2012
The Journal of Professional CM/PM Practice
WINTER
VOLUME I, NO. 2
A $1.87 billion expansion
doubles the capacity of Miami
International Airport.
MWH Constructors…proven
expertise, proven performance,
proven leadership. With a
commitment that goes above
and beyond expectations, MWH
Constructors has received numerous
awards and commendations for
superior performance in project
delivery, sustainability, partnering
and safety. Our track record
exemplifies our performance.
STRATEGIC
SERVICES:
CM-AT-RISK
CONSTRUCTION MANAGEMENT
DESIGN-BUILD
2
Advisor Winter 2012
TRACK.Record
mwhglobal.com
TABLE OF CONTENTS
6
WHY CONSTRUCTION MANAGERS NEED AV PROS
It’s easy to think of modern AV systems as video monitors, speakers, and
other devices you hang on a wall after a facility is completed. But today’s
AV is versatile, robust and networked—and realizing its full potential
calls for an expert approach.
12
CONSTRUCTION-OPERATIONS BUILDING
INFORMATION EXCHANGE (COBIE)
COBie - Construction-Operations Building Information Exchange - delivers open-standard
information about managed facility assets. Application of COBie provides value-added services
to owners while decreasing the cost of traditional paper-based handover documentation.
18
BIM AND PREFABRICATION ON THE
$1.2 BILLION UNIVERSITY MEDICAL
CENTER IN NEW ORLEANS
Virtual construction, prefabrication, and an innovative
approach to digital document management were
keys to successful execution of a complex $1.2 billion
medical center in New Orleans.
America’s state capitols are “the people’s houses,” iconic buildings
that are often in physical decline. Renovating a state capitol is a
complex job that calls for a subtle, collaborative approach.
DEPARTMENTS
10 ASK A PRO
16 SAFETY FIRST
24 BENCHMARKING
32 FINAL WALKTHRU
COVER PHOTOS BY JOHN GILLAN
PHOTOGRAPHY, COURTESY OF
HEERY INTERNATIONAL
Advisor Winter 2012
BEST PRACTICES: LEADERSHIP AND PLANNING
FOR STATE CAPITOL RENOVATIONS
3
26
M.S. in Construction Management
In the next five years, the demand for highly qualified construction project
managers will increase dramatically. The NYU Schack Institute of Real Estate offers
the 36-credit M.S. in Construction Management, providing the administrative
and managerial expertise, real-world insight, and industry connections required
to be successful in today’s challenging construction environment. Learn from
experts in the field of construction who focus on key elements of the construction
management process – cost control, scheduling, risk analysis, contract
negotiation, strategic business planning, and more. From managing a project
to running a construction company, you’ll be prepared! Day and evening class
schedules are available.
Behind every construction job
there is a tech-savvy
project manager.
Information Session: Tuesday, December 11, 6–8 p.m.
NYU Kimmel Center, 60 Washington Square South, New York, NY
For event information and to RSVP visit scps.nyu.edu/graduate-events8d
To request information and to apply:
scps.nyu.edu/gradinfo8d
To learn more about the program visit:
scps.nyu.edu/mscon1d or call 212-998-7100
New York University is an affirmative action/equal opportunity institution.
©2012 New York University School of Continuing and Professional Studies.
NYU-SCPS Office of Strategic Marketing and Communications
4
Advisor Winter 2012
Job Number: a1213-0152
Product: MS Construction Mgmt
Size: 7.25” x 4.625”
Bleed: .625”w, .4375”h
Color/Space: 4C
Pub/Issue Date: CMAA (Winter 12)
Date 10/18/12
Artist: dc
Proof #: 1
TABLE OF CONTENTS
CONTRIBUTORS
RANDAL A. LEMKE
Editor
John McKeon
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.
Our Mission is to Promote and
Enhance Leadership, Professionalism,
and Excellence in Managing the
Development and Construction
of Projects and Programs.
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 2012,
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
DR. BILL EAST
Dr. Bill East, PhD, PE, F.ASCE is Research Civil Engineer at the Engineer
Research and Development Center. Dr. East is the creator and driving
force behind national and international standards for designers and
builders, and lead developer of a world-wide project extranet system,
ProjNet(sm), whose current users count over 50,000. He has received
such national awards as Government Civil Engineer of the Year from the American
Society of Civil Engineers, and Innovative Technology in Construction from the
Construction Specification Institute.
MICHAEL L. AUSTIN
Mike Austin, LEED AP, is a Senior MEP Project Manager at the University
Medical Center project in New Orleans, LA. Mr. Austin is the project
lead for all prefabrication efforts for Skanska MAPP. Mike and his
team coordinate the single source 3D system modeling to
support all project prefabrication and end deliverables.
DAVID HART, FAIA
David Hart, FAIA, is Vice President/Services at MOCA. He has 28 years of
experience in architecture, engineering and construction management.
Previously, he was an associate VP division manager at Daniel Mann
Johnson and Mendenhall (DMJM) and the Architect of the Utah State
Capitol, leading the successful $250 million restoration of the Utah
State Capitol through a collaborative integrated delivery process.
Advisor Winter 2012
President and Chief Executive Officer
Bruce D’Agostino, CAE, FCMAA
5
Chairman of the Board
Mike Potter, PE, CCM
Randal A. Lemke, the Executive Director and CEO of InfoComm
International since June 2000, is retiring at the end of 2012. With
more than 5,000 member companies in 90 countries, InfoComm is
the association representing the $75 billion audiovisual industry.
InfoComm is the leading resource for AV standards, market research
and news. Its training and certification programs set a standard of excellence.
InfoComm International is the founder of InfoComm, the largest annual conference
and exhibition for AV buyers and sellers worldwide, and produces 10 additional
shows globally. Additional information is available at www.infocomm.org.
TABLE OF CONTENTS
Why
Construction
Managers
Need AV Pros
6
Advisor Winter 2012
By Randal A. Lemke, PhD, Executive Director, InfoComm International
TABLE OF CONTENTS
That last part is important and speaks directly to the need
for close coordination between construction managers
and certified AV professionals. Audiovisual experiences are
now network-based. The days of analog video and audio
are numbered, replaced by digital versions of the same
multimedia, traversing the same information technology
networks as email or enterprise software applications.
In the 21st century, buildings are defined as much by the IT
infrastructure required to connect them to the world as they
are by windows and walls. AV is also infrastructure, and as
such should be considered during the same planning stages
as telecommunications, power, low-voltage wiring, conduit,
cable pathways, plenum space, and more. It’s easy to
mistake today’s AV systems for flat-panel TVs and surroundsound speakers—electronics you attach to a wall after a
room is complete. But those aren’t the AV technologies that
corporations, universities, hospitals, and others demand in
order to revolutionize the way they communicate.
AV in Demand
Call it telepresence or plain old videoconferencing, the
advent of high-speed networks has made possible faceto-face communication over vast distances. With the right
combination of high-definition video, audio, and light,
properly designed and integrated conferencing systems
can create the illusion of a workgroup in California being
in the same room as another in New York. Corporations
use this capability to cut travel expenses; colleges to attract
remote students; and doctors to diagnose patients who
can’t get to the nearest hospital. But to do it right requires
network bandwidth, as well as facilities that help support
Having decided to hire a commercial AV firm to work
on a new building, construction managers are likely to
come across a couple types of certified professionals.
Many firms have both these professionals on staff.
