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Episcopal High School New Science Facility Alexandria, VA
Jack Nill Page 1 of 21 Construction Management
Jack Nill
Construction Management Dr. Messner
Episcopal High School New Science Facility Alexandria, VA
Table of Contents
2. ANALYSIS OF KEY CONSTRUCTION FEATURES .................................... 2
2.1 EXECUTIVE SUMMARY ........................................................................................................... 2 2.2 DETAILED PROJECT SCHEDULE ............................................................................................. 3 2.3 ASSEMBLIES ESTIMATE ........................................................................................................... 7 2.4 CONTRACTS ........................................................................................................................... 9 2.5 STAFFING PLAN ................................................................................................................... 13 2.6 DESIGN COORDINATION...................................................................................................... 15 2.7 CRITICAL INDUSTRY ISSUES................................................................................................. 16 APPENDIX A .............................................................................................................................. 21
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2. Analysis of Key Construction Features 2.1 Executive Summary The purpose of this assignment is to get to know the project delivery and key
construction features of the EHS New Science Facility better. A detailed project schedule was
done to obtain a better knowledge of key schedule attributes that affect the project’s execution.
An assemblies estimate of the exterior wall system gives a comprehensive view of the
components of each wall system as well as an idea of the cost break down to compare to other
projects.
A closer look at the contractual agreements allowed for a better understanding of the
delivery system used and a closer look at the construction contract terms. Figure 2 is a staffing
plan for the GC on this project. By looking at the responsibilities of individuals on a project and
how they affect the general conditions of project it becomes easy to asses weather the
appropriate staff is allocated to run the project adequately.
Also one of the biggest challenges on a project is the coordination of MEP systems. An
analysis of the coordination requirements and efforts of the contractor to coordinate the systems
early in the project was performed in this section. Early coordination can eliminate many of the
conflicts experienced in the field with fitting MEP systems into a confined plenum space.
The PACE roundtable was an excellent opportunity to meet and interact with industry
members in a constructive learning environment. A summary of the sessions attended and the
current issues facing the industry was performed. There is also a description of how these issues
can be applied to research for this thesis project by relating the EHS New Science Facility to the
emerging markets in the industry.
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2.2 Detailed Project Schedule
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2.3 Assemblies Estimate An assemblies estimate was taken for the existing design of the exterior wall system. This
system consists of a combination of two systems. The majority of the building is a running bond
brick veneer with non load bearing metal stud back up. The brick is tied to the metal studs with 20
gauge galvanized ties. The metal studs are light gauge CFM at 24” O.C. ¾” exterior sheeting with a
2 ¾” air space. Typical insulation exists throughout the wall. The second system is an aluminum
curtain wall primarily used for the architectural Rotunda connecting the north and south wings of
the facility. The curtain wall system consists of anodized aluminum frames with 1 ¾” insulated
spandrel glazing. To estimate these systems take offs were done to determine the appropriate
quantity of each component for each system. These quantities were then inserted to the Costworks
2004 software, a version of electronic estimating software, and adjusted to fit the projects specific
conditions.
