Owners Perspective | Spring/Summer 2015

SPRING/SUMMER 2015

The Official Magazine of the Construction Owners Association of America

Create Your Own PMIS Build a Custom Database Using MS Access

Project Leadership Gold Award Winner Delta/ JFK International Airport Redevelopment

Spring/Summer 2015

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SPRING/SUMMER 2015

The official publication of

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CONTENTS FEATURES 8 Project Profile

Project Leadership Gold Award Winner: Delta/John F. Kennedy International Airport Redevelopment Phase 1 Compiled by Chris Towery

5000 Austell Powder Springs Rd, Suite 217 Austell, GA 30106

14 Project Delivery

Could the Design and Construction Industry Take a Lesson from Steve Jobs and Apple?

Magazine Editorial Committee Lisa Berkey Pennsylvania State University Randy Pollock HDR Dean McCormick Iowa State University

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By Alan G. Burcope

17 Owner Interview A Conversation with COAA Board Member Dean L. McCormick, Director for Design and Construction Services, Iowa State University

Stan Scott Scott Consulting

By Randle Pollock

19 Innovations

Published By:

Create Your Own Project Management System

Mediaedge Communications, Llc 3951 NW 48th Terrace, Suite 219 Gainesville, Fl 32605

By William “Wes” Stewart

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President Kevin Brown General Manager Trevilynn Blakeslee

5 President’s Corner 7 Owner Alerts

Editor Chris Towery chris@mecgnv.com

By John Sier

Graphic Designer Jen DiCapua

24 Celebrating 20 Years In Nashville

Senior Sales Manager Maureen Hays advertiseop@mecgnv.com or call 877.234.1863, ext. 6717

27 28 30 30

Account Executives Walt Daniels, Jennifer Siorek, Wayne Childs © 2015 All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the association and publisher.

By Chris Towery

SPRING/SUMMER 2015

The Official Magazine of the Construction Owners Association of America

OwnersPerspective.org

New Members Calendar of Events Index to Advertisers

Create Your Own PMIS Build a Custom Database Using MS Access

Project Leadership Award Gold Award Winner Delta/ JFK International Airport Redevelopment

Spring/Summer 2015

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Chapter News

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Cover: The Delta/ JFK International Airport Terminal Redevelopment project.

Photo: Courtesy Delta Air Lines, Inc.

President’s Corner

People! People! People!

By Kevin L. Lewis, PE

You’ve heard it, you’ve said it, and you know it’s true. The only question is, when are you going to do something about it?

The “it” I’m referring to here is the age-old saying: “…this is a people profession.”

Yes, we are technically diverse, technically dependent, and technically skilled, but without our workforce, we are nothing. More importantly, without a happy and productive workforce, we cannot be successful. At COAA’s Fall Conference in Nashville, we learned about “soft skills” and “emotional intelligence,” and we saw just how important these attributes are to our members and industry partners. We also began a dialog about workforce development and the next generation of workers joining our industry.

The shortage of skilled workers may very well be the most significant issue we face in our industry today. If your COAA experience is anything like mine, you know COAA to be a true industry leader. Our roles reach beyond hard skills like project delivery methods or design and construction technology and techniques: We are all engaged with soft skills and workforce-development issues on a daily basis—and our membership is perfectly positioned throughout the industry to make a difference.

The first item on our list are “soft skills.” Are you a real “softy”? You’d better be!

Early in my career—okay, not my career, but my summer job(s) in high school—I had what I’m sure is a similar experience to most of my contemporaries. I had “soupy”

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mortar and miss-cut rafters thrown at me by an impatient, militant foreman. Who knew that just a little bit more water would ruin the batch, or that if you started cutting on one side of the line and finished on the other, the rafter was scrap?

The point is, on the first day of the job, I was expected to perform at a particular level, yet the expectation had not been set via training or any sort of demonstration.That was then, right? Unfortunately, all too often this is still the case.

I’m not just talking about the six-foot, six-inch meanies on the job site. I’m talking about supervision and leadership at all levels. Now don’t miss-understand my reference to those “beasts” who yelled, screamed, cursed, and threw things at you! Some of those guys do have soft skills. They know how to get more out of their staff, and they know how to manage the emotional intelligence of their folks on the job and in the office. In fact, the guy that I still refer to as “My Mentor” was a screamer. He was also quite a nice guy—he just didn’t want anyone to know it! He had high expectations, BUT he always clearly set those expectation and never expected me to perform a task at a particular level without having first trained me, taught me, or explained to me the task and the anticipated outcome.

More than 30 years later, I still use the technical (hard) skills he taught me, and once in a while, I’ll even employ one or two of the soft skill techniques he “shared” with me. While my own management style is quite different, I learned and understood the importance of leadership that commands respect and loyalty.

Anderson, talk about this very crisis. Here’s one of the things they shared at the event: “While the construction workforce is aging and less productive due to lack of training, the demand on our industry increases and becomes more technical every year.

We must do more to recruit, train, and retain craft workers to meet the demands of our industry.”

They also discussed the fact that if you polled a group of parents of middle or high schoolers, you would find very few, if any, who wanted—or would even allow—their children to consider pursuing the construction trades as a profession. We have to show them, along with the rest of this great nation, that the construction industry is solid and can provide both men and women with respected and rewarding careers.

So you can probably guess what I’m going to say next… wait for it… you are invited to join us in this important effort!

Here is your call to action: Mike Kenig, Spencer Moore, Howie Ferguson of the University of Florida, and yours truly have committed to take on this challenge for COAA. Please join us so we can all continue to promote and encourage folks to join and/or stay in our industry.

After all, your organization’s success depends upon it.

As supervisors, managers, principles, and CEOs, we need to develop our people skills if we are going to realize the full potential of our organizations. G. Brent Darnell offered some tips as well as a copy of his book The People-Profit Connection at the Nashville conference, where he brought this subject to the front line not only for me, but lots of others as well. You’d do well to keep up-to-date with COAA on this subject, as we continue to explore our skills and potential for the future.

On A wing

Our second item is “workforce development,” and frankly, it’s time we got our collective heads out of the sand about this one.

When it comes to construction projects,

Workforce development is a problem—a real problem—and it’s not going away. We need to address it on two fronts: 1) continuing the education and training of our existing workforce to sustain their skills and 2) instilling enthusiasm for their career and our organizations. Next, we need to attract the best and brightest to our industry. I don’t just mean those who possess a higher education sheepskin, admirable as that is. I’m talking about the skilled trades as well—and indeed, the latter is likely the most critical.

and a prayer? you can’t simply rely on luck to see things through. Let the Kitch firm help you anticipate and resolve construction or legal issues that may arise – or better yet, avoid them all together.

Call John Sier at 313.965.2915 or email john.sier@kitch.com to discuss your next move.

www.kitch.com

If you attended the Nashville conference, you heard Mike Kenig, of Holder Construction, and Spencer Moore, of M.D.

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Kitch_3.333x4.583.indd 1

1/21/09 9:17:05 PM

Owner Alerts

By Jon Sier There are always developments in the laws that affect Owners and construction projects, and each development merits a detailed discussion of the significance of the impact locally and on a broader stage. What worked on one project in a given year may no longer be feasible or even possible in the following year or in a different location. Even before a dispute arises, the participants to a construction project should always be aware of the legal environment in which the work is being done. It is too late to correct an erroneous assumption as to the law after a dispute has arisen. COAA is a great resource for maintaining currency on industry practices and identifying the correct questions to ask to avoid assuming that a past practice remains correct. That is also the value that the construction lawyer may bring to the project whether allocating risk or assessing claims.

application of another state’s law to a construction project performed entirely within one state.

Timing and Scope of Indemnification Claims Can be Very Different than What Is Expected

Michigan’s Supreme Court reached a similar conclusion in Miller-Davis Company v. Ahrens Construction, Inc., on April 15, 2014 holding that the timing for a contractual indemnity claim runs from the point in time when the party refused to indemnify—regardless of when the project was completed. In fact, depending on the wording of the indemnity provision, the claim may not need to be caused by the indemnifying party. Many indemnity agreements trigger the obligation by claims that “may arise from” [ConsensusDOCS] or that are “arising out of or resulting from” [AIA A201] the work being performed. Thus, indemnity claims may be brought several years following completion of the project, as long as the claim is brought prior to the expiration of the period of limitations applicable to actions for breach of contract.

