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Advantages of the Skanska CM Approach
•
Our Resources•
Our Experience
•
Our Project Team•
Project Planning and Approach
•
Key Preconstruction Issues•
Innovation and Technology
Skanska is Local
•
Established in Raleigh in 1918
•
Main office in RTP
•
Over 250 employees
•
$300 million in revenues
•
#1 ranked CM in RTP by The Triangle
Business Journal
The Skanska Learning Center at Heritage Park
Skanska is Green•
ENR #1 Green Builder for 2007•
Over 80 National & Local LEED Accredited Professionals
•
Regional LEED Projects include:–
EPA National Computer Center–
Duke FCIEMAS –
French Family Science Center–
Raleigh Civic & Convention Center
Skanska is Experienced –
CM at Risk
City of Raleigh -
Raleigh Convention Center
Duke University –
French Family Science Center
UNC Hospitals –
North Carolina Cancer Hospital
NC State University –
Engineering Building III
NC State University –
Biomanufacturing, Training & Education Center
Duke University –
FCIEMAS
SCO Certificate
of Merit
Over $1.6 Billion Locally
Since 2001
Skanska is Experienced –
Correctional FacilitiesBuncombe CountyDetention Center
Spartanburg County Jail
Leath
Correctional Institution Union County Law
Enforcement Center
Robeson County Jail
Pender County Correctional Institution
Durham County Detention Facility
Durham County
Emergency Jail
Wake CountyEmergency Jail
Wake CountyPublic Safety Center
Hertford County
Law Enforcement Center
Charlottesville/AlbemarleRegional JailBurke County
Law Enforcement Center
High Performing Teams
What is a Team?Commitment
Trust
Purpose
Communication
Involvement
Process Orientation
Continuous Improvement
Dr. Greg Dale, PhD, Assoc. ProfessorDuke University
Dr. Greg Dale, PhD, Assoc. ProfessorDuke University
Project Team
4 yearsDon Davis
8 yearsSteve Stouthamer
2 yearsKeith Kelly
2 yearsNeal Whaley
25 yearsRandy Hall
14 yearsButch Kessinger
8 yearsBrian Cishek
28 yearsCurtiss Lindler
19 yearsGary Holbrooks
30 yearsRenee Jones
7 yearsDick Cecich
23 yearsTerry Rowe
8 yearsDave Johnson
19 yearsTom Hyzak
22 yearsAllen Jones
23 yearsRandy McNeely
10 yearsScott MacLeod
Local PresenceWake County
ExperienceCommon
ExperienceDesign Team
ExperienceDetention Experience
Local Experience
CM Experience
Team Member
Staff Experience Matrix
A Triangle Based Team with over 250
years of Local Experience & 20
Correctional Facilities
Project Execution Plan
Execute Procedures;
Monitor & Modify
as Necessary
Establish Procedures that Support the Execution Plan
Develop Execution Plan to Achieve Project Objectives
Understand Your Objectives; Translate into Project Objectives
Our Roadmap to Success
•
Design deliverable plan•
Budget management plan•
Schedule management•
Site logistics plan•
Permitting plan•
Communication plan
•
Procurement plan•
LEED management plan•
QA/QC plan•
MWBE management plan•
Safety management plan•
Commissioning plan
Site Planning and Logistics
Construction Phase –
Key Issues
Challenges Solutions
Workforce Orientation
–
keeping site personnel advised of ongoing security & operational considerations
Interface with existing facility
– mechanical,
electrical, and security system tie -ins
Regulatory approvals
– Detention grade materials make late changes difficult and expensive
Commissioning –
All systems must function properly at occupancy
Maintain communications through orientation, pre-task planning, and weekly IFE production meetings
Advanced planning and coordination.
Confirm as-built conditions and establish shut down and tie-in protocol
Incorporate regulatory reviews in overall project schedule and coordinate review meetings as early in construction as feasible
Develop commissioning plan during preconstruction phase. Implement start-up procedures as early as possible
Pre-construction Services
Keys to Success
•
Cost control
•
Maintainability and sustainability of building components
•
Procurement strategies
•
MWBE planning
Basic
Preconstruction
Cost Control . . .
•
Early understanding of project scope
•
Realistic forecasting approach
•
Disciplined cost management program (PCE Process)
•
Regular meeting attendance & reporting
•
Proactive value management process
. . . for effective decision making
Market Knowledge . . .
