Improving the Selection Process - Let's Talk Business · 2020-04-02 · develop organizational mastery and XPD. Goals • Become a client of choice ‐ Vendors want to send their

Improving the Selection Process:Five Things You Can Do TODAY

Jake Smithwick, PhD, MPA

Dunning–Kruger Effect

Simplar Institute• Group of researchers and educators

• Integrated within the parties (clients/buyers and vendors)

• Developed tools, methods, & training to enhance:‐ Organizational Transformation‐ Procurement & Sourcing‐ Project & Risk Management‐ Performance Measurements

• We integrate with organizations and provide hands‐on education and support to develop organizational mastery and XPD

Goals

• Become a client of choice‐ Vendors want to send their best people ‐ Identify expertise‐ Leverage expertise‐ Know how to work with experts‐ Positive accountability

• Become a vendor of choice‐ Use performance information to drive behaviors‐ Win more work with expertise‐ Work like an expert for higher profit‐ Positive accountability

Benchmarking, exploratory, talent development, education and training, policy & regulations, standards & templates

d.

20+ Years | 100+ Owners

2,500+ Projects | $11+ Billion ProcuredInformationTechnologyNetworkingData centersHardwareCOTS softwareERP systems

Help desk serviceseProcurement

FacilityManagementmaintenancelandscapingsecurity servicebuilding systemsindustrial movingwaste managementenergy management

custodialconveyancepest control

Health Insurance/Medical Services

Manufacturing

Business/Municipal /University Services

Construction/Design/EngineeringInfrastructureMunicipalLaboratoryEducationHospitalFinancialSpecialty

RenovationRepairMaintenanceRoofingDemolitionDevelopmentSupply chain

DBBCMARDBIDIQJOCLow BidIPD

diningmulti-media rightsfitness equipmentonline educationdocument managementproperty managementaudiovisualcommunications systemsemergency response systemslaundry

retirement fund material recyclingbookstoresfurniture

Partners

Problems?

THERE WILL ALWAYS BE SOMEONE WHO SAYS THAT THEY CAN DO IT CHEAPER…

BUT AT WHAT COST?

High

Low

Owners“The lowest possible quality

that I want”

Vendors “The highest possible value

that you will get”

Minimum

Problem with Traditional Approach

High

Low

Maximum

It’s really… organizational change

FAIR

OPEN

TRANSPARENT

Better RFPs

A client of choice

Five Things to Improve the Selection Process

1. Blind Evaluations – Make it Fair

2. Focus on the People

3. Keep it Short (Proposal Page Limits)

4. Compete Expertise: Risk and Value

5. Plan Before you Sign

• Evaluate and Assess RFPs

• 1,036 RFPs 3,000+ evaluation criteria

• Types: construction, services, IT, consulting

• RFPs covered 50 US States and 7 Canadian Provinces

2016-2018 EffortResearchers & Graduate & Undergraduate Students

• Evaluate/Assess the overall format of each RFP ‐ How well is it organized / structured‐ How easy is it to follow

‐ Are there any duplications

‐ Are there any inconsistencies‐ Are the procedures clearly separated from the scope

• Evaluate the Attachments / Submittals‐ Does the RFP provide all necessary attachments

‐ Do attachments contain all information vendor must respond to

‐ Are the attachments easy to use/follow

• Evaluate the Scope of Work‐ Is there a high level summary (that is clear and concise)‐ Are there high level goals / expectations

‐ Is there a budget

‐ Schedule constraints‐ Are they sole sourcing any vendor or product

Topics• Evaluate Transparency

– Does the RFP provide evaluation criteria and weights– Does the RFP describe the evaluation process

– Does the RFP provide a complete debriefing

• Does the RFP Attract Experts– Award based on other factors besides lowest cost

– Has a fair procurement schedule– Requires limited marketing submittals

– Requires limited general submittals

– Interviews key personnel

• Analyze the Procurement Schedule– Time from RFP release to bid/proposal due date– Time from bid/proposal due date to award

• Evaluate the Current Conditions‐ Have they provided any (clear and concise)‐ Is it clearly separated

• Evaluate how Open and Fair‐ Is the RFP open to all or only prequalified vendors

‐ Names in evaluated documents

• Are interviews or presentations requested‐ Interviews

‐ Presentations‐ Whole team or just critical individuals

1. Blind Evaluation – Make it Fair• The evaluated proposal documents

MUST NOT contain any names that can be used to identify who the Proposer is.

• Including: company names, personnel names, project names, or product names.

RFP Risks

• How are you deciding who wins?

• Do you have a favorite? Is it Fair?

• Is it confusing?

• Will you let me optimize my profit?

2. Focus on the People

• Get Team Members Up Front (ID in Proposal)

• 15‐25min Interview

• Interview is One‐on‐One, No Notes

• Key Question:

On the whiteboard: Quickly layout the project/service (from start to end) with the following:

‐ Identify the major activities with approximate durations‐ Identify the greatest risks and where they are on the timeline‐ Identify what you need from the client & when you need it

“The Greatest Risk we always face is how to accomplish all the

things that our sales team promised we could do.”

What does an expert look like?• Able to synthesize.

• Has a plan.

• Thinks in the best interest of the people and the project.

• Speaks in terms of metrics.

• It’s as if they’ve already built it…

3. Keep it Short

1-2 pages each 6-8 pages in total

+ 20min InterviewFocus on what shows differences Who does this favor?

4. Compete Expertise: Risk & ValueRisk & Value as the Primary Written Submittals

Solution:• Available water pressure will not be known until 3‐4 weeks into the project schedule

(due to required excavations)• There are 3 potential outcomes upon investigation:

1) Adequate pressure available: No change in building parameters

2) Inadequate water pressure: Impact to some building parameters such as size and/or quality of finishing, etc.

3) Worst‐case of no water pressure available: substantial underground work, tanks, etc. Significant impact to building size & finish level, resulting in a reduction of project scale.

Example of Solutions Risk: Existing ConditionsType: Non-Controllable Risk

Example of Solutions Risk: Owner’s Budget (DB Residence Hall)Type: Non-Controllable Risk

• Team 1’s Plan‐ By optimizing the building location, using a hybrid design and exploring strong

fundamental architectural design process with will provide an optimum solution. As design progresses, continuous verification of the budget will be utilized to ensure success

• Team 2’s Plan• The owner can be assured that the budget is not a risk. Our world class team

has connections to a wide range of high performing suppliers to ensure that you always get the best prices and ensure the budget is met.

Generic Marketing InformationNOT a Plan

Will say whatever they think the client wants to hear in order to get the job

• Team 3’s Plan‐ The Owner’s budget cannot accommodate the building program per the

requirements. See the Value Added Plan for cost saving options.

From the Value Plan‐ We have identified multiple Value Added options that enable us to meet the

budget and still deliver the required number of beds (in order to maximize owner revenue streams):

• Removal of underground parkade – $2,054,717 savings• Reduction in certain finishes (wall panels vs. dry wall) – $67,000 savings• Design efficiency opportunities: Adjust net‐to‐gross ratios in targeted areas

of building program (hallways, common spaces). Reduction in building footprint results in significant material savings – net savings $1,686,149

Example of Solutions Risk: Owner’s Budget (DB Residence Hall)Type: Non-Controllable Risk

• Team 1’s Plan ‐ We will use our 20 years of experience in working with mechanical systems to minimize the

risk of the heating and cooling system design.

• Team 2’s Plan‐ We have identified the design of the heat/cooling system as a risk. It has not been used

before in the area. Will ensure that the system performance and installation is verified in the pre‐award period.

‐ We have bid using best rated mechanical contractor in the area (rated at 9.8 out of 10.0, next best rated 9.1)

‐ Mechanical contractor identified modifications to the design to improve output and sustainability of the system with the following impacts (mechanical system cost minimized by 15% ‐ see VA#1)

‐ Mechanical system will be provided by one manufacturer, and will be commissioned by the manufacturer, contractor, and general contractor, who will take full responsibility of commissioning the system

Example of Solutions Risk: Design of Heating / Cooling SystemType: Controllable Risk

5. Plan before you Sign1. Immediately address any major cost discrepancies (1-2 days)

[if applicable]

2. Kickoff Meeting: Contractor presents their plan‐ identifies anything they need from owner and WHEN‐ set clarification phase schedule‐ discuss any “red flags” and/or “design concerns”

3. Finalize project deliverables

4. Summary Meeting

1. Cost Verification‐ Provide a detailed cost breakdown‐ Identify why the cost proposal may be significantly different from competitors‐ Review big‐ticket items‐ Review value added options‐ Identify how payments will be made and all expectations regarding finances

2. Preplan in Detail‐ Coordinate the project/service with all critical parties‐ Revisit the sites to do any additional investigating‐ Prepare a high level project schedule‐ Prepare a schedule of client activities‐ Prepare a detailed project work plan (transitioning, training, safety, security, staffing, etc)

Leveraging the High Performing Team’s Expertise

Leveraging the High Performing Team’s Expertise

3. Align expectations‐ Review and address all assumptions‐ Clearly identify the client’s roles and responsibilities‐ Technical review of product/system & demonstrations if necessary‐ Potential deal breakers‐ What is included and excluded in the proposal‐ Review any unique requirements with the client‐ Review and approve all contract terms and conditions

4. Identify and mitigate all uncontrollable risks‐ Identify all risks or activities not controlled by the Offeror‐ Identify the impact of the risks‐ Identify what the client can do to mitigate the risks‐ Address how unforeseen risks will be managed

Impact of Clarification/Planning

Reduced cost increases and

schedule delays by

70%

PURPOSE• Advocate for public purchasing

policy promoting the use of expertise & risk minimization

• Standards & best practice templates for solicitations

• Certify & educate procurement professionals

• Conduct advanced research in procurement & project delivery

MEMBERS• Owners (public & private)• Design/Engineer Professionals• Contractors / service providers• Researchers

www.center4procurement.org

How Hard is This?Experts vs Non-Experts

Time

Start End

Time

Start End

Transformational Key

Accountability + Transparency Drive

Behavioral Shift

Fostering Actions:• Education• Measurement• Patience• Forgiveness

Measuring Performance

PM 1 PM 2 PM 3 PM 4

Procurement Officer 1 Procurement Officer 2

Director

Contractor 1

Contractor 2

Contractor 3

Contractor 4

Contractor 3

Contractor 6

Contractor 1

Contractor 8

Contractor 9

Contractor 7

Contractor 7

Contractor 2

Contractor 4

Contractor 8

Contractor 9

Contractor 2

Director 1 Director 2

PM 1 PM 2 PM 3 PM 4

Vice President

Overall Performance

Division or Work Group

TEAM 1 (President /

University / Admin)

TEAM 2Academic Health

Center

TEAM 3Provost College

1 Total Number of Projects 19 14 52 Percent of Projects Procured Using PIPS 79% 86% 80%3 Total Awarded Cost: $5,359,995 $2,821,005 $2,353,7614 Average Number of Risks per Project 3 8 12

5 Overall Owner Impacts (Time & Cost) 7.7% 41.3% 41.1%6 Owner Change Order Rate 0.6% 3.4% 20.0%7 Owner Delay Rate 7.2% 37.8% 21.1%8 Percent of Projects without Owner Cost Changes 63% 36% 80%9 Percent of Projects without Owner Delays 68% 50% 80%

10 Overall Contractor Impacts (Time & Cost) 8.1% 19.6% 14.8%11 Contractor Change Order Rate 0.1% 0.1% -0.8%12 Contractor Delay Rate 8.0% 19.6% 15.6%13 Percent of Projects without Contractor Cost Changes 95% 93% 100%14 Percent of Projects without Contractor Delays 79% 79% 60%

15 Total Number of Completed Projects 4 2 116 Total Number of Client Surveys Returned 3 2 117 Percent of Projects Evaluated by Client 75% 100% 100%18 Average PM Post Project Rating of Contractor 6.75 10 1019 Average Client Post Project Rating of Contractor 7.7 8.5 8.020 Average Client Post Project Rating of CPPM 10.7 8.5 7.0