To most people, the topic of “indemnification” ranks near “insurance” as the least favorite dinner conversation, much less as topics of contractual negotiations. However, it is one of the critical risk transfer and allocation tools for the parties. But in order to assess the value and importance of indemnification, each party needs to know how the applicable state law addresses the scope and timing of indemnification.

Some states, such as Illinois, prohibit parties from requiring indemnification from one’s own negligence, while other states, such as Michigan on many construction projects, may allow indemnification so long as the indemnified party is not solely negligent. In many of the states that limit indemnification, the state laws also restrict the ability of the parties to obtain the same result through insurance requirements, either as an additional insured or in mandating that insured indemnification. When determining the value of the indemnification obligation, all parties should be aware of the allowable scope. While it is possible that a court will modify the contract to comport with state law, some states may invalidate the provision that violates statutory prohibitions.

In order to avoid the application of inconsistent laws, some parties may attempt to choose the law that will interpret the contract language regardless of where the project is located. However, some states, such as Iowa, will prohibit the

Occasionally, some states having many differences in various legal topics, as applied to construction, may share a particular principle. Both Illinois and Michigan recognize that claims enforcing indemnification requirements are not barred by the statutes of limitation or repose that apply to construction defects. 15th Place Condominium Association v. South Campus Development Team, LLC, decided by the First District Illinois Court of Appeals on June 26, 2014, recognized that the four-year period of limitation on actions arising from the “design, planning, supervision, observation or management of construction” does not apply to apply to bar an express contractual indemnity claim asserted more than six years after the project was substantially completed.

These topics, while making boring dinner conversation, can have a material effect on the long-term success or viability of a project and on the risk profile assumed by Owners and contractors. When negotiating the indemnity provisions, all parties should keep in mind the variations of the legal environment and be very wary of relying on guidance or “industry standards” that are not tailored to the requirements of the state in which the project is located. As always, the best practice is to consult with construction counsel who is familiar with the jurisdiction for the most current and accurate application of the law to the language of the contracts.

John Sier, with the firm of Kitch Drutchas Wagner Valitutti & Sherborook in Detroit, Michigan, is Associate Counsel to COAA.

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Project Leadership Gold Award Winner

Delta/John F. Kennedy International Airport Redevelopment Phase 1 Project Details Owner Delta Air Lines, Inc.

Architect Skidmore, Owings & Merrill LLP

Engineer

Construction Professional(s) STV Satterfield & Pontikes

Type of Project Transportation

ARUP

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Delivery Method(s) Construction Management Cost + Fixed Fee Design-Bid-Build

Compiled by Chris Towery To streamline travel for customers passing through New York’s John F. Kennedy International Airport, Delta Air Lines launched a $1.4 billion terminal expansion and redevelopment project to relocate its international operations from Terminal 3 to Terminal 4. The redevelopment was aimed at reducing congestion at the baggage-claim and security-checkpoint areas, making international travel more convenient and efficient for Delta customers.

The first phase of work at Terminal 4 was divided into three contracts, and all three were managed in a joint venture between STV and Satterfield & Pontikes (S&P): 1. Head House Expansion and Renovation To accommodate passengers from nine additional gates, the 110,000-sqaure-foot head house at Terminal 4 required significant expansion. The expansion side of the work included a major upgrade to the baggage-handling system and the addition of a new 30,000-square foot customs and immigration area.

A new domestic baggage claim hall was also added, as well as larger areas for Customs and Border Protection. Additionally, a new bus station was provided for customers to transfer between terminals.

The redevelopment side of the work featured expanded shopping areas, a new 24,000-square-foot Delta Sky Club, and reorganized/upgraded check-in lanes for high efficiency. This phase also involved the construction of new escalators, stairs, elevators, moving walkways, piles, concrete foundations, as well the removal of the monumental stairways between the third and fourth levels. Site work entailed utility relocations, installation of new fueling lines and hydrants, as well as drainage system modifications.

2. Main Concourse Extension To add needed capacity, a 540,000-square-foot, nine-gate extension was constructed at the end of Concourse B. This also involved the construction of a passenger-security screening platform over the concourse’s existing retail court.

3. Apron and Taxiway Improvements The project required reconfiguration of the taxiways and parking aprons in the vicinity of both the old Terminal 3 and new Terminal 4. This entailed taxi-lane and apron paving, utilityinfrastructure improvements, and environmental remediation.

Overall Project Management Two of the largest and the most difficult elements of the project’s subcontract work involved the replacement of the baggage handling system and installation of a new in-line baggage screening system. This all had to occur while still processing more than 3,000 thousand bags per hour and complying with the TSA security protocols. It was a truly critical portion of the project, as it had the highest probability of shutting down the entire terminal and costing the airlines millions of dollars in delayed or canceled flights.

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To facilitate this part of the project, Delta Airlines held the contract with the baggage handling supply and installation vendor, rather than the general contractor. This leveraged Delta’s position with the vendor, since they are a major purchaser of this equipment worldwide. Because of this arrangement, when the vendor fell behind schedule at one point, Delta senior management reached out to the vendor’s overseas president and was able to accelerate the delivery schedule.

Another challenge involved dealing with scheduling and logistical issues that arose with one of the team’s general contractors. To meet the planned schedule, the requirement for a guaranteed maximum price was eliminated, and portions of the scope of work were removed from the base contract.

This resulted in fewer change orders, enabling the schedule to remain on track. Also, additional staff was brought on, creating a more robust management team. The combination of these measures helped bring the contract back on schedule.

Scheduling: To facilitate schedule management and analysis, Delta used a cost-loaded schedule (using Primavera P6) that was integrated with a 3D model (using Autodesk Revit) to produce an innovative 4D schedule. This level of interoperability between design, construction sequencing, and cost information enabled Delta to review project progress in real time and provided the following advantages: • Visual representation of the work completed in comparison to the work planned • Visual representation of the upcoming activities (4D look-ahead schedule)

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• Visual representation of the time-space clashes (when two or more elements occupy the same space at a specific time in the schedule) The ability to track and monitor the schedule in real time played a major role in the project’s success. Delta developed a system that allowed the project schedule to be tracked using multiple methods. Costs and scheduling were tracked together using earned value management systems (EVMS). The EVMS enabled Delta to track and monitor project progress in several ways: • Graphical representation comparing the planned dates and actual dates of the work in place (production rate analysis) • Graphical representation of the earned value analysis, which reports on the project progress in terms of both schedule and cost • Graphical representation of the weekly progress of the project scope broken down by area and by trade • Analysis of the variance between the planned and actual dates of critical activities • Graphical analysis to show the probability of meeting the current schedule Cost Management: To facilitate the ability to monitor cost and schedule on a real-time basis, Delta utilized Building Information Management (BIM) throughout the design and construction phases of the project. The use of BIM provided consolidated information on budget forecasting, resources that were committed and spent, estimates of cost increases and decreases, and general construction progress. The

integration of the cost-loaded schedule into the BIM model was essential in monitoring cash flow. The integrated team analyzed this data to get an accurate assessment of work performed in the field vs. actual dollars spent.

Quality Management: A project of this complexity required extensive quality control by Delta as well as the design and construction management teams. Delta established a quality management program, which was a key component in making sure the necessary procedures were closely adhered to.

To facilitate quality control, Delta worked with team members to see that all concurrent activities at the site were considered. Quality control methods were implemented so that all construction activities were performed in accordance with approved drawings, specifications, applicable codes and standards, as well as contractual requirements. Quality procedures were put in place to control activities among all project participants to ensure inspection planning, material tests, reporting, and acceptance criteria were met. This included meeting rigorous requirements in specific areas, such as core, shell, egress and filtration systems, along with other safety-design features. Consistent procedures were implemented throughout the project, so all activities were performed in a controlled manner and in compliance with

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established quality requirements.

Overall Project Success A key factor in the project’s success was the excellent level of communication maintained throughout its duration.

With the Delta executives located in the airline’s base of operations in Atlanta, careful measures were taken to keep the lines of communications open at all times.

Regular communications between the integrated team and the Delta executives in Atlanta were conducted on a bi-weekly basis. In addition, weekly meetings were held with JFK International Airport on scheduling and access-related matters. Weekly meetings were also held with the Port Authority of New York and New Jersey, which was operator of the airport, to coordinate inspections and security concerns. All offices for the integrated team were located on-site in the same trailer complex to further facilitate lines of communication.

