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Project Plan for the new Middle Tennessee State University Medical Center

By

Group #3

Executive Summary: ModernBuild’s Special Project Office proposes a project plan to capitally fund, design, construct, and operate a 31,000 square foot Class-A type medical office space on the campus of Middle Tennessee State University. With the growing enrollment at the University coupled with the growing demand for modern teaching facilities and a restrained capital budget, implementation of this plan would generate substantial revenue for both ModernBuild and Middle Tennessee State University. The total cost of the project is $16,250,000 and it will take eleven months to construct.

Project Description:

2.1. Project Scope:

2.1.1. Design, construct and operate for Middle Tennessee State University a

31,000 square foot Greenfield LEED Silver Medical Office Building and adjacent parking areas that meet municipal and University standards for appearance, efficiency, economy, usefulness and safety. This medical office building shall be constructed using industry standard methods for buildings of similar nature having met all local and state building codes, as well as satisfied all codes set forth by the International Building Code and having used materials and methods approved to the latest standards set forth by the American National Standards Institute, American Society for Testing and Materials, National Fire Protection Association, United States Green Building Council and the Occupational Safety and Health Administration. The construction of this medical office building will be financed by ModernBuild Corporation with a subsequent ownership rights, occupancy contracts, operational management, and land lease for the next thirty years from the date of occupancy at which point ModernBuild Corporation will offer ownership rights to the University. During the thirty years of ownership by ModernBuild Corporation, the University will be bound to a predetermined, mutually agreeable leasing contract with ModernBuild Corporation that meets future market value. Project to be carried out by ModernBuild Corporation’s Special Projects Office with full access to all available resources at our company. ModernBuild Corporation architectural design services, construction, and real estate staff, facility and budget assigned to the SPO team at the direction of SPO Team Leader. Project documents and specifications will be available upon the acceptance of the Design Development Agreement by Middle Tennessee State University. Project to be designed, constructed and operated using

ModernBuild’s standard practices. ModernBuild Corporation’s Board of Directors to advise project throughout with SPO and assign SPO team members and manager. Upon acceptance of the Design Development Agreement, 100% construction documents will be ready by 05/13/13. Estimated construction schedule delivers project by 2/24/14 and receives Certificate of Occupancy by 2/23/14 at which point thirty-year lease begins with University. Initial costs for design, financing, construction, and operational management is estimated to be $16 million with an estimated cash flow of $1,425,000 per year for thirty years.

