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Construction quality control begins with the attitude of the project team. The long term importance of quality must be maintained while considering the short term needs of budget and schedule constraints. Cook Brothers, Inc., will prepare and implement a quality control program applicable to all team members. Its principal components are:

1. Pre-Construction Phase
   1. Quality Control Team Meeting: Meet with the Owner and architect to review quality control requirements and priorities and to establish specific concerns.
       
   2. Document Review: Review bidding documents to ensure completeness and coordination between disciplines and to provide input on quality control guidelines for contractors.
       
   3. Pre-Bid Meeting: Hold pre-bid meetings with potential bidders to emphasize the quality requirements of the project, to outline inspection and control procedures, and to ensure that contractors thoroughly understand the bidding documents.
       
   4. Quality Check and Schedule Forms: Prepare appropriate forms and a schedule delineating the frequency and format of inspections. These should include quality checks for submittal and shop drawing review, material checks, and construction quality inspections.
       
2. Construction Phase
   1. Inspections: Regularly inspect quality of the work and act as primary inspector of quality. Inspect critical material at suppliers’ factory to avoid schedule delays. Direct the contractors to improve or replace work below the required quality level. Inform the architect and/or the Owner if the quality appears inconsistent with the requirements of the contract documents. Although we provide the primary inspection function, the architect remains ultimately responsible for quality interpretations.
       
   2. Standards: The field staff we propose knows how things are built and how they should look when they are completed. We work closely with the trade contractors’ foremen to make sure that work is done properly and the finished product meets and/or exceeds the specified standards. The key is not in attempting to drive the trade contractors, but in establishing high standards and convincing them that it is in their best interests to meet those standards.
       
   3. Ability to Deliver Quality: Quality does not happen by accident, nor can in be guaranteed through the application of sophisticated support systems alone. It starts with an experienced project team, the establishment of specific quality goals, and vigorous monitoring of the total delivery process. We are proposing such a team as well as the management tools to support them.
       
3. Quality Control Process
   1. Procurement Stage:
      1. Pre-bid meetings
      2. Pre-qualify bidders/suppliers
      3. Review documents
      4. Review and verify successful bid proposals
          
   2. Shop Drawing Stage:
      1. Document/review submissions
      2. Expedite shop drawings' movement between architect/engineer and contractor/subcontractors
      3. Pre-construction meeting
          
   3. Construction Supervision:
      1. Inspection of workmanship
      2. Control schedule
      3. Determine manpower/equipment requirements
      4. Develop punchlist
          
   4. Completion Review:
      1. Define startup procedures
      2. Monitor test/balance
      3. Training of owner's personnel
      4. Operation and maintenance manuals/final as-built drawings
      5. Warranty follow-up

   
   

 
The quality control organization will be headed by an officer in our corporation, assisted by our on-site construction team. The on-site representatives will answer or report only to the head of the quality control, or the project executive. Cook Brothers, Inc., will designate by letter certain technical and laboratory personnel to assist the quality control representatives in the performance of their duties.

We will designate, by letter, an assistant, if required, that will aid in the off-site inspection of such items as reinforcing steel and miscellaneous steel during fabrication. This assistant will further aid the quality control representative by periodic visits to the job to visually inspect the work for compliance with the contract requirements.

"This plan will be administered by the
quality control representative so that all personnel
involved in the construction of this project
place quality first."

The project superintendent will be instructed by the quality control representatives in the type of quality control that is required. The superintendent will be expected to be aware of and assist the quality control representative in making inspections and tests. It will be the duty of the superintendent to perform work in accordance with the contract documents.

The various contractors’ on-site superintendents will be instructed by the quality control representative in all aspects of quality control for their respective work. These personnel will report and correct any work that is not in accordance with the contract documents.

The various contractors’ superintendents will be required to show the quality control representative that they are qualified to inspect and approve the work.

The following names are a sample of those furnished as quality control personnel:

• Quality control representative - J. Hayes Woodward
• Cook Brothers, Inc.'s on-site construction team
• Contractors' superintendents
• Testing Laboratory

 
An important part of the quality control program us the formation of our completion review team for this project.

The completion review team will consist of the following:

• Representatives of the Owner
• Representatives of the Architect
• Representatives of the Engineers
• Quality Control Representative
• Superintendent
• Project Manager
• Contractors' Superintendents
• Personnel and Staff Members of CBI's Construction Team

This team will have four planned scheduled meetings:

1. Prior to the start of construction
2. Immediately after foundations are completed
3. Immediately after "dry-in" of the structure.
4. Prior to substantial completion inspection
   

Of course, additional special meetings of the completion review team may be called if and when necessary.