Contractor Impacts

Owner Impacts

Satisfaction Ratings

General Overview

End Users

BUTTONS

Program Overview

Yearly PIPS Comparisons

Top 10 Riskiest Projects

Directors Summary

Process Comparisons

Team Summary

PM Summary

Contractor Summary

Riskiest Projects Per Director

Riskiest Projects Per PM

PROGRAM Overview

UNIVERSITY OF MINNESOTA

Program Report

May 16, 2018

General Overview

Total Number of Projects (Completed and In-Progress)89

Originally Allocated Budget:$23,417,425

Average Proposal Cost:$25,059,588

Total Awarded Cost:$23,391,638

Percent Awarded Below Average Cost:6.7%

Percent of Projects where BV had lowest cost56%

Owner Impacts

Owner Change Order Rate4.7%

Owner Delay Rate28.9%

Percent of Projects without Owner Cost Changes51%

Percent of Projects without Owner Delays56%

Contractor Impacts

Contractor Change Order Rate0.0%

Contractor Delay Rate8.9%

Percent of Projects without Contractor Cost Changes96%

Percent of Projects without Contractor Delays80%


Average PM Post Project Rating of Contractor9.5

Average Client Post Project Rating of Contractor8.0

Average Client Post Project Rating of CPPM8.0

Report-Director

General OverviewDirector 1Director 2

1Total Number of Projects74

2Total Number of Projects with Weekly Reports1424

3Total Awarded Cost:$2,821,005$7,713,756

Owner Impacts

4Overall Owner Impacts (Time & Cost)41.3%18.0%

5Owner Change Order Rate3.4%6.5%

6Owner Delay Rate37.8%11.4%

Contractor Impacts

7Overall Contractor Impacts (Time & Cost)19.6%10.2%

8Contractor Change Order Rate0.1%-0.2%

9Contractor Delay Rate19.6%10.3%


10Total Number of Completed Projects25

11Total Number of Client Surveys Returned24

12Percent of Projects Evaluated by Client100%80%

13Average PM Post Project Rating of Contractor107.4

14Average Client Post Project Rating of Contractor8.57.8

15Average Client Post Project Rating of CPPM8.59.8

&C&"Calibri,Bold"&16DIRECTOR SUMMARY

Report-Process

General OverviewPIPSNON PIPS


2Average Proposal Cost:$25,059,588$0

3Total Awarded Cost:$23,391,638$0

4Percent Awarded Below Average Cost:-6.7%0.0%

5Average Number of Risks per Project50

Owner Impacts




9Percent of Projects without Owner Cost Changes51%0%

10Percent of Projects without Owner Delays56%0%

Contractor Impacts


12Vendor Change Order Rate0.0%0.0%

13Vendor Delay Rate8.9%0.0%

14Percent of Projects without Vendor Cost Changes96%0%

15Percent of Projects without Vendor Delays80%0%








&C&"Calibri,Bold"&16PROCESS SUMMARY

Report-Teams

General OverviewTEAM 1 (President / University / Admin)TEAM 2Academic Health CenterTEAM 3Provost CollegeTEAM 4Student Affairs / Athletics / Outstate


2Percent of Projects Procured Using PIPS79%86%80%0%

3Total Awarded Cost:$5,359,995$2,821,005$2,353,761$0


Owner Impacts

5Overall Owner Impacts (Time & Cost)7.7%41.3%41.1%0.0%

6Owner Change Order Rate0.6%3.4%20.0%0.0%

7Owner Delay Rate7.2%37.8%21.1%0.0%

8Percent of Projects without Owner Cost Changes63%36%80%0%

9Percent of Projects without Owner Delays68%50%80%0%

Contractor Impacts

10Overall Contractor Impacts (Time & Cost)8.1%19.6%14.8%0.0%

11Contractor Change Order Rate0.1%0.1%-0.8%0.0%

12Contractor Delay Rate8.0%19.6%15.6%0.0%

13Percent of Projects without Contractor Cost Changes95%93%100%0%

14Percent of Projects without Contractor Delays79%79%60%0%




17Percent of Projects Evaluated by Client75%100%100%0%


19Average Client Post Project Rating of Contractor7.78.58.00.0

20Average Client Post Project Rating of CPPM10.78.57.00.0

&C&"Arial,Bold"&16CLIENT TEAM SUMMARY

Report-PM

General OverviewChuck KonckerGeorge MahowaldJeff NietzMatt StringfellowPaul OelzePete NickelSteve BaileyWycliffe WagandaAdam StrackNancy RudstromKevin RossRoger WegnerTanweer JanjuaIn House



3Percent of Projects Procured Using PIPS36%23%45%100%0%39%50%80%0%0%0%0%0%0%

4Total Awarded Cost:$ 5.4 M$ 6.8 M$ 1.2 M$ 1.6 M$ 0.1 M$ 7.0 M$ 0.3 M$ 1.0 M$ 0.0 M$ 0.0 M$ 0.0 M$ 0.0 M$ 0.0 M$ 0.0 M


6Percent of Weekly Reports Submitted Late11%24%23%50%0%29%36%29%0%0%0%0%0%0%

Owner Impacts

7Overall Owner Impacts (Time & Cost)60.3%27.7%20.7%30.1%0.0%17.5%29.1%94.8%0.0%0.0%0.0%0.0%0.0%0.0%

8Owner Change Order Rate4.5%2.2%3.4%30.1%0.0%1.8%9.5%2.2%0.0%0.0%0.0%0.0%0.0%0.0%

9Owner Delay Rate55.8%25.5%17.2%0.0%0.0%15.7%19.6%92.6%0.0%0.0%0.0%0.0%0.0%0.0%

Contractor Impacts

10Overall Contractor Impacts (Time & Cost)5.7%5.8%3.2%-1.1%0.0%17.4%0.0%27.8%0.0%0.0%0.0%0.0%0.0%0.0%

11Vendor Change Order Rate0.1%0.1%0.0%-1.1%0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%0.0%

12Vendor Delay Rate5.5%5.6%3.2%0.0%0.0%17.4%0.0%27.8%0.0%0.0%0.0%0.0%0.0%0.0%




15Percent of Projects Evaluated by Client0%0%100%0%100%100%0%0%0%0%0%0%0%0%

16Average PM Post Project Rating of Contractor0090101000000000

17Average Client Post Project Rating of Contractor0.00.07.70.08.08.50.00.00.00.00.00.00.00.0

18Average Client Post Project Rating of CPPM0.00.08.00.07.08.50.00.00.00.00.00.00.00.0

$6,383,028$7,483,545$1,310,800$1,500,000$71,151$6,976,238$299,144$0

$5,366,996$6,811,597$1,214,183$1,593,561$74,800$6,983,458$342,038$0

$ 6.4 M$ 7.5 M$ 1.3 M$ 1.5 M$ 0.1 M$ 7.0 M$ 0.3 M$ 0.0 M

$ 5.4 M$ 6.8 M$ 1.2 M$ 1.6 M$ 0.1 M$ 7.0 M$ 0.3 M$ 0.0 M

&C&"Calibri,Bold"&16PROJECT MANAGER SUMMARY

Report-Cont

NoContractorTypeTotal Number of ProjectsTotal Awarded Cost:Owner Change Order RateVendor Change Order RateOwner Delay RateVendor Delay RateAverage Number of Risks per ProjectOverall PM Risk RatingOverall Final Close Out RatingPercent of Late ReportsVendor Performance

1Prestige BuildersGC3$ 721,9650.3%0.2%18.1%66.8%107.653%120%

2Award ConstructionGC3$ 220,0020.7%0.0%10.4%0.0%49.069%69%

3Kraus-Anderson Construction CompanyGC1$ 269,8509.4%0.0%303.0%18.2%167.047%65%

4KM Building CompanyGC1$ 241,5750.0%2.7%21.9%50.0%58.20%53%

5LS Black ConstructorsGC3$ 367,6500.0%0.0%79.1%1.4%49.337%38%

6JE Dunn ConstructionGC2$ 3,227,18214.9%-0.6%0.0%5.4%206.530%35%

7James Steele Construction CompanyGC1$ 69,2183.5%0.0%0.0%0.0%110.031%31%

8Graham Penn-Co.GC3$ 1,150,7381.9%0.0%7.3%4.2%69.026%30%

9PCL ConstructionGC1$ 323,0003.3%0.0%3.4%6.8%2310.022%29%

10M.A. MortensonGC7$ 1,793,3553.8%0.0%13.6%0.0%75.026%26%

11Cy-Con ConstructionGC4$ 2,956,8001.3%0.0%1.7%12.2%58.811%23%

12Falls & Nyhusmoen ConstructionGC6$ 1,319,7892.2%0.0%16.2%11.0%38.49%21%

13Tarraf ConstructionGC4$ 795,7910.8%0.0%0.0%0.0%09.512%12%

14Sheehy ConstructionGC4$ 322,4000.0%0.0%0.0%0.0%29.58%8%

15Elliott ContractingGC1$ 14,1500.0%0.0%0.0%0.0%38.00%0%

16PMI ConstructionGC1$ 49,7559.6%0.0%42.1%0.0%410.00%0%


1Mayer ElectricSub-M/E3$ 459,2251.6%0.0%2.7%18.8%210.037%56%

2MMCSub-M/E8$ 1,611,0150.3%0.0%32.9%16.3%59.032%49%

3Gephart ElectricSub-M/E9$ 1,280,3622.2%0.7%31.1%3.2%28.58.535%39%

4Central RoofingSub-RF1$ 178,4400.0%0.6%0.0%11.4%210.025%37%

5John a Dalsin & Son, Inc.Sub-RF2$ 327,2950.0%0.0%135.4%0.0%56.132%32%

6Siemens Building TechnologiesSub-M/E5$ 534,0952.0%0.0%23.2%0.0%210.029%29%

7NewMech Companies, Inc.Sub-M/E1$ 308,8821.2%0.0%24.8%0.0%39.327%27%

8Egan CoSub-M/E4$ 1,096,7070.1%0.0%0.0%9.8%38.710%19%

9Cool Air MechanicalSub-M/E1$ 446,1000.0%0.0%6.9%0.0%210.015%15%

10Hunt Electric CorporationSub-M/E3$ 552,8155.1%0.0%29.4%7.0%29.78%15%

11E. R. Berwald Roofing Co., Inc.Sub-RF2$ 1,841,15713.0%0.0%215.8%0.0%187.913%13%

12NAC Mechanical & Electrical ServicesSub-M/E3$ 753,66010.9%0.0%54.7%0.0%810.07%7%

13Service Fire Protection, Inc.Sub-M/E1$ 109,7100.0%0.0%0.0%0.0%010.00%0%

14Ryan ElectricSub-M/E1$ 48,9550.9%0.0%37.2%0.0%410.00%0%

&C&"Calibri,Bold"&16CONTRACTOR SUMMARY

Report - YearlyPerf

OverallIn-ProgressJuly 08-June 09July 07-June 08July 06-June 07July 05-June 06

Total Number of Projects8932221268

Originally Allocated Budget:$23,417,425$10,164,500$285,000$2,170,425$7,265,500$3,532,000

Average Proposal Cost:$25,059,588$10,708,582$376,178$2,340,688$8,074,437$3,559,703

Total Awarded Cost:$23,391,638$9,801,841$307,100$2,409,834$7,795,686$3,077,177

Percent Awarded Below Average Cost:6.7%8.5%18.4%-3.0%3.5%13.6%

Average Number of Proposals per Project443244

Percent of Projects where BV had lowest cost56%59%100%67%42%50%

Percent of Projects without Owner Cost Changes51%56%0%43%54%50%

Percent of Projects without Vendor Cost Changes96%97%100%95%100%75%

Owner Change Order Rate4.7%6.1%3.3%2.8%2.3%8.0%

Vendor Change Order Rate0.0%-0.1%0.0%0.1%0.0%0.3%

Percent of Projects without Owner Delays56%66%50%48%58%38%

Percent of Projects without Vendor Delays80%78%100%86%73%88%

Owner Delay Rate28.9%18.6%6.7%22.2%25.6%113.6%

Vendor Delay Rate8.9%10.5%0.0%8.5%9.6%1.0%

Average Number of Risks/ Project562357

Average Vendor Submission Rate77%68%59%87%86%63%

Average PM Post Project Rating of Contractor9.50.09.09.60.00.0

Average Client Post Project Rating of Contractor8.00.07.08.20.00.0

Average Client Post Project Rating of CPPM8.00.07.08.40.00.0

Report-Top10Risky

NoProjectIDRisk Analysis FactorAwarded CostAwarded DurationOverall Change Order RateOverall Delay RatePercent of Late ReportsAward TypePMDirector

1Mayo Remodel Suite A652-A663074-08-130518.44$ 269,850669%321%47%PIPSWycliffe WagandaGary Summerville

2Coffman Union - "M" Deli01-064-08-153111.35$ 249,333493%0%0%PIPSJeff NietzJustin Grussing

3Animal Science Stair Towers Masonry Repair02-416-06-20968.80$ 1,633,6213000%10%10%PIPSChuck KonckerJustin Grussing

4WBOB Remodel Suite 150218-07-15677.91$ 273,100991%96%37%PIPSPete NickelGary Summerville

5Snyder Bldg Exterior Door Upgrades888-07-17506.97$ 219,000121-4%81%22%PIPSWycliffe WagandaJustin Grussing

6Barn Clean Renovations417-06-18936.13$ 269,000802%166%60%PIPSWycliffe WagandaJustin Grussing