Furthermore, monthly meetings were held with senior-level presidents and executive vice presidents of the contractors—Lend Lease, Turner Construction, and Peter Scalamandre & Sons—to discuss construction progress,

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develop recovery plans if progress fell behind schedule, and consider any other issues that could be expedited.

During the monthly executive-level meetings, reports were generated using BIM. The use of BIM was one of the major factors that contributed to the success of this project. Specific areas of the project were identified and measured on a biweekly basis and added into the BIM model to help reveal overall trends and determine what corrective actions were needed to keep the project on track. This allowed for an interactive, fact-based progress dialogue with the three contractors at a senior level.

The original project budget of both hard and soft costs for Phase I was $740 million. Forecasts showed the project would be completed at an actual cost of $703 million, and $130 million of the original budget was established as contingency and management reserves, of which $8 million was anticipated to not be used. These contingency funds were eventually used for an additional scope added by Delta and several governmental agencies, as well as unforeseen site conditions, certain phasing and staging requirements, and some selective overtime.

The project was completed in just 815 calendar days, which was on schedule for a May 23, 2013 opening. Pleased with the performance on Phase 1, Delta selected the same team to provide construction management services for the second phase, a sure sign of the Owner’s satisfaction.

Project Complexity The below challenges added significant complexity to the terminal redevelopment project, and following those is a list of the solutions Delta used to meet and deal with these issues.

Challenges • Scheduling and management of major construction within a terminal where 14 operational gates were actively used by more than 30 carriers • There could be no interruptions in service during construction • High levels of security had to be maintained at all times • The installation of an “in-line” baggage screening system necessitated replacing more than 6,000 linear feet of the existing baggage conveyor without disrupting service

Solutions • Use of proprietary BIM software

by S&P allowed the integration of a BIM model with the project schedule and budget during construction, so progress in the field was automatically updated, and the schedule was monitored on a real-time basis • The BIM model also helped with compliance with security regulations, in scheduling the efficient movement of materials through buildings and in coordinating with nearby construction of other projects • High-level security measures were implemented, which required the screening of workers, materials, and even tools • An operations plan was submitted for each area of the terminal, which included a schedule, temporary protection, a method of separating the public from the construction, as well as baggage operation throughput • Leveraging Delta’s relationship with the baggage handling vendor kept equipment delivery on track

Sustainability Efforts to enhance sustainability were implemented throughout the project, including: • During the apron and taxiway reconstruction, a jet fuel plume was discovered underground covering an estimated 4,000 cubic yards.

Rather than completely remove it, the contaminated soil was treated on site • This on-site treatment prevented potential exposure of vapors to the air and prevented the need to transport the hazardous soil by trucks

• Eliminating the need for the estimated 140+ trucks required to transport the soil reduced the project’s carbon emissions • Soil was reused on site as backfill • There was no accumulation to local land fill sites For its superior project management, Delta Air Lines was selected as the winner of COAA’s 2014 Project Leadership Gold Award for Phase 1 of the John F. Kennedy International Airport Redevelopment. For more information on this project, visit http://news.delta.com.

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Could the Design and Construction Industry Take a Lesson from Steve Jobs and Apple?

By Alan G. Burcope

If you want to improve the future of the design and construction industry, take a hard look at your smart phone.

When Steve Jobs created the iPhone, many people didn’t understand that it was not just a device, but an ecosystem that interlaced multiple, seemingly unrelated industries in a way that not only vastly increased the value of the user’s experience, but produced massive profits for Apple. By integrating the disciplines of high-tech design, manufacturing, telecommunications, art, and music under a single leadership and a shared vision, he opened the door to innovations that leaders inside those industries thought were impossible. Yet to the end user, the idea of the iPhone seemed so simple and so desirable. Skeptics thought that the biggest obstacle to the iPhone’s success would be changing the consumers’ purchasing habits, but in fact resistance from

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leaders within the industries themselves proved to be the bigger challenge.

Integrated Design and Construction How does this relate to the design and construction industry? To an industry outsider, it might seem obvious— even as simple as the idea of being able to purchase and listen to music on your phone. Is it possible that vertical integration in design and construction could produce similar groundbreaking results? Is resistance from within the industry the biggest obstacle to finding out? Many AEC industry insiders have difficulty seeing beyond certain “realities” that prevent them from visualizing an industry full of integrated design-builders, perhaps in the same way others resisted Jobs’ vision of the iPhone. The idea of integrated design and construction is so simple and so promising, yet it is viewed by many as taking a step backwards. The term “design-build” has been associated with “cutting corners” and

Lessons Learned 1. The idea of integrated design and construction is so simple and so promising, yet it is viewed by many as taking a step backwards.

2. Most of the current project delivery methods fail to measure the value of a project in its totality; instead, they measure the value of design separately from the value of construction—and so they often fail at both.

3. It is a fact that delivery of a project requires both designers and builders, so it may seem peculiar to observers outside of the industry that these two integral components are contracted separately.

4. By combining the procurement of design and construction, an Owner can create incentive for firms to demonstrate total project value before contracting either the design or construction.”

5. In the AEC industry, purchasing decisions tend to be controlled by industry insiders, this means that change will have to come from inside the industry itself.

6. Reform in procurement that opens the door for fully vertically integrated design and construction firms can unlock tremendous value for forwardthinking Owners.

cheapening design. Perhaps there are numerous “realities” that support this view, but before rushing to judgment consider these other “realities” that are part of the status quo: 1. Industry trends, such as Integrated Project Delivery, collaborative design and shared savings have gained in popularity and the benefits are numerous and generally well understood. But despite the advantages, there remain challenges due to divergent business interests of team member firms. Even with the most robust legal arrangements, the Owner still assumes most of the risk. Add to that the fact that the process still lacks an accurate means of measuring and assuring value from the onset of the project. Most of the current project delivery methods fail to measure the value of a project in its totality; instead, they measure the value of design separately from the value of construction—and so they often fail at both. By combining the procurement of

design and construction into a single exercise, an Owner can create an environment that allows provider firms to assume the project risk, relieving the Owner of that risk and providing competing proposals from firms with incentive to maximize, quantify, and demonstrate the value of their solutions before the Owner commits to contracting either the design or construction.

2. Technologies such as Building Information Modeling (BIM), Building Automation Systems, Energy Modeling, etc. struggle to gain acceptance or fail to be developed and utilized to their full potential because of the fractured nature of business infrastructure. Many firms today cannot justify significant investment in these technologies, nor can they take a long-term view of their development because they cannot effectively monetize those investments. There is an inability to quantify the benefits of their implementation in a concise manner,

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and very little incentive to put them into legitimate practice in a marketplace dominated by a “qualificationsbased selection process.” This fact will remain as long as neither the designers nor the builders can leverage actual, project-specific performance data to win work or increase profits. The catalyst needed is a proliferation of project procurement where consolidated design/ construction firms can attain success by competing on the basis of actual quantifiable performance specific to that project. The incentive created by such an environment would lead to rapid adoption and advancement of these very promising technologies.

3. The risk profile, legal, and surety aspects of design and construction are highly complex, perhaps needlessly so. Traditional limits of liability in both design and construction effectively shift risk to the Owner, who is forced to pay for the management of that risk through contingencies and insurance policies.

Even more significant—and less transparent—are the hidden costs of risk coverage layered throughout the supply chain of their providers who carry their own contingencies. While it is a fact that delivery of a project requires the efforts of both designers and builders, it may seem peculiar to observers outside of the industry that these two integral components of a project are contracted and insured separately.

Assigning responsibility and accountability is virtually impossible in this scenario. Is it any wonder that even projects with large contingencies exceed their budgets, miss their schedules, are riddled with claims, or result in litigation? It is no secret that when there is a lack of accountability, there will be a lack of performance.

A consolidated design/construction company can be held responsible for the whole of the project, and this accountability creates an incentive to perform.

Procurement Reform But how can an integrated design/construction firm succeed in a marketplace that does not recognize it as a legitimate provider? This is where the iPhone comparison ends. Apple was able to market the iPhone directly to the end user who recognized the benefits and made their own purchasing decisions. In the AEC industry, purchasing decisions tend to be controlled by industry insiders themselves, who are often plagued by the same kind of myopia that hindered Steve Jobs’ early attempts at the iPhone. This means that change will have to come from inside the design and construction industry itself.

