Facilities Project Managers Guide - Facilities Services - Cornell ...

Facilities Project Managers Guide May 2008

TA B L E O F C O N T E N T S Introduction to the Facilities Project Manager’s Guide ........................................................ 8 Part I: Stakeholders and Roles ............................................................................................ 11 Part II: Project Requests and Approval Process ................................................................. 27 Part III: Project Controls ........................................................................................................ 34 Part IV: Project Process Phases ........................................................................................... 56 Part V: Appendix ................................................................................................................... 75

FOR ASSISTANCE IN USING THIS GUIDE OR TO PROVIDE COMMENTS AND EDITS, PLEASE CONTACT DONNA GOSS

Facilites Project Managers Guide

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D E TA I L E D T A B L E O F C O N T E N T S Introduction to the Facilities Project Manager’s Guide ........................................................ 8 Executive Summary ............................................................................................................................................... 8 How to Locate the Guide ....................................................................................................................................... 8 Summary Overview of this Guide .......................................................................................................................... 9 This Guide and Other Documents ......................................................................................................................... 9 The Cornell Project Management Methodology (CPMM) Guide ....................................................................... 9 The Project Manager’s Toolbox......................................................................................................................... 9 Facilities Services Website and Other Websites ............................................................................................. 10

Part I: Stakeholders and Roles ............................................................................................ 11 Facilities Services: Key Departments ................................................................................................................. 13 Project Team ....................................................................................................................................................... 15 Core Team ....................................................................................................................................................... 15 Executive Group .............................................................................................................................................. 15 Primary Customer ............................................................................................................................................ 15 Project Executive / Director ............................................................................................................................. 16 Project Manager .............................................................................................................................................. 16 Construction Manager ..................................................................................................................................... 16 Project Coordinator .......................................................................................................................................... 16 Project Coordinator Responsibilities ........................................................................................................... 16 Role Agreement .......................................................................................................................................... 17 Cornell Approval Groups ..................................................................................................................................... 18 Consultants and Contractors ............................................................................................................................... 19 Cornell Stakeholders ........................................................................................................................................... 20 Alumni Affairs and Development ..................................................................................................................... 20 Construction Management Office .................................................................................................................... 20 Contracts & Capital Projects Office ................................................................................................................. 21 Cornell Information Technologies .................................................................................................................... 21 Cornell Police................................................................................................................................................... 21 Alumni Affairs and Development ..................................................................................................................... 21 Environmental Compliance and Sustainability Office ...................................................................................... 21 ECOS Checklist .......................................................................................................................................... 22 Environmental Health and Safety .................................................................................................................... 22 Facilities Management ..................................................................................................................................... 22 Maintenance Management .............................................................................................................................. 22 Office of Government and Community Relations Office.................................................................................. 22 Office of the University Counsel ...................................................................................................................... 23 Project Planning and Estimating ..................................................................................................................... 23 Risk Management and Insurance .................................................................................................................... 23 Transportation and Mail Services .................................................................................................................... 23 Treasurer’s Office ............................................................................................................................................ 23 Facilities Project Managers Guide

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University Architect .......................................................................................................................................... 23 University Budget Office .................................................................................................................................. 23 University Engineer ......................................................................................................................................... 24 University Planner ........................................................................................................................................... 24 The Roles of the University Planner and University Architect .................................................................... 24 Utilities and Energy Management ................................................................................................................... 24 External Stakeholder Groups............................................................................................................................... 25 Building Inspector and Fire Marshall ............................................................................................................... 25 Community/Neighborhood Associations ......................................................................................................... 25 Planning and Development Boards ................................................................................................................. 25 Other Boards ................................................................................................................................................... 26

Part II: Project Requests and Approval Process ................................................................. 27 Cornell University Approval Process ................................................................................................................... 27 Transaction Authority Policy ................................................................................................................................ 28 The Project Approval Request (PAR) .................................................................................................................. 29 Project Plans.................................................................................................................................................... 29 How to Write a PAR ............................................................................................................................................. 30 Types of PARS ................................................................................................................................................ 30 Concept PAR .............................................................................................................................................. 30 Design PAR ................................................................................................................................................. 30 Construction PAR ........................................................................................................................................ 31 Revised PARS ............................................................................................................................................ 31 Municipal Approval Process ................................................................................................................................ 31 Project Authorization Letter ................................................................................................................................. 33 Letter of Authorization ..................................................................................................................................... 33

Part III: Project Controls ........................................................................................................ 34 Introduction .......................................................................................................................................................... 34 Budget Development ........................................................................................................................................... 34 Budget Planning Phases: Overview ................................................................................................................ 34 Planning Phase ........................................................................................................................................... 34 Design Phase .............................................................................................................................................. 34 Bid Phase .................................................................................................................................................... 34 Construction Phase Cost Tracking ............................................................................................................. 34 Budget Template ............................................................................................................................................. 35 Planning Phase Budget Development ............................................................................................................. 35 Design Phase Budget Development ............................................................................................................... 37 Feasibility Study Phase Budget Development ............................................................................................ 37 Schematic Design (SD) Phase Budget Development ................................................................................. 37 Step 1: Parallel estimate ......................................................................................................................... 37 Step 2: Reconciliation of estimates ........................................................................................................ 37 Facilities Project Managers Guide

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Step 3: Allowance Items ......................................................................................................................... 37 Step 4: Value Analysis /Value Engineering (VA/VE) .............................................................................. 37 Design Development (DD) Phase Budget Development ............................................................................ 39 Step 1: Perform a cost/value analysis .................................................................................................... 39 Step 2: VA/VE Items ............................................................................................................................... 39 Step 3: Life Cycle Costs ......................................................................................................................... 39 Step 4: DD Estimate ............................................................................................................................... 39 Step 5: Project Budget Validation ........................................................................................................... 39 Construction Documents Phase Budget Development ............................................................................... 39 Bid Project Phase Budget Development ......................................................................................................... 40 Lump Sum Projects ..................................................................................................................................... 40 Public or Private Bid Openings ................................................................................................................... 40 GMC Projects Negotiations ......................................................................................................................... 40 Bids Exceed Construction Budget .............................................................................................................. 41 Awarding the Project to a Bidder ................................................................................................................ 41 Construction Phase PAR ............................................................................................................................ 41 Construction Phase Cost Tracking .................................................................................................................. 42 Pre-construction .......................................................................................................................................... 42 Construction ................................................................................................................................................ 43 Keep Schedule ....................................................................................................................................... 43 Validate, Track and Monitor Change Orders .......................................................................................... 43 Review for ADA Access Compliance ...................................................................................................... 43 Timely Responses to Contractor ............................................................................................................ 43 Timely Payments .................................................................................................................................... 43 Quality Assurance/Quality Control .......................................................................................................... 43 Monitor Contractor’s Compliance ........................................................................................................... 43 Close-out/Move-in ....................................................................................................................................... 44 Resolve any claims ..................................................................................................................................... 44 Project Contingencies ...................................................................................................................................... 44 Escalation Contingency............................................................................................................................... 44 Projects with fixed, non-escalating budgets ........................................................................................... 45 Projects with budgets that are allowed to increase with escalation ....................................................... 45 Design Contingency .................................................................................................................................... 46 Design Contingency for Design Phase of Budget .................................................................................. 46 Construction Contingency ........................................................................................................................... 46 Errors and Omissions ............................................................................................................................. 47 Unforeseen Conditions ........................................................................................................................... 47 Scope/Program Change ......................................................................................................................... 47 Capital Project Funding Plan ............................................................................................................................... 50 Schedule Development ........................................................................................................................................ 50 Contractual Agreements ...................................................................................................................................... 50

Facilities Project Managers Guide

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Design Agreements ......................................................................................................................................... 51 Project Manager Issues Request for Proposal (RFP) ................................................................................. 51 Project Manager Presents Proposals to C&CP .......................................................................................... 51 C&CP Reviews Proposal ............................................................................................................................ 51 Types of Design Agreements ...................................................................................................................... 52 Construction Agreements ................................................................................................................................ 53 Types of Construction Contracts ............................................................................................................ 53 Invoices and Payment Applications ..................................................................................................................... 54 Setting up an Account ..................................................................................................................................... 54 Receipt of Invoice in C&CP ............................................................................................................................. 54 C&CP Review of Invoice ................................................................................................................................. 54 Construction Manager Reviews....................................................................................................................... 54 Project Coordinator Review ............................................................................................................................. 54 Approval by PM and Return to C&CP ............................................................................................................. 54 CC&P Requests Payment by DFA .................................................................................................................. 55 Project Over Budget ........................................................................................................................................ 55 Project Manager’s Report ................................................................................................................................ 55 Financial Reviews and Reporting ........................................................................................................................ 55 Projects over $5 Million ................................................................................................................................... 55 Projects under $5 Million ................................................................................................................................. 55

Part IV: Project Process Phases ........................................................................................... 56 Project Delivery Flow Chart ................................................................................................................................. 56 Planning Phase .................................................................................................................................................... 57 Goal ................................................................................................................................................................. 57 Deliverables ..................................................................................................................................................... 57 Client Responsibilities ..................................................................................................................................... 57 PM Responsibilities ......................................................................................................................................... 57 Steps ................................................................................................................................................................ 58 Initiate Project ............................................................................................................................................. 58 Review Project Plan .................................................................................................................................... 58 Create Project Team ................................................................................................................................... 58 Create Project Space Program ................................................................................................................... 58 Site Selection (new construction only) ........................................................................................................ 59 Consultant Selection ................................................................................................................................... 59 Decide need for either Concept Study and/or Feasibility Study ................................................................. 59 Project Formulation ..................................................................................................................................... 60 Primary Customer Approval ........................................................................................................................ 60 Planning Phase Approval ................................................................................................................................ 61


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Design Phases ..................................................................................................................................................... 62 Schematic Design (SD) ................................................................................................................................... 62 Deliverables ................................................................................................................................................ 62 Process ....................................................................................................................................................... 63 Schematic Design Approvals ...................................................................................................................... 64 Design Development (DD) ............................................................................................................................... 64 Deliverables ................................................................................................................................................ 64 Process ....................................................................................................................................................... 64 Design Development Approvals .................................................................................................................. 65 Construction Contract Documents (CD) .......................................................................................................... 65 Deliverables: ............................................................................................................................................... 65 Process ....................................................................................................................................................... 65 Construction Documents Approvals ............................................................................................................ 66 Bid Phase............................................................................................................................................................. 66 Deliverables ..................................................................................................................................................... 66 Process ............................................................................................................................................................ 66 Bid Phase Approvals ....................................................................................................................................... 67 Construction Phase ............................................................................................................................................. 67 Site Preparation / Mobilization ......................................................................................................................... 67 Construction..................................................................................................................................................... 67 Deliverables ................................................................................................................................................ 67 Close-out/Move-in ........................................................................................................................................... 68 Deliverables ................................................................................................................................................ 68 Process ....................................................................................................................................................... 68 Obstacles to Closing a Project Account .......................................................................................................... 69 Resources........................................................................................................................................................ 69 Risk Management in Project Management .......................................................................................................... 71 Assess Financial Risk ...................................................................................................................................... 71 Outline Legal Relationships: Design Phase/Have Clear Contracts ............................................................... 71 Oversee Aspects of the Claims Process ......................................................................................................... 72 Three Types of Claims ................................................................................................................................ 73 Workers Compensation .......................................................................................................................... 73 Liability .................................................................................................................................................... 73 Property Damage Liability Claims .......................................................................................................... 74 Property .................................................................................................................................................. 74


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Part V: Appendix ................................................................................................................... 75 Sample Matrix for Project Coordinator (PC) Responsibilities .............................................................................. 76 Sample Project Manager and Construction Manager and Project Coordinator Duties and Responsibilities ..... 79 Sample Role Agreement...................................................................................................................................... 82 Sample Revised Par ............................................................................................................................................ 84 Construction Contingencies Exposures ............................................................................................................... 89 GMC Systems ...................................................................................................................................................... 90 GMC Cost of Work (Current Bidding Climate) ..................................................................................................... 91 GMC GC’s............................................................................................................................................................ 93 Sample Budget Sheet .......................................................................................................................................... 96 Sample Budget: Building Cost ............................................................................................................................. 98 Sample Budget : $110 Million .............................................................................................................................. 99 Sample Budget: $154 vs. $140 Million .............................................................................................................. 104 Sample Project Plan .......................................................................................................................................... 109 Sample Feasibility Study ................................................................................................................................... 114 Sample SD VE ................................................................................................................................................... 127 Sample SD Cost Strategy .................................................................................................................................. 133 Sample Design Development Value Engineering ............................................................................................ 135 Sample Construction Development 50 Value Engineering ............................................................................... 150 Sample Change Order Letter............................................................................................................................. 162


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Introduction to the Facilities Project Manager’s Guide Executive Summary The Facilities Project Manager’s Guide is designed to support the Capital Project Delivery Process Guide by providing the ―how to‖ of Project Management for capital projects at Cornell University. It is written for Project Managers. The Capital Project Delivery Process Guide describes the ―what‖ of Project Management, and was written to provide better clarity of the process for project development for clients and users outside Facilities Services. The Facilities Project Manager’s Guide describes the process for managing large capital projects overseen by Facilities Services; it also provides guidelines common to all capital projects. Small projects may have a very different structure than large projects. Project size and difficulty depend on the desired program, scope of work, and the complexity of the space in which it is to be constructed. Renovation projects are also addressed, to some degree, in this guide.

How to Locate the Guide Go to www.fs.cornell.edu

From the drop down box under Policies and Procedures, select ―Facilities Manager Project Managers Guide.‖


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Summary Overview of this Guide The Facilities’ Project Manager’s Guide is organized into four parts. 

Part I describes the role of Facilities Services in capital project execution and the list of stakeholders that participate in the process along with their principle roles.



Part II describes the project requests and approval process at Cornell.



Part III describes project controls. Presented separately to emphasize its importance, the controls section describes the systems the University has designed to control the project budget and schedule, and presents an overview of the contract tools used to define the relationship between Cornell and the consultants and contractors that work for us.



Part IV outlines how projects are managed and presents the phases of a typical project and describes what happens in each phase.

This Guide and Other Documents In addition to this document and the Cornell Project Delivery Guide mentioned above, there are two additional reference tools available to assist project managers when leading projects: 

The Cornell Project Management Methodology Guide (CPMM)



The Project Manager’s Toolbox.

The Cornell Project Management Methodology (CPMM) Guide The CPMM website is located at http://projectmanagement.cornell.edu/ The guide can be found at this web address: http://www.cit.cornell.edu/computer/robohelp/cpmm/cpmm_guidebook.htm The website contains useful tools such as templates, training announcements, and document examples. Although Facilities Project Managers typically have the training and knowledge covered in this guide, these resources are still valuable for Project Managers who want to refresh and refine their knowledge. The Project Manager’s Toolbox The Project Manager’s Toolbox is the archive for past PM trainings delivered by Facilities Services PM Toolbox team. These materials can be found at


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http://www.fs.cornell.edu/fs/PMT/default.cfm Throughout this guide we will reference the various trainings that have been offered and archived as they relate to a particular topic. Facilities Services Website and Other Websites Throughout this guide, there will be references to the Facilities Services web site http://www.fs.cornell.edu. Many topics are explained in detail under the Resources and the Procedures dropdown boxes. For instance, the Project Manager’s Toolbox page found in the Resources list provides a library of resources for capital project planning and processes that was created specifically for project managers across the University. This guide will point the reader to other various web sites, such as Environmental Health and Safety, or the City of Ithaca, that have relevant information on how to perform the tasks outlined in this guide.


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Part I: Stakeholders and Roles One of the most important responsibilities of the Project Manager is to identify the key stakeholders for a capital project. The stakeholders listed in this guide include 

Facilities Services



Project Team



Cornell Approval Groups



Consultants and Contractors



Cornell Stakeholders



External Stakeholders

The organizational diagram below shows most of the participants in the execution of Cornell’s capital projects. The Core Project Team carries the project from its inception through completion and works with internal and external stakeholders to ensure that their needs are met across the University and in the community.


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Core Team Executive Group Primary Customer Project Executive/Director Project Manager Construction Manager Project Coordinator

Cornell Approval Groups

Consultants and Contractors Cornell Stakeholders PDC’s Construction Management Contracts & Capital Projects Cornell Information Technology Cornell Police Environmental Compliance Office Facilities Management Government and Community Affairs Office of the University Counsel PDC’s Project Planning and Estimating Risk Management Transportation and Mail Services Treasurer’s Office University Architect University Engineer University Planner Utilities & Energy Management

External Stakeholder Groups City, State and Federal Agencies Building Inspector Planning and Development Boards Other Boards


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Facilities Services: Key Departments Facilities Services is an administrative support division that includes many of the departments typically involved in capital projects. In this section, we will briefly outline some of these key departments and their roles in capital projects: 

Contracts & Capital Projects



Contract Colleges Facilities



Facilities Management



Planning, Design and Construction



Office of the University Architect



Utilities and Energy Management

The Office of the Vice President, Facilities Services serves Cornell through the planning, design, construction, operation and ongoing maintenance of University facilities. All of the departments in Facilities Services may participate as stakeholders in the Project Delivery Process. Two of the departments, Contract Colleges Facilities and Planning, Design and Construction, play a central role in the management of projects for customers outside the Facilities Services Division. Contracts & Capital Projects also plays a central role in executing the contracts and administering the payments associated with the contracts. The role of these three departments, along with others, in the execution of Cornell’s capital projects is summarized below. The Contracts & Capital Projects Office (C&CP) has two primary functions: The formation and management of facilities-related contracts; The financial tracking support for Project Managers who manage capital projects. Contract formation and management services typically include contracts for architectural/engineering design, consulting services, testing services, renovations and construction services for both capital and non-capital projects. Financial support includes invoice processing and project tracking to monitor the financial status of projects in support of Project Managers who are responsible for capital projects. Further, this office provides regular project status report summaries to the Buildings & Properties Committee of the Board of Trustees. The Contracts & Capital Projects Office is funded as an enterprise and charges both on an hourly rate and on a lump sum basis for its services. The Contract Colleges Facilities Office (CCF) manages the Contract Colleges Capital Plan including project development, initiation, and execution. They facilitate the management of State University Construction Fund (SUCF) projects and provide project management for College and University funded capital projects for the Contract Colleges (State campus). The Contract Colleges Facilities Office is funded by an appropriation.


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Project Design and Construction (PDC) provides project management services for general building and renovation projects in its Science and Technology and Architectural sections. Projects that are somewhat trade specific, such as a mechanical upgrade or structural repair, are generally managed in one of the PDC Engineering sections. PDC is funded as an enterprise and bills on an hourly rate for project management services. Project Planning and Estimating (PP&E) is often the first point of contact when considering a renovation or small project. This group provides estimates for work and architectural design services that in most cases are constructed by the PDC Shops. Projects that are constructed by the PDC Shops may be managed within one of the Shops or by one of the aforementioned sections. PDC also includes a Construction Management section that specializes in the management of the construction phase of our medium and large building projects. The Campus Planning Office and the University Architect become involved in any new building project and any other project that impact the physical campus of the University. See the PM Toolbox training: The Campus Planning office in Capital Projects. Maintenance Management provides an ADA Coordination function that serves to assist Project Managers in the ADA accessibility implications of their projects. For every project, Project Managers should conduct a preliminary review to determine what, if any, elements will impact accessibility in the interim (construction) or long term for their project. If their projects have implications for accessibility in either the short or long terms, the ADA Coordinator should be involved. If it is unclear if there are any elements for accessibility, consultation with the ADA Coordinator for determination is recommended.


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Project Team Core Team  Executive Group 

Primary Customer



Project Executive / Director



Project Manager



Construction Manager



Project Coordinator

The Core Team for a project includes, at a minimum, the Primary Customer and the Project Manager. The Core Team may also include a Construction Manager, a Project Coordinator, a Project Director and others who are directly involved with the project. The Core Team may report to an Executive Group. Executive Group Larger, more complex projects (e.g., new buildings, laboratory renovations) often have an Executive Group. The Executive Group makes strategic project decisions that don’t require approval by the senior University administrators who represent the Capital Funding and Priorities Committee (CF&PC) or the Buildings and Properties Committee (B&P) of the Board of Trustees, and makes recommendations for decisions that do require such approvals. The group stays informed of project progress and challenges, and provide guidance to the Core Team. The Executive Group is selected by and may be chaired by the Executive Vice President for Finance and Administration. Alternatively the Group may be chaired by the Dean or Vice President of the College or Division sponsoring the project. Other members typically include the following: 

The Department Directors who will use or administer the new space;



Someone from the Office of Planning and Budget , if central University funds are involved;



The Vice President for Facilities Services or the Director of Project Design and Construction;



Others associated with the project.

The Core Project Team acts as staff to support the Executive Group, and may provide the agenda for the meetings. When properly configured and chaired, the Executive Group provides a valuable forum for debating and resolving project issues and establishing strategic project goals and direction. Primary Customer The Primary Customer establishes the desired program (scope) and works with the Project Manager to define schedule and budget for the project. The Primary Customer may be the Facilities Project Managers Guide

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eventual user of the finished project, or may be acting on behalf of the user. The Primary Customer may be an individual or a group of people. If the latter, the Primary Customer group is encouraged to identify a single individual to work with the Project Manager and serve as program manager. Project Executive / Director Construction programs consisting of a series of capital projects or a very complex single project (e.g. residential initiatives, new science buildings), may have a Project Executive/Director (PE/PD). The purpose of this position is to ensure that the sequence of capital projects are coordinated and meet the overall scope, schedule and budget goals of the University. The PE/PD is generally a senior staff member in the Facilities Services Division and serves to guide the project team. Project Manager The principle responsibility of the Project Manager is to deliver the project within the scope, schedule, and budget agreed to by all of the stakeholders of the project. The Project Manager may delegate tasks to other project team members, but still retains the responsibility for project success. One of the key responsibilities of the Project Manager is to communicate and consult with all of the various stakeholders. In one of the sections below in this guide, you will find the numerous project stakeholders who may have a stake in capital projects. The Project Manager is responsible for including those stakeholders relevant to the project, and establishing a balance between the sometimes conflicting goals of project stakeholders and between the various elements of the project (scope, schedule, budget, etc.). Construction Manager Larger projects (>$2M) typically use the services of a Construction Manager (CM) who manages the construction phase of the project and who is the single point of contact for the Contractor. The split of project tasks between the Project Manager and Construction Manager is not fixed; however, the Project Manager retains responsibility for the overall success of the project, budget and design. Project Coordinator Larger projects typically have a Project Coordinator (PC) who assists the Project Manager. PCs also manage projects that range in value from $50,000 to $500,000 having the same responsibilities as a Project Manager. The PC provides both administrative support to the project team, and technical support to the project. PCs play a major role in large and small projects, from inception of the project through to close-out. Project Coordinator Responsibilities The PC Matrix is a sample guide for the roles and responsibilities of each of the three levels of Project Coordinator (PC1, PC2, and PC 3). The roles may be assigned differently for each project and depending on the expereineces of thos involved. They may also change as the project progresses. See: Sample Matrix for Project Coordinator (PC) Responsibilities


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Role Agreement The Project Manager, Construction Manager and Project Coordinator project team should start with "PM-CM-PC Responsibility agreement in which they agree on roles. Below are samples of how the Project Manager (PM) , Project Coordinator (PC), and in the first sample, the Construction Manager (CM) can create a clear understanding of what role each plays in a project. Each project will be unique, so please use this as a guide. See Sample Role Agreement See Sample Project Manager and Construction Manager and Project Coordinator Duties and Responsibilities


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Cornell Approval Groups The PM is responsible for coordinating timely authorizations and approvals of the various phases of the project with the following Approval Groups: 

Executive Vice President for Finance and Administration (EVP) or Provost ;



Capital Funding and Priorities Committee (CF&PC - members include Senior Administration of the University);



Buildings and Properties Committee (B&P - a committee of the Board of Trustees).

The Project Approval Request (PAR) is the principle document for seeking authorizations and approvals. (See Part II of this guide.) A PAR is required for any capital project with a total project budget greater than $50,000. The approvals required for a project are dependent on the total budget.

PROJECT IS AUTHORIZED/APPROVED WHEN…. TOTAL COST PAR signature list complete OF PROJECT

$50K- $500K

Capital Funding and Priorities Committee approves (CF&PC)

Buildings and Properties Committee (B&P) and Executive Committee (funding/financing) approves

 (Referred to as a Signature PAR.)

$500K - $5M





> $5M







See Part II: Project Requests and Approval Process to learn more about the different types of PARS and how to fill them out. See Part II: Project Requests and Approval Process for more on the approval process.


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Consultants and Contractors Cornell’s facility capital projects are 

generally designed by architectural and engineering consultants (A/E);



built by contractors, with the construction managed by construction managers.

The Project Manager is responsible for insuring that 

the A/E and contractors are selected using approved processes .



appropriate contract documents are executed



the work of the A/E and contractor is properly managed.

The Project Manager is generally the University’s point person with the A/E. As mentioned above, the CM serves as point person for the contractor. Note: 

PDC has an in-house design group that provides A/E services for renovation projects up to about $1M.



The PDC Shops occasionally compete for construction of projects up to about $1M.

See the FS website for more on architect/engineer procurement process. Also see the PM Toolbox training, Architect-Engineer Procurement. See the Quality control section below for proper management of contractors. Also see the Contractor Qualifications information.


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Cornell Stakeholders Cornell has numerous departments and individuals who play a role in our capital projects. The PM is responsible for including them as appropriate to the project. Possible stakeholders are: 

Alumni Affairs



Construction Management Office



Contracts & Capital Projects Office



Cornell Information Technologies



Cornell Police



Environmental Compliance and Sustainability Office



Environmental Health and Safety



Facilities Management



Government and Community Relations Office



Maintenance Management



Office of the University Counsel



Project Planning and Estimating



Risk Management



Transportation and Mail Services



Treasurer’s Office



University Architect



University Budget Office



University Engineer



University Planner



Utilities and Energy Management

Alumni Affairs and Development Construction Management Office PDC’s Construction Management Office includes construction managers and project coordinators who manage contractors and construction phase activities. Individuals in the Construction Management Office are frequently members of the project Core Team. The Director of Construction Management is also responsible for leading the contractor selection process for PDC-managed projects. Core Teams work with the Director to select preconstruction contractors, construction managers, general contractor bidders’ lists, and to develop a construction delivery strategy. Facilities Project Managers Guide

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Contracts & Capital Projects Office Most projects that involve hiring companies to provide labor for design, construction and renovation work require execution of a contract, as opposed to a purchase order which is used for procurement of supplies and/or materials. The C&CP Office writes the University’s contracts. The C&CP Office also administers the Capital Project System, an accounting system that tracks PAR authorizations, budget allocations, and commitments/expenditures associated with capital projects. Cornell Information Technologies Cornell Invormation Technologies (CIT) can play one of three roles in a facilities project: 

Construction Standards: CIT authors construction standards and works with designers on the design of IT systems, including telecommunication rooms and raceway systems.



Installation and Maintenance: CIT installs and maintains telecommunication equipment and software across campus and/or manages installation of these systems by contractors.