7SE Steam Plant Break & Locker Rooms Remodel01-059-07-12815.73$ 241,575323%72%0%PIPSChuck KonckerJustin Grussing

8Vet Sciences Third Floor Office374-08-14645.73$ 96,930493%86%28%PIPSPete NickelGary Summerville

9PWB - Replace 3 Liebert Units B-29501-144-08-14985.70$ 461,710730%42%29%PIPSGeorge MahowaldJustin Grussing

10PWB - Center for Drug Design144-07-14575.61$ 403,289715%37%33%PIPSPete NickelGary Summerville

11Vet Sciences Third Floor Lab374-07-19005.31$ 328,620953%40%21%PIPSPete NickelGary Summerville

12Weaver Densford College of Pharmacy01-147-08-16925.08$ 90,862282%25%80%PIPSPete NickelGary Summerville

13Arboretum Terrace888-08-10944.76$ 197,400580%19%14%PIPSWycliffe WagandaJustin Grussing

14Peik Hall Connect City Water01-267-08-13111.80$ 139,000493%0%35%PIPSGeorge MahowaldJustin Grussing

15University Office Plaza Suite 112 Bookstore Remodel01-192-08-12931.55$ 63,44442-4%62%6%PIPSGeorge MahowaldJustin Grussing

16PWB Remodel Suite 6-240144-07-15271.44$ 127,3388217%23%64%PIPSSteve BaileyGary Summerville

17Heller Hall Renovation - Floors 9 -12201-07-16191.29$ 1,593,56125429%0%50%PIPSMatt StringfellowJustin Grussing

18Campus Wide Kitchen Eqipment444-08-15161.27$ 46,30021727%0%13%PIPSJeff Nietz0

19AniSci/Vet Med Sanitary Waste System02-416-08-13091.09$ 525,0001060%9%11%PIPSGeorge MahowaldJustin Grussing

20St. Paul Campus Exterior Card Readers02-300-08-11191.06$ 178,295516%0%35%PIPSJeff NietzJustin Grussing

21Tate Physics Lab049-08-13681.01$ 366,5951421%0%3%PIPSGeorge MahowaldGary Summerville

22Barker Dance Center - Dance Floor Replacement01-247-08-17161.00$ 48,000250%0%25%PIPSGeorge MahowaldJustin Grussing

23Diehl Hall Room 35001-111-08-15081.00$ 187,700390%0%0%PIPSPete NickelGary Summerville

24MCB - Clinical Lab Sciences01-186-08-18621.00$ 102,140320%0%67%PIPSPete NickelGary Summerville

25Moos Tower -- Domestic Water Pumps01-142-09-12241.00$ 136,900530%0%50%PIPSGeorge MahowaldJustin Grussing

26Oak Street Parking Ramp Surveillance System01-000-08-17191.00$ 246,802740%0%100%PIPSGeorge MahowaldJustin Grussing

27AHC Combined Security01-000-09-13930.00$ 70,440400%0%50%PIPSJeff NietzJustin Grussing

28Borlaug Hall Front Entrance02-429-07-16350.00$ 826,0001220%0%0%PIPSChuck KonckerJustin Grussing

29Ecology - Replace 8 Proximity Card Readers02-438-09-11170.00$ 50,020260%0%50%PIPSJeff NietzJustin Grussing

30Mayo 5th Floor Pediatrics01-074-09-10820.00$ 271,212540%0%0%PIPSPete NickelGary Summerville

31Moos MCB Plaza Water Infiltration01-142-07-16320.00$ 42,300530%0%0%PIPSChuck KonckerJustin Grussing

32PWB Room 7-158B Upgrade01-144-09-12760.00$ 46,504300%0%100%PIPSPete NickelGary Summerville

&C&"Calibri,Bold"&16TOP 10 RISKIEST PROJECTS

RiskReport-Directors

GARY SUMMERVILLE

NoProjectIDRisk Analysis FactorAwarded CostAwarded DurationOverall Change Order RateOverall Delay RatePercent of Late ReportsAward TypePM

1Mayo Remodel Suite A652-A663074-08-130518.44$ 269,850669%321%47%PIPSWycliffe Waganda

2WBOB Remodel Suite 150218-07-15677.91$ 273,100991%96%37%PIPSPete Nickel

3Vet Sciences Third Floor Office374-08-14645.73$ 96,930493%86%28%PIPSPete Nickel

4PWB - Center for Drug Design144-07-14575.61$ 403,289715%37%33%PIPSPete Nickel

5Vet Sciences Third Floor Lab374-07-19005.31$ 328,620953%40%21%PIPSPete Nickel

6Weaver Densford College of Pharmacy01-147-08-16925.08$ 90,862282%25%80%PIPSPete Nickel

7PWB Remodel Suite 6-240144-07-15271.44$ 127,3388217%23%64%PIPSSteve Bailey

8Campus Wide Kitchen Eqipment444-08-15161.27$ 46,30021727%0%13%PIPSJeff Nietz

9Tate Physics Lab049-08-13681.01$ 366,5951421%0%3%PIPSGeorge Mahowald

10Diehl Hall Room 35001-111-08-15081.00$ 187,700390%0%0%PIPSPete Nickel

JUSTIN GRUSSING


1Coffman Union - "M" Deli01-064-08-153111.35$ 249,333493%0%0%PIPSJeff Nietz

2Animal Science Stair Towers Masonry Repair02-416-06-20968.80$ 1,633,6213000%10%10%PIPSChuck Koncker

3Snyder Bldg Exterior Door Upgrades888-07-17506.97$ 219,000121-4%81%22%PIPSWycliffe Waganda

4Barn Clean Renovations417-06-18936.13$ 269,000802%166%60%PIPSWycliffe Waganda

5SE Steam Plant Break & Locker Rooms Remodel01-059-07-12815.73$ 241,575323%72%0%PIPSChuck Koncker

6PWB - Replace 3 Liebert Units B-29501-144-08-14985.70$ 461,710730%42%29%PIPSGeorge Mahowald

7Arboretum Terrace888-08-10944.76$ 197,400580%19%14%PIPSWycliffe Waganda

8Peik Hall Connect City Water01-267-08-13111.80$ 139,000493%0%35%PIPSGeorge Mahowald

9University Office Plaza Suite 112 Bookstore Remodel01-192-08-12931.55$ 63,44442-4%62%6%PIPSGeorge Mahowald

10Heller Hall Renovation - Floors 9 -12201-07-16191.29$ 1,593,56125429%0%50%PIPSMatt Stringfellow

&C&"Calibri,Bold"&16TOP 10 RISKIEST PROJECTS PER DIRECTOR

RiskReport-PMs

CHUCK KONCKER

NoProjectIDRisk Analysis FactorAwarded CostAwarded DurationOverall Change Order RateOverall Delay RatePercent of Late ReportsAward Type

1SE Steam Plant Break & Locker Rooms Remodel01-059-07-12815.73$ 241,575323%72%0%PIPS

2Borlaug Hall Front Entrance02-429-07-16350.00$ 826,0001220%0%0%PIPS

3Moos MCB Plaza Water Infiltration01-142-07-16320.00$ 42,300530%0%0%PIPS

GEORGE MAHOWALD


1PWB - Replace 3 Liebert Units B-29501-144-08-14985.70$ 461,710730%42%29%PIPS

2Peik Hall Connect City Water01-267-08-13111.80$ 139,000493%0%35%PIPS

3University Office Plaza Suite 112 Bookstore Remodel01-192-08-12931.55$ 63,44442-4%62%6%PIPS

4AniSci/Vet Med Sanitary Waste System02-416-08-13091.09$ 525,0001060%9%11%PIPS

5Tate Physics Lab049-08-13681.01$ 366,5951421%0%3%PIPS

JEFF NIETZ


1Coffman Union - "M" Deli01-064-08-153111.35$ 249,333493%0%0%PIPS

2Campus Wide Kitchen Eqipment444-08-15161.27$ 46,30021727%0%13%PIPS

3St. Paul Campus Exterior Card Readers02-300-08-11191.06$ 178,295516%0%35%PIPS

4AHC Combined Security01-000-09-13930.00$ 70,440400%0%50%PIPS

5Ecology - Replace 8 Proximity Card Readers02-438-09-11170.00$ 50,020260%0%50%PIPS

PETE NICKEL


1WBOB Remodel Suite 150218-07-15677.91$ 273,100991%96%37%PIPS

2Vet Sciences Third Floor Office374-08-14645.73$ 96,930493%86%28%PIPS

3PWB - Center for Drug Design144-07-14575.61$ 403,289715%37%33%PIPS

4Vet Sciences Third Floor Lab374-07-19005.31$ 328,620953%40%21%PIPS

5Weaver Densford College of Pharmacy01-147-08-16925.08$ 90,862282%25%80%PIPS

WYCLIFFE WAGANDA


1Mayo Remodel Suite A652-A663074-08-130518.44$ 269,850669%321%47%PIPS

2Snyder Bldg Exterior Door Upgrades888-07-17506.97$ 219,000121-4%81%22%PIPS

3Barn Clean Renovations417-06-18936.13$ 269,000802%166%60%PIPS

4Arboretum Terrace888-08-10944.76$ 197,400580%19%14%PIPS

&C&"Calibri,Bold"&16TOP 5 RISKIEST PROJECTS PER PROJECT MANAGER

Projects_WRS

Project Title:Contractor:Project ID:Original Budget:Number of ProjectRFP Issue DateFiscal YearTotal awarded costCurrent project costTotal number of cost increases (#)Total number of owner cost increases (#)Total number of vendor cost increases (#)Total amount of cost increases ($)Total amount of owner cost increases ($)Total amount of vendor cost increases ($)Percent of projects with no cost increases (%)Percent of projects with no owner cost increases (%)Percent of projects with no vendor cost increases (%)Average owner change order rate (%)Average vendor change order rate (%)Total awarded durationCurrent project durationTotal number of project delays (#)Total number of owner delays (#)Total number of vendor delays (#)Total amount of delays (days)Total amount of owner delays (days)Total amount of vendor delays (days)Percent of projects with no delays (%)Percent of projects with no owner delays (%)Percent of projects with no vendor delays (%)Average owner delay rate (%)Average vendor delay rate (%)Overall risk ratingNumber of risks per projectNumber of unresolved risksProjects with risks that were resolved late (past due)Projects with impact to schedule & cost greater than 10%Percent Project is CompleteAverage client satisfaction rating (10 max)Number of weekly reports submitted OTNumber of missing reports / inaccurateNumber of Owner generated risksNumber of Contractor generated risksProject ManagerType:Award Type:Procurement Method:Duration For Procurement (RFP until NTP)Duration For Construction (NTP until Final Payment)Submittal Cost:Submittal Duration (Total):Were the Lowest Cost:RAVA ScoreNumber of CompetitorsAverage Submittal CostsAverage Duration (Total Days)Budget SourceRAVA Score Other SubmittalsProject ManagerFacility Manager:Client ContactClient UnitCPPM TeamDirectorProject CompleteFinal Cont Post Project Rating (PM)Received Client SurveyFinal Cont Post Project Rating (Client)Final CPPM Rating (Client)PIPS Job

Andrew Boss LabsCentral Roofing413-06-1215.1$120,000112/1/052005-2006$178,440$179,440101$1,000$0$1,0000%100%0%0.0%0.6%44491015050%100%0%0.0%11.4%1.12200100%100%10.00.750.2520Chuck KonckerRoofingPIPSDBB704417844004.34192118Client5.8

Comstock Hall Lighting ReplacementGephart Electric063-05-2116$180,000112/1/052005-2006$72,400$78,065220$6,215$6,215$00%0%100%8.6%0.0%57137220808000%0%100%140.4%0.0%2.62201100%100%10.00.610.3920George MahowaldElectricalPIPSDBB1005789386107.9381794Client5.7

Mayo Roofs Multiple AreasE. R. Berwald Roofing Co., Inc.074-06-1282$850,000112/1/052005-2006$893,861$953,664220$59,803$59,803$00%0%100%6.7%0.0%95117220222200%0%100%23.2%0.0%4.621000100%100%7.50.830.1720Chuck KonckerRoofingPIPSDBB10095947296164885260Client6

AlphaCom System UpgradeGephart Electric000-06-497$168,000112/1/052005-2006$192,185$202,085211$9,900$830$9,0700%0%0%0.4%4.3%8787000000100%100%100%0.0%0.0%2.093000%100%9.30.560.4412George MahowaldElectricalPIPSDBB768710190008.94311208Client4.2

2006 Reroofing Smith HallE. R. Berwald Roofing Co., Inc.035-06-1262$1,250,000112/1/052005-2006$947,296$1,127,48611110$180,190$180,190$00%0%100%19.0%0.0%8846155037337300%0%100%423.9%0.0%17.662609100%100%8.30.900.10140Chuck KonckerRoofingPIPSDBB75887240007.541195349PM4.2