Reform in procurement is the most critical hurdle to creating a market for consolidated companies. Brooks Act legislation and other procurement methods that default to procuring design and construction separately have guided the process since the early 1970s. Much has changed since then, but some would argue, not nearly enough, and perhaps this is why.

Procurement methods that open the door for proposals from fully vertically integrated design and construction firms can

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unlock tremendous value for forward-thinking Owners. The keys to success in this alternate process are three fold.

1. First, the process should procure design and construction together under a single Request for Proposal and should focus on the desired result rather than the minutia of the process. The RFP should provide enough information to allow competing firms to provide a comprehensive solution, but not so much as to limit the creative flexibility of the competitors. This creativity is where the value comes from. Incorporating “bridging documents” or “criteria documents” in an RFP is all that is necessary to clearly define the program and quality expectations, as well as to define only the most significant details.

2. Secondly, competing submittals should be required to be in the form of a “lump sum” proposal. Allowances and exceptions may be included, but the project should be a fixed-sum contract similar to a design-build agreement, where the project is warranted to “serve its intended purpose.” The Owner should carry a contingency for their own use, but the use of a GMP (Guaranteed Maximum Price) contract will defeat the purpose of this alternative procurement method by shifting the risk right back to the Owner.

3. Lastly, the selection criteria used to choose from the submittals should be a clearly defined scoring system in which the price proposal is very heavily weighted. If price is not a significant criterion in selecting the successful firm, then there will be no incentive for the competing firms to focus on efficiency in their proposed solutions.

Under this process, it is not necessary to dictate the use of BIM or any other specific technology in design or construction because firms will be highly motivated to enlist any technology or other competitive advantage that can improve the solution, price proposal, and value they can demonstrate to the client. A proliferation in the use of this or similar procurement methods could result in a quantum leap forward in the AEC industry and open the door for the kind of innovation that we have seen in other sectors of the economy—all you have to do is look in your pocket to see an example.

Alan Gray Burcope, AIA, MBA, LEED-AP is an Architect and Case Manager with HHCP Architects and HHCP Case Division in Orlando. His career experience includes delivering large complex projects using traditional “design-bid-build,” “CM at Risk,” IPD and the “fully integrated design and construction approach” discussed in this article. Alan can be reached at burcope@att.net.

Editor’s note: The views and opinions expressed in this article are those of the author and do not necessarily reflect or represent the views and opinions held by COAA.

A Conversation with COAA Board Member Dean L. McCormick, Director for Design and Construction Services, Iowa State University

Helping Owners Find the Answer

“I learned early on that while you need to be tough enough to insist on projects being completed properly and in a quality manner, you also need to be fair.” –Dean McCormick

By Randle Pollock Vice President of COAA’s Board of Directors Dean McCormick brings a wealth of experience and more than 30 years in the design and construction of major projects. As the Director of Design and Construction Services at Iowa State University in Ames, Iowa, he oversees all aspects of the design, bidding, contract, and construction phases of Iowa State University’s capital projects. He also leads the Design Services and Project Coordination Center units, which provides architectural and engineering design services as well as project management for small projects on campus. He joined the Facilities Planning and Management staff at Iowa State in 1994.

A professional engineer, early in his career Dean performed construction administration activities and project management on major institutional and commercial projects throughout the United States while he was with I.A. Naman + Associates, an MEP consulting engineering firm based in Houston, Texas. Dean received a Bachelor of Science in Construction Engineering from Iowa State in 1981. In addition to COAA, he is a member of ASHRAE (American Society of Heating, Refrigeration and Air Conditioning Engineers) and APPA (Leadership in Educational Facilities).

We recently spoke with Dean about his tenure with COAA, the latest developments within the association, what he is doing at Iowa State—and what he views as our industry’s latest trends.

On COAA Randy Pollock (RP): How long have you been a member of COAA, and what prompted you to get involved?

Dean McCormick (DM): I have been a member since 2003.

After coming to Iowa State University, I began looking for opportunities to network and interact with peers. I tried a number of organizations, conferences, etc. with mixed results—and mostly without finding a real connection. I

attended COAA’s Spring Owners Leadership Conference in 2003 and immediately connected with several people who were facing the same challenges that I was. I have been a committed member of COAA since then.

RP: What are the biggest benefits of belonging to COAA? DM: COAA provides an opportunity to network with others in the industry who are facing the same challenges and opportunities that we do at Iowa State. I have not found another organization that provides this opportunity as well as COAA. There is always an answer within the membership of COAA, because inevitably you’ll find someone else who has already faced the same challenge.

RP: What do you see as the biggest challenges for COAA and the industry in general?

DM: The industry has seen significant changes in the 30-plus years that I have been involved. The complexity of the projects continues to increase, concerns and fear of liability have redefined the roles that design professionals and constructors are willing to take, and the pressure is always on to build both faster and better. It is more important than ever for the Owner to be a strong participant in the project. COAA advocates the leadership role of the Owner and provides the tools and training to become the leader that is required.

On trends in the construction of public sector facilities RP: Architecturally, what are the most significant changes in the layout or types of spaces you’re providing at Iowa State?

DM: The move towards more flexible spaces and spaces that are easily adaptable to a new program is a significant emphasis. Building technology into the spaces, along with opportunities for student collaboration, are also emphases.

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On trends in the construction of facilities for higher education RP: In terms of project delivery or construction-contracting methods, what are the most significant changes in the implementation of your projects at Iowa State?

DM: Iowa is a very traditional state when it comes to project delivery, and most of our projects continue to be delivered in a traditional design-bid-build delivery system. I am firmly committed to the concept that effective collaboration between the Owner, Design Professional, and Constructor is key to delivering high quality projects. Finding ways to build this collaboration into a delivery system that was not designed to accommodate collaboration is one of challenges we face.

On project delivery methods RP: Which delivery methods have you employed? Which do you most prefer?

DM: At Iowa State we are limited for the most part to design-bid-build and Construction Manager Agency.

Around 98 percent of our projects are performed with design-bid-build delivery.

That said, we do look to CM Agency on projects that are large and complex, require an accelerated schedule, and/or require a phased construction schedule. We have recently been authorized to pursue design-build bridging and have a residence hall project underway that is currently in the selection process.

I don’t necessarily have a favorite delivery method. Each project is unique, and the project delivery method that fits the project requirements best should be employed. There are good projects and bad projects in any delivery system— ultimately it comes down to the individuals that are involved and maximizing the collaboration of the project team.

Design-bid-build does not eliminate collaboration, but it can be more challenging to build a good team.

On what you are doing now RP: Do you feel any need to emphasize “buying local/ regional”?

DM: As a state-supported institution, we always have a charge to keep the work local to the extent possible. But more importantly, we have always had great success with local design professionals, contractors, subcontractors, and suppliers. We have built relationships with these firms, and they have a commitment to the success of Iowa State University that cannot be easily imported.

On trends that are impacting the future of your organization RP: What current trends (demographic, economic, cultural, etc.) are most impacting the future of your work at Iowa State University?

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DM: Like most places, we are competing for an evershrinking labor work force to work on our projects. Iowa is a relatively low-growth state, and attracting or keeping a quality work force is a challenge that will need to be met for us to be successful. As we have emerged from an economic downturn, having enough workers to meet the demand has been a challenge.

RP: How does your background shape your understanding of the work Owners do?

DM: Early in my career I was fortunate to work for—and with—Owners who understood the key leadership role they must play and the need to create a collaborative environment on their projects. I learned early on that while you need to be tough enough to insist on projects being completed properly and in a quality manner, you also need to be fair. It is important to examine and understand all perspectives on an issue before taking a stand. Ultimately, the goal is to deliver projects successfully, and the decisions that are made always need to be in the best interests of the project.

RP: With the proliferation of so many different technologies involved in every phase of the construction process, how essential is it for an Owner to possess a strong understanding of all of those technologies and their applications?

