The 25/10 Concept - Improving the Probability of Success

The 25/10 ConceptThe 25/10 Concept
Improving the Probability of Successful
Projects Webinar
©2011 Thomas N. Frisby
www.frisbygroup.org
ThomasFrisby@msn.com

ContentsContents
Subject Slide
 The Program & Design Phase 7
 Build It Before You Build It! 10
 BIM 11
 Make Sure It Will Work Before You Find Out It Won’t 12
–The Hard Way
 The Management of Reality 16
 The Stand Down – Take a Deep Breath
 The Game Plan – Collaboration 28
 Effective Planning
 Drawing Clean-up 33
 Use Your Head Planning 35
 Empire State Building
 Building In Quality 38
 Supply Chain Management 43
 Planning 44
 The Creation of the Schedule 50
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The IssuesThe Issues
1.1. Construction productivity has generally not
improved over the last two decades.
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The Issues (contThe Issues (cont’’d)d)
2.2. Recession’s impact will create further problems:
 1.5 million construction jobs lost
 Architects have declined by 100,000
3. In best of times:
 Schedule and cost overruns are endemic
 “Big Dig” overruns could almost sink the state’s
economy
 Profit fade characterizes countless projects
 Waste in industry (overruns, workmanship, claims)
considered to be over $120 billion a year
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The Issues (contThe Issues (cont’’d)d)
4. The scheduled last 10% of a project often
ends up being12%, 15% or more and everyone
loses. This is one of the contributors to the $120
billion in waste in the construction industry.
5. The benefits of higher productivity mean lower
construction costs, higher profits to the contractors.
 And those are simply the direct benefits. Indirectly, lower
construction costs would ripple through the economy,
and in a salubrious fashion. As the Business Roundtable
pointed out in its study of the construction industry’s ills,
“the price of every factory, office building, hotel or
power plant that is built affects the price that must
be charged for products and services.”
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The PurposeThe Purpose
The goal of this program is to identify major
causes of project cost and schedule
overruns, and to present a protocol which
enhances the probability of success for all
the parties (owner, design team, contractors
and suppliers).
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History of this ProgramHistory of this Program --
The BatteryThe Battery
Experience shows that many projects were like the battery - they just kept going and going.
The last 10% of the project became >12-15% or more.
 None of the project parties goals was met and all of the parties suffered, to some extent,
negative financial consequences.
Yet often the contractors forecast throughout the project that schedule and cost goals will be met. Then
suddenly, like a virus attack, monthly reports to the surety show profit fade, often red dollars. The
contractor is now telling the owner the schedule will be missed and sometimes, the owner is surprised
with a large delay damage and/or labor impact claim.
To understand this common phenomenon, the concept of “ultimate cause” was followed. It soon
became apparent the cause of these overruns was not in the last 10% but:
 Largely in the program and design phases.
 The first 25% of the construction project.
The failure of the Project Management Process
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And so,And so,
The Concept of 25/10 Was BornThe Concept of 25/10 Was Born
We examined the ultimate causes at the front-end of the project that caused the failures and delays
at the tail-end and the dynamics were in the front-end:
1.Incomplete, inaccurate drawings
2.Subsurface conditions
3.Ineffective Project Management
4.Lack of Real Collaboration
 Priority Management
5.Inadequate planning
6.Supply chain management
7.Lack of meaningful schedule as effective tool for field personnel
8.Lack of performance planning and measurement tools
 Overbillings which confuse cash with profit
9.Timeliness of decisions
10.Change order resolution
11.Quality issues
The primary crisis in Construction Productivity is in Management! (from the Program Phase through
Design & Construction)
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The Program & Design PhaseThe Program & Design Phase
 Done properly, then the Construction Phase is just that – a Construction Phase. Not a lengthy
“continuation of design” through the RFI and Submittal process. The goal should be to avoid
riddling the production flow of projects with endless and avoidable delays caused by “cleaning
up the drawings” and “playing with the submittals” and avoid the killer bee of Changed Conditions.
 Even great project management techniques cannot completely overcome inadequate pre-
construction phase, and inadequate subsurface investigations.
 Risk shifting and disclaimers cannot overcome inadequate pre-construction phase.
 The Probability of Successful Projects is Enhanced enormously through the successful
performance of these phases.
 TQM begins in pre-construction phase.
 The Architect’s Handbook of Professional Practices – a good starting point!
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Opportunity to Affect Project Costs Over TimeOpportunity to Affect Project Costs Over Time
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Cost Growth Attributed To and Controllable AtCost Growth Attributed To and Controllable At

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Build It Before You Build ItBuild It Before You Build It
BUILDING INFORMATION MODELING
3D – A Parametric Representation of the Project
 Avoid Claim issues, such as:
 Equipment/Space Conflicts
 Dimensional Conflicts (i.e. S&A Drawings)
 Dilatory Decisions due to Above
4D – The Addition of Time → (but be careful of this one)
5D – Quantities of Materials
Permits each contributor to the design to see what other designers have
produced so they can collaborate on potential conflicts, “smashes,” errors
(dimensions) and/or improvements before finalization of design
documents. Leverage construction knowledge in design phase.