AV Consulting: CIT provides an audio/visual consulting group that helps project teams and consultants specify, install and commission high tech A/V systems.

See PMT Trainings Communications Wiring, Phone Services and Data Services and Total Technology Integration. Cornell Police Cornell Police participate in projects when the following are being addressed: 

building security system design



electronic access



video surveillance



intrusion alarm



locations for Blue Light telephones



movement of large construction-related vehicles across campus roadways.

Alumni Affairs and Development Please see the Alumni Affairs and Development web site for information on this stakeholder. Environmental Compliance and Sustainability Office The Environmental Compliance and Sustainability Office services to project teams:

(ECOS) provides three distinct



They are available to lead or support the Municipal Site Plan Approval process, including preparation of environmental assessment forms and presentations to municipal approval groups.



They assist in making sure completed projects comply with various State and Federal regulations concerning the protection of air and water resources.



They oversee construction phase preparation and compliance with storm water pollution protection regulations and assist with the LEED certification process. Facilities Project Managers Guide

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For information on the Green Buildings Oversight Committee, contact the Services Team at ECOS. See Cornell’s Environmental Compliance and Voluntary Environmental Initiatives See Cornell’s Green Building Guidelines ECOS Checklist To better understand how ECOS interacts with capital projects, see the checklist on its website. PMs are encouraged to fill out this checklist to help them determine what needs to be considered with respect to environmental compliance issues for their projects. Environmental Health and Safety Environmental Health and Safety (EH&S) provides four distinct services to project teams. 

The Lab Safety group provides advice and review of construction documents for lab projects.



The Fire Protection group provides advice for sprinkler and fire alarm systems.



Document Review for overall code compliance, and assistance with abatement of asbestos and hazardous materials.



EH&S can help with the oversight of construction site safety and review contractor safety plans.

See Your Project and EH&S and EH&S and Construction Services in the PMT Training. Facilities Management Facilities Management (FM) provides maintenance and custodial care for academic buildings and grounds care for the overall campus. They provide advice and review of construction documents regarding maintainability of building and site elements of the project. They also provide advice to project managers regarding the forecasted operating and maintenance costs that must be identified and included in Section 8 of PAR’s. Maintenance Management Project managers are encouraged to take advantage of collaboration with the ADA Coordinator within Maintenance Management for all projects planned. This is available to Project Managers to ensure ADA compliance for every project on Campus. Office of Government and Community Relations Office The Office of Government and Community Relations must be involved in the project for all municipal approvals or when the project is of interest to Cornell’s neighbors. Examples include projects that involve construction on the perimeter of campus, that make a noticeable change in vehicular traffic flow on surrounding streets, or that have other noticeable environmental impact.


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Office of the University Counsel Office of the University Counsel represents Cornell’s interests with regard to municipal law and the impact on the community and the University. Projects requiring zoning variances or having complex site plan approval processes should involve the University Counsel. Project Planning and Estimating PDC’s PP&E Office provides project plans, cost estimates, design services and project management for projects intended for execution by the PDC Shops. When not occupied in design work intended for the Shops, PP&E is available to prepare architectural designs for bid. The Manager of PP&E also chairs regular meetings with the City and Town Building Departments. Core Teams are encouraged to use the PP&E venue to initiate discussions with the City and Town Building Departments. See the PM Toolbox training on Permits. Risk Management and Insurance The Risk Management and Insurance Department makes decisions regarding required levels and types of insurance for consultants and contractors, and also analyzes the fiscal health of those companies. See more information on Risk Management in Project Management below. Transportation and Mail Services Transportation and Mail Services works with project teams to identify parking resources both for contractors and to support the finished project. See the Transportation Infrastructure Charge Policy in the Cornell Project Delivery Process, Appendix M. Treasurer’s Office The University Treasurer (Treasury Management Services): 

Arranges debt financing for projects as necessary.



Should be consulted on the source of funding for projects that may have an effect on historic/cultural resources. Projects using State of New York funds or State-issued bonds will trigger review by the NYS Historic Preservation Office.

University Architect The University Architecht (UA): 

Leads the architect selection process. (See also PM Toolbox for more on architect selection.)



Serves as steward for all architectural matters, including working with the University Planner in the site selection process.



Makes presentations at CF&PC and B&P for approval of project concept and design.

University Budget Office Please see this University Budget Office web site for information about this stakeholder.


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University Engineer The University Engineer ( UE ): 

Works with designers to develop concepts for engineered systems.



Maintains the Cornell Design and Construction Standards



Ensures that construction documents comply with the Design and Construction Standards and other standards of quality. In this role, the UE o meets with the A/E early in the development of the design, o reviews design documents.

University Planner The University Planner ( UP): 

Brings the campus-wide planning context to bear upon the individual project and plays a major role in site selection.



Advises on the long-term planning impacts of siting decisions, both from the University’s perspective as well as from the community’s and ensures that decisions are consistent with existing plans.



Writes the Site Development Guidelines (formely called ―Site Criteria‖) for new construction projects. (See CPDP, Appendix C).



Presents selected sites for approval to the CF&PC . The Roles of the University Planner and University Architect Here is what the Project Manager needs to know regarding the responsibilities of the University Architect and the University Planner UNIVERSITY ARCHITECT

UNIVERSITY PLANNER

New buildings

Site selection for new building

Building expansions

Landscaping, mapping, signage

Exterior building changes

Other site design

Major interior building changes

Land use questions

Building aesthetics

Open space use questions

Exterior building finish or other changes

Site Development Guidelines

University Architect Selection leadership

Planning consultant selection leadership

Utilities and Energy Management Utilities and Energy Management has two principle functions: 

They work with project teams to identify utility construction methods, including metering systems and connections to the various campus distribution networks. Facilities Project Managers Guide

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

They provide advice and review of construction documents for energy saving initiatives. See Energy Management and Utilities Customer Relations - Construction Projects

External Stakeholder Groups The project team is responsible for acquiring approvals of the following groups external to the University. Note that the Cornell central campus occupies one county and three municipalities. 

Tompkins County



City of Ithaca



Town of Ithaca



Village of Cayuga Heights

In some instances the Village of Lansing and the Town of Dryden may be involved. Each has unique procedures for permitting and site plan review. The following is intended to be a very general overview of these processes. Building Inspector and Fire Marshall The Building Inspector generally works with the project team and the Architect/Engineer during design of the project to prepare a strategy for code compliance. The Building Inspector may include the Fire Marshall to gain consensus on things such issues as fire truck access to the project site, design of fire protection systems, and proposals for handling flammable materials. Although Cornell’s contractors generally apply for building permits and arrange for inspections themselves, most jobs require the Project Manager to facilitate discussions and resolution of code issues during construction and project close-out phases. Community/Neighborhood Associations Cornell’s campus is surrounded by many neighborhoods, each of which has an association of homeowners. Cornell’s Office of Government and Community Relations normally arranges for meetings with these groups as appropriate to keep them informed of projects near their neighborhoods. Planning and Development Boards As mentioned above, Cornell’s central campus in Ithaca occupies Tompkins County and three municipalities (City and Town of Ithaca, Village of Cayuga Heights). Each has a unique Environmental Quality Review and Site Plan Review and approval process, and the PM is responsible for ensuring the timely engagement of the various staff and planning board groups. See ECOS’s Environmental and Local Approvals Resource (ELAR) site for information. Also see the PM Toolbox training called ―ELAR Website Review‖.


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Other Boards These include zoning boards for projects requiring some form of variance. The City of Ithaca has an Ithaca Landmarks Preservation Commission that must approve projects in the City that affect historic resources that are Designated Landmarks and Designated Historical Districts.


Page 26

Part II: Project Requests and Approval Process Cornell University Approval Process Building maintenance, renovation and new construction projects with total costs exceeding $50K are designated as capital projects. The Transaction Authority Policy - Procedure for Processing Facilities Projects establishes cost thresholds and associated approvals. Schedules for Capital Funding and Priorities Committee (CF&PC) and Building and Properties Committee (B&P) meetings are published by the Vice President for Facilities Services office each summer for the upcoming academic year, and include dates for submission of enabling documents. PMs should note that all requests and presentations to the Buildings and Properties Committee (B&P) must first be authorized by the Capital Funding and Priorities Committee (CF&PC)


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Transaction Authority Policy Procedure for Processing Facilities Projects As adopted by the Executive Committee of the Board of Trustees, March 2, 2005. This can also be found at http://www.fs.cornell.edu/fs/IR/fs_ta_facility.cfm (Transaction Authority Policy & Procedure For Processing Facilities Projects) Project Approval

Transaction Authority

$50,000 to $500,000 †

Executive Vice President Administration or Provost

$500,000 - $5,000,000 †

CF&PC

for

Finance

and

$5,000,000 and beyond: New Construction Architect Selection

CF&PC

Project Concept *

Buildings and Properties Committee

Project Design **


Project Construction ^


Financing

Executive Committee

$5,000,000 and beyond: Major Renovation Architect Selection

CF&PC

Budget


Financing

Executive Committee (Investment Development Committees as appropriate)

and

Annual Campus Plan

Buildings and Properties Committee and Board

Annual Operating & Capital Plan

Board

† The B&P Committee may also review any project that significantly changes the outward appearance of a building or area within the core campus. * Includes a description of the functional program to be satisfied, a general description of the scope of construction, citation of the key project schedule milestones, and the major components of a preliminary budget. For new structures, Project Concept approval may also include review of criteria for the placement of the structure upon a site. ** Design approval includes a review of the schematic or design development documents that illustrate the layout, massing and exterior appearance of the facility within the context of its site. Also included is an updated planning budget based upon a refined definition of the project scope and delivery schedule.


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^ Construction approval authorizes construction of the final project scope defined by the construction documents and specifications. The final project budget is reviewed for the recommendation to the Executive Committee for approval.

The Project Approval Request (PAR) The PAR is the principle enabling document for capital projects. The purpose of the PAR is to provide information about the project to the project approvers, including the primary customers, and to confirm their agreement with the information provided. The electronic PAR Approval Process is available online. In general, Project Managers prepare PARs. The Project Manager places his or her name on the front page of the PAR, and is the person responsible for the overall execution of the project. 

PARs are submitted through CCF, FM or PDC, or directly to the VP Facilities Services office, to be entered into the ePAR system to circulate for signature. This also ensures the project is included on the CF&PC/B&P agendas as appropriate.



The approval of a capital project is accomplished by getting full sign-off of the PAR signature page, and approval by CF&PC and B&P, as applicable.



The PAR template lists specific directions for the creation of the PAR, as well as details on who should be included in the signature page.

Project managers are encouraged to become familiar with the schedules for CF&PC and B&P. (For the most recent project approval calendar and the schedules for CF&PC and B&P approvals, see Project Approval Calendars in Information and Resources) 

CF&PC meets monthly



B & P meets seven times a year, in September, October, December, January, March, May and June.

See How to Write a PAR below, and the various types of PARs. Project Managers for State-funded and Contract Colleges projects should consult with the CCF office to obtain the slightly different PAR template and coordinate with their schedule due dates for submittal. Its PAR template is located under Get Things Done on CCF’s home page. Please note the CCF approval calendar that this section provides. Project Plans Project Managers are encouraged to write a Project Plan for projects requiring approval by CF&PC. The Project Plan uses the PAR template and describes the overall project purpose and scope, and an estimated schedule, and budget. Project Plans may be combined with PARs requesting approval to begin design work, or for large projects for approval to begin planning. See a Sample Project Plan.


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How to Write a PAR The PAR is the first approval needed in order for a project to take the next step in the planning phase. See Initiate Project in Part IV. In the Cornell Project Management Methodology Guide (CPMM), which is a general introduction to project management, the PAR is referred to as a PIP. (Project Initiation Plan). Types of PARS In the Plan/Design/Bid/Construct Model used at Cornell, the PM might generate PARs throughout the various phases of the project. There are three general phases of a project: Planning, Design, and Construction. The most often used PARs for each phase include: Concept PAR A Concept PAR is used during the Planning Phase and may include the following:  Fleshing out alternatives  Outlining the major Alternatives Considered and Why Rejected See below Part IV: for more on the Concept Study. Design PAR The description of the scope in a Design PAR may include this type of language:  Create design  Design layout o See Section 3.3 of CPDP Guide, page 36ff. When the PM outlines the scope of work during the Design Phase with the client, she/he should refer to the Owner/Architect Agreement Schedule G. This contract includes what architects and engineers are required to provide during the design phase. The PM may want to split the design phase into three PARs:  Schematic Design PAR  Design Development PAR  Construction Documents and Bid PAR Each of these PARs is a milestone in the design process.


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Construction PAR The scope of a Construction PAR may include these terms:  Demolish…  Construct…  Provide (furnish and install)… See Section 3.5 of CPDP Guide page 39ff. Revised PARS On an infrequent basis it is necessary to revise a PAR. This may be due to a change in the project scope, schedule, or budget. Revised PARs follow the same procedures and pathways as the original PAR. An effective way to write a revised PAR is to use the text of the original and insert changes in bold type. This allows the reviewers to readily see the changes from what they had originally approved. See Sample Revised PAR. Revised PARs are submitted for the following cases: 1) To request an increase in the approved project budget; 2) For revisions to the project’s scope of work; 3) For project schedule changes due to unforeseen issues/conditions that occurred during the current phase (design or construction) of the project.

Municipal Approval Process Local Municipalities The requirements for municipal approval and permitting vary by municipality. Portions of Cornell’s main campus fall into the jurisdiction of the: o City of Ithaca o Town of Ithaca o Village of Cayuga Heights. Projects off of the main campus may also be in the: o Town of Dryden o Town of Lansing o other municipalities


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State-funded and/or State-owned Buildings Projects funded by the State University Construction Fund (SUCF) or performed in a stateowned building are not subject to approval by the local municipality, but instead are reviewed and approved by the Code Enforcement Officer in the Contract Colleges Facilities Office. New York State Building Code and Local Code Ordinances All but very small projects require a building permit issued by the municipality in which the project is located. A prerequisite to obtaining a permit is the demonstration to the building inspector that the project meets applicable requirements of the New York State Building Code and local codes and ordinances. Building Inspector / Fire Department The Project Manager is responsible for arranging communication between the designers of the project and the building inspector. These meetings may also include a representative from the fire department and from Cornell’s Environmental Health and Safety group. PDC’s Project Planning and Estimating group meets regularly with both the City and Town of Ithaca Building Departments. Project managers are encouraged to use these meetings to initiate discussions on new projects. Municipal Site Plan Approval Projects that change the exterior appearance of the campus generally require site plan approval from the municipality in which the project is located. Municipal Site Plan Approval is a multi-step process that includes 

an environmental quality review and



Preliminary and final site plan review and approval.

The project manager is responsible for moving the project through these processes and including stakeholders as appropriate to the project. Municipal Approvals As with Cornell’s internal approvals, the Project Manager must include time for municipal approvals in the overall project schedule. Projects under SUCF or CCF Code Authority are exempt from Municipal site plan review, but courtesy presentations are sometimes given.


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Project Authorization Letter Once a project has been authorized/approved by the appropriate group and all signatures are complete in the ePAR system, the Office of the Vice President for Facilities Services issues a Project Authorization Letter (See the sample in the CPDP, Appendix, Item O). This letter serves as the vehicle for Contracts and Capital Projects to request an account from the Division of Financial Affairs and proceed with the issuance of contracts for the project. Without this documentation, the C&CP office does not have authorization to proceed or incur expenses for the project. No project may start without a written contract. Letter of Authorization Under certain circumstances, a project contract may commence with a Letter of Authorization (LOA) signed by the Vice President for Facilities Services or Executive Vice President for Finance and Administration, depending on the dollar amount requested. A LOA is a contractual document that authorizes a consultant or contractor to proceed with a fixed scope of work and to expend a fixed dollar amount which sum shall then be included in their contract.


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Part III: Project Controls Introduction This section describes Project Controls. Project Controls exist to help insure projects are efficiently organized and executed in a manner consistent with sound business practices. Controls exist for the following areas of project management: 

Budget Development



Funding Plan



Schedule Development



Contracts



Invoices and Payment Applications



Financial Reviews and Reporting

Budget Development Budget Planning Phases: Overview Planning Phase The Project Manager, working with the Core Team, develops an initial model for the overall project budget during the Planning Phase, using benchmark data and the Project Budget Template. See CPDP Guide Item L. (Disclaimer: Please note that at this time, the budget model provided here does not match up with the Project Manager’s report produced for the project.). Design Phase The Project Manager develops and refines the budget model as the project proceeds through the Design Phase. Bid Phase Construction Phase Cost Tracking During the Construction Phase, or project execution phase, the Project Manager updates the budget model at least monthly, including approved amounts, paid amounts to date, and forecast amounts, for each line of the budget model.


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Budget Template Budget development, tracking and control are primary responsibilities of the Project Manager. The main subcategories of project costs from the Project Budget Template are: 1. 2. 3. 4. 5. 6. 7.

Construction Planning & Design Furniture, Fixtures & Equipment (FFE) Project Support Transportation Assessment (if applicable. See Appendix, Item M, in CPDP Guide) Project Management Project Contingency

The definitions of the above budget lines are provided in the Appendix of the CPDP Guide, Item L. (Disclaimer: Please note that at this time, the budget model provided here does not match up with the Project Manager’s report produced for the project.) Planning Phase Budget Development The development of a Planning Budget can start with either: 

the selection of a desired budget number, from which a corresponding range for project/program scope can be derived, or



a program scope, from which a budget range can be derived. In either case a key deliverable for the Project Team is to establish a range of typical unit ($/sf) construction costs and a ratio of construction costs to total project cost.

Estimations of unit construction cost are based on a preliminary understanding of the program and site, and selection of appropriate benchmark projects for comparative purposes. The Project Team will select representative projects at Cornell and, if possible, at other institutions, to establish a range of unit $/SF construction costs. The Project Manager will also work with the core team to identify any unusual project ―soft‖ costs. For purposes of the initial Planning Budget, the ratio of construction cost to total project cost at the beginning of a project is generally in the range of 2/3 to 3/4, and depends on the anticipated level of the soft costs. Soft costs are all costs not incorporated in the finished building; they are the expenses other than bricks and mortar incurred in developing a building project. Lines 2.0 (Planning and Design), 4.0 (Project Support), 5.0 (Transportation Assessment) are budget line items for soft costs. 1.0 (Construction) and 3.0 (FF&E) may also show soft costs for suchs things as quality assurance services. The following table lists the soft cost budget lines and a range of typical percentages of project cost.


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LOW

HIGH

Planning and Design

10%

16%

Fixtures, Furnishing and Equipment

2%

6%

Project Support

2%

8%

Transportation Assessment

2%

2% See CPDP Guide Appendix, M

Project Management

2%

6%

Contingency

8%

10%

Building efficiency is another important factor in establishing the relationship between program size and construction cost. The ratio of net program area to building gross area is normally in the range of 55% to 65%. Remember that the cost per square foot is proportional to efficiency; the higher the efficiency, the greater the cost per gross square foot. Relationship Between Area Efficiency (NASF/GSF) and Cost Per GSF NASF

GSF

Efficiency

Cost/GSF

Total Cost

80,000

160,000

50%

$

200

$ 32,000,000

80,000

153,846

52%

$

205

$ 31,538,462

80,000

145,455

55%

$

211

$ 30,690,909

80,000

140,351

57%

$

218

$ 30,596,491

80,000

133,333

60%

$

225

$ 30,000,000

80,000

129,032

62%

$

230

$ 29,677,419

Note: It's not easy to increase efficiency. The program and mechanical space are the costlliest spaces. As efficiency increases, it's the less costly space that's being reduced. Please note that un-programmed space includes 

entrance areas



attics



mechanical rooms



lavatories



corridors



stairways



space within walls



―left-over‖ spaces that occur in a building design.

To estimate archiving fees, see Worksheet for Computation of Capital Project Fees (projects $50K or greater) Facilities Project Managers Guide

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Design Phase Budget Development Feasibility Study Phase Budget Development A feasibility study can be quickly done for some projects, but significant projects usually require a feasibility / concept study. Using the preliminary program requirements for the project, an ―order of magnitude‖ planning budget will be developed by the Core Team. See sample feasibility study. During this phase of the project a range of project costs, e.g., design fees, management fees, construction estimate, should be used. This range of costs will be further refined as the design progresses. Realistic contingencies to account for unforeseen circumstances during the development of the project should be established. These tend to be substantial at this stage of project development. The product of a feasibility phase is the Schematic Design PAR and the budget for this phase, discussed next. Schematic Design (SD) Phase Budget Development An important objective at the end of the feasibility study is to develop a Schematic Design phase project budget for the project scope that fully meets the program requirements. The project budget should only require slight adjustments after the end of this phase if the scope of the project does not change. The Core Team should follow these steps to develop the SD budget: Step 1: Parallel estimate In addition to the SD cost estimate provided by the design consultant as part of their contract, an independent cost estimating professional should be used to furnish a second, parallel cost estimate of the proposed work. The estimates should utilize similar formats so that they can be easily compared. Step 2: Reconciliation of estimates To the extent possible, both estimators must reconcile the two cost estimates to ensure that they both include the same scope of work. The result of this reconciliation is the determination of a budget for the project. Step 3: Allowance Items Identify, and budget for, those items that will be carried in the budget as ―allowance‖ items. Such things as furniture, special user equipment, audio-video equipment, special furnishings, etc., may fall into this category. This allowance will represent the not-toexceed amount for these items. Step 4: Value Analysis /Value Engineering (VA/VE) Earned Value Management (EVM) is a project management technique that measures project progress objectively. EVM has the unique ability to combine measurements of technical performance (i.e., accomplishment of planned work), schedule performance Facilities Project Managers Guide

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(i.e., behind/ahead of schedule), and cost performance (i.e., under/over budget) within a single integrated methodology. EVM provides an early warning of performance problems while there is time for corrective action. In addition, EVM improves the definition of project scope, prevents scope creep, communicates objective progress to stakeholders, and keeps the project team focused on achieving progress. This process is a rigorous one, in which the project manager attempts to deliver project scope at a lower cost. The Project Manager’s responsibility is to consider life cycle costs. In this process, called ―value analysis / value engineering‖ (VA/VE), the core team, impacted stakeholders, and appropriate experts need be invited to review and accept decisions. VA/VE is one of the first steps in the Earned Value Management process, which is designed to test and validate cost estimates. The team will identify a long list of items to consider, if estimates exceed the target budget established during the Feasibility Planning Phase. It is strongly recommended that the Project Manager manage the project at or below the maximum range of costs for the design at this phase, before moving on to Design Development. It will become increasingly more difficult (and costly) to identify significant cost savings as the design moves toward completion. See PM Toolbox training Life Cycle Costing in Value Engineering See Sample SD VE Sample SD Cost Strategy. At the end of Schematic Design, the project budget and program should be aligned and the final budget should be approved.  If the budget and the scope do not yet align, the team will return to the SD process to make the adjustments necessary to get the project scope and budget in alignment before proceeding to the Design Development phase of work.


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Design Development (DD) Phase Budget Development Step 1: Perform a cost/value analysis The selected service provider of pre-construction services may perform this analysis which allows the contractors to review the design and propose alternatives that could result in additional cost savings. Design options must be decided on so that the design may progress including the lowest cost systems/assemblies that meet the stated design criteria. This step is a follow up to the cost/value analysis that was conducted at the end of Schematic Design. Step 2: VA/VE Items Determine a comprehensive list of VA/VE items to be considered through the subsequent design and bid phase. Even if the budget estimate shows the project aligns, this will not be certain until after bids have been secured and analyzed. See sample DD VE. Step 3: Life Cycle Costs Cornell’s project teams are required to design for minimum life cycle costs. Core Teams will consult with Cornell stakeholders (for instance, Maintenance Management, Utilities, and other Facilities Services groups) to solicit their participation in design decisions regarding life-cycle costs, durability and maintainability. See the PM Toolbox training Life Cycle Costing in Value Engineering. Step 4: DD Estimate Perform a DD estimate at the end of the Design Development Phase along with an optional parallel estimate from an independent, professional cost-estimating firm as deemed necessary by the Project Manager. This estimate should have a consistent format with schedule of values in the budget template so that useful forecasting statistics can be maintained. Step 5: Project Budget Validation Validate the Project Budget with the DD estimate. At this phase of design, the range of costs must be narrowed to a fairly certain Project Budget target that will carry through the Construction Document/Bid Phase. Construction Documents Phase Budget Development The design must not change during this phase. Alternates to the base bid design must be finalized and agreed to by the Core Team. Alternates are often developed during the Construction Documents (CD) phase to estimate the costs of specific scope elements or to identify scope that can be deleted from the project in the event that the bids exceed the budget. Separating items provides a clear means for cost benefit analysis of options that would enlarge or shrink the building program, according to the available project budget. Facilities Project Managers Guide

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A final CD cost estimate is prepared at the end of this design phase. A contractor selected to perform pre-construction services will review the construction documents to validate the final cost estimate and to help avoid potential bid cost over runs. Perform final budget reconciliation just prior to bid. Ensure that the selected alternates will allow a construction contract to be issued. Bid Project Phase Budget Development  The Contracts & Capital Projects Office (C&CP) is responsible to uphold the integrity of the bid process for all construction projects at the University. 

For all projects, the Architect /Engineer provide the Technical Requirements (specifications and drawings).



The Core Project Team edits Cornell’s General Requirements to represent the specific circumstances of the project, and provides both the Technical and General Requirements to the Contracts & Capital Projects Office.



C&CP prepares Instructions to Bidders, Bid Forms and Cornell’s General Conditions with assistance from the PM as requested.



C&CP issues the resulting bid documents and administers all flow of paper and information associated with the bid, including conducting the bid opening. o See in the CPDP, Appendix G, Bid Document Package, and Appendix H, General Conditions and General Requirements. o See C&CP web page Pricing your Construction Project . Lump Sum Projects On lump sum projects, the bids from the invited general contractors are received by C&CP and analyzed with the Core Team. Public or Private Bid Openings Bid openings are typically public. However, private openings may be held at the discretion of the Contracts & Capital Projects Office. (State-funded Project must conduct a public bid opening). If a qualified bid is within the Project Budget, a contractor may be selected for the work. GMC Projects Negotiations When the form of contract is Guaranteed Maximum Cost (GMC) the Core Team and the Contracts & Capital Projects Office will negotiate General Conditions, General Requirements (which can be found in the CPDP, Appendix H), contractor fee, and other contractual terms with the selected general contractor. See PM Toolbox Training Negotiations for Project Managers and Fixed Price Audit Program. All work will be competitively bid by the selected general contractor, and the result will be a negotiated guaranteed maximum cost for the work, that is within the project budget. Facilities Project Managers Guide

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GMC may be used when there is a challenging project schedule or a highly technical or complex project. The GMC delivery method allows the owner, contractor and design team to work together to save time during construction. o See the GMC Cost of Work spreadsheet for estimating. o See Appendix for examples of GMC documents and spreadsheets:  GMC Systems  GMC Cost of Work (Current Bidding Climate)

 GMC GC’s Bids Exceed Construction Budget If all bids exceed the construction budget, conduct a scope review and/or value engineering (cost saving) session to determine if the project can be completed within the approved construction budget. This is sometimes referred to as ―de-scoping the bidder‖. De-scoping the bidder is the process the Project Manager uses to reassure herself that the contractor has provided a responsible bid and has priced the project for the scope of work the contractor was asked to bid on. The Project Manager might sit down with the contractor and review the responsibilities of the contractor in order to confirm explicitly what the contractor is responsible for in the bid scope. Awarding the Project to a Bidder On a Lump Sum project, award is made on the basis of low base bid or project specific criteria. Once this selection has been made, alternate pricing is then taken into consideration. State-funded projects are awarded on the basis of base bid plus alternates in sequential order. A contract is then awarded by the Contracts & Capital Projects Office. Prior to award, the Core Team considers and makes decisions as to incorporation of all acceptable VA/VE suggestions made by the selected contractor.  See the PM Toolbox Training Bidding a Project.  See sample budgets. Construction Phase PAR The Construction Phase PAR is finalized with the construction budget fixed, including contingency. Funds are authorized.


