SPRING 2013
VOLUME II, NO. 1
The Journal of Professional CM/PM Practice
Oak Ridge National
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Advisor Spring 2013
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TABLE OF CONTENTS
6
THE GRASS ROOTS: “THAT’S WHERE CHANGE STARTS”
Doug Hyde and Mark Cacamis, co-chairs of CMAA’s new Grass Roots
Committee, discuss how the committee will work to engage members
in reaching out to owners and promoting the value of CM.
10
PM/CM PURSUITS: FROM THE MBE PERSPECTIVE
The recent economic downturn changed the business environment for
minority-owned businesses. Paul Foster, president of the Foster CM Group,
describes the key strategic decisions facing WBE/DBE firms today.
14
THE INTERNATIONAL CM FIRM
What staffing and business resources
does it take to operate effectively in
three dozen countries? Hill International
provides some examples.
MOBILIZING DISASTER RECOVERY
Superstorm Sandy devastated the Atlantic coastline...and
challenged the professional CM community to organize a
massive effort to repair, restore and relocate.
SPECIAL IN THIS ISSUE:
2013 Leadership Forum Schedule
DEPARTMENTS
5 FROM THE CHAIR
13 ASK A PRO
18 MARKET VALUE
26 FINAL WALKTHRU
COVER PHOTOS BY GAIL BABCOCK, COURTESY
OF MCCARTHY BUILDING COMPANIES
Advisor Spring 2013
SEE PAGE 24
3
20
TABLE OF CONTENTS
CONTRIBUTORS
Chairman of the Board
Mike Potter, PE, CCM
President and Chief Executive Officer
Bruce D’Agostino, CAE, FCMAA
Editor
John McKeon
Associate Editor
Kenzie Mahla
Design and Marketing
TGD Communications, Inc.
Advertising Sales
Alex Perroy
TGD Communications, Inc.
advisor@tgdcom.com
CMAA is a construction industry
association of 10,000-plus firms
and professionals who provide
management services to owners
who are planning, designing, and
constructing capital facilities
and infrastructure projects.
The Mission of CMAA is to promote
the profession of Construction
Management and the use of
qualified Construction Managers
on all capital projects and programs.
4
Advisor Spring 2013
Advisor, published bi­‑monthly
by CMAA, reports on and follows
the industry as a service to
its members. Submission of
articles, ideas, and suggestions
is appreciated and encouraged.
7926 Jones Branch Drive, Suite 800
McLean, Virginia 22102-3303 USA
Phone: 703.356.2622
Fax: 703.356.6388
Email: info@cmaanet.org
Web: www.cmaanet.org
CMAA ©Copyright 2013,
ISSN 1084-75327
Reproduction or redistribution
in any form is forbidden without
written permission of the publisher.
CMAA members receive this
newsletter as a member benefit.
For advertising information,
contact TGD Communications
at advisor@tgdcom.com
MARK CACAMIS
Mark Cacamis is the State Construction Engineer for the Virginia
Department of Transportation, the third largest department
of transportation in the United States, with 127,000 miles.
The Department’s 24-month average of projects under construction
is valued at $2 billion. He is a Professional Engineer, and a
Certified Construction Manager.
DOUG HYDE
Doug Hyde, PE, is Vice President at Jacobs, responsible for all aspects
of the company’s Construction and Program Management including
project execution, quality, safety, and financial performance.
PAUL W. FOSTER
Paul W. Foster is the President/CEO of Foster CM Group, Inc.;
a 35-person PM/CM firm with offices in: San Antonio, Austin,
Dallas, Ft. Worth, Houston, OK City, Tulsa and Atlanta, GA.
FCMG has been involved in providing PM/CM services on over
$3.5 billion of construction in past 20 years. Mr. Foster has
worked in the PM/CM industry for over 30 years.
JOHN PAOLIN
John P. Paolin is a Senior Vice President of Marketing and Corporate
Communications for Hill International. He oversees a global
communications team that supports 110 offices in 35 different
countries. He was a co-author of the Airport Owners Guide to
Project Delivery Systems – Editions 1 and 2 and has produced the
Airport Project Delivery Summit (for the ACI-NA, AGC and ACC) since 2006.
BOARD OF DIRECTORS NOMINATIONS OPEN
CMAA is now soliciting nominations for the 2013–2014 Board
of Directors. Nominations must be submitted by May 18.
Complete information, including qualifications and the nominating
form, are available at www.cmaanet.org/cmaa-documents.
The Nominating Committee is chaired by Past National Chair
Ron Price, CCM, of Parsons Brinckerhoff.
TABLE OF CONTENTS
FROM THE CHAIR
CONVEYING THE BENEFITS OF PROFESSIONALISM
How do you define a qualified Construction Manager? If you are an owner, what
qualifications do you look for in the person you have managing your project or
program? If you are a practitioner, what education, experience and credentialing
do you mandate for your staff? Using our strategic plan as our guide, CMAA is
developing new programs and initiatives to do just that—help owners define what
a qualified CM means to them. There are certainly the basics, as taught by CMAA’s
Standards of Practice and Body of Knowledge publications, but each owner will
require specialized training relevant to their type of project and delivery method.
By doing this, we cause owners and practitioners to look inward and ask themselves
if they are getting the full benefit of this professionalism in their projects and
programs. We do this by using our Grass Roots Committee, whose members are
developing testimonials from major owners across the U.S. who have looked at their
CM staff, realized a need for improving skills, and embraced CMAA’s professional
development programs. Owners talking with owners. We also do this through our
outstanding chapter network, where members are being very creative in developing
events such as “Owners Night” at the Southern California Chapter that attracted
300 participants to share their experiences.
After we inform and enlighten, we move to education, using CMAA’s outstanding
professional development programs. CMAA continues its efforts to tailor our
programs to major owners and have our teachers provide examples that are
relevant to the owner’s project type, and to schedule the classes to meet the
time demands of the owner’s staff.
New committees going in new directions, chapters thinking creatively, and the
national staff providing a higher level of customer service: That’s just some of
what CMAA is doing these days. So, what can you do? How will you demonstrate
your volunteer leadership?
•If you are involved with your chapter and would like to have an event like the
SoCal chapter did, contact them and find out how!
•If you are an owner and have seen the benefits of having qualified CM’s on
your project, send in your testimonial.
These are just two of the many ways you can get involved with our dynamic
association and make a difference. When an owner asks, How do you define
a qualified CM?, you’ll be ready with a clear and actionable answer.
Mike Potter is in charge of RK&K’s
Construction Management and
Inspection division. RK&K has
led large CM teams in managing
multi-billion dollar programs,
and Mr. Potter has taken the
lead in substantially expanding
RK&K’s reach into new geographic
markets and new services. His
CMAA experience includes serving
as chapter president, contributor
to CMAA publications, teaching
Professional Construction
Management courses, and
chairing/contributing to various
Board committees.
Advisor Spring 2013
First, we must convey what it means to be a qualified CM. Owners need to
understand how adherence to our Standards of Practice and Code of Ethics defines
the CM professional. And they need to recognize the higher level of achievement
and commitment represented by the Certified Construction Manager credential.
MIKE POTTER, PE, CCM
5
Let’s face it. There are many in our industry who assume that the “Construction
Manager” enters the picture about the time the contractor receives notice-toproceed. We CCMs know better. We know there is great value that a qualified CM
can bring to a project before NTP arrives. So, how do we get this message out?
TABLE OF CONTENTS
The
6
Advisor Spring 2013
Grass Roots:
“That’s Where Change Starts”
For 2013, the CMAA Board of Directors has created a new “Grass Roots” Committee to lead
efforts supporting the association’s new mission. ADVISOR engaged the committee’s two
co-chairs, Mark Cacamis, PE, CCM, of the Virginia DOT and Doug Hyde, PE, of Jacobs, in a
dialog about the committee’s goals and early activities.
TABLE OF CONTENTS
It’s an evolution in the advancement of
leadership, professionalism and excellence.