Construction Cost Escalation
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
2001 2002 2003 2004 2005 2006 2007
Year
Perc
ent I
ncre
ase
RS Means AnnualEscalation
RS Means CompoundedAnnual Esc
ENR Annual Escalation
ENR Compounded AnnualEsc
NC Annual Escalation
NC Compounded AnnualEsc
2 per. Mov. Avg. (NCCompounded Annual Esc)
State Construction $ vs State Population
-
1.00
2.00
3.00
4.00
5.00
6.00
2000 2001 2002 2003 2004 2005 2006 2007Proj
2008Proj
Year
$M /
thou
sand
pop
ulat
ion
NC Const $ / PopPA Const $ / PopNY Const $ / PopILL Const $ / Pop
. . . for Reliable Cost
Information
Cost Control – Cornerstone of our Pre-construction Services
EstimateEstimate
Design & Redesign Design & Redesign
Value Engineer
Value Engineer
The “Old” Way (Design Recipient )The “New” Way (Design Partner)
Value Engineer
Value Engineer
EstimateEstimate
DesignDesign
Estimating Model Study
•
Paired 7’x 11’
Cell Modules, Front V-
Chase
•
70 GSF per cell•
Single Occupancy Cell•
Model Includes–
Cell Doors & Security Hardware–
Polycarbonate Glazed Security Windows
–
Bunks, Desks & Stools–
Combination Toilet/Sink–
Front Mechanical Chase for HVAC, Water & Sewer
•
Multiple Occupancy Cell –
Future Consideration
Estimating Model StudyMasonry Partitions with CIP
Concrete StructureCIP Concrete Partitions and
StructurePrecast Prefabricated Cell
Modules
Initial Module Cost Best Good Poor
Overall Arch./Str. Cost Best Average Average
Overall Facility Cost TBD –
Requires further information
TBD –
Requires further information
TBD –
Requires further information
Schedule Average Average Best
Change Flexibility Best Average Poor
Field Coordination Best Average Average
Life Cycle Cost Good Best Best
Constructability/Maintainability/Sustainability
•
Value Management Reviews with and Eye Towards Long Term Facility Maintainability
•
Involve General Services in Constructability Reviews
•
Identify Service Area Mock-Ups
•
Life Cycle Impacts
Procurement Strategies•
Over 1200 vendors in RTRP –
but we have to keep their interest !!
•
Well Planned Project + CM Team = Peek Sub Interest = Best Value to Wake County
Initial Estimate (Systems)
Estimating for Procurement Planning & GMP (By Bid Package) at 100% CD's
Building Systems Bid Packages
Core & Shell Bid Packages 0100 - Foundations BP201 - Earthwork and Grading 0200 - Substructure BP251 - Utilities 0300 - Superstructure BP261 - Paving and Walks 0400 - Exterior Envelope BP291 - Landscaping and Irrigation 0500 - Roofing BP301 - Concrete Foundations 0610 - Interior Partitioning BP302 - Concrete Flatwork 0620 - 0699 - Common Area Finishes BP401 - CMU Construction 0700 - Conveying Systems BP402 - Stone Masonry 0800 - Mechanical Systems - Core Elements BP501 - Structural Steel 0900 - Electrical Systems - Core Elements BP502 - Miscellaneous Metals 1000 - General Requirements BP601 - Millwork
BP701 - WaterproofingBP702 - Metal Roofing
Interior Construction BP703 - Slate Roofing 0300 - Miscellaneous Metals BP704 - Membrane Roofing 0605 - Millwork BP801 - Doors, Frames and Hardware 0620 - Ceiling Finishes BP802 - Aluminum Windows and Curtainwall 0630 - Floor Finishes BP901 - Drywall and Rough Carpentry 0640 - Wall Finishes BP902 - Acoustical Ceilings 0650 - Specialties BP903 - Resilient Flooring 1100 - Casework and Cabinetry BP904 - Epoxy Flooring 0800 - Mechanical Systems - Space Fit-Out BP905 - Painting and Wallcovering 0900 - Electrical Systems - Space Fit-Out BP1000 - Specialties
BP1101 - Vivarium Equipment 1100 - Equipment BP1102 - Lab Equipment 1200 - Site Development BP1201 - Lab Casework and Cabinetry
BP1301 - Cold RoomsBP1501 - Fire ProtectionBP1502 - PlumbingBP1503 - HVAC and ControlsBP1601 - ElectricalBP1602 - TelecommunicationsBP1603 - Security
CM Indirects CM Indirects Construction Contingency Construction Contingency Owner Indirects Owner Indirects Design and Engineering Design and Engineering FF&E FF&E Specialty Equipment Specialty Equipment Owner's Project Contingency Owner's Project Contingency
Benefits: Benefits: Facilitates VE Targeting Establishes Budgets for Each Package Allows Benchmarking to similar projects Matches the Market Make-Up
Becomes the Basis for Construction Accounting
Initi
al V
endo
rs ID
’dan
d C
onta
cted
Preq
ualif
icat
ion
Proj
ect
Bidd
ing
Preconstruction Phase
Subc
ontr
acto
rs
Investing in Our Community
1.