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Construction Phase Cost Tracking Construction phase Project Contingency is generally set at 10% of the value of the construction contract. During the Construction Phase, the Project Manager and Construction Manager are responsible for 

administering the intent of the construction agreement



monitoring progress



ensuring conformance to plans and specifications



quality control



payment application approvals



pending items



controlling the budget Pre-construction The Project Manager should implement effective processes of communication between the Core Team, design consultant and contractor. See PM Toolbox Training: o Projects Communications Plan o Managing Expectations o Project Communications o Project Communications Checklist (use this as a model) o The Project Manager is responsible for conducting a pre-construction meeting per the terms of the Agreement. Prior to a contractor mobilizing on site, a contract must be fully executed and all contractual requirements for insurance, bonding, etc., as specified in the Contract must be in place. Project-specific methods for addressing such things as Change Orders, answering questions related to the work and control of payments are discussed. See Risk Management below. Minimize or eliminate the occurrence of ―scope creep‖. Contingency funds are not to be used for discretionary design changes or scope items not specifically defined in the PAR. The Project Manager and Construction Manager develop an expedited means to review/approve submittals, and monitor it carefully. Coordination of trades and site logistics must be expedited, as well, by the Construction Manager.


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Construction Keep Schedule The Construction Manager keeps to current published schedule. The Project Manager and Construction Manager avoid discretionary changes to the design at this phase. Changes made now carry a severe cost penalty. Validate, Track and Monitor Change Orders o The Project manager and Construction Manager validate all Change Orders in a timely manner including the processing of contractual change orders. Document the cause of all Change Orders ( e.g., field conditions, design errors and omissions, owner initiated program change). o Keep an accurate, current Change Order log and insure Change Order costs are added to/deducted from the Master Project Budget Model. o See C&CP website for information on change orders. o See Sample Change Order letter. Review for ADA Access Compliance Project Managers should -keep an accurate review of partners consulted on access review, as well as have conversations with architects and Cornell University staff on access elements. Timely Responses to Contractor Make sure there is always a timely response to all requests by the Contractor. Adopt an effective system to manage and document this flow of information. Timely Payments Make timely payments. See invoice payment. Quality Assurance/Quality Control Implement a Quality Assurance/Quality Control system during the Construction Phase. See PM Toolbox training Quality Control, Inspections and Commissioning. Also, see next section. Monitor Contractor’s Compliance Continue to monitor Contractor’s compliance with contractual submissions. Many different Cornell stakeholders can play a role in monitoring compliance. The Cornell shops, structural engineers, designers, project team, EH&S, clients, the commissioning agent, Maintenance Management, are examples of groups who can provide input into compliance of the contractor. See PM Toolbox training for contractor compliance and quality assurance topics  Energy Management Tools Facilities Project Managers Guide

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 LEED Rating System at Cornell  Quality Control, Inspections & Commissioning  Testing & Inspection Services  Your Project and Environment Health and Safety Close-out/Move-in During this phase of the project, the Project Manager should promptly initiate the financial close-out of all Project commitments. This will avoid accumulation of unnecessary administrative costs to the Project. Resolve any claims The Project Manager should resolve any claims. See Risk Management. Morever, this is a good time to advise other Project Teams of any lessons learned and/or innovations that could be used in the future. Project Contingencies Capital building project budgets carry three types of contingencies: 

Escalation



Design



Construction Escalation Contingency Escalation Contingency adjusts the project budget model for changes in the cost of construction, caused by increases in labor costs and volatility/increases in material costs, and inflation of the other budget lines over time. Escalation Contingency must be considered for projects lasting over a year. The following guidelines apply to the use of cost escalation in project budgets. o Project budget models should list a separate line for escalation for each of the six major budget categories. Construction cost estimates from our pre-construction estimators should break escalation out separately and the same factor used to escalate the construction estimate to the bid date should be used in the Construction section of the project budget. o Escalation factors will probably be different for each of the project budget sections. For example:  The Planning and Design section might not escalate once the A/E fee has been negotiated.  Project Management costs will escalate with increases in the enterprise billing rates.  Construction costs will escalate per the anticipated conditions in the local construction market. Facilities Project Managers Guide

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Projects with fixed, non-escalating budgets o Projects with fixed, non-escalating budgets are more sensitive to volatile construction escalation than projects that are allowed to escalate. o Fixed budget projects require the project team to estimate future escalation figures at the start of the project, and then adjust the scope if the escalation estimates are wrong. o Scope adjustment can be very difficult, especially late in the design phase of the project. Consequently fixed budget projects require a more conservative approach to picking escalation figures, i.e., they have a larger escalation contingency. o The intent of fixed project budgets is to emphasize preservation of project budget over scope. o The preferred method for building the project budget is to structure the budget model at each project milestone cost estimate (i.e., Concept, SD, DD 50%DD), assuming immediate construction start. Then an escalation contingency factor is applied to each of the main budget subcategories to arrive at the total project cost. Finally the scope is adjusted as required to match the estimated total project cost to the budget. Escalation contingency applied to the construction line should come from the construction cost estimators working on the project, in concert with the Project Team. o Finally the scope must be adjusted as required to match the estimated total project cost to the budget. Escalation contingency applied to the construction line should come from the construction cost estimators working on the project, in concert with the Project Team. o Projects with fixed, nonescalating bugets should include bid alternates that may be taken in the event that escalation assumptions are inadequate. Development of a strategy for use of alternates is particularly important if the project budget is nonescalating. Projects with budgets that are allowed to increase with escalation o Projects with budgets that are allowed to increase with escalation are easier to match scope with cost than projects with fixed budgets, because there is less risk from faulty escalation assumptions. o The concept is that, if you can afford the project now, you will be able to afford it in the future because you are protected from escalation, except in circumstances where the escalation is so extreme, the project becomes unaffordable. o For projects with budgets that are allowed to escalate, the starting budget is allowed to escalate from the project approval date (the date the project base budget is set) to the start of construction. o The intent of escalating project budgets is to emphasize preservation of project scope over budget.


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o Escalating project budget models can be structured in the same manner as nonescalating projects except the escalation contingencies are treated as additions to the project budget. o The purpose of the escalation contingency is to provide an estimate of the eventual total project cost. Design Contingency Design Contingency is used in the design phase of a project in acknowledgement that, until the design is completed, the construction cost estimate is based on incomplete information. The following guidelines apply to use of Design Contingency in project budgets. Design Contingency for Design Phase of Budget Design phase Project Contingency is used during the design phase of the project to pay for things such as o increases in A/E fees due to program changes, o complications in the site plan review process, or o delays in the project during which the project team continues to work and bill its time. The Design Contingency belongs in the construction section of the budget. Funds are moved from the Design Contingency line into the construction line to pay for scope that is identified as the design progresses. There is no need for a Design Contingency when using unit square foot costs to benchmark the cost of a proposed project during the Planning phase. The proposed project is being compared to an existing facility that is complete. The Design Contingency should be set at 10% to 15% of the construction cost-of-work amount in cost estimates during the planning or feasibility stage of a project. Projects typically carry o 10% at the end of Schematic Design, o 5% at the end of Design Development, and o 2.5% at the 50% construction document estimate. o Design Contingency is 0% when the design is complete and ready for bid. Construction Contingency Construction phase Project Contingency is generally set at 10% of the value of the construction contract. Project contingency is used during the construction phase for some of the above reasons, as well as for the following possibilities: o unforeseen expenses in areas such as underperforming value engineering initiatives, o quality assurance inspections o

added commissioning costs. See sample budgets.


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o allowances or alternates to the construction contract o Factory Mutual (insurance) or Building Inspector requirements identified during construction. Use of the contingency for these items is generally determined by the Project Manager with input from the Construction Manager. Project Contingency is also used during the construction phase to pay for three general categories of cost increases related to the construction contract: o Errors and Omissions o Unforeseen Conditions o Scope / Project Changed Errors and Omissions Errors and Omissions (E&O) in the design documents are defined this way: o Errors occur when the designer makes mistakes in the contract documents; e.g. specifying a 32‖ wide door when a 36‖ door is required. o Omissions occur when the designer neglects to put something in the contract documents that should have been there; e.g. forgetting to put a door where one is needed. Unforeseen Conditions Unforeseen conditions occur when the architect or contractor had no way of anticipating a job site condition that affects the project. For example, in a renovation project the contractor may discover a structural problem in the building when a wall is opened up. Another example is the contractor doing an excavation and encountering a utility line that was not on the construction documents and not on the Owner’s utility maps. In each case, no one is responsible for not having addressed the condition in the construction documents and Cornell must pay to fix the problem. Responsibility: E & O and Unforeseen Conditions  The Project Manager is responsible for determining use of contingency in the E&O and Unforeseen Conditions categories.  Project teams frequently encounter circumstances at the conclusion of a project, when the building is newly occupied and problems arise as a result of the dissatisfaction of certain occupants or stakeholders. For example, the occupant of an office might want an extra data outlet, or a piece of mechanical equipment may prove to be unreliable, even though it was purchased and installed according to the contract documents. The Project Manager is responsible for post-construction contingency use when it falls into the E&O and Unforeseen Conditions categories. Scope/Program Change


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Scope or program changes occur when Cornell makes a change to the scope of the project after the work has been bid and awarded. It is important to note that discretionary changes to the project after construction has begun are strongly discouraged. Although Project Contingency is not intended for scope/program changes during the construction phase, these changes are sometimes unavoidable. Typically there is an executive committee comprised of the Project Manager and the PDC Director; there may also be a a central admininistrative representative and the program representatives. This group discusses options and makes a recommendation on the use of contingency. At the next level--VP Facilities— s/he will probably insist on bringing forward a PAR to approve the use. For example, on the Life Sciences Technology Building project, the PAR's have noted the use of contingency and asked for backup in that amount if the project goes over budget. Responsibility: Scope / Program Change  Requests to spend construction contingency on Scope/Program change require the authorization of the  VP for Facilities Services,  the person representing the source of the funding, and, depending on the size of the change,  CF&PC.  When large projects are involved, the Executive Committee should make timely decisions on the use of contingency for scope changes. A Construction Contingency Worksheet managers.


for exposures is available for project

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BUDGET TYPE OF

PLANNING

DESIGN

CONSTRUCTION

CONTINGENCY ESCALATION

DESIGN

The Planning and Design section might not escalate once the A/E fee has been negotiated. Project Management costs will escalate with increases in the enterprise billing rates.

Construction costs will escalate per the anticipated conditions in the local construction market.

10% to 15% of the construction cost-ofwork amount in cost estimates during the planning or feasibility stage of a project.

The Design Contingency belongs in the construction section

CONSTRUCTION

10% of the cost of the design fee for each phase --10% at the end of Schematic Design, --5% at the end of Design Development, and --2.5% at the 50% construction document estimate. Design Contingency is 0% when the design is complete and ready for bid.

10% of the value of the construction contract.

Errors and Omissions Unforeseen Conditions Scope / Project Changed


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Capital Project Funding Plan Each capital project is required to have a funding plan, identifying 

the source(s) of funding for project costs,



the need for debt financing and



the source of repayment of debt service (principal and interest).

This funding/financing plan is the responsibility of the business manager or similar position within the unit that is providing the project funding. Funding sources, including identification of account numbers, must have sufficient funds available to cover the project cost or an explanation of where funding will ultimately come from. If debt financing is needed to cover project cost, either on a short-term, bridge basis or long-term, permanent basis, the unit business manager is to work with the University’s Director of Debt on the loan terms and loan application process. Project funding to come from gifts must have backup listing the gifts raised for the project, payments received, and a schedule of anticipated payments on outstanding gift pledges.

Schedule Development Schedule development and update is another principal responsibility of the Project Manager. The contractor provides the schedule to the Project Manager. A properly designed schedule includes 

each phase of design work with time for design review



cost estimating milestones



associated redesign periods if needed,



bid or buy-out period,



construction period, and



internal and municipal approvals.

The duration of a typical project that experiences no unusual delays, from start of initial programming through move-in of users, ranges from 6-8 months for a smaller project designed and built by PDC, to five or six years for a large laboratory building. See PM Toolbox training Construction Scheduling

Contractual Agreements After a consultant or contractor has been selected for a project, and prior to start of design or construction work, the terms and conditions surrounding the execution of the work must be documented in a Contractual Agreement. Cornell’s Office of Contracts & Capital Projects (C&CP) maintains Cornell’s contractual instruments and develops all Contractual Agreements between the University and its consultants and contractors. The Project Manager is responsible for working with Contracts & Facilities Project Managers Guide

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Capital Projects on modification of the contract instrument to meet the specific requirements of the project. Design Agreements Project Manager Issues Request for Proposal (RFP) The Project Manger issues the RFP. In order for a contract to be executed with a consultant, the consultant needs to have responded to a Request for Proposal which includes o a description of the services requested, o the deliverables and schedule requirements, and o a copy of Cornell’s A/E agreement (see page 8) which allows the consultant to respond to the RFP with an understanding of the terms of the proposed contract. o The University Architect is also involved in the selection of an architect for the project. Project Manager Presents Proposals to C&CP The Project Manager should review thoroughly (but not sign) proposals from consultants to ensure that all required work has been addressed and that no fees are included for services that are not requested (alternate pricing options may be identified) and present the resulting proposal to Contracts & Capital Projects for consideration in the preparation of a contract. C&CP Reviews Proposal Contracts & Capital Projects will review the proposal to make sure that it is consistent with the stipulations within the proposed contract.


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Types of Design Agreements DOCUMENT NAME Owner/Architect Agreement (Short Form)

USE

BACK-

LIMIT

UP

Professional Design Fees and Services

None

Less than $100,000 in Professional Fees

None

See Long form

Professional Design Fees and Services

Greater than $100,000 in Professional Fees

Preconstruction Services Agreement

Preconstruction Fees and Services

None

No Limit

Short Form (limited) Short form (full service) Owner/Architect Agreement

See Design Agreements. See Blanket A/E Agreements. See relevant sections in PMToolbox Architectect Procurement For Contract College Facilities, see o Pofessional Service Selection Information Sheet o Standard 254 Form o Standard 254 Form Guidelines


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Construction Agreements The Core Team, working with Contracts & Capital Projects, selects the bid and/or negotiates the proposal that is most advantageous to the University. Contracts & Capital Projects handles the development and execution of the construction contract. Types of Construction Contracts DOCUMENT NAME

USE

BACK-UP

LIMIT

Short form agreement

The procurement of small renovation and/or construction services

Written scope of work, contract value cost, schedule, funding source, PAR (over $50,000)

Typically $100,000

Construction Agreement

Construction costs and services contracted with a Lump Sum cost.

Bid Form Plans, Specifications, Addendums incorporated by reference.

Typically greater than $100,000

*Guaranteed Maximum Cost (GMC) Agreement

Construction costs and services contracted with a Guaranteed Maximum Cost

Contractor Proposal, General Conditions Costs, Assumptions and Clarifications Plans, Specifications, Addendums incorporated by reference.

Typically greater than $1,000,000

*These are customized agreements in which the Project Team works closely with the Office of Contracts and Capital Projects on the wording of the General Conditions (see GMC GC’s). Key items for negotiation with the Construction Manager include fee, general conditions costs (see GMC GC’s), contractor’s contingency and sometimes incentive/disincentive clauses. Under this contracting method, assembly, distribution of the bid documents and receipt of bids for subcontractor work is generally done by the Construction Manager. See PM Toolbox Training Managing Contracts.


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Invoices and Payment Applications The Project Manager is responsible for insuring the accuracy and appropriateness of payments made by the University to consultants and contractors in payment for execution of the various work tasks of the project. C&CP oversees the payment of invoices for projects. Setting up an Account Before invoices can be paid, the PM must generate a PAR and have an Approval Letter, which C&CP uses to set up the project account with the Division of Financial Affairs (DFA). Each month C&CP receives an accounting statement from DFA. Receipt of Invoice in C&CP Invoices are received by the Contracts & Capital Projects Office. Invoices received by the Project Manager or Construction Manager should be routed to C&CP. C&CP Review of Invoice Upon receipt of an application for payment C&CP performs the following steps before forwarding it to the Project Manager for approval: 

Identify the payment source



Review the payment history



Check invoice against contract terms and conditions



Resolve any discrepancies with the applicant’s accountant

Construction Manager Reviews The Construction Manager reviews the construction invoices. The Construction Manager negotiates changes, and can determine if the contractor is offering a responsible proposal. The Construction Manager also ensures that the services for which Cornell is being billed have been delivered. If the project has a Project Coordinator, and if general conditions are included in the contract, the Construction Manager may create a ―pencil copy‖. Project Coordinator Review Project Managers typically route payment applications to a Project Coordinator who reviews them for completeness of supporting documentation and accuracy. 

For contracts that allow billing of reimbursable expenses, the supporting documentation must include receipts for all expenses.



For contracts that allow billing of actual general conditions costs (Cornell’s GMC contract), the PM must check to be sure only allowable expenses are billed.

Approval by PM and Return to C&CP The Construction Manager or Project Coordinator returns the invoice to the Project Manager, who approves payment. The PM sends the invoice to others for approval, including the PM’s Facilities Project Managers Guide

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supervisor and, in the case of PDC PMs, to the PDC Director, the appropriate finance person, and the VP for Facilities Services. The PM then sends the payment applications to the Contracts & Capital Projects Office where all contractual payments are processed. CC&P Requests Payment by DFA Pay requests are sent to the DFA, where checks are issued. Project Over Budget CC&P will not sign off on a commitment if it causes the project to go over budget. The Project Manager must submit a new PAR or re-allocate funds (for example, use contingency.) Project Manager’s Report The Project Manager’s Report contains 

Approved Budget



Current Commitments in the contract



Amount of the budget expended to date.

See an example of a Project Manager’s Report in the CPDP Guide, Appendix , Item N. CC&P sends this report to Project Managers monthly. The Project Manager can access job cost invoices by going to the Facilities Services website, and click on ―Facilities Information‖ and then on ―FS Administrative Services /Job Cost.‖ See also Project Controls and Payments.

Financial Reviews and Reporting Projects over $5 Million For projects with a budget greater than $5 million, the Project Manager submits a Project Status Report (PSR) to the VP Facilities Services and Primary Customer on a monthly basis. The PSR includes: 

a financial status report using the seven budget categories,



a brief summary of project activity, with focus on elements of the project that are significant milestones or challenges.

Projects under $5 Million For projects with a budget less than $5 million, the PM prepares a monthly PSR if requested by the Primary Customer. See Appendix, Item P in the CPDP Guide for an example of a PSR.


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Part IV: Project Process Phases Project Delivery Flow Chart The Project Delivery Flowchart summarizes the approval process for endowed Cornell capital construction projects on the Ithaca campus. This chart represents the most common method of project delivery used by Cornell University – Design/Bid/Build. Contract College Facilities has a similar flow chart which can be obtained from their office. The chart has two basic purposes. (1) to consolidate a very complex process into a simple, one page format that can be easily understood by any Project Team member or other interested person that may want to gain a basic understanding of the overall Project Delivery Process. (2) to provide a concise visual tool for the Project Management Team to manage milestone activities as well as to provide a list of common tasks that must be accomplished each step of the way. The chart shows the general phases of each project – Planning, Design and Construction. Individual steps within each general phase further define the order normally followed by projects. The ―Steps‖ section of the chart indicates the various stages in the sequence of project delivery. The section of the chart above the steps, describes the various approvals for either funding or design required for the project by senior university administration, Board of Trustee committees or the Board of Trustees. Level of approval required is based on the total project budget. The section of the charts below the steps describes project milestones for the Project Team, including the client group. See the Project Deliver Flow Chart in the CPDP, page 34.


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Planning Phase Goal The Project Manager’s goals during the planning phase are to initiate the project properly, review and understand the client’s needs, address options thoroughly, and select the option that is most feasible. Deliverables  Project Space Program  Site Selection (new construction only)  Consultant Selection  Project Formulation  Approvals Client Responsibilities  Define need and project goals  Develop Project Plan (sometimes with the PM)  Identify funding sources  Initiate project PM Responsibilities  Initiate Project with client  Review and/or help develop Project Plan.  Create project team.  Initiate Project Space Program.  Ensure Site Selection is completed(new construction only) or define existing boundaries (renovation)  Select Consultant  Decide need for either Concept Study and/or Feasibility Study  Project Formulation  Ensure Primary Customer Approval  Develop Schematic Design PAR and/or Design Development PAR to begin next phase of the Project Management Process


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Steps Initiate Project The client may initiate a project with either of the following: o Ticket through Facilities Services Customer Services o Request for Services o Request for Capital Project o Request for Renovation work All of the above methods for entering into a project are a device to engage resources for information and advice about infrastructure and existing space Review Project Plan Client and Project Manager review Project Plan. See a Sample Project Plan. Create Project Team o Identify all stakeholders that will contribute to program development. o Identify the Project Team. o Run team meetings. See PM Toolbox for tips on how to run effective meetings:  Job Meeting Problems  PM Meeting Techniques  Running Job Meetings Create Project Space Program o Define programming needs with the Core Team. o Create Space Program. New building and building addition projects always start with a Space Program. Initially, it begins as a simple list of space types (e.g. faculty office, class room) and floor area. The Program is developed over time to include a complete description of each space. The description includes area, finishes, adjacencies to other spaces, environmental and infrastructure requirements, and furnishings to be provided by the contractor. o Resources for developing a space program may include:  Search Facilities Services’ Web Sites  Find Information About Your Facility  Document Archive  Project Manager’s Environmental Checklist o For a restoration project, define the project boundaries.


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Site Selection (new construction only) o The Project Manager should contact the University Planning Office and the University Architect as soon as he or she is aware of a project of significant size. o Project Team, University Planner and University Architect develop context study in which the question ―how does this project fit with the rest of the neighborhood and surrounding area?‖ is addressed. o Site selection options are explored and narrowed to the preferred site. Criteria for selecting the site must be developed with the University Planning Office and University Architect. o It takes a few months to complete the Site Development Guidelines (formely called ―Site Criteria‖). The University Planning Office will review the Site Development Guidelines (formely called ―Site Criteria‖) with the project team, stakeholders, and the Campus Planning Committee. o Once a preferred site has been identified, the University Planning Office and the Project Team will develop the Site Development Guidelines (formely called ―Site Criteria‖). (See CPDP, Appendix C). o For both site selection and criteria the UP presents to CF&PC and B&P for approval. Consultant Selection o The established University Consultant Selection process will be followed. This effort is led by the chair of the selection team. Decide need for either Concept Study and/or Feasibility Study The Project Plan usually leads to a Feasibility Study (see sample Feasibility Study) or a Concept Study. o Both studies are conducted by a consultant to determine if the project is possible within a pre-defined budget or other program expectation. o A Concept Study looks in more detail at options for the deliverables listed below and produces a plan that can be reviewed by the customer and University. A Feasibility Study generates a possible solution to that space need with associated dollar amount. It generally has a program study. The feasibility study asks: ― I know I need the space, how do I get the space?‖ o Upon the completion of this phase and after the required approvals are obtained, the preferred option will then proceed into design.


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Both the Concept Study and the Feasibility Study take into account the following: PROGRAM

SCOPE

STAKEHOLDER

Codes and regulations

Federal, state, municipal,

ECOS, EH&S, Maintenance Management (ADA compliance) local code officials

Site or location

Site Selection

University Planner

Building context and existing campus fabric

Context Study

University Architect

Building technology

Lab? Office?

CIT

Cost

See budget section

Utilities, O&M, Client

Project Formulation o Develop conceptual budgets and timelines. o Consider the various project delivery methods for design and construction. o Funding sources should be identified by the primary customer. o Known risks should be identified for budget and schedule impacts. o Narrow possible options that meet stated program requirements. o Project Manager prepares PAR for Schematic Design Phase which includes an overall context, concept and scope of the project. Primary Customer Approval o Select one concept for development o Approve and align program and conceptual budget o Finalize site selection. o Develop Site Development Guidelines (formely called ―Site Criteria‖). o Agree on the project delivery method for design and construction. o Identify known risks to primary customer.


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Planning Phase Approval With these approvals, the schematic design phase can begin.

Approve site selection Authorize funding if >$5M

EXECUTIVE COMMITTEE OR FULL BOARD

Review A/E Selection Approve Project Plan Approve site selection Approve Site Development Guidelines (formely called ―Site Criteria‖)

B&P

CF&PC


Approve Concept Par Authorize PAR

Authorize site selection Approve Site Development Guidelines (formely called ―Site Criteria‖) Authorize SD Authorize project plan: budget, scope, schedule and funding

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Design Phases Schematic Design (SD) The Schematic Design: 

leads to clarification of the project program



explores of the most promising alternative design solutions



provides a reliable basis for analyzing the project cost.

The result of the Schematic Design is a clearly defined, feasible concept that can be presented in a form that achieves the Primary Customer’s understanding and acceptance. Deliverables o 100% Schematic Design documents (See CPDP, Appendix, Item F, Schedule G, Documents Submittal Requirements ) from the Design Consultant that include, but are not limited to:  Site Plan , Including connection to central Utilities, if required.  Typical floor pllans for each level  All typical elevations  Two or more sections  An outline specification  Other characteristics in comparison to the program  A preliminary cost estimate (may require an independent additional estimate)  Renderings, models or other drawings needed adequately present the concept, including sustainable design charrette and narrative which is required during this phase for all capital projects. o Confirmed budget o Confirmed schedule o Commissioning Strategy (SeePM Toolbox training Quality Control, Inspections and Commissioning.) o Identification of local, state and federal approvals needed and strategies to obtain them. o Plan for occupant relocation, swing space, and move timing o Schematic Design Package review and approval. Refer to Schedule G, Document Submittal Requirements. o Engagement of Facilities Inventory Group. o PAR for Design Development Phase Facilities Project Managers Guide

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Process o Develop schematic design budget and ensure project budget confirmation (including adjustments to either the program or budget to achieve alignment). o Project schedule confirmation. o Project Team must coordinate with stakeholders (such as PDC Engineering, Utilities, Contracts, Cornell Police, CIT, Maintenance Management, EH&S, ECOS, etc.) o Review for ADA Access Compliance o Keep an accurate review of partners consulted on access review. o Conversations with architects and Cornell University staff on access elements. o Optional pre-construction services of a qualified contractor or construction manager. o Commissioning strategy development, depending on project scope a 3rd party commissioning agent should be brought in at this time if not sooner. SeePM Toolbox training Quality Control, Inspections and Commissioning. o Form Municipal Approvals Team which will identify local, state and federal approvals needed and strategies to obtain them. Be aware of municipal calendar. o Begin planning for occupant relocation, swing space and move timing. o Review and approve the Schematic Design package. (See Schedule G.) Obtain Primary Customer and Stakeholder approvals (including design review by PDC Engineering or Facilities Management). o Project team must engage Facilities Inventory Group for assignment of facility code (new buildings) and for room numbering (all new buildings and renovations that move partition walls). See ―For Project Managers: When does a new building or renovation get added to the Facilities Inventory‖?  See PMT Training Project Archiving and Project Documentation.  For document archives, go to the FIG archiving page. o Prepare PAR for Design Development Phase.


