Technical Assignment 1

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The Global Vision Integration Center 8000 HARBOUR VIEW BOULEVARD SUFFOLK, VIRGINIA

Bryan Franz CONSTRUCTION MANAGEMENT OPTION BWF114@PSU.EDU

October 4, 2004

Dr. Michael Horman ACADEMIC ADVISOR

Existing Construction Conditions

Technical Assignment 1 Table of Contents

Executive Summary 1

Project Delivery System 2

Organizational Chart 3

Project Schedule Summary 4

Overview Schedule 6

Building Systems Summary 7

Project Cost Evaluation 9

Existing Site & Utility Plan 11

Local Conditions 12

Client Information 14

Executive Summary This report examines the current conditions associated with the Global Vision Integration Center. Situated on a 6.5 acre site in Suffolk, Virginia, the 50,000 ft2 GVIC will eventually house R&D and networking efforts for the Lockheed Martin Corporation.

When completed in November 2005, the total project costs for the GVIC will be approaching $22 million. The building is a unique combination of functional types, including an auditorium, cafeteria, offices and conference rooms. Architectural details in the lobby and atrium contribute to the distinctiveness and scale of the project. Therefore, the use of parametric and square foot estimates was inaccurate in gauging the project costs and detailed systems estimates would yield more relevant results.

The organizational structure adapted to meet the demands of the project. A CM agency was employed during the first half of construction to provide budgeting and scheduling assistance to the owner. As base building work concluded, the owner opted not to renew their contract with the CM agency. Consequently, the general contractor became the primary point of contact for the owner and assumed various responsibilities previously held by the CM agency. Additional research into the global effects of the managerial transfer from the CM agency to the general contractor should be conducted to assess its impact on the project.

The project followed a fast-track, 15-month schedule and was divided into two

primary phases: Core and Shell and Interiors. Design work was ongoing throughout construction, with documents released and modified as needed. The building footprint was split into seven sectors for ease of reference and continuous work flow. Substantial completion is planned for November 2005, when the owner will begin a phased occupancy of the building. Owner contracted telecommunications and security trades will then install their respective systems in time for the official dedication in February 2005.

Project Delivery System

The project is being delivered through a combination of fast-track and CM agency methods. During preconstruction and the Core and Shell phase, the owner hired a CM advisor to provide initial coordination, budgeting guidance and value engineering suggestions. Since the building design was completed in phases, experienced management was required to avoid construction delays and ensure a consistent work flow. Upon beginning interior work, the owner’s contract with the CM advisor was not renewed and the general contractor obtained their responsibilities. For the duration of the Interiors phase, the project delivery followed a more traditional design-bid-build structure. Multiple cost-plus contracts were used by the owner, since the initial scope of work was ambiguous and lacked a completed design.

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Schedule Summary

At the highest level, scheduling was divided into two discrete elements – Core and Shell and Interiors. Due to the ongoing design process, this distinction was important in allowing work to proceed without complete sets of construction documents. The division also created separate procurement phases that were released upon completion of the required drawing set. The unique hexagonal building shape provided a convenient division for work flow within each phase. The building was split into seven sectors, roughly defined from the six wedges and the central atrium. This allowed work to proceed by sector, reducing the amount of congestion in any given area.

The foundation sequence began in the rear of the building and progressed

counterclockwise. Preliminary sitework was required to bring the building pad to grade before foundation work could commence. Formwork was started for the pile caps and grade beams only after all precast piles were driven and placed. Pouring and stripping the forms followed a similar sequence around the building, ending in Sector 4.

The structural sequence proceeded from the core outward. The column lines of

the building form two concentric rings – the internal ring, which surrounds the central atrium, and the middle ring, located approximately halfway to the perimeter. Pipe columns and trusses were first erected around the internal ring and then spanned to the middle column line. The architectural grade, tilt-up concrete panels were poured and stripped on casting beds outside the building perimeter. Once the panels were lifted into placed, additional pipe trusses made the final connection from the middle column ring to metal inserts within the panels.