DM: It is exciting to see the new technologies that are being applied to the construction industry. I think that the adoption of technology has traditionally lagged in the construction industry, so it is good to see the explosion of tools that are now available. I don’t believe it is possible for the Owner to have a strong understanding of all of these technologies, but we must understand how the application of these technologies will improve our projects. The technology that is available provides an incredibly powerful set of tools, but like any tool kit, understanding the right tools to use is critical.

The misapplication or over-application of technology can be detrimental to a project.

As a university Owner, it is incredibly exciting to see the abilities of the recent graduates, who can manipulate technology to the benefit of the project. The pace of change is clearly accelerating. Each new generation of professionals entering the work force is bringing new abilities to apply technology, and those of us in the older demographic will have to give them the freedom to apply their knowledge creatively to benefit our projects.

About the Interviewer A member of COAA’s national Editorial Committee since 2010 and Program Chair of COAA Texas, Randy Pollock is Science + Technology Director for HDR (www.hdrinc.com). Based in HDR’s Houston, TX office, Randy can be reached at 713-3351949 and randle.pollock@hdrinc.com.

Create Your Own Project Management System

Build a Custom Database Using MS Access

By William “Wes” Stewart In 2009, the Facilities Project Management Office (PMO) at UTHealth made the leap from using MS Excel to MS Access to manage project cost information. Although the initial focus was project cost accounting, during development and later after implementation, many other benefits were realized and the database evolved into a comprehensive Project Management Information System (PMIS).

The UTHealth PMO consists of a Director, five Project Managers and one Project Specialist whose primary function is cost accounting. The group manages all renovations on campus from $0 to $4,000,000. There are typically 100 active projects at any given time. Project Managers are “fee for service,” meaning salaries are paid from the projects they manage. Fees are collected on all projects and are calculated on a sliding scale by multiplying the anticipated total project cost (TPC) by percentages ranging from 3 to 8 percent.

Prior to constructing the database, the PMO used Excel for project cost accounting and reporting. Project managers were responsible for keeping a project budget spreadsheet (standardized format) up to date. A separate master spreadsheet was maintained on the department server, which was also updated by the project managers. Separate

standardized procurement forms were used for purchase order requisitions and change orders. Invoices were typically not tracked electronically except in the university Financial Management System (FMS). Outside the PMO, the Facilities Accounting Office maintained separate project spreadsheets that were used to calculate fee collections and assist with capitalization of projects over $100,000. Most times the accounting spreadsheets did not match the project manager’s spreadsheets for the following reasons: • Project managers updated budget worksheets periodically instead of real time and not all purchases were properly accounted for • Accounting and the PMO had different project numbering systems and there was an inconsistency in project naming • Accounting was primarily interested in projects over $100,000 that could be capitalized. Fees were often not collected on smaller projects • Other spreadsheets used included accounting-code reference sheets, cash flow (fee collection) forecasting, lessons learned, vendor list, executive summaries and various other Ad Hoc reports. The result was hundreds

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of different spreadsheets and forms, residing in different locations that contain redundant, conflicting or incomplete information. Extracting accurate, meaningful data was difficult and time consuming, especially when staffing changes occurred Specific concerns to the PMO are fee collection and financial reporting to customers and upper management. If a customer or upper management requests a project budget update, it does not reflect well if it takes the PMO several days to update a spreadsheet and respond or if a conflicting report is sent from Accounting. At the end of each project, the customer receives a reconciled budget/cost summary worksheet showing all project expenses, along with the fees that are due. It is important to the reputation of the PMO that this final report is accurate and error free.

It is also important not to overcharge customers and set rates only high enough so that revenue is equal to salaries plus overhead at the end of each fiscal year (FY).

Overages cannot be carried forward. Significant overages (or shortages) raise concern from upper management.

Therefore, rates need to be evaluated annually using a projected cash flow report and adjusted as necessary at the beginning of each FY to meet this goal. Using Excel with different versions floating around and applying the sliding scale to each project made these and other cost accounting tasks cumbersome and difficult to achieve.

Searching for a better solution, off-the-shelf commercial databases were considered. We found very good companies that specialize in PMIS. Some advantages of these packages are that a considerable amount of time and effort went into the design and testing, so the databases would probably have very few programming errors. It is also a fairly quick solution, since it has already been developed generically, and professional programmers are available to assist with implementation. The specific products we reviewed focused on a wide range of project management functions, including scheduling, resource management, document storage, and online collaboration.

In our opinion, this type of software is ideal for large capital projects, where process and procedure is duplicated on each project but was more than what we needed to manage small day-to-day renovations. With cost accounting being our primary focus and speed being of essence, we wanted a system that would make our processes more efficient and less cumbersome to the project managers. We did not want to require them to input additional data that would be relevant to large projects, but did not bring significant value to small projects. Also, forms, reports, accounting codes, and fee structure had to match our specific requirements so after the initial software purchase there would have still been a significant re-programming and maintenance cost.

Ultimately, with budget being the driving factor, we decided a small customized database residing on the university server, which in-house staff could maintain, would be sufficient to address our needs. MS Access software was selected primarily

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because it was readily available as part of the MS Office Suite, so there was no need to purchase additional software. Also, due to the simplified user interface, developing a database using Access does not require an advanced education in computer programming. Although an understanding of basic database-development principles is essential, these can be self-taught using books and online tutorials or learned in one or two college semesters. Development of an “efficient” database does require intimate knowledge of the system requirements and existing business processes, so exactly what is needed can be delivered. Constructing the database inhouse offers the opportunity for significant cost savings and can better produce the desired results since the in-house staff knows exactly what is needed.

While it may be helpful to hire a consultant to assist with programming, this database was developed by the Director and the Project Specialist responsible for accounting, both non-IT professionals. Since in-house staff built the database, much of the very time consuming (but absolutely necessary) “needs requirement” phase was expedited, and the project quickly moved into the conceptual design phase. Conceptual design primarily consists of developing a list of tables (similar to spreadsheets) that are needed to capture the desired information and a plan to link the tables together so information between the tables can be shared.

The table/relationship in Figure 1 shows most of the data that UTHealth decided to store in the database and how the tables are linked together.

At first glance, this may seem complex, but there are only two primary tables. One is the project table that contains detailed information pertaining to the project, and the other is the purchase order table where most of the project cost information is stored. Other tables are basically sub-tables that hold information pertaining to one of the two primary tables. These tables reduce input requirements and are used to develop time saving drop down menus in various forms.

Using drop down menus assists with accurate reporting, decreases data input time, and reduces errors. All tables are linked together by a primary key or unique data field common in both tables. We selected four unique IDs, the project ID, purchase order ID, vendor ID and chart field (FMS funding code) ID. Once all the tables are linked, a single form can update many tables at the same time and one report can be produced using information from many tables.

Administrative effort and the possibility of conflicting reports is significantly reduced since data is only entered one time in the database, instead of in numerous spreadsheets. All of the old forms and spreadsheets that were being used are no longer necessary. The database is stored on the PMO’s central server and backed up daily by the IT department. Authorized users can quickly add and retrieve information and unlike an Excel spreadsheet, multiple users can add, delete, and edit at the same time.

Figure 2 shows an example of the usefulness of linking tables. Notice how the purchase order form shows or is being

Figure 1

Figure 2

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used to update information in the purchase order, change order, invoice, and vendor tables. Additionally, the footer automatically calculates totals at the bottom. Now, when entering changes orders and pay applications the user can quickly check the accuracy of the contractor’s paperwork.

After completion of tables and relations, forms and reports were developed. System testing was accomplished using sample project information to insure all of the forms and reports worked properly. After testing, project data was either imported from various Excel spreadsheets or manually inputted. Then user training and implementation took place.

From start to finish the project took about four months. The only cost associated was the in-house hours it took to learn Access and develop the database. However, that payback was substantial, since outsourcing is not required to make modifications.

Of course, a database is only as good as the information put into it. A key factor to the success of this project was the ability to produce purchase order requisition forms and change order forms (actually reports in database terminology) that provided the same information and looked similar to the standard procurement forms. Once this was accomplished, the standard procedure is to produce these documents using the database.

This accomplishes several objectives: 1. Ensures the database is up-to-date and real time, since it is used to produce the procurement requisition forms 2. Increases efficiency by pulling exiting information from other tables needed to produce the form and by only having

Figure 3

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to input the same data in one place instead of both the request form and budget worksheet 3. Increases accuracy by automatically calculating totals Upon completion of this project, hundreds of spreadsheets containing duplicate information stored in numerous locations are now consolidated into one centralized database that is updated in real time. Cost estimating has become faster and more efficient since accurate information is readily available.

