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%
Satisfaction Ratings
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%
Satisfaction Ratings
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
1Total Number of Projects890
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
6Overall Owner Impacts (Time & Cost)33.5%0.0%
7Owner Change Order Rate4.7%0.0%
8Owner Delay Rate28.9%0.0%
9Percent of Projects without Owner Cost Changes51%0%
10Percent of Projects without Owner Delays56%0%
Contractor Impacts
11Overall Contractor Impacts (Time & Cost)8.9%0.0%
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%
Satisfaction Ratings
16Total Number of Completed Projects70
17Total Number of Client Surveys Returned60
18Percent of Projects Evaluated by Client86%0%
19Average PM Post Project Rating of Contractor8.14285714290
20Average Client Post Project Rating of Contractor8.00.0
21Average Client Post Project Rating of CPPM9.30.0
&C&"Calibri,Bold"&16PROCESS SUMMARY
Report-Teams
General OverviewTEAM 1 (President / University / Admin)TEAM 2Academic Health CenterTEAM 3Provost CollegeTEAM 4Student Affairs / Athletics / Outstate
1Total Number of Projects191450
2Percent of Projects Procured Using PIPS79%86%80%0%
3Total Awarded Cost:$5,359,995$2,821,005$2,353,761$0
4Average Number of Risks per Project38120
Owner Impacts
5Overall Owner Impacts (Time & Cost)7.7%41.3%41.1%0.0%
6Owner Change Order Rate0.6%3.4%20.0%0.0%
7Owner Delay Rate7.2%37.8%21.1%0.0%
8Percent of Projects without Owner Cost Changes63%36%80%0%
9Percent of Projects without Owner Delays68%50%80%0%
Contractor Impacts
10Overall Contractor Impacts (Time & Cost)8.1%19.6%14.8%0.0%
11Contractor Change Order Rate0.1%0.1%-0.8%0.0%
12Contractor Delay Rate8.0%19.6%15.6%0.0%
13Percent of Projects without Contractor Cost Changes95%93%100%0%
14Percent of Projects without Contractor Delays79%79%60%0%
Satisfaction Ratings
15Total Number of Completed Projects4210
16Total Number of Client Surveys Returned3210
17Percent of Projects Evaluated by Client75%100%100%0%
18Average PM Post Project Rating of Contractor6.7510100
19Average Client Post Project Rating of Contractor7.78.58.00.0
20Average Client Post Project Rating of CPPM10.78.57.00.0
&C&"Arial,Bold"&16CLIENT TEAM SUMMARY
Report-PM
General OverviewChuck KonckerGeorge MahowaldJeff NietzMatt StringfellowPaul OelzePete NickelSteve BaileyWycliffe WagandaAdam StrackNancy RudstromKevin RossRoger WegnerTanweer JanjuaIn House
1Total Number of Projects11111141000000
2Total Number of Projects with Weekly Reports113511112325000000
3Percent of Projects Procured Using PIPS36%23%45%100%0%39%50%80%0%0%0%0%0%0%
4Total Awarded Cost:$ 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
5Average Number of Risks per Project5323726109000000
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%
Satisfaction Ratings
13Total Number of Completed Projects10301200000000
14Total Number of Client Surveys Returned00301200000000
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%
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
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
NoProjectIDRisk Analysis FactorAwarded CostAwarded DurationOverall Change Order RateOverall Delay RatePercent of Late ReportsAward TypePM
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
NoProjectIDRisk Analysis FactorAwarded CostAwarded DurationOverall Change Order RateOverall Delay RatePercent of Late ReportsAward Type
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
NoProjectIDRisk Analysis FactorAwarded CostAwarded DurationOverall Change Order RateOverall Delay RatePercent of Late ReportsAward Type
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
NoProjectIDRisk Analysis FactorAwarded CostAwarded DurationOverall Change Order RateOverall Delay RatePercent of Late ReportsAward Type