These values continue to be paramount to the
new mission. The key words are professional and
qualified. The change is geared to helping clients
advance the predictability of the execution of
their capital projects. The focus is on qualified
Construction Managers (CMs), either in-house
or from industry. Ultimately we would like to
tie “qualified CMs with “Certified CMs (CCM),”
and the use of CMAA’s Body of Knowledge.
MARK:
Qualified Construction Managers embody the
old mission descriptors of “leadership, professionalism and excellence.” The change in mission
language is aligned with and focused on the
industry’s understanding of professionalism,
namely, conformity to standards of practice,
and the essential elements of successful project
and program delivery.
CMAA has captured and promotes these
Standards of Practice and essential elements.
This brings order and creates common
performance expectations. Performance to
professional standards maintains and builds
the competencies of the nation’s Construction
Managers. CMAA recognizes that professional
Construction Management is the link that
translates the owner’s description of a project
into a functioning reality.
What is CMAA’s biggest challenge in
reaching out to owners to promote CM?
DOUG:
The biggest challenge in reaching out to owners
is to help them understand the value of using
qualified CMs. Part of our committee’s task is to
MARK:
To be successful, organizations have to build
and grow their Construction Managers. Creating
the awareness that the CMAA is right there
with the cost effective means to do just that is
the challenge.
Are there different challenges or obstacles
involved for different owner groups—say,
for private sector vs. public sector?
MARK:
All organizations are under pressures to
do more with fewer personnel. There is a
disconnect between the benefits of professional
Construction Management and the impact on
first costs and life cycle costs. It’s an awareness
disconnect. The challenge of the Grass Roots
Committee is to provide the other committees
and CMAA chapters with the tools to create
that awareness.
DOUG:
The challenges vary widely. Many owners are
fairly set in their ways and risk averse. Even
if the results they’re getting are not ideal,
there’s concern that results could be worse
instead of better.
Public sector clients generally have bureaucratic
processes to deal with, and therefore change
is slow and deliberate. Some are governed by
legislation that impacts who leads a project.
Large private sector owners can be similar, and
change is also generally slow.
Benchmarking similar to what CMAA’s industry
partner the Construction Industry Institute
conducts helps to form a third party source
of data. Hopefully we can tie the use of
qualified CMs and CCMs to a benchmarking
project to show more predictable results,
and less risk.
Advisor Winter 2012
DOUG:
develop one or more strong value propositions
to prove that owners benefit from using qualified
CMs. Ultimately we must show by using qualified
CMs, they achieve better outcomes in terms of
safety, quality, cost, and schedule predictability.
7
CMAA has replaced its old mission,
“to promote and enhance leadership,
professionalism and excellence” with
a mission to “promote the profession
of Construction Management and
the use of qualified CMs on capital
projects and programs.” What does
this change really mean?
TABLE OF CONTENTS
“When core competencies are executed according to professional
standards of practice organizations are able to achieve their goals.
As goals are achieved performance improves.”
Why was the Grass Roots Committee
created? Why is it named “grass roots”
rather than something like “promotion”
or “marketing?”
DOUG:
The idea behind Grass Roots is that every CMAA
member should be engaged. Our committee
is focused on developing tools, and ideas on
how to educate and create the awareness in
potential new owner members, but then it’s
hopefully a broad based activity, at the chapter
level as well as the membership committee,
and members in general.
MARK:
8
Advisor Spring 2013
“Grass roots” speaks to the need for awareness.
That’s where change starts. We are challenged
to find ways to communicate the trust that
owners have in the CCM. For those entering
the field at a grass roots level, Construction
Managers in Training (CMIT) are provided
National Conference
Proposals Invited
The Presentation RFP for the
National Conference in Las Vegas
is open through April 1.
View the RFP here.
with career direction and achievement, both
strongly supporting job satisfaction. CCM’s are
professionals who have made a commitment to
excellence at a personal level. CCM represents
a level of competence and qualification. These
people build organizations.
Owners, specifically public owners need
to become aware of the value of both the
Construction Manager in Training (CMIT)
program and the CCM certification.
When owners procure CM services, national
credentials should be considered. Certification
represents interchangeable, homogeneous
practices, that is, standards. CCM indicates
mastery of specific skills required to successfully
complete projects and programs.
CCM provides the first hiring analysis: Does
the person have the requisites skills, knowledge
and ability (SKAs)? Clients want to know if
the provider employs people with the proper
SKAs. The CCM designation is an indicator
of job readiness by the individual. It also
indicates that high performance is part of the
culture of the agent firm providing Construction
Management services.
When core competencies are executed
according to professional standards of practice
organizations are able to achieve their goals.
As goals are achieved performance improves.
This builds client-agent relationships through
successful project delivery
What can you expect to accomplish in
your first year…and how do you intend
to measure success?
DOUG:
First, we expect to create a set of tools. Examples
would be stories by owner members as to the
value they see in CMAA, perhaps compiled in an
electronic publication. Showcasing these stories
can prove that using qualified CMs
brings more predictable execution and reduces
risk. Second, we would like to launch a study
to capture that third party independent data.
Plus, of course, we’d like to bring new owner
members to CMAA.
2013
OWNERS LEADERSHIP FORUM
Solutions… Connections…
MARK:
As a new committee we’re starting slow to go
fast. First up is our project management plan,
which will include the selection of and execution
plan for our top business plan goals. Once the
goals are chosen we can then select monitoring
metrics. In the first year we will have tools
for use by chapters to promote professional
Construction Management.
…and all that jazz!
What can the individual member do to
be part of this grass roots initiative?
MARK:
The simple answer is for members to become
CMIT’s or CCM’s. It makes a personal statement
to all those we work with and come in
contact with about the value of professional
Construction Management.
S H E R ATO N N E W O R L E A N S • M AY 5–6
DOUG:
On Record
In The Works
References
TGD’s proposal
designs will
set you apart
On Record
$3,500,000
Fire Restoration
Aetna Insurance
When a 3-alarm fire
raged through the
49-unit, 6-story Beacon
Condominium, more
than 2,000,000 gallons
of water were required
to extinguish it. The
resulting damage was
far reaching – the roof
and all interior finishes
were completely
destroyed and structural
damage was quite
extensive. The Beacon
Condominium board
immediately formed an
ad-hoc committee and
interviewed a dozen
contractors before
making the decision to
hire Minkoff.
Throughout the work on
this $3,500,000 project,
Minkoff paid special
attention to restoring
all parts of the building,
which was built in 1912.
As a result of the roof fire
and water damage, all
drywall insulation and
wiring was replaced.
Stripped down to its
masonry shell, with only
the floor joists in place,
the building interiors were
removed and all 49 units
were rebuilt. Many units
were actually improved,
as the condominium
board opted to finance
alex.perroy@tgdcom.com
703.548.0200 x 117
www.tgdcom.com/cmaa
Advisor Spring 2013
• Polished physical and electronic
formats for delivery
Beacon
Condominium
Washington, DC
9
• Branded customized style
• Effective graphics to convey
complex data and concepts
Mark Cacamis can be reached at
mark.cacamis@vdot.virginia.gov.
Doug Hyde can be reached at
Doug.Hyde@Jacobs.com.
The Property
Restoration
Experts Minkoff
Company
The Property Restoration
Experts
Minkoff
Company
Project Overview
In addition to the co-chairs, the Grass
Roots Committee includes Shawn Paroline
of Jacobs Facilities, Sandy Hamby, AIA,
CCM of MOCA, Michael Griffin of Hill
International and Joseph Lawton, AIA,
CCM, FCMAA of HNTB.
Don’t lose
the next
$100 Million
Contract
Project Overview
Tell us your stories. Help us collect the proof
we need to convince new owners to open up
to the dialog, help create the awareness and
education we’re trying to communicate, and
help owners start to understand what CCMs
could bring to their organization.
TABLE OF CONTENTS
PM/CM Pursuits:
From the MBE Perspective
By Paul W. Foster
When we should pursue RFQs as a prime or sub-consultant?