Episcopal High School New Science Facility
Qty Assembly Number Description Unit Mat. Inst. Total
23,833.380 B20101305100 Brk veneer/met stud bkup, std face,25gax6"nlb stud,24" OC
spacing, running bond S.F. 121,550.24 340,817.33 462,367.57
3,046.500 B20202203000 Spandrel glass, panels, 1/4" plate glass insul w/fiberglass,
1" thick S.F. 37,319.63 22,848.75 60,168.38
52.000 B20201067750 Windows, al, casements, insul glass,4'-5" x 5'-3" Ea. 25,740.00 19,240.00 44,980.00
2.000 B20301107150 Dr, alum & glass, w/tr, full
vision, dbl dr, hdwre,6'-0" x 10'-0" opng
Opng. 4,900.00 4,700.00 9,600.00
1.000 B20301107100 Dr, alum & glass, w/transom, full vision,hdwre,3'-0" x 10'-0"
opening Opng. 1,950.00 1,375.00 3,325.00
Totals $191,459.86 $388,981.08 $580,440.9540,635 Cost Per Square Foot SF $ 4.71 $ 9.57 $ 14.28
Assumptions:
• No time modifier was necessary • Total cost was modified by a .992 location factor for Alexandria, VA • Windows A, A2, C2, C3 were included in the Curtain Wall system • 25 gauge steel was assumed to be considered light gauge • If sizes did not match actual sizes unit costs were modified
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Proposal for Detailed Estimate
The EHS New Science Facility was initially designed with a very unique wall system. The
system is consists of “Zero Percent Air Infiltration.” This system was developed originally in
Canada to deal with the extreme weather conditions and has recently found itself being integrated
into the design of numerous sustainable building designs in the US. By using a system this system
in a high performance sustainable design, heating and cooling loads can be reduced significantly
resulting in decreased operational costs as well as decreased equipment cost. This will be an
excellent area of research as an alternate system to the existing enclosure system. A detailed
estimate of the exiting wall system will allow for close comparison of the two systems and their
cost/benefit ratio.
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2.4 Contracts
Figure 3. Organizational Chart
Structural Engineers LeMessurier Consultants
MEP/Fire Protection
R.G. Vanderweil
Owner Episcopal High School
Contact: Richard Yarborough
Architect/Engineer Graham Gund Architects
Contact: Jon Richardson
General Contractor Forrester Construction
Contact: Arland Knipe
Construction Manager Advanced Project
Management Contact: Steve Karcha
Mechanical Contractor Calvert-Jones Inc.
Contact: Scott Holsclaw
Structural Steel Contr. Arlington Ironworks
Contact: Chuck Riley
Lighting/Electrical Contr. F.B. Harding
Contact: Art Lohsen
Concrete Contractor MBI, Inc.
Contact: Shawn Jones
Masonry Contractor Temple Masonry
Contact: Mark Jewett
Fire Protection Contractor American Automatic Sprinkler Corp.
Contact: Wade Tharrington
GMP
Lump
Cost Plus Lump
Civil Engineers R.C. Fields Jr. &
Assoc.
Structural Engineers
LeMessurier
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Contracts held between Owner and GC
The GMP contract held between the owner and the GC, as indicated in the chart above,
is currently being negotiated and has not yet been signed due to redesign of specific systems. The
terms of the contract therefore can not be disclosed at this time; however, the draft being
considered is based on the standard AIA Document A201. According to the senior project
manager who is currently negotiating the GMP with the owner there are several unique terms
being incorporated into this project.
First is there is a shared savings clause with the owner. Any savings to the GMP are shared
75-25 for the owner and contractor respectively. Secondly, there is a liquidated damages clause of
$500/day for late completion. Third, is the dominant role of the owner’s CM agency (APM)
defined by the contract. Lastly, is the unique LEED requirement of the contractor to ensure that
the proper documentation is filed to provide a certified building.
Contractor Selection
Since this project is under a private owner a very unique delivery system is possible.
Forrester and a competitor were chosen by the owner via qualifications and an interview to
participate in pre-construction simultaneously. Both firms provided the owner with a price, value
engineering ideas and constructability reviews for the period of 50% design through the
completion of the bid set of documents. Each firm then submitted a lump sum Fees and general
conditions to the owner. Episcopal then selected the contractor based on the cost of those two
items and performance during the preconstruction phase. This delivery is very similar to a Design-
Build method where the contractor works with the owner, engineers and architect early in the
design to achieve a higher quality more constructible project.
Contracts held between Owner and CM
The contract between the owner and the CM is confidential due to my previous
employment with Forrester Construction Company, the GC for this project.