Stakman Hall Roof ReplacementJohn a Dalsin & Son, Inc.365-06-1518$64,000112/1/052005-2006$101,900$101,900000$0$0$0100%100%100%0.0%0.0%40137110979700%0%100%242.5%0.0%20.55101100%100%5.00.360.6410Chuck KonckerRoofingPIPSDBB5040192185173107675PM5.4

Tate Physics Chilled Water LinesMMC046-06-1115$490,000112/1/052005-2006$465,700$465,700000$0$0$0100%100%100%0.0%0.0%6363000000100%100%100%0.0%0.0%1.001000%100%10.00.000.0001George MahowaldMechanicalPIPSDBB716346570018.13497915PM4.7

University Office Plaza ReroofJohn a Dalsin & Son, Inc.192-06-1258$410,000112/1/052005-2006$225,395$225,395000$0$0$0100%100%100%0.0%0.0%4256110141400%0%100%33.3%0.0%8.00802100%100%7.11.000.0026Chuck KonckerRoofingPIPSDBB1314222539519.14288383.75Client3.9

4th Street Parking RampService Fire Protection, Inc.170-07-1735$100,00016/27/072006-2007$109,710$109,710000$0$0$0100%100%100%0.0%0.0%2828000000100%100%100%0.0%0.0%1.000000%100%10.01.000.0000George MahowaldMechanicalPIPSDBB1772878900153134567A/E6.2

Akerman Hall - Office RenovationsPCL Construction266-06-2151$325,000112/4/062006-2007$323,000$333,519770$10,519$10,519$00%0%100%3.3%0.0%59652116240%0%0%3.4%6.8%1.142308100%100%10.00.780.22185Pete NickelGCPIPSDBB955931500016.29360555Client7

Bailey Hall - Restroom & Corridor Ltg.Gephart Electric383-06-2100$92,00014/18/072006-2007$54,765$55,945110$1,180$1,180$00%0%100%2.2%0.0%8080000000100%100%100%0.0%0.0%1.022010%100%9.50.970.0320George MahowaldElectricPIPSDBB50805240007.5451041.25Client5.9

Bio Science - Lab RenovationFalls & Nyhusmoen Construction411-07-1230$150,00013/28/072006-2007$146,200$146,200000$0$0$0100%100%100%0.0%0.0%5656000000100%100%100%0.0%0.0%1.001000%100%8.01.000.0010Pete NickelGCPIPSDBB7656146200183160173.333333333Client3

Child Care Center HVAC ReplacementCool Air Mechanical173-07-1191$650,00019/22/062006-2007$446,100$446,100000$0$0$0100%100%100%0.0%0.0%144154220101000%0%100%6.9%0.0%1.072000%100%10.00.850.1520Pete NickelMechanicalPIPSDBB13714444310016.83498529.333333333U of M PM7.5

Cooke Hall Domestic WaterMMC056-07-1420$50,000110/25/062006-2007$66,000$67,230110$1,230$1,230$00%0%100%1.9%0.0%148148000000100%100%100%0.0%0.0%2.0410020%100%9.50.690.3140George MahowaldMechanicalPIPSDBB271486450017.3381066.6666666667Client5.7

Crop Service Building Dust CollectionNAC Mechanical & Electrical Services388-06-1120$280,000112/12/062006-2007$658,400$727,20213130$68,802$68,802$00%0%100%10.4%0.0%852341010014914900%0%100%175.3%0.0%3.041906100%100%10.01.000.00190George MahowaldMechanicalPIPSDBB20285659500064781375Client5.1

Elliot HallMayer Electric020-06-1961$120,00019/16/062006-2007$93,850$93,850000$0$0$0100%100%100%0.0%0.0%3030000000100%100%100%0.0%0.0%1.000000%100%10.00.000.0000George MahowaldElectricPIPSDBB-3897609385007.9266625Client6.7

Johnston HallMMC073-06-1752$119,000111/14/062006-2007$271,340$271,340000$0$0$0100%100%100%0.0%0.0%57147220909000%0%100%157.9%0.0%7.741001100%100%8.00.840.1622Pete NickelMechanicalPIPSDBB1255724900007.74271454A/E5.9

Lions McGuire Translational ResearchEgan Co174-07-1354$190,000112/6/062006-2007$389,589$389,589000$0$0$0100%100%100%0.0%0.0%120120000000100%100%100%0.0%0.0%1.003010%100%8.30.910.0911George MahowaldMechanicalPIPSDBB173120453072074435168U of M PM6.8

Lions Research Chiller ReplacementEgan Co174-06-2150$143,00019/22/062006-2007$170,608$171,516110$908$908$00%0%100%0.5%0.0%6565000000100%100%100%0.0%0.0%2.012000%100%9.01.000.0020Chuck KonckerMechanicalPIPSDesign-Bid-Build4965453072074176603U of M PM6.8

Masonic CenterGephart Electric107-06-1306$220,000111/28/062006-2007$205,085$213,955220$8,870$8,870$00%0%100%4.3%0.0%147147000000100%100%100%0.0%0.0%1.042010%100%10.00.840.1620George MahowaldElectricPIPSDBB381472007001n/a1200700A/En/a

Mayo Bldg Compressed Air PlumbingMMC074-07-1402$52,000110/18/062006-2007$46,525$46,525000$0$0$0100%100%100%0.0%0.0%5515922010410400%0%100%189.1%0.0%2.89700100%100%10.00.800.2020George MahowaldMechanicalPIPSDBB34554652506.7350441.6666666667Client5.69

Middlebrook Hall Corridor LightingMayer Electric208-06-2103$167,00014/18/072006-2007$152,385$152,385000$0$0$0100%100%100%0.0%0.0%3859101210210%100%0%0.0%55.3%1.55101100%100%10.01.000.0001George MahowaldElectricPIPSDBB863815629508.53115431.666666667Client6.1

Middlebrook Hall- Fire Pump Cont.Gephart Electric208-05-2059$120,00019/21/062006-2007$73,200$75,170110$1,970$1,970$00%0%100%2.7%0.0%9721711012012000%0%100%123.7%0.0%2.30401100%100%10.00.780.2220George MahowaldElectricPIPSDBB6497684001n/a168400Clientn/a

Mondale Hall Book Stack LightingGephart Electric211-07-1176$160,000112/5/062006-2007$143,325$143,325000$0$0$0100%100%100%0.0%0.0%133133000000100%100%100%0.0%0.0%1.000000%100%10.00.870.1300George MahowaldElectricPIPSDBB7613313478008.54130157.5U of M PM6.7

PWB - Fire Alarm System Phase 1Hunt Electric Corporation144-06-1308$420,000111/27/062006-2007$426,000$453,000110$27,000$27,000$00%0%100%6.3%0.0%1401962115630260%0%0%21.4%18.6%1.49300100%100%10.00.900.1012George MahowaldElectricalPIPSDBB11914041800007.523659006.3

Residential Hall Door ReplacementTarraf Construction584-07-0424$300,00014/24/072006-2007$433,000$433,000000$0$0$0100%100%100%0.0%0.0%4343000000100%100%100%0.0%0.0%1.000000%100%10.00.850.1500George MahowaldGCPIPSDBB724321900013.635003286

Social Sciences Bldg.MMC202-06-1855$150,000112/5/062006-2007$129,200$129,200000$0$0$0100%100%100%0.0%0.0%108168101600600%100%0%0.0%55.6%4.67501100%100%8.00.940.0601George MahowaldMechanicalPIPSDBB12610812970008.93104466.666666667Client5.9

South Stores Ventilation System Imp.MMC098-06-1743$392,500112/15/062006-2007$356,350$356,350000$0$0$0100%100%100%0.0%0.0%5793202360360%100%0%0.0%63.2%6.53200100%100%7.01.000.0011Pete NickelMechanicalPIPSDBB1338432700008.64282553U of M PM4

Steam Tunnel Security ImprovementsHunt Electric Corporation059-05-1400$150,00019/19/062006-2007$83,915$83,915000$0$0$0100%100%100%0.0%0.0%63112220494900%0%100%77.8%0.0%3.56200100%100%9.01.000.0020George MahowaldMechanicalPIPSDB2976311510916.33195823U of M PM7.3

Transportation & Safety Bldg. Suite 200Tarraf Construction103-06-1800$150,00012/21/072006-2007$160,349$160,349000$0$0$0100%100%100%0.0%0.0%7272000000100%100%100%0.0%0.0%1.000000%100%10.00.770.2300Pete NickelGCPIPSDBB777216241907.17177789.857142857Client4.8

Vet. Med Imaging CenterCy-Con Construction371-06-2061$1,400,00013/21/072006-2007$1,374,500$1,402,500440$28,000$28,000$00%0%100%2.0%0.0%164181210177100%0%100%4.3%6.1%2.25502100%100%9.01.000.0041Pete NickelGCPIPSDBB121164127270012108.131372666242Client6.8

Vet Medicine Reconfigure Suite 325Cy-Con Construction427-07-1401$975,00014/27/072006-2007$951,300$959,300110$8,000$8,000$00%0%100%0.8%0.0%110151403410410%100%0%0.0%37.3%4.711002100%100%7.70.670.3334Pete NickelGCPIPSDBB1381107950013817.95975000169A/E6.5

Veterinary Science RenovationFalls & Nyhusmoen Construction374-07-1618$170,00014/26/072006-2007$318,000$332,370220$14,370$14,370$00%0%100%4.5%0.0%7898312204160%0%0%5.1%20.5%4.27502100%100%8.01.000.0032Pete NickelGCPIPSDBB1317831750007.82279750Client7

Willey HallMayer Electric207-06-1799$220,00011/8/072006-2007$212,990$220,241440$7,251$7,251$00%0%100%3.4%0.0%44473303300%0%100%6.8%0.0%1.10400100%100%10.00.890.1140George MahowaldElectricPIPSDBB1294421299017.74237872.5U of M PM5.8

1901 University Ave SE, Camera SurveillanceHunt Electric Corporation093-07-1789$18,000110/31/072007-2008$42,900$44,058110$1,158$1,158$00%0%100%2.7%0.0%168198110303000%0%100%17.9%0.0%1.21200100%100%10.00.850.1520Jeff NietzElectricPIPSDB4116842900411n/a142900193U of M PMn/a

1901 University Ave SE Sprinkler SystemNewMech Companies, Inc.093-07-1374$147,00018/3/072007-2008$308,882$312,736110$3,854$3,854$00%0%100%1.2%0.0%105131330262600%0%100%24.8%0.0%2.11301100%100%9.30.730.2730George MahowaldMechanicalPIPSDBB13610522770013605.22226500107U of M PM6.3

Bailey Hall - Dining Center RemodelPrestige Builders376-08-1332$220,00013/28/082007-2008$229,865$239,063853$9,198$7,573$1,6250%0%0%3.3%0.7%84149303650650%100%0%0.0%77.4%7.381411100%95%7.61.0077Pete NickelGCPIPSDB61842190006116.662417308404.2Pete NickelPete NickelChip Foster0TEAM 2Academic Health CenterGary Summerville11011010

Bell Museum Carpenter Shop - Room S7Sheehy Construction061-08-1231$40,000110/10/072007-2008$44,400$44,400000$0$0$0100%100%100%0.0%0.0%3535000000100%100%100%0.0%0.0%1.000000%100%10.00.920.0800George MahowaldGCPIPSDB13135444001n/a144400n/a

Comstock Hall Pneumatic & ElectronicNAC Mechanical & Electrical Services063-07-1503$43,00014/11/082007-2008$48,960$49,674110$714$714$00%0%100%1.5%0.0%2555110303000%0%100%120.0%0.0%2.23101100%100%10.00.930.0710George MahowaldMechanicalPIPSDB38254896030101489603000George MahowaldGeorge MahowaldChip Foster0

Diehl Hall Reconfigure Suite 270Elliott Contracting111-08-1337$30,00015/12/082007-2008$14,150$14,150000$0$0$0100%100%100%0.0%0.0%1212000000100%100%100%0.0%0.0%1.003100%100%8.01.0030Pete NickelElectricPIPSDBB811214150421n/a114150210n/aPete NickelPete NickelChip Foster0

Donhowe Real EstateTarraf Construction044-07-1791$33,00017/24/072007-2008$39,012$39,012000$0$0$0100%100%100%0.0%0.0%2323000000100%100%100%0.0%0.0%1.000000%100%10.01.000.0000George MahowaldGCPIPSDBB2923330001n/a139012A/En/a

Ferguson Hall Surveillance Cameras / CRSiemens Building Technologies215-08-1177$105,00013/28/082007-2008$159,520$159,520000$0$0$0100%100%100%0.0%0.0%5858000000100%100%100%0.0%0.0%1.000000%100%10.00.910.0900Jeff NietzElectricalPIPSDB66581552855616.922206057406