Some specialize in one area or the other.
THE AV CONSULTANT
AV consultants support the overall efforts of the
design team. They are the advocates for and advisers
on all issues related to a facility’s multimedia systems.
Consultants bring a broad range of knowledge related
to AV solutions and an intimate understanding of the
client’s needs. This allows them to determine the best
options for designing AV systems and for producing
system specifications that can, if necessary, be bid on
competitively by other AV companies.
AV consultants usually conduct a needs analysis
to determine what capabilities the client requires.
Consultants also come up with alternative scenarios
and estimated budgets; develop sketches and
drawings showing requirements, locations, and
specialized needs within the facility; identify
specific equipment; engineer drawings to show
how devices and signals interact; and provide
contract administration of system implementation.
THE SYSTEMS INTEGRATOR
In general, the job of an AV systems integrator
is to physically install AV systems at the location
and ensure they work together properly. They’re
considered “integrators” instead of “installers”
because they take audio, video, signal management
and other systems from disparate manufacturers
and integrate them together into a single solution.
As part of the installation team, integrators
help assure that the construction of a facility
accommodates the required AV systems, such as
coordinating the location of back boxes, conduit and
equipment closets. Often, the integrator executes
the design of an AV consultant. But there is also the
design-build method, where the integrator is also the
consultant, coming up with the design and creating
all relevant sketches and engineering drawings.
Advisor Winter 2012
Videoconferencing systems work best in rooms designed to
control light, enhance acoustics, and ensure optimal sight
lines. Digital signage networks, whether for helping visitors
find their way or communicating corporate information,
require a technical infrastructure of carefully planned data
and power cabling. Even board rooms, if they’re to include
today’s advanced presentation systems, should be built so
that projectors can hang properly, equipment can disappear
from sight, and executive presenters can call up the right
visuals from anywhere in the building—or the world—over
high-speed networks.
WHO’S WHO IN PRO AV?
7
A wise man once said, “The first remodeler to enter a
building after it’s finished is usually the audiovisual
professional.” That’s because building owners want the
capabilities that modern AV systems offer, but they don’t
realize that, increasingly, these systems operate better
as foundational elements of a building’s construction
than as afterthoughts.
TABLE OF CONTENTS
“These days, it seems you
can’t go to a football stadium,
hotel lobby, airport, corporate
campus, or doctor’s office
without seeing displays
touting everything from
menu items to welcome
messages, special offers to
television programming.”
The videowall in this corporate building functions
as part of the architecture. Photo courtesy of
Avitecture Inc. (www.avitecture.com).
8
Advisor Winter 2012
the in-person illusion. Rooms devoted to such virtual
meetings have specific acoustical qualities, lighting designs,
and supporting technology infrastructures that need to
be planned around. Fortunately, the payoff from such a
marriage of design and technology is significant.
So-called digital signage is also high on the wish list of
building owners and operators. Digital signage comprises
a network of flat-panel TVs connected to different sources—
often over a data network—for the purpose of distributing
audiovisual messages, advertising, entertainment, and
other content. These days, it seems you can’t go to a
football stadium, hotel lobby, airport, corporate campus, or
doctor’s office without seeing displays touting everything
from menu items to welcome messages, special offers to
television programming. And increasingly, college campuses
and other venues employ digital signage to support
emergency communications. Screens that would otherwise
display information about the day’s events can be enlisted
to deliver warnings and instructions in case of natural
disasters or other crises. The design challenge is ensuring
that the messages (or menus , advertising, TV shows, etc.)
can get from the centrally located sources to the widely
dispersed screens over a properly integrated infrastructure.
Finally, AV is at the heart of the modern conference
room. More and more, everything from the walls to the
furniture are designed around a central presentation
display, whether it’s an 80-inch-diagonal flat-panel
monitor or an HD projector beaming video directly
onto a screen from in front or in back. Too often, clients
want the big screen, only to learn that the wall where
they want to hang it can’t support its weight. Or they
decide they prefer a large rear-projection system, which
removes from the room any possible noise or heat from
a front-projection system, only to discover there’s no
room behind the wall to accommodate the projector. Or
they want floor-to-ceiling windows along one side of the
room (or two) for “daylight harvesting” without realizing
what effect all that light has on the efficiency of their
presentation system. Thinking through such scenarios
can be critical. After all, such systems now handle more
than just PowerPoint slides. From the network, they pull
in media of all types. And thanks to ever-higher-resolution
screens and exponentially more pixels, their application
is literally more granular than ever before, from enabling
rooms of engineers to collaborate on detailed drawings
to supporting government agencies in command and
control situations.
TABLE OF CONTENTS
The Right Partner for the Job
Who thinks through these scenarios? Who can construction
managers turn to when they want to plan for an AV
infrastructure before the walls go up? AV professionals
range in expertise. There are those well suited to installing
TVs and speakers after the fact. But there are also those
trained in technology and design principles and certified
to be the best possible partners.
InfoComm International, the trade association representing
the commercial audiovisual industry, certifies more
qualified AV professionals than anyone. InfoComm’s
Certified Technology Specialist (CTS) credentials are
respected around the world, in large part because they
represent the only commercial AV certification accredited
by ANSI, the American National Standards Institute, to meet
the ISO/IEC 17024 personnel standard. Many architects,
general contractors and other trade professionals who
engage AV companies require that their AV designers
and systems integrators hold the CTS credentials.
A CTS can recommend technologies to meet a building’s
communication needs, then design and implement
solutions that are attractive and functional.
They can also plan and develop the
underlying infrastructure and
physical requirements in
ways that complement the
building. What’s more, a CTS
professional knows how to use
technology to enhance beauty
and functionality, in essence
taking a construction project
and adding a wow factor.
that allow buildings and building managers to control
energy consumption and other factors by sensing their
performance and adjusting basic operations (HVAC,
lighting, security) accordingly. Much of what AV integrators
do is bring together disparate electronics under one control
platform, which is why they’re increasingly asked to do the
same for building systems.
Companies that employ CTS professionals are Commercial
Audiovisual Solution Providers (CAVSPs), a distinction
bestowed on them by InfoComm to recognize their
commitment to hiring certified AV professionals.
Constructing modern buildings that meet modern
communications needs is ultimately a two-step process:
First, identify the communication needs; second, hire the
right technology professional to recommend, design, and
install the right solution. CTS-certified AV professionals
are the right partners for the job.
InfoComm International is the trade association
representing the commercial audiovisual industry.
For more information, please visit infocomm.org.
Notice how the projector in this board room at the
Wisconsin Institutes for Discovery comes down from the
ceiling. Photo courtesy AVI Systems (www.avisystems.com).
9
Many CTS professionals—and AV professionals in general—
are well versed in a variety of technology platforms,
including building automation systems. The recent focus
on sustainability and green building has put a premium
on what is known as smart building technology—systems
Advisor Winter 2012
InfoComm also offers advanced CTS
credentials—CTS-D (design) and CTS-I
(installation). Bringing any or all of them into
a building project early can help construction managers
identify potential technology challenges and solutions—
even if they have nothing to do with audiovisual systems.
TABLE OF CONTENTS
ASK A PRO
ROCCO VESPE, PE, FCMAA
Vice President,
Claims and Consulting Group
Hill International, Inc.
1
How Can I Make Project Meetings More Productive?