Who should we team with?
Who’s positioned best politically?
10 Advisor Spring 2013
Is it that company’s turn politically?
Is this project high profile enough to hire a lobbyist?
Who has the best resume on similar projects?
What’s the current staff availability?
What Senior PM will be on the team’s org chart?
Who’s done their due diligence?
And on and on…
TABLE OF CONTENTS
A Big Change of Environment
Fresh off a strategy meeting with our BD department I find myself wondering, does it really matter
if we are a MBE firm, or would a fly on the wall hear the same discussion being tossed around in
the conference room of a Top 20 PM/CM firm?
Just when I was beginning to believe we knew our competition in the program management/
Construction Management (agency) market, we all became challenged by a dip in the U.S. economy
that lead to a surge of both anticipated and unforeseen competition in the industry. At the height
of our company’s 20th anniversary, we begin to see an upsurge in new (non-traditional) companies
entering the PM market (e.g., architects, developers, general consultants, GC’s, material testing firms,
just to name a few), all while finding more public owners electing to grow in-house PM staffs in lieu
of hiring consultants. This was a classic case of “who left the gate open?” Everyone’s coming to feast
on the same plate.
With this fact in mind, our sustainable recovery strategy has concluded that rather than jump into
the open field and respond to multiple RFQs and follow the crowd in panic, it is best to spend more
time cultivating our existing clients’ needs while finding those new clients to whom we can bring
program value through staff augmentation. We also find it best for MBE firms to look strategically
at when to “go” or “no-go” as a prime.
Commit to Exclusivity?
Within the teaming framework, one of the most difficult decisions a MBE firm has to make is
determining whether to go exclusive or not. Many times, our decision not to go exclusive causes
some hardship with our teaming partner(s). Fortunately, we have found this to be received differently
by large firms, thus not becoming a cultural norm in the industry. Owners on many occasions have
advised us not to commit to exclusivity, because they want to review all proposals objectively without
locking out a very desirable sub-consultant who the prime seems to be trying to present as their
“x-factor,” only to find the prime firm scored low on a proposal, at the expense of a sub-consultant
that the owner would have liked to see on the project. Recently, we have seen some owners get very
creative in writing their RFQs to discourage primes from requesting exclusivity from sub-consultants.
When it comes to exclusivity, we have no set company policy; each pursuit is analyzed and decided
on based upon many variables. There are times when we opt to pursue a joint-venture agreement,
and other times we make a decision to not go exclusive, electing to join more than one team. It
depends on a lot of internal fact finding, and this article could not bring that topic around full circle.
Deciding on exclusivity (or not) is one of the hardest decisions a MBE firm has to make.
11 Advisor Spring 2013
We have also seen a better win percentage from teaming with PM firms with whom we have
established successful strategic alliances. With these alliances, we are able to tell a better story,
improving our chances for a successful project outcome. I would like to put emphasis on alliance,
because if a prime firm has no previous working relationship with you, it’s very difficult to tell a
compelling teaming story on a proposal that will put the team in position to be short-listed and
selected. We have been successful more times than not when teaming with firms where we have
had proven project success, whether we are the prime, or a sub-consultant.
TABLE OF CONTENTS
“Nothing is more important to a teaming
arrangement than knowing that all
members of the team bring the core values
of understanding, honesty and integrity.”
More at Risk for MBE Firms?
Large firms must realize that in most cases, they have multiple office locations and pursue many
RFQs in multiple regions of the county. They have more winning opportunities in multiple markets
and business sectors, and many of these firms’ revenues are generated from multi-disciplined (i.e.,
architecture, engineering, PM/CM, etc.) opportunities from all sectors of the A/E/C industry. Compare
this to the fact that many of the small local MBE offices have their major revenue generated from the
local office where the project is being pursued. Consequently, an unsuccessful pursuit becomes much
more damaging to the small MBE’s revenue than the large prime firm that has offices in multiple
locations and yearly revenues commensurate with a Top 100 PM firm. It becomes a simple case of
volume and winning percentage. The more markets in which you can pursue work, the larger your
odds at increasing staff volume and revenue.
Another problem or risk with a MBE firm committing to exclusivity, is the unknowns that come from
not knowing the prime firm’s designated lead PM. Even if the MBE has completed many successful
projects with the prime firm, it is unlikely that the lead PM designated on the team org chart will
know the successful working relationship that his firm has had with the sub-consultant or MBE firm.
The lead PM is often relocating from one of the firm’s other offices and is not aware of the successes
that the prime firm has had with the local MBE firm.
Even worse is finding yourself in a short-list presentation only to discover that the lead PM does not
possess good presentation skills, and/or does not connect well with the owner. We often hear the
owner say in the debrief that the proposer did not bring its ‘A’ team. Therefore, many things have to
be considered when a MBE firm decides on committing to a team, as is also the case when a prime
firm selects their sub-consultants: It’s not a perfect science.
12 Advisor Spring 2013
Sharing Core Values for Succecss
Lastly, nothing is more important to a teaming arrangement than knowing that all members of the
team bring the core values of understanding, honesty and integrity. And nothing is more damaging
than a bad teaming agreement that leaves much to the imagination. We have had to say “no-go” on
some potentially good opportunities because we just did not get good vibes from the team’s chemistry.
MBE firms should ask for teaming agreements on all project/program pursuits whether deciding on
a joint-venture or going exclusive or non-exclusive as a sub-consultant. A teaming agreement gives
both parties the opportunity to know their involvement and team expectations; level of effort; and
anticipated fee and staffing requirements. In this business, you are only as good as your company’s
last successful project, so make your teaming decisions wisely. Maintaining a respected company
culture and professional quality staff helps lead to project success and repeat business.
Paul W. Foster can be reached at pfoster@fostercmgroup.com.
TABLE OF CONTENTS
ASK A PRO
JOE MCATEE
Urban Engineers, Inc.
How should the schedule of a project be established and used?
The question of how to establish project time is
fundamental when considering your upcoming project
and beginning to realize the impact it may have on your
facility, your staff and maybe your customers. The process
of developing and evaluating the schedule begins with a
good understanding of the project’s scope and contracting
methods. The schedule initially can be prepared in summary
form, called a Master Schedule, in a bar chart for discussion
with the owner’s board or management staff. It should give
an initial indication of the time estimated for the various
phases of project delivery. The owner should assign a CM
professional to develop the schedule, or if not available,
a CM firm should be retained. The project phases that
must be addressed are: Pre-design, design, procurement,
construction and post construction.
approval, or hazardous waste remediation prior to a key
project phase. Once the project is successfully bid and a
contractor selected, the schedule input from the contractor
should be submitted for review by the CM and then, once
approved, should be updated regularly and serve as the
primary guide for project execution and decision making
through the completion of the project.
Each phase of the project’s development can be set to a
time scale as the owner’s team develops and determines
the overall scope of the project. For a traditional designbid-build project, this will include the selection of a design
team, followed by design activities, phasing plans for the
work, involvement of the facility staff for coordination
purposes, and all other major tasks leading to construction
and beyond that have a time aspect and should be evident
on the schedule.
Every decision needs to be made in a manner that supports
the schedule, assuming on-time delivery is important to
the owner. This means that attention to the schedule is
just as important in the first 30 days of the project as it is in
the 200th day. Too often, issues that are identified early are
seen as things that can be “taken care of later.” This causes
a kind of “funnel effect” at the end of a job that proves
very detrimental to the success of the project. Remember
that while we can perform rework to solve bad quality, and
petition owners for more money for unforeseen conditions,
we can’t make more time. So if time is important, treat the
first day of the schedule as importantly as the last and you’ll
enjoy a high level of success.
As the CPM schedule is developed the owner and CM will
have an increasing understanding of the time required to
fully complete the project and, with the CM’s assistance, will
have the ability to see issues that might threaten success.