Project budgets and expenditures are now tracked in real time, allowing up-to–date, accurate reporting at the click of a mouse, without asking the project manager to “please update the spreadsheet.” Partly due to increased accuracy, the PMO now manages its own fee collections, so the separate accounting spreadsheets are no longer necessary. The only other project accounting system is FMS, where a separate account is set up for capital projects. While the FMS serves as the university accounting system, its usefulness as a PMIS to the PMO is limited to producing actual transactions and reconciliation.

Below is a list of uses and reports now available in the PMO database: •

Develop, maintain, and report project feasibility estimates, baseline budgets and cost summary updates

•

Prepare and print purchase-order requisitions and change order forms to be processed by procurement

•

Access to a consolidated list of vendors by trade with contact information, HUB status, existing contracts available for use, and in-house performance ratings

Lessons Learned 1. Using spreadsheets alone as a PMIS can result in hundreds of different spreadsheets and forms, all residing in different locations that contain redundant, conflicting or incomplete information.

2. A good database consolidates nearly all information, forms, and reports in one location; allows immediate access to accurate, up-to-date information; and historically archives final data.

3. If developed correctly a PMIS will reduce administrative effort by pulling existing information from multiple tables.

4. Microsoft Access has a user-friendly interface and is an excellent tool to develop a PMIS. Since it is part of the Microsoft Office Suite, there are no additional software requirements and it interacts well with other Microsoft applications.

5. Developing a database in house allows total ownership. Modifications or development of new forms and reports can be made quickly at no additional cost. There are many step by step manuals and online references to assist with MS Access.

•

Various administrative reports, such as purchase order requisition status, procurement processing turnaround times, projects to be closed, invoice payments due, and open PO’s that need closed

•

Baseline to actual schedule and budget reports used to determine the percentage of projects delivered on time, under budget

•

Lessons learned by project type, vendor or building, and a list of all change orders that occurred on a particular project—a critical component to evaluating lessons learned

•

Cash flow summary or project fee revenue forecasting

•

Parametric and analogist cost estimating based on historical data

•

Executive project status reports that can be filtered by school, building, department, funding codes, etc (see Figure 3)

The UTHealh PMO wanted to share the successful implementation of this project and to demonstrate that it is possible for non-IT professionals to successfully implement a custom database or PMIS system using (readily available) MS Access software. Five years after completion, the database now contains accurate, detailed information pertaining to nearly 1000 renovation projects. As more project information is stored in the database, the more accurate cost estimating becomes. Valuable information from lessons learned has become readily available as well as more vendor contacts and vendor performance information. Information is not lost due to personnel changes. Check and balance reports against FMS are readily available to help insure accurate closeout reconciliation, fee collection and forecasting.

William (Wes) Stewart has been the Director of Project Management at UTHealth for 9 years. He holds Master degrees in both Business Administration and Construction Management, a Bachelor of Science in Business Information System and the PMP certification from the Project Management Institute. He can be reached for questions at William.w.stewart@uth.tmc.edu.

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Celebrating 20 Years In Nashville A Recap of COAA’s 2014 Fall Owners Leadership Conference In case you haven’t heard already, COAA marked its 20th anniversary in 2014, and to celebrate this milestone, the association hosted one of the most exciting leadership conferences ever in Nashville this past fall. The location was a nod to COAA’s roots, as the very first conference was held in Nashville, but instead of the 59 attendees who showed up two decades ago, the 2014 conference was packed with 290, which is the bestever showing for a conference thus far.

Held at the Loews Vanderbilt Hotel, the three-day event was jam-packed with dozens of informative sessions and presentations, along with two guided tours, and special guest appearances by the association’s founding leadership.

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A Good Start The conference started off strong with a morning tour of Vanderbilt University’s new College Halls At Kissam. These residences, located just across the street from the hotel, offer students a unique communal environment for living and learning, and the project’s key stakeholders gave COAA members an exclusive guided tour of the properties.

When they returned in the afternoon, attendees were treated to a unique presentation and roundtable discussion focused on improving collaboration.

The presentation, “Collaboration: Let’s Discuss It,” was led by a threeperson panel containing representatives from COAA, AIA, and AGC, who discussed the ways in which

collaboration has evolved over the last 20 years. From there, attendees were invited to participate in two separate “Collaboration Carousels” that featured interactive, roundtable discussions related to collaboration. This was the first time COAA has held a jointly-led presentation run by members of these three organizations, and it set a solid pace for the rest of the conference.

Penn State’s John Bechtel is a member of the COAA Conference Committee as well as the Pennsylvania Chapter President, and he helped organize and facilitate the collaboration sessions.

He said that one of the goals of the Carousels was to help engage attendees in conversation, so they would be more likely to continue talking over the duration of the event.

“One goal of the Collaboration Carousels was to begin the conference with a more interactive format that would give attendees a chance to participate in small, open-forum discussions,” said Bechtel.

“We hoped that by creating conversations within smaller groups, individuals could make connections early and then continue those discussions throughout the rest of the conference.”

Bechtel noted that he received great feedback on the sessions from attendee evaluations, and this was mirrored by what individual attendees had to say.

Attending his first national COAA conference, Dwayne Rush, who is a Project Manager with Penn State’s Office of Physical Plant, said that he learned a lot from his interaction with others during the carousels.

“I found the sessions really informative,” said Rush. “Breaking out into smaller groups for discussion like that was really engaging, and I got to hear the perspective of others in similar roles as myself, which was very educational.”

Sweet Emotion The opening session on Thursday, “From the Head to the Heart: Emotional Intelligence and Project Success,” also got attendees talking. Led by speaker Brent Darnell, the presentation focused on the importance of fostering effective interpersonal communication within the industry.

While key team members working on any project typically possess plenty

of technical abilities, oftentimes these “soft skills” can get overlooked. Darnell explained how using the power of emotional intelligence can make projects more successful, collaborative, and fun.

In a business that’s not exactly wellknown for producing “people skills,” the session proved quite insightful.

“I thought the session was very effective, particularly for those of us who are more technically oriented,” said Rebecca Koller, Assistant Vice President and Director of Facilities Planning and Management at the University of Nebraska.

“Communication is key to successful projects, and recognizing different emotions in ourselves and others is critical to communication. I enjoyed the presentation so much, I downloaded the Tao of Emotional Intelligence.”

Workforce worries Another highly popular session was Friday morning’s “Workforce Shortage: Should Owners Care?” Presented by MD Anderson’s Spencer Moore and Holder Construction’s Mike Kenig, the session focused on the lack of skilled tradespeople within the construction industry and how this shortage might affect Owners. Indeed, the workforce shortage issue has been ongoing for years now, and experts predict it’s only going to get worse. The speakers discussed why this problem should matter to Owners and how they can work with others in the industry to not only raise awareness of the issue, but also come up with meaningful solutions.

Koller said that technology might be one way to address the workforce shortage, but like most solutions, there are both good and bad sides to incorporating that option.

“Unless the construction trades are recognized as viable and important parts of our economy, many of those jobs will be replaced by technology,” said Koller.

“For example, technology—in the form of precast panels—has mitigated the shortage of skilled masons and actually sped project schedules. However, while the panels may be efficient, both the project design and the resulting human experience suffer.”

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The inspirational nature of the speech enthused even those attendees who are just getting started with the association.

“While I am relatively new to COAA and this was my first national conference, the anniversary speech was very meaningful,” said Rush. “It gave me a real feel for the growth the organization has experienced over the past 20 years, which I found both interesting and impressive.”

Investing in People Even if you have enough skilled staff, problems can still arise when it comes to effectively managing a project. The Friday session “Evolution of a Design and Construction Department” addressed just such a scenario. Led by Oregon Health and Science University’s Kyle Majchrowski and Bradley Taylor, the session discussed how OHSU addressed the need for its team to more accurately forecast and effectively report on its program budget and cash flow.

The solution involved developing PMs into strong leaders, defining and creating a successful culture for communication, and fostering strong interpersonal relationships. Ultimately, what they found was that while developing powerful Owner-driven leadership can be challenging, it’s more than worth the effort.