Productive project meetings build and foster positive
team attitude and should achieve the following:
Select a competent “Meeting Conductor” that
can function as:
•Provide information to the stakeholders regarding
the status of the project.
• Chairman
• Leader
• Facilitator
• Referee
•Provide information regarding planned activities.
• Time Keeper
• Coach
•Identify issues and problems.
• Closer
•Resolve issues and problems.
•Provide new and update existing information.
•Identify action party to resolve issues and problems.
The following guidelines should be followed to make
project meetings more productive:
Set the meeting agenda
•Set the order of topics to discuss.
•Assume all attendees want to have an opportunity
to participate.
•Provide attendees with the opportunity to discuss work
and progress accomplished during the period.
10 Advisor Winter 2012
•Discuss agenda topics that are relevant to the current
progress of the project.
•When appropriate, the agenda topics should include
key indicators, i.e. submittals, RFIs, schedules.
•The information should include data that is important
and necessary to the stakeholder(s) responsible for
progressing the work.
Stick to the agenda
•Discuss items on the agenda.
•Discussion should focus on solutions.
•Be proactive in developing solution to problems.
•Discuss items relevant to meeting type.
•Discuss construction progress at Construction
Progress Meetings, and changes to the design
at the Design/Engineering Meeting.
Respect other stakeholders
•Manage project meeting time.
•Realize that “Time is Money.”
•Keep the meeting to less than an hour.
•Stick to agenda.
•Add new discussion items for next meeting
or schedule time after meeting to discuss
pertinent issues.
•Resolve issues promptly.
•If necessary, assign the responsibility of resolving issue
to a stakeholder(s) to report at the next meeting.
2013
2
Why Are Daily Reports
So Important?
OWNERS LEADERSHIP FORUM
Solutions… Connections…
Daily reports are the key to avoiding disputes and
mitigating damages. The daily report must contain
the information needed to accurately document what
happened each day on the project. If an element of
the work is a potential change, or the source of a
potential dispute, special attention should be paid to
documenting in detail the work affected by the change
or dispute and the events surrounding the issue.
…and all that jazz!
Daily reports should be completed by the end of each
day and should contain the following information:
•Headcount by trade and level
•Work completed and location, quantities, crew size,
including subcontractor work
S H E R ATO N N E W O R L E A N S • M AY 5–6
•Rework or corrective work
•Hours expended
•Supervisory personnel
•Material deliveries
•Equipment on site including equipment mobilized
or demobilized to site; note owned or rented,
operating or idle
•Dated photographs of daily progress and potential
changes or sources of disputes
•Work area access restraints
strategic design
Your proposal needs to make an impact—TGD can design
your proposal to be both memorable and manageable—
giving you the winning edge.
The Time To Plan Is Now
Hopefully, you’ll never need to worry about restoring
your property after a fire, flood or other disaster.
But it is necessary to be prepared. That’s why a Minkoff
representative would be pleased to sit down with you and
build a step-by-step plan to follow, should the worst ever occur.
The Property
Restoration
Experts Minkoff
Company
The Property Restoration
Experts
Minkoff
Company
Whether you’re a property owner, property manager,
or an insurance professional, you’ll find peace-of-mind
when you find time for Minkoff.
On Record
Project Overview
•Weather
Project Overview
•Lack or loss of power or utilities
PENNSylVANIA
Beacon
Condominium
Washington, DC
Vienna
$3,500,000
Fire Restoration
Aetna Insurance
VIrgINIA
Flood + Fire + Storm Damage
Restored
Minkoff Company
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
DO YOU HAVE A QUESTION?
alex.perroy@tgdcom.com
703.548.0200 x 117
Contact John McKeon at CMAA,
jmckeon@cmaanet.org.
www.tgdcom.com/cmaa
11 Advisor Winter 2012
Beltsville
References
Rocco Vespe, FCMAA has more than 40 years of
construction experience managing a wide spectrum
of construction projects. He has been qualified, and
has testified, as an expert witness in numerous
areas of construction practice. Vespe co-authored
Construction Estimates: From Take-Off to Bid published
by McGraw-Hill and has conducted seminars nationally
on construction-related topics.
On Record
In The Works
MArylANd
ROCCO VESPE
WEST
VIrgINIA
TABLE OF CONTENTS
12 Advisor Winter 2012
COBie
Construction-Operations Building
Information Exchange
By Dr. Bill East, PhD, PE, F.ASCE
TABLE OF CONTENTS
COBie delivers open-standard information about managed facility assets.
Application of COBie provides value-added services to owners while decreasing
the cost of traditional paper-based handover documentation.
Traditional delivery of construction
handover boxes and binders fails
to provide facility managers with
the information they need to begin
efficient operation of their facilities.
After beneficial occupancy, owners
have to manually enter data into
preventive maintenance software
and create as-operated drawings as
information trickles in from notes
scratched on the back of work orders.
Some owners have attempted to
solve this problem by adding manual
data entry costs to the project, but
this simply shifts the cost without
resolving the underlying information
capture problem. While the delivery
of electronic documents is becoming
more common, such documents are
typically created from optical scans
of copies and faxes. The resulting
thousands of pages of image
files, typically Portable Document
Format, cannot be searched so
are virtually unusable. Proprietary
electronic formats are vulnerable
to obsolescence because software
changes and storage media will
render the information unreadable
in three to five years.
In 2007 I began a project addressing
three questions: (1) What information
is contained in the banker’s boxes
of handover data found in boiler
rooms across the country? (2) How
can a streamlined process to capture
that information decrease costs for
designers and contractors? and (3) In
what open-standard format can that
information be delivered to ensure
that building information is owned
by the facility owners, not software
companies. The short answer to
each question is found in the
paragraphs below.
What’s in COBie?
Facility managers supervise assets.
These assets include the spaces inside
and outside a facility where some
type of work or public activity takes
place and the equipment and systems
that provide services to those spaces.
COBie simply contains information
about spatial and equipment assets.
Those assets that require regular
maintenance are more important,
from a COBie point of view, than
those that do not require regular
maintenance. COBie does not require
information about the detailed
geometry of the building, for example,
or piping and ductwork connections
between equipment.
COBie simply tells the facility
manager that “Pump 5 is in Room
3.” Additional information about
“Pump 5” gleaned from equipment
schedules, approved submittals,
and commissioning data is added to
provide the maintenance technician
with the information needed to
efficiently operate the facility.
How Is COBie Delivered?
The recently published COBie Guide
describes what information should
be provided at each major stage in a
project. Early Design COBie delivers
architectural information only, i.e.,
spaces and limited electrical and
plumbing information. Construction
Documents COBie delivers updated
architectural and combined
equipment and product schedules.
The quality standard for COBie data
during design is quite simple: the
data provided through COBie must
match that shown on the paper
deliverables. No extra work
is required of designers if they
correctly use properly configured
software to create these files.
During construction, approved
submittals and installation
information are attached to COBie
data. Following verification of that
information during commissioning
and adding testing results, the
COBie file can be directly produced
by one of many different software
systems. If people don’t use
COBie-based software, then the
spreadsheet version of COBie
may be used to manually enter
the needed information.
In January 2013, the COBie team
will release the COBie Calculator.
This business process tool predicts
where COBie information is created,
updated, or used. This detailed
analysis of COBie-related processes
can be used as a roadmap to identify
and eliminate costs arising from
the current reliance on inefficient
document-centric processes by the
owner, designer, contractor, and
construction manager.