Gibson Nagurski Locker RemodelM.A. Mortenson159-07-1714$225,00014/21/082007-2008$214,700$225,725330$11,025$11,025$00%0%100%5.1%0.0%7182220111100%0%100%15.5%0.0%1.21610100%100%10.00.920.0851Steve BaileyGCPIPSDBB84711831006008.4416347470.506.9Steve BaileySteve BaileyChip Foster0

Shepard Hall - Hydrogen GeneratorPMI Construction106-07-1797$49,00018/1/072007-2008$49,755$54,551220$4,796$4,796$00%0%100%9.6%0.0%3854440161600%0%100%42.1%0.0%1.56402100%100%10.01.000.0040Wycliffe WagandaGCPIPSDBB4738488701n/a148870A/En/a

Shepherd Lab Card ReaderGephart Electric125-08-1118$81,85015/9/082007-2008$91,500$91,500000$0$0$0100%100%100%0.0%0.0%391005326136250%0%0%92.3%64.1%7.69511100%100%8.01.0032Jeff NietzElectricPIPSDBB7339915006008.949915542.505.9Jeff NietzJeff NietzChip Foster0TEAM 1 (President / University / Admin)Justin Grussing19189

Transportation & Safety Bldg. Phase IITarraf Construction103-08-1073$125,00018/23/072007-2008$163,430$169,420110$5,990$5,990$00%0%100%3.7%0.0%6666000000100%100%100%0.0%0.0%3.111000%100%8.00.920.0810Pete NickelGCPIPSDB74661577901n/a1157790n/a

UOP, Suite 117 Remodel of DCS OfficeLS Black Constructors192-07-1737$38,00017/24/072007-2008$49,400$49,400000$0$0$0100%100%100%0.0%0.0%2828000000100%100%100%0.0%0.0%1.001010%100%10.00.570.4301George MahowaldGCPIPSDBB8328499001n/a149900A/En/a

UOP Suite 111 Remodel of Tax OfficesLS Black Constructors192-07-1749$31,00017/24/072007-2008$49,250$49,250000$0$0$0100%100%100%0.0%0.0%3143321121020%0%0%32.3%6.5%4.16301100%100%8.00.920.0821George MahowaldGCPIPSDBB4831558001n/a155800A/En/a

University Office Plaza Suite 130/140James Steele Construction Company192-06-1535$60,00012/20/082007-2008$69,218$71,668110$2,450$2,450$00%0%100%3.5%0.0%2828000000100%100%100%0.0%0.0%1.041000%100%10.00.690.3110George MahowaldGCPIPSDBB11028679009315.838466749U of M PM6

Vet Med Exterior Camera SurveillanceRyan Electric300-07-1568$48,95516/13/082007-2008$48,955$49,405110$450$450$00%0%100%0.9%0.0%4359440161600%0%100%37.2%0.0%1.38421100%100%10.01.0040Jeff NietzElectricalPIPSDBB244348955241n/a14895543Contractorn/aJeff NietzJeff NietzChip Foster0TEAM 1 (President / University / Admin)Justin Grussing19189

West Bank Concrete ReplacementM.A. Mortenson584-07-0814$195,00018/15/072007-2008$206,800$220,386550$13,586$13,586$00%0%100%6.6%0.0%74793305500%0%100%6.8%0.0%1.14700100%100%10.00.860.1470George MahowaldGCPIPSDB2617417050026109.2316693377Contractor5.4

West Bank SecuritySiemens Building Technologies584-08-0229$80,62012/29/082007-2008$75,820$76,685110$865$865$00%0%100%1.1%0.0%1964330454500%0%100%236.8%0.0%11.92301100%100%10.01.000.0030Jeff NietzElectricPIPSDB59197984020093794705208

Williamson Hall - Room 140 Remodel & ExitingAward Construction152-08-1363$30,00015/9/082007-2008$27,000$27,000000$0$0$0100%100%100%0.0%0.0%77000000100%100%100%0.0%0.0%1.000000%100%10.00.400.6000Pete NickelGCPIPSDB84725045831n/a125045300n/aPete NickelPete NickelChip Foster0TEAM 2Academic Health CenterGary Summerville110177

Wilson Restroom UpgradeM.A. Mortenson204-07-1356$480,000110/2/072007-2008$401,517$415,701330$14,184$14,184$00%0%100%3.5%0.0%7186220151500%0%100%21.1%0.0%3.76600100%100%7.70.750.2560Pete NickelGCPIPSDB85713957178508.47411221103Client6.3

Willey Hall Room 50 ImprovementsEgan Co207-07-1566$90,00015/21/082007-2008$74,800$74,800000$0$0$0100%100%100%0.0%0.0%5757000000100%100%100%0.0%0.0%1.002020%93%10.01.0020Paul OelzeElectricalPIPSDBB5757739005607.93711515305.3Paul OelzePaul OelzeChip Foster0TEAM 3Provost CollegeJustin Grussing110187

Combined Dorm SurveillanceGephart Electric01-000-09-1185$235,00017/25/082008-2009$201,100$209,955110$8,855$8,855$00%0%100%4.4%0.0%67741107700%0%100%10.4%0.0%12.68110100%92%0.180.8210Jeff NietzElectricalPIPSDBB66672086005618.6424192875.5U of M PM5.9Jeff NietzJohn StoffelChip Foster0TEAM 1 (President / University / Admin)Justin Grussing19176

"M" Bridge RepairsCy-Con Construction01-000-08-1545$50,00017/24/082008-2009$106,000$107,250110$1,250$1,250$00%0%100%1.2%0.0%3838000000100%100%100%0.0%0.0%1.012100%100%10.01.0010Chuck KonckerGCPIPSDB40381060002816.7213425039A/E6.9Chuck KonckerMike HolmesChip Foster0TEAM 1 (President / University / Admin)Justin Grussing18

ONLY "IN PROGRESS" PROJECTS BELOW HERE

Animal Science Stair Towers Masonry RepairJE Dunn Construction02-416-06-2096$1,250,00018/7/08IP$1,633,621$1,633,621000$0$0$0100%100%100%0.0%0.0%300330303300300%100%0%0.0%10.0%8.80312100%14%3.00.90.103Chuck KonckerGCPIPSDBB833001593875761761830369274A/E4.9Chuck KonckerOrin HansonChip FosterTFACTEAM 1 (President / University / Admin)Justin Grussing1

AHC Combined SecuritySiemens Building Technologies01-000-09-1393$120,000110/24/08IP$70,440$70,440000$0$0$0100%100%100%0.0%0.0%4040000000100%100%100%0.0%0.0%0.002200%86%10.00.50.500Jeff NietzElectricalPIPSDBB5849509.43487448.3Jeff NietzJohn StoffelChip FosterTEAM 1 (President / University / Admin)Justin Grussing1

AniSci/Vet Med Sanitary Waste SystemCy-Con Construction02-416-08-1309$350,00016/20/08IP$525,000$525,000000$0$0$0100%100%100%0.0%0.0%10611611010000%0%100%0.0%0.0%1.092110%88%8.50.89473684210.105263157900George MahowaldGCPIPSDB1111066910006218.33794023163PM6.9George MahowaldOrin HansonChip FosterTFACTEAM 1 (President / University / Admin)Justin Grussing1

Arboretum TerraceGraham Penn-Co.888-08-1094$240,00012/5/08IP$197,400$197,400000$0$0$0100%100%100%0.0%0.0%5869101110110%100%0%0.0%19.0%4.76511100%100%7.00.86486486490.135135135113Wycliffe WagandaGCPIPSDB83581987007017.85222380102A/E6.7Wycliffe WagandaWycliffe WagandaChip FosterTCOATEAM 3Provost CollegeJustin Grussing1

Barker Dance Center - Dance Floor ReplacementSheehy Construction01-247-08-1716$70,000110/24/08IP$48,000$48,000000$0$0$0100%100%100%0.0%0.0%2525000000100%100%100%0.0%0.0%1.003120%44%8.00.750.2511George MahowaldGCPIPSDBB5925480004216353032108A/E6.04George MahowaldPaul KreugerChip Foster0TEAM 1 (President / University / Admin)Justin Grussing1

Barn Clean RenovationsLS Black Constructors417-06-1893$225,00011/10/08IP$269,000$275,178100$6,178$0$00%100%100%0.0%0.0%8021350013310000%100%100%125.0%0.0%6.13902100%99%10.00.40.660Wycliffe WagandaGCPIPSDB1178028700011710128700090A/E0Wycliffe WagandaTEAM 3Provost CollegeJustin Grussing1

Borlaug Hall Front EntranceGraham Penn-Co.02-429-07-1635$1,511,000111/3/08IP$826,000$826,000000$0$0$0100%100%100%0.0%0.0%122122000000100%100%100%0.0%0.0%0.000000%3%10.01000Chuck KonckerGCPIPSDBB82600018.1610342166Chuck KonckerOrin HansonChip FosterTEAM 1 (President / University / Admin)Justin Grussing1

Campus Wide Kitchen EqipmentNAC Mechanical & Electrical Services444-08-1516$48,50014/18/08IP$46,300$58,674330$12,374$12,374$00%0%100%26.7%0.0%217217000000100%100%100%0.0%0.0%1.27300100%100%10.00.87096774190.129032258130Jeff NietzMechanicalPIPSDBB56217479004509.524566531806Jeff NietzJeff NietzChip Foster001

Coffman Union - "M" DeliM.A. Mortenson01-064-08-1531$350,00016/26/08IP$249,333$257,298220$7,965$7,965$00%0%100%3.2%0.0%4949000000100%100%100%0.0%0.0%11.353100%91%1030Jeff NietzGCPIPSDBB155492395336207.3523397087.4PM6.1Jeff NietzDan AndersonChip Foster0TEAM 1 (President / University / Admin)Justin Grussing1

Diehl Hall Room 350Sheehy Construction01-111-08-1508$170,000110/17/08IP$187,700$187,700000$0$0$0100%100%100%0.0%0.0%3939000000100%100%100%0.0%0.0%1.002100%44%10.01000Pete NickelGCPIPSDBB66391877006006.5920620959PM5.82Pete NickelDan AndersonChip Foster0TEAM 2Academic Health CenterGary Summerville1

Ecology - Replace 8 Proximity Card ReadersSiemens Building Technologies02-438-09-1117$49,000111/19/08IP$50,020$50,020000$0$0$0100%100%100%0.0%0.0%2626000000100%100%100%0.0%0.0%0.002200%79%10.00.50.500Jeff NietzElectricalPIPSDBB490201149020Jeff NietzOrin HansonChip FosterTEAM 1 (President / University / Admin)Justin Grussing1

Heller Hall Renovation - Floors 9 -12JE Dunn Construction201-07-1619$1,500,000112/10/07IP$1,593,561$2,055,48323230$461,922$479,981-$18,0590%0%100%30.1%-1.1%254254000000100%100%100%0.0%0.0%1.2937319100%100%10.00.50.5361Matt StringfellowGCPIPSCMAR18225415000009817.931500000263GC6.1Matt StringfellowMatt StringfellowChip Foster0TEAM 3Provost CollegeJustin Grussing1

Mayo 5th Floor PediatricsM.A. Mortenson01-074-09-1082$330,000110/13/08IP$271,212$271,212000$0$0$0100%100%100%0.0%0.0%5454000000100%100%100%0.0%0.0%0.00101000%100%1090Pete NickelGCPIPSDBB27121207.3102625076.2Pete NickelDan AndersonChip FosterTEAM 2Academic Health CenterGary Summerville1

Mayo Remodel Suite A652-A663Kraus-Anderson Construction Company074-08-1305$285,00014/9/08IP$269,850$295,299660$25,449$25,449$00%0%100%9.4%0.0%66278540212200120%0%100%303.0%18.2%18.441608100%96%7.00.53333333330.4666666667151Wycliffe WagandaGCPIPSDBB65662628796207.5825013382.87507.1Wycliffe WagandaWycliffe WagandaChip FosterTMEDTEAM 2Academic Health CenterGary Summerville1

MCB - Clinical Lab SciencesAward Construction01-186-08-1862$96,000110/7/08IP$102,140$102,140000$0$0$0100%100%100%0.0%0.0%3232000000100%100%100%0.0%0.0%1.003300%88%10.00.33333333330.666666666700Pete NickelGCPIPSDBB7032914406916.5610013945PM6.18Pete NickelDan AndersonChip Foster0TEAM 2Academic Health CenterGary Summerville1