2.1.2. Work Breakdown Structure and Index:

Level 0 Level 1 Level 2 Level 3 Level 4 Level 5

1 Construction 1.1 Preconstruction 1.1.1 Estimate 1.1.1.1 Subcontractors & Vendors

1.1.1.1.1 Develop Project Requests for Pricing

1.1.1.1.2 Determine Subcontractor Market

1.1.1.1.2.1 Solicit Material Suppliers

1.1.1.1.2.2 Solicit Trade Associations

1.1.1.1.2.3 Solicit Chamber of Commerce

1.1.1.1.3 Qualify Subcontractors

1.1.1.1.3.1 Determine Bonding Capacity

1.1.1.1.3.2 Determine Experience

1.1.1.1.3.3 Check References

1.1.1.1.4 Bidding Packages

1.1.1.1.4.1 Develop Packages

1.1.1.1.4.2 Distribute Packages

1.1.1.1.5 Documentation 1.1.1.1.5.1 Organize Bidding Documents

1.1.1.1.5.2 Distribute Bidding Documents

1.1.1.1.6 Bid Date 1.1.1.1.6.1 Select Bidding Date and Time

1.1.1.1.6.2 Designate Acceptable Forms of Submission

1.1.1.1.7 Buyout 1.1.1.1.7.1 Evaluate Subcontractor and Vendor Proposals

1.1.1.1.7.2 Obtain Cost Adjustments from Subs/Vendors if Necessary

1.1.1.2 General Conditions

1.1.1.2.1 Personnel 1.1.1.2.1.1 Determine General Contractor Personnel Requirements

1.1.1.2.1.2 Assign Personnel

1.1.1.2.2 Facilities 1.1.1.2.2.1 Determine Trailer Requirements

1.1.1.2.2.2 Determine Port-a-Let Needs

1.1.1.2.3 Temporary Conditions

1.1.1.2.3.1 Build Construction Entrance

1.1.1.2.3.2 Construct Temporary Fence

1.1.1.2.3.3 Establish Temporary Power & Potable/Non-Potable Water

1.1.1.2.3.4 Hire Photography Company

1.1.1.2.4 Project Documentation

1.1.1.2.4.1 Organize Requests for Identification and Response

1.1.1.2.4.2 Organize Addenda

1.1.1.2.4.3 Organize Subcontracts and Work Orders

1.1.1.2.4.4 Organize Payment Documents and Processes

1.1.1.2.5 Equipment 1.1.1.2.5.1 Determine General Contractor Equipment Need

1.1.1.2.5.2 Mobilize Equipment to Site

1.1.1.3 Quantity Analysis

1.1.1.3.1 BIM 1.1.1.3.1.1 Determine Quantifiable Data from Model

1.1.1.3.1.2 Extract Schedule Data from Model

1.1.1.3.2 Conventional Analysis

1.1.1.3.2.1 Compare BIM Data to Conventional Takeoff Methods

1.1.1.3.2.2 Quantify Project Scope

1.1.2 Schedule 1.1.2.1 Critical Path Method

1.1.2.1.1 Determine Critical Path

1.1.2.1.2 Determine Milestone Dates for

Critical Path

1.1.2.1.3 Determine Long Lead

Items

1.1.2.2 Estimate Analysis

1.1.2.2.1 Review Quantity

Survey

1.1.2.2.2 Establish Baseline Task List based off

of Quantity Survey

1.1.2.3 Durations 1.1.2.3.1 Assign Durations to

Task Lists

1.1.2.3.2 Designate Predecessors

for Task List

1.1.2.3.3 Establish Start Date &

Baseline for Critical Path

Items

1.1.3 Documentation 1.1.3.1 Execute Subcontracts

1.1.3.2 Distribute Official

Addenda & RFIs

1.1.3.3 Monitor Payment

Processes

1.2 Operations 1.2.1 Buyout 1.2.1.1 Review Preconstruction Buyout Notes &

Logs

1.2.1.2 Interview Subcontractors

& Key Personnel

1.2.1.3 Determine Lowest

Qualified Bidder

1.2.1.4 Award Subcontracts

1.2.1.5 Initiate Long Lead Item

Procurement

1.2.2 Mobilization 1.2.2.1 Mobilize Temporary

Offices

1.2.2.2 Build Construction

Entrance

1.2.2.3 Construct Temporary

Fencing

1.2.2.4 Assign Subcontractor

Laydown & Parking Area

1.2.2.5 Connect Temporary

Power & Water Hookups

1.2.3 Construction 1.2.3.1 Site 1.2.3.1.1 Establish Erosion Control

Measures

1.2.3.1.2 Clear & Grub Site

1.2.3.1.3 Mass Excavation of

Site

1.2.3.1.4 Site Utility Trenching,

Installation, & Backfill

1.2.3.1.5 Site Curb and Gutter

Installation

1.2.3.1.6 Site Paving Basecoat &

Topcoat

1.2.3.2 Building 1.2.3.2.1 Excavate & Pour Footings

1.2.3.2.2 Rough-In MEP

1.2.3.2.3 Erect Structural Steel Columns

and Beams

1.2.3.2.4 Frame Exterior Walls

1.2.3.2.5 Install Metal Decking and

Roof

1.2.3.2.6 Install Roofing Insulation and

Membrane

1.2.3.2.7 Install Windows

1.2.3.2.8 Install Weather Barrier

1.2.3.2.9 Install Brick Façade

1.2.3.2.10 Install EIFS Façade

1.2.3.2.11 Frame Interior Walls

1.2.3.2.12 Rough-In MEP In-Wall

Components

1.2.3.2.13 Hang Drywall

1.2.3.2.14 Tape & Finish Drywall

1.2.3.2.15 Paint Base Coat of Paint

1.2.3.2.16 Set RTUs

1.2.3.2.17 Begin Running HVAC Main

Lines

1.2.3.2.18 Install Doors, Frames and

Hardware

1.2.3.2.19 Run HVAC Branch Lines

1.2.3.2.20 Install Casework

1.2.3.2.21 Install Ceilings

1.2.3.2.22 Complete Above Ceiling

Inspections

1.2.3.2.23 Install Flooring

1.2.3.2.24 Apply Final Coat of Paint

1.2.3.2.25 MEP Finish Out

1.2.3.2.26 Final Cleaning

1.2.4 Demobilization 1.2.4.1 Project Closeout

Documents

1.2.4.2 Apply for Certificate of

Occupancy

1.2.4.3 Complete Punch- List Items

1.2.4.4 MEP Commissioning

1.2.4.5 Turn Building Over to Owner

1.2.4.6 Begin Facilities Management

Training

2.2. Project Deliverables

2.2.1. Site

2.2.1.1. 3.42 acre fully sodded and irrigated site with 4” concrete sidewalks, TDOT light duty asphalt paving, TDOT heavy duty asphalt paving, TDOT standard profile curb and gutter, ADA- approved handicap signs, precast concrete wheel stops, and 30’ double fixture light poles and bases.

2.2.2. Building

2.2.2.1. A 31,000 square foot LEED silver Medical Office Building to be constructed using industry standard methods for buildings of similar nature having met all local and state building codes, as well as satisfied all codes set for by the International Building Code and having used materials and methods approved to the latest standards set forth by the American National Standards Institute, American Society for Testing and Materials, National Fire Protection Association, United States Green Building Council, the Tennessee Occupational Safety and Health Administration and all other Authorities Having Jurisdiction. Components produced by the project consist of a mutually agreeable leasing contract, a Design Development Agreement, All required construction documents, a construction schedule, and Certificate of Occupancy. Project will be considered complete when the construction schedule is fulfilled according to specifications, and all building inspections satisfied to allow occupancy. This project will also deliver a thirty-year operating lease with the University in which ModernBuild will operate and maintain the daily functions of the building while leasing occupancy back to the University. At the conclusion of this lease, the University will be offered a title in ownership of the building and adjacent parking areas.

2.2.3. Mechanical/Electrical 2.2.3.1. Space fully conditioned and powered to meet LEED Silver

Requirements. Includes two rooftop self-packaged high efficiency heating and cooling units.

2.2.4. Operational

2.2.4.1. 28 patient exam rooms 1 pulmonary laboratory 1 chemo/intravenous laboratory 6 classrooms

2.3. Constraints and Assumptions

2.3.1. Constraints 2.3.1.1. Site is approximately 3.42 acres in size and parking

requirements have exhausted the available site from additional parking.

2.3.1.2. Regional labor markets have experienced an uptick is workload, leaving availability for labor harder to come by.

2.3.1.3. Financial institutions have increased credit standards for commercial construction loans.

2.3.1.4. Parking spaces required by local codes are 1 for every 5 occupants. Limited lot size.

2.3.1.5. Local municipalities must approve construction storm water management plan.

2.3.1.6. Weather delays have been estimated to into the schedule. Further delays have not been accounted for.

2.3.1.7. University building code does not allow buildings taller than forty-five feet

2.3.1.8. Site signage must meet University standards 2.3.1.9. Mechanical, electrical and plumbing systems must meet LEED

Silver standards for efficiency. 2.3.1.10. Above ceiling space is limited to 3’-8”. 2.3.1.11. Flow rates for domestic water have minimum size

requirements of 1-1/2” for any pressurized pipe. 2.3.1.12. All doors must meet FSC accreditation requirements for

responsibly-sourced wood. 2.3.1.13. Local municipalities have strict codes regarding storm water

management protection and maintenance. 2.3.1.14. Historical temperatures for the area eliminate more cost-

efficient options for heating and cooling systems.

2.3.2. Assumptions 2.3.2.1. Standard 40-hour workweek has been assumed. Accelerated

scheduling has not been accounted for. 2.3.2.2. Weather delays have been assumed to meet NOA standards

and projections. 2.3.2.3. Subcontractor market is viable to competitively bid this

project. 2.3.2.4. Access to site will be unobstructed during the duration of the

project. 2.3.2.5. Deliveries will be scheduled and arrive on time. 2.3.2.6. Subcontractors will provide competent crews to complete their

contracted tasks.