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Schematic Design Approvals With these approvals, the project can move to the Design Development Phase. EXECUTIVE

Authorize funding if > $5M

COMMITTEE OR FULL BOARD B&P CF&PC

Approve Schematic Design Authorize DD if >$5M Validate budget, scope, schedule, funding Approve SD Authorize DD

Design Development (DD) This phase develops the scope of work previously approved in the Schematic Design Phase. The primary purpose is to define and describe all important aspects of the project so all that remains after the completion of this phase is the creation of construction contract documents. Deliverables 100% Design Development documents from the Design Consultant that include all documents from SD, documentation defined in the contract’s Schedule G (Appendix Item F in CPDP) modified as required to meet the project requirements, as well as: o Fully developed floor plans, interior and exterior elevations, reflected ceiling plans, wall and building sections, and key details o Basic mechanical, electrical, plumbing and fire protection systems are accurately defined, if not fully drawn. Process o Project Team must continue to coordinate with stakeholders such as PDC Engineering, Utilities, Contracts, Cornell Police, CIT, Maintenance Management, EH&S, ECOS, etc. o Validate project schedule, including definition of long-lead items. o Validate and reconcile project budget with DD estimate. This may require an additional independent estimate. o Review and get approvals for DD package from Core Team and Stakeholders (including design review by PDC Engineering or Facilities Management and customer agent). Obtain sign-off on plans. o Begin dialogue and agreements regarding front ends General Conditions and General Requirements for the bid package by our contracts office and the consultant.


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o Prepare PAR for Construction Contract Document and Bid Phase. (See CPDP, Appendix Item B)

Design Development Approvals With these approvals, the project can move to the Construction Phase. EXECUTIVE COMMITTEE OR FULL BOARD CF&PC

Authorize funding if > $5M

Validate budget, scope, schedule, funding Approve DD Authorize CD

Construction Contract Documents (CD) This is the final stage of the design process, which finalizes the drawings and specifications for all components and systems of the project, resulting in construction contract documents used to solicit bids for the work and construct the project. Deliverables: 100% Construction Contract Documents. This set of documents fully describes the project and will be the basis for soliciting bids from the selected contractors. This documentation is defined in the contract’s Schedule G (Appendix Item F in CPDP) modified as required to meet the project requirements. Internal review of the documents by University stakeholders is normally done at 50% and 95% completion for content and final comments. Process o Construction Documents Estimate A Construction Document Estimate that finalizes the project budget is required. All final adjustments to the program and budget should be completed in anticipation of bidding the project. o Validate schedule and budget. o Construction management plan finalized. o Review and approve CD package. o Prepare bid document package, noting any special project requirements such as accelerated schedule or working on off shifts . o Prepare DRAFT PAR for Construction Phase awaiting bids.


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 Note that the PAR requires changes to Operating and Maintenance (O&M) Costs; these costs should be researched and described within the document. See PM Toolbox Maintenance Costs.  The key issue is to identify the range of the costs, and which department(s) will be responsible for assuming them. The analysis should include a discussion on energy use and life cycle costs.  For energy use range of costs, see PM Toolbox Utilities and Your Project.  Please contact Facilities Management for assistance. Construction Documents Approvals With these approvals, the project can move to the Bid Phase. CF&PC

Authorize Bid Phase

Bid Phase The bid phase tasks include working closely with the Contracts & Capital Projects Office as well as Director of Construction Management in selecting preferred, qualified contractors, and securing bids for the specified work. A construction contract will eventually be negotiated and awarded to the selected bidder. Deliverables Select qualified contractors, including interviews, if deemed necessary. Process o Determine whether bid opening will be public or private. (Note: State-funded projects require that certain procedures be followed regarding bidders, public bid opening, payment of prevailing wages, etc.) o Determine bidding period and schedule pre-bid meeting with all invited bidders to answer any remaining questions about the work. Issue addendum to the bid documents, if necessary. (See CPDP, Appendix, Item G) o Select lowest responsive responsible bid, after consideration of all other factors. o Finalize PAR for Construction Phase. Note the O&M section and expected utility costs need to be complete at this stage. o Contract preparation and execution. o See PM Toolbox training  Bidding a Project.  Managing Contracts  General Conditions and Requirements  Negotiations for Project Managers Facilities Project Managers Guide

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Bid Phase Approvals With these approvals, the project can move to the Construction Phase. EXECUTIVE

Authorize construction if > $5M

COMMITTEE OR FULL BOARD B&P CF&PC

Authorize construction if > $5M Authorize construction if > $500K

Construction Phase The primary objective is to build the specified project within the agreed-upon schedule and budget and with a high level of quality. Site Preparation / Mobilization During the early phase of construction, a the Construction Manager will establish will establish with the contractor: o administrative procedures o progress meeting schedules o progress update requirements o schedule controls o methods to expedite the required approvals of certain documents provided by the design consultants. Permits must be obtained by the contractor, and coordination of building trades and site logistics must be determined and agreed to by the Construction Manager. Construction Deliverables Required submissions are listed in the General Conditions and General Requirements sections of the contract which can be found in the CPDP, Appendix H. o The Construction management point of contact information plan as described in the General Requirements, includes a site-specific Safety Plan, Affirmative Action requirements for the general contractor (GC), etc.  Cornell Construction Contract Environmental General Requirements o Manage and limit scope creep.


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o Keep schedule and budget current and communicated to the Project Manager and Construction Manager. o Process any Change Orders in a timely manner.  Reminder: If there are changes in the design that impact the floor plan, Facilities Inventory needs to be notified to re-assign official room numbers. It could be costly to correct errors after design documents have been published. o Pay contractors promptly. o Assure quality of work. o Review for ADA Access Compliance  Keep an accurate review of partners consulted on access review.  Conversations with architects and Cornell University staff on access elements. o Contractor must communicate clearly with the Construction Manager, especially on items that pose a risk to either the budget or schedule. o Core Team and contractor must finalize move-in plan, and date of occupancy. o Punch list Close-out/Move-in This phase facilitates the occupancy and turnover of the completed and commissioned project to the Primary Customer. Deliverables Delivery of the completed project to the occupants. Process o See CPDP Guide, Appendix, Item K for the suggested close-out procedures. o Coordinate with Primary Customer on CIT, furnishings and move-in . o Punch list items completed promptly. o Before occupancy, initiate the process of obtaining measured drawings through Facilities Inventory see ―When does a new bulding or renovation get added to the Facilities Inventory?‖ (budget line 02.06.03), and site conditions CAD mapping through PDC Civil Section (budget line 02.06.01). o Obtain Certificate of Occupancy. o Archiving: Sort project materials for dispensation to one of these:  the University Archives (See FIG website)  Facilities Document Records Center  Primary Customer.


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o See CPDP, Appendix Item I. The master list defines those records needed for the archives. All other records belong in the Records Center with copies sent to the Primary Customer as needed. o Meet with the PDC archivist to turn over project records to turn over project records, including record drawings and develop a plan for any outstanding documents. See Archiving Questionnaire for this meeting. Other useful links include filing protocol worksheet and document archiving instructions. o Complete commissioning activities, including generation of final building commissioning report and owner training in building operations by the Design consultant and Contractor. o EH&S Hood / Safety Inspections o Fire alarm testing - EH&S o Post-occupancy survey/analysis if desired o Resolution of any claims o Obtain contractual close-out documentation and make final payment to the Contractor. o Financial close-out of project promptly after completion of all work and payment of all project related expenses. Obstacles to Closing a Project Account 1. Open RFS or Purchase Order against a project 2. Legal action or claim (see Risk Management) 3. Lack of final paperwork from the contractor. (for example, .e., record drawings/asbuilts, required O&M manuals & warranties.) 4. Open contract or commitment. Close-out phase lasts through the end of contract warranty periods. Resources  PM Toolbox training Closing out a Project which provides checklists for close-out for the following areas: o Project Close- out: Construction Site o Contract Close-out and Final Payment o Capital Project Account Closure o Archiving  Suggested Close-out Procedures in the CPDP Guide, Appendix, Item M.  Final Release in General Conditions Article 12.04, located in the PM Toolbox training Closing out a Project and the CPDP, Appendix Item H.  Guarantee in General Conditions, Article 14 Facilities Project Managers Guide

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 Consent of Surety of Final Payment in General Conditions, Article 12.04  Record drawings as cited in Owner/Engineer Agreement, p. 13, section 9 and in Retention of University Records Policy  Complete specifications as cited in Owner/Engineer Agreement, Schedule G, Document submittal requirements, first item.  Master List of Records for archival storage from all PAR level facilities projects


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Risk Management in Project Management There are three responsibilities the PM assumes in Risk Management of a project: 

Assess Financial Risk



Outline Legal Relationships



Oversee Aspects of the Claim Process

Assess Financial Risk  During Design Phase/Bid Process/Bid Analysis: Risk Management and Insurance reviews financial risk of contractors with a model developed to determine a contractor’s risk of bankruptcy. The model is only one indicator among others that are used by Contract’s Management to evaluate risk of contractors. 

If the risk is high, Cornell can require a bond from the contractor, which will add to the cost of the project.

Outline Legal Relationships: Design Phase/Have Clear Contracts  The legal relationship concerning risk is defined in the answers to these two questions:



1) Who is responsible for insuring safety on the site? 2) How are safety roles and issues addressed? (see Claims below) Risk Management defines these types of relationships with respect to who is responsible for safety TYPE OF

WHO HAS

RISK LEVEL

INSURANCE

RELATIONSHIP

RESPONSIBILITY

FOR

COVERAGE

FOR RISK

OPERATIONS-

RISK

SIR EXPOSURE

Normal construction process

Contractors

Low

High

Owner-Controlled Insurance Program or OCIP

Contractors but Cornell has financial risk.

High

Low

Cornell as General Contractor

Cornell

High

Low

State



The PM should understand these relationships. They are defined in the contracts. If the PM knows the contracts and legal relationships which define the University’s exposure to risk, they can better manage the project by determining if the contractor is adhering to responsibilities defined in the contract.


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

See the PM Toolbox presentation ―Risk Management at Cornell University.‖ Slides 15 – 18 define the insurance requirements relative to the contract, and how to make claims 1) 2) 3) 4)

Major Construction Project General Liability Contractor Insurance Requirements A/E Insurance Requirements Builders Risk

What if contractor is not adhering to safety requirements as stated in the contract?  Set up meeting with contractor. If contractor still not meeting requirements: o Set up meeting with contractor and Director of Risk Management and Insurance. If contractor still not meeting requirements:  Set up meeting with contractor and Director of Risk Management and Insurance where Risk Management will state consequences. If contractor still not meeting requirements: Cornell may create a work stoppage, dismiss contractor from site, or terminate contract (depending on seriousness of noncompliance.) It is important that the PM brings many people to the table before this last point is reached, such as EH&S, Director of Construction, etc. Oversee Aspects of the Claims Process  The claims process is determined by the relationships defined in the contracts. Claims occur during the Construction Phase. 

PM needs to know who to call to start the process.

 PM may be asked to provide information about an incident. For this reason, it is important that the PM keep good notes and meeting minutes. PM may also be called to testify in court.  Caution: The PM must be concerned with the facts of the case and not attempt to place blame. Responsibility can only be determined after a full investigation and after all experts have weighed in regarding an incident. Contact Legal Counsel and/or Risk Management before giving any statements.


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Three Types of Claims The PM should be aware of the following claims, and should be prepared to address them should they arise: o Workers Compensation o Liability o Property Workers Compensation PERSON

RELATIONSHIP

CLAIMS PROCESS

INJURED

Cornell Endowed employee

All Contracts

Cornell Medical Leave Administration-EH&S link

Cornell State employee

All Contracts

Covered by state insurance fund

Contractor’s employee

Normal contract

Contractor’s insurance

OCIP

OCIP claims process-OCIP Administrator

See http://prp.ehs.cornell.edu/Acc-Inj/ for endowed employee claims forms. Liability RELATIONSHIP

PERSON RESPONSIBLE FOR

CLAIMS PROCESS

INJURY

Normal contract

OCIP


Cornell Employee

Cornell Insurance—report to Risk Management

Contractor

Contractor reports to his carrier

Contractor employee is injured and sues Cornell

May tender back to Contractor—Over-action Claim

All

Report to OCIP administrator

Page 73

Property Damage Liability Claims PROPERTY OWNER

PERSON

CLAIM PROCESS

RESPONSIBLE

Cornell

Contractor

Cornell files claim or sues contractor

Contractor

Cornell

Contractor files claim or sues Cornell

Property PROPERTY OWNER

COVERAGE

CLAIMS

Cornell

Builders risk

Requires an understanding of who is carrying builders risk, Cornell or contractor

Contract College

Builders risk

SUCF process

Contractor

Contractor’s property insurance

Contractor’s claim process


Page 74

Part V: Appendix


Page 75

Sample Matrix for Project Coordinator (PC) Responsibilities

PC1

PC2

PC3

COMMUNICATION Work directly with User Groups on logistical issues such as moving, signage and data jacks.

x

Communicates with and coordinates day-to-day issues with the customer contact person, e.g. moves, information exchange, parking, traffic, EHS, police, fire department/alarm testing, crane schedules, inspections, COs and TCOs, etc.

x

Coordinate with Transportation on issues such as parking, coordinating contractor permits, laydown areas, etc.

x

Answer public questions on the project with standard responses. Provide site tours.

x

Manage non-capital projects and segments of projects with budgets of < $50k.

x

PM for projects that are in the range of $50k-250k

x

PM for projects in the range of 50k-2M

x

FINANCIAL Financial Management - Generate reports from database using BRIO, monitor expenses against budget lines, and maintain spreadsheet of project expenses. Supervise administrative activities related to the project (i.e. accounts payable, job cost, status reports).

x

Issue tickets to the shops and monitor progress. Track ticket costs and keep PM informed. Highlight deviations from budget estimates.

x

RESPONSIBILITIES Coordinate job site safety efforts of EH&S including review of the Safety Plan and scheduling mock OSHA inspections.

x x

Manage and enforce site safety plan Coordinates with CIT - schedule and coordinate activities

x x

Coordinates with CIT - Secure estimates and manage installation Coordinate field inspections by PDC Shops and other parties. Monitor quality of workmanship and materials with the assistance and support of the Design Consultant and associated PDC Shops to maintain high standards Conduct field inspects and punch list conformance inspections. Facilities Project Managers Guide

x x Page 76

PC1

PC2

Supervise and conduct field inspections to assure conformance with plans and specifications. Schedule and attend regular job meetings, prepare and distribute minutes. Work with the PM to prepare meeting agenda.

PC3 x

x x

Run regular job meetings in absence of PM. Provide direction at regular job meetings, make immediate decisions within the authority given by the project manager. Manage submittal process including tracking submittals & RFI's on projects

x x

Manage change orders to agree upon the scope, cost, and schedule impact of changed conditions. Prepares independent CU cost estimates. Present rational/justification for approval to the PM.

x

Approve Change Orders presented by the CM

x

Coordinates and directs, as authorized by the contract, Contractors during construction, acts as a single voice for CU to the contractor. PM is the backup voice. Day-to-day communication is between contractor and CM.

x x

Prepare RFPs with direction from the PM. Independently prepare RFPs within established procedures. Review terms of contracts with respect to examples.

x

Manage consultant selection process, negotiate terms of contract.

x

Manage and direct the activities of A/E consultants. Review contract compliance and authorize payments.

x

TECHNICAL SKILLS Project Scheduling - Builds and maintains project schedule using MS Project or Primavera from data given by others.

x

Project Scheduling - Monitors project schedule milestones against progress.

x

Project Scheduling - Implements corrective action to keep project on schedule Lab furniture and equipment - coordinate purchase, arrange for storage and transport as requested by the PM.

x x

Lab furniture and equipment - manage purchasing process, responsible for inspection prior to turnover to contractor, Responsible for installation contract.

x x

Lab furniture and equipment purchasing - review technical standards Formal Training in construction and contracting practices (TC3 class or CEE 595)

x

Build and maintain databases in Access

x

Independently prepare Power point presentations for project approval from Sr Administration

x


Page 77

PC1 Develop and maintain comprehensive section schedule

x

Author PARS (Draft)

x

Maintain section web site and Project web site

x

Maintain List Serve

x

Maintain Standards on web

x x

Manage commissioning process


PC3

x

Manage section work schedule by recommending adjustments to staffing assignments

Perform Web Research for products and services

PC2

x

Page 78

Sample Project Manager and Construction Manager and Project Coordinator Duties and Responsibilities Action

PM

Manage change orders to agree upon the scope, cost, and schedule impact of changed conditions. Prepares independent CU cost estimates. Present rational/justification for approval to the PM. Approve Change Orders presented by the CM

PC

X

X

Coordinates and directs, as authorized by the contract, Contractors during construction, acts as a single voice for CU to the contractor. PM is the backup voice. Day-to-day communication is between contractor and CM. Work directly with User Groups on scope items and project development issues. CM and PM negotiate the magnitude of scope items the CM can and can't commit to during construction (scope creep). PM and CM to negotiate the level of cost change issues, either additive or deductive, that need PM approval before the fact.

CM

X

X

Communicates with and coordinates day-to-day issues with the customer contact person, e.g. moves, information exchange, parking, traffic, EHS, police, fire department/alarm testing, crane schedules, inspections, COs and TCOs, etc.

X

X

Reviews schedule for constructability. Monitors progress against the schedule and keeps PM informed of deviations. Recommends actions to get back on schedule if needed. Maintains schedule.

X

X

Reviews schedule evaluation and recommendationss from CM. Advises CM as to correctness of schedule and evaluation and to jointly develop actions for schedule compliance corrections.

X

X

X

Monitor output of Contractors; feedback, site productivity, etc

X

X

X

Coordinate efforts of EH&S (Job Site Safety). Work with EHS to review the Safety Plan, enforces Safety Plan. Schedules mock OSHA inspection with EHS.

X

X

Coordinates the construction efforts of CIT

X

Coordinates the construction efforts of Cornell Line Crew (cableing and hookups)

X

Oversee purchasing (ex: buying furniture) for owner supplied equipment identified in the PAR as an F&CS responsibility. Coordinate arrival of CU purchased equipment. Arrange for storage and transport to the site as required and requested by the PM. Responsible for inspection prior to turnover to contractor. Responsible for installation contract if needed.


X

X

Assist PM & CM

X

X

Page 79

Action

Responsible for installation contract if needed.

PM

PC

X

Tracking construction costs, telecommunications costs, site work and other costs that need to be tracked on an as needed basis against budget costs Responsible for controlling the use of contingency funds

CM

X


X

X

X

X

X

X

Supervise the coordination of administrative activities related to the project (i.e. accounts payable, job cost, status reports). CM to track reports as requested by PM.

X

X

X

Develop contracts and subcontracts as needed

X

X

X

Supervise payments for project services, ensure that expenses are monitored against project budgets.

X

Supervise and inspect field conditions and progress of work against project schedule; coordinate and/or act as liaison among participants to resolve problems or conflicts. Work with PDC Shops in providing quality inspections

X

X

X

Who can say "NO" from a contractual perspective to the Contractors? The Contracting Officer

X

X

Run the "owners" weekly job meetings. Write the minutes. PM and CM work together to develop the format of the meetings.

X

X

Prepare space programs, building standards and other project criteria to guide the work of outside A/E consultants.

X

Assist PM

Assist PM

Interview and advise on the selection of A/E consultants for major design projects.

X

Assist PM

Assist PM

Negotiate service agreements with outside A/E consultants. Prepare contracts.

X

Assist PM

Assist PM

Manage and direct the activities of A/E consultants. Review contract compliance and authorize payments.

X

Assist PM

Assist PM

Monitor quality of workmanship and materials with the assistance and support of the Design Consultant and associated PDC Shops to maintain high standards. Coordinate and schedule Shops inspections.

Assist CM

X

Assist CM

Create the CM and PC budget line dollar amount.

X

X

X

Responsible for the project construction documents review/written response process.

X

X

X

Empowered to give field direction changes to the contractor

Assist CM

X

Assist CM


Page 80

Ensures frequent contact between the CM and the Contract Officer. Computer status reports by CM and Superintendent.

X

X

Establish criteria and measure Team performance

X

X

X

Responsible for the monthly/trustee report

X

Assist PM

Assist PM

Review and approve progress payments

Approves

Approves

Assist PM & CM

Authorized to release retainage

Approves

Approves

Provides feedback on contractors/AE performance

X (AE)

X (Contractor)

X

Speaks to the news media

X

X

Assist PM & CM

Coordinate parking issues, such as coordinating contractor permits and how does PDC arrange for laydown areas, etc.

X

X

Assist PM & CM

Recommend a scope or time increase during construction

X

X

Authority to make no cost/no time field related changes? PM & CM to discuss & negotiate

X

X

At least once a month review of the project with the PM, CM, University Architect, University Engineer, Director of Construction Management, Director of Facilities and Director for Contracts Administration

X

X

Bid Attendance. Who determines how money shortages will be met, whether from contingency or elsewhere? Who determines which alternates will be accepted? The PM has authority up to 25%; The Director of PDC has authority greater than 25%. If continugencybring to attention of Director of PDC and VP for Facilities

X

X

Who settles insurance issues? Risk Management and Contract Officer Who is empowered to settle claims? Administration

Director for Contracts

Authority to take risks with University resources? University Architect, University Engineer, and Director of PDC NOTE: The PM may delegrate authority for any of the above to the CM, and may ask that the CM perform any of the above. In such cases, the PM remains responsible for those portions of the project listed above.


Page 81

Sample Role Agreement RESPONSIBILITY GUIDELINES FOR CONSTRUCTION ACTION

PM

Manage change orders to agree upon the scope, cost, and schedule impact of changed conditions. Prepares independent CU cost estimates. Presents rational/justification for approval to the PM

CM

X

Work directly with the User Groups on scope items and project development issues. CM and PM negotiate the magnitude of scope items the CM can and cannot commit to during construction. PM and CM negotiate the level of cost change issues, either additive or deductive that need PM approval before the fact.

X

X

Reviews schedule for constructability. Monitors progress against the schedule and keeps PM informed of deviations. Recommends actions to get back on schedule and maintains schedule

X

Coordinates efforts of EH&S for job site safety. Work with EHS to review Safety Plan, enforces Safety Plan. Schedules mock OSHA inspection with EHS.

X

Coordinates the construction effort of CIT

X X

Coordinate arrival of CU purchased equipment. Arrange for storage and transport to site as required and requested by the PM. Responsible for inspection prior to turnover to contractor. Responsible for installation contract if needed.

X

Tracking construction costs, telecommunication costs and other costs that need to be tracked against budget costs

X

Responsible for controlling the use of contingency funds

X


X

Supervise the coordination of administrative activities related to the project (i.e. accounts payable, job cost, status reports). CM to track reports as requested by PM.

X

Supervise and inspect field conditions and progress of work against project schedule: coordinate and or act as liaison among participants to resolve problems or conflicts

X


PC

X

Communicates with and coordinates day-to-day issues with the customer contact person, e.g. moves, information exchange, parking, traffic, EHS, police, fire department alarm testing, crane schedules, inspections, COs and TCOs

Run the owners weekly job meetings and write minutes.

CM

PC X

Approve Change Orders presented by the CM

Oversee purchasing for owner supplied equipment such as Cage Wash and racks.

PM

X

X

X

X

X Page 82

ACTION

Manage and direct the activities of the A/E consultants. Review contract compliance and authorize payment

PM

CM

X

Coordinate and schedule Shops inspections

X

X X X

Coordinate parking issues, site layout, staging areas Recommend scope or time increases during construction

X X

Authority to make no cost/no time field related changes

X X

Coordinate for A/E meetings or attendance Responsible for Budget and cost compliance Responsible for the coordination and recommendations for independent lab testing


X

X

Review progress payments for approval and payment Approve progress payments

PC

X

Empowered to give field direction changes to contractor Responsible for monthly trustee report

CM

PC X

Monitor quality of workmanship and materials with the assistance of the Design Consultant and associated PDC Shops to maintain high standards

Responsible for project construction documents review/written response process

PM

X X X

X

Page 83

Sample Revised Par This example of a Revised PAR is a request for additional money to cover an increase in the project's scope of work.

PROJECT APPROVAL REQUEST (PAR) #… BUILDING Q ELECTRIC SERVICE CONSTRUCTION PAR ID # Project Team

Project Manager: (name)

PDC Shops Representative: (name)

Engineer-in-Charge: (name)

Utilities Representative: (name)

Questions or comments should be directed to the Facilities Services Project Manager: (name) Revised – (date)


Page 84

PROJECT APPROVAL REQUEST ================================================================== This PAR requests an increase in the original authorized amount of $68K (date) to $95k for the connection of the Office Q electric service to the Utility Department’s 13.2kV electric distribution system. This revised PAR will allow for an increase in electric distribution capacity and reliability to accommodate a planned facility to be located near the new office building. ================================================================== 1.

Sponsoring Department: Utilities Department

2.

Purpose and Need: The purpose of this project is to add distribution equipment to an existing medium voltage circuit to allow for the connection of cables to feed the new office building. The need to provide service to the office building comes from the customer’s desire for low electric rates and a high level of reliability.

3.

Scope of Work: The scope of work for this PAR includes the following:

4.

•

Install a three-way separable tap in manhole 112.

•

Increase cable capacity from 200 amps to 400 amps.

•

Increase duct capacity from two-way to three-way. This will allow for a loop circuit plus one spare duct.

•

The 13.2kV loop circuit will be completed only when plans for future construction are finalized.

Major Alternatives Considered and Why Rejected: •

5.

Have NYSEG provide the electric service to the new office building. This was rejected due to the customer desire for lower electric rates and higher reliability.

Proposed Schedule: The proposed schedule for this phase is as follows:

Construction


Approval Jun (year)

Begin Jul (year)

Complete Jan (year)

Page 85

6.

Project Budget: This PAR requests an increase in the original authorized amount of $68K (date) to $95k for the connection of the Office Q electric service to the Utility Department’s 13.2kV electric distribution system. This revised PAR will allow for an increase in electric distribution capacity and reliability to accommodate a planned facility to be located near the new office building. The proposed budget for this PAR is as indicated below:

1. 2. 3. 4. 5. 6. 7.

7.

