QTS Richmond 1 Data Center 3
QTS Richmond 1 Data Center 3 | Sandston, Virginia
Nearly 30 years after constructing a semiconductor plant for Motorola and Siemens in Richmond, VA, DPR returned to the same site to convert the former White Oak Semiconductor facility into a modern data center for QTS. Previous experience with the existing mechanical, electrical, and plumbing systems in the dormant semiconductor plant, along with extensive knowledge of data centers, positioned DPR well for this complex renovation project.
Partners
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Design Team Townes Site Engineering
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Design Team A G Reese & Associate
Driving Schedule
DPR repurposed the 375,000-sq-ft. facility, creating a data center that included two fit-out floors, a generator yard, duct banks, a new elevator tower, roofing, and additional features. The scope of work also encompassed nearly $16 million worth of Self-Perform Work (SPW), including drywall, strut, concrete, and other related tasks.
To meet capacity needs and implement essential infrastructure upgrades, the project experienced a rapid increase in on-site craft workers, growing from zero to 260 in just five weeks. DPR managed the timeline by awarding 25 contracts to trade partners within three weeks of securing the project.
To improve on-site safety and reduce costs, DPR's SPW team introduced an innovative solution by creating and installing cord hooks instead of traditional cord trees, leading to $45,000 in savings. The project had four phases, each designed to follow a timeline that met interim milestones and the installation of owner-furnished equipment.
THE Challenges
DPR faced significant challenges in meeting the aggressive project schedule due to a peak manpower requirement of 700 craft workers.
DPR faced several issues on OFCI electrical equipment that required the removal, repair and resetting of equipment. Additionally, OFCI supply chain issues necessitated a redesign of the first-floor piping systems.
The incorporation of the existing design and conditions into the new project plans required significant engineering time.
THE
Challenges
DPR faced significant challenges in meeting the aggressive project schedule due to a peak manpower requirement of 700 craft workers.
DPR faced several issues on OFCI electrical equipment that required the removal, repair and resetting of equipment. Additionally, OFCI supply chain issues necessitated a redesign of the first-floor piping systems.
The incorporation of the existing design and conditions into the new project plans required significant engineering time.
THE Solutions
To overcome these challenges, DPR implemented several strategic solutions. By having SPW Teams self-perform over $16 million in scope, we were able to drive the project schedule with our own craft workers. Additionally, we selected best-in-class trade partners who provided substantial qualified manpower resources to ensure we met the scheduling demands.
DPR was able to work in collaboration with the client on OFCI equipment logistics to ensure that all specifications and timelines were met. In this case, DPR was able to absorb both electrical equipment issues and a redesign of the piping system to enable timely delivery of the project.
The client team and DPR held regular weekly meetings to identify and tackle any items impacting the project schedule, ensuring that problems were addressed in a timely manner. During the formation of the Guaranteed Maximum Price (GMP), the team included allowances that accounted for unforeseen circumstances and prevented budget overruns. Additionally, skilled budget management allowed the DPR team to successfully complete the project, achieving significant savings.
THE
Solutions
To overcome these challenges, DPR implemented several strategic solutions. By having SPW Teams self-perform over $16 million in scope, we were able to drive the project schedule with our own craft workers. Additionally, we selected best-in-class trade partners who provided substantial qualified manpower resources to ensure we met the scheduling demands.
DPR was able to work in collaboration with the client on OFCI equipment logistics to ensure that all specifications and timelines were met. In this case, DPR was able to absorb both electrical equipment issues and a redesign of the piping system to enable timely delivery of the project.
The client team and DPR held regular weekly meetings to identify and tackle any items impacting the project schedule, ensuring that problems were addressed in a timely manner. During the formation of the Guaranteed Maximum Price (GMP), the team included allowances that accounted for unforeseen circumstances and prevented budget overruns. Additionally, skilled budget management allowed the DPR team to successfully complete the project, achieving significant savings.
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