2.3.2.7. Local municipalities and political organizations will be compatible and assistance will be given without issue.

2.3.2.8. Building will be constructed to project plans and specifications without any major changes.

2.4. Potential Risks and Categories

2.4.1. Technical 2.4.1.1. Structural design is insufficient in dealing with loads and

stresses as calculated. 2.4.1.2. Site design overburdens storm water management system. 2.4.1.3. Issue with acquiring land from University 2.4.1.4. Change of scope from University after all major subcontracts

have been executed. 2.4.1.5. Design of project does not support energy conservation

requirements set forth by the LEED council. 2.4.1.6. Material availability is limited due to unforeseen

circumstances 2.4.1.7. Material price escalation increase due to availability of raw

materials 2.4.1.8. Building components installed incorrectly; components do not

pass inspection qualifications 2.4.1.9. Building Information Model (BIM) is deemed unreliable in

preconstruction phase, causing additional funds to complete 2.4.1.10. Preconstruction fees are not accounted for in estimate

2.4.2. Project Management

2.4.2.1. Subcontractors default due to financial stress and cannot faithfully execute the subcontract

2.4.2.2. Project manager is not qualified to competently oversee the project activities

2.4.2.3. Project management team is overloaded with personnel and becomes redundant

2.4.2.4. Errors and omissions in base schedule and/or estimate causing costly change orders

2.4.2.5. Labor strikes from unionized contractors 2.4.2.6. Safety of on-site personnel during the construction phase 2.4.2.7. Owner change in project scope during or after project scope

completion 2.4.2.8. Project documents filed incorrectly or are not filed at all,

causing delays in the project schedule or unforeseen damages

2.4.3. Organizational 2.4.3.1. Upper management support team fails to address project

teams needs 2.4.3.2. Financial distress within ModernBuild causing project default

2.4.3.3. Prime contractor bonding capacity met and unable to prescribe bond for the project

2.4.3.4. Project management support staff underdeveloped, leaving project management team to become overburdened with work

2.4.3.5. Other project wins requiring team members to become reassigned

2.4.3.6. Owner team unsatisfied with project management team causing team to become ineffective

2.4.4. External 2.4.4.1. Acts of God, theft, vandalism at project site causing key

shutdown, loss of materials, rework, etc. 2.4.4.2. Subcontractor misrepresentation during buyout meetings

causing change orders later in project 2.4.4.3. Undocumented workers on-site becoming injured, or being

reported by other mean causing project shutdown 2.4.4.4. Local political organizations resist the implementation of the

project in the community 2.4.4.5. University becomes insolvent and unable to meet the

agreements of the leasing contract

2.5. Integrated Project Reviews

2.5.1. Project Metrics 2.5.1.1. Construction Metrics

2.5.1.1.1. Weekly jobsite coordination meetings to be conducted on the first day of the work week to review the following:

2.5.1.1.1.1. Actual Project Schedule vs. Projected Schedule 2.5.1.1.1.2. Critical Path Items 2.5.1.1.1.3. Long Lead Item Procurement 2.5.1.1.1.4. Safety Updates 2.5.1.1.1.5. Potential Change Items 2.5.1.1.1.6. Scope Coordination between trades 2.5.1.1.1.7. 2-week outlook

2.5.1.1.2. Daily progress reports to be submitted by on-site subcontractors and vendors detailing their crew size, hours worked, work performed, location of work performed, coordination issues, and work to be completed for the week.

2.5.1.1.3. Subcontractor pay applications will be withheld if this information is not kept up-to-date

2.5.1.1.4. Monthly executive meetings detailing overall project progress, schedule and cost management, milestone dates, issues and concerns, potential changes, and major coordination items.

2.5.1.1.5. Superintendent to complete daily logs of resources used as allocated by the estimate. Report should include over-usage

vs. under-usage and cost impact. It should also address any needs not specifically addressed in the general conditions estimate.

2.5.1.2. Design Metrics 2.5.1.2.1. Test, balance and third-party commissioning agent to

test mechanical equipment and system at the 95% of the project to ensure that system is operating to design requirements

2.5.1.2.2. Structural engineering to conduct field-testing at predetermined milestone dates during the construction of the building structure to analyze structural integrity of building.

2.5.1.2.3. Civil engineer to perform field-testing of all site components to ensure they meet specification requirements.

2.6. Interdependence with Other Projects

2.6.1. Executive Team with ModernBuild to evaluate other project resource needs and ensure that project team can remain a part of this project through the duration of the project schedule.

2.6.2. Project manager to coordinate with MTSU campus director to ensure construction activities do not conflict with any on-campus activities.

Key Resource Requirements 3.1. Stakeholder Listing

3.1.1. Sidney McPhee, MTSU - Customer 3.1.2. ModernBuild, LLC - Performing Organization 3.1.3. Dr. Daniel Smith, ModernBuild - Sponsor 3.1.4. John Carter, ModernBuild - Executive Council Member 3.1.5. Wayne Allen, ModernBuild - SPO Director 3.1.6. Richard Sherman, ModernBuild - Project Manager 3.1.7. Dr. Leonard Gould, ModernBuild - Project Architect 3.1.8. Harry Whitman, ModernBuild - Project Estimator 3.1.9. David Roth, ModernBuild - Project Superintendent

3.2. Team Structure

3.2.1. Organizational Roles & Responsibility

3.2.1.1. Wayne Allen

3.2.1.1.1. Special Projects Office Director 3.2.1.1.2. Reporting Office to MTSU for ModernBuild 3.2.1.1.3. Contractual authority 3.2.1.1.4. Financial controller & monitoring 3.2.1.1.5. Client liaison 3.2.1.1.6. Business development

3.2.1.2. Richard Sherman

3.2.1.2.1. Project manager 3.2.1.2.2. Subcontractor & vendor manager 3.2.1.2.3. Schedule coordination 3.2.1.2.4. Resource management 3.2.1.2.5. Conflict resolution 3.2.1.2.6. Estimate management 3.2.1.2.7. Accounting functions 3.2.1.2.8. Submittal management 3.2.1.2.9. Requests for Information management 3.2.1.2.10. Owner deliverables 3.2.1.2.11. Safety plan 3.2.1.2.12. Buyout

