DOCUMENT RESUME

ED 084 667 EA 005 646

AUTHOE Smith, LinnTITLE Construction Options. Spaces for Career Preparation:

Document 5.INSTITUTION Michigan State Univ., East Lansing. Continuing

Edlcation Service.SPONS AGENCY Michigan State Dept. of Education, Lansing.

Vocational Education and Career DevelopmentService.

PUB DATE 73NOTE 18p.; A Michigan Career Education Facilities Project;

Related documents are EA 005 644 and EA 005 645AVAILABLE FROM Council of Educational Facility Planners,

International, 29 West Woodruff Avenue, Columbus, OH43210 ($3.00)

EDRS PRICEDESCRIPTORS

ABSTRACT

MF-$0.65 HC-$3.29*Career Education; *Construction Management; *FastTrack Scheduling; Flexible Facilities; ModularBuilding Design; *Planning (Facilities) ; SchoolConstruction; *Systems Approach

This document incorporates the findings of a projectinitiated to find solutions to the problems of planning, designing,constructing, and utilizing facilities to house career education onthe part of educational administrators. Traditional solutions,continually increasing costs, and the need for greater emphasis onthe learning environment provided the impetus for focusing attentionon the options for local determination with minimum emphasis onregulating procedures. This document explores questions that shouldbe asked about the construction of a career preparationcenter--whether it be a new building, an addition, or the remodelingof an existing facility. Some of these probes concern the kind ofbuilding to be built, the method to be used in its construction, an!whether time and/or cost are of the utmost importance. In answer tosuch questions, the author explores some of the new concepts thathave been emerging and developing in the construction process, suchas systems building, fast track scheduling, construction management,and the °recycling° of existing buildings. Citations are provided ineach case for further reading on the subject. (Author/MLF)

FRO\I BEST AV.:\IL:JiT...E COPY

SPACES FORCAREER PREPARATION

MICHIGAN CAREER EDUCATION FACILITIES PROJECT

Author LINN SMITH, FAIA, is president of Linn Smith DemieneAdams Inc., Birmingham, Michigan. He has served as a

Director of the American Institute of Architects, President of theMichigan Society of Architects and President of the NationalArchitectural Accrediting Board. Among honors received are theGeorge G. Booth Traveling Fellowship in Architecture,Fellowship in AIA, the Gold Medals of both the Detroit ChapterAIA and the Michigan Society of Architects, the OutstandingAchievement Award of the University of Michigan and listing inWho's Who in America.

Additional copies of this publication, or othersin the series of documents on Sapces forCareer Preparation, may be obtained from:

Coun,;11 of Educational Facility Planners, intl.29 lost Woodruff AvenueColumbus, Ohio 43210

0,3 .

ACKNOWLEDGMENTS

In January of 1972, The Continuing Education Service, Michigan State University, initiated aresearch project to become known as the Michigan Career Education Facilities Project. Funding forthe Project was made available by the Vocational Education and Career Development Service,Department of Education, State of Michigan.

The relative newness of the Career Education Movement and the recognized need for planning,designing, constructing and utilizing facilities to house Career Education on the part of theeducational administrators, facility planners and designers was evident. Traditional solutions,continually increasing costs and the need for greater emphasis on the learning environmentprompted the State Educational Agency to give maximum attention to the options for localdetermination with minimum emphasis on regulating procedures. Hop3fully, they will find thisseries of documents viable tools in their efforts.

The Committee on Architecture for Education, American Institute of Architects, reviewed theProject in its early stage and designated Les Tincknell of Wigen, Tincknell and Associates, Inc.,Saginaw, Michigan, as its representative and liaison to the project.

C. Theodore Larson, Professor Emeritus, School of Architecture and Design, University ofMichigan, was designated as an architect-educator advisor to the project.

A first step resulted in the designation of an Advisory Committee to assist in the development andevaluation of the project. Members included:

William Chase, Program OfficerU.S. Office of EducationNational Center for

Educational TechnologyWashington, D.C.