These could be anything from a utility company providing
a special level of power, to a wetland mitigation that needs
JOSEPH MCATEE PE, FCMAA
Joe McAtee is executive vice president and chief operations
officer of Urban Engineers, Inc. and one of its principal
owners, with oversight responsibility for the firm’s design,
construction, and program management activities. He is a
registered professional engineer in ten states.
DO YOU HAVE A QUESTION?
Contact John McKeon at CMAA, jmckeon@cmaanet.org.
13 Advisor Spring 2013
As the project develops the CM should implement Critical
Path Scheduling (CPM) techniques and software to properly
map out the schedule logic relationships of the many
items of work. The CM should also identify activities whose
durations are well thought out, reasonable and supportable
to establish the overall project time and that portion of the
schedule that will be construction.
Whatever the issue, the CPM schedule will normally help
the owner and the CM to understand its relation to the end
date of the work. Decisions related to how to administer
changed conditions and other unforeseens can be made in
a manner that supports the schedule needs of the project
and allows the owner’s team to use the available float in the
schedule to avoid critical delays.
TABLE OF CONTENTS
THE INTERNATIONAL
By John J. Paolin, Hill International
14 Advisor Spring 2013
Providing effective Project Management and Construction Management
(PM/CM) services is about finding and placing the right professionals that
meet the requirements of the project and match the unique needs of each
client. The recruiting process is where it all begins.
In just over a decade, Hill International
has grown from 300 professionals
primarily operating in the US to 3,600
professionals in 110 offices in 35
countries around the world. During
that time, Hill’s recruiting department
has grown from one in-house recruiter
to more than a dozen in-house global
recruiters. The decision to build an
in-house recruiting team was of
strategic importance. Outsourcing of
recruiting bears lower risk because
placement is performance based.
It also offers less control over the
long-term viability of a potential
new hire. A long-term relationship
between employee and client fosters
a long-term relationship between
your company and your client. This
is why an in-house recruiting team is
better suited for a global firm such as
Hill. An in-house recruiter has a better
understanding of a company’s culture,
a client’s culture and the type of
person that will succeed over the long
run. They are not looking for the “sale”
but rather the long-term success of
each placement.
Structuring a global recruiting
department is not a cookie-cutter
process. Some country’s recruiting
efforts can be managed from
anywhere, while others need a
regional presence and some require
an in-country recruiter. As an example,
US recruiters can effectively recruit
anywhere in the US and Canada and
have also had success recruiting in
countries such as the UAE in search of
US professionals. In Europe, recruiters
cross borders within the continent,
while in China and India, hiring an
in-country recruiter is a must due to
the complex language and cultural
issues as well as governmental
processes. Brazil requires that projects
are primarily staffed by local resources
and also requires a local recruiter
who intimately understands the
local culture.
Each country offers its own unique
challenges. In the UAE, placing
executives is rather straight-forward:
the culture accepts expats and, in
some cases, prefers them. The UAE
offers a 90-day visa enabling staff to
begin an assignment while the work
visa is in process. During the Dubai
construction boom from 2000-2008,
half of Hill’s placements were western
expats. By 2008, Hill had already
moved into other growth markets
such as Saudi Arabia, Qatar, Egypt and
Libya. More recently, the company
has added operations in India, China,
Australia and Brazil. As Hill grew in
these new markets, our executives
learned how to navigate the market,
one case at a time. Some of Hill’s
executives from around the globe
offer first-hand feedback:
IN THE MIDDLE EAST:
“We study the market and
avoid haphazard decisions,”
said Mohammed Al Rais,
TABLE OF CONTENTS
GATE TOWERS PICTURES-ABU DHABI REEM ISLAND – PHOTO BACHAR JAZZA
“The visa process varies widely from country-to-country and a
thorough understanding of a country’s process is a must. The UAE
offers a rather smooth process, but Libya is very difficult.”
Senior Vice President and
Managing Director of Hill’s
Middle East project management
operations. “A unique challenge in
Saudi Arabia and Iraq was bringing
our clients up to speed with the
best practices and procedures of
the industry. Ministries in Saudi
Arabia and Iraq specifically hired
Hill to establish processes and
procedures for contracting and
procurement, helping to break
down bureaucratic barriers.”
IN EUROPE:
“With EU-funded projects, we need
EU citizens with experience on
similar projects,” said Melina Kanaki,
Hill’s recruiter and HR professional for
Eastern Europe and North Africa. “In
Asia, we require candidates who have
experience in both the region and on
major high-rise buildings,” she added.
for hepatitis and typhoid) and
poverty,” he added. “As a result,
most candidates in India are locals,
hence an in-country recruiter is
going to be much more effective.”
IN INDIA:
IN BRAZIL:
“It is extremely difficult to place
expats in India,” said Andreas
Armeniokos, a Senior HR recruiter
with Hill. “Expats find it difficult
to adjust to differences in hygiene,
disease exposure (vaccinations
“For any given project in Brazil,
only one-third of the team can be
foreigners,” said Ana Bugedo, Hill’s
recruiter for the region. “As a result,
the majority of projects are staffed
by local employees.”
15 Advisor Spring 2013
Morine-Medare Motorway in Kosovo, with CM by Hill International.
“Saudi Arabia has a reoccurring
challenge: most companies refuse
to offer No Objection Certificates
(NOC), which allows someone to
transfer companies under that
same Iqama (visa),” said Sami
Shuheibar, Hill’s recruitment
manager in the region. “The
Iqama process takes a long time
to complete and must be factored
into any placement process.”
TABLE OF CONTENTS
IN AFGHANISTAN:
“Apart from the difficulties for
the “risk zones,” race, religious and
other discrimination factors between
nationalities can be a significant
obstacle,” said Panos Vazeos, Hill’s
HR and recruitment manager.
“Afghan clients will not accept
certain nationalities. In Azerbaijan,
clients often will not accept
Georgian or Armenian candidates.”
IN OMAN:
GATE TOWERS PICTURES-ABU DHABI REEM ISLAND – PHOTO BACHAR JAZZA
“On one program, we had to source
over 250 people onsite within a few
months, and we were required to
identify, screen, interview and place
all candidates,” said Tania Narvor, a
Hill Middle East recruiter. “We turned
to all internal senior management
across the Middle East to assist
with the interview process and
successfully placed all candidates
within four weeks.”
AROUND THE WORLD:
Work underway on Gateway Towers in Abu Dhabi, UAE,
with CM by Hill International.
Turn off Turnover
16 Advisor Spring 2013
It is more than just finding resumes
and making a placement. It is not a
‘sell’ to our team. A good recruiter
judges his or her success not just on
placement, but on retention and, just
as importantly, on client satisfaction.
When in Rome…
Flexibility, respect, open-mindedness
and sometimes humility are key traits
to adapt to a local culture.
Are We Talking the
Same Language?
While English is still a common
language in most countries, in China
employing locals is very important
for the success of a project. In Brazil,
fluency in Portuguese is imperative.
In the UAE, English is the primary
language in business although
knowing Arabic is a plus.
The Devil is in the Details
The process of obtaining work visas
can be very complex or straight
forward depending on the country.
More often than not the process
entails a great deal of bureaucracy
and often results in long delays.
Show Me the Money
Local staff needs to be paid in local
currency. A global payroll structure
is necessary to accommodate local
currency and policy.
“Beyond the visa regulations for
each country, we are facing limitations
stipulated by the funding agencies,”
said Vazeos. “Projects financed by
the ADB (Asian Development Bank)
must be staffed by specific nationality
members of the ADB and there
are age limitations (60 years) for
senior positions.”
Each of these obstacles affects the
timing of candidate placement, but
none are as consistently prevalent
as the visa process. Timing is of
utmost importance when placing
candidates and can be the difference
between keeping or losing a client.
The visa process varies widely from
country to country and a thorough
understanding of each country’s
process is a must. The UAE offers
a rather smooth process, but Libya
is very difficult. When Hill was hiring
expats for assignments in Libya
pre-revolution, the visa process
involved background security checks
TABLE OF CONTENTS
In India, a candidate’s business visa
was not transferable from one project
to another so the candidate had to fly
home and reapply for a work permit.