3.2.1.3. Dr. Leonard Gould

3.2.1.3.1. Lead Architect 3.2.1.3.2. Code compliance 3.2.1.3.3. Lead design 3.2.1.3.4. Building information model 3.2.1.3.5. Systems analysis 3.2.1.3.6. Site design 3.2.1.3.7. Building design 3.2.1.3.8. LEED compliance 3.2.1.3.9. MEP coordination 3.2.1.3.10. Specification creation 3.2.1.3.11. Material selection 3.2.1.3.12. Color schema

3.2.1.4. Harry Whitman

3.2.1.4.1. Project estimator 3.2.1.4.2. Subcontractor/vendor solicitation 3.2.1.4.3. Document distribution 3.2.1.4.4. Scopes of work 3.2.1.4.5. Project estimate 3.2.1.4.6. Unit prices 3.2.1.4.7. Alternates 3.2.1.4.8. Taxes, bonds, and insurance 3.2.1.4.9. General conditions 3.2.1.4.10. Subcontractor/vendor selection 3.2.1.4.11. Buyout

3.2.1.5. David Roth

3.2.1.5.1. Project superintendent 3.2.1.5.2. Daily project supervision 3.2.1.5.3. Safety coordinator

3.2.1.5.4. Subcontractor/vendor management 3.2.1.5.5. Potential change items 3.2.1.5.6. Schedule 3.2.1.5.7. Project delivery 3.2.1.5.8. Testing coordination 3.2.1.5.9. Temporary facilities management 3.2.1.5.10. Site management and security 3.2.1.5.11. Mobilization/demobilization

3.3. Equipment and Facilities

3.3.1. Facilities

3.3.1.1. 20’ x 40’ trailers 3.3.1.2. ADA-Compliant ramps to trailers 3.3.1.3. 208-V Power supply to trailers 3.3.1.4. Domestic water to trailers 3.3.1.5. 1,540 square feet of laydown area 3.3.1.6. Construction entrance with wash racks 3.3.1.7. 4 Port-a-let restroom facilities 3.3.1.8. Trailer area outdoor lighting 3.3.1.9. 1,940 lineal feet of security fence

3.3.2. Tools

3.3.2.1. Surveying transit 3.3.2.2. Theodolite 3.3.2.3. Assorted hand tools 3.3.2.4. Measuring tape 3.3.2.5. Water key 3.3.2.6. Safety tape 3.3.2.7. Caterpillar Backhoe – Model 416F 3.3.2.8. Caterpillar Compact Track – Model 259D 3.3.2.9. Jobox Security Toolboxes 3.3.2.10. Shovels 3.3.2.11. Electrical extension cords 3.3.2.12. Temporary drop lights 3.3.2.13. Safety Manual 3.3.2.14. Hard hats 3.3.2.15. Safety glasses 3.3.2.16. Fluorescent safety vests 3.3.2.17. Fuel/Oil for equipment 3.3.2.18. 40’ storage containers

3.4. Materials / Components / Parts

3.4.1. 98 cubic yards of isolated spread concrete footings 3.4.2. 118 cubic yards of continuous concrete footings

3.4.3. 78 cubic yards of concrete foundation walls 3.4.4. 25 cubic yards of concrete housekeeping pads 3.4.5. 11,360 square feet of standard modular brick 3.4.6. 1,315 lineal feet of 4”x2-1/2” cast stone watertable 3.4.7. 65 tons of ASTM A36 grade structural steel 3.4.8. 12 tons of 24K6 webbed bar joists 3.4.9. 5 tons of miscellaneous steel 3.4.10. 1,050 lineal feet of 0.60” aluminum roof coping 3.4.11. 31,000 square feet of R-20 insulation 3.4.12. 310 squares of thermoplastic TPO roofing 3.4.13. 2,760 square feet of standing seam metal roof 3.4.14. 117 hollow metal doorframes 3.4.15. 4 hollow metal doors 3.4.16. 115 wood doors 3.4.17. 119 sets of door hardware 3.4.18. 2 telescoping intensive care unit breakaway doors 3.4.19. 8 automatic door openers and hardware sets 3.4.20. 750 square feet of interior glass 3.4.21. 3 sets of skylights 3.4.22. 310 lineal feet of in-wall blocking 3.4.23. 15,000 square feet of exterior sheathing 3.4.24. 95,900 square feet of interior walls 3.4.25. 26,000 square feet of 24”x24” acoustical ceilings 3.4.26. 2,050 square feet of 24”x48” acoustical ceilings 3.4.27. 8,630 square feet of Exterior Insulation and Finish 3.4.28. 2,850 square feet of ceramic tile flooring 3.4.29. 375 lineal feet of 4”x8” bullnosed ceramic base 3.4.30. 880 square feet of 14”x14” ceramic wall tile 3.4.31. 12,800 square feet of vinyl composition tile 3.4.32. 380 square yards of welded sheet vinyl flooring 3.4.33. 780 lineal feet of 6” integral cove base 3.4.34. 550 square yards of 12’ broadloom carpet 3.4.35. 75 double tier metal lockers 3.4.36. 32 48”x36” dry erase marker boards 3.4.37. 4,560 square feet of rigid sheet wall protection 3.4.38. 415 lineal feet of acrovyn crash rails 3.4.39. 155 48” tall corner guards 3.4.40. 12 fire extinguisher cabinets and fire extinguishers 3.4.41. 85 soap dispensers 3.4.42. 15 robe hooks 3.4.43. 85 paper towel dispensers 3.4.44. 15 toilet papers dispensers 3.4.45. 15 36”x24” framed mirrors 3.4.46. 15 36” brushed aluminum grab bars 3.4.47. 15 42” brushed aluminum grab bars 3.4.48. 3 janitor mop racks

3.4.49. 5 3’x5’ stainless steel utility shelves 3.4.50. 680 lineal feet of 24” base cabinets 3.4.51. 750 lineal feet of 18” wall cabinets 3.4.52. 700 lineal feet of 20” plastic laminate countertops 3.4.53. 20 lineal feet of nurses’ stations 3.4.54. 1 Aaon Model RN-025C Packaged Rooftop Unit 3.4.55. 1 Aaon Model RN-011B Packaged Roofing Unit 3.4.56. 45.0 supply water fixture units 3.4.57. 80.0 drainage fixture units 3.4.58. 15 water closets 3.4.59. 4 wall-hung urinals 3.4.60. 12,400 lineal feet of electrical conduit 3.4.61. 7,205 lineal feet of 15”x13” mechanical duct