Richard Featherstone, ProfessorAdministration and Higher EducationCollege of EducationMichigan State UniversityEast Lansing, Michigan

Dwayne Gardner, Executive DirectorCouncil of Educational Facility

Planners, InternationalColumbus, Ohio

Ben Graves, Project DirectorEducational Facilities Laboratories, Inc.Chicago, Illinois

Milton Miller, DirectorEducational Facilities PlanningGrand Rapids Board of EducationGrand Rapids, Michigan

Donald Leu, DeanSchool of EducationSan Jose State CollegeSan Jose, California

The second step involved the appointment of an architectural-planning team whose primary'responsibility was to study the recognized needs and propose options for solving local career

facility problems. The team included:

William E. BlurockWilliam Blurock and PartnersCorona Del Mar, California

C. William BrubakerPerkins & Will Architects, Inc.Chicago, Illinois

Linn SmithLinn Smith, Demiene, Adams, Inc.Birmin 'jham, Michigan

Peter TarapataTarapata MacMahon-Paulsen CorporationBloomf;eld Hills, Michigan

Stan LeggettStanton Leggett and Associates, Inc.Chicago, Illinois

The third and final step in the Project involved the final editing, publication and dissemination ofthe project findings. This is one of a series of five publications to be released to educators,planners and architects. The series include:

Document 1Document 2Document 3Document 4Document 5

Objectives and Options by William E. BlurockThe Process of Planning by Stanton LeggettFacility Options by C. William BrubakerPlanning for Change by Peter TarapataConstruction Options by Linn Smith

Special acknowledgment is due Robert Pangman, State of Michigan, Department of Education, forhis assistance and guidance throughout this project; to William Weisgerber, State of Michigan,Department of Education, and to Casmer Heilman, College of Education, Michigan StateUniversity, for their assistance in critiquing and editing these documents; to the Michigan MiddleCities Education Association for their review and critique of the five documents; and to the Councilof Educational Facility Planners, International for the printing and dissemination of thepublications.

Project Co-Directors:

Floyd G. Parker, DirectorProgram and Staff DevelopmentThe Continuing Education ServiceMichigan State University

Robert PaullinOccupational SpecialistDivision of Vocatiunal EducationDepartment of EducationState of Michigan

THE QUESTIONS

Needs have been examined, a program has beendeveloped, alteinative facilities have been investigatedand characteristics of spaces have been considered.

What are the questions that should now be askedabout building a Career Preparation Centerwhethera new building, an addition or the remodeling of anexisting facility?

WHAT KIND OF BUILDING SHOULD WE BUILD?

Should it be "universal" space, as described inPLANNING FOR CHANGE? Should it beunencumbered space with the kind of versatilitydescribed there?

Should it be an OPEN PLAN? Are there relatedactivities that can share large spaces andequipment with a minimum of separate rooms?Should it be FLEXIBLE? Should it be possible tomake spaces larger or smaller quickly and easily?Should it be ADAPTABLE? Will programs changenew ones be added and old ones phased outoverthe years, altering space requirements?

HOW SHOULD WE GET IT BUILT?

Is TIME CRITICAL? Is there an urgency to have thebuilding in operation as soon as possible?Is COST a major consideration?

WHAT IF THE ANSWERS ARE YES?

If the answers are yes, some of the recentdevelopments in school construction should beseriously considered. While these are not really new

techniqueshaving been used for yeand commercial buildingtheir applibuilding is relatively new.li has become more and more difficuseveral years to get anything built. Ituncommon today, for example, for atake four to six years to build from thestablished until occupancy. This hbuildings which are obsoletebothphysicallyby the time they are cornimportantly, steady inflation (10 - 12escalates construction cost or requirthe quality or the quantity of the buil'become obvious that the normal conis performing unsatisfactorily.

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In response to these problems, the n:have been emerging and developingconstruction process are:

The use of a "systems" concept in tconstruction of buildings.The use of "fast-tracking" and "( o nmanagement" concepts to acceleratand construction of buildings.

These are OPTIONS which those invocareer preparation facilities should bewhich they should consider.

'amined, a program has been\e facilities have been investigatedof spaces have been considered.

b ns that should now be askedireer Preparation Centerwhetheraddition or the remorl9ling of ari

IILDING SHOULD WE BL;ILD?

tersal" space, as deschoecl inCHANGE? Should it he'ace with the kind of versatil"

PEN PLAN? Are there relatedshare large spaces andminimum of separrte rooms?

(IBLE? Should it be possible toer or smaller quickly and easily?

PTABLE? Will programs changed and old ones phased outoverspace requirements?

GET IT BUILT?