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BIMBIM –– Potential AdvantagesPotential Advantages
 Shop drawings also can be created during this design process. Carrying that step a
little further, if a steel subcontractor has already been engaged by the general contractor, a
cutting list can be prepared after the steel design has been completed, shipped to the mill to
obtain a rolling schedule, and dramatically speed up the entire structural steel cycle.
 The ability to identify collisions between various design components during the design
and preconstruction phase, thereby avoiding them in the field.
 The ability to visualize the building and construction in a simulated environment.
 The ability for all parties to do “what if” scenarios: aesthetics, cost, schedule.
 Higher reliability of unexpected field collision events allows for more off-site prefabrication of
various components.
 More accurate exploration of value engineering possibilities.
 Partial trade coordination efforts performed during the design process, which reduce or
eliminate this time-consuming operation when performed in the field.
 Reduction in general contractor or subcontractor Requests for Information, again a time-
saving benefit.
(Credit to Sidney M. Levy, Construction Superintendent’s Operations Manual)

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Make Sure It Will WorkMake Sure It Will Work
BEFOREBEFORE
You Find Out It WonYou Find Out It Won’’tt
The Hard WayThe Hard Way
 Smoke Detection Design & Construction,
Grand Cayman
 The Role of Commissioning

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CA – Does not include individuals directly
responsible for design or construction

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Potential Savings vs. Project SchedulePotential Savings vs. Project Schedule

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ButBut……TheThe Management of Realityof Reality
Often, the drawings and contract documents have not
undergone thorough checks for:
Accuracy
Completeness
Adequacy
Constructability
And adequate souls investigations have not been made.
The reality is that the design documents will have to be
completed during construction. And so, we see the
following results:

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Cost Time Activity RelationCost Time Activity Relation

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Crash CurveCrash Curve
NormalNormal
CostsCosts
Normal DurationNormal Duration

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1.Stacking of Trades
2.Morale and Attitude
3.Reassignment of Manpower
4.Crew Size Inefficiency
5.Concurrent Operations
6.Dilution of Supervision
7.Learning Curve
8.Errors and Omissions
9.Beneficial Occupancy
10.Joint Occupancy
11.Site Access
12.Logistics
13.Fatigue
14.Ripple
15.Overtime
16.Season and Weather Change
10%
5%
5%
10%
5%
10%
5%
1%
5%
5%
5%
10%
8%
10%
10%
10%
20%
15%
10%
20%
15%
15%
15%
3%
25%
12%
12%
25%
10%
15%
15%
20%
30%
30%
15%
30%
25%
25%
30%
6%
40%
20%
30%
50%
12%
20%
20%
30%
Minor Average Severe

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Lost Manhours Per Craftsman Per WeekLost Manhours Per Craftsman Per Week
Due to Overcrowded Work Areas vs. Project Completion StageDue to Overcrowded Work Areas vs. Project Completion Stage

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Due to Inspection Problems vs. Project Completion StageDue to Inspection Problems vs. Project Completion Stage

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Due to Rework vs. Project Completion StageDue to Rework vs. Project Completion Stage

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AbsenteeismAbsenteeism
The following shows the impact to labor productivity due to
absenteeism:
Percent Absenteeism Productivity Gain/Loss
· Level 1 0-5% 3.80% gain
· Level 2 6-10% 24.40% loss
· Level 3 >10% 13.00% loss
…..and it appears there is a greater tendency for
absenteeism during the end of projects.

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The Game PlanThe Game Plan
STAND DOWN – TAKE A DEEP BREATH
Before you swing a hammer – figure out how you are going
to build.
Two Notices to Proceed (NTP):
Administrative NTP
• Submittals
• Review Drawings
• RFI’s
• Schedule
• Processes
 Physical NTP
}}Convert Project from “Continuation of
Design” to a Construction Project ASAP.