These meetings will consist of a scheduled conference to review all aspects of the construction to ensure a quality project completed on time utilizing cost-efficient methods.

The completion review team will begin its evaluation and review, beginning with excavation and continuing through the turn over of keys at completion.

Items for review by the completion review team

• Weatherproofing requirements to ensure that the structure is water tight from the foundation to the roof.
  
• Value engineering and cost effective construction methods to ensure maximum cost benefits
   
• All special construction and equipment to ensure timely approval and receipt.

Requirements for Substantial Completion

Prior to requesting the inspecting agency’s certification of substantial completion, for entire work or portions thereof, complete the following, and list known exceptions:

1. Complete work in accordance with contract documents.
2. Advise the using agency of pending insurance change-over requirements.
3. Submit specific warranties, operation and maintenance manuals, maintenance agreements, final certifications, and similar documents as required by contract documents.
4. Obtain and submit releases to allow the using agency full and unrestricted use of the facility and access to services and utilities. Included are occupancy permits, operating certificates, and other similar documents, as required.
5. Submit record drawings and other final record information, as specified.
6. Deliver tools, spare parts, extra stock of materials, and similar physical items to the Owner.
7. Complete start-up testing of systems and instructions to Owner’s operating/maintenance personnel.
8. Prepare and submit any additional information required by the contract.
9. Within a reasonable amount of time after receipt of list, the Owner will inspect to determine status of completion.

Requirements for Final Completion

Notification to the Owner and the design team, in writing, within a reasonable time frame prior to the date final inspection is requested. Final inspection will be made following completion of all contract work and when compliance with the following requirements has been met:

1. Submit certified copy of substantial completion list stating each item has been completed, or otherwise resolved for acceptance.
2. Submit follow-up documents required if incomplete documents submitted at substantial completion.
3. Comply with final completion and acceptance requirements of contract documents.
4. Prepare and submit any information required by the general conditions.
5. Verify that the work is complete including, but not necessarily limited to, any items mentioned in the general conditions.
6. Certify that:
   1. Contract documents have been reviewed.
   2. Work has been inspected for compliance with the contract documents.
   3. Work has been completed in accordance with the contract documents.
   4. Work has been completed in accordance with the contract documents.
   5. Work is completed and ready for inspection.

POTENTIAL CONFLICT/ ISSUE:
Fire Station No. 2
City of Tallahassee

The entire exterior of the building had only three (3) 90-degree angles. The balance of the building consisted of many angle variations.
 

RESOLUTION:
Utilizing the vast experience and education in masonry of the members of our staff, our company planned ahead and developed strategies to construct this building that contained multi-faceted components and that went beyond the standard architectural design and overcame the potential problems before they even had a chance to occur.

SUMMARY:
With five members of our staff licensed as structural masonry inspectors, and with the vast experience in construction our staff possesses, we were able to overcome any potential quality control problems before they even had a chance to occur.

POTENTIAL CONFLICT/ ISSUE:
New English Building
Tallahassee Community College

This building was a must-have for the owner. Time was of the essence throughout construction.

RESOLUTION:
Our firm knew this and conducted a comprehensive pre-substantial completion inspection, creating a list of items to correct and/or repair that was immediately sent via facsimile to all of the subcontractors. When the time came for the architect’s scheduled substantial completion inspection, most of the work had already been completed, and the list was minimal. This ensured that the requirements were met ahead of time and allowed the owner’s occupancy to be pushed up that much further.

SUMMARY:
By thinking ahead, we were able to save time and give the owner a quality product on time without excuses.

POTENTIAL CONFLICT/ ISSUE:
New Social Sciences Building
Tallahassee Community College

Early in construction, we realized that an exposed concrete stair was a focal point on the building. Not only would the exposed concrete be unaesthetic, it would also be used heavily by the students, and no simple finish would handle the traffic.

RESOLUTION:
We proposed the use of elastomeric textured finish. The Platonic would hide any small concrete shrinkage cracks, and the texture would give an even finish appearance and help keep hands/fingerprints from showing up. The outcome has been a year’s full use, and the stair appearance is the same from the day it was painted. This extra work was performed at no additional cost to the owner.

