Introduction to the Facilities Project Manager's Guide ..................................................
...... 8 .... The Cornell Project Management Methodology (CPMM) Guide .
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
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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
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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.
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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 **
Buildings and Properties Committee
Project Construction ^
Buildings and Properties Committee
Financing
Executive Committee
$5,000,000 and beyond: Major Renovation Architect Selection
CF&PC
Budget
Buildings and Properties Committee
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.
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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
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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
Facilities Project Managers Guide
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
Facilities Project Managers Guide
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Part V: Appendix
Facilities Project Managers Guide
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
Facilities Project Managers Guide
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
Facilities Project Managers Guide
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.
Facilities Project Managers Guide
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
Issue tickets to the shops and monitor progress. Track ticket costs and keep PM informed. Highlight deviations from budget estimates.
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
Facilities Project Managers Guide
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.
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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
Issue tickets to the shops and monitor progress. Track ticket costs and keep PM informed. Highlight deviations from budget estimates.
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
Facilities Project Managers Guide
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
Facilities Project Managers Guide
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)
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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
Facilities Project Managers Guide
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.
Facilities Project Managers Guide
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.
Facilities Project Managers Guide
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
Facilities Project Managers Guide
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
Facilities Project Managers Guide
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
Total GMC General Conditions
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
Facilities Project Managers Guide
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
Facilities Project Managers Guide
$ -
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
Facilities Project Managers Guide
$ -
Page 94
Protect Floors
square foot
Final Cleaning
lump sum
Maintain Traffic / Street Clean
lump sum
Trucking
lump sum Construction Site SubTotal
$ -
Total GMC General Conditions
$ -
NOTES: Reimbursable expenses include transportation, lodging, meals for the individual listed. List all other general conditions expenses as applicable.
Facilities Project Managers Guide
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
Facilities Project Managers Guide
$ 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
Facilities Project Managers Guide
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
Facilities Project Managers Guide
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
Facilities Project Managers Guide
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
Facilities Project Managers Guide
Page 102
06.
CONCEPTUAL COSTS
44,000
99.
CONTINGENCY
#REF!
PROJECT TOTAL
#REF!
Facilities Project Managers Guide
#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
Facilities Project Managers Guide
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
Allowance based on previous
03.1100
Plaques & Signs
75,000
75,000
Allowance based on previous
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
Facilities Project Managers Guide
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
Facilities Project Managers Guide
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)
Facilities Project Managers Guide
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:
Facilities Project Managers Guide
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.
Facilities Project Managers Guide
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
Facilities Project Managers Guide
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.
Facilities Project Managers Guide
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
Facilities Project Managers Guide
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
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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.
Facilities Project Managers Guide
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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
Facilities Project Managers Guide
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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.
Facilities Project Managers Guide
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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
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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
Facilities Project Managers Guide
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)
Facilities Project Managers Guide
$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)
Facilities Project Managers Guide
$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
Facilities Project Managers Guide
$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
Facilities Project Managers Guide
$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)
Facilities Project Managers Guide
(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
Facilities Project Managers Guide
(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
Value Engineering Ideas by Discipline
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)
Realize 100% Yes, 35% Maybe
(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
Value Engineering Ideas by Discipline
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
$
Facilities Project Managers Guide
(300,000) (300,000)
TBD Big $ items
(300,000)
TBD SubTotal
$
-
$
Page 130
Value Engineering Ideas by Discipline
Cost Impact
Comments
Yes
Maybe
No
(300,000) (360,000)
SubTotal w/ 20% Markup
(360,000)
Realize 100% Yes, 35% Maybe
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%
$
SubTotal w/ 20% Markup
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
Value Engineering Ideas by Discipline
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
6300 91.43% Building
Building Y
Name W
30
70
194
90
5820
6300 92.38% Building
Total Atrium 16188
Name W 6300 256.95%
Facilities Project Managers Guide
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
$
Facilities Project Managers Guide
(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
Facilities Project Managers Guide
Page 135
NO
Compnay A
Building X
VALUE ENGINEERING/COST ADJUSTMENTS
Cornell University June 21, 2000
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
Cannot be taken with 17.17
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
Facilities Project Managers Guide
N/A
Page 136
NO
Compnay A
Building X
VALUE ENGINEERING/COST ADJUSTMENTS
Cornell University June 21, 2000
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.)