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Planning the Work and SchedulingPlanning the Work and Scheduling
ARTICLE 2ARTICLE 2 –– PRELIMINARY MATTERSPRELIMINARY MATTERS
2.012.01 DELIVERY OF BONDSDELIVERY OF BONDS
A. When CONTRACTOR delivers the executed Agreements to OWNERA. When CONTRACTOR delivers the executed Agreements to OWNER,,
CONTRACTOR shall also deliver to OWNER such Bonds asCONTRACTOR shall also deliver to OWNER such Bonds as
CONTRACTOR may be required to furnish.CONTRACTOR may be required to furnish.
2.02 COPIES OF DOCUMENTS2.02 COPIES OF DOCUMENTS
A. OWNER shall furnish to CONTRACTOR up to ten (10) copiesA. OWNER shall furnish to CONTRACTOR up to ten (10) copies of theof the
original bid drawings and specifications. Additional copies wiloriginal bid drawings and specifications. Additional copies will bel be
furnished upon request at the cost of reproduction.furnished upon request at the cost of reproduction.
2.03 COMMENCEMENT OF CONTRACT TIMES; ADMINISTRATIVE2.03 COMMENCEMENT OF CONTRACT TIMES; ADMINISTRATIVE
NOTICE TO PROCEED; PHYSICAL NOTICE TO PROCEEDNOTICE TO PROCEED; PHYSICAL NOTICE TO PROCEED
A. This contract shall have two separate Notices to Proceed.A. This contract shall have two separate Notices to Proceed. The firstThe first
notice shall be an Administrative Notice to Proceed (ANTP). Thenotice shall be an Administrative Notice to Proceed (ANTP). The secondsecond
notice shall be a Physical Notice to Proceed (PNTP). The contranotice shall be a Physical Notice to Proceed (PNTP). The contract timesct times
shall commence to run on the day after the Administrative Noticeshall commence to run on the day after the Administrative Notice toto
Proceed. An Administrative Notice to Proceed shall be given anyProceed. An Administrative Notice to Proceed shall be given any timetime
within 30 days after Notice of Award. The District shall have awithin 30 days after Notice of Award. The District shall have a period of 90period of 90
days after the opening of bids to accept or reject any bid.days after the opening of bids to accept or reject any bid.
B. ADMINISTRATIVE NOTICE TO PROCEED (ANTP): After NoticeB. ADMINISTRATIVE NOTICE TO PROCEED (ANTP): After Notice
of Award, and upon execution of a formal signed agreement betweeof Award, and upon execution of a formal signed agreement between then the
OWNER and the CONTRACTOR, the OWNER will issue anOWNER and the CONTRACTOR, the OWNER will issue an
Administrative Notice to Proceed to the CONTRACTOR. The duratioAdministrative Notice to Proceed to the CONTRACTOR. The duration ofn of
the ANTP shall be for a maximum time limit of 60 calendar days.the ANTP shall be for a maximum time limit of 60 calendar days. DuringDuring
the 60 day time period, administrative procedures for the preparthe 60 day time period, administrative procedures for the preparation andation and
handling of shop drawings, submittals, RFIhandling of shop drawings, submittals, RFI’’s, pay requests, certified payroll,s, pay requests, certified payroll,
security, site access, overtime, change ordersecurity, site access, overtime, change order’’s, photographs, ass, photographs, as--builtbuilt
documents, startdocuments, start--ups, startups, start--up plans, testing, test results, training, diversionup plans, testing, test results, training, diversion
plans, spare parts, QC plans, nonplans, spare parts, QC plans, non--compliance notices, warranty items, QCcompliance notices, warranty items, QC
reports, coordination drawings, punch lists, certificates, schedreports, coordination drawings, punch lists, certificates, schedules, and forules, and for
all other deliverables required in the contract documents shallall other deliverables required in the contract documents shall bebe
satisfactorily established and approved by the ENGINEER. The basatisfactorily established and approved by the ENGINEER. The baselineseline
schedule shall identify ANTP as the start date of the project.schedule shall identify ANTP as the start date of the project. No physicalNo physical
construction activity, other than mobilization shall take placeconstruction activity, other than mobilization shall take place during the 60during the 60
day period after ANTP.day period after ANTP.
The following items shall be completed by the CONTRACTOR beforeThe following items shall be completed by the CONTRACTOR before
the OWNER will issue the Physical Notice to Proceed:the OWNER will issue the Physical Notice to Proceed:
1.1.Cost and Resource loaded Baseline Schedule per 01310 (CodeCost and Resource loaded Baseline Schedule per 01310 (Code
2.2.Provide all Temporary facilities as required in 01500.Provide all Temporary facilities as required in 01500.
3.3.Written QC Plan (Code 1)Written QC Plan (Code 1)
4.4.Schedule of values (Code 1)Schedule of values (Code 1)
5.5.Schedule of Payments (Code 1)Schedule of Payments (Code 1)
6.6.Submit all required Licenses and Permits (Code 4)Submit all required Licenses and Permits (Code 4)
7.7.Complete all initial submittals and shop drawings required for tComplete all initial submittals and shop drawings required for the firsthe first
90 days of work activity after PNTP.90 days of work activity after PNTP.
8.8.Safety officer submittal completed (Code 1)Safety officer submittal completed (Code 1)
9.9.Submit Cell numbers for Project Managers and SuperintendentsSubmit Cell numbers for Project Managers and Superintendents
10.10.Mobilize all equipment required for the first 90 days of ConstruMobilize all equipment required for the first 90 days of Constructionction
activity after PNTP.activity after PNTP.
11.11.Submit emergency and after hour phone numbers.Submit emergency and after hour phone numbers.
PHYSICAL NOTICE TO PROCEED (PNTP): The OWNER may issuePHYSICAL NOTICE TO PROCEED (PNTP): The OWNER may issue
PNTP within 60 days from the date of the ANTP. If all of the itPNTP within 60 days from the date of the ANTP. If all of the itemsems
required under the ANTP are not completed as described in Paragrrequired under the ANTP are not completed as described in Paragraphaph
2.03B, the OWNER shall enforce liquidated damages in the amount2.03B, the OWNER shall enforce liquidated damages in the amount ofof
$2,750.00 per day for each day the CONTRACTOR is in non$2,750.00 per day for each day the CONTRACTOR is in non--
compliance with the requirements of the ANTP. The CONTRACTORcompliance with the requirements of the ANTP. The CONTRACTOR
can request that the PNTP be issued prior to the expiration of tcan request that the PNTP be issued prior to the expiration of the 60 dayhe 60 day
time period, if they have convinced the ENGINEER that they havetime period, if they have convinced the ENGINEER that they have
satisfactorily completed all of the requirements of the ANTP lissatisfactorily completed all of the requirements of the ANTP listed underted under
paragraphs 2.03.Bparagraphs 2.03.B

