John Graef
Construction Management Option
The CalvertHallCollegeHigh School
Tuesday, October 28, 2004
Technical Assignment #2
A) Assemblies Estimate Summary - Cost Work
Assemblies Estimate Appendix A
Takeoff for the cavert hall project including assumptions
Structural Systems
Step by Step
Location Factor: Maryland - Baltimore 21204
Some work was not done by union. Not able to change
Year 2004 current not need to change
Building Size 40,000 sq ft
Foundation
Foundation: 4” reinforced concrete- 10,000 sq ft.
Strip Footings: Soil 4ksf -wall load - 4000 24” wide 8 in deep 480 LF use 3.9ksf
Closes but not exact. This is off by .1ksf. Should give a good number
Caissons - 40 kfs – 3000 psi concrete - total 10
Assumed that the ground is stable ground
Interior column spread footing – 3000 psi- 3 sq ft x 12 in deep – 40kip - total of 15
I will use 50kip. This should be a little high because a rounded up to the next closest. All other items matched.
Exterior column spread footing – spread footing – 3000 psi 3.5 sq ft– total of 18
Exact match
Sub-draining Piping – PVP – 4” diameter – 480 LF
Super structure
Steel Columns-floors 1 to 3 -14 ft each - total of 33 columns per floor–total per floor 99ft
3rd floor total = 1386 VLF
4th floor - 17’ 5” each - 33 per floor: total 574.2 VLF
A total of 1960.2VLF
Steel columns - 14 ft unsupported -100 kip load 14ft supported first 3 floors.
100 kip load 17.5ft
Assumed: 16ft
Assumed: 5in
Beams-bay size typically 25 x 25 -100psf - 3 floors - a total of 30,000 sq ft
Rounded up to 125psf
Roof also 25 x 25 but Superimposes load 30psf - a total of 10,000ft - used 40 psf
Composite Bean Cast in place slab -Typically 25 x 25 - superimposed load 125
Total of 20,000 sq ft
Fire Proofing
Fire Proofing - 8 in Concrete total of 1960 VLF
Summary
The CalvertHallCollegeHigh School compared well with Cost Work. This program took care of the location factor and the time factor did not need adjusted. I was not able to change union factor. Some of the work was not done with a union and this could affect the outcome. When I had to pick between two numbers, I always rounded up to the next closes number. Most of my comparisons were exact. All assumption made are stated in the takeoff notes.
Easy Comparison
Concrete – 343,800+53,000/40,000 =9.92 dollars per sq ft
Steel – 28,690+11,820/(1386+572)= 20.79
Contracts
Project Organization Chart Appendix B
SBE&R had primarily two contracts. The 1st contract was for preconstruction work and the 2ndcontract was for general conditions and fees. SBE&R bids the project and the cost of the work plus change orders. The contracts are form A1A. They are standard form AIA-111 1997; Standard contract between an owner and the contractor. The other contract is A1A documents A201, 1997. This contract includes the supplementary general conditions. Then the contracts between SBE&R and the subcontractors are standard SBE&R contracts.
How was a contract selected?
Gaudreau Architects invited STE&R to submit a technical and fee proposal. In the guide-line for the proposal the architect requestedAIA-111 contracts. SBE&R mostly uses A1A contract and agreed to use the outlined AIA-111 contracts. SBE&R have worked with the same architect in the past and have use the same contracts with them.
I have requested an edited copy of the contracts and hope to receive them in a few days.
Bonds and insurance that was required
1)Workman compensation
2)Builder Risk Insurance
3)Professional Liability Insurance
4)Performance Bond
Appropriateness of the contract type and delivery system
This system is appropriate forThe Calvert Hall Project. Calvert hall doses have some experience with construction but not enough to handle the management that is needed for a successful construction project. SBE&R is the Construction Manager and is responsible for providing a high-quality job on-time and to the owner satisfaction. Hiring the right construction company takes the pressure off the owner. Calvert Hall wants to provide a good education to the students and they do not want to be distracted with construction.
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Staffing Plan
Staff Plan Appendix C
President / CEO - Bill Struver
Founding owner - Controls business aspect of company
Project Manager- Fred Struever
Founding owner - Manages all project, superintendent, and construction sites
Superintendent – Charles Lindemore
Quality of work, safety, and timely completion - authority to stop work
Project Executive -Kevin Callahan
Managing project managers
Project Manager-Bill Reed
Oversee the entire project
Foreman- Josh Helt & Andrew Smith
The CalvertHallCollegeHigh School, SBE&R, have a simple organization chart.