_? Is there an urgency to have theion as soon as possible?

consideration?

iVERS ARE YES?

s, some of the recentool constructif)r, should be. While these are not really new

techniqueshaving been used for years in industrialand commercial buildingtheir application in publicbuilding is relatively new.It has become more and more difficult over the pastseveral years to get anything built. It is notuncommon today, for example, for a high school totake four to six years to build from the time a need isestablished until occupancy. This has resulted inbuildings which are obsoleteboth educationally andphysicallyby the time they are completed. Moreimportantly, steady inflation (10 - 12% per year)escalates construction cost or requires a reduction inthe quality or the quantity of the building. It hasbecome obvious that the normal construction processis performing unsatisfactorily.

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In response to these problems, the new concepts thathave been emerging and developing in theconstriction process are:

The use of a "systems" concept in the design andconstruction of buildings.The use of "fast-tracking" and "constructionmanagement" concepts to accelerate the planningand construction of buildings.

These are OPTIONS which those involved in providingcareer preparation facilities should be aware of andwhich they should consider. 1

2

HOW IS A BUILDING TRADITIONALLY DESIGNED?

Educational specifications have traditionally definedbuilding programs largely in terms of "spaces" ofspecified sizes within which activities are to takeplace. These specifications are often interpretedliterally, with each required "space" becoming a fixed,rigid room. The manner in which these rooms arearranged determines the shape of the building andaffects its appearance. The building as a wholebecomes fixed and rigid, lacking flexibility andadaptability. Walls are often used to support the roof;the structure is designed around the various shapeswith a variety of sizes and lengths; the mechanicalsystems are designed to heat and coo' each specificroom; lighting layouts are done on a room-by-roombasis.

The result? A building designed specifically toaccommodate an original program, with little ability tochange and grow with future needs. Future users areboxed-in, with changes required by changing or addedprograms difficult, time consuming and expensive.

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HOW IS A SYSTEMS BUILDING D

In the systems approach, the educspecifications are interpreted as dhave not been written that way) a srather than "spaces." Activities wheither by program, by type of spaccommonality of equipmentare gblocks. These blocks establish thproviding large open areas with locolumns. These areas can be left oan auto service facility or a large odivided into "spaces" as required.any one of a number of easily relobuilding then becomes a series ofwith interior space divided in a wagreat deal of flexibility and adaptamechanical system provides heatireasonable sized zones with the carearrangement for changed spaceis an overall layout which similarlychange.

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TRADITIONALLY DESIGNED?

Lions have traditionally definedgely in terms of "spaces" ofwhich activities are to takeitions are often interpretediuired "space" becoming a fixed,er in which these rooms arehe shape of the building and

The building as a wholelid, lacking flexibility and

often used to support the roof ;led around the various shapesand lengths; the mechanicalto heat and cool each specific

s are done on a room-by-room

I designed specifically tofinal program, with little ability tofuture needs. Future users are

)s required by changing or addedle consuming and expensive.

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HOW IS A SYSTEMS BUILDING DESIGNED?

In the systems approach, the educationalspecifications are interpreted as describing (if theyhave not been written that way) a series of "activities"rather than "spaces." Activities which are relatedeither by program, by type of space required, or bycommonality of equipmentare grouped in largeblocks. These blocks establish the structure,providing large open areas with long spans and fewcolumns. These areas can be left openmuch as inan auto service facility or a large office or they can bedivided into "spaces" as required. The dividers can beany one of a number of easily relocatable types. Thebuilding then becomes a series of these open areaswith interior space divided in a way that provides agreat deal of flexibility and adaptability. Themechanical system provides heating and cooling forreasonable sized zones with the capability ofrearrangement for changed space divisions. Lightingis an overall layout which similarly accommodateschange.

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The result, with this OPTION? A building which isdesigned for today's program, but which will easilyaccommodate tomorrow's and all future variations justas well. It is a building which is alive, which canchange and change again, which can grow aseducation changes and grows. And it can do thiseasily, quickly and inexpensively.

WHAT ARE SYSTEMS?