Moos MCB Plaza Water InfiltrationSheehy Construction01-142-07-1632$103,000111/3/08IP$42,300$42,300000$0$0$0100%100%100%0.0%0.0%5353000000100%100%100%0.0%0.0%0.001100%10.01000Chuck KonckerGCPIPSDBB4230006.56522465.9Chuck KonckerDan AndersonChip FosterTEAM 1 (President / University / Admin)Justin Grussing1

Moos Tower -- Domestic Water PumpsMMC01-142-09-1224$165,000110/14/08IP$136,900$136,900000$0$0$0100%100%100%0.0%0.0%5353000000100%100%100%0.0%0.0%1.000000%24%10.00.50.500George MahowaldMechPIPSDBB90531290005216.5514626097PM5.4George MahowaldDan AndersonChip Foster0TEAM 1 (President / University / Admin)Justin Grussing1

Oak Street Parking Ramp Surveillance SystemGephart Electric01-000-08-1719$260,00019/22/08IP$246,802$246,802000$0$0$0100%100%100%0.0%0.0%7474000000100%100%100%0.0%0.0%1.000000%24%10.00100George MahowaldDBPIPSDB84742600007419.332600006906.5George MahowaldJennifer KaczmarskiChip Foster0TEAM 1 (President / University / Admin)Justin Grussing1

Peik Hall Connect City WaterMMC01-267-08-1311$116,00016/18/08IP$139,000$143,350440$4,350$4,350$00%0%100%3.1%0.0%4949000000100%100%100%0.0%0.0%1.805000%100%9.20.64705882350.352941176541George MahowaldMechanicalPIPSDBB82491390007818.4315298546.67A/E7.1George MahowaldMike HolmesChip FosterTFACTEAM 1 (President / University / Admin)Justin Grussing1

PWB - Center for Drug DesignM.A. Mortenson144-07-1457$500,00012/26/08IP$403,289$423,955880$20,666$20,666$00%0%100%5.1%0.0%7197330262600%0%100%36.6%0.0%5.611904100%99%7.20.66666666670.3333333333172Pete NickelGCPIPSDBB1057127224510507.28296300112A/E5.8Pete NickelPete NickelChip Foster0TEAM 2Academic Health CenterGary Summerville1

PWB Remodel Suite 6-240Graham Penn-Co.144-07-1527$75,00015/23/08IP$127,338$148,737770$21,399$21,399$00%0%100%16.8%0.0%8210111110191900%0%100%23.2%0.0%1.441405100%95%10.00.360.64140Steve BaileyGCPIPSDBB69821273385215.1513567072.406.9Steve BaileySteve BaileyChip Foster0TEAM 2Academic Health CenterGary Summerville1

PWB - Replace 3 Liebert Units B-295Egan Co01-144-08-1498$477,00017/8/08IP$461,710$461,710000$0$0$0100%100%100%0.0%0.0%73104101310310%100%0%0.0%42.5%5.70610100%79%7.50.70588235290.294117647106George MahowaldMechanicalPIPSDBB52734552505716.55503492110A/E6.3George MahowaldDan AndersonChip FosterTIOTTEAM 1 (President / University / Admin)Justin Grussing1

PWB Room 7-158B UpgradeM.A. Mortenson01-144-09-1276$45,000110/30/08IP$46,504$46,504000$0$0$0100%100%100%0.0%0.0%3030000000100%100%100%0.0%0.0%0.000000%0100Pete NickelGCPIPSDBB465041146504Pete NickelDan AndersonChip FosterTEAM 2Academic Health CenterGary Summerville1

SE Steam Plant Break & Locker Rooms RemodelKM Building Company01-059-07-1281$368,00018/19/08IP$241,575$247,999202$6,424$0$6,4240%100%0%0.0%2.7%3255312237160%0%0%21.9%50.0%5.73511100%71%8.21014Chuck KonckerGCPIPSDBB69324485005914.16486558101A/E5.5Chuck KonckerRichard LewisChip FosterTFACTEAM 1 (President / University / Admin)Justin Grussing1

St. Paul Campus Exterior Card ReadersSiemens Building Technologies02-300-08-1119$223,00017/25/08IP$178,295$188,280220$9,985$9,985$00%0%100%5.6%0.0%5151000000100%100%100%0.0%0.0%1.062000%100%10.00.64705882350.352941176520Jeff NietzElectricPIPSDB47511782954617.9220038847PM6.4Jeff NietzLes PottsChip Foster0TEAM 1 (President / University / Admin)Justin Grussing1

Snyder Bldg Exterior Door UpgradesPrestige Builders888-07-1750$100,000110/16/07IP$219,000$210,773000-$8,227-$8,227$0100%100%100%-3.8%0.0%1212196159820780%0%0%16.5%64.5%6.97923100%75%7.70.77551020410.224489795927Wycliffe WagandaGCPIPSDB16812121900016813.63227300180A/E6Wycliffe WagandaWycliffe WagandaChip Foster0TEAM 3Provost CollegeJustin Grussing1

Tate Physics LabFalls & Nyhusmoen Construction049-08-1368$200,00012/4/08IP$366,595$370,363110$3,768$3,768$00%0%100%1.0%0.0%142142000000100%100%100%0.0%0.0%1.011000%100%10.00.9750.02510George MahowaldGCPIPSDB511423732005107.64379250120Client5.2George MahowaldPete NickelChip Foster0TEAM 2Academic Health CenterGary Summerville1

University Office Plaza Suite 112 Bookstore RemodelFalls & Nyhusmoen Construction01-192-08-1293$63,00016/20/08IP$63,444$60,667220-$2,777-$2,777$00%0%100%-4.4%0.0%4268220262600%0%100%61.9%0.0%1.55300100%100%10.00.94117647060.058823529430George MahowaldGCPIPSDBB8742686008306.326805042.5U of M PM5.9George MahowaldPaul KruegerChip FosterTCAPTEAM 1 (President / University / Admin)Justin Grussing1

Vet Sciences Third Floor LabFalls & Nyhusmoen Construction374-07-1900$330,000112/20/07IP$328,620$339,921330$11,301$11,301$00%0%100%3.4%0.0%95133220383800%0%100%40.0%0.0%5.31603100%100%6.50.79069767440.209302325633Pete NickelGCPIPSDBB74953296007408.34328650109GC7Pete NickelPete NickelChip Foster0TEAM 2Academic Health CenterGary Summerville1

Vet Sciences Third Floor OfficeFalls & Nyhusmoen Construction374-08-1464112/20/07IP$96,930$99,696220$2,766$2,766$00%0%100%2.9%0.0%4991211427350%0%0%14.3%71.4%5.73310100%100%8.00.7250.27521Pete NickelGCPIPSDBB1514910580015108.3410795092GC5.3Pete NickelPete NickelChip Foster0TEAM 2Academic Health CenterGary Summerville1

WBOB Remodel Suite 150Prestige Builders218-07-1567$450,00013/3/08IP$273,100$275,668550$2,568$2,568$00%0%100%0.9%0.0%991943219535600%0%0%35.4%60.6%7.91802100%100%7.40.62857142860.371428571462Pete NickelGCPIPSDB649927200010506.252953968405.7Pete NickelPete NickelChip Foster0TEAM 2Academic Health CenterGary Summerville1

Weaver Densford College of PharmacyAward Construction01-147-08-1692$95,00018/20/08IP$90,862$92,337220$1,475$1,475$00%0%100%1.6%0.0%28351107700%0%100%25.0%0.0%5.081061100%95%7.00.20.840Pete NickelGCPIPSDBB6528908626317.2210417645A/E6.4Pete NickelDan AndersonChip Foster0TEAM 2Academic Health CenterGary Summerville1

INSERT ROWS ABOVE FOR MORE PROJECTS

dgajjar:Leave Blank, two RFP same project

eluna2: 1 = Yes 0 = No

eluna2: Always check PM Names.

eluna2:Impacted Vendor Delay Rate

eluna2:Impacted Owner Change Order Rate

eluna2:Impacted Owner & Vendor Delay Rate

eluna2:Impacted Owner Delay Rate



eluna2:Impacted Vendor Delay Rate



CompleteList

NoProject IDProject NamePM AssignedDirectorNTP / PO Date

104-758-09-1551Morris Humanities Fine Arts Cooling Tower and Panel ReplacementMatt StringfellowGary Summerville1/9/09

2Paul OelzeGary Summerville

3Pete NickelJustin Grussing

4Steve BaileyJustin Grussing

5Chuck KonckerJustin Grussing

6Animal Science Stair Towers Masonry RepairWycliffe WagandaJustin Grussing

7AHC Combined SecurityGeorge MahowaldGary Summerville

8AniSci/Vet Med Sanitary Waste SystemJeff NietzGary Summerville

9Arboretum TerraceSteve BaileyGary Summerville

10Barker Dance Center - Dance Floor ReplacementSteve BaileyGary Summerville

11Barn Clean RenovationsSteve BaileyGary Summerville

12Borlaug Hall Front Entrance

13Campus Wide Kitchen Eqipment

14Coffman Union - "M" Deli

15Diehl Hall Room 350

16Ecology - Replace 8 Proximity Card Readers

17Heller Hall Renovation - Floors 9 -12

18Mayo 5th Floor Pediatrics

Mayo Remodel Suite A652-A663

MCB - Clinical Lab Sciences

Moos MCB Plaza Water Infiltration

Moos Tower -- Domestic Water Pumps

Oak Street Parking Ramp Surveillance System

Peik Hall Connect City Water

PWB - Center for Drug Design

PWB Remodel Suite 6-240

PWB - Replace 3 Liebert Units B-295

PWB Room 7-158B Upgrade

SE Steam Plant Break & Locker Rooms Remodel

St. Paul Campus Exterior Card Readers

Snyder Bldg Exterior Door Upgrades

Tate Physics Lab

University Office Plaza Suite 112 Bookstore Remodel

Vet Sciences Third Floor Lab

Vet Sciences Third Floor Office

WBOB Remodel Suite 150

Weaver Densford College of Pharmacy

Link-Cont


1Award ConstructionGC3$ 220,0020.7%0.0%10.4%0.0%49.010.069%69%

2Central RoofingSub-RF1$ 178,4400.0%0.6%0.0%11.4%210.00.025%37%

3Cool Air MechanicalSub-M/E1$ 446,1000.0%0.0%6.9%0.0%210.00.015%15%

4Cy-Con ConstructionGC4$ 2,956,8001.3%0.0%1.7%12.2%58.80.011%23%

5E. R. Berwald Roofing Co., Inc.Sub-RF2$ 1,841,15713.0%0.0%215.8%0.0%187.90.013%13%

6Egan CoSub-M/E4$ 1,096,7070.1%0.0%0.0%9.8%38.710.010%19%

7Elliott ContractingGC1$ 14,1500.0%0.0%0.0%0.0%38.00.00%0%

8Falls & Nyhusmoen ConstructionGC6$ 1,319,7892.2%0.0%16.2%11.0%38.40.09%21%

9Gephart ElectricSub-M/E9$ 1,280,3622.2%0.7%31.1%3.2%28.59.035%39%

10Graham Penn-Co.GC3$ 1,150,7381.9%0.0%7.3%4.2%69.00.026%30%

11Hunt Electric CorporationSub-M/E3$ 552,8155.1%0.0%29.4%7.0%29.70.08%15%

12James Steele Construction CompanyGC1$ 69,2183.5%0.0%0.0%0.0%110.00.031%31%

13JE Dunn ConstructionGC2$ 3,227,18214.9%-0.6%0.0%5.4%206.50.030%35%

14John a Dalsin & Son, Inc.Sub-RF2$ 327,2950.0%0.0%135.4%0.0%56.10.032%32%

15KM Building CompanyGC1$ 241,5750.0%2.7%21.9%50.0%58.20.00%53%

16Kraus-Anderson Construction CompanyGC1$ 269,8509.4%0.0%303.0%18.2%167.00.047%65%

17LS Black ConstructorsGC3$ 367,6500.0%0.0%79.1%1.4%49.30.037%38%

18M.A. MortensonGC7$ 1,793,3553.8%0.0%13.6%0.0%75.00.026%26%

19Mayer ElectricSub-M/E3$ 459,2251.6%0.0%2.7%18.8%210.00.037%56%

20MMCSub-M/E8$ 1,611,0150.3%0.0%32.9%16.3%59.00.032%49%

21NAC Mechanical & Electrical ServicesSub-M/E3$ 753,66010.9%0.0%54.7%0.0%810.00.07%7%