SUMMARY:
Our procedure of thinking ahead and reviewing things with the entire project in mind, and not what is just in front of us at the time, helped avert a potential problem, and at the same time, give the owner an even better product than what was originally called for.

 
Construction quality control begins with the attitude of the project team. The long term importance of quality must be maintained while considering the short term needs of budget and schedule constraints. Cook Brothers, Inc., will prepare and implement a quality control program applicable to all team members. Its principal components are:

1. BUDGETING
    
   Budgets are the cost goals set for the program. Some tend to set the budget too low, causing the client to have a hard time facing what things really cost. Like all of us, when spending our own hard-earned money, Cook Brothers, Inc., believes in being honest and open when developing budgets and in listing options for reducing budgets when required.
    
   
   Cook Brothers, Inc., manages a client’s money as if it were their own. It is one of the most valuable contributions we make to a project.
   
    
2. VALUE ENGINEERING
     
   Value Engineering is a systematic, common sense approach to saving money, a rigorous inspection of project costs to produce the greatest value for least cost. “Value” has to be defined before it can be engineered. Every project has different values. The client must rate the priorities for his project – he must establish the values.
    
   Cook Brothers, Inc., believes in completing value engineering before design. Our value engineering will be teamwork, done with the State University System, who understands the function; the architect, who understands the design alternatives; and Cook Brothers, Inc., who knows the cost of the design alternative.
    
   There is not time to form a value engineering study team for every detail of a project. A system is needed to pinpoint the appropriate subjects; our budgeting format does that. We establish reasonable budget costs for each construction system. If an estimate exceeds a budget item, we know it is a good candidate for value engineering.
    
   Value engineering requires more than looking at the pieces of a project. We have got to determine what is more economical.
   
    
   It is remarkable how much money can be saved if you
   can encourage people to work together.
   
    
3. ESTIMATING
    
   Cook Brothers, Inc.’s estimating capabilities are one of the key components we provide to the project team. Our estimating performance has proven extremely accurate, having been refined and improved by years of “hard-dollar” estimating competition. This hard-dollar background provides all Cook Brothers, Inc., clients with construction budgets in-line with market conditions and piece of mind that their project will be constructed on time and within budget.

   Each client and project require tailored estimating services; from conceptual, for the development of project “order magnitude”, to detailed surveys and pricing for refined and accurate budgeting. Each method of combination thereof gives relative accuracy predicated on differing stages and development of design.

    
   “The project will be completed on time and within budget…”
   
    
   Budgeting-Schematic Phase
   1. Make It Right - Setting a budget too low is like skydiving without a parachute: everything is fine for a depressingly short time. Conversely, with an inflated budget, a project crashes before it can take off. Cook Brothers, Inc., can play a big role in the budgeting process.
       
   2. Define What's In and What's Out - We will be precise from the start. We will know exactly what the budget covers – fees, legal costs, etc.
       
   3. Establish Permanent Budget Categories - You must be able to refer to previous budgets, line-by-line, to control costs. Cook Brothers, Inc.’s computerized cost control system will keep track of costs and budget transfers so that at all times, from conceptual design through construction, the financial status of the project is known.
   
    
   During the initial schematic phases of each component, Cook Brothers, Inc.’s estimating staff will meet with the various consultants to review design intent, specifically civil, structural, security, mechanical, and electrical system components, for and understanding of the designer’s approach to the State University System’s needs. The review, as with all of the required estimating services, will be conducted with qualified Cook Brothers, Inc., support staff. One of the unique qualifications we offer our clients is complete “in house” estimating capability for disciplines of construction. Further, Cook Brothers, Inc., will require meetings with the project team members, to investigate and develop “component specific” constraints (i.e. site conditions, logistics, storage, and other general requirements) affecting budgeting costs.
    
   Following investigations, a preliminary construction budget will be assembled using conceptual building system component costs from both Cook Brothers, Inc.’s extensive local historical records of similar construction systems and the use of historical cost publications indexed for the area. This approach, along with specific local information (i.e. labor, wage rates, community utility and permitting charges, labor availability, escalation factors, and allowance for “site specific” constraints) will help produce a preliminary construction budget incorporating contributable cost elements.

   Estimating - Constructability Analysis

   1. Cook Brothers, Inc., places great importance on constructibility as an area with great potential to improve cost-effectiveness in the construction project. You will receive our corporate commitment to constructibility. Our project executive, with support from our technical support staff, will be responsible for managing the construct ability program. Communication with the Architect and the Owner will be critical during this intensive period of review.