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The interior sequence was dictated by the amount of time required to complete each sector. A majority of the mechanical and electrical work is found in Sectors 1, 2 and 6, which house the computer rooms, lobby, auditorium and cafeteria. Work on the mechanical mezzanine was another highly technical area that was given priority over less complicated sectors. Therefore, it was important for trades to focus on these areas before moving into the remaining wedges. The lighthouse construction in Sector 7 required entirely separate scheduling considerations. While the pieces were being assembled, the atrium was effectively unavailable to other contractors due to space and safety limitations.

The project duration was estimated at 15 months, breaking ground in August 2003 and substantially completing by November 2004. The schedule shows elements of fast-tracking, with design work proceeding into construction and the presence of long procurement phases. However, numerous design changes and revisions limited the effectiveness of these fast-track methods by creating ambiguity and caution among subcontractors.

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Building Systems Summary

The structural steel frame consists of steel pipe columns, pipe trusses and open-web joists. Horizontal bridging and cross bracing was used between all joists, according to standards established by the Steel Joist Institute. Pipe columns and trusses were prefabricated by the steel erector and hoisted into place by a 150-ton mobile crane that was positioned at six locations around the building perimeter. Metal decking was used as a roofing base and as part of the composite slab on the mechanical mezzanine. The majority of connections were field welds, with few specified anchor bolts.

Cast-in-place concrete was required for pile caps, grade beams, tilt-up panels, slab-on-grade and multiple elevated slabs. All horizontal formwork was assembled onsite and stick-built from plywood and dimensional lumber. The forms were used only once and discarded after the desired compression strength was achieved. Vertical shoring on the elevated slabs was provided by reusable steel tube columns spaced regularly underneath the slab. Concrete was placed by pump trucks equipped with folding booms that were able to move freely around the exterior of the building. The mobility of this placement method allowed the pumps to change locations quickly and provide a less disruptive presence onsite.

The HVAC system is composed of five air handling units on the mechanical mezzanine that feed low pressure spiral duct and VAV boxes throughout the building. Cooling was provided by three chillers located within an enclosed yard against the rear property line. Unit heaters along the building perimeter offered dedicated heating for high-traffic vestibule and entry areas. The main electric, telephone and water rooms are located beneath the elevated slab in the rear of the building and separated by concrete masonry walls. From the main rooms, services were routed to the mezzanine where they were disseminated outward to service all six sectors. Electrical and telecommunications wiring were distributed horizontally on cable trays and then into electrical metallic tubing for covering vertical distances. The plumbing system was serviced by a combination of copper and PVC piping suspended within the open-web steel joists. A wet pipe sprinkler system provides coverage for most of the building, while a pre-action system was used within the computer rooms.

The electrical system was designed for total loads in excess of 1,800 KW, with the main switchboard rated at 2,500 A, 3 phase, 277/480 V. While no redundant systems have currently been specified, provisions for a future diesel fired generator and UPS system have been incorporated into the design. A concrete encased duct bank leading from the future generator pad to the main electrical room was installed for eventual expansion.

Masonry construction was specified for the building entryway, main utility rooms and the chiller yard. Veneer brickwork around the entryway was tied back to the tilt-up concrete panels, with work proceeding on all three sides simultaneously. Masonry block in the utility rooms was nonbearing and served as a fire-resistant barrier between sensitive areas. The CMU enclosure surrounding the chiller yard was erected one face at a time, since timing and the disruption of interior work was not an issue. Because of the low height requirements, all masonry work platforms were constructed of traditional tubular and plank scaffold. Materials were stored around the exterior perimeter of the building or enclosure and moved with a forklift when needed.