Facilities Project Managers Guide
$
-
N/A
included in revised design & estimate
Page 137
NO
Compnay A
Building X
VALUE ENGINEERING/COST ADJUSTMENTS
Cornell University June 21, 2000
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
$
Facilities Project Managers Guide
(240,000)
(18,000)
Potential to reprice slate tile in lieu of stamped concrete
Rejected
Approved
Page 138
NO
Compnay A
Building X
VALUE ENGINEERING/COST ADJUSTMENTS
Cornell University June 21, 2000
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.
$
Facilities Project Managers Guide
-
(30,000) -
Page 139
NO
Compnay A
Building X
VALUE ENGINEERING/COST ADJUSTMENTS
Cornell University June 21, 2000
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
VALUE ENGINEERING/COST ADJUSTMENTS
Cornell University June 21, 2000
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
Cannot be taken with 10.05
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
Cannot be taken with 10.01
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
Facilities Project Managers Guide
Page 141
Compnay A
Building X
VALUE ENGINEERING/COST ADJUSTMENTS
Cornell University June 21, 2000
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
Facilities Project Managers Guide
AMOUNT
$
$
(331,000)
-
ACTION
COMMENTS
Page 142
NO
Compnay A
Building X
VALUE ENGINEERING/COST ADJUSTMENTS
Cornell University June 21, 2000
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.)
Facilities Project Managers Guide
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
VALUE ENGINEERING/COST ADJUSTMENTS
Cornell University June 21, 2000
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
Facilities Project Managers Guide
-
N/A
refer to 12.07
Page 144
Compnay A
Building X
VALUE ENGINEERING/COST ADJUSTMENTS
Cornell University June 21, 2000
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
Facilities Project Managers Guide
AMOUNT
-
ACTION
COMMENTS
Page 145
Compnay A
Building X
VALUE ENGINEERING/COST ADJUSTMENTS
Cornell University June 21, 2000
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.
$
Facilities Project Managers Guide
-
Additional saving to 16.01 - precast utility tunnel.
Rejected Page 146
Compnay A
Building X
VALUE ENGINEERING/COST ADJUSTMENTS
Cornell University June 21, 2000
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
Facilities Project Managers Guide
-
Page 147
Compnay A
Building X
VALUE ENGINEERING/COST ADJUSTMENTS
Cornell University June 21, 2000
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
Facilities Project Managers Guide
AMOUNT
(13,000)
ACTION
COMMENTS
Page 148
Compnay A
Building X
VALUE ENGINEERING/COST ADJUSTMENTS
Cornell University June 21, 2000
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
Facilities Project Managers Guide
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
Building X Hall Cornell University (date)
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 $ -
Don't forget to hide these columns
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
Facilities Project Managers Guide
Page 151
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
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
Facilities Project Managers Guide
Page 152
Company A VALUE ENGINEERING/COST ADJUSTMENTS
Building X Hall Cornell University (date)
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)
Don't forget to hide these columns
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
Facilities Project Managers Guide
No exhaust
Cornell to confirm scope
Page 153
Company A VALUE ENGINEERING/COST ADJUSTMENTS
Building X Hall Cornell University (date)
NO
ACTION
DATE
DESCRIPTION
Subtotal Plumbing
AMOUNT
Don't forget to hide these columns
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)
Facilities Project Managers Guide
(name) to confirm pricing
(name) to review BR+A drawings
Review schedule
A
Page 154
Company A VALUE ENGINEERING/COST ADJUSTMENTS
Building X Hall Cornell University (date)
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
Facilities Project Managers Guide
Don't forget to hide these columns
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
Company A VALUE ENGINEERING/COST ADJUSTMENTS
Building X Hall Cornell University (date)
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
Don't forget to hide these columns
(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
Facilities Project Managers Guide
Page 156
Company A VALUE ENGINEERING/COST ADJUSTMENTS
Building X Hall Cornell University (date)
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)
Don't forget to hide these columns
(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)
Facilities Project Managers Guide
Approved
BR+A to review details for ability to change hepas
D
D/A
Page 157
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
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
Facilities Project Managers Guide
Page 158
Company A VALUE ENGINEERING/COST ADJUSTMENTS
Building X Hall Cornell University (date)
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
Review at future CNF move strategy meeting
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
Facilities Project Managers Guide
(comments)
Don't forget to hide these columns
Page 159
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
(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
Review at future CNF move strategy meeting
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
Facilities Project Managers Guide
(2,715,282)
$42,017,447
Page 160
Company A VALUE ENGINEERING/COST ADJUSTMENTS
Building X Hall Cornell University (date)
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
Facilities Project Managers Guide
Don't forget to hide these columns
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
Facilities Project Managers Guide
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
Facilities Project Managers Guide
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
Facilities Project Managers Guide
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:
Facilities Project Managers Guide
Page 165