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Planning the Work and SchedulingPlanning the Work and Scheduling (cont(cont’’d)d)
2.04 STARTING THE WORK2.04 STARTING THE WORK
A.A.CONTRACTOR shall start the Administrative requirements within 10CONTRACTOR shall start the Administrative requirements within 10
days of ANTP. CONTRACTOR shall start to perform the physical Wodays of ANTP. CONTRACTOR shall start to perform the physical Workrk
within 10 days of the Physical Notice to Proceed. No Work shallwithin 10 days of the Physical Notice to Proceed. No Work shall be done atbe done at
the Site prior to Physical Notice to Proceed.the Site prior to Physical Notice to Proceed.
2.05 BEFORE STARTING CONSTRUCTION2.05 BEFORE STARTING CONSTRUCTION
A.A. CONTRACTORCONTRACTOR’’S Review of Contract Documents:S Review of Contract Documents:
Before undertaking each part of the Work, CONTRACTOR shall carefBefore undertaking each part of the Work, CONTRACTOR shall carefullyully
study and compare the Contract Documents and check and verify pestudy and compare the Contract Documents and check and verify pertinentrtinent
figures therein and all applicable field measurements. CONTRACTfigures therein and all applicable field measurements. CONTRACTOROR
shall promptly report in writing to ENGINEER any conflict, errorshall promptly report in writing to ENGINEER any conflict, error,,
ambiguity, or discrepancy which CONTRACTOR may discover and shalambiguity, or discrepancy which CONTRACTOR may discover and shalll
obtain a written interpretation or clarification from ENGINEER bobtain a written interpretation or clarification from ENGINEER beforeefore
proceeding with any Work affected thereby; however, CONTRACTORproceeding with any Work affected thereby; however, CONTRACTOR
shall not be liable to OWNER for failure to report any conflict,shall not be liable to OWNER for failure to report any conflict, error,error,
ambiguity, or discrepancy in the Contract Documents unlessambiguity, or discrepancy in the Contract Documents unless
CONTRACTOR knew or reasonably should have known thereofCONTRACTOR knew or reasonably should have known thereof

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The Game PlanThe Game Plan -- CollaborationCollaboration
EFFECTIVE PARTNERING
See the Clark County Story at www.frisbygroup.org
Not a social function – The purpose is to convert from continuation of design to
construction quickly and to act as a “mine sweeper” to clear the path ahead of the LEDs
and land mines.
Major purpose is for decision-makers, managers and supervisors to develop a game plan
for the successful management of the project:
• Collaboration • Supply Chain Management
• Priority Identification & Management ▪ Decision Making
▪ Coordination • Field Supervisor’s Role
• Drawing Clean-up • Close-Out
• Quality Workmanship
REAL COLLABORATION
1 + 1 = 1 (UNITY), then 1 + 1 can = 3
REAL COLLABORATION
1 + 1 = 1 (UNITY), then 1 + 1 can = 3