Curtain wall and storefront systems were implemented on the interior and exterior of the building. Around the interior perimeter of the central atrium, a glass and aluminum curtain wall was tied into the surrounding pipe columns. At the request of the structural engineer, the curtain wall distributor was asked to design the system to resist a minimal wind load and increase its stability over long, vertical spans. The storefront glazing was inset into blocked out openings in the tilt-up concrete panels. Specifications were once again provided by the structural engineer, with the ultimate design responsibility placed on the curtain wall distributor. In both systems, the aluminum frames arrived preassembled and were hand-placed by workers in a scissor lift. Insulated glass units arrived in protected crates and were installed within the completed frames in a similar manner. The clerestory and center skylight were hoisted by a mobile crane positioned around the building perimeter.

Project Cost Evaluation

Note: The following costs are inherently approximate due to rounding.

Description Actual Cost Unit Cost Building Construction Cost $18,350,000 $367 /SF Total Project Cost $22,100,000 $442 /SF Mechanical & Plumbing System $1,900,000 $38 /SF Electrical & Lighting System $1,800,000 $36 /SF Structural System $3,050,000 $61 /SF Design Cost Withheld by Owner Request

D4 Cost Estimate

CSI Division Percentage Cost Estimate 0 Bidding Requirements 7.56 $730,429 1 General Conditions 7.69 $743,708 2 Site Work 8.40 $812,265 3 Concrete 7.81 $390,575 4 Masonry 3.14 $157,219 5 Metals 15.35 $767,630 6 Wood & Plastics 3.32 $166,222 7 Thermal & Moisture Protection 7.22 $360,936 8 Doors & Windows 7.33 $366,738 9 Finishes 15.48 $773,752 10 Specialties 3.02 $150,908 11 Equipment 8.46 $422,765 12 Furnishings 13.82 $690,906 13 Special Construction 1.21 $60,287 14 Conveying Systems 1.47 $73,496 15 Mechanical 37.99 $1,899,485 16 Electrical 22.00 $1,100,027 $9,667,348

R.S. Means Square Foot Estimate

Functional Type

Area (ft2)

Base Unit Cost

Height Adjustment

Adjusted Unit Cost

Location Adjustment Total Cost

Auditorium 8,333 $122.45 $27.00 $149.00 0.82 $1,018,126 Offices 33,333 $97.25 $18.00 $115.25 0.82 $3,150,040 Cafeteria 8,333 $115.05 $57.60 $172.65 0.82 $1,179,728 $5,347,894

Functional Type R.S. Means Type Base Height (ft)

Auditorium M.040 Auditorium 24 Offices M.455 Office 1 Story 12 Cafeteria M.504 Restaurant, Fast Food 10

Cost Evaluation Both estimates fail to capture the distinctiveness of the actual building. The GVIC was designed to be a “world class” facility, with unique architectural and technical elements. The variety of spaces – including an auditorium, an atrium, conference rooms, offices and a cafeteria – makes estimating by averages a challenge.

Finding buildings in D4 that incorporated every function into one package was nearly impossible. While the software accurately estimated the mechanical systems cost, it fell short in the structural and electrical divisions. The unique structure contains many welded, steel pipe trusses that add significant costs, due to expensive fabrication and increasing steel prices. Additional electrical costs are attributed to the extensive security and telecommunications systems, essential for the high-technology facility.

The R.S. Means estimate suffers from similar limitations. Multiple building types

were required to capture each building function because the GVIC does not correspond to a single type. R.S. Means square foot estimates are accurate in accessing industry standard construction, but cannot adapt well to costs created by high-technology and uniquely designed systems. Both estimating methods are inappropriate for predicting cost in this project and detailed systems estimates should be performed for a more accurate representation.

Local Conditions

The construction market in Suffolk, Virginia has shown steady increases over the past decade. Affordable land and few congested roadways made the city attractive to businesses attempting to expand. Easy access to the interstate and bridges has also lured additional residents to the area, further strengthening the growth rate. While there are no generally preferred methods of construction in the region, cast-in-place and precast concrete structures appear more common than steel frames. Due to prior labor agreements in the Washington DC area, the general contractor was unable to self-perform work for the building. Therefore, contracting with skilled and reputable subcontractors was crucial to the success of the project.