      We design documents for operational efficiency and constructibility at each major phase of design. The purpose of these reviews is to eliminate ambiguity, identify details which are difficult or costly to execute in the field or which, in our experience, will not perform well, and to check discipline coordination.

       
      “The project will be completed on time and within budget…”

 
Concepts:
As a minimum, the following areas or concerns will be addressed or reviewed:

• Recognition that start-up and construction drive engineering and procurement scheduling
• Compatibility of design with local construction practices
• Use of contracting/management approaches that promote construction efficiency
• Promote a thorough understanding of project requirements and procedures
• Strategies for involvement of local contractors and suppliers
• Emphasizes standardization and repetition
• Analyze design to promote accessibility for the construction process
• Adaptation of design/construction methods and strategies toward project location and timing.
• Use realistic or common specifications
• Assure quality and completeness of design/material deliverables
• Plan/develop site access to promote construction efficiency
• Utilize most efficient work place for accomplishing work
• Minimize unscheduled and unproductive activity
• Maximize utilization of modern techniques as well as time-proven methods
• Plan work sequences for maximum efficiency
  
 


Estimating - Construct ability Analysis

1. During initial design development, the continuance of regular review meetings, further discussion and recommendations regarding selection of materials, system components, construct ability, schedule, and other cost considerations, will contribute to controlling budgetary parameters.

   Cook Brothers, Inc., does not decide what spaces should be programmed or designed. We do, however, keep scrupulous records of decisions, understanding, and questions. We do not force conclusions, but promote the dialogue that will result in clear decisions. We provide information that makes these exchanges meaningful with regard to their probable cost.

   Cook Brothers, Inc.’s management team, supported by our technical services group, understands these decisions can seem to produce more losers than winners. Our role is to find opportunities to reduce the cost of each decision so that the maximum numbers of needs can be filled, and to foster fidelity to the total budget. It is a role that requires diplomacy as well as technical skill.

   Upon 30% completion of design development, Cook Brothers, Inc., will provide a complete estimate. The estimating method will vary from the initial conceptual approach as a result of the availability of more complete drawings and specifications, Though design documents will be incomplete, Cook Brothers, Inc., will perform detailed quantity surveys and pricing from available information and will perform building system conceptual estimates where documents lack detail. It also would be Cook Brothers, Inc.’s recommendation for assistance of subconsultants at this milestone, since design intent and basis is identified. Subconsultants, typically qualified local specialty contractors, will prepare separate estimates from that of Cook Brothers, Inc. Upon their submission, estimates will be reviewed and recommendations made for further budgetary consideration.

   Continually, upon designer submissions of more complete plans and specifications, Cook Brothers, Inc., will provide cost updates of refined or revised system components. This continued dialogue will keep all team members aware of advantageous and detrimental cost components and further provide the State University System with accurate information affecting budgetary decisions.

   Upon completion of design documents, Cook Brothers, Inc., will provide a guaranteed maximum price for approval and acceptance.

    
   Once decisions are reached, we do not prevent them from being reopened. Conditions change, and positions are reconsidered, but revisiting a decision does not increase the funds available. Appropriations are fixed; allocations are flexible.
 


Estimating - Construction Document/Procurement Phase
This estimate is performed at the completion of 50% construction documents, based on quantity take-offs. It provides a check on the assumptions and agreements made in reviewing the design development estimate and provides a basis for rapid updating that will be required for the final pre-bid estimates when time is short.

1. Pre-Bid Estimates - These are detailed estimates structured to match each bid package that are prepared prior to bid opening. They are used as a basis for comparison with the contractor’s bid schedule of values, to facilitate negotiation of a contract price.

   Each estimate will be reviewed in a joint meeting with the State University System staff and your design team. Assumptions will be tested, unit costs and areas will be checked, and mutually agreed modifications will be made to quantities, levels of quality, range of fixtures and fittings, and costs. The estimated dollars are useful to the design team only if they are accompanied by a narrative describing what is included in the estimate and, equally important, what is not included.
   

Cost Control - Construction Phase
During the construction phase, cost control procedures continue. Separate Cook Brothers, Inc., estimates, along with that of each contractor, will be made for all modifications. Upon receipt of the trade contractor’s proposed amounts, comparative review will be conducted to establish completeness and fair pricing consideration. Subsequent to Cook Brothers, Inc.’s review and upon the State University System’s approval, modifications will be issued and the control estimate revised to reflect the changed amounts. Following are detailed descriptions of our change order control and key construction accounting systems for performance/payment approvals.
 
