political issues associated with environmentally friendly buildings with the private sector following

for many of the same reasons. The first thing that must be considered is the customer’s needs.

Does a green building make sense for the purpose of their building and do they want a green

building? There are many incentives associated with green buildings such as tax breaks, return on

investment, decreased operational costs as well as political incentives.

Strong regional ties to green construction are realized, and with regional ties come politics.

This applies to the New Science Facility for Episcopal High School, a wealthy private high school

with many strong political ties in the Washington, D.C. area. Many alumni who make generous

donations to the school are associated in one way or another to environmental agencies. A green

building does not only give the aforementioned benefits, but now is a source of income for the

school as well as a new attention getter for prospective students.



One thing the group unanimously decided is that in the end it all comes down to money.

Each of these benefits can be appealing; however, if the cost to benefit ratio is not positive then a

green building is not going to be required by the owner. In order for green design and

construction to survive the cost to create a green building must be cut to be more appealing to

owners. Marketing by the GC’s to the owner can help create a realization amongst owners to the

benefits of green construction. The GC’s must make the owners realize the time value of money

and market the return on investment potential associated with a green building; however, must be

careful not too make it too unbelievable. Tony Lapinski of Toyota, currently completing research

on sustainable construction and green design, would be an excellent contact to aid in further

research of the issues discussed concerning green buildings.

The contractors must also recognize the importance of green construction as the fastest

growing market. Green construction is a burden to the GC as well. Increased bid costs due to

inexperience with green construction must be mitigated through education at a young age. Waste

management programs, extra management, documentation and increased coordination drive

general condition costs up. For the EHS New Science Facility a waste management program has

been implemented; however has been an issue resulting in multiple conflicts on the project. This

would be an excellent area to research how issues could be avoided for this particular project as

well as future projects done with LEED requirements.

Session E1 and E2 Leadership Jump-Start for Entry Level/Undergraduates Leader Magent/Riley Leadership is a vital trait to both the success of a young individual as well as a company as

a whole. It is important that leadership skills be developed at an early age. This session focused on

what attributes industry members view as critical to the success of young individuals entering the

job field as well as what can be done by both students and industry members to develop these

traits at a young age. Industry members and students both agreed on numerous traits that are

important to develop before entering the job field and continuing to develop them throughout

one’s career; however, the primary focus of this session was what can be done to ensure that



students are coming out of school prepared and equipped to bring something new to the

companies they work for.

Students of this generation have been exposed to and utilized new technologies such as

internet, email and new computer software. It is important that the students bring this to their

companies and share it with the older industry members. New market trends that many industry

members know very little about have also been exposed to the students and can give them a very

useful tool for contribution to the company. It is also very important that young people bring a

new energy level to the company. By showing initiative, grasping new assignments, seeking work

and having a positive attitude a young employee can prove themselves and move up in the

company much faster as well as motivate others around them.

It is also vital that the industry members and professors help to develop these skills and

guide new employees. Case studies done in classes provide for real life experience in the

classrooms. It is essential for companies to provide diversified experiences through their internship

programs. Incorporating the student into the team, assigning them real responsibilities and

detailing their tasks but giving them the freedom to “fail” will allow the student to build

confidence and obtain job experience they can apply in school as well as in their permanent

positions.

Finding a company that is willing to provide the experiences and opportunities that is right

for each individual is extremely important. Companies can challenge and encourage employees to

excel by offering incentives, rewards and feedback based on their performance. Young employees

want to feel included as well as trusted and always appreciate feedback on how they are doing. If a

young employees is able accept and handle a new responsibility, show the initiative to seek new

responsibilities and learn form their mistakes they should be rewarded. Rewards can include

anything from a simple appreciative comment to increased responsibility to a promotion with a

possible pay increase.

The important thing to take away from this session is the dynamic that exists between

existing industry members and entry level employees and students. A company’s success depends

on the quality of their employees and the quality of employees depends on how they are treated



with in the company. There is so much that both parties can learn from each other. It is important

that industry members recognize and nurture the potentials of the younger employees; while on

the other hand, it is crucial that the young employees approach their new experiences with

enthusiasm, energy and initiative to learn and continue to grow into the future of their company.

Appendix A See calculations attached

table of contents - pennsylvania state university · 2004. 11. 2. · consultants mep/fire...

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