All projects are watch over by Bill Struever and Fred Struever. These two brothers founded SBE&R and have become highly respected throughout the construction industry and in the local community. Kevin Callahan is the Project Executive and is responsible for managing project managers. The Project Executive is involved early into the project. He is responsible for monitoring the cash flow and profits. He will work with the superintendent and the project manager. Bill Reed is the project manager for the Calvert Hall College High School Project. He oversees the entire project and is responsible for working with the project superintendent and the foreman. The Project Managers is involved with some of the estimating and project organization. His job also includes writing contracts to the subcontractors, managing change orders, billing, and coordination with design team. The superintendent, Charles Lindemore, directs all job site field forces and the site itself. The superintendent is responsible for performance of the field operations. He has authority to make decisions with the Project Manager permission. The Project Manager and the Project superintendent are expected to communicate regularly. The superintendent will be assisted by a general superintendent. The General Superintendent will be responsible for inspections, manpower, equipment, and help with safety. Then the have there field carpenters which handle safety items such as barricades, temporary railings and handrails. The carpenterworks under the superintendent and does what needs to be done. SBE&R in-houses all carpenter work. This has proven to be a successful division for SBE&R and has helped the company produce quality work.
STE&R put together a staffing plan for the Calvert Hall College High with consideration on who they placed on the project. SBE&R has worked with the architect before on previous projects and were able to assign personal from past projects to The Calvert Hall College High School Project. The main staff that was selected had relevant experience building schools and educational buildings. A good staff early in the project is important to completing a job successfully.
Design Coordination
The scope of Mechanical / Electrical / Plumbing (MEP) coordination required for the project.
The Architect coordinates the design. They hired Century Engineering witch handled the civil engineer, structural engineer, mechanical engineer, and electrical engineer. Century engineering teams handled the coordination and put together the contract documents. The designs comein a couple different stages. First are the conceptual drawings, then the development plains are completed. Finally STE&R will receive the construction documents. SBE&R works directly with the architect and coordinated with the design team. Any questions about the design would be written as a “Request For Information” and the question arerecorded into a tracking log. This is done to insure that questions get answered. The bill then goes to the architect for review and approval. The architect then forwardsthe bill to the owner. All the pricing will go to the architect.
The project Design Coordination was simplified mainly because Century Engineering handles the Mechanical / Electrical / Plumbing design. When a single company handles the MEP coordination problems become easily seen. The architect also understood that MEP coordination can be hard. They left a floor to floor height of 14 feet and a floor to ceiling is 9 feet 6inches. This leaves a ceiling to floor height of 4 feet 6 inches. The average I beam was W12 and W14. This leaves an average 3feet 6inchesfor the MEP work. The architect that designs this building understood how complex the design system can be. They left a large space to reduce problems with MEP. The architect also placed bathrooms in about the same place on each floor. It is not until the 3rdfloor beforethe plumbing changes. Even on this floor the design is simple. The mechanical system which is a HVAC system is where coordination can get difficult.
SBE&R shop drawing preparation and review processadopted for the Calvert Hall Project
1)“A list of submittal items will be compiled, including the list of required shop drawings, by the PM and Superintendent between the time of the bids and notice to proceed”
2)“The Shop drawing submittal schedule will be included in the subcontractor and vendor contracts.”
3)“Shop Drawing submittal and approvals will be conditions of the subcontractor payment.”
4)A/E approved drawings will be returned to the submitting prime subcontractor, as well and other subcontractors”
5)“The PM and/or Superintendent will review the list of approved shop drawings with the subcontractor foreman at their weekly on site meeting”
6)“The PM and/or Superintendent will review the list of approved shop drawings with the project architect and owner’s representative”
7)“The Submittal Log (which will include information in the shop drawings) will be review and included in the progress meeting minutes.”
How to reach theMEP coordinated
Techniques for MEP coordination
1)Constructible review
2)Quantity Takeoffs
3)Review plan and specifications
4)Confirmation specified materials
5)Careful review of the scope of work of the subcontractors
6)Identifying the critical path
7)Accurate record
8)Regular inspection
9)Pre-construction meetings
10)Pre-installation meetings
11)Regular coordination meetings between contractors
12)Weekly foreman’s meetings
13)Bi-weekly progress meeting minutes
What areas of the project present the greatest coordination challenges?
The greatest challenge will take place on the 1st floor and the 3rd floor. The 1st floor challenge will be the leaning curve. Any problems that may come up can be fixed for the 2nd and 4th floor. The 3rd floor has its own challenge because the systems are more complex.
Have any field conflicts arisen with structural and MEP systems?
Because of the MEP coordination that SBR&R practices no major conflicts happened.
Critical Industry Issues
Session 2-C: integrated Design and Construction II – The role technology
What Aspects of distribution teams challenge the design and construction process?
The basic response that seemed to be the underlining challenges was communication. The lack of communication contributes to a lack of coordination. The lack of coordination makes it hard to see the problems. Communication could be a language, codes, unit of measure, local law, codes, local work force, or even the time zone difference. Working with distribution teams with relations, trusts, and accountably can be somewhat lost working long distances. It is hard to replace the one-on-one communication.
What is the impact of globalization on the AEC industry?