 

4. CHANGE ORDER CONTROL SYSTEM
    
   Change orders are a fact of life, even though they are equally disruptive to the client and contractor. There is often a need to change the project to match a modified user need. It is Cook Brothers, Inc.’s goal to settle every change within thirty (30) days after it is issued. This not only keeps the project current financially, but also keeps all the parties on the same current baseline.
    
   Our proposed change order control system provides means to prepare, review, and process change requests for review and approval. This system will keep track of change orders from the point of inception to the final acknowledgment of the approved change order document. The system has reporting capabilities to inform the appropriate people about the following:
   
   1. Date change requested from originator
   2. Date processed by project manager
   3. Date proposal received from contractor(s) and cost
   4. Date proposal issued to Owner
   5. Proposals outstanding [more than thirty (30) days]
   6. Status of negotiations on each proposal
      
      
   Performance Measuring and Progress Payments
    
   Cook Brothers, Inc., will include specific contract submittal specifications in the construction bid packages as part of the contract review requirements, prior to release of bid documents. This submittal information will provide the basic information necessary to monitor progress and control project budget and schedule.

   Once the apparent successful contractors have been selected, Cook Brothers, Inc., will, as an integral part of the construction team in pre-award conference,
   assure that a clear understanding exists between the apparent successful bidder and the construction team on how performance of the contractor will be measured and how request for progress payments will be processed. An extremely important part of this performance measurement system will be how the contractors’ submittal information is integrated with the project construction schedule.

   As items of the work packages are completed, they are reported as complete by the Cook Brothers, Inc., superintendent. The project manager keeps a tally of the completed items. At the end of the progress period the superintendent compares his notes with the contractor’s progress reports as a check and balance function to determine actual work-in-place. (Unit price work may require daily sign-off.) The cost/schedule engineer then updates the quantity installation registers with the quantities received from the discipline engineer’s weekly report. This information is then used to calculate the percent complete for the project based on quantities installed, divided by the total quantities and weighed by budgeted man-hours. After processing, the registers are sorted by account number to update the pay estimate system, and by activity number to update the schedule.

   The project progresses on a weekly basis; cut-off is usually defined a Sunday night, and all automated systems and charts are updated by the following Tuesday night. A weekly meeting will be held on Wednesday among the project control group, project management, project engineering, and the Cook Brothers, Inc., superintendent, in which the project performance and schedule are reviewed. During this meeting, field problems are discussed and if immediate solutions are not available, a corrective action plan is developed and tasks are assigned to appropriate personnel for problem resolution. 

    
   Cook Brothers, Inc., is well aware of the importance of monitoring contract change orders and the subcontractor/supplier payment process, particularly in these uncertain economic times. Our purpose is to protect the Owner from as much of the details and paperwork as possible.

    

POTENTIAL CONFLICT/ ISSUE:
Gymnasium Addition
Robert F. Munroe Day School

During the initial planning stage of the Robert F. Munroe Day School project, the owners started with a budget of $350,000. The plans for the project were finished, and the initial cost estimate exceeded $375,000.

RESOLUTION:
A cost control plan was initiated that utilized value engineering and the sales tax savings program. Just one example of the value engineering ideas initiated was engineering a heating and air conditioning system that better fit the owner’s need by increasing overall tonnage and eliminating the unnecessary “bells and whistles” that the engineers had recommended. This saved the owners over $20,000 alone.

In addition, we implemented our sales tax savings program that saved money without sacrificing anything from the plans and specifications. By coordinating the direct purchase of items for the owner, a sales tax exempt entity, $35,000 was saved from the project budget.

Before any construction had even begun, Cook Brothers, Inc., was able to develop a pre-construction budget of $308,000, and the owners used some of their savings to increase the project’s scope.

SUMMARY:
Without sacrificing the quality of the project, we were able to give a pre-construction estimate that was actually lower than the construction budget by utilizing the following cost controls:

• Value Engineering
• Sales Tax savings by owner purchased items
  
  

POTENTIAL CONFLICT/ ISSUE:
Fire Station No. 2
City of Tallahassee

The City of Tallahassee had a very specific budget for this project. However, in the midst of construction, the owner had several enhancements they desired that changed the plans and various scopes of work and also resulted in several change.