Category Construction Planning & Design Fees Long-Lead Equipment Project Support (Shops) Project Management CP Admin Fee Project Contingency TOTAL

$

$ $ $

Previously Authorized This Request 52,000 $ 25,000 - $ - $ - $ 5,000 $ 2,000 3,000 8,000

$

68,000 $

27,000

To Date Budget $ 77,000 $ $ $ $ 7,000 $ 3,000 $ 8,000 $

95,000

The project will be funded as follows: Amount

Primary Account Number funds will be provided by

Funds provided by Unit / College

$95,000

Total project expenses ***see below

$95,000 Name

Contact person in unit for funding issues/questions

(name)

Contact person to authorize transfer of funds.

(name)

(account #) Phone

NetID

***Total project expenses must equal the total project budget amount to date as listed on this PAR.

8.

Change in Maintenance and Operating Costs: Maintenance and Operating costs will slightly increase when the project’s electric distribution equipment is turned over to Utilities.

9.

Mode of Accomplishment: (name) will serve as Project Manager of this project. Construction will be performed by the PDC Electric Shop on a Time & Material (T&M) basis.


Page 86

10.

Municipal, State and Federal Discretionary Approvals: This project falls within the municipal jurisdiction of the Town of Ithaca. There are no related discretionary issues and it is not subject to the State Environmental Quality Review (SEQR) process.

11.

Potential Issues: •

An outage to the (building name) will be required. A generator can be provided during the outage time frame, if needed, to alleviate disruption to building occupants.


Page 87

12.

Submitted by: Project Manager Planning, Design and Construction

Date

Manager Electric Purchasing & Energy Distribution

Date

University Engineer Planning, Design and Construction

Date

Director Planning, Design and Construction

Date

Director Utilities and Energy Management

Date

Endorsed by:

Vice President Facilities Services

Date

Vice President Planning and Budget

Date

Executive Vice President Finance and Administration

Date

(date) Date Prepared dm


Page 88

Construction Contingencies Exposures Budgeted Amount or Exposure Category

Low

High

Subcontract(s)

Estimate

Estimate

Value

Regulatory/Variance Code – We have negotiated mitigations to gain the City Building/Fire department support for the use of flammable gases, flammable liquids in the basement and high toxics in BUILDING H

$ 600,000

$ 750,000

$ -

Contractor Parking – We will probably lose the Hoy South lot.

-

50,000

-

Building Skin – We expect to encounter additional costs for integration with building systems and field implementation issues.

750,000

1,250,000

12,403,845

PDC Shops Q/A Inspections – Missing or incorrect items are typically found during inspection, especially in the mechanical, electrical, and plumbing systems.

500,000

600,000

-

MEP Coordination & Commissioning – The coordination and commissioning process uncover issues that need to be addressed similar to the inspection process.

750,000

1,250,000

32,706,609

Furniture Purchase – The budget is very tight for this item.

500,000

1,000,000

2,000,000

Utility Costs During Construction – Contingency may be required to cover rising costs.

500,000

750,000

1,050,000

NYSERDA – The project financial plan includes $440K of rebates that may not be fully realized or the program could be eliminated.

220,000

440,000

440,000

Plant Science Tunnel - Add’l underpinning, interior stair change, custom elevator.

300,000

500,000

2,245,866

Space Customization – Construction inflation is eroding our ability to accommodate specific faculty.

250,000

750,000

-

Fit-out – Construction inflation is eroding our ability to accommodate a longer schedule and/or customization of labs.

800,000

1,000,000

4,231,110

$5,170,000

$ 8,340,000

$ 55,077,430

Current GMC Value

$104,235,108

Value of Work in Place

(25,000,000)

Balance To Be Accomplished

$79,235,108

Contingency on balance Facilities Project Managers Guide

Notes

$7,923,511 Page 89

GMC Systems Description

Source/Phase

GMC Cost of Work (Current Bidding Climate) Foundations

$

-

Structure Exterior Enclosure Roofing Interior Architectural Development Specialties & Millwork Furnishings, Fixtures and Equipment Vertical Circulation Plumbing Fire Protection HVAC Electrical Controls Sitework and Utilities FitOut SubTotal GMC Cost of Work Design/Estimating Contingency to 100% CD’s

B

Escalation to Bid Date

D

$

$ -

A

-

C=A*B

-

E=(A+C)*D

$ -

Total GMC Cost of Work

F

GMC General Conditions -

G (from GC detail)

I

-

J=F*I

GL Insurance

K

-

L=F*K

Performance Bond

M

-

N=F*M

General Conditions Worksheet

H=G/F

Builder’s Risk

$

Total GMC General Conditions

P=O/F

GMC Internal Contingency

Q

GMC Fee

S

Total GMC Facilities Project Managers Guide

$ $ $ $

O R=(F+O)*Q T=(F+O+R)*S U=F+O+R+T Page 90

-

GMC Cost of Work (Current Bidding Climate) Section

Description

Division 1

General Requirements

Division 2

Existing Conditions

Division 3

Concrete

Division 4

Masonry

Division 5

Metals

Division 6

Wood & Plastics

Division 7

Thermal & Moisture

Division 8

Openings

Division 9

Finishes

Division 10

Specialties

Division 11

Equipment

Division 12

Furnishings

Division 13

Special Construction

Division 14

Conveying Equipment

Division 21

Fire Suppression

Division 22

Plumbing

Division 23

HVAC

Division 25

Integrated Automation

Division 26

Electrical

Division 27

Communications

Division 28

Electronic Safety and Security

Division 31

Earthwork

Division 32

Exterior Improvements

Division 33

Utilities

Division 34

Transportation

Division 35

Waterway and Marine Construction

Division 40

Process Integration

Division 41 Division 42

Material Processing and Handling Equip. Process Heating, Cooling & Drying Equip.

Division 43

Process gas and Liquid handling Equip.

Division 44

Pollution Control Equipment

Division 45

Industry-Specific Mfgr. Equipment

Division 48

Electrical Power Generation SubTotal GMC Cost of Work


Source/Phase $ -

$ -

A Page 91

Design/Estimating Contingency to 100% CD’s

B

Escalation to Bid Date

D

Total GMC Cost of Work

$ -

C=A*B

$ -

E=(A+C)*D F

GMC General Conditions General Conditions Worksheet

F

$ -

G (from GC detail)

Builder’s Risk

I

-

J=F*I

GL Insurance

K

-

L=F*K

Performance Bond

M

-

N=F*M


P = O / F

$ -

GMC Internal Contingency

Q

$ -

R=(F+O)*Q

GMC Fee

S

$ -

T=(F+O+R)*S

$ -

U=F+O+R+T

Total GMC


O

Page 92

GMC GC’s Description

Quantity

Unit

Unit Price

Total

On Site Staff Project Executive

$ -

weeks Reimbursables

Senior Project Manager

weeks weeks

Reimbursables Project Manager

weeks weeks

Reimbursables Superintendent

weeks weeks

Reimbursables Project Engineer

weeks weeks

Reimbursables Accountant/Cost Eng

weeks weeks

Reimbursables Project Safety Manager

weeks weeks

Reimbursables Administrative Assistant

weeks weeks

Reimbursables

weeks On Site Staff SubTotal

$ -

Off Site Staff Project Executive

$ -

weeks Reimbursables

Project Scheduler Mngr

weeks weeks

Reimbursables Project Accountant

weeks weeks

Reimbursables Computer Support

weeks weeks

Reimbursables

weeks Off Site Staff SubTotal


$ -

Page 93

Field Office Expenses Extra Plan Copies

sets

Office Supplies

lump sum

Telephone, Data

month

Office Trailers

month

Trailer Utilities

month

Trailer Furniture & Equipment

lump sum

$ -

Field Office Expenses SubTotal

$ -

Professional Expenses Stormwater Plan

lump sum

Licensed Surveyor

lump sum

$ -

Temporary Utilities Temporary Electric

lump sum

Temporary Water and Sewer

lump sum

Temporary Heating Equipment

lump sum

Fuel for Temporary Heating

lump sum Professional Expenses SubTotal

$ -

Construction Site Fire / Safety

lump sum

Winter Protection

lump sum

General Hoisting

lump sum

Portable Restrooms

month

Trash Removal

lump sum

Protect Trees to Remain

lump sum

Pump Water

lump sum

Snow Removal

lump sum

Storage Trailer

month

Temporary Fencing

linear foot

Wash Glass

square foot


$ -

Page 94

Protect Floors

square foot

Final Cleaning

lump sum

Maintain Traffic / Street Clean

lump sum

Trucking

lump sum Construction Site SubTotal

$ -


$ -

NOTES: Reimbursable expenses include transportation, lodging, meals for the individual listed. List all other general conditions expenses as applicable.


Page 95

Sample Budget Sheet $90 Million Dollar Project GSF:

193,400

NSF/GSF

NSF:

113,410

58.64%

DESCRIPTION

$ 90,000,000 $ -

Project Budget

CONSTRUCTI0N

Building Construction

$

62,000,000

Site Work (Utl, Parking, etc)

2,900,000

Furnishings, Tele/Data & Equipment

2,400,000

Munincipal Approvals (Bldg permit, Site Plan, SEQR)

485,000

Construction Contingency

6,730,000

Total Construction Budget

$74,515,000

PROFESSIONAL FEES

Design Fees

$

Environmental & Safety Consultants (EIS)

8,300,000

0.133871

1,560,000

Pre-construction Services

750,000

Professional Fees Contingency

475,000

Total Professional Fees

$

530,500.00

$11,085,000

0.148762

OTHER COSTS

Design Review & Project Supervision

$

Project, Enviro, Contract & Construction Mgmt

500,000 2,500,000

Commissioning & Q/A

500,000

General Expenses

500,000

Other Costs Contingency

400,000

$

4,000,000

$ 4,400,000

Total Other Costs

0.059049

CONTINGENCY

Construction

$

6,730,000

Professional Fees

475,000

Other Costs

400,000

Total Contingency


$ 7,605,000

0.0845

Page 96

PROJECT BUDGET SUMMARY

CONSTRUCTION

$

PROFESSIONAL FEES

74,515,000 11,085,000

OTHER COSTS

4,400,000

PROJECT TOTAL

$90,000,000

$'s/GSF

Bldg Cost

$

290

$ 56,086,073

$

300

$ 58,020,075

$

310

$ 59,954,078

$

320

$ 61,888,080

$

330

$ 63,822,083

$

340

$ 65,756,085

$

350

$ 67,690,088

$

360

$ 69,624,090

$

370

$ 71,558,093

$

380

$ 73,492,095

$

390

$ 75,426,098


Page 97

Sample Budget: Building Cost Bldg GSF:

230,000

Bldg/Proj=70.9%

$'s/GSF

Bldg Cost

Proj Cost

290

$ 66,700,000

$

300

$

70.91%

94,058,354

53000000

69,000,000

97,301,745

290000

310

71,300,000

100,545,137

320

73,600,000

103,788,528

330

75,900,000

107,031,920

340

78,200,000

110,275,311

350

80,500,000

113,518,703

360

82,800,000

116,762,094

370

85,100,000

120,005,486

380

87,400,000

123,248,877

390

$ 89,700,000

$

O&M Item

Cost/GSF

Annualized Cost

Bldg Care

$

$

182.7586

Realistic Target

126,492,269

BUILDING H O&M Model

1.50

$

345,000

Routine & Preventive Maint

1.50

345,000

Planned Maint @1.5% of construction

4.95

1,138,500

7.50 $ 15.45

1,725,000 $ 3,553,500

Utilities


Page 98

Sample Budget : $110 Million

ITEM

#REF! #REF! DESCRIPTION

01.

CONSTRUCTI0N

Area GSF: Area NSF: Current Budget

250,037 131,767 REMARKS

GMP

$ 74,816,000

BUILDING H, tunnel to PlantSci and landscape

Cost of Work (Trades-All)

64,000,000

54,400,000.00

GMP-GCs

$6,400,000

GC/CoW = 10.00%, incl Bldr's Risk Ins

Contractor Contingency

1,600,000

Cntgcy='s 2.5% CoW

GMP-Fee

2,816,000

Fee ='s 4% of CoW+GC

01.0102

Athletics Compensation Projects

2,000,000

01.0103

Asbestos Removal/Monitoring

250,000

Asbestos Removal

175,000

Asbestos Monitoring

75,000

Municipal Approvals/Fees

474,400

01.0101

01.0900

01.1000

Building Permit

360,000

Initial fee +10% for extend beyond 3yrs

Municipal Services-Site Plan Review

54,400

$1/K of CoW

EIS Review Consultant to City

60,000

CEQR approval facilitation

PDC/CIT Construction Support

590,000

PDC Shops Construction Support

70,000


74,816,000

299.22

Page 99

CIT Construction Support

20,000

Q/A, Commissioning, T&B (PDC Shops)

500,000

Uncommited Total Construction 02.

$

78,130,400

115.20

SITE WORK ID Utilities & other civil support

02.0100

UFPO/PDC Engr - Site Support

$

02.0200

Utility Operations

500,000

Utility costs until occupancy

02.0300

CU Utilities Reloc & Ext

1,725,000

Stm, ChW & PotW - by CU Utilities Dept

02.0400

NYSE&G Relocation

5,000

NYSEG, Bell Atlantic & Time Warner

02.0500

Tel/TV/Computer Conduits

02.0600

Project Control

30,000

Detailed site surveys

02.0700

Landscaping

50,000

Tree protection & relocation of donor trees

02.0800

Parking Tax - 2%

2,200,000

2% of project budget $110M

02.0801

Replacement Parking

345,000

69 spaces @$5Kea

02.0900

Construction Site Preparation

02.1100

Misc Site Unfpreseen

25,000

Uncommited $ 4,880,000

Total Site Work 03.

FURNISHINGS

03.0100

New Furniture Purchase

$ 2,000,000

03.0600

Moving Costs

100,000

03.0700

Telephone & Data

350,000

03.0900

Janitorial Svcs & Supplies

50,000

03.1100

Plaques & Signs

75,000

03.1400

AV Equipment

300,000

Uncommited

04. 04.0100

04.0100

Total Furnishings

$ 2,875,000

PROFESSIONAL FEES A/E Fee (RMP)

#REF!

Feasibility Study Facilities Project Managers Guide

#REF! Page 100

04.0200

Schematic Design

#REF!

04.0300

Design Development

#REF!

04.0400

Construction Documents

#REF!

04.0500

Add'l Due To EIS

100,000

04.0600

Construction Administration

#REF!

04.0700

A/E Reimbursables

#REF!

04.0800

Utility Design

195,000

04.0900

Geotechnical Engineer

100,000

05.1500

CM Pre-Construction Fee/Direct Payment

600,000

05.1600

CM Pre-Construction Reimbursables

200,000

04.0800

Special Consultants

150,000

04.0800

EIS Consultant

120,000

04.1000

Environmental Engineer

600,000

04.1100

Existing Conditions-Survey

20,000

04.1200

Asbestos Design Services

25,000

04.1300

As-Built Drawings

37,506

Gryphon

Space Inventory dwgs @ $0.15/gsf

Uncommited Total Professional Fees 05.

#REF!

OTHER COSTS

05.0100

PDC - Design

$ 150,000

UA, Dir PDC & design reviews

05.0200

PDC - Engr

200,000

UE & PDC design reviews

05.0300

Contract/Financial Mgmt

100,000

05.0400

Proj Mgmt

825,000

5 yrs full time @$110/hr

825000

05.0400

Asst Proj Mgmt

414,000

5 yrs full time @$60K/yr

414000

05.0401

Proj Coord

412,500

5 yrs full time @$50/hr

412500

05.0402

Constr Mgmt

427,500

3 yrs full time @ $90/hr

427500

05.0402

Environmental Proj Mgmt

150,000

05.0500

Travel & Subsistence

150,000

05.0600

Reproduction & Printing Facilities Project Managers Guide

Page 101

25,000 05.0700

Photography

10,000

05.0800

Communications

10,000

05.0900

Publicity

30,000

05.1000

Testing Services

150,000

05.2000

Job Office Site

20,000

Uncommited $ 3,074,000

Total Other Costs 06.

CONCEPTUAL COSTS

06.0100

A/E Fees

$ 38,000

06.0200

Other Costs

6,000

Preplanning Phase $ 44,000

Total Conceptual Costs 99.

Actual costs - ASTI Space Assessment &

CONTINGENCY

Target %

99.01

Construction

$ 7,813,040

10%

99.02

Site Work

488,000

10%

99.03

Furnishings

287,500

10%

99.04

Professional Fees

#REF!

2.50%

99.05

Other Costs

184,440

6%

99.06

Conceptual Costs

-

Completed

Total Contingency

#REF!

PROJECT BUDGET SUMMARY

01.

CONSTRUCTION

$ 78,130,400

02.

SITE WORK

4,880,000

03.

FURNISHINGS

2,875,000

04.

PROFESSIONAL FEES

#REF!

05.

OTHER COSTS

3,074,000


Page 102

06.

CONCEPTUAL COSTS

44,000

99.

CONTINGENCY

#REF!

PROJECT TOTAL

#REF!


#REF!

Page 103

Sample Budget: $154 vs. $140 Million Area GSF: Area NSF:

ITEM

DESCRIPTION

01.

01.0101

Cost of Work (Trades-All)

78,834,992

Asbestos Removal/Monitoring

02.

96,345,309

$

92,000,000

GMC @ $382 vs $371/GSF

REMARKS

3,500,000

2,000,000

250,000

250,000

175,000

175,000

Asbestos Monitoring

75,000

75,000

Municipal Approvals/Fees

BUILDING H, tunnel to Building I and landscape

75,440,000

Asbestos Removal

562,575

540,930

Building Permit

402,060

384,744

$6/K of adjusted CoW

Municipal Services-Site Plan Review

100,515

96,186

$1.50/K of adjusted CoW

EIS Review Consultant to City

60,000

60,000

CEQR approval facilitation

PDC/CIT Construction Support

590,000

1,090,000

Construction Support

70,000

70,000

Construction Support

20,000

20,000

Q/A, Commissioning, T&B

500,000

1,000,000

200,000

Construction Testing Services Total Construction

ITEM

$140M Budget

$

01.0103

01.1100

$154M Budget

GMC

Athletics Compensation Projects

01.1000

247,978 130,189

CONSTRUCTI0N

01.0102

01.0900

251,057 132,135

DESCRIPTION

200,000

$ 101,447,884

$

$154M Budget

$140M Budget

Independent Testing Agency

96,080,930 REMARKS

SITE WORK

02.0100

Engr - Site Support

$ 25,000

$ 25,000

ID Utilities & other civil support

02.0200

Utility Operations

500,000

500,000

Utility costs until occupancy


Page 104

02030.0

CU Utilities Reloc & Ext

500,000

2,000,000

Stm, ChW & PotW by CU Utilities Dept

02.0400

Non-CU Utl Relocation

5,000

5,000

NYSEG, various company names

02.0500

Connection to HiVolt

50,000

50,000

02.0600

Project Control

30,000

Detailed site surveys Tree protection & relocation of donor trees

02.0700

Landscaping

50,000

02.0700

Job Office Site

20,000

02.0801

Replacement Parking

414,000

414,000

Total Site Work

$

$

ITEM 03.

20,000

DESCRIPTION

1,594,000

$154M Budget

69 spaces @$6Kea or reduce and pave something

3,014,000

$140M Budget

REMARKS

FURNISHINGS FF&E

New Furniture Purchase

$ 2,000,000

$ 2,000,000

~$4K/person, expl recyclers

03.0300

Growth Chambers Equipment

$ 6,000,000

$ 3,210,000

Growth Chambers & other unique unshared equip.

03.0400

Vivarium Equipment

$ 2,050,000

$ 1,100,000

Mouse racks

03.0600

Moving Costs

100,000

100,000

03.0700

Telephone & Data

750,000

750,000

Based on discussions w/ CIT Engr

03.0800

Security System Equipment

350,000

350,000

Allowance based on previous

03.0900

Janitorial Svcs & Supplies

50,000

50,000


03.1100

Plaques & Signs

75,000

75,000


03.1400

AV Equipment

500,000

500,000

Allowance, need program and design

$

$

03.0100

Uncommited Total Furnishings ITEM 04.

DESCRIPTION

11,875,000

$154M Budget

8,135,000

$140M Budget

REMARKS

PROFESSIONAL FEES

04.0100

A/E Fee

17,325,000

14,226,019

04.0100

Feasibility Study

$ 750,000

$ 750,000

04.0200

Schematic thru Construction Admin

15,675,000

11,960,000


16.5% vs 13% of GMC

Page 105

04.0300

Record Drawings

50,000

04.0400

Pre-guarantee Expiration Inspection

20,000

04.0500

Add'l Due To EIS

100,000

Excess Liability Insurance

446,019

3.73%

04.0700

A/E Reimbursables

900,000

900,000

04.0800

Utility Design

50,000

100,000

04.0900

Geotechnical Engineer

100,000

05.1500

CM Pre-Construction Fee/Direct Payment

550,000

550,000

05.1600

CM Pre-Construction Reimbursables

250,000

-

04.0800

Special Consultants

150,000

150,000

04.0800

EIS Consultant to Faciltate Municipal Approvals

120,000

04.1000

Environmental Engineer

600,000

400,000

EIS, wind tunnel, chemical analysis

04.1100

Existing Conditions-Survey

20,000

20,000

Interface with existing buildings

04.1200

Asbestos Design Services

25,000

25,000

05.0700

Photographer

10,000

10,000

Fly Overs, Visual Simulations, etc. Space Inventory & Archiving dwgs @ $0.35/gsf

04.1300

In A/E Fee

37,659

86,792

Total Professional Fees

$

$

ITEM

DESCRIPTION

$154M Budget

Per Agreement

Safety, LEEDs, etc. By Proj Team

Archiving and Inventory Services

19,237,659

Stm, ChW & PotW by CU Utilities Dept

15,567,811

$140M Budget

REMARKS

05.

OTHER COSTS

05.0100

Project Executives

$ 150,000

$ 150,000

Dir PDC, UA

05.0200

Engr

600,000

400,000

UE, Proj Dir & PDC design reviews

05.0300

Contract/Financial Mgmt

100,000

100,000

05.0400

Proj Mgmt

825,000

670,000

$'s ToDate, 2 yrs full time, 2 yrs half time @$x/hr

05.0400

Prgm Mgmt

414,000

414,000

5 yrs full time @DPE

05.0400

Asst Proj Mgmt

594,000

475,200

4 yrs full time @$x/yr

05.0401

Construction Admin Asst

412,500

68,112

2.5 yrs full time @$x/hr

05.0402

Constr Mgmt Facilities Project Managers Guide

2.5 yrs full time Page 106

855,000

427,500

@$x/hr Technical Review and Site Inspections

05.0402

Environmental Proj Mgmt

150,000

50,000

05.0500

Travel & Subsistence

200,000

150,000

05.0600

Reproduction & Printing

25,000

25,000

05.0700

Photography

10,000

10,000

05.0800

Communications

10,000

10,000

05.0900

Publicity

30,000

30,000

Total Other Costs

$

$

ITEM 06.

DESCRIPTION

4,375,500

$154M Budget

2,979,812

$140M Budget

CONCEPTUAL COSTS

REMARKS

Report

06.0100

A/E Fees

$ 34,584

$ 34,584

Actual costs - Space Assessment &

06.0200

Other Costs

12,047

12,047

(company name)

$ 46,631

Total Conceptual Costs

ITEM 99.

DESCRIPTION

$ 46,631

$154M Budget

$140M Budget

REMARKS

CONTINGENCY

Target %

99.01

Construction

$ 10,144,788

99.02

Site Work

159,400

301,400

10%

99.03

Furnishings

1,187,500

813,500

10%

99.04

Professional Fees

961,883

778,391

5.00%

99.05

Other Costs

262,530

178,789

6%

99.06

Conceptual Costs

-

-

Completed

Total Contingency

$

ITEM

DESCRIPTION

12,716,101

$154M Budget

$ 9,608,093

10%

$

11,680,172

$140M Budget

REMARKS

PROJECT BUDGET SUMMARY 01.

CONSTRUCTION

$ 101,447,884

$ 96,080,930

02.

SITE WORK

1,594,000

3,014,000

03.

FURNISHINGS Facilities Project Managers Guide

Page 107

11,875,000

8,135,000

04.

PROFESSIONAL FEES

19,237,659

15,567,811

05.

OTHER COSTS

4,375,500

2,979,812

06.

CONCEPTUAL COSTS

46,631

46,631

99.

CONTINGENCY

12,716,101

11,680,172

PROJECT SubTOTAL

$ 151,292,775

$ 137,504,357

2% Parking Tax

3,025,855

2,750,087

PROJECT TOTAL

154,318,630

140,254,444


9.19% vs 9.29%

Page 108

Sample Project Plan PROJECT PLAN ROUTINE MAINTENANCE COST STUDY Project Team Project Manager: PDC Shops Representative: Customer Representative: IT Representative: Facilities Customer Service Representative:

Questions or comments should be directed to the Facilities Services Project Manager: (name and phone) (date)


Page 109

PROJECT PLAN ================================================================== This Project Plan requests authorization for $75K to fund a Routine Maintenance Cost Study. Associated PARs may be forthcoming, as the study is expected to provide recommendations requiring additional actions. ================================================================== 1. Sponsoring Department: Facilities Management 2. Purpose and Need: The purpose of this project is to analyze and investigate routine maintenance cost data. This is needed to guide planning efforts and assure cost effective maintenance is provided consistent with the University mission and maintenance goals. The Cornell University core endowed campus consists of approximately five million square feet of classrooms, laboratories, offices, athletic facilities, recreation, and other specialty areas. In its mission to lead excellence in education and research, the University facilities continuously evolve and age, with associated changes in maintenance requirements. As a result, it has become increasingly difficult to forecast costs for the routine maintenance portion of the maintenance budget. The maintenance allocation is budgeted in three major categories: planned, routine (unplanned /breakdown), and preventive maintenance. Gross analysis of these major budgetary components indicates the requirements for routine maintenance are growing at a greater rate than the others. Routine Maintenance Costs have more than doubled over the last ten years, going from approximately $1.5M to $3.5M annually. While it could be predicted that routine maintenance spending would be up as a result of the aging physical plant and the growth in the planned maintenance inventory, the exact correlation among these factors is unclear. Analysis of the maintenance costs data is expected to provide useful guidance to correct the trend or verify appropriateness of the current maintenance spending. 3. Scope of Work: The scope of work for this Project Plan includes the following: o • Preliminary investigation of routine maintenance cost information and development of data plots to establish and verify routine maintenance cost trends in terms of maintenance categories, and building usage types. Both macro level (campus) and micro level (building) investigations will be completed.

o • Secondary investigation and analysis to suggest correlations between maintenance costs and applicable building maintenance cost factors: building infrastructure, building use/function, building system technology, building code, legal factors, as well as, University policies and business practices. o • Responsive managerial initiative(s) to guide routine maintenance activities for continued improvement. o • Review the efficacy of the routine maintenance work management process, including work identified, work planning, work scheduling, work accomplishment, documentation, analysis and performance. 4. Major Alternatives Considered and Why Rejected:


Page 110



• Do nothing. This was rejected because unscheduled maintenance costs have increased significantly in recent years and the investigation will provide necessary facilities managerial information for continuous improvement.



