Numerous unforeseen conditions and resulting owner-driven change orders, combined with a more traditional design/bid/build contracting method, amplified an extremely challenging project that delivered various lessons learned for DPR and the entire project team.
Since the building had not been occupied for some time, many of the pieces of equipment needed to bring it back online had fallen into disrepair or had been lost altogether. Because this work was not part of the original scope and was only discovered after construction began, DPR worked closely with NIH for approvals and worked diligently to forge a strong, trust-based partnership designed to move the project forward despite the many hurdles.
After vetting the additional work and reaching concurrence with NIH, DPR prepared proposals for the repairs and upgrades as change orders. NIH approved the change orders and directed DPR to execute the additional work to the overall benefit of the facility and the science intended to be performed in the building.
Although unforeseen conditions significantly extended the contract and work scope, the team was able to mitigate schedule impacts by resequencing and phasing the work, expediting material and equipment fabrication and shipping times, and using selective overtime to complete within the contractually agreed upon time.
DPR’s SPW group was integral to the project’s completion, self-performing multiple scopes of work on the project. Self-perform scopes included the doors, frames and hardware, rough carpentry, interior framing, acoustical ceiling and final clean during the project close-out.