22NewMech Companies, Inc.Sub-M/E1$ 308,8821.2%0.0%24.8%0.0%39.30.027%27%

23PCL ConstructionGC1$ 323,0003.3%0.0%3.4%6.8%2310.00.022%29%

24PMI ConstructionGC1$ 49,7559.6%0.0%42.1%0.0%410.00.00%0%

25Prestige BuildersGC3$ 721,9650.3%0.2%18.1%66.8%107.610.053%120%

26Ryan ElectricSub-M/E1$ 48,9550.9%0.0%37.2%0.0%410.09.00%0%

27Service Fire Protection, Inc.Sub-M/E1$ 109,7100.0%0.0%0.0%0.0%010.00.00%0%

28Sheehy ConstructionGC4$ 322,4000.0%0.0%0.0%0.0%29.50.08%8%

29Siemens Building TechnologiesSub-M/E5$ 534,0952.0%0.0%23.2%0.0%210.00.029%29%

30Tarraf ConstructionGC4$ 795,7910.8%0.0%0.0%0.0%09.50.012%12%


Link-RiskyProj


Animal Science Stair Towers Masonry Repair02-416-06-20968.80$ 1,633,6213000%10%10%PIPSChuck KonckerJustin Grussing

AHC Combined Security01-000-09-13930.00$ 70,440400%0%50%PIPSJeff NietzJustin Grussing

AniSci/Vet Med Sanitary Waste System02-416-08-13091.09$ 525,0001060%9%11%PIPSGeorge MahowaldJustin Grussing

Arboretum Terrace888-08-10944.76$ 197,400580%19%14%PIPSWycliffe WagandaJustin Grussing

Barker Dance Center - Dance Floor Replacement01-247-08-17161.00$ 48,000250%0%25%PIPSGeorge MahowaldJustin Grussing

Barn Clean Renovations417-06-18936.13$ 269,000802%166%60%PIPSWycliffe WagandaJustin Grussing

Borlaug Hall Front Entrance02-429-07-16350.00$ 826,0001220%0%0%PIPSChuck KonckerJustin Grussing

Campus Wide Kitchen Eqipment444-08-15161.27$ 46,30021727%0%13%PIPSJeff Nietz0

Coffman Union - "M" Deli01-064-08-153111.35$ 249,333493%0%0%PIPSJeff NietzJustin Grussing

Diehl Hall Room 35001-111-08-15081.00$ 187,700390%0%0%PIPSPete NickelGary Summerville

Ecology - Replace 8 Proximity Card Readers02-438-09-11170.00$ 50,020260%0%50%PIPSJeff NietzJustin Grussing

Heller Hall Renovation - Floors 9 -12201-07-16191.29$ 1,593,56125429%0%50%PIPSMatt StringfellowJustin Grussing

Mayo 5th Floor Pediatrics01-074-09-10820.00$ 271,212540%0%0%PIPSPete NickelGary Summerville

Mayo Remodel Suite A652-A663074-08-130518.44$ 269,850669%321%47%PIPSWycliffe WagandaGary Summerville

MCB - Clinical Lab Sciences01-186-08-18621.00$ 102,140320%0%67%PIPSPete NickelGary Summerville

Moos MCB Plaza Water Infiltration01-142-07-16320.00$ 42,300530%0%0%PIPSChuck KonckerJustin Grussing

Moos Tower -- Domestic Water Pumps01-142-09-12241.00$ 136,900530%0%50%PIPSGeorge MahowaldJustin Grussing

Oak Street Parking Ramp Surveillance System01-000-08-17191.00$ 246,802740%0%100%PIPSGeorge MahowaldJustin Grussing

Peik Hall Connect City Water01-267-08-13111.80$ 139,000493%0%35%PIPSGeorge MahowaldJustin Grussing

PWB - Center for Drug Design144-07-14575.61$ 403,289715%37%33%PIPSPete NickelGary Summerville

PWB Remodel Suite 6-240144-07-15271.44$ 127,3388217%23%64%PIPSSteve BaileyGary Summerville

PWB - Replace 3 Liebert Units B-29501-144-08-14985.70$ 461,710730%42%29%PIPSGeorge MahowaldJustin Grussing

PWB Room 7-158B Upgrade01-144-09-12760.00$ 46,504300%0%100%PIPSPete NickelGary Summerville

SE Steam Plant Break & Locker Rooms Remodel01-059-07-12815.73$ 241,575323%72%0%PIPSChuck KonckerJustin Grussing

St. Paul Campus Exterior Card Readers02-300-08-11191.06$ 178,295516%0%35%PIPSJeff NietzJustin Grussing

Snyder Bldg Exterior Door Upgrades888-07-17506.97$ 219,000121-4%81%22%PIPSWycliffe WagandaJustin Grussing

Tate Physics Lab049-08-13681.01$ 366,5951421%0%3%PIPSGeorge MahowaldGary Summerville

University Office Plaza Suite 112 Bookstore Remodel01-192-08-12931.55$ 63,44442-4%62%6%PIPSGeorge MahowaldJustin Grussing

Vet Sciences Third Floor Lab374-07-19005.31$ 328,620953%40%21%PIPSPete NickelGary Summerville

Vet Sciences Third Floor Office374-08-14645.73$ 96,930493%86%28%PIPSPete NickelGary Summerville

WBOB Remodel Suite 150218-07-15677.91$ 273,100991%96%37%PIPSPete NickelGary Summerville

Weaver Densford College of Pharmacy01-147-08-16925.08$ 90,862282%25%80%PIPSPete NickelGary Summerville

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NOTES

ManuallyReport - Contractors

ManuallyReport - Top10

ManuallyReport - Directors

ManuallyReport - PM's

AutomaticAll others

Internal Personnel

No ContractorTotal

Number of Projects

Total Awarded Cost:

Vendor Change Order

Rate

Vendor Delay Rate

Percent of Late Reports

RISK RATING

1 Contractor 118 3 $ 721,965 0.2% 66.8% 53% 120%2 Contractor 119 3 $ 220,002 0.0% 0.0% 69% 69%3 Contractor 120 1 $ 269,850 0.0% 18.2% 47% 65%4 Contractor 104 3 $ 459,225 0.0% 18.8% 37% 56%5 Contractor 121 1 $ 241,575 2.7% 50.0% 0% 53%6 Contractor 105 8 $ 1,611,015 0.0% 16.3% 32% 49%7 Contractor 106 9 $ 1,280,362 0.7% 3.2% 35% 39%8 Contractor 122 3 $ 367,650 0.0% 1.4% 37% 38%9 Contractor 107 1 $ 178,440 0.6% 11.4% 25% 37%

10 Contractor 123 2 $ 3,227,182 -0.6% 5.4% 30% 35%11 Contractor 108 2 $ 327,295 0.0% 0.0% 32% 32%12 Contractor 124 1 $ 69,218 0.0% 0.0% 31% 31%13 Contractor 125 3 $ 1,150,738 0.0% 4.2% 26% 30%14 Contractor 109 5 $ 534,095 0.0% 0.0% 29% 29%15 Contractor 126 1 $ 323,000 0.0% 6.8% 22% 29%16 Contractor 110 1 $ 308,882 0.0% 0.0% 27% 27%17 Contractor 127 7 $ 1,793,355 0.0% 0.0% 26% 26%18 Contractor 128 4 $ 2,956,800 0.0% 12.2% 11% 23%19 Contractor 129 6 $ 1,319,789 0.0% 11.0% 9% 21%20 Contractor 111 4 $ 1,096,707 0.0% 9.8% 10% 19%21 Contractor 112 1 $ 446,100 0.0% 0.0% 15% 15%22 Contractor 113 3 $ 552,815 0.0% 7.0% 8% 15%23 Contractor 114 2 $ 1,841,157 0.0% 0.0% 13% 13%24 Contractor 130 4 $ 795,791 0.0% 0.0% 12% 12%25 Contractor 101 4 $ 322,400 0.0% 0.0% 8% 8%26 Contractor 115 3 $ 753,660 0.0% 0.0% 7% 7%27 Contractor 102 1 $ 14,150 0.0% 0.0% 0% 0%28 Contractor 116 1 $ 109,710 0.0% 0.0% 0% 0%

“On-call” Performance of Contractors

HIGH RISK

GAMBLE

LOWEST RISK

BUTTONS

Program Overview

Yearly PIPS Comparisons

Top 10 Riskiest Projects

Directors Summary

Process Comparisons

Team Summary

PM Summary

Contractor Summary

Riskiest Projects Per Director

Riskiest Projects Per PM

PROGRAM Overview

UNIVERSITY OF MINNESOTA

Program Report

May 16, 2018

General Overview

Total Number of Projects (Completed and In-Progress)89

Originally Allocated Budget:$23,417,425

Average Proposal Cost:$25,059,588

Total Awarded Cost:$23,391,638

Percent Awarded Below Average Cost:6.7%

Percent of Projects where BV had lowest cost56%

Owner Impacts

Owner Change Order Rate4.7%

Owner Delay Rate28.9%

Percent of Projects without Owner Cost Changes51%

Percent of Projects without Owner Delays56%

Contractor Impacts

Contractor Change Order Rate0.0%

Contractor Delay Rate8.9%

Percent of Projects without Contractor Cost Changes96%

Percent of Projects without Contractor Delays80%


Average PM Post Project Rating of Contractor9.5

Average Client Post Project Rating of Contractor8.0

Average Client Post Project Rating of CPPM8.0

Report-Director

General OverviewDirector 1Director 2



3Total Awarded Cost:$2,821,005$7,713,756

Owner Impacts




Contractor Impacts


8Contractor Change Order Rate0.1%-0.2%

9Contractor Delay Rate19.6%10.3%








&C&"Calibri,Bold"&16DIRECTOR SUMMARY

Report-Process

General OverviewPIPSNON PIPS


2Average Proposal Cost:$25,059,588$0

3Total Awarded Cost:$23,391,638$0

4Percent Awarded Below Average Cost:-6.7%0.0%


Owner Impacts




9Percent of Projects without Owner Cost Changes51%0%

10Percent of Projects without Owner Delays56%0%

Contractor Impacts


12Vendor Change Order Rate0.0%0.0%

13Vendor Delay Rate8.9%0.0%

14Percent of Projects without Vendor Cost Changes96%0%

15Percent of Projects without Vendor Delays80%0%








&C&"Calibri,Bold"&16PROCESS SUMMARY

Report-Teams

General OverviewTEAM 1 (President / University / Admin)TEAM 2Academic Health CenterTEAM 3Provost CollegeTEAM 4Student Affairs / Athletics / Outstate


2Percent of Projects Procured Using PIPS79%86%80%0%

3Total Awarded Cost:$5,359,995$2,821,005$2,353,761$0


Owner Impacts

5Overall Owner Impacts (Time & Cost)7.7%41.3%41.1%0.0%

6Owner Change Order Rate0.6%3.4%20.0%0.0%

7Owner Delay Rate7.2%37.8%21.1%0.0%

8Percent of Projects without Owner Cost Changes63%36%80%0%

9Percent of Projects without Owner Delays68%50%80%0%

Contractor Impacts

10Overall Contractor Impacts (Time & Cost)8.1%19.6%14.8%0.0%

11Contractor Change Order Rate0.1%0.1%-0.8%0.0%

12Contractor Delay Rate8.0%19.6%15.6%0.0%

13Percent of Projects without Contractor Cost Changes95%93%100%0%

14Percent of Projects without Contractor Delays79%79%60%0%




17Percent of Projects Evaluated by Client75%100%100%0%


19Average Client Post Project Rating of Contractor7.78.58.00.0

20Average Client Post Project Rating of CPPM10.78.57.00.0

&C&"Arial,Bold"&16CLIENT TEAM SUMMARY

Report-PM

General OverviewPM 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8


2Percent of Projects Procured Using PIPS36%23%45%100%0%39%50%80%

3Total Awarded Cost:$ 5.4 M$ 6.8 M$ 1.2 M$ 1.6 M$ 0.1 M$ 7.0 M$ 0.3 M$ 1.0 M


5Percent of Weekly Reports Submitted Late11%24%23%50%0%29%36%29%

Owner Impacts

7Overall Owner Impacts (Time & Cost)60.3%27.7%20.7%30.1%0.0%17.5%29.1%94.8%

8Owner Change Order Rate4.5%2.2%3.4%30.1%0.0%1.8%9.5%2.2%

9Owner Delay Rate55.8%25.5%17.2%0.0%0.0%15.7%19.6%92.6%

Contractor Impacts

10Overall Contractor Impacts (Time & Cost)5.7%5.8%3.2%-1.1%0.0%17.4%0.0%27.8%

11Vendor Change Order Rate0.1%0.1%0.0%-1.1%0.0%0.0%0.0%0.0%

12Vendor Delay Rate5.5%5.6%3.2%0.0%0.0%17.4%0.0%27.8%




15Percent of Projects Evaluated by Client0%80%100%0%100%100%0%100%

16Average PM Post Project Rating of Contractorn/a9.59n/a1010n/a9.5

17Average Client Post Project Rating of Contractorn/a9.57.7n/a8.08.5n/a8.5

18Average Client Post Project Rating of CPPMn/a9.08.0n/a7.08.5n/a8.5

$6,383,028$7,483,545$1,310,800$1,500,000$71,151$6,976,238$299,144

$5,366,996$6,811,597$1,214,183$1,593,561$74,800$6,983,458$342,038

$ 6.4 M$ 7.5 M$ 1.3 M$ 1.5 M$ 0.1 M$ 7.0 M$ 0.3 M

$ 5.4 M$ 6.8 M$ 1.2 M$ 1.6 M$ 0.1 M$ 7.0 M$ 0.3 M

&C&"Calibri,Bold"&16PROJECT MANAGER SUMMARY

Report-Cont

NoContractorTotal Number of ProjectsTotal Awarded Cost:Owner Change Order RateOwner Delay RateVendor Change Order RateVendor Delay RatePercent of Late ReportsRISK RATING