“The session was very enlightening,” said Rush. “Similar to the emotional intelligence presentation, it explained how every person is different, and understanding that is really important if the team is to work well together.

Additionally, the need to standardize processes and programs is vital in a busy work setting.”

Happy Anniversary Since the Nashville conference marked COAA’s 20th anniversary, it was only natural that organizers would schedule something special to mark the occasion—and they didn’t disappoint.

During the opening night reception, attendees were treated to an inspiring speech from COAA founder Al Phillips,

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who recalled the association’s early days and praised the organization for its steady evolution into the powerhouse that it is today.

After Phillips’ poignant speech, he asked each of COAA’s past presidents—who were all in attendance—to join him up on the stage. Following a brief introduction from Phillips, each of them made their way onstage, until it was filled with the entire two decades’ worth of leadership.

Once they were all assembled, COAA’s current president, Kevin Lewis, proposed a toast to Phillips as well as the entire association, and everyone raised their glasses high. The moment was one of the conference’s definite highlights, stirring even COAA’s veteran members.

“I was moved by the fact that all of the past presidents were in attendance,” said Bechtel. “And it was inspiring to hear Al Phillips tell the story behind this great organization, offer insights as to why COAA was formed, and connect us to the discussions from the founding members.”

According to COAA’s first president, Norm Neiterman, these are the types of reactions—and interactions—that make COAA conferences so valuable.

By bringing together such a diverse collection of people—young and old, veterans and newcomers, Owners and fellow industry professionals—the conferences have the power to educate, motivate, and connect members like nothing else.

“The interaction between attendees has always been very important to me,” said Neiterman. “At these conferences, the folks love to share their successes—and failures—with their peers and talk openly and honestly about them. In this way, we can learn a great deal from one another.”

For those members unable to attend COAA’s Nashville conference, the presentations are available on COAA’s website, www.coaa.org. To access these files, log in and select “Members Only Content” and then “Archives.” While you’re there, don’t forget to reserve your spot at the 2015 Spring Owners Leadership Conference, which takes place May 13-15 in Baltimore.

Chapter News

California Chapter What a way to kick off 2015 for the youngest chapter in the COAA family. The biggest state now has the newest chapter. COAA-California held its first one-day conference of 2015 on January 22. The event was held in the beautiful Anderson Collection building at Stanford University. Among some of the greatest art of the 20th century, COAA session speakers focused on the higher education, high tech and healthcare construction sectors. A common theme was quickly developed between all of the speakers: “Without process, construction is difficult, expensive, and litigious.�

With a well thought-out process, construction can produce amazing benefits for disparate programs and institutions. Laura Goldstein (Stanford University), Steve Kundich (Digital Reality Trust), and Mark Tortorich (Stanford Hospital) provided attendees with an in-depth look at how their own groups create process and execute large-scale projects and programs.

The sold-out event included 44 participants from 18 institutions, representing the San Diego, Los Angeles, and Northern California markets. The group was able to tour the new Stanford Hospital (Vinoly, Lee-Burkit-Liu, Clark Construction) and the new McMurtry Art + Art History Building (DS+R, BOORA, Whiting-Turner Contractor).

The COAA-California leadership team would like to thank sponsors Chameleon Consulting, gkk works, and GWS for supporting the event. The team also thanks Vanir Construction, who sponsored an incredible wrap-up at the Old Pro in historic Palo Alto, where new members were able to meet, share stories, and make valuable contacts. The chapter hopes that other California, Nevada, and Arizona COAA members will be part of the second bi-annual event planned for Scripps Research Institute in La Jolla, California, on July 23, 2015. Attendees should register early, as the Stanford workshop sold out quickly.

For more information, visit www.coaa.org/Membership/Chapters/California.

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New Members OWNERS Ada County Andrew Zoir Justin Cafferty Alachua County Darryl Kight Broward County Emmanuel Gideon Baig Catholic Construction Services Carl Trevathan Dennis Kelly John F. Schiavone Randy Hood Children’s Healthcare of Atlanta, Inc. Olivia Hutchinson Sharon Hall Vincent Payne City of San Antonio Anthony Chukwudolue Arthur E. Reinhardt IV Luis Maltos Terry Bellamy Clark Street Development David D. Low, Jr. Cook Children’s Medical Center Mark Valudos Emory University Christopher Jackman Debbie Moyers Joan Hodge Randy Simon FedEx Ground Andy Glasser Ashley May Bill Lundgren Bill Paoleschi Bob Ranallo Chas Ainsworth Chelsey Ackerman Chris Kulifay Dan Ehrhart Dave Rose Dean Bonenberger Debbie Baker Eric Adamczyk Firyal Kassim Hank Colaizzi Jackie Cook James Kondos Jason Evers Jennifer Jamison Joe Green Julie Rankin Kate Bonn Kevin Stanley Len Murgi Mike Kocis

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Mike Landy Nick Donati Nick Ricciardi Noreen Poindexter Rich Taylor Ryan Reaghard Tim Wadas Timothy P. Scherling Tom Briercheck Will Motley

Louisville & Jefferson County Metropolitan Sewer District Greg Heitzman Rene Thomas

Georgia State Financing & Investment Commission Adam Martin Chad White Demaurio Starks Kenneth Nuttall Lyan Rivera Cabrera

Michigan State University Carol Cool

Google Anu Reddy Governors State University Jim Zumerchik Grand Valley State University Bill Lucksted Bradley Newman David Cox Edward Simon James R. Moyer Jeff Marcinkowski Jim Flanders Karen Ingle Ken Stanton Kevin Ricco Lisa Hayes Mark Rambo Mary Holcomb Molly Galloway Paul Nederveld Rence Meredith Ron Villanueva Shannon Sullivan Terry Pahl Timothy Thimmesch Highmark Brian Wickenheiser Iowa State University Dan Nutini Liz Clarke Jackson National Life Insurance John Cain Johns Hopkins University James R. Miller, Jr. Suzi Galletti Kodiak Island Borough Aaron M. Griffin Charles E. Cassidy Scott Arndt

OwnersPerspective.org

Maryland Stadium Authority Philip B. Hutson MD Anderson Cancer Center Darren Lubbock Sam Cunningham

Mount Carmel Health Tony Capaci National Heritage Academies Angela L. Wilbur Dan Riley Lauren Breymeyer Tom Brennan New Stanford Hospital Adwoa Apea Annmarie Golz Becky Schukar Burt Hurlbrook Carrie Nazzaro Chad Reeder Darren Jones Derek Bilte Derek Blogin Elizabeth Nielson Ernie Olatunji Frank Arsenault Geg Zoll Gregory Olsen Jacqueline Dory Jason Holbrook Joe Brodgen Joel Leong Justin Chi Landra Gabayan Mallik Chaganti Marcelo Moreno Mark Gaul Mark Tortorich Matt Pearson Mike Childs Ramon Solis Reymundo Altamriano Shahriar Daftari Stephen Goltiao Tamara Villagra Tatiana Pannetta Thomas Spotts Tim Bollman Tim Vondrak Timothy Amos Tina Leonetti Tom Squance Wais Abdiani Yusef Masjedi

North Carolina State University Ada Baldwin Alan Daeke Allen Boyette Allen Thompson Andy Snead Angela Lord Angkana Bode Betty Elliott Bill Davis Brandi Murray Brenda Richardson Carolyn Axtman Charles Brown Charles Leffler Charlie Marshall Damian Lallathin Dave Josephus David Hammock David Hatch David Setser David Wynne Don Ferree Edgar Levy Eric Jaskolka Eric Olsen Garden Freeman Giana Malak Greg Selzer Heath Huovinen Henry Hardy J.C. Boykin Jack Colby Jake Terrell Jeff Hightower Jenny Korreck John Johnson Joyce Wiggins Kathleen Stefanick Laura Wingo Lisa Johnson Lisa Maune Liz Moore Lynn Burris Lynn Swank Mark Michaelson Melissa Young Michael Baker Michael Kapp Pat Johnson Richard Hassard Ron Grote Rudy Lopez Ryan Breedlove Sally Rau Sharon Fedkiw Steve Bostian Steven Arndt Sumayya Jones-Humienny Tammy Putz Tom Hannon Tom Skolnicki