13 Advisor Winter 2012
Introduction
TABLE OF CONTENTS
How COBie Works: An Example
(from the Whole Building Design Guide,
National Institute of Building Sciences)
Once the construction contractor procures the specified materials,
products, and equipment they are installed. The manufacturer and
model for all products are listed under Type data. Documentation of
manufacturer and model can either be documented at installation or
during the prior submittal process. The serial numbers for as-installed
equipment and/or tags are documented in the Component data. Since
room names change, contractors can also provide the room number
tag if that number differs from the room listed on the original design.
While large projects will be able to support the purchase and use
commercial software to document installed equipment, the majority
of construction in the United States is accomplished by small contractors who may not have access to such software. For these companies
direct use of a ‘locked down’ version of the COBie spreadsheet should
be very satisfactory. Unlike the manual creation of equipment lists
required today, contractors only need to change the room location
for equipment if there is a change order related to that equipment.
It is important to note that the requirement of contractors to provide
equipment and valve tag lists is already a requirement in virtually
all construction contracts. COBie requires nothing new, simply a
change of format in existing contract requirements. The Contractor
is free to use COBie as part of their traditional process or take the
COBie Challenge to eliminate the end of project “job crawl” in lieu
of simply typing in the serial numbers of equipment and tags as
they are installed.
How Is COBie
Software Tested?
There are more than 20 commercial
software products for the architect,
engineer, constructor, and operator
communities that have implemented
all or part of the COBie standard.
The US Army Engineer Research and
Development Center, in conjunction
with the buildingSMART alliance and
buildingSMART international, has
been testing commercial software’s
performance against phased
COBie deliverable requirements
since 2008. The full results of this
testing is publically available through
the COBie Means and Methods
website. Included in each of these
results are the software setup and
configuration requirements, native
test files, and points of contact at
the software company.
Individual companies starting with
COBie are encouraged to conduct
their own internal “COBie Challenge”
event to ensure that those parties
producing and consuming COBie
data on a specific project will be
successful. Small, medium, and large
test projects and testing tools are
provided specifically for this purpose.
14 Advisor Winter 2012
How Is COBie Formatted?
The goal is for COBie information
exchanges to reliably work as
software-to-software exchanges
without practitioners needing to look
“under the hood” at the detailed data
formats. For those interested in the
details of the data specification, COBie
data can be provided in one of three
formats: SpreadsheetML, IFC-STEP, or
ifcXML. The SpreadsheetML format for
COBie is an XML specification that can
be opened in widely used spreadsheet
programs. The spreadsheet format
was developed as a fail-safe
method to manually check the data
files and for small firms to be able
to comply with the requirements
of openBIM standards with the
least technology footprint.
2013 NORTH AMERICAN IRON WORKERS/IMPACT
LABOR-MANAGEMENT CONFERENCE
Reserve your spot now at www.iwimpactmeeting.com
How to Get Started?
The best place to start learning
about COBie is the COBie training
videos on YouTube. To see what
COBie deliverables are likely to be
required on your projects, and the
quality standards to which COBie
data will be judged, you can review
the COBie Guide.
FEBRUARY 10 - 13
PARIS HOTEL | LAS VEGAS
(800) 545 - 4921 info@impact-net.org
Those working with specific
commercial software can see how
their software stacked up in recent
COBie Challenge events. Once
proper software configurations
and setup are in place, the project
team could conduct its own miniCOBie Challenge using one of
the three sets of COBie examples
available through the Common
BIM Example library.
For more information you
can contact Bill East through
bill.east@us.army.mil.
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Sherman Minton Bridge (Indiana Dept. of Transportation)
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Thomas J. Zagorski, P.E., SVP and Director of Construcon Services
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15 Advisor Winter 2012
The LinkedIn COBie Group connects
those getting started with the
worldwide community of COBie
experts. The COBie Means and
Methods website identifies
consultants in private practice
who have directly supported
COBie implementations.
TABLE OF CONTENTS
SAFETY FIRST
GARY J. CARDAMONE, PE, FCMAA
Director of Construction Management,
Port of Long Beach, California
CMS AND SAFETY ONSITE: EXPECTATIONS
AND THE OWNER’S PERSPECTIVE
16 Advisor Winter 2012
There’s an old truism more relevant
today than ever in our industry: time
is money. Owners are demanding that
projects be delivered faster and cheaper,
which in turn can result in aggressively
compressed schedules, fast-tracked
work and multi prime jobsite scenarios.
These intensified conditions challenge
the ability of all parties to maintain a
safe worksite.
Owners are more proactive than ever in the selection
of contractors through prequalification processes,
with the contractor’s safety record not only
among the evaluation criteria but also a potential
differentiator in final selection. As intensified
price competition forces contractors to lower bids
and oftentimes, margins, Owners are increasingly
vigilant to the potential for cost-cutting which could
compromise safety on the jobsite and even more
assertive in safety oversight.
To assure compliance with safety requirements,
owners are requiring more and more safety
submittals and documentation, resulting in added
effort and time expended by our contractors to
comply, and affecting project cost and schedule.
Emerging as a result is the related challenge of
maintaining a reasonable balance between assuring
contractor compliance with their contractual
obligations and requirements relative to safety
while simultaneously keeping the contractor as the
primary party responsible for safety. Over-zealous
involvement on the part of the owner in monitoring
and enforcing jobsite safety could have the
unintended consequence of shifting responsibility
and liability for safety onto the owner. At the same
time, contractors may view this attention as owner
interference in an area that they see as within their
purview and expertise and an area for which they
are fully willing to take responsibility.
TABLE OF CONTENTS
Today, the expectation owners have of the construction managers’
role is that they understand fully the contract obligations of the
contractor relative to safety, that they become familiar with the
contractor’s safety plans and requirements, and that they provide
the appropriate and agreed-to level of oversight to assure that the
contractors are complying with the submitted plans. We expect
the CM to look out for the interests of the owner and the project
team relative to safety, and to advise the owner of any concerns
arising relative to the way safety issues are managed on the
jobsite by prime contractors and subcontractors. The CM should
work cooperatively and collaboratively with the Contractor to
create an environment where safety is discussed openly and is
viewed as everyone’s responsibility. The bar should be set high,
with zero recordables and zero lost time accidents as the goal.
A culture of safety should permeate the jobsite, demonstrated
not only through the safety plans, but also through the actions
of the entire team.
GARY J. CARDAMONE
Gary Cardamone, Director of Construction
Management, Port of Long Beach, Calif., joined
the Port in 2002 as Deputy Chief Harbor Engineer
in charge of construction management and was
appointed to his current position in 2007. He had
previously served as a consultant to the Port as
Vice President of Construction Services for CH2M
HILL. Cardamone oversees construction of the Port’s
Capital Improvement Program, valued at about
$400 million annually. In his 30-plus year career in
port and harbor-related development, Cardamone
has managed more than $3 billion worth of
improvements to Southern California ports.
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17 Advisor Winter 2012
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18 Advisor Winter 2012
TABLE OF CONTENTS
TOP LEFT: University Medical Center, BOTTOM: University
Medical Center Main Lobby, TOP MIDDLE: Ambulatory Care
Entry, TOP RIGHT: University Medical Center Patient Room
TABLE OF CONTENTS
BIM AND PREFABRICATION ON THE
$1.2 Billion University Medical
Center in New Orleans
The University Medical Center in New Orleans, a $1.2 Billion project, is a replacement for
Charity Hospital which never reopened after Hurricane Katrina severely damaged it in August
2005. The Diagnostic & Treatment Building, Inpatient Towers, and Ambulatory Care Center
will occupy over 1.7 million square feet of the 2.3 million square feet Academic Medical Center.