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Contracts held between GC and Subcontractors
Contracts held between the GC and the subcontractors are Lump Sum contracts, as
indicated in the chart above. This is due to the requirement in the contract with the owner that
the design must be 100% complete before the bid process can begin. A subcontractor is selected
based on the lowest bid number given to the contractor as well as their reputation for work with
that owner. If a contractor has the lowest number they may not get the contract since they must be
approved by the owner as well as the Vice President of the GC. The subcontractors are required to
furnish payment and performance bonds by a surety acceptable by Forrester Construction.
Forrester also reserves the right to issue change orders with out prior notice to the subcontractor’s
bonding company. If a dispute or discrepancy arises Forrester shall be notified immediately in
writing and the most stringent requirements shall apply. Payment requisition for partial work must
be in by the 25th day of each month. Payment to the subcontractor occurs only with payment to
the contractor by the owner as a precedent. Full payment will be made to the subcontractor for
complete scope of work will be made within 30 days of full approval of the owner. The
subcontractor will provide at least one person with at least 10 years experience. The foreman is
required to complete weekly safety meetings and submit a copy of the minutes with attendance
records. All employees are required to wear hard hats and eye protection on site at all times.
Insurance requirements for the subcontractor are as follows: Comprehensive General Liability,
Workers Compensation, Auto Liability, Excess Umbrella ($1 million).
Bonds and Insurance Required
The contract with the GC has with the owner requires the GC to have all of the following insurance and bonds:
• Workers Compensation: Provide compensation to the maximum statutory limits in accordance with State requirements
• General Compensation: o Bodily Injury ($5 million) o Property Damage ($5 million) o Personal Injury with employment exclusion deleted
• Umbrella Excess Liability: $5 million over original insurance
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• Automobile : condensed single limit of $1 million
o Bodily injury o Property Damage
Forrester was not required to provide either a payment and performance bond or builder’s risk
insurance. The firm’s reputation alleviated the owner’s feelings for requiring this bond, and the
owner is paying for the builder’s risk insurance.
Analysis of delivery system Overall this system works extremely well for this project. The way in which the owner
selected the contractor by utilizing their preconstruction services to aid in the design of the
building mitigates many of the issues of constructability, coordination and errors in estimating.
Also being a medium size project with intense MEP systems, requiring 100% contract documents
prior to the bidding process allows for more accurate bid estimates; however, by bringing the
subcontractors on earlier it may allow them to become more involved with the design MEP
systems eliminating many potential design and coordination issues. There is a very good and
trusting relationship between the owner and the GC on this project, and there have been no
claims against any party so far and the project is currently on schedule. The shared savings GMP
contract with the owner and the contractor is an example of an incentive based contract that
promotes a positive relationship between parties, resulting in a more productive work
environment.
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2.5 Staffing Plan
The organizational chart shown below illustrates the lay out of the project team for
Forrester Construction Company, the GC on the EHS New Science Facility. The project executive
and senior project manager are assigned to multiple projects with this project being one of them.
Their time is split each week based on the time sheet they fill out and the job is billed accordingly.
The Project Executive deals with the extremely big issues of the project such as finalizing contracts,
resolving major disputes, reporting finances of the project to the management committee of the
company and approving any decisions made by the senior project manager and his team.
Management of the project team is the most important role of the project executive. The senior
project manager is more involved with details of the project. He does not make each decision,
however, approves many of the decisions made by the PM. Steve is in charge of buying out the
subcontractors, assists with scheduling, maintaining the relationships with the owner and architect
and running interference with the owner on controversial issues to allow to project team to stay on
coarse with getting the project built.