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EFFECTIVE PARTNERING (cont’d)
 “What if” drills:
 “What if the parties disagree on whether work is outside the contract?”
 “What if there is a changed condition?”
 “What if the priority walls create a problem by MEP contractors?
 And to establish short term goals and objectives to create effective collaboration and
momentum; to assure the first 25% is not slipped and avoid pushing work
downstream, ending up in the congestion of the last 10%.
 Have as many pre-agreements as possible, such as:
 RFI Process
 Change Order Pricing
 Conflict Management

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BENCHMARK (BEST-OF-CLASS) RESULTS - Partnering Relationships versus Traditional
Relationships
Category Result Results
Cost Total Project Cost (TPC 10% reduction
Construction Administration 24% reduction
Marketing 50% reduction
Engineering $10 per hour reduction
Value Engineering 337% increase
Claims (% of TPC) 87% reduction
Profitability 25% increase
Schedule Overall Profit 2o% reduction
Schedule Changes 48% reduction
Schedule Compliance Increased from 85% to 100%
Safety Hours without Lost Time Accidents 4 million vs. 1 per industry standard
Lost Work Day 0 vs. 6.8 industry standard
No. of Dr. Cases 74% reduction
Safety Rating 5% of national average
Quality Rework 50% reduction
Change Orders 80% reduction
Direct Work Rate 42% increase
Claims Number of Claims 83% reduction
Projects with Claims 68% reduction
Other Job Satisfaction 30% increase
Source: CII Research Product, Partnering II Research Team Report, “Partnering II – A Model for Excellence”

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Clark County Sanitation DistrictClark County Sanitation District’’s Guiding Principless Guiding Principles
1. Contractors will be treated fairly without favoritism:
A. Standards for acceptable work will be the same for all contractors.
B. Standards for change order administration will be the same for all contractors.
2. The District will not divulge a contractor’s proprietary information to other contractors.
3. The District will staff with adequate and competent resources to effectively support the
contractor’s operations.
4. The District will perform its decision-making function on a timely basis so as to not impede or
delay the contractor’s operations.
5. The District is committed to the concept and practice of partnering as a tool for working together
and communicating more effectively
6. The District is committed to promptly paying contractors for contract and change order work
installed in accordance with the contract documents.
7. The District’s inspection, design consultants, and operations staff is committed to working closely
with contractors field operations to fulfill the concept of Built-In-Quality and to facilitate decision-
making.
8. The District encourages creativity and looking ahead to prevent problems; and will participate
with the contractors to achieve the benefits that can result therefrom.
9. The District is committed to continually raising the bar of performance with its own self-evaluation
and improvement.
10. District personnel will adhere to its standards of ethics, and will communicate its standards of
ethics to contractors and vendors.

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DecisionDecision--MakingMaking
 Reduce the Need for Decisions
 Effective Design Phase
 BIM
 Commissioning
 Clean-up Drawings Submittals at Start of Project
 Built-in-Quality (P-I-F)
 Another opportunity to “clean-up drawings”
 Pre-Agreements (pricing, e.g.)
 Agree to agree (priority conversations)
 The Process for Decision-Making:
 The key restraint to making necessary is presenting timely, objective Information
with credible need date for decisions and credible description of impact of
decision not received.
Crying Wolf is counter-productive!
 Beware legalisms slowing down the project!

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Drawing CleanDrawing Clean--UpUp
 Desktop reviews to avoid RFI’s running the gamut of the project
 Use of BIM for this purpose
 Coordination drawings to avoid collisions, create effective layouts (avoid
conflicts presented by sequencing issues such as priority walls)
 Submittal reviews with key subcontractors/suppliers
 Commissioning Review
 Flush out potential owner/design changes
 Avoid post-topping out syndrome
So now, a major obstacle to project success is removed or reduced
considerably.
The concept is for the project production flow to continue undisturbed due
to continual design issues, by removing early landmines.
GOAL: Convert from Continuation of Design to Construction
Project

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Post Topping Out SyndromePost Topping Out Syndrome
(Yamasaki Syndrome)
Impact to Project:

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PlanningPlanning
Use Your Head PlanningUse Your Head Planning
THE EMPIRE STATE BUILDING