The Division of Administration, Facility Planning and Control for the State of Louisiana hired
Blitch Knevel/NBBJ (a joint venture) as Architect in May 2008 and Jacobs Engineering Group
as its Program Manager in May 2009. The Louisiana State Legislature authorized the use of an
alternative contract delivery system. The Construction Manager at Risk (CM@R) system was
selected and Jacobs developed a new set of contract documents. Skanska MAPP was selected
to be the CM@R and preconstruction started in April 2011. The Guaranteed Maximum Price
of $696 Million was accepted and construction started on October 1, 2011.
19 Advisor Winter 2012
Michael L. Austin, LEED AP, Senior MEP Project Manager, Prefabrication, Skanska
USA Building; Tom Rish, RA, Senior Manager, State of Louisiana Facility Planning
and Control; Bruce Lady, PE, Program Manager, Jacobs Engineering Group;
James Clemmensen, Senior Project Director, Skanska USA Building
TABLE OF CONTENTS
Prefabrication was a critical component of Skanska MAPP’s
aggressive construction schedule. In the first five months,
adjusted for Hurricane Isaac, 6,310 piles were driven and
432,000 square feet of elevated deck was poured.
Get an overview of the University Medical
Center project from Tom Rish of Louisiana
Facility Planning and Control.
PROGRAM PARAMETERS
In preparation for construction of the University Medical
Center, Jacobs:
•Managed subcontractors and state contractors in
the acquisition, relocation and demolition of over
438 residential, commercial and industrial properties
covering over 73 acres. 36 acres were turned over to the
Department of Veteran Affairs for their Medical Center.
•Managed the relocation of the 230kVA transmission line
from the center of the site to the perimeter.
•Manager multiple relocations on the 2 story, 212,648
square feet 3 million pound McDonogh #11 school.
•Managed the Implosion of the 18 story 900,000 square
feet Pallas Hotel between the elevated I-10 Interstate
and the historic Orleans House without incident.
•Developed construction contract documents integrating
CM@R requirements with conventional Louisiana hard
bid documents.
•Developing and coordinating the CM@R competitive
bid selection process.
20 Advisor Winter 2012
•Managed competitive procurement of state contracts
for medical equipment procurement consultant,
commissioning and various testing agencies.
The program parameters included:
•The models utilized during design were not compatible
with the prefabricated rack concept
•To maximize local participation, Skanska MAPP developed
515 bid packages
•Skanska MAPP developed an aggressive
31 month schedule from driving piles
to substantial completion
In this electronic age of computer generated models and
graphics, paper documents are kept to a minimum on
the construction site by utilizing the “inSite Planroom”
electronic document referral system. All drawings and
specifications are updated electronically with Request for
Information (RFI) references, Architect’s Supplemental
Instructions (ASI), approved Work Change Proposal Requests
(WCPR) and other changes to the documents. Documents
are then made available to the owner, program manager,
construction manager and all of the subcontractors.
ELECTRONIC DOCUMENTS
A team of three on-site Skanska MAPP employees
coordinate this effort and make sure the most up to date
information is posted and available instantaneously to
the entire team. The drawings are linked to relevant RFI
responses as they are posted on the drawing and by clicking
on the detail referenced in the RFI, the actual RFI question,
answer and any relevant sketch revising the detail are
available on a computer screen. Thus, the need for paper
documents is eliminated and the up-to-the-moment
information is readily available like never before.
The benefits of using a document management system
like inSite were first realized through the bidding and
procurement phase of the project. Over 515 bid packages
were created and managed electronically. The bidders
(after going through the pre-qualification process) were
given access to the latest documents, instructions to
bidders, proposal forms, all subcontract documents, and
addendums. All invited-bidders for each package were
tracked using their unique log-in credentials. This tracking
ability enabled the Skanska MAPP team to drill down on
each individual bidder and identify documents each bidder
viewed, downloaded or ordered as a hard copy. Using this
information during the post bid de-scope, we were able to
verify and document that each individual bidder had done
the proper research to understand the scope of work.
For submittals and shop drawing collaboration, the simple
SharePoint Teamsite was used. This made them available
electronically to everyone simultaneously even though they
were in multiple offices. And by the use of hand held tablet
computers, information was available in the field and also
in the building at a dozen Digital Resource Stations.
TABLE OF CONTENTS
The Digital Resource Stations are portable metal job boxes
that can be wheeled conveniently to any location on the
floor. They have been sized to fit through most doorways.
Linked by Wi-Fi to the main project computer, the Digital
Resource Stations have a large screen display of the most
up to date documents, approved shop drawing submittal,
and relevant RFI responses. With a printer enclosed in each
job box, subcontractors, inspectors and superintendents
are able make a hard copy of a detail or sketches thereby
increasing the quality of the work and accuracy of the
final product.
Virtual construction of the project systems was required to
support the prefabrication efforts and meet the aggressive
project schedule. In traditional modeling procurement
methods, the building system subcontractors are selected
and modeling is begun as the equipment and material
submittal phase progresses. A more innovative approach
was required to maintain such an aggressive schedule.
Leveraging Skanska’s international experience with single
source modeling firms, the project team made the decision
to engage a third party modeling firm to perform the
main system modeling and to produce the prefabrication
manufacture drawings.
BASIS OF DESIGN MODEL
As part of Skanska’s commitment to providing added
project value, flat procurement strategies were applied
during the procurement phase. This provided the
opportunity for the project to take full advantage of a
competitive market but also resulted in multiple system
subcontractors between the project buildings. An “80/20”
modeling approach was employed to take advantage
of the single source modeling resources while ensuring
subcontractor participation and buy-in during the
coordination process.
System modeling parameters and standards were formally
established in the bid package phase to assure that the
project modeling requirement was clearly communicated
to the bidding community. As trade subcontracts were
awarded, the parameters and standards required updating
to address each company’s modeling standards and
Video description of how the Skanska
Mobile Digital Resource Station works.
workflow processes while at the same time maintaining
standards and workflows that supported the project
deliverable requirements. The coordination schedule was
broken down by the levels and areas as identified in the
Contract Documents to maintain manageable files sizes.
As part of the “80/20” modeling approach, trade
subcontractors were provided an opportunity to maximize
system layout efficiencies prior to commencing modeling
in a given area. Early in the coordination duration for a
given area, system models were reviewed by the trade
subcontractors to verify that the appropriate content
and standards were being applied. This review occurred
with more frequency in the earlier modeled areas. As the
systems models for an area progressed to completion,
the trade subcontractors provided a final review of the
models to ensure continued application of the appropriate
content and standards. This review was done in real time
electronically with “Live Meeting” bringing together the
on-site team in New Orleans with the architect in Seattle,
the engineer in Ohio, the third party modeling firm in Great
Britain, and multiple suppliers and vendors throughout
the country.