The fact thatglobalization is driving down fee is an important factor for the industry. Globalization can contribute to lowing price of design, labor, materials, or resources. Low prices can lead to lower building cost. This could open up doors to owner and contractor with certain caution. First, a common design in one part the world may not the common construction technique in the other part. Globalization may cause problem with time issues. Globalization is more limited with time issues mainly because of reaction time can be slower. In addition, the different between time zones could be up to 12 hours. Local condition and the local workforce wouldn’t necessary be recognized or even understood by the designer. Local materials could also be overlooked.
What can people do to better prepare for the changes occurring from globalization?
Early involvement will help with any changes that may occur with globalization. Local peer review and a local consultant will help with communication. Conferencing is an additional way to help build a strong understanding of the projects. Web based Conferencing has become a powerful method to keep everyone informed. Companies have found that it is important to set a side extra money for travel expenses. The underlining rule was that low cost may not always be the best solution.
Challenges
Time consuming
Hard to see it
Lack of coordination
fabrication of product
Knowledge of local condition / codes
Personal relations/ trust / accountably
Limited time
Work Force
Reaction time
Impact of Globalization
Driving down fees
Could have more front end planning
May be less review by owner
Web management
How to get team buy in
How do you integrate with paper
Get into field
The right people using the system
Solution
Local peer reviews/ local consultant
Strong CM to integrate team
Team
Conferencing
Travel
Low cast may not be the best
Early involvement
A-2 Emerging Markets: Green & High performance
Markets: slowly entering green
Cost effect Trade off
Good design practices
Over 50% are Government building
Point VS cost effect
Owner
Look good to other people
What is Leeds
People know to ask for Leeds
How life cost of building
What thing can be done to make LeedBuilding?
Solution
Education may help
Reduce Packing
1) Why owners are asking for green building ( turner Gurver )
Different owner may have different reasons for selecting to build a green building. One could be the good reputation of owning a green building. Show that the company has compassion for the environment and wants to help. Or an owner could like the long term saving that a Leed rated building would offer. The fact that the lifecycle cost of the building is lower will have huge saving for the owner. Leed buildings also tent to have a better environment to work in. A more productive office could be a contribution factor for the owner. In some cases tax brakes and discounted energy have been offered for a Leed rated buildings. But a very important fact is that people are becoming more education about Leed or green building. As awareness goes up we should see a higher percentage of building that are LEED rated.
2) How are Changing perceptions of ROI affecting how contractors are selected for building projects?
The most important in industry seems to be a Point VS Cost effect. A good design practice is always the best policy. However in some cases contractors and owners have been finding “loop poles” in getting points. It is important to think about the points vs. Cost effect wile also comparing it to its actual benefits. As more people become educated with a Leed or Green style building involvement will increase. As involvement increases more cost effect design will be discovered.
3) What are the true benefits of LEED to owners?
Of course, saving the environment is always important. Another benefit is the reduced long-term cost for the lifecycle of the building. Providing employees with a good environment to work in can increase productive. A Leed rated building in most cases will also help the overall Real Estate value of the building.
4 )What are the larger impacts of recycling on site management?
A good recycling program needs communication. The subcontractors need to understand that a recycling program is in place. Explain what materials can be recycled is important. The recycling program needs to be appealing for the worker. Bins and shuts need to be placed throughout the worksite.
What is LEED?
“The LEED (Leadership in Energy and Environmental Design) Green Building Rating System® is a voluntary, consensus-based national standard for developing high-performance, sustainable buildings”
LEED was created to
- “define "green building" by establishing a common standard of measurement”
- “promote integrated, whole-building design practices”
- “recognize environmental leadership in the building industry”
- “stimulate green competition”
- “raise consumer awareness of green building benefits”
- “transform the building market”
Mission of Leed
“Leed Encourage and accelerates global adoption of sustainable green building and development practices through the creation and implementation of universally understood and accepted standards, tools and performance criteria.”
E3 and E4
Creating a Learning Culture
How can entry level employees be motivated to learn and grow in organization?
Members of industry referred to new employee as “sponges”. This was referring to the idea that new employees tend to soak up as much information as they can. Motivation for a new employee may be the chance to apply there education to the real world. People of industry feel that a mentor is a good tool for keeping young employees motivated. A mentor program is good for a “sponge” to understand how the company wants them to grow.
What passions drive future leaders?
An employee passion to move up in the industry could be the driving factor. The idea of more power and control could be an incentive. A “future leaders” may be inspired by there mentor. This person can show what it takes to be a successful leader. A mentoring program was a repeating solution and highly accepted in the construction industry. I personally feel that some people have natural ability to be a leader. Even though leadership skills are teachable; what makes a good leader has been debated for a long time.
What motivations young construction professionals to learn?
This motivation may come from a personal desirer to do well in the construction companies. Money may be an important factor.
How do organizations foster personal initiative for learning?
Many companies practice different types of education. Once again the mentoring program is a great way to teach new employees. Some companies will also pay or reimburse employees to take class. A number of companies will “in-house” classes. A solution that was talked about was the idea of moving people around in the company.