Egypt previously allowed candidates
in the country with only a tourist visa,
then would offer extensions until
a working visa was issued. Today,
Egyptian authorities do not allow such
visa extensions. Hill recently won an
assignment in Oman that required
rapid staffing. The Oman government
only allowed 10 visas to be issued per
day. The recruiting effort needed to
be well-planned and concise in order
to place over 200 expats within a
month’s time.
In many ways the process has
become much easier thanks to better
communication tools. Today, media
is real-time and access to global
resumes is abundant. Hill utilizes
LinkedIn as a search tool as well as a
job posting forum. In addition to Hill’s
LinkedIn employment group, which
candidates are encouraged to join,
Hill’s recruiters follow job sourcing
groups on LinkedIn that identify both
potential employees and potential
clients. Twitter is used as a real-time
communications tool. “I’ve established
a following on my Twitter account
simply by posting daily openings
via tweets,” said Anthony Allman,
a Hill recruiter in North America.
“Over time, I’ve built a substantial
following. Twitter feeds my Facebook
and LinkedIn accounts. One post on
Twitter goes a long way,” he added. By
creating a global following, candidates
know about openings immediately
and can respond quickly. The faster
a candidate responds, the faster a
recruiter can reply to an opening,
make a placement and get a project
moving forward.
Internal recruiting is equally as
important as external recruiting. A
robust, centralized internal database
of active employees is a must for any
international PM/CM firm. The term
“centralized” cannot be overstated,
because there is a tendency for local
offices around the globe to want to
build their own “information silos”
of candidates or employees. Having
one place where you can search for
employee specific skill sets, globally,
is imperative.
Many factors contribute to the success
of any international professional
services firm, but everything else
depends on finding and placing the
best talent for your clients. People are
the product. Building a world-class
recruiting team requires a global
strategy and a local understanding.
It requires strong communication
tools that enable recruiters to find
and place talent as quickly as possible,
in any market of operation.
John Paolin can be reached at
jpaolin@hillintl.com.
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17 Advisor Spring 2013
from the Libyan authorities that
could take nine months or longer.
Many candidates are never hired due
to the long wait time. But working
through this difficult process can
be rewarding. “We had to wait nine
months to place a candidate on a
Libyan project,” said one of Hill’s
recruitment managers. “He was
hired, successfully completed that
assignment and has since been
transferred to two different projects,”
he added.
TABLE OF CONTENTS
MARKET VALUE
CHRISTINE KEVILLE, FCMAA
JUDITH KUNOFF, AIA, CCM, FCMAA
President & CEO
Keville Enterprises, Inc.
Chief Architect
MTA New York City Transit
CMAA MAKES TREMENDOUS
STRIDES IN DIVERSITY
18 Advisor Spring 2013
CMAA can be extremely proud of the progress it has made
over the years towards its efforts in promoting and valuing
diversity. Our association supports and promotes diversity
throughout an industry that has long been “non-traditional”
for women and minorities. Diversity within the leadership
at CMAA now includes more women and minority
representation on the National Board of Directors than
ever before. Less than ten years ago, the CMAA Board of
Directors had one woman and one minority board member.
Today more than 30% of the National Board of Directors
are women and minorities. Recently, a feature was added
to the CMAA website that allows firms to designate their
status, such as 8a, DBE, WBE, or SDB. This will enable CMAA
members to search for diverse teaming partners
who have the skills necessary to complement their team.
At CMAA’s 2012 Owners Leadership Forum, a group
of CMAA women and minorities met to share similar
experiences and challenges in the CM industry. During
this meeting, CMAA CODE (Creating Opportunities for
Diversity and Equality) was created.
Top: Paula Wolff, Illinois Tollway Board of Directors, makes
a point during the “Leadership Perspectives” session in
Chicago. Bottom: “Leadership Perspectives” panelists (left
to right) Ann Schneider, Illinois DOT, Kristia Lafleur, Illinois
Tollway, and Liz Levin, Massachusetts DOT.
TABLE OF CONTENTS
CMAA CODE was established to lead the CM industry
in promoting diversity, and continuing our efforts for a
diverse representative organization by offering leadership,
networking and professional development/educational
opportunities to all.
CMAA values and seeks to promote diverse, inclusive and
equitable participation in Construction Management
to achieve quality and excellence. CMAA recognizes the
strength of diverse perspectives and is committed to
promoting diversity and ensuring equal opportunity and
inclusion for all persons in its membership, leadership
and activities, regardless of race, ethnicity, sex, disability,
country of origin, religion, age, or sexual orientation.
At the 2012 CMAA National Conference & Trade Show,
CMAA CODE sponsored two exciting panel sessions.
“Leadership Perspectives from Top Women Transportation
Leaders” was co-sponsored by WTS International. This
dynamic session featured Illinois Secretary of Transportation
Ann Schneider; IL Tollway Executive Director Kristi Lafleur;
Chair of IL Tollway Board of Directors Paula Wolfe; and
Moderator Liz Levin of Liz Levin and Associates. These
transportation executives shared their leadership
perspectives on how they developed key skills needed
to be leaders. The second session was chaired by MTA
New York City Transit’s Chief Architect, Judith
Kunoff and featured Margaret O’Meara, Parsons
Brinckerhoff; Michael Houston, Ardmore Associates;
Roslyn Johnson, University of Chicago; Christine Keville,
Keville Enterprises, Inc., and Michael Desantiago of
Primera. This session focused on how CMAA membership
has benefited these firms, the importance of networking
and team building, and the value added in a diverse
project team.
If you are interested in supporting CMAA, our
mission, and this Committee’s goals, please feel free
to contact CMAA CODE Committee Chair, Jan Turner
at j.turner@cotterconsulting.com.
CHRISTINE KEVILLE
Christine Keville, FCMAA, is President & Chief
Executive Officer of Keville Enterprises, Inc. (KEI),
which has nine offices across the country. She is a
Trustee and Corporator for Wentworth Institute
of Technology and sits on the Industrial Advisory
Board for Northeastern University. She is past
National President of CMAA and Past Chair of the
CMAA Foundation.
JUDITH KUNOFF
Judith Kunoff, AIA, CCM, FCMAA is Chief Architect,
MTA New York City Transit. Previously, Ms. Kunoff
served as a Senior Project Manager at Parsons
Brinckerhoff, and as the Technical Coordinator
of major airport projects at Skidmore Owings
and Merrill. Judith also chaired CMAA’s Emerging
Technologies and Sustainability Committees. 19 Advisor Spring 2013
The vision of CMAA CODE is a future where women and
minorities are more proportionally represented in our
industry and in leadership roles. The mission of CMAA CODE
is to bring attention to the issues women and minorities
face as they seek to raise their profile within the CM
profession. To fulfill this mission, CMAA CODE will consider
concerns that affect women and minorities in the CM
profession such as equity, identifying leaders (focusing on
leadership styles, visioning and strategic planning), quality
and excellence in the industry, and other perspectives.
CMAA CODE will: Create a CCM mentoring network for
women and minorities; make recommendations to CMAA
leadership regarding up and coming women and minority
leaders; provide material to ADVISOR highlighting women
and minorities in the industry and their achievements;
jointly sponsor events with other associations, focusing on
women in leadership positions; assist CMAA in formulating
a CMAA Diversity Platform, and conduct CMAA CODE
meetings on a regular basis.
TABLE OF CONTENTS
MOBILIZING DISASTER
Recovery
20 Advisor Spring 2013
By John J. McKeon
TABLE OF CONTENTS
The New Jersey shoreline was devastated.
In lower Manhattan, water reached the top of the
escalators in the South Ferry subway station, rising
from the track level nearly 80 feet below.
About 60,000 residential buildings were in the path of
the storm, within the surge zone defined by the Federal
Emergency Management Agency. Many thousands
suffered storm damage, up to complete destruction.
“Any time there’s an emergency the first thing is rescue, to
save lives,” says Richard Anderson, president of the New York
Building Congress. “Then we try to restore basic services.”