3.5. Subcontractors & Vendors

3.5.1. Sunset Civil Constructors 3.5.2. BGM Site Utility LLC 3.5.3. Wofford Electrical 3.5.4. Titan Mechanical 3.5.5. Rogers Group Paving 3.5.6. Baker Concrete Construction 3.5.7. Buenos Vista Landscaping 3.5.8. Terminix Termite Control 3.5.9. Waste Management 3.5.10. Rio Grande Fencing 3.5.11. Rick White Masonry 3.5.12. Cage Drywall 3.5.13. Alpha Insulation and Waterproofing 3.5.14. Superior Roofing Systems 3.5.15. Alexander Glass and Metals 3.5.16. B.F. Goodrich Doors and Hardware 3.5.17. Stanley Access Technologies 3.5.18. All Commercial Flooring 3.5.19. State Painting and Wall coverings 3.5.20. BR McMillan Specialties 3.5.21. Firetech Fireproofing 3.5.22. Cab-Con Casework and Millwork 3.5.23. All-State Fire Protection 3.5.24. Caterpillar Machinery 3.5.25. Tate Erosion Control & SWPPP 3.5.26. Port-A-Jon Site Services

3.6. Constraints & Assumptions

3.6.1. Constraints

3.6.1.1. Subcontractor bids must meet budget requirements set forth by ModernBuild estimating team.

3.6.1.2. No overtime tickets will be signed for by operations staff. 3.6.1.3. Access to site will be limited during the fall semester due to

sports activities on campus and the proximity of the football stadium.

3.6.1.4. The traffic congestion on the main access road may impede deliveries of materials to the site.

3.6.1.5. The size of the site will limit the amount of laydown area that is available to the subcontractors.

3.6.1.6. Scheduling subcontractors will change from four ten hours days to five eight hour days regularly to meet sequencing requirements.

3.6.1.7. Delays in shipments / overly aggressive lag times for material procurement

3.6.1.8. Project estimators must solicit at least three bids in each scope of work trade package.

3.6.1.9. All scope of work adds or deducts must be accounted for in the estimate and have sufficient back-up from the bidding subcontractor/vendor.

3.6.1.10. Project contingency is limited to no more than 1.5% of overall contract value.

3.6.1.11. Use of contingency funds requires University approval. 3.6.1.12. Early completion of project will result in a forfeiture of unspent

contingencies and allowances to ownership team.

3.6.2. Assumptions 3.6.2.1. Standard 40-hour workweek has been assumed. Accelerated

scheduling has not been accounted for. 3.6.2.2. Weather delays have been assumed to meet NOA standards

and projections. 3.6.2.3. Subcontractor market is viable to competitively bid this

project. 3.6.2.4. Access to site will be unobstructed during the duration of the

project. 3.6.2.5. Deliveries will be scheduled and arrive on time. 3.6.2.6. Subcontractors will provide competent crews to complete their

contracted tasks. 3.6.2.7. Local municipalities and political organizations will be

compatible and assistance will be given without issue. 3.6.2.8. Building will be constructed to project plans and specifications

without any major changes.

3.6.2.9. Project design meets all codes set forth by local municipalities and other governing bodies.

Budgeted Costs 4.1. Non-Recurring

4.1.1. General Conditions

4.1.1.1. Project Manager $145,000 4.1.1.2. Superintendent $103,000 4.1.1.3. Trailer Compound $50,000 4.1.1.4. Temporary Conditions $129,782 4.1.1.5. Tools & Equipment $80,000 4.1.1.6. Safety Equipment $20,000

4.1.1.6.1. Subtotal $527,782

4.1.2. Cost of Work 4.1.2.1. Site Excavation & Grading $341,506 4.1.2.2. Site Utilities $201,799 4.1.2.3. Site Improvements $496,736 4.1.2.4. Landscaping $62,092 4.1.2.5. Termite Treatment $2,484 4.1.2.6. Concrete $388,075 4.1.2.7. Waterproofing $35,703 4.1.2.8. Masonry $388,075 4.1.2.9. Structural Steel $698,535 4.1.2.10. Membrane Roofing $248,368 4.1.2.11. Hollow Metal Frames & Doors $52,779 4.1.2.12. Glass & Glazing $186,276 4.1.2.13. Skylights $124,184 4.1.2.14. Drywall $872,393 4.1.2.15. EIFS $155,230 4.1.2.16. Hard Tile $45,017 4.1.2.17. Resilient Flooring $325,983 4.1.2.18. Moisture Mitigation $77,615 4.1.2.19. Paint and Wallcoverings $90,033 4.1.2.20. Div 10 Specialties $85,377 4.1.2.21. Signage $21,730 4.1.2.22. Casework $186,276 4.1.2.23. Window Treatment $93,138 4.1.2.24. Mechanical Package $993,472 4.1.2.25. Fire Protection $155,230 4.1.2.26. Electrical $1,241,840