The remainder of the project team is made up by the project manager, superintendent,
project engineer and administrative assistant. Each of these people is assigned to the project for
the full duration. They are not assigned to any other projects and 100 % of their time is charged to
the project. The project manager is in charge of the everyday issues of the job. Arland assists Steve,
the SPM, in purchasing and managing of the subcontractors, managing all of the finances of the
project, running coordination meetings, processing the necessary paperwork, submitting change
orders to the owner, keeping the owner informed of the team’s progress and working together with
the superintendent to keep the project running smoothly. The superintendent is the person out in
the field managing the subcontractors who are actually performing the work. Jon is in charge of
developing, updating and maintaining the schedule, interpreting the contract documents and
getting any answers the subcontractors may need in regards to how to construct the building. The
PM and superintendent work closely together every day to make sure as few problems as possible
occur. The project engineer is there to assist the superintendent and PM in any way they can to
help them complete their tasks. Jack is in charge of purchasing Divisions 9 and 10, running weekly
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foreman’s meetings, processing submittals from subcontractors, tracking material delivery and
anything that is need of him to assist Arland and Jon. The administrative assistant is much like the
project engineer except in the office. It is Trina’s job to make sure the subs have the necessary
documents, the project is well equipped with supplies and help Arland process any paper work he
may need help on.
The staffing plan for this team is extremely efficient and well allocated. Each member is
adequately busy and hardly ever finds themselves over worked to the point where productivity
decreases significantly. Each person depends on the other members of their team to complete the
project to the best of their abilities and deliver the best quality possible to the owner.
Figure 2. Staffing Plan
Project Executive Mike Slattery
Superintendent Jonathan Mcgee
Project Manager Arland Knipe
Senior Project Manager Steve Houff
Project Engineer Jack Kwait-Blank
Administrative Assistant Trina Green
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2.6 Design Coordination
This project is a very high performance sustainable design with intense MEP systems. This
type of design often results in difficult coordination issues that arise in the field and during
coordination planning. For this reason it is critical that the project team work closely together to
mitigate such issues before they can become a critical issue that impacts the project cost or
schedule. Issues such as fitting the duct work, lighting fixtures, sprinkler systems, electrical conduit
and plumbing systems in the plenum space with the structural members can be eliminated if the
proper plan is implemented early in the project to fit all theses systems in the limited space
available without impacting the architects ceiling height. According to the Master Subcontract
Agreement subcontractors are required to perform all necessary coordination with all other trades
providing all necessary templates, patterns,
The most challenging area of coordination for this project has been fitting the ductwork
into the space where the structural steel members exist in the plenum space. The architect does
not wish to lower the ceiling height adding an extra constraint that is common on many projects.
Moving pipe and duct around the Rotunda has also proved to be a challenge since it is all exposed.
The architect is extremely specific on the locations of where the pipe and duct will go since it will
be visible to the occupants. Another issue that has caused many conflicts is the 20,000 gallon
storm water reclamation tank. The manufacturer refused to warrant the product if installed in the
originally designed concrete pit due to fear of water infiltration. The solution was to move the
structure inside the footprint to a large under-slab pit. This caused more coordination issues with
the location of MEP rough-ins in the slab and relocation of the storm drains and reclamation
pumps. Despite early coordination issues, changes in the design of the structural steel have
resulted in many conflicts during the coordination process. Intense coordination with the
mechanical contractor, Calvert-Jones and the steel contractor, Arlington Ironworks, has resolved
many of these conflicts; however, changes in the location and size of the ductwork has an impact
on all of the other systems that must be fit into the same plenum space. This requires additional
coordination of the remaining systems mentioned above.
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Forrester Construction recognized the extreme nature of these systems early and set up an
excellent coordination plan. Every Monday morning at 8 am the PM, PE, mechanical, electrical,
plumbing and steel contractors get together for a coordination meeting. These meetings have been
held since July 5th, which is actually a month and a half before the actual start of construction.
This allowed for the correct coordination of the sub-grade and in-slab MEP components and their
locations. At each meeting an update of critical submittals due is reviewed. Once submittals were
approved a portion of the meeting was designated for the contractors to review the coordination
drawings developed by the mechanical contractor and filled in by the remaining trades according
to precedence. A true testament to Forrester’s exceptional coordination plan is the fact that they
have yet to encounter a major conflict in the field that have not resulted from a last minute change
by the owner or manufacturer, and do not anticipate many in the future.