AN ECHO OF 9/11
New York City responded with the Rapid Repairs Program.
“Rather than being placed in temporary shelters, the Rapid
Repairs Program was designed to provide immediate
assistance to restore the basic services—electricity, heat,
and hot water—so that families could return to their
homes,” says Gilbane Vice President William J. Gilbane III.
The company has managed the “shelter in place” program
for the city. “No precedent had been set in the history
of New York City in how to manage such an extreme
situation,” he said.
Lou Coletti, president of New York’s Building Trades
Employers Association, says the City’s response echoed
how it launched the recovery from the 9/11 attacks. A
request was issued for contractors to submit expressions
of interest, with responses desired within 48 hours.
Moreover, the solicitation stressed numbers: “Can you
mobilize 100 people at once?”
“We wanted companies with large workforces ready to go,”
Coletti says. “The scope of work was very specific: Bring
individual homes back to minimum code standards. Get
owners back in their homes with heat and electricity.”
The extensive team that responded included CMAA
members at firms like STV Construction, Shaw Group,
Gilbane, Skanska, and Tishman.
But there were obstacles, some of which distinguished the
Sandy response from the 9/11 precedent.
“After 9/11, every construction site in Manhattan was
basically shut down, so we had enormous manpower
resources to deploy. After Sandy, there was a huge amount
of other work going on.”Key agencies like the Metropolitan
Transportation Authority and the Port Authority of New
York and New Jersey were gearing up major efforts to get
their assets back in operation as quickly as possible. An
additional complication was the fact that, with vehicular
tunnels flooded, roadways damaged, and a large chunk of
the transit system out of action, it was hard simply to get
people to where they were needed.
LESSONS LEARNED FOR “NEXT TIME”
For example, the subway’s “A” line, linking to the Rockaway
Peninsula, was devastated, with “waters crashing over and
under the tracks, twisting steel rails, destroying the electrical
and signal infrastructure and washing out hundreds of feet
of track support,” according to MTA’s Charles Seaton. “Rails
were heaved into a wavy pattern that resembled a miniroller coaster and tons of debris were left strewn along the
tracks. Submerged in salt water during the storm, the signal
and power delivery systems were toast.”
21 Advisor Spring 2013
From Staten Island to the Rockaways and along Long
Island, Hurricane Sandy’s arrival in late October created
an unprecedented disaster, to which the construction
industry was challenged to respond. That response had
to address both major infrastructure damage (to tunnels,
trains and buildings) and the life-changing impacts Sandy
had on families and homes.
TABLE OF CONTENTS
The major agencies had extensive resources back on line
within about a week after the storm, though some damage
will take much longer to repair. The impact on families
in the storm’s path was vast and profound, but with help
from the City and FEMA, and anticipation of vast property
insurance claims, recovery is underway.
22 Advisor Spring 2013
New York Mayor Michael Bloomberg at a press
briefing during the recovery effort. Joining him
are (L to R) Kathryn Mallon, NYC Department
of Environmental Protection, Brad Gair, City
Director of Housing Recovery Operations, and
Deputy Mayor Cas Holloway.
“No precedent had been set
in the history of New York
City in how to manage such
an extreme situation.”
And lessons have been learned for the next time a
significant natural disaster threatens. The city, owner
agencies and public safety bodies were well prepared for
Sandy, says Anderson. “New York City is a well-managed
place,” he comments. Still, “there was an uneven level
of preparedness among agencies, and some could have
hit the ground running but didn’t. We need more and
better planning.”
Coletti agrees, and cites contract terms as something
that could have been settled in advance, covering things
like indemnification, wage rates, verifying the skills of
volunteers, bulk purchasing of equipment, and methods
for allowing smaller contractors to participate.
“We need a national discussion of the business aspects of
responding to emergencies,” Coletti says.
John J. McKeon is vice president of CMAA. He can be
reached at jmckeon@cmaanet.org.
VOLU ME I,
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20 12
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23 Advisor Spring 2013
Becoming a
Construction
Manager
2013 LEADERSHIP FORUM
SOLUTIONS, CONNECTIONS AND ALL THAT JAZZ!
SUNDAY,MAY5,2013
SUNDAY,
MAY 5, 2013
3:30-PM-5:00PM•OPENINGPLENARYSESSION:WelcomeandKeynotesfollowedbyReception
OPENING PLENARY SESSION Sponsored Keynote & CII Presentation followed by Reception
MONDAY,MAY6,2013
7:00AM-9:00AM•PLENARYBREAKFAST
MONDAY,
MAY 6, 2013
In these VUCA times, it may be difficult to see how the business is moving forward, but leadership can drive success and create momentum by emphasizPLENARY
BREAKFAST Louisiana’s TIMED Program
ing consistency in meeting specific
performance standards.
•RonMagnus,Managing Director, FMI Corporation
BIM Planning for Organizations
Delivering Better Projects through
DeliveringBetterProjectsthrough
Fostering
Lean Construction and
The purpose of this course is to provide attendFosteringLeanConstructionand
The purpose of this course is to provide
Integrated
Project Delivery Behaviors
ees with a standard approach
to
planning
for
the
IntegratedProjectDelivery
attendees with a standard approach to planBIMPlanningforOrganizations
9:30 am – 10:30 am
integration of BIM throughout
organization
in
Behaviors and integrated project delivning for thean
integration
of BIM throughout
Lean construction
organization
order
maximize the
order to maximize theanvalue
of BIMinand
itstoability
Lean construction and integrated project
value of BIM and its ability to support variousery are becoming more widely used with great
to support various aspects
of an organization.
are becoming more widely used with
successdelivery
to deliver
greater value to the owner.
aspects of an organization.
great success to deliver greater value t
• Ralph Kreider, BIM •RalphKreider,BIM
Program Manager
/
Program
Manager /
o the owner.
• David
Umstot, PE, Vice Chancellor, Facilities
Graduate MBP
Research
Assistant,
MBP / Penn State
Graduate Research Assistant,
/ Penn
State
•DavidUmstot,PE,Vice
Chancellor, Facilities
Management,
San Diego Community
College
University
Management, San Diego Community College
University
District
•CraigDubler,PhD,Virtual Facilities Engineer,
District
• Craig Dubler, PhD, Virtual
Facilities
Penn State
Office of Engineer,
Physical Plant
Penn State Office of Physical
Plant Project Manager, Trammell
•JessicaWolford,
Crow Company
Counting Risk
Discussion on CM’s leadership role in the
sharing, transfer and assignment of project
risks and for what purpose?
11:00 am – 12:00 pm
•DanielHarpstead,PE,Sr. Vice President,
Technical Discipline Civil, Architecture and
Discussion on CM’s leadership
roleKleinfelder
in the sharing,
Design Lead,
transfer and assignment
of project risks and for
•GeorgeO.Lea,Jr.,PE,FCMAA,CCM,
Chief Military Engineer, HQUSACE
what purpose?
•
•
24 Advisor Spring 2013
•
renovation project.
•SusanKopinski,Deputy
Director-Finance
& Administration, Lambert-St. Louis
• Susan
International
AirportKopinski, Deputy Director-Finance &
Administration, Lambert-St. Louis Internation
•JerryBeckmann,PE,Assistant Director,
Airport Lambert-St. Louis
Planning/Engineering,
International Airport
•MikeMinges,Vice President, Kwame
Planning/Engineering, Lambert-St. Louis
Building Group
International Airport
LeanSix-SigmaforDesignAgents
&ConstructionCompanies,Magic
WandorMalarkey?