4.1.2.26.1. Subtotal $7,569,946

4.1.3. Permits, Fees, & Taxes 4.1.3.1. Building Permit $178,515 4.1.3.2. Contingency $62,092 4.1.3.3. Fee $232,845

4.1.3.3.1. Subtotal $473,452

4.2. Recurring 4.2.1. Insurance Premiums per Year $92,039 4.2.2. Bond Cost, by Percentage of Contract $203,476

4.2.2.1. Subtotal $295,515

4.3. Total Project Costs: 8,866,695

Project Schedule 5.1. Project Master Schedule

WBS Code Task Name Duration Start Date Finish Date

1 Construction

1.1 Preconstruction 21 days 4/01/13 4/22/13

1.1.1 Estimate 21 days 4/01/13 4/22/13

1.1.1.1 Subcontractors & Vendors 14 days 4/19/13 5/02/13

1.1.1.1.1 Develop Project Request for Pricing 7 days 4/12/13 4/19/13

1.1.1.1.2 Determine Subcontractor Market 14 days 4/12/13 4/25/13

1.1.1.1.2.1 Solicit Material Suppliers 14 days 4/12/13 4/25/13

1.1.1.1.2.2 Solicit Trade Associations 7 days 4/12/13 4/25/13

1.1.1.1.2.3 Solicit Chamber of Commerce 7 days 4/12/13 4/18/13

1.1.1.1.3 Qualify Subcontractors 2 days 5/05/13 5/06/13

1.1.1.1.3.1 Determining Bonding Capacity 7 days 4/29/13 5/05/13

1.1.1.1.3.2 Determine Experience 7 days 4/29/13 5/05/13

1.1.1.1.3.3 Check References 2 days 4/29/13 4/30/13

1.1.1.1.4 Bidding Packages 3 days 4/01/13 4/03/13

1.1.1.1.4.1 Develop Packages 2 days 4/01/13 4/02/13

1.1.1.1.4.2 Distribute Packages 1 day 4/03/13 4/03/13

1.1.1.1.5 Documentation 1 day 4/03/13 4/03/13

1.1.1.1.5.1 Organize Bidding Documents 2 days 5/05/13 5/06/13

1.1.1.1.5.2 Distribute Bidding Documents 1 day 5/08/13 5/08/13

1.1.1.1.6 Bid Date 1 day 5/08/13 5/08/13

1.1.1.1.6.1 Select Bidding Date and Time 1 day 4/29/13 4/29/13

1.1.1.1.6.2 Designate Acceptable Forms of Submission 1 day 5/01/13 5/01/13

1.1.1.1.7 Buyout 7 days 5/15/13 5/23/13

1.1.1.1.7.1 Evaluate Subcontractor & Vendor Proposals

3 days 5/08/13 5/10/13

1.1.1.1.7.2 Obtain Cost Adjustments from Subs/Vendors if Necessary 2 days 5/08/13 5/09/13

1.1.1.2 General Conditions 3 days 5/09/13 5/12/13

1.1.1.2.1 Personnel 2 days 5/13/13 5/14/13

1.1.1.2.1.1 Determine General Contractor Personnel Requirements 2 days 5/12/13 5/13/13

1.1.1.2.1.2 Assign Personnel 7 days 5/13/13 5/20/13

1.1.1.2.2 Facilities 2 days 5/20/13 5/21/13

1.1.1.2.2.1 Determine Trailer Requirements 1 day 5/14/13 5/14/13

1.1.1.2.2.2 Determine Port-a-Let Needs 1 day 5/14/13 5/14/13

1.1.1.2.3 Temporary Conditions 2 days 5/14/13 5/16/13

1.1.1.2.3.1 Build Construction Entrance 3 days 5/28/13 5/30/13

1.1.1.2.3.2 Construct Temporary Fence 3 days 5/16/13 5/18/13

1.1.1.2.3.3 Establish Temporary Power & Potable/Non-Potable Water 3 days 6/06/13 6/08/13

1.1.1.2.3.4 Hire Photography Company 1 day 5/13/13 5/13/13

1.1.1.2.4 Project Documentation 7 days 5/13/13 5/19/13

1.1.1.2.4.1 Organize Requests for Information and Response 3 days 5/13/13 5/15/13

1.1.1.2.4.2 Organize Addenda 1 day 5/13/13 5/13/13

1.1.1.2.4.3 Organize Subcontracts & Work Orders 2 days 5/13/13 5/14/13

1.1.1.2.4.4 Organize Payment Documents & Processes 2 days 5/15/13 5/16/13

1.1.1.2.5 Equipment 3 days 5/14/13 5/16/13

1.1.1.2.5.1 Determine General Contractor Equipment Need 3 days

4/01/13 4/03/3

1.1.1.2.5.2 Mobilize Equipment to Site 3 days 5/14/13 5/16/13

1.1.1.3 Quantity Analysis 3 days 4/19/13 4/21/13

1.1.1.3.1 BIM 7 days 4/14/13 4/20/13

1.1.1.3.1.1 Determine Quantifiable Data from BIM Model 3 days

4/20/13 4/22/13

1.1.1.3.1.2 Extract Schedule Data from Model 3 days 4/22/13 4/24/13

1.1.1.3.2 Conventional Analysis 3 days 4/19/13 4/21/13

1.1.1.3.2.1 Compare BIM Data to Conventional Takeoff Methods 3 days 4/15/13 4/17/13

1.1.1.3.2.2 Quantify Project Scope 5 days 5/09/13 5/13/13

1.1.2 Schedule 7 days 4/10/13 4/16/13

1.1.2.1 Critical Path Method 2 days 4/16/13 4/17/13

1.1.2.1.1 Determine Critical Path 3 days 4/17/13 4/19/13

1.1.2.1.2 Determine Milestone Dates for Critical Path 1 day 4/19/13 4/20/13

1.1.2.1.3 Determine Long Lead Items 1 day 4/19/13 4/20/13

1.1.2.2 Estimate Analysis 1 day 4/21/13 4/21/13

1.1.2.2.1 Review Quantity Survey 1 day 4/21/13 4/21/13

1.1.2.2.2 Establish Baseline Task List based off of Quantity Survey 2 days 4/21/13 4/22/13

1.1.2.3 Durations 4 days 4/22/13 4/25/13

1.1.2.3.1 Assign Durations to Task List 1 day 4/25/13 4/25/13

1.1.2.3.2 Designate Predecessors for Task List 1 day 4/25/13 4/25/13

1.1.2.3.3 Establish Start Date & Baseline for Critical Path Items 1 day

4/26/13 4/26/13

1.1.3 Documentation 2 days 5/13/13 5/13/13

1.1.3.1 Execute Subcontracts 3 days 5/16/13 5/18/13

1.1.3.2 Distribute Official Addenda & RFIs 1 day 5/18/13 5/18/13

1.1.3.3 Monitor Payment Processes 1 day 5/14/13 5/14/13

1.2 Operations 2 days 5/14/13 5/15/13

1.2.1 Buyout 1 day 5/23/13 5/23/13

1.2.1.1 Review Preconstruction Buyout Notes & Logs 1 day 5/22/13 05/22/13

1.2.1.2 Interview Subcontractors & Key Personnel 3 days 5/08/13 5/10/13

1.2.1.3 Determine Lowest Qualified Bidder 2 days 5/08/13 5/09/13

1.2.1.4 Award Subcontracts 1 day 5/09/13 05/09/13

1.2.1.5 Initiate Long Lead Item Procurement 3 days 5/09/13 05/11/13

1.2.2 Mobilization 5 days 5/14/13 5/20/13