2.7 Critical Industry Issues
Session 1-A Emerging Markets: Healthcare and Labs Leader Dr. Riley
This session sparked a stimulating discussion of many interesting industry trends in both
the healthcare and laboratory markets. The key trends identified were the differences noticed in
different geographic regions, the constantly changing technologies being used in these facilities,
the increased difficulty of meeting renovation and infection control standards as well as the
unique needs of the user of the facility influence on the design and construction phases.
Industry trends for healthcare facilities are strong rooted in the north east despite a capital
pull back; however, in California are lagging behind and currently just exploding into a new
market. Many seismic upgrades are also being performed on facilities in California. These market
trends are a result of the aging demographics demanding new healthcare facilities and
pharmaceutical laboratories.
Space constraints in MEP coordination due to intensive systems demand well coordinated
early involvement efforts. This early coordination however is inhibited by the constant rapid
change of technologies. Often design of the high-end technologically advanced systems is held off
until the last minute to ensure they are not outdated. With public jobs laws requiring complete
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design for a lump sum bid process this becomes less of an issue; however, many times systems are
over designed for flexibility costing the owner money and increased energy usage.
The new renovation codes for healthcare/laboratories have introduced an added challenge
to the construction of these unique projects. Trying to meet these stringent codes slows the
construction process and adds extra risk management issues to be considered. This just adds to an
already complex process making early involvement even more critical.
One of the most interesting facts brought up in the discussion was the importance of the
relationship established with the owner for each project. Each facility is extremely unique and the
user/owner has numerous unique requirements of the facility. The unique owner culture makes it
extremely important for the GC to establish a trustworthy relationship with the user/owner early.
The earlier and better the owner trusts the GC the easier it will be to work together to resolve
many of the unique challenges and needs that present themselves during the construction process.
These relationships must also be maintained during down times to help things run just as smooth
on the next project and avoid having to go through the process all over again.
The New Science Facility for Episcopal High School is not a high end pharmaceutical
laboratory; however it does contain four science laboratories with extremely complex exhaust,
waste disposal and data analysis equipment that will require intensive coordination. This is an
issue that must be addressed at the earliest point possible in the construction process. Good owner
relations will aid in this process allowing for the smooth coordination of these systems.
Perhaps the most interesting and definitely the most talked about issue of the session was
the necessity of establishing, building and maintaining excellent relationships with the owner.
Getting to know an owners culture allows to the GC to deliver a product that will meet and even
exceed the owner’s expectations. Working with a private owner at Episcopal High School makes
this issue of the utmost importance. The success of Episcopal depends heavily on their reputation
and appearance to the wealthy public. This building was designed to be a state-of-the-art science
facility that will attract new researchers as well as new students to attend the prestigious private
high school. It is imperative that Forrester Construction (GC) understand exactly what the owner
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wants to deliver a building that is in accordance with the school’s reputation. This will not only
create a better work environment for completing the project as smoothly as possible but will
establish Forrester for future projects with the owner. Mike Slattery of Forrester Construction just
happened to be at this session and would prove to be an excellent contact for this area of future
research. Research on what methods Forrester has used to create a positive relationship with the
owner would prove extremely useful for this thesis as well as future companies.
Session 2-A Emerging Markets: Green and High Performance Buildings Leader Dr. Horman Green and High Performance buildings have grown considerably over the past 5 years.
This session took a closer look at where the future of green construction is headed. The
participants analyzed the markets trends, cost effectiveness and driving forces behind green
construction and its luster. Many critical issues were also realized, that must take place to ensure
that green and high performance sets itself as a strong market in the future.
Green construction is a slowly emerging market with many driving forces. The healthcare
industry finds itself lagging in this trend due to specific use of those facilities to prevent disease
and sustain life first. The government, however, finds itself embracing the trend with many
political issues associated with environmentally friendly buildings with the private sector following
for many of the same reasons. The first thing that must be considered is the customer’s needs.
Does a green building make sense for the purpose of their building and do they want a green
building? There are many incentives associated with green buildings such as tax breaks, return on
investment, decreased operational costs as well as political incentives.
