Project Opportunities Project improvement opportunities identify recommendations for either the current mid-project or lessons learned for future project efforts. • Establishing the project: At the start of the project it is recommended to include earlier stakeholder groups, such as facilities and housing, in collaboration and communication. Future projects can benefit from a formal internal CWU kick-off meeting, even before the planning effort, which can ensure the right voices are included in crafting project scope and, in the case of design-build projects, the Request for Qualifications. Dugmore Hall was initiated in response to steady enrollment growth at CWU. Going forward it is recommended to consider how the Housing Master Plan is informed by the Strategic Enrollment Plan and overall goals for enrollment growth at the Ellensburg campus. • Validating scope: Dugmore Hall is the first design-build project CWU has undertaken. In planning for this project, a scope statement was created and used in the Request for Qualifications. However, during the design process it was identified that some initially desired features would be beyond the project budget. It is recommended to explore how future design-build project efforts could employ measures or techniques to more quickly right-size scope to budget and better set expectations for a project. Due to the aggressive project timeline, it was determined to prioritize design of the Residence Hall over the Dining facility. This was to help ensure the Residence Hall would meet the Fall 2019 occupancy deadline. An unintended consequence of this decision was that at the time the Guaranteed Maximum Price (GMP) was set, the Dining Hall design was minimal. This recommendation does not call into question necessary prioritization decisions, but for future design-build projects, it is recommended to have design completed for all major components prior to setting the GMP. • Creating an Overall Project Charter: A project management best practice is the creation of a formal project charter to document, among other things, project governance, roles and responsibilities, and change management. At the time of the initiation of the Dugmore Hall project, CWU had not established project management deliverable standards. For future project efforts it is recommended to create a formal overall project charter. The document should address: o Executive sponsorship, decision-making framework and the escalation process. Documenting decision-making removes confusion and can help with efficiency. Identifying project sponsors also provides guidance to the project team and any contractor teams for project communications and to determine when escalation is appropriate. o Roles and responsibilities within the project team and also those of participants to the project. The design-build process does introduce new or different roles and responsibilities compared to a traditional design-bid-build project. Documenting the roles, who will fill them and the associated responsibilities helps clarify expectations for the new process and provides a mechanism for communication and accountability. o Change management activities both for those involved in the process and end-users. For Dugmore Hall, the core CWU project team benefitted from a strong collaborative relationship with Lydig/Mahlum through the design-build process. On future design-build projects, the group of extended project participants may benefit from short training or an overview of the design- build process. The purpose would be to help these participants better prepare for their role and, in particular, understand the project schedule demands so that they can support them. Change
Dugmore Hall PQR 112118
Page 15 of 25
Made with FlippingBook - Online magazine maker