This session will discuss the evolution of Lean
Lean Six-Sigma
forhow
Design
Agents &
Manufacturing and
the Lean Manufacturing concepts can be used by Owners to
Construction
Companies,
Magic
Wand
set criteria to qualify CM’s, Design Agents
and Construction Companies or to evaluate
or Malarkey?
those laying claim to being “LEAN” and/or
• Mike Minges, Vice President, Kwame Buildin
Group
TakingCMGCtoaNewLevel
CMGC contracting allows the owner, designer
and contractor to identify, allocate and mitigate project risk before the final cost of the
project isTaking
determined
and allows
CMGC
totheaowner
New Level
and contractor to allocate and manage project contingency
much
differently,
resulting
CMGC contracting allows the owner, designer
in less money spent on risk and the ability to
contractor
to identify, allocate and mitiga
constructand
more
of the project.
project risk before the final cost of the project
“SIX-SIGMA”
qualified.
This session
will discuss
the evolution of Lean
• BretBarton,PE, Project Manager, Granite
determined and allows the owner and contrac
•IrvinRichter,FCMAA,Chairman of the Board,
Manufacturing
and how the LeanResident
Manufacturing Construction
• MichaelVega,PE,CPE,Senior
Daniel Harpstead, PE,
Vice President,
Hill Sr.
International
to allocate and manage
project contingency
Engineer,
Los Angeles
• DougJackson,PE,Senior
Vice President
concepts Construction
can be used
by Owners
toUnified
set criteria
Technical Discipline Civil,
Architecture and
•JoniL.Powell, VP/Principal, Kleinfelder, Inc.
much
differently,
resulting
in less money spen
School
District
and
Principal
Project
Manager,
to qualify CM’s, Design Agents and Construction
Design Lead, Kleinfelder
HDR Engineering,
Inc. the ability to construct more of the
on risk and
• MichaelD.Dell’Isola,PE,CVS,FRICS,
Companies
or to evaluate those laying claim to
Senior Vice President, Faithful + Gould
George O. Lea, Jr., PE, FCMAA, CCM,
project.
being “LEAN” and/or “SIX-SIGMA” qualified.
Chief Military Engineer, HQUSACE
• Bret Barton, PE, Project Manager, Granite
• Michael Vega, PE, CPE, Senior Resident
Irvin Richter, FCMAA, Chairman of the Board,
12:00PM-1:30PM•PLENARYLUNCH
Construction
Construction Engineer, Los Angeles Unified
Hill International
School District
• Doug Jackson, PE, Senior Vice President an
KnowledgeManagementinthe
Design-Build-to-BudgetSolution
ConstructabilityandItsAlias
Joni L. Powell, VP/Principal,
Kleinfelder, Inc.
Principal Project Manager, HDR Engineering,
•
Michael
D.
Dell’Isola,
PE,
CVS,
FRICS,
AECIndustry
AdvancesDDOT’s11thStreet
Constructability is a CII Best Practice; it
Senior
Vice President, Faithful + Gould
Bridges
provides significant benefits to construction
A discussion and review of knowledge
1:45 pm – 2:45 pm
•
In adisaster,
natural
disaster,
owners and contractors
In a natural
owners
and contractors
must
work
insurers
must work
closely
withclosely
insurers with
to finance
and to finance and
deliver the
recovery.
this case study,
the case study, the
deliver
theInrecovery.
In this
Lambert-St. Louis airport team also needed
Lambert-St. Louis airport team also needed
to integrate recovery efforts with an existing
to project.
integrate recovery efforts with an existing
renovation
• Jerry Beckmann, PE, Assistant Director,
• Jessica Wolford, Project Manager, Trammell
Crow Company
CountingRisk
Project Finance and Delivery After
ProjectFinanceandDeliveryAfter
a Natural Disaster
aNaturalDisaster
management (KM) in the AEC industry
including survey results on the state of KM
within major university Capital Projects
Offices in the US.
• BobBaldwin,CCM,Assoc.DBIA,
Associate, Jacobs Associates
To overcome budgetary challenges, HNTB,
as program manager, and the District of
Columbia Department of Transportation
PLENARY LUNCH:
delivered 80 percent of the 11th Street Bridge
project for 60 percent of the cost using an
innovative design-build-to-budget solution.
Knowledge Management in the
AEC Industry
Design-Build-to-Budget
Solution
• Ronaldo(Nick)Nicholson,PE,Chief
Engineer,DDOT’s
District Department
Transportation
Advances
11thofStreet
Bridges
A discussion and review of knowledge management (KM) in the AEC industry including survey
results on the state of KM within major university
Capital Projects Offices in the US.
To overcome
HNTBbudgetary
Corporation challenges, HNTB, as
program• manager,
and the District Manager,
of Columbia
SharifAbou-Sabh,PE,Program
HNTBofCorporation
Department
Transportation delivered
80 percent of the 11th Street Bridge project
for 60 percent of the cost using an innovative
design-build-to-budget solution.
• Bob Baldwin, CCM, Assoc. DBIA,
Associate, Jacobs Associates
• PeterMcDonough,PE,Project Manager,
• Ronaldo (Nick) Nicholson, PE, Chief Engineer,
District Department of Transportation
projects.
• EdwardSparks,CCM, VP Construction
Services, WorleyParsons
• KeithLetsos,Area Construction Specialist,
WorleyParsons
Constructability and Its Alias
Constructability is a CII Best Practice, it provid
significant benefits to construction projects.
• Edward Sparks, CCM, VP Construction Serv
WorleyParsons
• Keith Letsos, Area Construction Specialist,
WorleyParsons
As of 2/12/13. Subject to change.
2013 LEADERSHIP FORUM
C M A A 2 0 1 3 L E A D E R S H I P F O R U M
MONDAY,MAY6,2013
SUNDAY,
MAY 5, 2013
3:15 pm – 4:15 pm
SuccessfulCommissioningand
TurnoverattheCityofHouston’s
OPENING PLENARY SESSION
SoutheastWaterPlant80MGD
Expansion–How’dWeDoIt?
NewOrleansDrinkingWater,WasteSystems:FinancingtheRecovery
A discussion forum on the obstacles and
success stories in delivering a $170M water
plant expansion for the fourth largest US city.
The Sewerage and Water Board of New
Orleans continues to work through the
financial challenges of recovering from
hurricane Katrina, and maintaining service
to 100% of the city.
MONDAY, MAY 6, 2013
• KyleJones,CCM,Senior Construction
Manager, CDM Smith
PLENARY
• SandeepAggarwal,Managing Engineer,
City of Houston
Sewerage and Water Board of New Orleans
integration of BIM throughout an organization in
order to maximize the value of BIM and its ability
to support various aspects of an organization.
Lean construction and integrated project delivery are becoming more widely used with great
success
to deliver greater value to the owner.
4:30PM-5:30PM•PLENARYSESSION
• Ralph Kreider, BIM Program Manager /
Graduate Research Assistant, MBP / Penn State
University
• David Umstot, PE, Vice Chancellor, Facilities
Management, San Diego Community College
DistrictTUESDAY,MAY7,2013
7:15AM-8:30AM•PLENARYBREAKFAST
• Jessica Wolford, Project Manager, Trammell
PlayingonaBIMTeam
Crow Company
dCM deConstructs deeply rooted,
instinctively territorial cultural habits that
sabotage projects to create a shift toward
a fulfilling, integrated, collaborative platform
for project delivery.
• MarcGravallese,CCM,RA,LEEDAP,
deConstruction Manager, CI International
• JosephBecker,PE,General
Superintendent,
BREAKFAST
Louisiana’s
TIMED Program
BIM Planning for• Organizations
KennethBrown, Plant Manager - Southeast Delivering Better Projects through
Water Plant, City of Houston
Fostering Lean Construction and
The purpose of this course
is to provide attend• J.R.Reavis, Project Manager, Southwest
Integrated Project Delivery Behaviors
ees with a standard approach
to
planning
for
the
Water Company
• Craig Dubler, PhD, Virtual Facilities Engineer,
Penn State Office of Physical Plant
deConstructionManagement(dCM):
waterandDrainage/Stormwater
RebuildingCMfromtheCore
Sponsored
Keynote & CII Presentation
followed by Reception
TheBNSF/COVWaterfrontAccess
Project:MultipleOwners
DeliveringaRevitalizedLinkto
VancouverUSA’sWaterfront
• LauraStagner,AIA,PMP, Director, Zone A
Office of Design & Contraction/Office of Project
Delivery, GSA/Public Buildings Service
Project Finance and Delivery After
• GianneConard,AIA, Regional Chief Architect
a Natural
& Recovery
Executive NewDisaster
England Region,
GSA/Public Building Service
In a natural disaster, owners and contractors
must work closely with insurers to finance and
deliver the recovery. In this case study, the
Lambert-St. Louis airport team also needed
to integrate recovery efforts with an existing
renovation project.