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THE SCHEDULE
THE EMPIRE STATE BUILDING
Is it possible? A 1453 foot, 103 story structure, constructed in 13+ months…without a
CPM or PrimaVera schedule, or even a scheduling consultant? What, not a computer in
sight?
So, software and computers don’t schedule buildings – People do! The contractor,
Starrett Brothers, realized that alchemy of creativity and experience would do what
software doesn’t. So they did it the old fashioned way – use your head.
Starret Brothers didn’t own anything that would be useful on the project decided to design
and purchase all new, custom pieces and sell it (and credit the investors with the
difference) when the project was complete. This provided the most productive equipment
for the project and provided a potential cost savings.
They determined that more than sixty different types of trade people would be required
and that most supplies would need to be ordered to specification because the immense
job scope. The supplies had to be made at the plants in as close to finished state as
possible, to minimize preparatory work needed at the site. The companies they hired had
to be dependable, able to provide quality work, and willing to adhere to the allotted
timetable. Time had to be scheduled nearly to the minute. The schedule dictated that
each section of the building process overlapped – not a moment was to be wasted.
This was the first commercial construction project to employ the technique of fast-track
construction.
Excavation began in January 1930 before the demolition of the site’s previous occupant,
was complete, having pioneered concurrent demolition and foundation-laying.
Two months later, in March 1930 the steel skeleton began. The frame rose at the rate of
four and a half stories per week, or more than a story a day.
• 13 months no computer
• “Use your Head”
Pre- Planning
• Creativity
• Shared Risk
• Supply Chain Management
• Production Flow
• Quality Commitment
• Fast Track
• Fast Track
• Frame Cycle
• 4.5 stores per week

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THE EMPIRE STATE BUILDING (cont’d)
The 60,000 tons of steel for the framework were manufactured in Pittsburgh and transported
immediately to New York via train, barge and truck. The steel posts and beams arrived
marked with their place in the framework and the number of the derrick that would hoist
them. Workers could then swing the girders into place and have them riveted as quickly as
80 hours after coming out of the furnace and off the roller.
In those days, bricks used for construction were usually dumped in the street and then
moved from the pile to the bricklayer by wheelbarrow as needed. With ten million bricks
needed for this job, the old method would be impractical and wasteful of time. Instead, the
contractor devised a chute that led to a hopper in the basement. As the bricks arrived by
truck, the contractors had them dumped down the chute. When they were needed, the
bricks were released from the hopper and dropped into carts, which were then hoisted up to
the appropriate floor.
While the outside of the building was being constructed, electricians and plumbers began
installing the internal necessities of the building. Timing for each trade to start working was
finely tuned, and the building rose as if being constructed on an assembly line – one where
the assembly line did the moving and the finished product stayed put.
The Starrett Brothers managed a workforce of 3,500 men, who put in seven million man-
hours including work on Sundays and holidays. The workers earned $15 per day, an
excellent rate of pay in the early 1930s.
Construction was completed on April 11, 1931, one year and 45 days after it had begun.
President Herbert Hoover officially opened the building on May 1, 1931, by pressing a button
in Washington D.C. which turned on the building’s lights. The Empire State Building
remained the world’s tallest skyscraper for more than 40 years, until the World Trade Center
Towers were constructed in 1972.
See www.constructioncompany.com/historic-construction-projects/empire-state-building/ for the full story.
• Material Handling
• Material Handling
• Assembly Line
• Role of Pay
• Role of Pride

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The Important ProcessThe Important Process
BUILT-IN QUALITY FLOW CHART

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How To Build In QualityHow To Build In Quality
P-I-F Include in Construction Schedule the Prepare for Preparatory Meeting Review:
Commit to a P(preparatory)- → P-I-F for each Key Work Activity → • P&S
I(interim)- and F(final) Approach Construction Administration • Material Needs
• Equipment Needs
• Interface with Other Work
• Basis of Acceptance
• Safety Issues
Preparatory Meeting Attendees: Preparatory Meeting Agenda Review: Performance to the Point of Interim
• Supervisor/Foreman • Contract Requirements Inspection:
• Quality Personnel • Material Needed • Communicate Plan to Crew & Home
• Owner’s Representative • Tools Needed Office
• Equipment Submittals • Assure Pre-Loading, Material Handling
• Requirements of Precedent Work Running Smoothly
• Access/Coordination Issues • Perform Interim Inspection
• Material Handling Plan • Re-plan as Necessary
• Workforce Requirements
• Environment Requirements
• Potential Restraints
• Safety Issues
• Duration
• Basis of Acceptance
• Testing Requirements
• Documentation Required
• Decisions Needed
Develop Plan of Action
A SEQUENCE

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40
How To Build In QualityHow To Build In Quality (cont(cont’’d)d)
Performance to Final Inspection Evaluation
• After Interim, make corrections
as required
• Quality Representative and Supervisor
continue to monitor workmanship
• Testing as required
• Documentation
• Final Inspection by:
• Supervisor
• Contractor’s Quality Representative
• Final Inspection by Owner’s Representative