• Maintenance Management has considered funding a term position to achieve the goals of this project but rejected the alternative; because, developing the expertise requires extended time and a change of career path is likely to occur before significant results are gleaned.

5. Proposed Schedule: The proposed schedule for the study phase is as follows: Investigation – Phase I Approval

Begin

Complete

Feb 04

Feb 04

Jun 04

6. Project Budget: This Project Plan requests authorization for $75K to fund a Routine Maintenance Cost Study. Associated PARs may be forthcoming, as the study is expected to provide recommendations requiring additional actions. The proposed budget for this Project Plan is as indicated below: Study Phase Consultant Fees $ Project Management Contract Admin Miscellaneous Contingency Total $ 7. The project will be funded as follows: Primary Account Number funds will be provided by

Funds provided by Unit / College Contact person in department to authorize transfer of funds

Amount $

8. Change in Maintenance and Operating Costs: The study is intended to provide insight into causes for trends in increased routine maintenance costs. The results will be used to identify initiatives that assure effective use of maintenance resources. 9. Mode of Accomplishment: Facilities Project Managers Guide

Page 111

X Inc. will investigate trends of increasing routine maintenance costs to provide data plots and analytic tools for the project team. The project team will assist X Inc with gaining access to necessary information, interpret investigation results, and identify productive initiatives. 10. Potential Issues: • The investigation will rely on data available through the job cost system. Skanska will be given access to the maintenance cost data. • Outreach to other university databases and facilities information may be required.


Page 112

12. Submitted by:

Project Manager Planning, Design, and Construction

Date

, Director Maintenance Management

Date

Director Facilities Management

Date

Director Planning, Design, and Construction

Date

Associate Vice President Division of Facilities Services

Date

Vice President Planning and Budget

Date

Vice President Administration and CFO

Date

Endorsed by:

Date Prepared


Page 113

Sample Feasibility Study Executive Summary The department of x intends to augment its research capabilities at (name of building) by installing two growth chambers in Room B74. Two used “XYZ Company” growth chambers have been purchased and reassembled in the East wing of (name of building). The chambers are approximately 15 years old and when completed, they will be made operational as part of the departments purchase agreement. To complete the growth chamber installation, they must be connected to an electric power source, a heat rejection system, and additional requirements may become evident during design development. To develop this report Persopn A met with Person B (name of company.), Person C (PDC HVAC/R Shop), and Person D (PDC Mechanical Design) to review the conditions at the site. We reviewed the building conditions to establish options for heat rejection Appling a diversity factor to full time operations, we estimated life cycle energy costs for each of the heat rejection options. Identifying categorical scope elements, we applied gross cost estimating methods and contacted XYZ Company for budget cost information to develop a potential range of construction costs. Infrastructure costs will be sensitive to the design details, selected scope of construction work, and the existing conditions. In this case, electric power is readily available for connection to the growth chambers; however, water based heat rejection sources are not readily available. A source for chilled water requires approximately 500 ft of piping; there is no cooling tower based condenser water loop in the building. A domestic water source is readily available; however, it is not a feasible long term means for heat rejection. Based on these observations and associated economic analysis, air cooled condensing is the most economically feasible means of rejecting heat from the growth chambers. (See Table 1) Reviewing the decision to purchase new or used equipment, we note economic considerations. Two used chambers cost $73K; two new units of equivalent capacity cost approximately $260K. Accommodative infrastructure is necessary for both new and used equipment, as (name of building) is not fully equipped to support growth chamber operations, the cost to provide the infrastructure is expected to be in a range of $100K to $160K. Therefore, capital costs for the new vs. used option are in the ranges of $360K to $420K and $170K to $230K, respectively. Energy requirements are not appreciably different for new and used equipment. The manufacturer representative indicates the technological advances employed in the new chambers primarily reduce manufacturing costs. Long term maintenance costs will also be similar for the used and new equipment; driven by reliability requirements, a comprehensive maintenance program is recommended for both new and used equipment. Nonetheless, there is a risk that maintenance costs will be initially higher for the used equipment, but the decision to purchase new or used equipment is not sensitive to this difference. Therefore, we conclude the used equipment will have minimum life cycle costs. In conclusion, modifying the existing equipment to achieve heat rejection via air cooled condensers results in minimum life cycle costs. To implement this option, new air cooled condensers will be located on the roof immediately above the growth chambers. XYZ Company will adapt new heat rejection systems to the existing growth chambers, and install the new equipment in coordination with local trades. A structural design will also be necessary to place the condensers on the roof, assure structural integrity, and coordinate the required utility connections. Project cost to provide the necessary modifications and infrastructure is estimated to be in the range of $100K to $160K.


Page 114

(NAME OF BUILDING) B74 ENVIRONMENTAL GROWTH CHAMBER FEASIBILITY STUDY TABLE OF CONTENTS Page

Executive Summary Background Condition Evaluation of the Growth Chambers Heat Rejection Options Economic Analysis Alternatives for Condenser Heat Rejection New vs. Used Growth Chamber Purchase Schedule and Mode of Accomplishment Conclusion Appendix A – Life Cycle Cost of Differential Options Option 1-Air cooled Condenser Option 2 – Cooling Tower Water Cooled Condenser Option 3 – Chilled Water Condenser Cooling Option 4 – Domestic Water Cooling Option 5 – Chilled Water Direct Cooling


Page 115

Background The Department of X intends to augment its research capabilities at (name of building) by installing two growth chambers and has purchased two used “XYZ Company” growth chambers. The growth chambers have been reassembled at (name of building), but they must be connected to electric power and a means for heat rejection. Electric power is readily available for connection to the growth chambers; however, there are several heat rejection options having significantly different first cost and life cycle costs. The growth chambers have been situated in their present location since 2002 and the department is anxious to put them into operation. The equipment had been purchased through a used equipment broker; disassembly, storage, reassembly, and start-up services had been purchased with costs to date of $73K. If purchased new, a budget estimate of the cost is $130K per chamber. The service provider is contracted to return to the site to complete the work after utility connections have been completed. In an effort to expedite placing the chambers into operation, Person B (name of company.), provided a proposal to design a temporary domestic water system anticipating availability of chilled water in the near future. Person B provided valuable input to establish the alternative options for long term operations. The original water-cooled heat rejection systems on the growth chambers had been connected to a cooling tower condenser water system. A cooling tower is not available at the (name of building) facility, so an alternate means for heat rejection is required. There are several options for providing the necessary heat rejection systems, which have varying levels of cost. (See Heat Rejection Options for a comprehensive explanation of the different system characteristics and cost factors.) Economic analysis indicates that modifying the existing equipment to achieve heat rejection via air cooled condensers results in minimum life cycle costs, and the used equipment will also result in minimum life cycle costs as opposed to purchasing new equipment. Analysis indicates that completing the installation is feasible, and that converting the condensing portion of the refrigeration system water cooled to air cooled will have minimum life cycle costs. Total project costs associated with completing the installation are estimated to be in a range between $100K and $160K. Condition Evaluation of the Growth Chambers The growth chambers are approximately 15 years old and appear to be in good condition capable of providing precision control of environmental conditions for growing plants. A combination of Metal Halide and High Pressure Sodium Lights are used to illuminate the chambers to what the manufacturer describes as an optimal spectral blend. The level of lighting can be automatically varied with several levels of lighting. Control is provided electronically by a programmable panel that maintains the lighting level, temperature, humidity, and auxiliary functions such as automatic watering and can be ramped or stepped up to 192 times per day. The design temperature range is 4?C to 40? C with the lights off and 10?C to 40? C with the lights on. The humidity control system is design to maintain 85%RH at 30C, by adding water via spray nozzle humidification, but is not capable of active dehumidification. Temperature is controlled to within 0.5?C and humidity is controlled to within 3%. The design ranges are generally considered to be the industry standard for growth chambers. Facilities Project Managers Guide

Page 116

The X Departmentwill be using the chambers for plant growth experiments. The temperature range will be from 10 C to 38 C as a min and max, with most experiments probably in the 24 to 28 range. The humidity control will be in the 45 to 85 %RH range, with most experiments around 50-60%RH. These conditions are all within the capabilities of the growth chambers being considered. Reviewing the condition of the used equipment, the cabinet shells are solid and square, appearing to have good insulation and panel seals. The doors open and close freely. There is some disarray, as most of the ceiling panels have not been installed, and the interior of the units have not been cleaned. The control cabinets remain in a standard condition and control wiring has been terminated at the I/O devices. We understand the assembly contractor will be responsible for final testing of the control components upon connecting the systems to the required utilities. Prior to disassembly, the units where reported to be operational. Nonetheless, the equipment is used and increasing levels of maintenance will be required to keep them operational. Spare parts from a third chamber may reduce the material costs; however, labor associated with storing, handling, cataloging the spare parts will increase the operating expenses. The refrigeration systems will be critical elements in terms of system reliability. The system components have been completely reassembled and the refrigerant piping is brazed together. As such, the refrigeration systems have not been left open to the damaging affects of humidity and airborne dirt. Upon placing the equipment into operation, the lighting and cooling systems will impart significant loads on the electrical system, with associated cost. To provide close tolerance temperature control, the refrigeration compressors will run continuously when the chambers are in operation contributing electric load. The associated energy costs are expected to be in the range of $10K to $20K per year In terms of sustained operability, XYZ Company remains in business providing standard replacement parts for the systems and supporting versatile and reliable growth chamber operation. Additionally, the campus contains many other XYZ Company chambers and there is a significant resource base for maintenance, trouble shooting, and repair. As previously mentioned the refrigeration compressor run continuously and periodic compressor replacement may be necessary. To assure reliable operations, a preventive maintenance program is also outlined in the manufacturers operating instructions. It includes daily system checks and periodic cleaning. Depending upon the reliability requirements and mode of accomplishment, the maintenance costs could vary over a large ranger, but through an effective maintenance strategy, they may be kept between $5K and $10K per year. Heat Rejection Options As previously noted, the purchased growth chambers require a heat rejection system. The existing chambers were previously connected to a cooling tower rejection system. Cooling towers normally complete the heat rejection system and recirculate bulk system water while a portion evaporates to reject waste heat to the atmosphere. The associated cooling towers require ongoing maintenance to prevent fouling from dissolved build-up from the make-up water. However, when combined to serve a large quantity of individual units, they provide the most efficient refrigeration effect with the best economy. In this case, the scale is not sufficiently large to support cooling tower operations. Dry coolers are more commonly used where individual water cooled condensers units must reject heat remotely and at a distance. They recirculate water mixed with antifreeze within a closed circuit having a water-to-air finned heat exchanger and operate at relatively high temperatures, relying on sensible Facilities Project Managers Guide

Page 117

cooling. Spray systems can be incorporated to improve heat transfer with increased maintenance requirements. They provide the advantage of rejecting heat remotely, trading off lowered efficiency caused by higher operating temperature. In this case, we will not consider a dry cooler because, heat rejection can be accomplished within a relatively short distance from the growth chamber. Air cooled condensing provides the most direct means of rejecting system heat. Refrigerant is circulated directly through a remote air cooled heat exchanger. Sensible cooling requires relatively high condensing temperatures, with lower operating efficiency and higher electrical energy costs for the refrigeration compressor energy. Spray water systems can be added to improve efficiency, additional maintenance and first cost requirements must be compared with base characteristics to establish benefit. Relative to the base cooling tower case, the heat rejection costs are minimal and include condenser fan energy and increased refrigeration compressor energy from reduced efficiency of higher condensing temperatures. This is the most economically attractive option. Chilled water condenser cooling is a form of cascaded cooling; the cooling medium is pumped to the site at significant expense to except the heat of rejection from the local refrigeration system. The local system contains a refrigeration compressor which operates at significant expense to refrigerate the system. The cumulative costs of the two refrigeration systems are prohibitively expensive. Therefore the option is not recommended for this application. Domestic water condensing is cost prohibitive and wasteful of potable water resources. Termed once through cooling, this method of condenser cooling results in utility cost to cover the potable water treatment and transportation, as well as, the sanitary waste treatment costs. This method typically provides emergency backup of cooling tower operations or for interim operations while a normal source is being planned and implemented. Direct Chilled Water Cooling is a feasible option that replaces the local refrigeration circuit entirely. Implementing this option requires replacement of the refrigerated cooling coil in the growth chamber with a new chilled water coil. Control system retrofit for the chamber temperature is also necessary. These changes have significant expense and also have a significant impact on operational performance. The cooling coil dewpoint temperature is limited by the chilled water supply temperature, which also limits the ability to operate at lower temperatures and limits the ability to control humidity. Frequently, these limits do not impact usefulness for research involving plant growth. Economic Analysis Alternatives for Condenser Heat Rejection To provide an economic analysis of the alternatives for heat rejection at the condenser, we assume each of the options has a similar level of cost for compressor energy consumption, maintenance, and operation of the refrigeration systems, and develop differential analysis of the available heat rejection media. The analysis indicates that conversion to air cooled condensers will result in minimum life cycle costs. Net present values of five options including first cost and annual differential cost over a 20 year analysis period are presented in the following table.


Page 118

Local Refrigeration Compressor Air cooled

Tower Water

Chilled

Domestic

Direct Chilled

condenser

Cooled

Water

Water Cooled

Water Growth

Condenser

Cooled

Condenser

Chamber

Condenser

Cooling

First Cost

90,000

$120,000

$90,000

$50,000

$93,500

Annual Condenser Heat Rejection Cost

$657

$6,728

$35,040

$37,142

$28,032

NPV of Life Cycle Operating Cost

$ $64,000

$81,000

$290,000

$306,000

$216,000

NPV of Total Life Cycle Costs

154,000

$201,000

$380,000

$356,000

$310,000

Table 1

Please note the analysis does not include the energy costs associated with lighting, humidifying, and heating the chamber. Those costs may be higher by a factor closely related to the Energy Efficiency Ratio of the refrigeration system. This analysis is intended to inform a decision regarding the most economical means of rejecting chamber heat associated with the application described in this report. New vs. Used Growth Chamber Purchase Comparing life cycle costs of purchasing new or used equipment, the energy requirements to operate new or used chambers are similar. The manufacturer indicates that the technology advances employed in the new chambers primarily reduce manufacturing costs and have little if any impact on energy consumption. For example, new lighting ballasts tend to be lighter in terms of weight of the materials used to make them, as higher starting voltage can be generated with electronic components, but the energy required to operate the lights is lower. Growth Chamber with Air cooled condenser Used

New

First Cost

$148,000

$380,000

Annual Condenser Heat Rejection Cost

$657

$657

NPV of Life Cycle Heat Rejection Costs

$64,000

$64,000

Annual differential Maintenance Cost $

28,000

$0

NPV of Annual Differential Maintenance Costs

$216,000

$0

Annual Differential Chamber Energy

$0

$0


Page 119

Costs NPV of Annual Differential Chamber Energy Costs

$0

$0

NPV of Total Life Cycle Costs

$428,000

$444,000

Table 2

The refrigeration system components have changed slightly, however, the main characteristic in term of energy consumption has not changed; the refrigeration compressor runs continuously during operation. As the system is used and the refrigeration system had been disassembled there is some risk of an early failure which would cost approximately $10K to replace; failure usually results in acid byproducts in the refrigeration circuit that must be removed. However, both the new and used systems require periodic maintenance to assure early detection of refrigeration leaks, failed components, and clean heat transfer surfaces. Here we would note that the used equipment first costs are significantly lower than new equipment and a decision for used equipment purchase is not sensitive to maintenance costs. In this case annual differential maintenance cost would have to be in excess of $28K to trigger a decision to buy new equipment. See Table 2. Schedule and Mode of Accomplishment As the anticipated costs exceed $50K, the project will require authorization as a capital project through the PAR system for design and construction. The feasibility study report will form the basis of a Design and Construction PAR. Gaining authorization for design and construction will enable pre-purchase of the condensing units which have a 60 to 90 day lead time. Upon receiving PAR approval, design services will begin in order to occur in parallel with equipment pre-purchase. The design documents will define the construction work for a fixed price estimate by PDC shops. After receiving a fixed price estimate within the construction budget, a 2 month construction period is anticipated. Based on this approach, the project can be completed in approximately 6 months after receiving departmental approval to proceed. This approach will also allow for an abbreviated design effort with associate reduction in time requirements and costs. To validate the fixed price cost estimate, we also recommend a parallel estimate; this will add approximately $2K to the project costs. Alternatively, construction documents can be developed for a competitive bid. These documents would have to be developed to a higher level of detail with specifications and general requirements for a contract. The additional design and associated bid periods will add approximately 3 months to the completion schedule. Conclusion In conclusion, providing a mean to reject the heat generated in the growth chambers presents the most challenging obstacle to placing the growth chambers into operation. Several options were considered for meeting the most challenging component of the project. On the basis of minimum life cycle costs, air cooled condensing is a clear choice. Although this choice does not have the lowest first costs, the lowest first cost alternative, domestic water cooling, has high water and sewerage utility costs and is not a viable long term option. The other options have significantly higher costs than the air cooled option.


Page 120

To implement this option, new air cooled condensers will be located on the roof immediately above the growth chambers. XYZ Company will provide proprietary engineered components for installation by union tradesmen. A structural design will also be necessary to place the condensers on the roof, assure structural integrity, and coordinate the required roof penetrations. A new water supply and drainage system will also be provided for humidification and watering. The refrigeration systems will contain sufficient refrigerant to require leak detection and alarm. At this early stage, we also anticipate additional scope may be required to accommodate design details not considered at this early stage, feasibility. Total project costs associated with completing the installation, are estimated to be in a range between $100K and $160K as indicated in the budget presented below. Additional breakdown of the anticipated costs are presented in the appendices. Budget Construction Planning and Design FFE Project Support Transportation Project Management Contingency Total

Range $75,000 8,000 0 2,000 0 10,000 5,000 $100,000

$120,000 10,000 3,000 15,000 12,000 $160,000

Table 3


Page 121

APPENDIX A – LIFE CYCLE COST OF DIFFERENTIAL OPTIONS Option 1-Air cooled Condenser Construction Costs

low

NPV

high

General Conditions

$5,000

$6,000

GC Roof penetrations and stuctural dunnage

5,000

10,000

Mechanical

2,000

5,000

Electrical

20,000

25,000

Plumbing

10,000

20,000

Refrigerant Monitoring

3,000

5,000

Refrigeration

8,000

12,000

Condensing unit

22,000

22,000

0

15,000

Refrigeration

Design Development Allowance

$75,000 Used Equipment Purchase

$75,000

$120,000

73,000 Net Present Value of Life Cycle Compressor Energy Costs(eer=5)

Annual Air cooled condenser hear rejection cost Energy Consumption (electrical) Cooling Capacity (tons) Diversity delta Temp (air) condenser fan horse power annual hours of operation electric use rate (kw) annual useage (kwh) electric billing rate ($.10/kwh) annual air cooled condenser heat rejection cost Refrigeration Compressor (Air Cooled) Rated Amps Voltage Phase factor KVA EER @ Tc=115 full load heat rejection(tons) full load refrigeration capacity (tons) diversity Annual hours of operation Annual compressor energy consumption (kwh) Electric power billing rate ($/kwh) Annual compressor energy cost ($) discount rate


40 0.50 10 1 8,760 1 6,570 $0.10 $657.00 Net Present value

58,979

$5,073 $212,052

21 480 1.73 17 5 25 20 50% 8760 76,380 $0.10 7,638 0.05

Page 122

Net Present Value of Life Cycle Compressor Energy Costs(eer=5) 58,979

Option 2 – Cooling Tower Water Cooled Condenser NPV General Conditions Mechanical Electrical Plumbing Domestic water & sanitary connection Roof Cooling Tower Package Design Development Allowance

$5,000.00 16,000 23,000 26,000 15,000 20,000 15,000 $120,000.00

$120,000 $29,489

Net Present Value of Life Cycle Compressor Energy Costs(eer=10) Energy Consumption (condenser water) Cooling Capacity (tons) Diversity delta Temp average flow rate (gpm) annual hours of operation annual evaporation rate (gal) blowdown domestic water billing rate ($/gal) sanitary waste billing rate fan energy water treatment annual domestic water cost annual sanitary waste cost

40 0.50 8 72 8,760 33,692 67,385 $0.0032 $0.0040 1,000 5,000 323 404 $6,727.75 Net Present Value

Refrigeration Compressor (Chilled Water Cooled Condenser) Rated Amps Voltage Phase factor KVA EER @ Tc=115 EER @ Tc=85 full load heat rejection(tons) full load refrigeration capacity (tons) diversity Annual hours of operation Annual compressor energy consumption (kwh) Electric power billing rate ($/kwh) Annual compressor energy cost ($) discount rate Net Present Value of Life Cycle Compressor Energy Costs(eer=10)


$51,950 $201,439

21 480 1.73 17 5 10 25 20 50% 8760 38,190 $0.10 3,819 0.05 29,489

Page 123

Option 3 – Chilled Water Condenser Cooling NPV General Conditions Mechanical Electrical Plumbing Domestic water & sanitary connection Isolation heat exchanger package 2" Chilled water line 500 ft. Design Development Allowance

$2,500 2,000 14,000 16,500 20,000 20,000 15,000 90,000

Net Present Value of Life Cycle Compressor Energy Costs(eer=15) Energy Consumption (chilled water) Cooling Capacity (tons) Diversity delta Temp average flow rate (gpm) annual hours of operation annual flow rate 10, annual useage (ton hours) chilled water billing rate ($/ton hour) annual chilled water heat rejection cost

40 50% 24 20 8,760 512,000 175200 $0.20 $35,040 Net Present Value

Refrigeration Compressor (Chilled Water Cooled Condenser) Rated Amps Voltage Phase factor KVA EER @ Tc=115 EER @ Tc=70 full load heat rejection(tons) full load refrigeration capacity (tons) diversity Annual hours of operation Annual compressor energy consumption (kwh) Electric power billing rate ($/kwh) Annual compressor energy cost ($) discount rate Net Present Value of Life Cycle Compressor Energy Costs(eer=15)


$90,000 19,660

270,570 $380,229

21 480 1.73 17 5 15 25 20 50% 8760 25,460 $0.10 2,546 0.05 19,660

Page 124

Option 4 – Domestic Water Cooling Option 4 - Domestic Water Cooling General Conditions $ Mechanical Electrical Plumbing Design Development Allowance

NPV

2,500 2,000 14,000 16,500 15,000 50,000 Net Present Value of Life Cycle Compressor Energy Costs(eer=15) Energy Consumption (domestic water) Cooling Capacity (tons) Diversity delta Temp average flow rate (gpm) annual hours of operation annual flow rate domestic water billing rate ($/gal) Sewer water billing rate ($/gal) annual domestic water cost annual sanitary waste cost annual domestic water heat rejection cost


$50,000 19,660

40 0.50 48 10 8,760 5,256,000 $0.0031 0.004 $16,118 $21,024 $37,142.40 286,804 Net Present Value $356,463

Page 125

Option 5 – Chilled Water Direct Cooling

Option 5 - Chilled Water Direct Cooling General Conditions Mechanical Electrical Plumbing Control Modifications Evap Coil 2" Chilled water line 500 ft. Design Development Annalysis

NPV $2,500 2,000 14,000 15,000 25,000 20,000 15,000 93,500

Net present value of compressor energy costs Energy Consumption (chilled water) Cooling Capacity (tons) 40 Diversity 0.50 delta Temp 12 average flow rate (gpm) 40 annual hours of operation 8,760 annual flow rate 21,024,000 annual useage (ton hours) 140160 chilled water billing rate ($/ton hour) $0.20 annual chilled water heat rejection cost $28,032 216,456 Net Present Value $309,956


$93,500 0

Page 126

Sample SD VE Value Engineering Ideas by Discipline

Cost Impact

Comments

Yes

Maybe

No

Mechanical 1

Heat Recovery Options

$

2

Eliminate 2 speeds from Recirc clean room

3

50% fixed sash @31 fume hoods

4

Eliminate 3rd floor specialty labs Scrubber

4a

Downsize scrubber

5

View current AHU #4 Eliminate Fan Coil

6

Reduce Floor Ht at 16' floors and raise penthouse

7

Acid Nuetralization systems -Eliminate

(30,000)

(30,000)

8

Eliminate all humidifyers for clean room

(20,000)

(20,000)

9

Eliminate lab humidifyers in penthouse

(50,000)

(50,000)

10

Unify humidification / dehudificate to 42%

(65,000)

(65,000)

11

Central HVAC in Penthouse

(20,000)

12

Delete 18 meg ohm system

13

PVC Pipe for DI water

14

Galvanized steel ductwork for solvent exhaust

14a

Consolidate all solvent exhaust

(20,000)

add CNF to lab

15

Revise non-potable water system

(21,000)

at lab sinks

(21,000)

16

Delete natural gas to

(21,000)

Utility corridor

(21,000)


(60,000)

Analyze in DD

(60,000)

(150,000)

Analyze in DD

(150,000)

(31,000)

(31,000)

(245,000)

(245,000) ENSR advise, $ TBD

(10,000)

(200,000)

(360,000)

(10,000) Verify archit/struct/ME P impact

Reduce # of AHU Reduce distribution, final polish

(200,000)

(20,000)

(360,000)

(32,000)

(32,000)

(100,000)

(100,000) (20,000)

Page 127

Value Engineering Ideas by Discipline

Cost Impact

labs 17

Delete nitrogen to labs

18

Delete vacuum sys/install exhaust system

19

Reduce Utl compressed air

20

Reuse Company E AHU/Combine non lab AHUs SubTotal

Comments

Yes

Maybe

No

distribution only (5,000)

Utility corridor distribution only

(5,000)

(100,000)

explore requirements

(100,000)

(20,000)

explore requirements

(20,000)

$ (1,560,000)

SubTotal SubTotal w/ 20% Markup

(979,000)

$ (350,000)

$ (231,000)

(1,174,800)

(420,000)

(277,200)

$ (1,174,800)

$ (147,000)

$

$

20%

Markup

(1,872,000)

60%

Realized

$ (1,123,200)

1

VFD Change

$

2

Locate generator in basement

3

Downsize generator look at optional standby

4

Relax CU spare capacity standard generator

(5,000)

5

Lighting package reduction to $6/sqft

(131,000)

6

Review quantity of power outlets

(12,500)

(12,500)

6a

Reduce raceway standards

(13,000)

(13,000)

7

Rough in changes

(25,000)

(25,000)

8

delete Central Clock sys

(31,000)

(31,000)

9

TeleData

10

Delete Video/Confr

(18,000)

Not construction budget

(18,000)

11

Delete Paging Sys

(16,000)

Not construction

(16,000)

Realize 100% Yes, 35% Maybe

-

Electrical


(24,000) (40,000)

(24,000) verify storage of fuel

(140,000)

(40,000)

(140,000)

(5,000) consider fewest # of fixtures

Adjust to 500 drops

(131,000)

-

Page 128


Cost Impact

Comments

Yes

Maybe

No

budget 12

Lightning Protection system SubTotal

(65,000) $

(65,000)

(520,500)

SubTotal

(624,600)