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
NoProjectIDRisk Analysis FactorAwarded CostAwarded DurationOverall Change Order RateOverall Delay RatePercent of Late ReportsAward Type
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 Owner & Vendor Delay Rate
eluna2:Impacted Owner Delay Rate
eluna2:Impacted Vendor Delay Rate
eluna2:Impacted Owner Delay Rate
eluna2:Impacted Owner & 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
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
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%
&C&"Calibri,Bold"&16CONTRACTOR SUMMARY
Link-RiskyProj
NoProjectIDRisk Analysis FactorAwarded CostAwarded DurationOverall Change Order RateOverall Delay RatePercent of Late ReportsAward TypePMDirector
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%
Satisfaction Ratings
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%
Satisfaction Ratings
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
1Total Number of Projects890
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
6Overall Owner Impacts (Time & Cost)33.5%0.0%
7Owner Change Order Rate4.7%0.0%
8Owner Delay Rate28.9%0.0%
9Percent of Projects without Owner Cost Changes51%0%
10Percent of Projects without Owner Delays56%0%
Contractor Impacts
11Overall Contractor Impacts (Time & Cost)8.9%0.0%
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%
Satisfaction Ratings
16Total Number of Completed Projects70
17Total Number of Client Surveys Returned60
18Percent of Projects Evaluated by Client86%0%
19Average PM Post Project Rating of Contractor8.14285714290
20Average Client Post Project Rating of Contractor8.00.0
21Average Client Post Project Rating of CPPM9.30.0
&C&"Calibri,Bold"&16PROCESS SUMMARY
Report-Teams
General OverviewTEAM 1 (President / University / Admin)TEAM 2Academic Health CenterTEAM 3Provost CollegeTEAM 4Student Affairs / Athletics / Outstate
1Total Number of Projects191450
2Percent of Projects Procured Using PIPS79%86%80%0%
3Total Awarded Cost:$5,359,995$2,821,005$2,353,761$0
4Average Number of Risks per Project38120
Owner Impacts
5Overall Owner Impacts (Time & Cost)7.7%41.3%41.1%0.0%
6Owner Change Order Rate0.6%3.4%20.0%0.0%
7Owner Delay Rate7.2%37.8%21.1%0.0%
8Percent of Projects without Owner Cost Changes63%36%80%0%
9Percent of Projects without Owner Delays68%50%80%0%
Contractor Impacts
10Overall Contractor Impacts (Time & Cost)8.1%19.6%14.8%0.0%
11Contractor Change Order Rate0.1%0.1%-0.8%0.0%
12Contractor Delay Rate8.0%19.6%15.6%0.0%
13Percent of Projects without Contractor Cost Changes95%93%100%0%
14Percent of Projects without Contractor Delays79%79%60%0%
Satisfaction Ratings
15Total Number of Completed Projects4210
16Total Number of Client Surveys Returned3210
17Percent of Projects Evaluated by Client75%100%100%0%
18Average PM Post Project Rating of Contractor6.7510100
19Average Client Post Project Rating of Contractor7.78.58.00.0
20Average Client Post Project Rating of CPPM10.78.57.00.0
&C&"Arial,Bold"&16CLIENT TEAM SUMMARY
Report-PM
General OverviewPM 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8
1Total Number of Projects with Weekly Reports113511112325
2Percent of Projects Procured Using PIPS36%23%45%100%0%39%50%80%
3Total Awarded Cost:$ 5.4 M$ 6.8 M$ 1.2 M$ 1.6 M$ 0.1 M$ 7.0 M$ 0.3 M$ 1.0 M
4Average Number of Risks per Project5323726109
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%
Satisfaction Ratings
13Total Number of Completed Projects10301200
14Total Number of Client Surveys Returned00301200
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%
&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
NoProjectIDRisk Analysis FactorAwarded CostAwarded DurationOverall Change Order RateOverall Delay RatePercent of Late ReportsAward TypePM
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%