1Contractor 1183$ 721,9650.3%18.1%0.2%66.8%53%120%

2Contractor 1193$ 220,0020.7%10.4%0.0%0.0%69%69%

3Contractor 1201$ 269,8509.4%303.0%0.0%18.2%47%65%

4Contractor 1043$ 459,2251.6%2.7%0.0%18.8%37%56%

5Contractor 1211$ 241,5750.0%21.9%2.7%50.0%0%53%

6Contractor 1058$ 1,611,0150.3%32.9%0.0%16.3%32%49%

7Contractor 1069$ 1,280,3622.2%31.1%0.7%3.2%35%39%

8Contractor 1223$ 367,6500.0%79.1%0.0%1.4%37%38%

9Contractor 1071$ 178,4400.0%0.0%0.6%11.4%25%37%

10Contractor 1232$ 3,227,18214.9%0.0%-0.6%5.4%30%35%

11Contractor 1082$ 327,2950.0%135.4%0.0%0.0%32%32%

12Contractor 1241$ 69,2183.5%0.0%0.0%0.0%31%31%

13Contractor 1253$ 1,150,7381.9%7.3%0.0%4.2%26%30%

14Contractor 1095$ 534,0952.0%23.2%0.0%0.0%29%29%

15Contractor 1261$ 323,0003.3%3.4%0.0%6.8%22%29%

16Contractor 1101$ 308,8821.2%24.8%0.0%0.0%27%27%

17Contractor 1277$ 1,793,3553.8%13.6%0.0%0.0%26%26%

18Contractor 1284$ 2,956,8001.3%1.7%0.0%12.2%11%23%

19Contractor 1296$ 1,319,7892.2%16.2%0.0%11.0%9%21%

20Contractor 1114$ 1,096,7070.1%0.0%0.0%9.8%10%19%

21Contractor 1121$ 446,1000.0%6.9%0.0%0.0%15%15%

22Contractor 1133$ 552,8155.1%29.4%0.0%7.0%8%15%

23Contractor 1142$ 1,841,15713.0%215.8%0.0%0.0%13%13%

24Contractor 1304$ 795,7910.8%0.0%0.0%0.0%12%12%

25Contractor 1014$ 322,4000.0%0.0%0.0%0.0%8%8%

26Contractor 1153$ 753,66010.9%54.7%0.0%0.0%7%7%

27Contractor 1021$ 14,1500.0%0.0%0.0%0.0%0%0%

28Contractor 1161$ 109,7100.0%0.0%0.0%0.0%0%0%

29Contractor 1031$ 49,7559.6%42.1%0.0%0.0%0%0%

30Contractor 1171$ 48,9550.9%37.2%0.0%0.0%0%0%


Report - YearlyPerf

OverallIn-ProgressJuly 08-June 09July 07-June 08July 06-June 07July 05-June 06

Total Number of Projects8932221268

Originally Allocated Budget:$23,417,425$10,164,500$285,000$2,170,425$7,265,500$3,532,000

Average Proposal Cost:$25,059,588$10,708,582$376,178$2,340,688$8,074,437$3,559,703

Total Awarded Cost:$23,391,638$9,801,841$307,100$2,409,834$7,795,686$3,077,177

Percent Awarded Below Average Cost:6.7%8.5%18.4%-3.0%3.5%13.6%

Average Number of Proposals per Project443244

Percent of Projects where BV had lowest cost56%59%100%67%42%50%

Percent of Projects without Owner Cost Changes51%56%0%43%54%50%

Percent of Projects without Vendor Cost Changes96%97%100%95%100%75%

Owner Change Order Rate4.7%6.1%3.3%2.8%2.3%8.0%

Vendor Change Order Rate0.0%-0.1%0.0%0.1%0.0%0.3%

Percent of Projects without Owner Delays56%66%50%48%58%38%

Percent of Projects without Vendor Delays80%78%100%86%73%88%

Owner Delay Rate28.9%18.6%6.7%22.2%25.6%113.6%

Vendor Delay Rate8.9%10.5%0.0%8.5%9.6%1.0%

Average Number of Risks/ Project562357

Average Vendor Submission Rate77%68%59%87%86%63%

Average PM Post Project Rating of Contractor9.50.09.09.60.00.0

Average Client Post Project Rating of Contractor8.00.07.08.20.00.0

Average Client Post Project Rating of CPPM8.00.07.08.40.00.0

Report-Top10Risky


1Mayo Remodel Suite A652-A663074-08-130518.44$ 269,850669%321%47%PIPSWycliffe WagandaGary Summerville

2Coffman Union - "M" Deli01-064-08-153111.35$ 249,333493%0%0%PIPSJeff NietzJustin Grussing

3Animal Science Stair Towers Masonry Repair02-416-06-20968.80$ 1,633,6213000%10%10%PIPSChuck KonckerJustin Grussing

4WBOB Remodel Suite 150218-07-15677.91$ 273,100991%96%37%PIPSPete NickelGary Summerville

5Snyder Bldg Exterior Door Upgrades888-07-17506.97$ 219,000121-4%81%22%PIPSWycliffe WagandaJustin Grussing

6Barn Clean Renovations417-06-18936.13$ 269,000802%166%60%PIPSWycliffe WagandaJustin Grussing

7SE Steam Plant Break & Locker Rooms Remodel01-059-07-12815.73$ 241,575323%72%0%PIPSChuck KonckerJustin Grussing

8Vet Sciences Third Floor Office374-08-14645.73$ 96,930493%86%28%PIPSPete NickelGary Summerville

9PWB - Replace 3 Liebert Units B-29501-144-08-14985.70$ 461,710730%42%29%PIPSGeorge MahowaldJustin Grussing

10PWB - Center for Drug Design144-07-14575.61$ 403,289715%37%33%PIPSPete NickelGary Summerville

11Vet Sciences Third Floor Lab374-07-19005.31$ 328,620953%40%21%PIPSPete NickelGary Summerville

12Weaver Densford College of Pharmacy01-147-08-16925.08$ 90,862282%25%80%PIPSPete NickelGary Summerville

13Arboretum Terrace888-08-10944.76$ 197,400580%19%14%PIPSWycliffe WagandaJustin Grussing

14Peik Hall Connect City Water01-267-08-13111.80$ 139,000493%0%35%PIPSGeorge MahowaldJustin Grussing

15University Office Plaza Suite 112 Bookstore Remodel01-192-08-12931.55$ 63,44442-4%62%6%PIPSGeorge MahowaldJustin Grussing

16PWB Remodel Suite 6-240144-07-15271.44$ 127,3388217%23%64%PIPSSteve BaileyGary Summerville

17Heller Hall Renovation - Floors 9 -12201-07-16191.29$ 1,593,56125429%0%50%PIPSMatt StringfellowJustin Grussing

18Campus Wide Kitchen Eqipment444-08-15161.27$ 46,30021727%0%13%PIPSJeff Nietz0

19AniSci/Vet Med Sanitary Waste System02-416-08-13091.09$ 525,0001060%9%11%PIPSGeorge MahowaldJustin Grussing

20St. Paul Campus Exterior Card Readers02-300-08-11191.06$ 178,295516%0%35%PIPSJeff NietzJustin Grussing

21Tate Physics Lab049-08-13681.01$ 366,5951421%0%3%PIPSGeorge MahowaldGary Summerville

22Barker Dance Center - Dance Floor Replacement01-247-08-17161.00$ 48,000250%0%25%PIPSGeorge MahowaldJustin Grussing

23Diehl Hall Room 35001-111-08-15081.00$ 187,700390%0%0%PIPSPete NickelGary Summerville

24MCB - Clinical Lab Sciences01-186-08-18621.00$ 102,140320%0%67%PIPSPete NickelGary Summerville

25Moos Tower -- Domestic Water Pumps01-142-09-12241.00$ 136,900530%0%50%PIPSGeorge MahowaldJustin Grussing

26Oak Street Parking Ramp Surveillance System01-000-08-17191.00$ 246,802740%0%100%PIPSGeorge MahowaldJustin Grussing

27AHC Combined Security01-000-09-13930.00$ 70,440400%0%50%PIPSJeff NietzJustin Grussing

28Borlaug Hall Front Entrance02-429-07-16350.00$ 826,0001220%0%0%PIPSChuck KonckerJustin Grussing

29Ecology - Replace 8 Proximity Card Readers02-438-09-11170.00$ 50,020260%0%50%PIPSJeff NietzJustin Grussing

30Mayo 5th Floor Pediatrics01-074-09-10820.00$ 271,212540%0%0%PIPSPete NickelGary Summerville

31Moos MCB Plaza Water Infiltration01-142-07-16320.00$ 42,300530%0%0%PIPSChuck KonckerJustin Grussing

32PWB Room 7-158B Upgrade01-144-09-12760.00$ 46,504300%0%100%PIPSPete NickelGary Summerville

&C&"Calibri,Bold"&16TOP 10 RISKIEST PROJECTS

RiskReport-Directors

GARY SUMMERVILLE


1Mayo Remodel Suite A652-A663074-08-130518.44$ 269,850669%321%47%PIPSWycliffe Waganda

2WBOB Remodel Suite 150218-07-15677.91$ 273,100991%96%37%PIPSPete Nickel

3Vet Sciences Third Floor Office374-08-14645.73$ 96,930493%86%28%PIPSPete Nickel

4PWB - Center for Drug Design144-07-14575.61$ 403,289715%37%33%PIPSPete Nickel

5Vet Sciences Third Floor Lab374-07-19005.31$ 328,620953%40%21%PIPSPete Nickel

6Weaver Densford College of Pharmacy01-147-08-16925.08$ 90,862282%25%80%PIPSPete Nickel

7PWB Remodel Suite 6-240144-07-15271.44$ 127,3388217%23%64%PIPSSteve Bailey

8Campus Wide Kitchen Eqipment444-08-15161.27$ 46,30021727%0%13%PIPSJeff Nietz

9Tate Physics Lab049-08-13681.01$ 366,5951421%0%3%PIPSGeorge Mahowald

10Diehl Hall Room 35001-111-08-15081.00$ 187,700390%0%0%PIPSPete Nickel

JUSTIN GRUSSING


1Coffman Union - "M" Deli01-064-08-153111.35$ 249,333493%0%0%PIPSJeff Nietz

2Animal Science Stair Towers Masonry Repair02-416-06-20968.80$ 1,633,6213000%10%10%PIPSChuck Koncker

3Snyder Bldg Exterior Door Upgrades888-07-17506.97$ 219,000121-4%81%22%PIPSWycliffe Waganda

4Barn Clean Renovations417-06-18936.13$ 269,000802%166%60%PIPSWycliffe Waganda

5SE Steam Plant Break & Locker Rooms Remodel01-059-07-12815.73$ 241,575323%72%0%PIPSChuck Koncker

6PWB - Replace 3 Liebert Units B-29501-144-08-14985.70$ 461,710730%42%29%PIPSGeorge Mahowald

7Arboretum Terrace888-08-10944.76$ 197,400580%19%14%PIPSWycliffe Waganda

8Peik Hall Connect City Water01-267-08-13111.80$ 139,000493%0%35%PIPSGeorge Mahowald

9University Office Plaza Suite 112 Bookstore Remodel01-192-08-12931.55$ 63,44442-4%62%6%PIPSGeorge Mahowald

10Heller Hall Renovation - Floors 9 -12201-07-16191.29$ 1,593,56125429%0%50%PIPSMatt Stringfellow

&C&"Calibri,Bold"&16TOP 10 RISKIEST PROJECTS PER DIRECTOR

RiskReport-PMs

CHUCK KONCKER


1SE Steam Plant Break & Locker Rooms Remodel01-059-07-12815.73$ 241,575323%72%0%PIPS

2Borlaug Hall Front Entrance02-429-07-16350.00$ 826,0001220%0%0%

Documents

Improving the Selection Process - Let's Talk Business · 2020-04-02 · develop organizational mastery and XPD. Goals • Become a client of choice ‐ Vendors want to send their