SubTotal w/ 20% Markup Realize 100% Yes, 35% Maybe

20%

Markup

60%

Realized

$

(374,760)

1

Reduce vibration at 3rd floor

$

(50,000)

2

Relocated tunnel, infill basement, move elevator

$

$

(386,500)

$ (129,000)

$ (5,000)

(463,800)

(154,800)

(6,000)

(463,800)

$ (54,180)

$

-

$ (100,000)

$

-

-

(120,000)

-

-

$ (42,000)

$

Structural

SubTotal 20%

Markup

50%

Realized

(50,000) $

(50,000)

Verify sheilding

(100,000)

SubTotal

(120,000)

SubTotal w/ 20% Markup

$

(60,000)

$

(120,000)


(50,000) $

$

-

-

Architectural 1

Adjust slate flooring pricing to thin set

2

Reduce stone walls in atrium

(200,000)

2a

Add 40 fire shutters @ Atrium

80,000

80,000

3

Reduce railings in atrium

(30,000)

(30,000)

4

Reduce stone on exterior

(50,000)

5

Another freight elevator scheme

(50,000)

(50,000)

6

Review casework allowance

(100,000)

(100,000)

7

Delete Natural gas

8

Barrell vault roof Facilities Project Managers Guide

(120,000) Revise materials

(200,000)

(50,000)

in Mechanical (50,000)

(50,000) Page 129


Cost Impact

Comments

Yes

9

Cleanroom Wall system

(50,000)

9a

Revise perimeter walls of cleanroom

(50,000)

(50,000)

9b

Reduce ClnRm ceiling system

(70,000)

(70,000)

10

Reduce sound treatment at atrium

(50,000)

(50,000)

11

Reduce carpet allowance to $25/sqyd

(20,000)

(20,000)

12

Eliminate cleanroom casework

13

Eliminate Elevator or Stair

(45,000)

(45,000)

14

Reduce Curtainwall

(50,000)

(50,000)

15

Eliminate fritted glass

(20,000)

16

Terrace deck material change 80/20 crete/stone

(150,000)

17

Delete Window washing equipment

(25,000)

(25,000)

18

Cleanroom floor system

(45,000)

(45,000)

19

Interior Signage

(40,000)

(40,000)

20

Gas cabinets to fit out

(220,000)

(220,000)

SubTotal 20%

Markup

50%

Realized

-

$ (1,355,000) (1,626,000)

$

(813,000)

Verify rated assembly needs

Maybe

No

(50,000)

TBD

Increases HVAC

(20,000)

(150,000)

SubTotal

(895,000)

$ (340,000)

$ (120,000)

(1,074,000)

(408,000)

(144,000)

$ (1,074,000)

$ (142,800)

$

-

$

-

$

SubTotal w/ 20% Markup Realize 100% Yes, 35% Maybe

Contract/Purchasing Strategy Adjust Escalation/Acceleratio n Assumptions

$

Early Procurement

$

Open Spec

$

SubTotal

$


(300,000) (300,000)

TBD Big $ items

(300,000)

TBD SubTotal

$

-

$

Page 130


Cost Impact

Comments

Yes

Maybe

No

(300,000) (360,000)


(360,000)


20%

Markup

100%

Realized

$

Total Projected value of VE Ideas

$ (2,730,960)

$ (2,712,600)

(350,000)

(350,000)

$

-

(360,000)

-

-

$ (126,000)

$

$ (511,980)

$ -

-

Function/Program Options 1

Office Support adjustment by Users

2

Adjust Program - swap space types

3

Reduce Dry Lab covertiblity

4

Reduce Cleanroom; Accommodate all characterization, Teaching Lab & CNF Admin

-

TBD

-

5

Reduce Cleanroom Class to 10,000

-

TBD

-

6

No High Toxic Lab capability

-

7

Change module size from 11' to 10'-6"

8

-

Variable, but insufficient

-

(250,000)

(250,000)

-

(665,100)

Shorten bldg by 8'

(665,100)

Trim 1 module slice

(1,490,320)

Shorten bldg by 10'6"'

(1,490,320 )

9

Trim 2 module slice

(2,981,200)

Shorten bldg by 21'

(2,981,200 )

10

Move Colloquium to Bldg footprint

(250,000)

Reduces other program

(250,000)

SubTotal

20%

$


Markup Total Projected value of Function/Progra Facilities Project Managers Guide

Realize 100% Yes & Maybe

$

(350,000)

$ (2,405,420 )

$ (3,231,200 )

(420,000)

(2,886,504 )

(3,877,440 )

(420,000)

$ (2,886,504

$ Page 131


Cost Impact

Comments

Yes

m Ideas

Maybe

No

) Building Atrium

Name W

64

70

72

90

4608

6300 73.14%

12

30

22

30

264

900

5.73%

14.29%

4344

5400 80.44% Building

Building Name

Name W

80

70

72

90

5760


Building Y

Name W

30

70

194

90

5820


Total Atrium 16188

Name W 6300 256.95%


Page 132

Sample SD Cost Strategy Building

Company A

Company B

Project Elements

Estimate

Estimate

New Bldg.

$

31,390,718

$

32,623,000

Delta $ (1,232,282)

Atrium Addition and Modifications

5,995,745

6,530,000

(534,255)

―B‖ Hall

2,044,009

1,077,000

967,009

Sitework

2,639,180

2,607,000

32,180

Total

$

42,069,652

$

42,837,000

Buidling

Company A

Company C

Project Elements

Estimate

Estimate

Landscape (Carried Above)

$

953,000

$

$ (767,348 )

Delta $ (347,000 )

1,300,000

Gross Area Type of Space

Budget

Estimate

Delta

Mechanical Rooms

22,500

46,934

24,434

Service, Misc.

13,120

12516

(604)

1st Floor Clean Room **

36,600

27301

(9,299)

2nd Floor Lab Space

30,000

26954

(3,046)

3rd Floor Lab Space

28,640

27589

(1,051)

Atrium

18,940

22142

3,202

Total Project GSF

149,800

163,436

Project Budget/SD Estimate

$

37,000,000

$

42,069,652

Cost/GSF

$

247.00

$

257.41

Cost/GSF x GSF Delta

$


(3,368,037)

$

13,636 $

5,069,652

(3,510,009)

Page 133

How to get to 37 million?

Goals

I.

Reconcile A/BDifferences

$

-

II.

Reconcile A/C Differences

$

-

III.

Value Engineering

Yes

Mechanical

$

Electrical Architectural

Maybe

1,174,800

$

147,000

463,800

54,180

1,074,000

142,800

Structural

-

42,000

Contract/Purchasing

-

126,000

$ 2,712,600

SubTotal VE

$ 511,980 Continued

IV.

Yes

Functional/Program Changes Reconfirm program

$

Maybe

420,000

$

Quantity/function of lab

-

300,000

SqFt reduction

-

2,586,504

Redesign

-

Reduce Quality

-

Not Explored Beyond VE $

420,000

$

Yes Net Total Cost Reductions

V.

-

$

3,132,600

2,886,504 Maybe

$

3,398,484

Risk Items

Rock Vibration Shoring/Underpinning Code Issues Company E In Operation Off peak work vibration, sound Const. Freight elevator, travel Temp Eclosure on west elevation I.E.S. study Wind Tunnel results Environmental Casework in cleanroom Facilities Project Managers Guide

Verify storage for events Study Redundancy EIS Study Gas Detection

Page 134

Sample Design Development Value Engineering

Compnay A

Building X

VALUE ENGINEERING/COST ADJUSTMENTS

Cornell University June 21, 2000

NO

DATE

DESCRIPTION

AMOUNT

ACTION

COMMENTS

Foundations 1.01

6/12/2000

Delete stainless steel rebar at characterization.

$

(10,000)

Pending

1.02

6/12/2000

Revise rock unit pricing.

$

226,000

Approved

1.03

6/12/2000

Revise bank shoring unit pricing/quantity, look at alternate wall forming methods (in at $36/sf).

$

(21,000)

Approved

1.04

6/12/2000

included with 1.06

$

1.05

6/12/2000

Raise basement floor elevation 1' in mechanical room and 2' in electrical room

$

(72,000)

Approved

1.06

6/12/2000

Revise Caisson per new sizing.

$

(25,000)

Approved

-

Need EMI consultant

N/A

Floor and Roof Structures 3.01

6/12/2000

Change concrete frame unit prices.

Pending

3.02

6/12/2000

Delete fireproofing at penthouse roof framing.

$

3.03

6/12/2000

Change roof framing from 15# to 10# per sf.

$

(85,000)

Approved

3.04

6/12/2000

Reduce concrete frame heating.

$

(33,000)

Approved

-

N/A

included in revised design and estimate

Per John H.

Enclosure 4.01

6/12/2000

Revise composite metal panels from gasketed system to wet seal.

$

(80,000)

Rejected

4.02

6/12/2000

Lower atrium curtain wall elevation heights 5'-0" +/-. Eliminate/minimize clerestory windows at Building Y terrace (reduce by 5'-0" +/-)

$

(75,000)

Pending

ABC to review design implications

4.04

6/12/2000

Delete storefront on north side of Building Y; existing to remain

$

(18,000)

Rejected

Bob thinks we are light in the estimate


Page 135

NO

Compnay A

Building X



DATE

DESCRIPTION

AMOUNT

ACTION

COMMENTS

Roofing and Waterproofing 5.01

6/12/2000

Eliminate rectangular skylights at Atrium.

$

(16,000)

Rejected

5.02

6/12/2000

Eliminate skylight at Atrium stair

$

(7,500)

Rejected

5.03

6/12/2000

Weathered Terne Coated Steel to painted metal on barrel vault roof.

$

(88,000)

Rejected

Cannot be taken with 5.03a

5.03a

6/12/2000

Terne Coated Steel to Sarnafil profile

$

(105,000)

Rejected

Cannot be taken with 5.03


Interior Partitions 6.01

6/12/2000

Reduce cleanroom ceiling height to 9'. (from 10')

$

(18,000)

Approved

6.02

6/12/2000

Use hollow metal frames in lieu of aluminum.

$

(40,000)

Approved

6.03

6/12/2000

Change all interior doors from 9'-0" to 8'-0".

$

(4,500)

Rejected

6.03a

6/12/2000

Change all interior doors from 8' to 7'

$

(4,500)

Rejected

6.04

6/12/2000

Review extent of sidelights/transoms at interior doors.

$

-

6.05

6/12/2000

Change interior doors from solid core maple finish to more economical species - based on 3x9' doors

$

(10,000)

Rejected

Possible Bid Alternate

6.05a

6/12/2000

Change interior woodwork from maple to more economical species

$

(20,000)

Rejected

Possible Bid Alternate


N/A

Page 136

NO

Compnay A

Building X



DATE

DESCRIPTION

AMOUNT

ACTION

6.06

6/12/2000

Eliminate roll down fire shutters and glass guardrails at all openings (1st, 2nd, 3rd floors). Replace with tempered/laminated glass windows in gasketed frames with minimum two deluge sprinklers per opening (to maintain 2 hour separation required by New York State Building Code.) include bridge connections in this change

$

(6,000)

6.07

6/12/2000

Included in 6.06

$

-

6.08

6/12/2000

Reduce number of doors in clean room or change size or type.

$

(8,000)

Approved

6.09

6/12/2000

Replace automatic sliding doors in clean room with single swinging doors.

$

(19,000)

Approved

6.10

6/12/2000

Reduce size of doors upstairs to serv. Corridorwidth double doors to single doors.

$

(11,000)

Approved

6.11

6/12/2000

Replace ZB walls with Z

$

(39,000)

Approved

6.11a

6/13/2000

Replace some clean room walls with standard stud walls for "fixed" rooms

$

(11,000)

Rejected

6.12

6/12/2000

Revise F13 Partition @ clean room to Epoxy finish

$

(30,000)

Approved

Pending

COMMENTS 1450 sqft of acoustical treatment needed.

N/A

research finish hardware count on these leaves

Floor, Wall and Ceiling Finishes 7.01

6/12/2000

Change slate paving to slate tile, thin set application. (Investigate fixed tile sizes, pattern options, and domestic stone supplier.)


$

-

N/A

included in revised design & estimate

Page 137

NO

Compnay A

Building X



DATE

DESCRIPTION

AMOUNT

ACTION

COMMENTS

7.02

6/12/2000

Change stone tile to patterned stained concrete for Atrium floor.

$

(75,000)

Rejected

7.03

6/12/2000

Change stone tile walls to painted gyp. Board.

$

(29,000)

Rejected

7.04

6/12/2000

At Atrium ceiling, revise ceiling design to utilize suspended T-bar/perf. Metal lay-in panel construction with acoustical material behind.

$

(27,000)

Rejected

7.05

6/12/2000

Revise Atrium ceiling to use Tectum type acoustical panel instead of perf. Metal.

$

(41,000)

Rejected

7.06

6/12/2000

Eliminate acoustical fabric wrapped paneling Compare performance/cost to glue down fabric installation

$

(37,000)

Rejected

7.07

6/12/2000

Revise carpet cost from $35/yd to $28/yd. Verify carpet as direct glue installation, no pad. (Cannot be taken with 7.08)

$

(13,000)

Approved

7.08

6/12/2000

Investigate using polyolefin type carpet and reducing carpet cost to $15-$20/yd.) (Cannot be taken with 7.07)

$

-

N/A

see 7.07

7.09

6/12/2000

Revise cleanroom materials

$

-

N/A

see 6.11 and 6.12

7.10

6/12/2000

Revise cleanroom layout

$

7.11

6/12/2000

Remove ceiling grid over service area in clean room

$

-

N/A

included with 7.13

7.12

6/12/2000

Change floor in mos service area (end of clean room) to vct controls?

$

-

N/A

included with 7.13

7.13

6/12/2000

Reduce ceiling grid at clean room - eliminate furnace back area - use

$


(240,000)

(18,000)

Potential to reprice slate tile in lieu of stamped concrete

Rejected

Approved

Page 138

NO

Compnay A

Building X



DATE

DESCRIPTION

AMOUNT

ACTION

COMMENTS

VCT in lieu of static flooring

Function Equipment and Specialties 8.01

6/12/2000

Eliminate all racks, etc. in chem storage area. Owner will fit out as needed.

$

(52,850)

Approved

8.02

6/12/2000

Replace walk-in hoods in chem waste area with snorkels.

$

(37,000)

Approved

8.03

6/12/2000

Reduce/eliminate overhead service carriers.

$

-

N/A

with 8.05

8.04

6/12/2000

Reduce out fitting of toxic gas labs until occupants better known.

$

-

N/A

with 8.05

8.05

6/12/2000

Eliminate some lab specialties items.

$

Approved

Target $1,000,000 for lab equipment Lynn to review Kewaunee estimate

8.06

6/12/2000

Reduce Lab Furniture

$

-

N/A

with 8.05

8.07

6/12/2000

Delete Clean Room Equipment added at DD

$

-

N/A

with 8.05

8.08

6/12/2000

Reduce Signage allowance to $30,000

$

(30,000)

Approved

(24,000)

Approved

go to the standard stainless cab interior

N/A

estimate not based on custom design

Approved

Go to standard riser

N/A

included with 9.11

(415,851)

Vertical Transportation and Stairs 9.01

6/12/2000

Provide standard cab finishes in elevators.

$

9.02

6/12/2000

Stair railings to be standard SS mesh product in painted metal frame with SS grab rails

$

9.03

6/12/2000

Delete translucent glass risers

$

9.04

6/12/2000

Relocate elevator at Building Y south.

$


-

(30,000) -

Page 139

NO

Compnay A

Building X



DATE

DESCRIPTION

AMOUNT

9.05

6/12/2000

Change Stair #1 and #2 to rectangular switchback stairs (not squares).

$

-

N/A

9.06

6/12/2000

Eliminate star #3 at South Building Y. Retain exterior fire escape for egress from 2nd floor.

$

-

N/A

9.07

6/12/2000

Remove dumbwaiters completely, transport chemicals in service elevators.

$

9.08

6/12/2000

Change guardrails from stainless steel/mesh to all painted metal.

$

-

N/A

included with 9.02

9.09

6/12/2000

Review changing handrails from stainless steel to wood.

$

-

N/A

included with 9.02

9.10

6/12/2000

Alternative to the handicap elevator - wheel chair lift

$

-

N/A

not allowed by code

9.11

6/12/2000

Redesign HRM delivery systems. Delete Stair 12, delete elevator 1, Elevator 2 becomes (elev 1) freight & passenger and adds basement HRM corridor stop. Elevator 3 becomes hydraulic three stop ( basement MER, HRM and cleanroom/service). Add 6x6 hatch in penthouse deck with chain fall to 3rd floor (service corridor @ south?). South Building Y stair (#3) extended to 785'6". Move dumbwaiter to that area, use Company E basement for HRM route & storage. Ventilate storage w/HRM, new lights in storage.

$

9.12

6/12/2000

Change Traction Freight elevator to hydraulic

$

(430,000)

$ (1,225,701)

Subtotal Architectural $ Facilities Project Managers Guide

(24,000)

(91,000)

ACTION

COMMENTS

impacted by 9.11

Rejected

Approved

N/A

included with 9.11 Approved

Pending Page 140

NO

Compnay A

Building X



DATE

DESCRIPTION

AMOUNT $

(837,500)

$

(2,154,201)

ACTION

COMMENTS

Rejected Total

10.01

6/12/2000

Delete non-potable water system.

$

(14,000)

Approved


10.02

6/12/2000

Delete laboratory suction vacuum system.

$

(94,000)

Rejected

Reconsider distribution to 2nd & 3rd floors Watch acceptance of 10.06

10.03

6/12/2000

Eliminate roof drains/overflows. Provide scuppers/gutters at exterior.

10.04

6/12/2000

Add insulation for non potable domestic water

$

39,000

Approved

10.05

6/12/2000

Delete non potable hot water system and associated 10.04 insulation

$

(114,000)

Rejected


10.06

6/13/2000

Delete gases distribution in corridors, risers only

$

(55,000)

Rejected

Reduce credit by 8,000 if 10.02 is accepted

10.07

6/13/2000

Bring gases into building only

10.08

6/13/2000

Use copper materials in lieu of stainless for nitrogen

Subtotal Plumbing

Rejected

Rejected $

(5,000)

Rejected

$

25,000

Approved

$

-

Pending

$

(268,000)

Rejected

$

(243,000)

Total

HVAC 11.01

6/12/2000

Reduce HEPA's (increase air flow from 62 fpm to 80 fpm), changes coverage from 30% to 25%

$

(39,500)

Rejected

11.02

6/12/2000

Reduce process cooling from 400 to 200 gpm.

$

(17,000)

Approved


Page 141

Compnay A

Building X



NO

DATE

DESCRIPTION

11.03

6/12/2000

Reduce chilled water system gpm.

$

-

Rejected

11.04

6/12/2000

Reduce heating water system gpm.

$

-

Rejected

11.05

6/12/2000

Delete temporary exhaust system for canopies.

$

(121,000)

Rejected

11.06

6/12/2000

Fan filter units at clean room.

$

(416,000)

Rejected

Mario would prefer 11.26

11.06a

6/20/2000

Fan Filters at Corridors

Pending

Explore at CD's

11.06b

6/20/2000

In duct HEPAs at class 10,000 space

Pending

Explore at CD's

11.07

6/12/2000

Delete heat recovery unit along with all heat recovery piping, pumps, controls, etc.

Approved

need this with constant volume

11.08

6/12/2000

Change all fume hoods to constant volume half sash. Use a non ddc phoenix valve heresite coated with sound attenuator for each fume hood or grouped snorkels. The labs will remain vav with ddc tracking supply and exhaust terminal units with Building Z Control controllers mounted on teh terminal units. Therefore, you eliminate the Anemostat lab control system. To save further energy consider using the Air Sentry fume hood by Flow Safe Inc which requires 330 to 500 cfm for a 18"-21" sash opening at 40' per minute velocity compared to 900 cfm at 100 fpm for the standard hood.

Pending

11.08a

6/20/2000

Low Flow Fume Hood

Pending

Cornell To Give Guidence

11.09

6/12/2000

Delete the return air terminal units in the office areas. Use flow measuring station in the

Rejected

Already included in estimate


AMOUNT

$

$

(331,000)

-

ACTION

COMMENTS

Page 142

NO

Compnay A

Building X



DATE

DESCRIPTION

AMOUNT

ACTION

COMMENTS

main return duct to track the supply fan.

11.10

6/12/2000

Verify that there are no control valves at the radiant panels.. The radiant panel system is a constant flow variable temperature system. A main control valve controls the loop temperature based on outdoor air temperature.

11.11

6/12/2000

Delete scrubber. Leave space.

$

11.12

6/12/2000

Delete clean steam generator for clean room.

$

11.13

6/12/2000

Eliminate some back up systems/pumps.

11.13a

6/19/2000

Eliminate Chilled Water stand-by pump chp-2

$

(28,000)

Rejected

11.13b

6/19/2000

Eliminate process chilled water stand-by pump PCHP-2

$

(9,000)

Rejected

11.13c

6/19/2000

Eliminate glycol hot water stand-by pump gwp-2

$

(10,000)

Rejected

11.13d

6/19/2000

Eliminate hot water stand by pump HWP-2

$

(10,000)

Rejected

11.13e

6/19/2000

Eliminate perimeter heat stand-by pump HWP-4

$

(6,000)

Rejected

11.14

6/12/2000

Fan filters instead of fans and filters.

$

-

11.15

6/12/2000

Reduce di capacity.

N/A

11.16

6/12/2000

Reduce air changes in upstairs labs.

N/A

11.17

6/12/2000

Reuse some Company E lab Exh. Lam. Flow benches.

Pending

11.18

6/12/2000

Eliminate natural gas on 3rd floor. (Still costing Cornell at least $16,000.)


N/A

-

(36,000)

Rejected

Already included in estimate

Rejected Rejected

$

(4,000)

N/A

Approved

void

(name) to reprice

Page 143

Compnay A

Building X



NO

DATE

DESCRIPTION

11.21

6/12/2000

Utilize steam preheat in lieu of hot water with glycol

$

(100,000)

Rejected

11.23

6/12/2000

Replace desiccant drier with low temp chiller and coil

$

100,000

Rejected

11.24

6/12/2000

Delete clean room instrument air loop

$

(37,000)

Approved

11.25

6/13/2000

Delete stack sound attenuators

$

(55,000)

Approved

11.26

6/13/2000

Adjustment of recirculating supply duct to units

$

(391,500)

Approved

11.27

6/13/2000

Provide premanufactured clean room system (modular tunnel)

Pending

11.28

6/13/2000

Reduce recirculation air by 10%

Rejected

Subtotal HVAC

AMOUNT

$ $

(835,500) -

$

(675,500)

$

(1,511,000)

ACTION

COMMENTS

Approved Pending Rejected Total

Electrical 12.01

6/12/2000

Remove cable tray/isoduct language from office spaces and distribute majority of voice/data at the perimeter walls. Distribute to centers of rooms via fixed drop (poles or fixed architectural walls).

$

12.02

6/12/2000

Rotate lights parallel to lab benches and maintain 75 fc at bench height.

$

(16,000)

Approved

12.03

6/12/2000

Select cheaper fixture for Labs and provide alternate selections/manufacturers.stay with parallel scheme

$

(87,000)

Approved


-

N/A

refer to 12.07

Page 144

Compnay A

Building X



NO

DATE

DESCRIPTION

12.04

6/12/2000

Provide fixture alternates for Offices at $6/sf.

$

(90,000)

Approved

12.05

6/12/2000

Reduce cost of Atrium lighting by 10% without affecting the design (does not include light tube).

$

(30,000)

Approved

12.06

6/12/2000

Eliminate draw-out construction for feeder circuit breakers on the main switchboard. Main draw-outs for the main and tie circuit breakers. This will require that one side of the main switchboard be shut down to pull periodic maintenance of feeder circuit breakers.

$

(36,000)

Approved

Bob review by maintenance

12.07

6/12/2000

Provide a system of fixed power poles in lieu of linear flexibility Quantities and layout to be determined.

$

(55,000)

Pending

Pending redesign

12.08

6/12/2000

Fully develop the design of the cleanroom to determine the actual power requirements. At this time the requirements are for an allowance of 30 watts/sf. This needs to be confirmed. Detailed equipment lists will be required.

$

N/A

Pending overall design

12.09

6/12/2000

Delete door access and card reader system $ remaining in construction cost. Limit security and CCTV work to power and raceways only. System equipment and wiring to be provided by the Owner.

$

(30,000)

Rejected

12.10

6/12/2000

Relocate the generator to the roof of Building X to reduce the length of the emergency feeder.

$

(37,000)

Rejected


AMOUNT

-

ACTION

COMMENTS

Page 145

Compnay A

Building X



NO

DATE

DESCRIPTION

12.11

6/12/2000

Reduce emergency generator capacity - life safety only- 1250 kw to 900 kw

$

(135,000)

Approved

12.12

6/12/2000

Reduce 110v outlets by 25%

$

(29,000)

Rejected

12.13

6/12/2000

Reduce isoduct by 25%shorter sections along each wall.

$

(11,000)

Rejected

12.14

6/12/2000

Lighting in labs - drop in fixtures vs alternate pendant fixtures parallel to benches

$

(58,000)

Pending

additive with 12.03

12.14a

6/12/2000

Lighting in offices - drop in fixtures not pendant.

$

(187,000)

Pending

Additive with 12.04

12.15

6/12/2000

Wireless as a solution to the open office tele/data problem.

$

-

N/A

12.16

6/12/2000

Alternative wire distribution in flex-office space.

$

-

N/A

12.17

6/13/2000

Review & Adjust Clean Room Fixture Counts & Pricing

$

(30,000)

Approved

12.18

6/13/2000

Delete Lightning Protection

$

(30,000)

Pending

Bob get comments from FMI

12.19

6/20/2000

Additional Smoke Detectors at all rooms that are enclosed

$

100,000

Approved

Mike to confirm qtys and budget

$

(324,000)

Approved

$

(330,000)

Pending

$

(107,000)

Rejected

$

(761,000)

Total

(55,000)

Pending

Subtotal Electrical

AMOUNT

ACTION

COMMENTS

see 12.07

Sitework 15.01

6/12/2000

Direct burial of utilities in lieu of cast in place

$

15.02

6/12/2000

Remove terrace walkway (no wall, simple path.

$


-

Additional saving to 16.01 - precast utility tunnel.

Rejected Page 146

Compnay A

Building X



NO

DATE

DESCRIPTION

15.03

6/12/2000

Make terrace walk narrower (12 feet instead of 16 feet).

$

(4,000)

Rejected

15.04

6/12/2000

Revise pricing cover at Loading Dock area.

$

(35,000)

Approved

15.04a

6/12/2000

Remove cover on Loading Dock area.

$

(60,000)

Rejected

15.05

6/12/2000

Remove enclosure walls @ service area

$

(14,000)

Rejected

15.06

6/12/2000

Move X north entrance to Quad budget

$

(66,000)

Pending

15.07

6/12/2000

Delete limestone and llenroc handrail at west side terrace from mechanical shaft south to ahndicap access (137 lf) and associated concrete footing/retaining wall

$

(45,000)

Rejected

16.01

6/12/2000

Precast south utility tunnel in lieu of cast in place

$

(170,000)

Approved

Cannot accept with 15.01

16.02

6/12/2000

Sleeves versus concrete for utility tunnel.