Upon completion of this review and incorporation of minor
adjustments, the modeling firm provided the “80%” model
to the trades for completion of their “20%” scope. This
portion of the scope included insertion of vendor specific
modeling content in lieu of the Basis of Design content
included from the Contract Documents and final detailing
to support inserting activities in advance of the structural
concrete placement activities. The trade subcontractors
used the “20%” models to generate system coordination
and shop drawings for A/E approval. Upon approval,
the modeling firm would take back the system models
and use them to generate the manufacture drawings
21 Advisor Winter 2012
By utilizing the innovation of prefabrication to multiple
elements of the UMC project, Skanska was able to commit
to a thirty-one month construction schedule. The project
Building Information Model (BIM) was not only a means
to support prefabrication efforts but a project deliverable
that included LOD 400 system models, the maintenance
of the architectural and structural models, as well as
embedded data requirements.
TABLE OF CONTENTS
A “fly-through” tour of the University Medical Center.
The ground floor of an existing site building, scheduled for
demolition, was used as a fabrication shop for the aboveceiling racks and the second floor housed the finished
room mock-ups. The sequence of the rack fabrication,
storage, and delivery to the buildings had to be carefully
scheduled to maximize the existing layout of the ground
floor space. The project team was able to establish a
manufacturing “in-one-end, out-the-other” workflow with
minimal need for improvement to the existing building.
The off-site warehouse was selected based on a number
of factors including price and lease terms, proximity to
the project site, existing building services, and planned
manufacturing workflow. Fabrication in the off-site
warehouse was primarily limited to the bathroom pods.
PREFABRICATION & BIM MODEL
Fly-through view of above-ceiling racks.
22 Advisor Winter 2012
for the above-ceiling racks. The manufacture drawings
included combined and single service drawings, rack
frame drawings, isometric views of the rack assembly, and
Bills of Material. The manufacturer drawings were then
given back to the trade subcontractors for sub-assembly
fabrication and delivery for installation at the on-site
prefabrication warehouse.
The initial planning of all the prefabricated elements
focused on above-ceiling mechanical service racks,
bathroom pods, patient/treatment room headwalls,
and medical gas zone valve boxes. A thorough review of
the Construction Documents was performed to identify
elements for planned prefabrication. Density of the
above-ceiling systems and repeatability were
the determinant factors when selecting
building elements for prefabrication.
Because the projects were concurrent, a co-location
approach to the project BIM and prefabrication efforts
was employed. The co-location approach provided an
opportunity to maximize efficiencies in process and
communication that traditional coordination approaches
would not provide. The co-location space was specifically
tailored to the coordination process, leveraging the
density of a cubicle environment while providing
meeting and breakout spaces to facilitate more focused
review and coordinative efforts required. The co-location
space included a network where team members could
access remote storage and collaboration sites as well
as their respective company networks. Interactive
hardware and systems provided a platform where the
project stakeholders could communicate in a real-time,
collaborative environment thereby streamlining the
communication and decision-making processes.
The approach taken on the University Medical Center
Project was innovative in a number of ways. A large,
complex healthcare project using a contract delivery
method was unfamiliar in to the State of Louisiana.
The use of electronic documents, with the updates to
the drawings and specifications immediately available
to the entire project, insured fewer missed steps. Use
of Building Information Modeling created on site by a
third party modeling firm to 80% and completed by the
individual trades to a LOD 400 model effectively addressed
the requirements of the very aggressive schedule. With
early selection of the CM@R and the rack requirements
integrated within the initial design models, the impacts
on cost and schedule would have been reduced. The use
of models in the prefabrication of overhead corridor racks,
bathroom pods, patient room headwalls and medical gas
TABLE OF CONTENTS
zone valve boxes improve schedule, quality and safety. All
of these have contributed to the success of the project by
meeting the State of Louisiana’s expectations for the most
needed hospital facility in New Orleans.
Presentation and tours are available during the CMAA
Leadership Forum in New Orleans, LA on May 5th, 2013.
Michael L. Austin, LEED AP is Senior MEP Project
Manager – Prefabrication at Skanska USA Building.
Tom Rish, RA is Senior Manager for the State of
Louisiana Facility Planning and Control.
How BIM helped the project team coordinate
all MEP and other systems.
Bruce Lady, PE is Program Manager at Jacobs Engineering
Group. He can be reached at Bruce.Lady@Jacobs.com.
James Clemmensen is Senior Project Director at Skanska
USA Building.
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23 Advisor Winter 2012
Becoming a
Construction
Manager
TABLE OF CONTENTS
BENCHMARKING
STEPHEN P. MULVA, PhD
Associate Director for Benchmarking and
Metrics at the Construction Industry Institute
CII BENCHMARKING & METRICS
PROGRAM POISED TO EXPAND
INDUSTRY-SPECIFIC PROGRAMS
One of the key benefits of CMAA’s collaboration with the Construction Industry Institute (CII) is the
special opportunity it affords CMAA members to submit project data into the CII Benchmarking &
Metrics (BM&M) Database. With data from more than 2,000 projects, the CII database measures
project outcomes as well as implementation levels of best practices. By entering their project
information, BM&M participants are able to weight their performance against other like projects across
the industry. In the last few years, CII member organizations in specialized sectors (i.e., healthcare and
upstream oil and gas development) have worked with the CII BM&M staff to develop industry-specific
benchmarking programs. Thus, for organizations that build highly specialized building and plants in
extremely competitive markets, these emerging databases provide crucial performance assessment.
As members of the CII-CMAA “Best Practices/Best Practitioners,” CMAA members may now participate
in these industry-specific benchmarking initiatives.
24 Advisor Winter 2012
Since 1995, the CII BM&M program has enabled program participants to improve their work processes
and execute projects more cost-effectively through benchmarking. As CII has grown over the past
decade, the program has transitioned from its core benchmarking research program—with its focus
on measuring management effectiveness and use of best practices—to working with companies from
more diverse areas of the industry to develop more tailored programs focused on cost-effectiveness
metrics. Recent examples of this diversification are the Pharmaceutical/Biomedical Benchmarking
program, the Oil and Gas Benchmarking programs for both upstream and downstream facilities, and
the Healthcare Benchmarking program. Moreover, the growth of the program will allow CII to expand
its benchmarking research to a more global platform.
Because of the historical composition of CII membership, benchmarking participants initially consisted
mainly of companies in the heavy industrial sector. In recent years, however, as membership has
become more diverse, participation has come from other sectors. Seven years ago, CII began to build a
database for a pharmaceutical benchmarking program. Since then, the collection of data from various
pharmaceutical organizations has provided participating organizations with comparison reports.
These comparisons allow them a continuous assessment of where they stand among other leading
pharmaceutical organizations and which areas of their project delivery process have improved or need
improvement. This database has become integral to the participating members’ decision-making
processes. The program has seen significant growth within the past year and will continue to collect
data for analysis.
TABLE OF CONTENTS
In 2009, the BM&M program began developing its upstream
oil and gas benchmarking in Brazil—a collaborative
effort with the Universidade Federal Fluminense (UFF)
in Niteroi, Brazil—to leverage global academic resources.
An advantage of this operational model—called the
Performance Assessment Lab—is its ability to provide local
support for benchmarking program participants no matter
where they are located. CII hopes to expand this program
beyond companies in North and South America, and
perform benchmarking research to companies on an even
wider global platform.
As CII Benchmarking program strives to continuously
expand its cost-effective services into various industry
markets, it allows more members to reap ever-increasing
benefits from their participation in benchmarking.