• Susan Kopinski, Deputy Director-Finance &
Administration, Lambert-St. Louis Internation
Airport
• Jerry Beckmann, PE, Assistant Director,
ConstructingtheJohnJames
Planning/Engineering, Lambert-St. Louis
AudubonBridge,theLongest
International Airport
Cable-StayedBridgeintheWestern
Hemisphere
• Mike Minges, Vice President, Kwame Buildin
8:45 am – 9:45 am
The adoption of the BIM process is more
social than technological. This session will be
a guided discussion on the roles and expectations of various BIM team members. What
Group
The BNSF/COV Waterfront Access Project is
A strong program
management approach was
should be done, what shouldn’t ever happen
an excellent example of how a collection of
necessary to construct the first design-build
and how to get the team started off right. The
owners can deliver a complex transportation
project for Louisiana Department of Transporpresenter will provide scenarios, paradigms
infrastructure project by accurately scoping
tation and Development (LADOTD), also the
and theories to start off conversation, and
needs, allocating
efforts, Agents
honoring &
longest cable-stayed
in the
Counting Risk then ask the audience for their thoughts, Leantheir
Six-Sigma
for their
Design
Taking bridge
CMGC
towestern
a New Level
the agreements made, and collaborating
hemisphere.
expectations and solutions.
Construction
Companies,
Magic
Wand
throughout.
Discussion on CM’s leadership role in the sharing,
CMGC contracting
allows the owner, designer
• RichardSavoie,PE,
Chief Engineer,
• BenjaminEllisCrosby,CM-BIM,CCM,LEEDor Malarkey?
transfer and assignment
of project risks and for
and
contractor
to identify,
• EricForsyth,PE, Supervising Construction
Louisiana
Department
of Transportation
andallocate and mitiga
APBD+C,Director of BIM and VDC, W. G. Yates
Engineer, Parsons Brinckerhoff
Development
what purpose?
project risk before the final cost of the project
Construction
This session will discuss the evolution of Lean
• StephenSpohrer,PE,
determinedChief
andOperating
allows the owner and contrac
Manufacturing and how the Lean Manufacturing Officer, G.E.C.,
• Daniel Harpstead, PE, Sr. Vice President,
Inc.
• George O. Lea, Jr., PE, FCMAA, CCM,
Chief Military Engineer, HQUSACE
concepts can be used by Owners to set criteria
to qualify CM’s, Design Agents and Construction
Companies or to evaluate those laying claim to
being “LEAN” and/or “SIX-SIGMA” qualified.
KnowledgeManagement:
• Irvin Richter, FCMAA,
Chairman of the Board,
Hill International TheKeytoLifeCycleManagement
Techniques for effective transfer of
• Joni L. Powell, VP/Principal,
Kleinfelder,
Inc.
project BIM knowledge
from
construction
10:15 am – 11:15 am
• RobertFraga,AIA,FCMAA,Regional
Operations Manager, MBP
• RalphKreider,EIT, Director BIM Services, MBP
• Bret Barton, PE, Project Manager, Granite
PartneringintheRealWorld–
Construction
TheSuccessofPartneringatthe
PortofLongBeach
• Doug Jackson, PE, Senior Vice President an
• Michael
D. Dell’Isola, PE, CVS, FRICS,
toAvoidBeingSetUpforClaim
Senior Vice President, Faithful + Gould
Principal
Project Manager,
A presentation
of how partnering
at the port HDR Engineering,
of Long Beach has provided a successful
means to resolve issues in a timely manner
saving time, money to the owner.
Tricks, Traps and Ploys of CPM Scheduling:
What Owners, PM’s and CM’s need to know in
reviewing Contractor’s Baselines and Updates
to avoid being set up for claims.
PLENARY LUNCH:
•LeoF.Sumner,II,BSIT,MBA, Principal, The
Tiburon Group, LLC
Knowledge Management in the
AEC Industry
Design-Build-to-Budget Solution
Advances DDOT’s 11th Street Bridges
A discussion and review of knowledge management (KM) in the AEC industry including survey
results on the state of KM within major university
Capital Projects Offices in the US.
To overcome budgetary challenges, HNTB, as
program manager, and the District of Columbia
Department of Transportation delivered
80 percent of the 11th Street Bridge project
for 60 percent of the cost using an innovative
design-build-to-budget
solution.
11:30AM-12:30PM•CLOSINGTOWNHALL
• Bob Baldwin, CCM, Assoc. DBIA,
Associate, Jacobs Associates
on risk and the ability to construct more of the
project.
• Michael
Vega, PE, CPE, Senior Resident
Tricks,TrapsandPloysofCPM
Scheduling:WhatOwners,PM’sand
Construction
Engineer, Los Angeles Unified
CM’sNeedtoKnowinReviewing
School
District
Contractor’sBaselinesandUpdates
to operations.
to allocate and manage project contingency
• JimWiley,PE,Project
Manager,resulting in less money spen
much differently,
Michael Baker Jr., Inc.
• Ronaldo (Nick) Nicholson, PE, Chief Engineer,
District Department of Transportation
• RichardPanos,AIA,CCM, Program Manager,
Parsons
• GaryCardamone,PE,FCMAA,Director of
Construction Management, Port of Long Beach
• ReneeL.Hoekstra,CVS,President,
Constructability and
RH & Associates, Inc.
Its Alias
25 Advisor Spring 2013
Technical Discipline Civil, Architecture and
Design Lead, Kleinfelder
Constructability is a CII Best Practice, it provid
significant benefits to construction projects.
• Edward Sparks, CCM, VP Construction Serv
WorleyParsons
• Keith Letsos, Area Construction Specialist,
WorleyParsons
As of 2/12/13. Subject to change.
TABLE OF CONTENTS
FINAL WALKTHRU
CHEMICAL AND MATERIAL
SCIENCES FACILITY AT OAK RIDGE
NATIONAL LABORATORY
26 Advisor Spring 2013
PHOTOS BY GAIL BABCOCK, COURTESY OF MCCARTHY BUILDING COMPANIES
OAK RIDGE, TN
Owner:
Oak Ridge National Laboratory managed
by UT-Battelle for the U.S. Department
of Energy Office of Science
CM:
McCarthy Building Companies, Inc.
Architect:
Cannon Design
Builder:
McCarthy Building Companies, Inc.
TABLE OF CONTENTS
Oak Ridge National Laboratory’s new three-story, 160,000 square-foot research
facility houses research in energy-related technologies including advanced
batteries and high-efficiency solar panels, biological and environmental
systems, simulations, and national security science and technology. The high
hazard level-2 and -4 occupancies building is flexible, secure and energyconscious and includes 50 laboratories, 164 offices, and 120 workstations that
meet modern standards for safe and efficient operations that were virtually
impossible to attain in ORNL’s old 1950s-era complex. The building includes
roof-mounted photovoltaic panels and other energy systems. Maximized use
of BIM drove schedule and cost savings and increased quality and safety, and
early contractor involvement on precast concrete and underground utilities
contributed to no change orders. Prefabrication of overhead utility corridors
including duct work, piping and conduit materials, along with accelerated
contractor involvement for owner-procured equipment and casework, ensured a
faster pace with improved safety and quality. The facility had a final construction
value of $72,901,675.
27 Advisor Spring 2013
Oak Ridge National Laboratory Chemical and
Materials Sciences Facility, winner of 2012
CMAA Project Achievement Award for New
Buildings, Constructed Value up to $100 million.