$

N/A

see 15.01

Subtotal Site

AMOUNT

-

ACTION

COMMENTS

$

(205,000)

Approved

$

(121,000)

Pending

$

(123,000)

Rejected

$

(449,000)

Total

(60,000)

Approved

adjust duration to 14 months

N/A

No value in current market

General Conditions and Scope 17.01

6/12/2000

Refine tower crane duration/size/cost, move to GC's.

$

17.02

6/12/2000

Adjust escalation.

$

17.03

6/12/2000

Take 6'-0" off south end of Building X (approximately 1,000 gsf).

$

(30,000)

Rejected

17.04

6/12/2000

Eliminate bridge/interaction space at Building Y Atrium on 3rd floor (+/- 500 sf).

$

(27,000)

Rejected


-

Page 147

Compnay A

Building X



NO

DATE

DESCRIPTION

17.05

6/12/2000

Eliminate bridge connection between Building Y and at the 3rd floor level.

$

(35,000)

Rejected

17.06

6/12/2000

Eliminate bridge connection between Building Y and at 2nd level

$

(35,000)

Rejected

17.07

6/12/2000

Build Chem. Tunnel in Phase 2, use Stair #3 to acccess/egress from basement level. Use Elevator #4 as temporary service elevator and serve Building X through west entry until completion of tunnel in Phase 2 (demolition of Company E) is complete.

$

-

N/A

included with 9.11

17.08

6/12/2000

Move service elevator and dumbwaiters outside of Building Y footprint (into Atrium).

$

-

N/A

included in 9.11

17.09

6/12/2000

Delay renovation to Building Y 1st floor. Use chemical storage trailers at exterior. Perform renovation as part of donor or grant proposal build out (by future occupants, companies, etc.)

$

-

N/A

Sacred Program compromise

17.10

6/12/2000

Delete owner/architect trailer rental/setup/utilities.

$

Approved

Target some savings from $26,500; perhaps utilize larger contractor trailer

17.11

6/12/2000

Reduce Kitchen/vending

$

-

N/A

17.12

6/12/2000

Abandon the flex office concept.

$

-

N/A


AMOUNT

(13,000)

ACTION

COMMENTS

Page 148

Compnay A

Building X



NO

DATE

DESCRIPTION

17.13

6/12/2000

Reduce basement size by using some of Company E lab basement for incidental mechanical items.

$

-

N/A

included in other items

17.14

6/12/2000

Basement smaller, penthouse bigger to cut down on rock excavation.

$

-

N/A

too late in design

17.15

6/12/2000

Shorten time frame by early occupation of clean room.

General Conditions and Scope Summary

AMOUNT

ACTION

COMMENTS

Pending

$

(73,000)

$

-

Approved Pending

$

(127,000)

Rejected

$

(200,000)

Total W/ 15 % markup

Total Summary

$

(2,638,201)

Approved (3,033,931)

$

(542,000)

Pending (623,300)

$

(2,138,000)

Rejected (2,458,700)

$

(5,318,201)

Total (6,115,931)

Summary


DD Estimate

$43,341,000

Budget

$39,000,000

Delta

$4,341,000

Approved VE W/ markup

($3,033,931)

Current Delta

$1,307,069

Page 149

Sample Construction Development 50 Value Engineering Company A VALUE ENGINEERING/COST ADJUSTMENTS

Building X Hall Cornell University (date)

NO

ACTION

DATE

DESCRIPTION

AMOUNT

Don't forget to hide these columns

COMMENTS

1 - Foundations

Approved

Pending

Rejected

0

0

0

1.01

11/30/2000

Review Rock Excavation Quantity

$ 20,000

Approved

Provide trench for laterals/pit

D

20000

0

0

1.02

11/30/2000

Review MEP Trench excavtion in rock

$ (124,794)

Approved

Provide all MEP rock excavation by sitework

D

-124794

0

0

1.03

11/30/2000

Review bank shoring - unrealized VE of $235K

$ (200,000)

Approved

Company C/company B qtys - 9,900 sf

D

-200000

0

0

1.04

11/30/2000

Verify underdrain quantity at basement slab

$ (20,000)

Approved

ABC to validate 700 lf quantity with geotech

D

-20000

0

0

1.04a

11/30/2000

Review requirement for underdrains at basement slab

$ (24,000)

Pending

ABC to validate requirement with geotech

D

0

-24000

0

0

0

0

20000

0

0

3 - Floor and Roof Structures 3.01

11/30/2000

Add penthouse structure to Building Y for HVAC equipment

$ 20,000

Approved

3.02

11/30/2000

Revise atrium structural steel pricing to $3200/ton

$ (46,000)

Approved

-46000

0

0

3.03

11/30/2000

Review concrete pan slab pricing target savings

$ (50,000)

Approved

-50000

0

0

3.03 A

12/7/2000

Eliminate all 4" distribution ribs at pans slab

$ (5,000)

Approved

-5000

0

0

3.03 B

12/7/2000

Revise pan slab layout to eliminate 20" wide pans

$ (15,000)

Rejected

0

0

-15000

3.04

11/30/2000

Delete fireproofing at penthouse steel

$ (41,800)

Rejected

0

0

-41800

3.05

11/30/2000

Delete fireproofing at upper atrium steel and/or bridges

$ (16,000)

Approved

-16000

0

0

0

0

0

4 - Enclosure Facilities Project Managers Guide

P

Page 150

Company A VALUE ENGINEERING/COST ADJUSTMENTS


NO

DATE

DESCRIPTION

ACTION

COMMENTS

4.01

11/30/2000

Adjust unit pricing for curtain walls/support steel at atruim

Pending

ABC to refine design for future cost review

AMOUNT $ -


ABC to refine design for future cost review

0

0

0

0

0

0

0

0

0

4.02

11/30/2000

Adjust unit price for curtain walls/support steel at Dufflied

$ -

Pending

4.03

11/30/2000

Revise north entry to existing Building Y - existing to remain

$ (32,000)

Pending

0

-32000

0

4.04

11/30/2000

Revise exterior caulking scope

$ (15,000)

Approved

-15000

0

0

5 - Roofing and Waterproofing 5.01

11/30/2000

Provide membrane roofing as 0.060 EPDM unreinforced fully adhered with design average R-value

$ (20,000)

Approved

D

-20000

0

0

5.02

11/30/2000

Revise smoke vents at stairwell roofs

$ 7,000

Approved

D

7000

0

0

5.03

11/30/2000

Fluid applied vs. membrane foundation waterproofing

$ (16,000)

Approved

D

-16000

0

0

0

0

0

0

0

0

0

0

0

6 - Interior Partitions 6.01

11/30/2000

Pending

$ -

Pending

7 - Floor, Wall and Ceiling Finishes 7.01

11/30/2000

Revise slate wall material/thickness from mechanically fastened to adhered

$ (42,000)

Approved

Confirm unit pricing

A

-42000

0

0

7.02

11/30/2000

Revise source of slate materials

$ (72,000)

Approved

Vermont Slate

D/A

-72000

0

0

7.03

11/30/2000

Review clean room ceiling quantites/details at partitions

$ -

Pending

16192 sf per ABC

D

0

0

0

7.04

11/30/2000

Review clean room ceiling support system under

$ -

Pending

Company A to verify estimate

D

0

0

0


Page 151



NO

ACTION

DATE

DESCRIPTION

AMOUNT


COMMENTS

recirc units and ductwork 7.05

11/30/2000

Revise Mech room B0070 floor to clear sealer

$ (17,000)

Approved

D

-17000

0

0

7.06

11/30/2000

Delete ceiling grid at clean room furnace area

$ (14,117)

Approved

D

-14117

0

0

D

-102545

0

0

8 - Function Equipment and Specialties 8.01

11/30/2000

Reduce quantity of lab casework and equipment to 85% DD VE scope

$ (102,545)

Approved

8.01 A

12/8/2000

Delete coldroom - move to fitout costs

$ (45,000)

Approved

8.02

11/30/2000

Review lab casework unit pricing

$ -

Pending

D

0

0

0

8.03

11/30/2000

Add gas cylinder restraints at labs

$ -

Rejected

D

0

0

0

8.04

11/30/2000

Revise window treatment unit pricing

$ (40,000)

Approved

D

-40000

0

0

8.05

11/30/2000

Reivew projection screen vs. marker board quantities

$ (8,000)

Approved

R

-8000

0

0

0

0

0

-45000

Still have 6000 sf at $5/sf

9 - Vertical Transportation and Stairs 9.01

11/30/2000

Reduce freight elevator capacity from 7000# to 5000# for #1 and #4

$ (135,000)

Pending

Changes openings and door heights and arrangements

D/A

0

-135000

0

9.02

11/30/2000

Provide direct purchase of dumbwaiters

$ (20,000)

Approved

Need vendor quotes

D/P

-20000

0

0

$ (826,456)

Approved

$ (191,000)

Pending

$ (56,800)

Rejected

$ (1,074,256)

Total

Subtotal Architectural


Page 152



NO

DATE

DESCRIPTION

ACTION

10.01

11/30/2000

Reduce misc. plumbing R/I's quantity from 100 to 50

10.02

11/30/2000

Revise Laboratory air compressor

10.03

11/30/2000

Provide mechanical joint pipe at under 3" vents for acid waste piping

10.04

11/30/2000

10.05

AMOUNT $ (10,649)


COMMENTS

Approved

D

-10649

0

0

Pending

D

0

0

0

$ (10,562)

Approved

D

-10562

0

0

Provide mechanical joint pipe at under 3" drains for acid waste piping

w/10.03

Approved

D

w/10.03

0

0

11/30/2000

Provide welded stainless steel nitrogen piping for clean roon

$ 30,000

Pending

Bob to pursue as vendor provided

D

0

30000

0

10.06

11/30/2000

Delete fire wrap on plastic pipe in plenums ((DI, acid waste)

$ (15,900)

Approved

Need sprinklers on ceiling plenum at cleanroom

D

-15900

0

0

10.07

11/30/2000

Revise cost per Company Dl pricing

all

0

0

0

10.08

11/30/2000

Provide kitchen equipment roughins

$ 20,000

Approved

D/P

20000

0

0

10.09

11/30/2000

Delete tool hook-up piping - provide as fit-out (DI, vacuum, air, nitrogen)

$ (92,914)

Rejected

D

0

0

-92914

10.10

11/30/2000

Bore permanent Building Y water feed from Building X thru to Building Y basement

Pending

D

0

0

0

10.11

11/30/2000

Future drain locations above clean-rooms

Approved

D

10000

0

0

10.12

11/30/2000

Simplify cleanroom fit-out

D

0

0

0

10.13

11/30/2000

Delete automatic flush valves

$ (14,076)

Approved

D

-14076

0

0

10.14

11/30/2000

Delete domestic water booster pump

$ (9,700)

Approved

D

-9700

0

0

10.15

11/30/2000

Delete vacuum to 2nd and 3rd floor labs

$ (40,000)

Approved

D

-40000

0

0

10.16

11/30/2000

D

0

0

0

Pending

$ 10,000

Pending


No exhaust

Cornell to confirm scope

Page 153



NO

ACTION

DATE

DESCRIPTION

Subtotal Plumbing

AMOUNT


COMMENTS 0

0

0

D

-200000

0

0

D

0

0

0

Rejected

D

0

0

0

Approved

D

-54000

0

0

Pending

D/A

0

0

0

A

-27089

0

0

D

-10000

0

0

$ (60,238)

Approved

$ 30,000

Pending

$ (92,914)

Rejected

$ (123,152)

Total

Approved

11- HVAC 11.01

11/30/2000

Revise cost per Company D pricing

11.02

11/30/2000

Change FRP duct to alternate material

$ (200,000)

11.03

11/30/2000

Revise loacations for FRP duct

w/11.02

11.04

11/30/2000

Delete FRP duct connections to hood - provide with fit-out

11.05

11/30/2000

Utilize standard valves in lieu of process quality valves and controls at recirc air units at clean room quantity of 24 (all but RAHU 2/3)

11.06

11/30/2000

Provide competitve controls bidding

11.07

11/30/2000

Revise smoke exhaust duct in atrium

$ (40,000)

Approved

11.08

11/30/2000

Eliminate cooling at bridges

$ (27,089)

Approved

11.09

11/30/2000

Review costs for temporary air intake relocation (only needed 2 months per Cornell)

$ (10,000)

Approved

$ (54,000)


(name) to confirm pricing

(name) to review BR+A drawings

Review schedule

A

Page 154



NO

ACTION

DATE

DESCRIPTION

AMOUNT

11.10

11/30/2000

Spark resistant vs. explosion proof motors at exhast fans

$ (2,000)

Approved

11.11

11/30/2000

Add flying fintube heating of curtain walls no cover

$ 18,000

Approved

11.12

11/30/2000

Bore permanent Building Y steam feed and condensate return from Building X thru to Building Y basement

11.13

11/30/2000

Delete clean room process cooling fit-out

$ (65,286)

Rejected

11.14

11/30/2000

Delete lap-top computer with full graphical software package

$ (5,000)

Approved

11.15

11/30/2000

Delete training instructions per specifications

$ (10,000)

Pending

11.16

11/30/2000

Provide laboratory quality in lieu of process quality temperature transmitters (except for RAHU 2/3)

$ (12,000)

Approved

11.17

11/30/2000

Change silane duct from SS 304 welded to galvanized spiral

$ (42,824)

Approved

11.18

11/30/2000

Delete recirculating pumps at 24 RAHU's

$ (33,000)

Pending

COMMENTS

Need drawings from A/E

Pending

11.19

11/30/2000

Change class of instructional lab from 1000 to 10,000

$ (27,000)

Approved

11.20

11/30/2000

Adjust chilled water and condensate meters

$ 8,000

Approved



confirm pricing of revised spec

review load calcs

0

0

0

D

-2000

0

0

D

18000

0

0

D

0

0

0

0

0

-65286

D

-5000

0

0

D

0

-10000

0

D

-12000

0

0

-42824

0

0

0

-33000

0

0

0

0

8000

0

0

D

D

Page 155



NO

DATE

ACTION

COMMENTS

11.21

11/30/2000

Change vacuum pump exhaust duct riser from 20 to 12 inch diameter

$ -

Pending

(name) to confirm pricing

11.22

11/30/2000

Change outside air plenumbs from SS to galvanized G90 except for the bottom panel

$ (4,700)

Approved

11.23

11/30/2000

AHU-2, 3 & PH1 to be double wall in lieu of single wall

$ 50,250

Approved

11.24

11/30/2000

$ -

Pending

$ (281,363)

Approved

$ (43,000)

Pending

$ (65,286)

Rejected

$ (389,649)

Total

DESCRIPTION

Subtotal HVAC

AMOUNT


(name) to confirm with Trane

0

0

0

-4700

0

0

50250

0

0

12 - Electrical 12.01

11/30/2000

Delete lab equipment connections

$ (75,583)

Approved

D

-75583

0

0

12.02

11/30/2000

Provide solid bottom/covered cable tray vs. ladder type

$ (17,000)

Approved

D

-17000

0

0

12.03

11/30/2000

Revise pricing of light pipe at Atrium

$ -

Rejected

Cornell to prepurchase

A

0

0

0

12.04

11/30/2000

Revise power pole pricing at offices

$ -

Approved

No data - (name) to price

D

0

0

0

12.05

11/30/2000

Review Company E demolition costs

$ (20,000)

Approved

S

-20000

0

0

12.06

11/30/2000

Owner to provide tele/data wiring

$ (34,000)

Approved

all

-34000

0

0

12.07

11/30/2000

Provide kitchen equipment rough-ins

$ 10,000

Approved

D/A

10000

0

0

12.08

11/30/2000

Increase power and data outlets at Atrium

$ 9,450

Approved

A

9450

0

0


Page 156



NO

DATE

ACTION

COMMENTS

12.09

11/30/2000

Approved

(name) to review pricing

DESCRIPTION Delete remote ballasts at ebeam rooms and utilize incandescent

AMOUNT $ -

12.10

11/30/2000

Class A wiring for initiating devices not required - use class B

$ (10,000)

Approved

12.11

11/30/2000

Change 600 kcmil to 500 kcmil up to 800A, eliminate special devices

$ (20,000)

Approved

12.12

11/30/2000

Delete witness testing on transformer and generator

$ (15,000)

Approved

12.13

11/30/2000

Delete impulse testing on transformers, provide data for similar equipment

12.13

11/30/2000

Utilize aluminum in lieu of copper at switchgear, panels, etc.

12.14

11/30/2000

COMPANY A delete limit 6 buckets per vertical stack

Subtotal Electrical

$ (1,000)

D

R

Revises to standard breakers at 80%

Approved

Pending

$ (2,000)


(name) to price

Approved

$ (175,133)

Approved

$ -

Pending

$ -

Rejected

$ (175,133)

Total

$ (31,306)

Approved

0

0

0

0

0

0

-10000

0

0

-20000

0

0

-15000

0

0

0

0

0

-1000

0

0

0

0

0

-2000

0

0

0

0

0

-31306

0

0

0

0

0

-6700

0

0

13 - Fire Protection 13.01

13.02

11/30/2000

11/30/2000

Eliminate flex heads at clean rooms

Provide Sch. 10 vs. Sch. 40

$ (6,700)


Approved

BR+A to review details for ability to change hepas

D

D/A

Page 157



NO

ACTION

DATE

DESCRIPTION

AMOUNT


COMMENTS

piping

13.03

13.04

13.05

11/30/2000

11/30/2000

11/30/2000

Verify no sidewall heads at skylights

Add pre-action system to Ebeam rooms

Delete Preaction system to Characterization

Subtotal Fire Protection

$ -

$ 40,000

$ (41,000)

Pending

Rejected

BR+A to review

A

Estimate include preaction at Characterization

Pending

$ (38,006)

Approved

$ (41,000)

Pending

$ 40,000

Rejected

$ (39,006)

Total

0

0

0

0

0

0

0

0

0

0

0

40000

0

0

0

0

-41000

0

0

0

0

15 - Sitework 15.01

11/30/2000

Revise routing for emergency generator thru Building Y Hall

$ (85,000)

Approved

BR+A and Lemessuir to review routing, Company A to price

S

-85000

0

0

15.02

11/30/2000

Revise routing for tele/data ductbank thru Building Y Hall

$ (50,000)

Approved

Need design information from BR+A

S

-50000

0

0

15.03

11/30/2000

Provide on-site stockpiling of excavated materials to be re-used/filled

$ (5,000)

Rejected

Discuss with Company M, potential location at equestrian building

S

0

0

-5000

15.04

11/30/2000

Revise natural gas piping/NYSEG allowance $40,000

Pending

Costich to evaluate

S

0

0

0

15.05

11/30/2000

Review concrete vault removal costs

$ -

Pending

Company A to evaluate

S

0

0

0

15.06

11/30/2000

Review site painting cost of $25K

$ (10,000)

Approved

-10000

0

0


Page 158



NO

DATE

ACTION

COMMENTS

15.07

11/30/2000

Review dumping costs for Company E and Building Y

$ (20,000)

Pending

Company A to evaluate

S

0

-20000

0

15.08

11/30/2000

Add SDR-21 liner to 16" DIP sanitary sewer under Atrium

$ -

Pending

(name) to review with (name)

S

0

0

0

15.09

11/30/2000

Provide clean corridor and elevation adjustment for access between clean rooms in Company E and Building X

$ -

Pending

Review at future CNF move strategy meeting

S

0

0

0

15.10

11/30/2000

Delete or change Gothic lights

$ (21,000)

Approved

S

-21000

0

0

15.11

11/30/2000

Revise pricing for bulk Nitrogen tank piping

$ (4,000)

Pending

S

0

-4000

0

15.12

11/30/2000

Add temporary stairs for south Building Y during construction

$ 5,000

Approved

S

5000

0

0

15.13

11/30/2000

Add temporary dock for CNF move

$ 5,000

Pending


S

0

5000

0

15.14

11/30/2000

Revise pricing for bulk Nitrogen tank systems

$ (25,000)

Pending

(comments)

S

0

-25000

0

15.15

11/30/2000

Temporary HRM storage facility

$ -

Pending

(comments)

S

0

0

0

15.16

11/30/2000

Revmove cost of stairs and bollards at loading dock and site signage

$ (19,000)

Approved

S

-19000

0

0

15.17

11/30/2000

Eliminate benches

$ (10,600)

Approved

S

-10600

0

0

15.18

11/30/2000

Delete special shoring

$ (10,000)

Approved

S

-10000

0

0

15.19

11/30/2000

Delete duplication on Gothic lights on wall

$ (56,250)

Approved

S

-56250

0

0

0

0

0

DESCRIPTION

AMOUNT

$ (256,850)

Approved

$

Pending


(comments)


Page 159



NO

ACTION

DATE

DESCRIPTION

AMOUNT


COMMENTS

(44,000) $ (5,000)

Rejected

$ (305,850)

Total

17 - General Conditions and Scope 17.01

11/30/2000

Review moving CNF to Building X with 100% shutdown of Company E as soon as Duffiled cleanroom is on line and validated

$ -

Pending

17.02

11/30/2000

Provide unit prices for lab fitout work a reduce fit-out work included in construction

$ -

17.03

11/30/2000

Revise General Conditions estimate

17.04

11/30/2000

Reduce contingency to 2.5%

General Conditions and Scope Summary


G

0

0

0

Pending

G

0

0

0

$ (50,000)

Approved

G

-50000

0

0

$ (358,149)

Pending

0

-358149

0

$ (50,000)

Approved

$ (358,149)

Pending

$ -

Rejected

$ (408,149)

Total App/pend (2,521,782)

Total Summary

$ (1,698,695)

Approved

$ (647,149)

Pending

$ (180,000)

Rejected

$ (2,525,844)

Total

(1,826,097) (695,685) (193,500)

50% CD Estimate


(2,715,282)

$42,017,447

Page 160



NO

ACTION

Summary

DATE

DESCRIPTION

AMOUNT

COMMENTS

Budget

$39,100,000

Delta

$2,917,447

Approved VE W/ markup

($1,826,097)

Current Delta

$1,091,350



Page 161

Sample Change Order Letter DATE:

June 8, 1998

TO:

(name) (name at C&CP)

FROM:

Project manager

SUBJECT:

X Project Change Order #6, Contract # C… X Construction Company

Please process Change Order #6 to the Guaranteed Maximum Cost (GMC) agreement between Cornell and the Company G contract #C…, dated …, to cover the following detailed in the attached documentation: The following Potential Change Orders (PCO’s) were due to Design Changes: PCO

General Description

COW

149

Added type FAG light fixtures not indicated on drawings

167

Fee

Amount

$7,965

$159

$8,124

RFI#404 -- Foot grill size increase

$807

$16

$823

174

ASI#110a - Relocation of floor boxes in classrooms

$20,743

$415

$21,158

216

Change to ACT-4, ceiling tile in classrooms

$3,444

$69

$3,513

218

Upgrade brackets & standards in 20 faculty offices

$3,905

$78

$3,983

236

Add 8 ceiling cruciforms in classrooms at projectors

$5,317

$106

$5,423

243

Upgrade concrete and asphalt walks to CU standards

$13,718

$274

$13,992

248

RFI#423-Provide (12) 2" circuit setters

$2,526

$51

$2,577

253

RFI#618-Relocate classroom equipment

$2,550

$51

$2,601

254

Finials atop vaulted roof

$1,369

$27

$1,396

269

Gold Leaf on signature stones

$1,505

$30

$1,535

Total PCO’s due to Design Changes:

$63,849

$1,276

$65,125


GC's

Page 162

The following PCO was due to a Scheduled Allowance Adjustment: PCO General Description COW GC's Fee 114

Spire Allowance Adj.

$66,828

The following PCO’s were Owner Directed: PCO General Description COW

Amount

$8,483

$1,337

$76,648

GC's

Fee

Amount

217

Change shelving to bookcases in 40 faculty offices

$143,280

$2,866

$146,146

225

Wood ceiling in Exec Ed classroom 141

$8,435

$169

$8,604

244

ASI#123-Added concrete walks

$8,473

$169

$8,642

255

Delete mow strip

($4,500)

262

Added locks at storm windows per CU $2,065

$41

$2,106

266

Additional receptacles in telephone closets per CU

$4,337

$87

$4,424

273

Telecom Tie-in to Dover Elevator

$1,413

$28

$1,441

Total PCO’s due to Owner Directed:

$163,503

$3,360

$166,863

Fee

Amount

The following PCO’s were due to Unforeseen Conditions: PCO General Description COW GC's

($4,500)

081

Existing Floor Joist Work per RFI#316

$1,049

$21

$1,070

104

Remove existing plank at roof edge for blocking

$693

$14

$707

116

Unforeseen at Projected Dormer

$2,073

$41

$2,114

185

Window jamb extensions

$28,456

$569

$29,025

222

Upgrade parking lot to CU standard

$34,402

$688

$35,090

$1,333

$68,006

PCO’s due to Unforeseen Conditions: $66,673


Page 163

The following table summarizes Change Order #5 costs and the impact to the GMC line items: Item

Current

Change

Unforeseen Conditions

$68,006.00

Scheduled Allowance Adj.

76,648.00

CU Directed Changes

166,863.00

Design Changes

65,125.00

Revised

Cost Of Work

$23,680,821.00

$360,853.00

$24,041,674.00

General Conditions

$2,216,869.00

8,483.00

$2,225,352.00

Fee

$902,851.00

7,306.00

$910,157.00

Total GMC

$26,800,541.00

$376,642.00

$27,177,183.00

Additionally, retainage reduction to zero is requested for various . subcontractors: Original Final Retainage Retainage Contract Contract Reduction Company Trade Held Amount Amount Request (name)

Spire Steel Fab

$19,900

$19,900

$1,990

$1,990

(name)

Spire Erection, etc.

$43,954

$43,954

$4,779

$4,779

(name)

Fireproofing

$228,375

$280,914

$28,247

$28,247

(name)

Scaffolding

$288,680

$314,621

$31,462

$31,462

(name)

Auto Closing Doors

$82,616

$86,386

$4,319

$4,319

(name)

Accordion Doors

$52,173

$52,173

$5,217

$5,217

(name)

Telephone Spec. $4,800

$4,800

$480

$480

(name)

Signage

$4,091

$4,091

$409

$409

(name)

Libr. Security Sys.

$13,145

$13,145

$1,314

$1,314

(name)

Access Flooring

$4,500

$4,500

$225

$225

(name)

Microfiche Cabinets

$14,928

$14,928

$1,492

$1,492

(name)

Historic Moldings $5,940

$5,940

$594

$594

(name)

Refrigerators

$1,088

$1,088

$108

$108

(name)

Louvers

$5,041

$5,041

$504

$504

(name)

Library Book Drop

$2,133

$2,133

$213

$213


Page 164

Company (name)

Trade Foot Grilles

Original Contract Amount $5,900

Final Contract Amount $16,457

Retainage Held $1,645

Retainage Reduction Request $1,645

If you have any questions or require additional documentation, please let me know. Thank you. Attachments

xc:


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