In early October, CII met with power and energy companies
in Atlanta to discuss the establishment of a benchmarking
program tailored to their needs. The data collected over
time by participating companies will be adjusted to the
latest index dates by using IHS Cambridge Energy Research
Associates (CERA) cost indices. Additionally, CII is currently
in discussions with members from the metal and mining
industries to discern their benchmarking needs and
interests. These prospective benchmarking programs will
not only increase diversity, but will also better serve the
current and expanding membership.
Based at the University of Texas at Austin, CII is a unique
consortium of more than 130 leading owner, engineeringcontractor, and supplier firms from both the public and
private arenas. CII members collaborate on research,
engage in industry initiatives, and participate in cooperative
alliances to enhance the business effectiveness and
sustainability of the capital facility life cycle.
STEPHEN P. MULVA
Stephen P. Mulva, PhD, is Associate Director for
Benchmarking and Metrics at the Construction Industry
Institute. He was previously at Texas State University/San
Marcos, where he taught construction management. At
UT Austin, he participated in the civil engineering project
management program and helped Dr. Richard L. Tucker,
the original CII Director, during a CII funded study that led
to the development of the Institute’s best practices.
25 Advisor Winter 2012
CII BM&M prides itself on providing leading-edge
benchmarking research. At initial meetings, the staff advises
each participating member company on how the program
tracks CII practice use and project performance, but does
not try to make the decisions about what to benchmark.
Once both parties have discussed the company’s needs,
more details about specific projects are necessary for
accurate comparisons and performance assessments. After
these initial discussions, staff develops an industry-specific
benchmarking questionnaire to collect the relevant data.
CII then trains company representatives to use the
online data collection instrument to enter data
into the CII database; these trainees become
certified as CII Benchmarking
Associates. Currently,
there are over 1,000
CII Benchmarking
Associates worldwide.
Participants are being recruited for the special CMAA
benchmarking program, one of the fruits of the ongoing
“Best Practices/Best Practitioners” Alliance. For more
information, contact John McKeon at CMAA. Or for more
information on enrolling your organization in any of CII’s
BM&M programs, contact Stephen Mulva at CII.
TABLE OF CONTENTS
BEST PRACTICES:
&
Leadership
Planning
26 Advisor Winter 2012
For State Capitol
Renovations
By David Hart, FAIA, Vice President, MOCA
Introduction
America’s state capitols are the physical expression of our
representative form of government. These wonderful iconic
buildings not only embody the checks and balances of
government but have become symbolic “Peoples’ Houses.”
PHOTOGRAPHY BY MICHAEL DUNN, DUNN COMMUNICATIONS
TABLE OF CONTENTS
Today, many capitols are at the point in their lifecycle where
deterioration of their building components is causing many
states to consider significant restoration. Several states are
working through the challenges associated with planning,
funding, and aligning expectations associated with these
magnificent buildings.
There are numerous factors to consider. In addition to
the failing building elements there are political challenges.
The nature of the three branches of government can lead
to different expectations relative to the renovation. It is
imperative that these complicated concerns are understood
and skillfully dealt with in order to focus the team on a
common scope and budget.
Seismic stabilization was
part of the mission for the
renovation of the Utah State
Capitol in Salt Lake City.
27 Advisor Winter 2012
This article will explain a series of carefully crafted steps to
navigate through the political and physical challenges. The
Utah and Minnesota State Capitol Renovation projects will
be used as case studies.
TABLE OF CONTENTS
Utah State Capitol
Renovation Overview
The $273 million project included the renovation of
Capitol Hill, the addition of two new legislative office
buildings, redesign of the grounds and base isolation
and restoration of the Capitol itself. The project took
less than 10 years to complete.
The Capitol restoration was the largest restoration
project in Utah history. It was completed on time and
$3 million under budget, with no claims or disputes.
In 2009, It received a CMAA Project Achievement Award.
•Complete Historic Restoration and Base Isolation of
Capitol and Grounds.
•Opening of the Capitol to the public on January 4, 2008.
Utah’s Statehood Day.
•Cost would be less than the estimated $300 million.
The team alignment goal was tailored to fit each group’s
expectations and objectives, while maintaining the original
parameters of the budget, scope and schedule.
Ten basic principles comprise the Utah State Capitol
Restoration Model.
1.Determine the leadership organization and assign
specific champions to support project goals
2.Ensure early involvement of key decision makers
28 Advisor Winter 2012
PHOTOS BY JIM BOWEN, COURTESY OF MOCA
In 1998, the Utah legislature, with the support of the
governor, created the Utah State Capitol Preservation
Board and hired an executive director (David Hart, FAIA)
to put together a process that would not only restore the
Capitol but would plan for the next hundred years. David
spent many hours prior to the start of the restoration
learning from current and past legislators about the
political processes of Capitol Hill. “I had to understand
why tension existed between the different legislative
bodies and how important that tension was to the
governing process,” he said.
The commission created a plan to bring together the leaders
of the political process, designers, constructors, and users in
a teaming environment to align expectations. This resulted
in team collaboration, with everyone working toward an
agreed renovation goal. This goal was established in 2000
by the Capitol Preservation Board and included:
Two views of the state capitol building in
St. Paul, Minnesota, slated for renovation.
TABLE OF CONTENTS
4.Prepare open communication channels
5.Establish trust and respect in relationships
6.Hold multiple planning discussions
7.Establish a collaborative and innovative decision
process with a focus on results
8.Define team accountability and satisfaction
Third, the two commissions are different. The Utah board
was given complete control of the Capitol and Capitol Hill
and had the “final say.” Minnesota’s Commission, on the
other hand, is comprised of political leadership of the state
and private stakeholders, and its powers are to provide a
comprehensive master plan and oversight to the project.
The statutory responsibility for overseeing the restoration
resides with the Department of Administration.
9.Develop non-standard contracts to support project goals
Finally, the management structure for the two programs is
different. The Utah program included:
10.Establish an environment of mutual benefit and reward
•A board with complete authority
Minnesota State Capitol Overview
The estimated $241 million renovation, repair and
preservation project will focus on the upgrade of the
mechanical, electrical and plumbing systems as well
as the historic restoration of public and private spaces.
The project, estimated to take less than six years, is the
most significant restoration project in Minnesota history.
•A leader fully empowered to make decisions
•A program management company with excellent skills
and full time representation on site
The Minnesota program includes:
•A commission with authority for oversight and planning
•A Department of Administration with responsibility for
design and construction within the Capitol
In the fall of 2011, the Minnesota State Capitol Preservation
Commission was convened. During its inaugural meeting
the governor challenged the commission to act as good
stewards and to think about the importance of restoring
the Capitol for the next 100 years. The governor asked the
commission to have that recommendation ready for the
2012 legislative session.
•A Program Management company as the link between
the Utah state model and the Minnesota process as well
as a liaison between the building tenants and the design/
construction team
Following Governor Dayton’s challenge, the commission
adopted the Utah model and authorized the Department
of Administration to proceed with a similar plan.
Case Study of Best Practices
State Capitol Program Comparison
Capitol Preservation Commission
The Minnesota State Capitol restoration, while similar in
size and function, is very different from the Utah project,
in four primary ways.
In 2011, Minnesota crafted a Capitol Preservation
Commission with responsibilities similar to those of
the Utah Capitol Preservation Board, including:
First, the Utah State Capitol was driven by the need to
seismically stabilize the building, while the Minnesota
State Capitol is driven by the replacement of the major
building systems. Designed by Cass Gilbert in 1905, the
Minnesota Capitol has been in continuous use ever since,
and many systems are failing.
