Selecting the Best Team for Your Next Project NJASBO - Facilities - - PowerPoint PPT Presentation

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Selecting the Best Team for Your Next Project NJASBO - Facilities - - PowerPoint PPT Presentation

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Selecting the Best Team for Your Next Project NJASBO - Facilities Cracker Barrel Wyndham Garden, Mount Olive, NJ February 25, 2009 Holiday Inn, Runnemede, NJ March 03, 2009 Presenters Chuck Romanoli, CCM Chief Operating Officer

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Selecting the Best Team for Your Next Project

NJASBO - Facilities Cracker Barrel Wyndham Garden, Mount Olive, NJ February 25, 2009 Holiday Inn, Runnemede, NJ March 03, 2009

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3/03/09 Selecting the Best Team Page 2

Presenters

  • Chuck Romanoli, CCM Chief Operating Officer

– GREYHAWK Construction Managers & Consultants

  • Bill Pappalardo, Project Executive

– GREYHAWK Construction Managers & Consultants

  • Rocco R. Vespe, P.E., Director

– Trauner Consulting Services, Inc.

  • Craig Hill, RA Assistant Director of Architecture

– HACBM Architects Engineers Planners

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Agenda

  • Objective
  • Getting Started
  • Roles & Responsibilities
  • Planning Strategically for Success
  • Questions
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Objective

  • BOE to enhance the opportunity for success
  • f its next construction project by:

– Careful selection and effective management of the Design Team, Consultants, and Project Management Team – Understand roles, responsibilities and establish expectations for construction team that align with the District goals and project requirements

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Getting Started

  • Project Team
  • Risky Business
  • Herding Cats
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The Project Team

  • School Board
  • Buildings & Grounds

Committee

  • District Staff &

Administration

  • State Agencies; DOE,

DCA, DEP

  • Local Code Officials
  • Board Attorney
  • Construction Attorney
  • Construction Manager
  • Architect & Engineers
  • Contractors
  • Consultants
  • Testing Agencies
  • Utility Companies
  • Financial Advisors
  • Bond Counsel
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Foster a Cohesive Team

  • Bring team together for introductions, to

establish lines of communication, review roles and responsibilities, discuss expectations

  • Hold regular meetings with your professional

team to review issues, status, progress, provide input, plan ahead, and identify the “ball carrier”

  • Trust and rely on your professionals for

guidance

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Maintain Team Approach

  • Changes will occur, Manage those changes

– Change orders can actually help a project?

  • Disputes will occur, Manage those disputes

– Resolve disputes openly and fairly!

  • Remember the parties perspectives

– Time is the of essence, how is that important?

  • Get independent evaluation

– Use experienced construction attorney!

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Risky Business

  • Differing views and objectives result in a risky

environment for all parties

  • We must understand these views in order to

select the right team members

  • We must understand these views in order to

manage the team members

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Herding Cats

  • Each Team Member has different perspectives

regarding project success

– School Board, Bond Counsel & Financial Advisors: Construction Cost vs. the District’s Budget – District Administrators, Staff, Building and Grounds Committee: Construction Durations as a function of the School-Year Calendar – A/E and Consultant Team: Value-Based Quality- Focused Decision-Making – Construction Managers: District-Focused Project Advocate – Contractors: Bid + Schedule = Profit

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Roles & Responsibilities

  • Selecting the Team
  • Construction Manager
  • Architect & Engineer
  • Agency Consultants
  • Contractors
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Selecting a Qualified Team

  • Develop a qualification-based RFP process reflecting

project needs and defining scope of services

– Establish selection criteria – Review specific project experience – Contact project references – Review key project individuals – Utilize AIA contracts

  • Identify a select group to solicit proposals
  • Shortlist and interview no more than three
  • Remember, this is not a low-bid process!
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Construction Manager’s Role

  • Contract administration
  • Communication, documentation, reporting
  • Assist in selecting and managing

– architects, engineers and consultants – contractors, unions, suppliers – testing agencies, commissioning agents

  • Liaison to NJDOE, NJDCA, NJDEP and Local Code

Officials, etc.

  • Leadership and guidance
  • Keep project moving forward
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CM as Your Advocate!

  • A full-service construction management team can

work as an extension of District Staff.

  • The District can capitalize on the CM expertise in a

cost-efficient as-needed basis to assist in planning and implementing facility requirements.

  • Recommendation: hire a District CM of Record;

– Establish relationships with construction executives who will understand District priorities – Utilize the CM expertise and objectivity in soliciting design professionals and consultants – Objectively recommend proposed project scenarios – Develop and analyze project budgets

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A/ E Team Responsibilities

  • Define facility requirements
  • Existing conditions report for the District
  • Review, coordinate and develop LRFP
  • Efficient and sustainable design
  • Design to budget and project schedule
  • Drive project approvals, navigate DOE, DCA,

SDA, DEP and Local Code Officials.

  • Quality bid package
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Expanding regulations require Agency Consultants

  • Specialized subconsultants

– Hazmat; identify, monitor, remediate

  • Independent inspection agencies

– Earthwork, geotechnical, soils – Foundations and superstructures – Mechanical, electrical and security systems

  • Commissioning Agents

– HVAC and electrical design review – Construction phase monitoring – Testing and balancing

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Newest Member of the Team

  • The Contractor

– Low bid selection process – Change of focus for some team members – Understanding who builds your project – How does the contractor view success – Project construction schedule – Removing roadblocks – Engage proactively

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Planning Strategically for Success

  • What Can Go Wrong
  • Minimize the Cost of Change
  • Minimize Changes
  • Plan for Success
  • Your Success is Our Success

P • L • A • N • N • I • N • G

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What Can Go Wrong ?

  • Permits and Approvals
  • Bid Irregularities
  • Bad Press
  • Accidents
  • Operations Disruption
  • Air Quality Issues
  • Asbestos Abatement
  • Slow Performance
  • Environmental Hazards
  • Construction Delays
  • Unforeseen Conditions
  • Weather
  • Vandalism/Theft
  • Union Action
  • Contractor Defaults
  • Cost Overruns
  • Claims
  • Inferior Workmanship
  • You Name It !!
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Minimize the Cost of Change

Planning Design Procurement Construction Post- Construction

Project Life Cycle Cost of Change

$

Award

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Minimize Changes?

  • Constructability reviews
  • Reasonable milestones
  • Communication
  • Active involvement
  • Effective/efficient contract administration
  • Documentation
  • Document control system
  • Project reporting
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Plan for Success

  • Establish realistic expectations
  • Identify and consider viable options
  • Develop a realistic budget
  • Provide a safe contingency
  • Define facility requirements
  • Develop a Master Summary Schedule
  • Consider impact on existing operations
  • Consider current and future needs
  • Document decisions and logic
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Your Success is Our Success

  • Careful selection of team members
  • Include all parties
  • Clear concise contract documents
  • Manage changes and disputes
  • Realistic project schedule
  • Maintain team approach
  • Get advice
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Questions

  • Chuck Romanoli, CCM Chief Operating Officer
  • Bill Pappalardo, Project Executive

– GREYHAWK Construction Managers & Consultants – 224 Strawbridge Drive, Suite 100 Moorestown, NJ 08705 – 856.722.1800

  • Rocco R. Vespe, P.E. Director

– Trauner Consulting Services – 1617 JFK Boulevard, Suite 600 Philadelphia, PA 19103 – 215.814.6400

  • Craig Hill, RA Assistant Director of Architecture

– HACBM Architects Engineers Planners – 31 East Darrah Lane Lawrenceville, NJ 08648 – 609.452.7779