Management activities can also include communication plans for keeping project participants informed of the project effort. For the active Dugmore Hall project, it is not recommended to undertake creating a formal project charter but it is recommended to document roles and responsibilities for the project going forward. In particular, for the role of construction coordinator. In a traditional design-bid-build project this role has been significant however in design-build it is perceived that the responsibilities have changed. For clarity, it is recommended to identify and document the desired responsibilities. • Considerations of an aggressive project timeline: The driving factor for the overall timeline of Dugmore Hall is to be available for occupancy in fall 2019. While the project is on schedule, the timeline to meet this goal is described as “aggressive” and “accelerated.” As one project participant shared in regards to the schedule, “Just because we can do it, doesn’t mean we should do it.” The impact of the project pace, particularly in the design efforts, is uncomfortable and it is questioned by some if there were potential opportunities to explore options that were missed to ensure that the timeline was met. When considering project timeline, future projects should be aware of these factors and also that CWU project team members dedicated significant amounts of time and energy in order to meet deadline demands. • Documented and available building standards: It is recommended to establish, document and make available building standard guidelines for CWU. It is recommended to include standards for different types of construction (e.g. academic or housing) and identify when standards may be deviated. Project schedules do not provide the necessary time for this type of discussion and establishing this document would remove this pressure from individual project efforts. • General observations and recommendations: o Revisit the decision of management of contingency funds. In the design-build process there are pros and cons to advocate for either construction or owner managing the funds. Future design- build efforts should consider these positions in relation to their project when drafting contracts. o It is recommended to consider methods and strategies to encourage a collaborative culture between divisions and departments. While this project has narrowed that gap, the opportunity remains to increase the efficacy of these working relationships. o The design/build process is not meant to preclude FMD tradesmen from inspecting and understanding the building as it is constructed. This is an important process to ensure proper maintenance of the facility after construction is completed. o It was not clear from the beginning that the intent was to include Rec X/Parking/Residence Hall/Dining in an overall cohesive design. o Document a formal communication plan. Between now and project completion, identify key milestones, what communication activities need to occur with these milestones and who will be responsible for the communication. This will be particularly helpful in the weeks leading up to significant construction completion and move in day.
Dugmore Hall PQR 112118
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