Second, due to the seismic work associated with the Utah
State Capitol, the occupants relocated for the duration of
the project to two new buildings that were constructed
directly behind the Capitol. In Minnesota, the governor and
legislature have requested that the building remain open
while the systems are replaced.
•An owner representative providing guidance and
contractual leadership
Five best practices were used in the early planning of
both capitol renovations.
•Guidance and stewardship from state political leadership
•Oversight to recommend planning and funding
•Annual reporting to the state legislature
•Specific goals and objectives
Champions
In a political process, advocates are very important. The
ability to communicate and to disseminate information
to other leaders is an imperative for these projects.
29 Advisor Winter 2012
3.Establish clear project definition through early
alignment charrettes
TABLE OF CONTENTS
Governing Principles
Leadership is essential on any project, but collaborative
leadership is a must when dealing with the political
process and with elected officials. The ability to bring
together individuals with strong opinions and in many
cases, bridge the gap between ideology and party politics
is very important from the beginning. A strong facilitator
who understands the political environment and who
recognizes the importance of collaboration is required.
The facilitator helps to create the project governing
principles.
The Utah governing principles are listed below in order
of priority:
•Life safety drove the restoration: the worry of a collapse
from a large seismic event.
•Utah expected the Capitol to be fully functional after
renovation
•Preserve and restore the architectural integrity of the
building
The Minnesota governing principles are listed below in
order of priority:
•Restore Cass Gilbert’s architectural statement
•Functionality
•Life safety and accessibility
These principles were used to develop the scope, budget
and schedule. The master plan built upon these principles
and identified the budget and schedule through a series
of working sessions with the commission. The master plan
was presented to the legislature and ultimately was the
tool that provided ample information to the legislature
who chose to provide the first year of funding the project.
30 Advisor Winter 2012
Comprehensive Master Plan
The comprehensive master plan, by statute, was to include
a recommended budget and schedule. Collaboration in
the development of the master plan is the critical element
to achieve strong support and understanding by the public
and legislature. As such, the plan was developed in a
collaborative environment with all stakeholders.
Project Definition
Clear project definition is a crucial step, and one that
needs to be well done to be effective. It builds upon
the master plan and focuses only on those things which
concern the owners. Project definition includes the
following key elements:
•Design guidelines are a set of ideas or elements of
the building which the owner would like the architect,
engineers and CM to seriously consider.
•Design imperatives are a set of mandatory ideas or
elements of the building which the owner is instructing
the architect, engineer and CM that to incorporate.
•Scoping workshops are the process where the guidelines
and the imperatives are introduced to the team at
length, and where all stakeholders determine how
to implement a particular idea or set of ideas. The
workshops offer an environment where ideas can
be discussed and solutions explored through open
collaboration with all interested parties.
•Summary documents describe the outcome of the
decisions and solutions that were reached during the
workshop. These documents are incorporated into
the design guidelines and imperative documents.
•Scope estimates and schedule impacts are analyzed the
following week to determine where scope has increased
or decreased based on the workshop decision. The team
updates the overall cost model.
Once this project definition phase is complete the architect
should be able to complete with scope documents
quickly. The budget should be resolved and the schedule
or sequences of construction completely identified and
understood. In other words, the complete scope of the
project is outlined, on budget and a clear path to accomplish
it is developed.
On the Utah State Capitol, project definition took two
years, beginning with the start of the design guidelines
and ending with the conclusion of the scope documents,
budget and schedule. The architect was brought into
the process just prior to the beginning of the scoping
workshops. Additionally the Historic Structure Report
(HSR) which is critical for historic buildings like the Capitol,
was accomplished concurrently with the design guidelines
and incorporated into the final documents.
Minnesota has made some adjustments in the timing
and collaboration of the project which should increase
its effectiveness. These include bringing on the architect,
engineers and CM prior to the completion of the design
guidelines. This will allow the design and construction team
to hear from the owner and others firsthand why things
are important. They have also chosen to develop the HSR
alongside the development of the design guidelines and
scoping workshops. This will provide the opportunity for
the HSR to help inform direction the restoration.
TABLE OF CONTENTS
Summary
Utah Capitol Project Team
Owner – Capitol Preservation Board
Board Executive Director – David Hart, FAIA
3DI – Owner Program Manager
VCBO/MJSA/SCA – Architects and Engineers
CM – Jacobsen/Hunt
There are five best practices for planning State
Capitol renovations.
•Establish a Preservation Commission
•Identify champions to communicate the vision
•Establish governing principles
Minnesota Capitol Project Team
Owner – Department of Administration
MOCA – Owner Program Manager
CPMI – Owner Representative
HGA/SCA – Architects and Engineers
CM – JE Dunn
•Turn expectations into a master plan
•Create clarity and understanding through
project definition
These five best practices are all built upon collaborative
leadership. This starts at the first meeting, where in the case
of the Minnesota State Capitol, Governor Dayton challenged
each member to be a good steward and take responsibility
for the restoring of the building. It is continued by
collaborative facilitation of workshops that align stake
holder expectations, and clearly identifies the principles,
master plan and guidelines that the architects and CM
will use to successfully restore the “Peoples’ House.”
David Hart, FAIA, is Vice President of MOCA.
He can be reached at dhh@mocasystems.com.
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31 Advisor Winter 2012
A $1.87 billion expans
ion
doubles the capacit
y of Miami
International Airport
.
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firms command more than 80 percent of
the total market and the CMAA membership
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REACH THE TOP
TABLE OF CONTENTS
FINAL WALKTHRU
NORTH TERMINAL DEVELOPMENT
(NTD) PROGRAM
PHOTOS BY JOHN GILLAN PHOTOGRAPHY, COURTESY OF HEERY INTERNATIONAL
MIAMI INTERNATIONAL AIRPORT
32 Advisor Winter 2012
Owner:
Miami-Dade Aviation Department,
Miami Dade County
CM:
Heery International, Inc.
Architect/Engineer:
BermelloAjamil and Partners; Leo A. Daly;
Wolfberg Alvarez and Partners; MC Harry and
Associates, Inc.; The Russell Partnership, Inc.;
Rodriguez and Quiroga Architects Chartered;
Corgan Associates, Inc.; GurriMatute, P.A.; Perez
& Perez; HADP Architecture; Lea + Elliott, Inc.;
TLC Engineers; Martinez Engineering Group,
Inc.; Bliss and Nyitray, Inc.; DDA Engineers;
T.Y. Lin International
TABLE OF CONTENTS
Coming in at final constructed value of $1.866 billion this 3.6 million square
foot renovation and expansion was one of the largest redevelopment programs
ever undertaken at an operational airport.
Completed within budget and on time, the five-year, mile-long project
included 50 domestic/international gates, four-station Skytrain, 140,000
square feet of retail/restaurant space, and 10-plus miles of baggage
conveyors with ample security.
Owner commitment to timely decisions and a positive approach to claims were
crucial to the project’s successful completion, which essentially doubled MIA’s
flights-per-day capacity.
33 Advisor Winter 2012
In rescuing a troubled project, the NTD team seamlessly implemented a complex
program integrating more than 25 design packages and 80 construction packages
in order to meet airport authorities’ requirement for continuous operation of
the terminal. The megaproject’s systems included 130 air handling systems,
105 elevators, 97 escalators, 38 moving walkways, and 1,100 security cameras.