Construction parking was readily available onsite. Most subcontractors and labor were permitted to park around the outside perimeter, along the setback between the curb and site fence. Additional parking was available on the uncompleted Bridgeway Drive extension, near the secondary site entrance. Typically, project managers were permitted parking near their trailers inside the site fence, provided they were not inhibiting the ongoing sitework.

A subsurface exploration and geotechnical survey was requested by the owner prior to construction. The soil report was completed with the results summarized in Table 1 on the following page. Groundwater was encountered approximately 4 to 6 feet below the existing ground surface. Seasonal groundwater fluctuations are not uncommon in the area, with maximum levels occurring in late winter and early spring. At the time of testing, groundwater levels were dropping from their seasonal high elevations. Based on these results, driven precast piles were recommended to a depth of 45 feet to traverse the third stratum. Specific aspects of the site preparation were also addressed. Areas undergoing sitework were monitored for excessive deflection and rutting caused by soft surface soils. Affected regions were then corrected by undercutting to firm material and replacing the soil with properly compacted fill.

Table 1. Soil Report

Stratum Average Depth (ft) Description

Standard Penetration

Resistance (blows/ft)

1 0.4 – 7.2 Very loose to medium compact, moist to wet, brown and gray,

clean to silty and clayey, fine sand 4 to 16

2 7.2 – 21.0 Very loose, wet, gray, silty and clayey, fine sand 2 to 8

3 21.0 – 35.3 Very soft to very stiff, wet, gray, fine sandy, silty clay and organic

clay 2 to 17

4 35.3 – 60.5(1) Medium compact to very compact,

wet, gray, silty and clayey, fine sand

11 to 99

Notes: (1) Maximum depth of exploration

Client Information

As a subsidiary of the Lockheed Martin Corporation, LMC Properties provides real estate and asset management services throughout the company. They coordinate with the end users to provide cost effective and timely solutions to each operating units’ need for space or growth. Additional responsibilities include providing a wide range of facility management services, directly pertaining to new construction and property management.

Lockheed Martin is seeking a sophisticated, high-quality project that will serve to expand their growing network of facilities. Evidence of this goal can be observed in the extensive telecommunications and electrical systems, as well as many high-end custom finishes. Lockheed Martin is also committed to unique and functional architecture, as demonstrated by contracting with renowned conceptual designers based in California. The final design was unlike any building previously constructed, adding a level of prestige and magnitude to the project. For this reason, it was crucial that contractors be aware that the GVIC would require special attention and not to underestimate the challenge posed by an extremely unconventional building.

A combination of schedule and quality are the keys to completing the project to

the owner’s satisfaction. The Certificate of Occupancy was planned for November 2004, when the owner would begin phased occupancy of specific areas of the building. Also at this time, telecommunications and security contractors hired by the owner would enter the building to install and test their respective systems. An official dedication ceremony is scheduled for February 2005 to commemorate the opening of the facility. Liquidated damages were included in the agreement with the general contractor to ensure that the building was substantially completed with enough time to install the remaining systems for dedication. While schedule goals are important, LMC Properties recognized that quality should not suffer at the expense of time. The integrity of the design was preserved through site visits by the conceptual designer who inspected and discussed the implementation of their vision. Suggestions for design changes were weighed carefully against their cost and schedule impacts, always striving for a compromise of high-quality and minimal schedule impact.

"Via the [Global Vision Network], this center will leverage the depth and breadth of technical talent across Lockheed Martin, as well as industry partners and customers at remote locations who will link to the facility over secure networks. This collective expertise should prove to be extremely valuable in developing integrated net-centric solutions that help our customers address national security issues."

Vance Coffman Chief Executive Officer Lockheed Martin Corp.