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41
Three Phases of ControlThree Phases of Control
Contractor Quality Control is the means by which the
Contractor ensures that the construction, to include that of
subcontractors and suppliers, complies with the requirements of
the contract. At least three phases of control shall be
conducted by the CQC System Manager for each definable
feature of the construction work as follows:
I.PREPARATORY PHASE
This phase shall be performed prior to beginning work on each
definable feature of work, after all required
plans/documents/materials are approved/accepted, and after
copies are at the work site. This phase shall include:
A. A review of each paragraph of applicable specifications,
reference codes, and standards. A copy of those sections of
referenced codes and standards applicable to that portion of the
work to be accomplished in the field shall be made available by
the Contractor at the preparatory inspection. These copies shall
be maintained in the field and available for use by Government
personnel until final acceptance of the work.
B. A review of the contract drawings.
C. A check to assure that all materials and/or equipment have
been tested, submitted, and approved.
D.Review of provisions that have been made to provide
required control inspection and testing.
E.Examination of the work area to assure that all required
preliminary work has been completed and is in compliance with
the contract.
F. A physical examination of required materials, equipment,
and sample work to assure that they are on hand,
conform to approved shop drawings or submitted data,
and are properly stored.
G. A review of the appropriate activity hazard analysis to
assure safety requirements are met.
H. Discussion of procedures for controlling quality of the
work including repetitive deficiencies. Document
construction tolerances and workmanship standards for
that feature of work.
I. A check to ensure that the portion of the plan for the
work to be performed has been accepted by the
Contracting Officer.
J. Discussion of the initial control phase.
K. The Government shall be notified at least 24 hours in
advance of beginning the preparatory control phase.
This phase shall include a meeting conducted by the
CQC System Manager and attended by the
superintendent, other CQC personnel (as applicable), and
the foreman responsible for the definable feature. The
results of the preparatory phase actions shall be
documented by separate minutes prepared by the CQC
System Manager and attached to the daily CQC report.
The Contractor shall instruct applicable workers as to the
acceptable level of workmanship required in order to
meet contract specifications.

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Three Phases of ControlThree Phases of Control (cont(cont’’d)d)
II. INITIAL PHASE
This phase shall be accomplished at the beginning of a
definable feature of work. The following shall be
accomplished:
A. A check of work to ensure that it is in full compliance with
contract requirements. Review minutes of the preparatory
meeting.
B. Verify adequacy of controls to ensure full contract
compliance. Verify required control inspection and
testing.
C. Establish level of workmanship and verify that it meets
minimum acceptable workmanship standards. Compare
with required sample panels as appropriate.
D. Resolve all differences.
E. Check safety to include compliance with and upgrading of
the safety plan and activity hazard analysis. Review the
activity analysis with each worker.
F. The Government shall be notified at least 24 hours in
advance of beginning the initial phase. Separate minutes
of this phase shall be prepared by the CQC System
Manager and attached to the daily CQC report. Exact
location of initial phase shall be indicated for future
reference and comparison with follow-up phases.
G. The initial phase should be repaired for each new crew to
work onsite, or any time acceptable specified quality
standards are not being met.
III. FOLLOW-UP PHASE
Daily checks shall be performed to assure control activities,
including control testing, are providing continued
compliance with contract requirements, until completion of
the particular feature of work. The checks shall be made a
matter of record in the CQC documentation. Final follow-
up checks shall be conducted and all deficiencies corrected
prior to the start of additional features of work, which may
be affected by the deficient work. The Contractor shall not
build upon nor conceal non-conforming work.
IV. ADDITIONAL PREPARATORY AND INITIAL
PHASES
Additional preparatory and initial phases shall be conducted on
the same definable features of work: if the quality of on-
going work is unacceptable; if there are changes in the
applicable CQC staff, onsite production supervision or
work crew; if work on a definable feature is resumed after
a substantial period of inactivity; or if other problems
develop.

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43
Supply Chain ManagementSupply Chain Management
Now assume drawings are complete – What next?
 (Note: Turner Model)
 Pull Management
 Game Plan for:
1. Submittal & Delivery Process
• The Good: Empire State Building
Ravenel Bridge
• The Bad: Hospital
- Window Wall
- Owner-Furnished Equipment
(More than just completing submittal log – putting on schedule)
2. Material Handling – Storage/Inventory/Movement – Just-In-Time Concepts
• The Good: Empire State Building
• The Bad: Hospital
- Casework
Note: Talk to your friendly manufacturer! Spend some time in a factory to see what is going on.

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44
PlanningPlanning
(see LeanConstruction.org)
 Schedulers know how to use software
 Field Supervisors know how to build the project. Field supervisors (including subcontractors and key suppliers) should be
involved deeply in initial planning process, and continuously throughout the project.
The Role of Real Collaboration at the Field Level
 Flow of Work
 Short Interval Objectives developed by all trades working together.
o 3 to 6 week look-ahead; 1 week look-ahead; daily
o Another opportunity to “clean up drawings”
 Measureable Performance Goals
 Coordination of Craft Contractors
 State of Readiness
 Method of Resolving Conflicts
o Priority Conversations
 Focus Meetings for Improvement
 Waste Management Goals:
o Workmanship
o Backcharge Avoidance
o Finding problems in office, not in field
o Material handling
o Maintaining production flow (for all trades)
 Managing Home Office
THE ROLE OF FIELD PERSONNEL