1.2.2.1 Mobilize Temporary Offices 5 days 5/14/13 5/19/13

1.2.2.2 Build Construction Entrance 5 days 5/28/13 6/01/13

1.2.2.3 Construct Temporary Fencing 2 days 5/16/13 5/17/13

1.2.2.4 Assign Subcontractor Laydown & Parking Area 1 day 6/01/13 6/01/13

1.2.2.5 Connect Temporary Power & Water Hookups 2 days 6/6/13 6/7/13

1.2.3 Construction 209 days 05/8/13 2/24/14

1.2.3.1 Site 159 days 5/14/13 12/2013

1.2.3.1.1 Establish Erosion Control Measures 2 days 5/14/13 5/15/13

1.2.3.1.2 Clear & Grub Site 2 days 5/16/13 5/17/13

1.2.3.1.3 Mass Excavation of Site 10 days 6/06/13 06/16/13

1.2.3.1.4 Site Utility Trenching, Installation & Backfill 14 days 6/6/13 6/19/13

1.2.3.1.5 Site Curb and Gutter Installation 7 days 10/24/13 10/31/13

1.2.3.1.6 Site Paving Basecoat & Topcoat (To be Installed at Completion of Project) 10 days 11/19/13

1.2.3.2 Building 98 days 6/6/13 10/21/13

1.2.3.2.1 Excavate & Pour Footings 10 days 6/6/13 6/19/13

1.2.3.2.2 Rough-In MEP 21 days 8/6/13 8/26/13

5.2. Major Milestone Dates

5.2.1. Deliverables

1.2.3.2.3 Erect Structural Steel Columns and Beams 20 days 7/18/13 8/14/13

1.2.3.2.4 Frame Exterior Walls 14 days 8/05/13 8/19/13

1.2.3.2.5 Install Metal Decking at Roof 10 days 7/22/13 8/1/13

1.2.3.2.6 Install Roofing Insulation and Membrane 10 days 8/23/13 9/01/13

1.2.3.2.7 Install Windows 5 days 8/28/13 9/02/13

1.2.3.2.8 Install Weather Barrier 3 days 8/23/13 8/27/13

1.2.3.2.9 Install Brick Facade 24 days 9/04/13 10/07/13

1.2.3.2.10 Install EIFS Facade 24 days 9/18/13 10/21/13

1.2.3.2.11 Frame Interior Walls 22 days 8/01/13 8/22/13

1.2.3.2.12 Rough-In MEP In-Wall Components 7 days 11/4/13 11/12/13

1.2.3.2.13 Hang Drywall 14 days 8/15/13 8/31/13

1.2.3.2.14 Tape & Finish Drywall 14 days 9/02/13 9/13/13

1.2.3.2.15 Paint Base Coat of Paint 7 days 9/06/13 9/16/13

1.2.3.2.16 Set RTUs 3 days 5/27/13 5/30/13

1.2.3.2.17 Begin Running HVAC Main Lines 14 days 09/12/13 10/01/13

1.2.3.2.18 Install Doors, Frames, and Hardware 22 days 1/07/14 1/20/14

1.2.3.2.19 Run HVAC Branch Lines 24 days 9/12/13 10/20/13

1.2.3.2.20 Install Casework 20 days 11/29/13 12/12/13

1.2.3.2.21 Install Ceilings 10 days 10/21/13 10/30/13

1.2.3.2.22 Complete Above Ceiling Inspections 2 days 1/09/13 1/14/14

1.2.3.2.23 Install Flooring 36 days 12/04/13 1/08/14

1.2.3.2.24 Apply Final Coat of Paint 14 days 2/04/14 2/13/14

1.2.3.2.25 MEP Finish Out 6 days 12/30/13 1/06/14

1.2.3.2.26 Final Cleaning of Building 7 days 12/25/13 1/02/14

1.2.4 Demobilization 10 days 2/14/14 2/24/14

1.2.4.1 Closeout Project Documents 14 days 2/23/14 2/24/14

1.2.4.2 Apply for Certificate of Occupancy 7 days 2/16/14 2/23/14

1.2.4.3 Complete Punch-List Items 14 days 2/14/14 2/24/14

1.2.4.4 MEP Commissioning 4 days 1/9/14 1/14/14

1.2.4.5 Turn Building Over to Owner 2 days 2/23/14 2/24/14

1.2.4.6 Begin Facilities Management Training 21 days 2/25/14 3/17/14

5.2.1.1 Building Pad Ready 6/05/13

5.2.1.2 Steel Topped-Out 8/14/13

5.2.1.3 Building Dried-In 8/19/13

5.2.1.4 Building Partitions Complete 2/03/14

5.2.1.5 Above Ceiling Inspection – 90% 2/13/14

5.2.1.6 Test and Balance Complete 1/08/14

5.2.1.7 100% Complete 2/24/14

5.2.2. Risk Reduction

5.3. Constraints and Assumptions

5.3.1. Constraints 5.3.1.1. No overtime tickets will be signed for by operations staff. 5.3.1.2. Access to site will be limited during the fall semester due to

sports activities on campus and the proximity of the football stadium.

5.3.1.3. Scheduling subcontractors will change from four ten hours days to five eight hour days regularly to meet sequencing requirements.

5.3.1.4. Delays in shipments / overly aggressive lag times for material procurement

5.3.2. Assumptions 5.3.2.1. Standard 40-hour workweek has been assumed. Accelerated

scheduling has not been accounted for. 5.3.2.2. Weather delays have been assumed to meet NOA standards

and projections. 5.3.2.3. Deliveries will be scheduled and arrive on time.

Supporting Plans

6.1. Risk Management Plan

6.1.1. Risk Identification

6.1.1.1. Project management team will convene early in the design phase to discuss potential project risks and develop a risk mitigation plan. The plan should include the following resources available to the project team through ModernBuild’s Risk Management Office (RMO):

6.1.1.1.1. Project team will utilize Subcontractor Management System (SMS) in the preconstruction phases of this project in order to collect information from subcontractors in regards to their financial health. This information will be considered when selecting subcontractors and vendors to contract with.

6.1.1.1.2. Subcontractors at Risk of Default (SRDs) will be entered into a subcontractor bonding program through the subcontractors’ bonding agent or entered into ModernBuild’s SubGuard program. The purpose of this project is to mitigate

5.2.1.8 Certificate of Occupancy Received 2/23/14

5.2.2.1 Early Inspections with City 11/23/13

5.2.2.2 Mechanical Equipment Procurement 01/06/14

the risk of subcontractor default or failure to faithfully execute the subcontracted work.