Strong regional ties to green construction are realized, and with regional ties come politics.
This applies to the New Science Facility for Episcopal High School, a wealthy private high school
with many strong political ties in the Washington, D.C. area. Many alumni who make generous
donations to the school are associated in one way or another to environmental agencies. A green
building does not only give the aforementioned benefits, but now is a source of income for the
school as well as a new attention getter for prospective students.
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One thing the group unanimously decided is that in the end it all comes down to money.
Each of these benefits can be appealing; however, if the cost to benefit ratio is not positive then a
green building is not going to be required by the owner. In order for green design and
construction to survive the cost to create a green building must be cut to be more appealing to
owners. Marketing by the GC’s to the owner can help create a realization amongst owners to the
benefits of green construction. The GC’s must make the owners realize the time value of money
and market the return on investment potential associated with a green building; however, must be
careful not too make it too unbelievable. Tony Lapinski of Toyota, currently completing research
on sustainable construction and green design, would be an excellent contact to aid in further
research of the issues discussed concerning green buildings.
The contractors must also recognize the importance of green construction as the fastest
growing market. Green construction is a burden to the GC as well. Increased bid costs due to
inexperience with green construction must be mitigated through education at a young age. Waste
management programs, extra management, documentation and increased coordination drive
general condition costs up. For the EHS New Science Facility a waste management program has
been implemented; however has been an issue resulting in multiple conflicts on the project. This
would be an excellent area to research how issues could be avoided for this particular project as
well as future projects done with LEED requirements.
Session E1 and E2 Leadership Jump-Start for Entry Level/Undergraduates Leader Magent/Riley Leadership is a vital trait to both the success of a young individual as well as a company as
a whole. It is important that leadership skills be developed at an early age. This session focused on
what attributes industry members view as critical to the success of young individuals entering the
job field as well as what can be done by both students and industry members to develop these
traits at a young age. Industry members and students both agreed on numerous traits that are
important to develop before entering the job field and continuing to develop them throughout
one’s career; however, the primary focus of this session was what can be done to ensure that
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students are coming out of school prepared and equipped to bring something new to the
companies they work for.
Students of this generation have been exposed to and utilized new technologies such as
internet, email and new computer software. It is important that the students bring this to their
companies and share it with the older industry members. New market trends that many industry
members know very little about have also been exposed to the students and can give them a very
useful tool for contribution to the company. It is also very important that young people bring a
new energy level to the company. By showing initiative, grasping new assignments, seeking work
and having a positive attitude a young employee can prove themselves and move up in the
company much faster as well as motivate others around them.
It is also vital that the industry members and professors help to develop these skills and
guide new employees. Case studies done in classes provide for real life experience in the
classrooms. It is essential for companies to provide diversified experiences through their internship
programs. Incorporating the student into the team, assigning them real responsibilities and
detailing their tasks but giving them the freedom to “fail” will allow the student to build
confidence and obtain job experience they can apply in school as well as in their permanent
positions.
Finding a company that is willing to provide the experiences and opportunities that is right
for each individual is extremely important. Companies can challenge and encourage employees to
excel by offering incentives, rewards and feedback based on their performance. Young employees
want to feel included as well as trusted and always appreciate feedback on how they are doing. If a
young employees is able accept and handle a new responsibility, show the initiative to seek new
responsibilities and learn form their mistakes they should be rewarded. Rewards can include
anything from a simple appreciative comment to increased responsibility to a promotion with a
possible pay increase.
The important thing to take away from this session is the dynamic that exists between
existing industry members and entry level employees and students. A company’s success depends
on the quality of their employees and the quality of employees depends on how they are treated
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with in the company. There is so much that both parties can learn from each other. It is important
that industry members recognize and nurture the potentials of the younger employees; while on
the other hand, it is crucial that the young employees approach their new experiences with
enthusiasm, energy and initiative to learn and continue to grow into the future of their company.
Appendix A See calculations attached