Victor C. Smith Willy Yamamoto Oakland University Diane Bruglio Francine Cutler John Harmala Jonathan Sterns Khales Dahr Marie Michalowski Rafi Bayrakdarian Rose Stuart Ryan Giorio Siraj Kahn Susan Riley Terry Stollsteimer Tim Gorman Tom Socha Penn State University Chris Hampton Craig Dubler Darren Spotts Jeanne Fudrow Jeff Kokoskie Matthew Leah Paul Kerr Sean Walker Pima Community College Cynthia Sylvester Public Building Commission of Chicago Erin Lavin Cabonargi Purdue University Deborah Johnson Steve J. Miller Regional Transportation District Jyotsna Vishwakarma Shell Point Retirement Community Robert L. Southern Stanford University School of Medicine Daud Haidari Niraj Dangoria State of Iowa Scott Gustafson Temple University Andy Feick Chris Freshcoln Jessica Binda-Rischow Sheryl Santerian Texas Children’s Hospital Matt Hester University Health System Cesar Silva University of Georgia Arzu Yilmaz Ben Rossetti

Bob White Brett Ganas Casey Westbrooks Chris Daigle Chuck Cartwright Daniel E. Sniff David Spradley Derek Schuber Eric Sherman Fred Remen Gwynne Darden J. Scott Burgess Joe Powell Melanie Ford Robert Lewis Scott Messer Scott Simpson Zach L. Schiff University of Iowa Steven Otto University of Maryland, Baltimore Abigail Alam Christine Flores Christopher Deremeik Jeffrey Davis Wesley Gordon University of Maryland, College Park Charles Reuning Rex N. Fitch University of North Carolina, Charlotte Amanda Caudle Blan Hussam Brian Kugler Cheryl Lansford Chris Gilbert David Love Donna Schauble Doug Walters Elizabeth Frere Jeanine Bachtel Jen Evans John Boal John Fessler John Neilson Lee Beard Lee Cox Lee Snodgrass Mac Fake Mike Lizotte Nick Patel Paul Taylor Peter Franz Rick Ellis Steve Burt Steve Terry Tom Bastian Tom Sparks

Tom Stutts Tony Schallert

YMCA of Greater Grand Rapids Robert Branch

University of North Texas System Jaime Thomson James Maguire Jay Henson Jeannine Vail Teresa Rogers

Kaiser Permanente Wayne Swafford

ASSOCIATES Alton Square Group Frederick J. Shaw Baker Donelson Christopher M. Caputo

University of Pittsburgh Christopher Niemann Dave Klimchock Eli Shorak Jane Thompson Joseph W. Fink Mike Marscio Peter Buchheit Phillip Hieber III Ron Leibow

Bostwick Design Partnership Pam J. Neckar Cannon Design Patricia Bou Carl Walker, Inc. John M. Kennedy

University of Texas at Austin Michael Carmagnola University of Texas System Artemio Trevino Bill Cunningham Bill Shinsky Brenda Cox Cecile Kraus Chris Macon Christopher Upton Emily Barron Howard Templin Jason Parry John Mol Karel Kozuh Larry Simmons Michael Bishop Michelle Smith Mike O’Donnell Monica Brown Sara Parry Tom Brents Veronica Harris

Continental Building Systems Ryan S. Lidke Dee Cramer, Inc. Matt Cramer DeMaria Amy Patterson DPR Construction Jennifer Oliverio Gilbane Building Company Sue Klawans Heapy Engineering Joe Ferdelman High Construction Company C. Eric Scott Richard L. Stoudt Hill International, Inc. Eric Short IKERD Consulting William Ikerd KZF Design Robert Doran

Urban R2 Development Brad Friedman

LF Driscoll Co. Trish Harrington

UT Health Science Center Ginger Williams Washington and Lee University Truman Payne West Virginia University Amee Blake Baron Smith Dan Olthaus Joseph Vincent Liza Rigucci Peter Domahoski Truman Wolfe

Commtech Design Bret Emerson

Limbach, Inc. Preston Wallace LSC Design Sarah Wortman Marmon Mok Sally J. Smith Massaro Corporation Dan Farinelli Maynard Cooper & Gale Lee Sheppard

Spring/Summer 2015

29

New Members Continued

Calendar of Events

Miles-McClellan Construction Dave McIntosh

Vanir Construction Eric Smith

COAA-VA SPRING WORKSHOP

Morris Architects Huitt-Zollars Joseph P. Nilles

Venable LLP Leonard Goodman

Moseley Architects James M. Henderson Jeff Hyder Michael R. Ferri

VHB John P. Carty John Hines Myrina L. Gaglione John M. Stronach

COAA-IL SPRING WORKSHOP

W.M. Jordan Company, Inc. David Ancarrow

COAA-MI CHAPTER SPRING OWNER CONNECT WORKSHOP

Pepper Construction of Ohio Joseph N. Mize Procore Technologies, Inc. Kellie Lee Skanska USA Building Julie A. Hyson Skiles Group Dwayne Hodges SpawGlass Construction Melodye Tomsu Stevens & Wilkinson William H. Clark Structural Group Michael Biesiada Synergy Sustainable Solutions Katherine M. Hubert

Wagman Construction, Inc. Jeffery Lynch Walbridge Aldinger Company John Jurewicz WDP & Associates, P.C. Rex A. Cyphers Zurich Insurance Daniel Faltermeier

STUDENTS Missouri University of Science & Tech Issam H. Algraiw

4/8/2015 University of Richmond Richmond, VA

4/9/2015 Three First National Plaza Chicago, IL

4/15/2015 The Double Tree by Hilton Novi, MI

OWNER TRAINING INSTITUTE PROJECT MANAGEMENT: AN OWNER’S PERSPECTIVE 4/16/2015 University of Maryland, College Park College Park, MD

OWNER TRAINING INSTITUTE CM AT RISK 4/16-17/2015 Loudoun County Public Schools Ashburn, VA

WEBINAR WORKFORCE SHORTAGE: SHOULD OWNERS CARE? 4/22/2015

Index to Advertisers AGC of America . . . . . . . . . . . . . . . . . . . . . . . . . . . OBC COAA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Kitch . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

OWNER TRAINING INSTITUTE SCHEDULE MANAGEMENT 5/12/2015 Hilton Baltimore Baltimore, MD

2015 COAA SPRING OWNERS LEADERSHIP CONFERENCE 5/13-15/2015 Hilton Baltimore Baltimore, MD

COAA-CA SUMMER WORKSHOP

Liberated Energy . . . . . . . . . . . . . . . . . . . . . . . . . . . . IFC

7/23/2015 Scripps Health San Diego, CA

PC & Associates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

2015 COAA FALL OWNERS LEADERSHIP CONFERENCE 11/4-6/2015 Green Valley Ranch Resort and Spa Henderson, NV (Las Vegas)

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OwnersPerspective.org

SPRING/SUMMER 2015

The Official Magazine of the Construction Owners Association of America

The Official Magazine of the Construction Owners Association of America

The official publication of

Create Your Own PMIS Build a Custom Database Using MS Access

Project Leadership Gold Award Winner Delta/ JFK International Airport Redevelopment

Spring/Summer 2015

1

Fall/Winter 2014

Owners Perspective’s distribution includes senior professionals directly involved in Building Ownership and Development, Construction, Facilities Management, Planning, Procurement, Design and Project Management.

With a wide variety of backgrounds, they all share the same goal of bringing balance to the construction process and promoting the professional development of Owners through educational programs and peer networking. They are directly responsible for developing and managing construction and renovation budgets, product and service specifications and procurements.

The Official Magazine of the Construction Owners Association of America

Prevention Through Design A New Way of Looking at Safety— and Sustainability

Project Leadership Silver Award Winner

Odegaard Undergraduate Library Renovation

Owners Perspective represent decision makers who are directly involved in building operations and facilities management.

Fall/Winter 2014

Owners Perspective is one of the only magazines that is distributed directly to all four segments of the institutional building market.

1

Spring/Summer 2014

The Magazine of The Construction Owners Association of America

Integrated Project Delivery

Optimizing Project Performance

For Advertising Info: Maureen Hays advertise@ownersperspective.org 877.234.1863 ext. 6717

Project Leadership Gold Award Winner Methodist Olive Branch Hospital

Spring/Summer 2014

Spring/Summer 2015

1

31

“See Construction Differently”

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OwnersPerspective.org