Identify Resources
2.
Outreach Strategies
3.
Recruitment & Procurement
4.
Technical Resource Assistance
5.
Financial Assistance Plan
6.
Reduces Barrier Packaging
7.
2nd
Tier Strategies
8.
Monitoring & Reporting
MWBE Management Plan Executive Board Member
Committee Member
TrainingPartner
Committee Chairman
Investing in Our Community
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%
Percent of Contract Value
NCSU Biomanufacturing Center
GSK CAF Project
Duke Healthcare Ral eigh Central Plant
UNC-CH Jackson Circl e parking Deck
UNC-CH Morrison Hal l Residence Hal l
UNC Cancer Center
Ral eigh Convention Center
ECU Residence Hal l
UNC-CH MKA Renovations
EPA National Computer Center
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%
Percent of Contract Value
NCSU Biomanufacturing Center
GSK CAF Project
Duke Healthcare Ral eigh Central Plant
UNC-CH Jackson Circl e parking Deck
UNC-CH Morrison Hal l Residence Hal l
UNC Cancer Center
Ral eigh Convention Center
ECU Residence Hal l
UNC-CH MKA Renovations
EPA National Computer Center
“…many contractors talk a good talk, however, nothing matters except results and we are very pleased with the results! ... the Raleigh Convention Center job is currently reporting 27.2%! This is a wonderful accomplishment, and a true testament to your commitment to this important initiative. “ Lawrence E. Wray
City of Raleigh
Production
Waiting
Moving
40%
30%
30%
Innovation & Technology . . .
. . . Improving Outcomes
Improving Communication with Trades
In-house CADD Coordination to Assist in Project Planning & Design Clarification
Improving Coordination . . .
In –house Clash Detection to Avoid Delays
Prefabrication to improve field production
… for improved schedules
Improving Quality . . .
Utilization of Full Scale Mock-ups
. . . to prevent rework and maintenance issues
Documentation of installed Conditions
Improving the Work Environment
An Approach Targeted at a Better Quality of
Work Life
Advantages of the Skanska CM Approach
ResourcesExperience
PeopleCommitment
HDR Architecture
Spartanburg Co. Law Enforcement Center
Federal Law EnforcementTraining Center
University of VirginiaBiomedical
Engineering & Medical Sciences
Building
Cooper River BridgeCharleston, SC
Wake County
Wake CountyPublic Safety Center
Wake CountyEva Perry Memorial Library
Wake CountySunnybrook Community Health Building
Little Diversified
Mecklenburg County Pre-Trial Detention Structure
University of North CarolinaMorrison Residence Hall Renovation
Tompkins Associates Central Campus
Greensboro CollegeProctor Hall
Agora DevelopmentsFalls Village Shopping Center
Skanska USA OfficesMultiple Locations
A Partnering Approach to Success
Wake CountyEmergency Jail
Wake CountyEast Regional Library
Wake CountyFalstaff Human Services Center
The Triangle is Our Home . . .
Raising the Standard in the Triangle . . .Raising the Standard in the Triangle . . .2007 #1 Construction
Manager in the Triangle by the Triangle Business Journal
2007 Raleigh News & Observer’s Greenest Office
Award winner
2007 Triangle Business Journal’s Best Places to
Work Award winner
2007 Durham Chamber of Commerce’s Circle of
Influence Diversity Award winner
2007 Sustainable North Carolina Environmental
Leadership Award winner
2007/2008 Impact Business Leaders in the Triangle by
Business Leader magazine - Scott MacLeod