RESOLUTION:
Having a comfortable working relationship with our subcontractors, we were able to put together the best prices possible for the changes in the work. And, working closely with the owner, we helped them select materials and products readily available at reasonable costs from respectable companies. Based on our intensive knowledge of the market, we had pricing and materials that would meet the owner’s approval, and in fact, brought the job in under budget in excess of one million dollars.

SUMMARY:
Without sacrificing the quality of the project, we were able to complete the job within the owner’s needs with limited plans and limited resources by:

• Working closely with the owner
• A strong relationship with our subcontractors
• Using our vast knowledge of the construction market
  
  

POTENTIAL CONFLICT/ ISSUE:
New English Building
Tallahassee Community College

The plans provided a detail at twelve locations using hollow metal frames and glass blocks for an accent panel in a fire rated wall. With our knowledge of the construction industry, our company knew there was not an approved assembly using these combined materials for this particular type of application. Not only would it have been more expensive, it would not have been an approved assembly. Thus, if we had simply installed work as shown on the contract documents, the owner would have been left with non-rated openings in a fire rated area.

RESOLUTION:
After assessing the situation and the possible conflict, we designed a rated assembly detail eliminating the hollow metal frame. The significant savings of not utilizing hollow metal frames was passed on to the owner.

SUMMARY:
Recognizing a potential conflict as well as the possibility of a considerable cost savings to the owner, we were able to adjust the detail of the plans and save the owner a significant amount of money by utilizing the following:

• Intensive knowledge of the construction industry and codes
• Knowledge of cost savings for materials
  
  
  

POTENTIAL CONFLICT/ ISSUE:
Exterior Renovations
Quincy State Bank

Prior to the renovations of this building, the owners were under the impression that they were going to have to relocate their staff to leased office space once the interior renovations began. There was also the concern that the drive-through window of the bank would have to be closed for two months, hindering the day-to-day business of the bank.

RESOLUTION:
In regards to the interior office renovations, Cook Brothers, Inc., met for several hours with the owner’s representatives and the two parties came up with a plan to partially board off the offices under renovation, giving an area in which both parties could proceed with their work. Safety remained an important factor in this plan, and with the expertise of the project manager, the safety of the bank personnel was never jeopardized.

The bank offices never closed and we were very pleased with the coordination of the project.

During the construction of the drive-through window, we were able to utilize a fast track schedule and the submittal register. The drive through was only partially closed during construction and was completed within 3 weeks.

SUMMARY:
This potentially severe conflict was resolved with the following steps:

• Early detection due to record keeping
• Instant communication with the owner
• Cooperation and development of a strategy
• Effective use of record keeping practices
  
  
  
  

POTENTIAL CONFLICT/ ISSUE:
C & H Building Renovations
Tallahassee Community College

This project consisted of retrofitting 4 new AHU in a building that could only have the systems off during the holidays so as not to conflict with the students and teachers.

RESOLUTION:
The removal and replacement was scheduled only for holiday work. Temporary piping for the new units was fitted prior to the holidays. Any controls that were required that could be installed ahead of time were. Pipe bridges with controls were pre-built when the Christmas holidays came around. Only removal of existing units and installation of a the new units was required during the 14 day period. Units were removed and new ones installed with pipe connections and were up and running before the students returned.

This project was completed approximately 5 months ahead of schedule with no problems or conflicts with the students.

SUMMARY:
This potentially severe conflict was resolved with the following steps:

• Reviewing of project schedule
• Good relationship with subcontractors
• Understanding the dire need of fast-tracking this major portion of the work
• Utilization of the scheduling software to restructure the schedule.
  
  
  
  
  

POTENTIAL CONFLICT/ ISSUE:
Old Student Union/Extended Studies Buildings Renovation and Addition
Tallahassee Community College

The project started running behind schedule due to adverse weather conditions during the winter of 1998.

RESOLUTION:
With Sure Trak Project Manager Scheduler, our firm was well aware of the total impact these weather delays had caused. The contract only allowed for days over average; however, due to the great amount of days over average and the time of constructions, the impacts were more than could be requested by contract.

We were able to realize control activities and change relationships with activities that control the critical activity. In other words, start certain items ahead of the originally scheduled date where possible. This allowed our firm to make up time the weather impacted further than the contract would cover. With this type of scheduling, we were able to turn the building over to the owner when the owner needed it, and not delay the use of this building.

SUMMARY:
The Owner’s needs and desires were met utilizing the following:

• Reviewing the project’s CPM schedule and manipulating events around it.
• Subcontractors who cooperated with all of the necessary scheduling changes.