6.1.1.2. Other potential risk items: 6.1.1.2.1. Errors and omissions in Scope of Work packages 6.1.1.2.2. Errors and omissions in Estimate and Schedule data

entry 6.1.1.2.3. Unresponsiveness from subcontractors/vendors post-

award 6.1.1.2.4. Subcontractors/vendor that do not have or participate

in a regular safety program. 6.1.1.2.5. Subcontractors/vendors currently in litigation with

other general contractors. 6.1.1.2.6. Subcontractors/vendors who participate in labor

agreements with local unions. 6.1.1.3. Project team will bring in ModernBuild Risk Management

Office for initial risk review meeting for consultation purposes. 6.1.1.4. Risk Management Office to distribute and integrate risk

identification software to project team members for use throughout project. Capabilities of software include:

6.1.1.4.1. Identifying subcontractors under financial stress 6.1.1.4.2. Planning risk events 6.1.1.4.3. Planning availability of resources during potential risk

events 6.1.1.4.4. Projecting possible cost scenarios for different risk

events. 6.1.1.5. Risk review will be held on jobsite during weekly

subcontractor meetings with Superintendent. A summation of these weekly meetings will be review at monthly project team meetings.

6.1.2. Risk Management

6.1.2.1. Project Manager - Responsibilities 6.1.2.1.1. Project manager to establish baseline risk plan with

Risk Management office. 6.1.2.1.2. Plan should include responses to the following:

6.1.2.1.2.1. Identifying subcontractors under financial stress 6.1.2.1.2.2. Planning risk events 6.1.2.1.2.3. Planning availability of resources during

potential risk events 6.1.2.1.2.4. Projecting possible cost scenarios for different

risk events. 6.1.2.1.2.5. Errors and omissions in Scope of Work packages 6.1.2.1.2.6. Errors and omissions in Estimate and Schedule

data entry

6.1.2.1.2.7. Unresponsiveness from subcontractors/vendors post-award

6.1.2.1.2.8. Subcontractors/vendor that do not have or participate in a regular safety program.

6.1.2.1.2.9. Subcontractors/vendors currently in litigation with other general contractors.

6.1.2.1.2.10. Subcontractors/vendors who participate in labor agreements with local unions.

6.1.2.1.3. Establish risk documentation guidelines for all project personnel.

6.1.2.1.4. Establish communication protocol in case of a risk event occurrence.

6.1.2.1.5. Identifying risks plan and management with owner/University team prior to commencement of work.

6.1.2.1.6. Developing risk response plan for identified risk events 6.1.2.2. Project Superintendent – Responsibilities

6.1.2.2.1. Conducting weekly subcontractor meetings to discuss project schedule, safety, potential change items, and potential risk events

6.1.2.2.2. Coordinating project risk plan with project manager. 6.1.2.2.3. Distributing project risk plan to subcontractors and

vendor management team 6.1.2.3. In the case of a risk event, project team to communicate with

executive management team and ownership/university team. Project management team to distribute risk event documentation to executive & university team.

6.1.3. Risk Budget 6.1.3.1. Risk budget will be allocated in the project contingency if

unquantifiable. Quantifiable risks include subcontractor bonds, subcontractor SubGuard, etc.

6.1.3.2. Budget for subcontractor/vendor bonding and SubGuard included in the project General Conditions

6.1.3.3. In the occurrence of a risk event, contingency shall only be used to rectify the event to project standard quality.

6.1.4. Risk Analysis 6.1.4.1. Occurrence of a project shall be documented and include the

following information: 6.1.4.1.1. Time & date 6.1.4.1.2. Subcontractors involved 6.1.4.1.3. Description of event 6.1.4.1.4. Recommended response 6.1.4.1.5. Potential impact

6.1.4.2. At the conclusion of the project, all risk event documents shall be filed into the Lessons Learned program in the Risk Management Office.

6.2. Cost Management Plan

6.2.1. At the conclusion of buyout meetings, project management team will determine subcontractors/vendors to contract with using AIA standard documents.

6.2.2. All scope of work items will be issues a ModernBuild accounting code once subcontracts are executed.

6.2.3. Subcontractors shall submit project payments to the corresponding accounting codes every before the 15th of every month. Applications for payment must be notarized originals.

6.2.4. Project manager to verify billing amounts for the aggregate subcontractor invoices and apply for a general contractor application for payment to the ownership team.

6.2.5. General contractor application for payment shall be submitted before the 21st of every month.

6.2.6. Ownership teams shall approve or decline applications for payment before the end of month and release funds within 15 days of approval.

6.2.7. Approved monthly invoices shall be compared using the accounting codes to the initial estimate to determine cost over-runs and under- runs.

6.2.8. At the conclusion of the project, project management team shall submit a complete summary of the accounting codes compared to the estimate summary to the executive management team.

6.3. Test Plan

6.3.1. Project testing shall be conducted per plans and specifications by the specified third-party testing agencies.

6.3.2. Testing includes the following: 6.3.2.1. Soil sample testing 6.3.2.2. Percolation testing 6.3.2.3. Slump testing for Concrete 6.3.2.4. pH testing for Concrete 6.3.2.5. Moisture testing for Concrete slabs 6.3.2.6. Pull-Tests for all major caulking joints 6.3.2.7. Roof flood test for leaks 6.3.2.8. Mechanical equipment test and balancing 6.3.2.9. Electrical voltage testing 10 random receptacles. 6.3.2.10. Moment weld testing

6.3.3. If tested scope fails, it is the responsibility of that subcontractor to rectify that test at no cost to project management team.

6.4. Vendor Management Plan

6.4.1. All subcontractors/vendors shall participate in ModernBuild’s Subcontractor Management System.

6.4.2. Subcontractors shall fully complete registration in SMS program. 6.4.3. Subcontractor/vendor proposals will not be accepted until SMS is

complete.

6.5. Quality Plan

6.5.1. Project management team to determine quality standards for each scope of work

6.5.2. Standards shall reflect industry standards for workmanship and warranties.

6.5.3. All installed material shall bear the specified warranties as set forth in the project plans and specifications

6.5.4. Project superintendent shall act as on-site quality manager and reserves the right to accept or reject work as a part of ModernBuild’s Quality Plan.

6.5.5. It is the responsibility of the subcontractor to replace inadequate material if it is deemed unacceptable by quality manager.