FOCAL POINT
for a public open house on September 10, an experience he was able to share with family and friends. “I hope everything works!” he jokes. It was an opportunity to show them what he’s been working on the past few years — and to thank them for their support. “Like many on our team, I’ve had tremendous support from my wife and kids, and from my extended family and friends,” he says. “The thing I’m most proud of is that my family and friends will be able to enjoy something I was part of building.” He’s looking forward to eventually taking off his hard hat and experiencing Rogers Place like everyone else — as a spectator. “The technology and space you have to move around on the concourse is going to blow people away. Also, the different seating options are really special. I think the PCL Loge Level will be a product that everyone will get to enjoy,” he says. In this area — one of seven levels — fans can enjoy games or shows while seated at semi-circular tables overlooking the lower bowl, with in-seat food and bever- age service and access to an exclusive open concourse offering food and drink.
PROJECT MANAGEMENT: IT’S AS EASY AS 1-2-3
Yes, there are far more than three steps to successfully managing a megaproject like Rogers Place. But for Mike Widdifield, P.Eng., PCL’s Construction Manager for the arena development, the following three approaches helped him and the PCL team move the project forward on time and on budget. They’re published here in his own words. 1. For us, as the builder, one of the biggest challenges was the organization of — and information flow to — the huge number of frontline workers that it took to achieve what was accomplished. In 30 months of construction, we carried out over 9,500 worker orientations and amassed over three million worker hours. Our peak workforce at any one time hit about 1,250 workers. This size of workforce isn’t typical to the commercial construction market here in Edmonton. It took layers of supervision, a lot of meetings, and a heavy reliance on technology to ensure information was shared as quickly and efficiently as possible to the people putting the actual product in place. 2. One key to our success, at a high level, is ensuring each person in that large group has a vision of where the group is going and the clear path of how to get there. Then there's ongoing monitoring, revisiting of the path, revising as necessary, and removing roadblocks. 3. Specific to this project, breaking the large square footage of the building into areas — each with their own dedicated PCL supervisor and trade contractor foreman — was one tactic that worked very well. This was driven by our field leadership team. Dealing with the entire building in itself could be overwhelming, but breaking it into smaller, more manageable chunks allowed for more streamlined communication and implementation.
NOW WHAT?
The day after the open house, Mr. Widdifield spent a relax- ing Sunday with his family. On the Monday, he was back at Rogers Place, but with a new focus. “There will still be a lot of work to do to wrap things up, with deficiencies and the like,” he says. What comes next for him is still up in the air. “I actually don’t know what or where my next project will be with PCL,” he says. “I’m very excited with what the future may bring.”
64 | PEG FALL 2016
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