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45
PlanningPlanning (cont(cont’’d)d)
The process is about:
 Thinking about best way to build, best way to avoid problems, best way to overcome problems
 A network of promises
• And promises fulfilled
“My crew will be there Monday” – and it is! “The area will be ready for your crew” – and it
was!
 Conversations, skull sessions
• Continuous information, preparation.
 Creativity and Improvement
• How can we build the Empire State Building in 13 months rather than living in status quo?
 Planning and Execution (PLEX)
• Promise to do it! Do it!
 Mood
• Mood of Ambition or Role of Despair
CONCEPTS OF THE PLANNING PROCESS

©©2011 Thomas N. Frisby2011 Thomas N. Frisby
www.frisbygroup.orgwww.frisbygroup.org
ThomasFrisby@msn.comThomasFrisby@msn.com
46
PlanPlan
SHORT TERM PRIORITIES – ACTION LIST
(Ball in Court)
Item Schedule Responsibility Comment/Status
1. Decisions
A.
B.
2. Approvals
A.
B.
3. Deliveries
A.
B.
4. Installation
A.
B.
5. Resources Needed
A.
B.

47
Project CloseProject Close--Out ProcessOut Process
1.
Begin Close-out at start
of job:
 Read contract
for close-out
requirements
 What is required
for substantial
completion
 What is required
for final acceptance
 Owner should consider
commissioning agent on
selective projects
2.
Include Close-out
requirements in
subcontract agreements
purchase orders
3.
Meeting with key
personnel including
designer, owner, subs,
suppliers to initiate close-
out plan to include:
 Administrative
requirements
 Commissioning
TAB
 Completion of punchlist
 Training
 Deliverables

48
Project CloseProject Close--Out ProcessOut Process (cont(cont’’d)d)
4.
Develop quality plan
(P-I-F)
 Insert in schedule dates
for preparatory, interim,
final inspections for at
least key work activities
 Insert in schedule
activities such as testing,
training, commissioning,
TAB
 Maintain as-builts on a
daily basis
5.
Periodic project meeting
dealing with close-out
plan
 Identify & resolve
restraints to progress
6.
Contractor should
always know where he
really is based on
realistic schedule
updates and earned
value reports
7.
Avoid adding work in
last 25% of project
(retrofit where possible)

49
Project CloseProject Close--Out ProcessOut Process (cont(cont’’d)d)
8.
At 75% point have major
“close-out” meeting.
Review close-out plan,
intensify daily planning.
 Avoid overtime unless
selective & productive
 Avoid adding manpower
unless selective & wise
 Develop schedule for
negotiating all change
orders
9.
Grant reasonable time
extensions to avoid
“two pounds in a one
pound bag” syndrome.
10.
Contractor(s) own its
(their own punch lists).
Designer is not the
inspector – the project
should be ready for
substantial completion
when the designed is
asked to run final
punchlist and issue
certificate of substantial
completion.

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TheThe Creation of the ScheduleCreation of the Schedule
 This can be a major activity in developing a collaborative process
 Scheduling consultant should be a Facilitator and not a Dictator
 ALL parties, including decision-makers and stakeholders, should
be involved
 Brainstorming/StoryBook (Creative Planning such as the Empire
State Building)
1. Develop a logical flow of work
2. Identify Priorities and objectives for first part of project
3. Identify Decisions Which are required
4. Identify and discussion constraints and how to resolve
5. Identify game plan for craft coordination
6. Identify risks and approach to mitigate or avoid
GORDON ARONSON

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TheThe Creation of the ScheduleCreation of the Schedule (cont(cont’’d)d)
 Work together to develop short term schedule
 Work together to develop approach for continuing short term
schedule process
 Establish game plan for coordinating trades
 Establish best material handling approach
 Discussion on HOW DO YOU REALLY USE A CPM AS A
PRODUCTIVITY TOOL:
1. Establishing productivity goals (such as pounds of sheet
metal per floor)
2. Use of Schedule for Early Warning Signals
LAST 10%:

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52
 Obviously, maintain the momentum throughout the project
established in the first 25%. All those processes are simply
rubber banded throughout to assure continuation of collaborative
driven success
 At 75% point, pretend it is DAY ONE and repeat what you did at
the outset of the project.
1. Identify the variances that are occurring and work toward
developing rhythm
2. Determine constraints and resolution
3. Implement commissioning/start up plan
4. Include punch lists on schedule and plans
5. Flush out any owner/designer changes. Retrofit where
possible.
6. Add deliverables required for Substantial and Final
Completion
TheThe Creation of the ScheduleCreation of the Schedule (cont(cont’’d)d)

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