The total systems concept is extremely complex andinvolved, with a language all its own. Much of thedevelopment in the SYSTEMS field has come throughlarge volume, well funded research projects, each ofwhich have included a number of individual buildings.These research projects (SCSD, SEF, RAS) haveanalyzed programs and needs, from which have beendeveloped definitive performance specifications.These performance specifications establish what alighting system, partitioning system or a structuralsystem is to accomplish, rather than specifying aspecific light fixture, partition or even the material tobe used in the structure. The volume of work involved(and the resulting size of the potential contract) hasmade it possible for manufacturers to develop newproducts or modify existing products to meet theseperformance criteria. Many of these products,including those developed by unsuccessful bidders,have become standard, off-the-shelf items of thevarious manufacturers. The use of these productsreduces on-site labor, with a resultant savings of timeand money and with improved quality.As a result, many individual schools have been builton a SYSTEMS basis (it is estimated there are over500, of which probably not more than 100 are a part ofthe pilot projects) using these products. Most, if notall, of the CAREER CENTERS to be built in Michiganwill be individual projects so for c.nr purposes we candefine SYSTEMS in fairly simple terms.

SYSTEMS building, in its limitedindividual buildings, consists ofCONCEPTS:

ONE: It is a planning disciplineplanning module, usually 5schools.

The use of this module givorderliness to the planningoften absent in non-systemmakes it possible to develostandard sized parts for coexample:

Standard structural memoften used lengths or inuse in a single building.

40'

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80'

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OPTION? A building which isprogram, but which will easily

-row's and all future variations justng which is alive, which canagain, which can grow asind grows. And it can do thisnexpensively.

IS?gicept is extremely complex "nd)uage all its own. Much of theSYSTEMS field has come throughinded research projects, each ofa number of individual buildings.

.cts (SCSD, SEF, RAS) haveInd needs, from which have beenperformance specifications.

specifications establish what atitioning system or a structuralAsh, rather than specifying a

partition or even the material toture. The volume of work involvedze of the potential contract) hasmanufacturers to develop new

exi3ting products to meet theseL. Many of these products,eloped by unsuccessful bidders,ird, off-the-shelf items of theors. The use of these products)r, with a resultant savings of timei improved quality.

Idividual schools have been builts (it is estimated there are overbly not more than 100 are a part ofsing these products. Most, if notCENTERS to be built in Michiganjects so for our purposes we canfairly simple terms.

SYSTEMS building, in its limited sense for use inindividual buildings, consists of TWO BASICCONCEPTS:

ONE: It is a planning discipline which utilizes aplanning module, usually 5' x 5' forschools.

The use of this module gives a sense oforderliness to the planning process, which isoften absent in non-systems work, and alsomakes it possible to develop a series ofstandard sized parts for construction. Forexample:

Standard structural members in the mostoften used lengths or in repetitive sizes foruse in a single building.

90'

40'

60'

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Standard 5' x 5' ceiling-lighting modules.

Standard interior partition units.

Standard retractable and/or relocatablepartitions.

TWO: It is a planning and constrintegrates a series of partspecially designed producin a logical and rational miparts when used together'of a building is called a BtBUILDING SYSTEMS are nSUBSYSTEMS, which are,system designed for a specomposed of components,such as motors, fans, theretc.) and materials requirefunction.

The most common SUBSYuse for school construction

STRUCTURAL SUBSYST

CEILING-LIGHTING SUB

HEATING, VENTILATINGCONDITIONING SUBSYE

INTERIOR SPACE DIVISI

These four SUBSYSTEMS40-50% of the constructior,

TWO: It is a planning and construction process whichintegrates a series of parts, many of which arespecially designed products for systems use,in a logical and rational manner. This set ofparts when used together to form a major partof a building is called a BUILDING SYSTEM.BUILDING SYSTEMS are made up ofSUBSYSTEMS, which are a part of a buildingsystem designed for a specific function andcomposed of components (the individual partssuch as motors, fans, thermostats, diffusers,etc.) and materials required to fulfill thatfunction.

The most common SUBSYSTEMS currently inuse for school construction are:

STRUCTURAL SUBSYSTEM

CEILING LIGHTING SUBSYSTEM

HEATING, VENTILATING, AIRCONDITIONING SUBSYSTEM

INTERIOR SPACE DIVISION SUBSYSTEM

These four SUBSYSTEMS will usually make up40-50% of the construction cost of a building.

There are two terms commonly used in talkingabout systems that should be understood:COMPATIBILITY: The ability to coordinatefunctionally, dimensionally, economically andestheticallytwo or more different subsystemscomponents.

INTERFACE: A common boundry orconnection between subsystems. Every effortis made to keep this juncture as simple aspossible eliminating the custom work ofcutting, trimming, fitting and patching.

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WHY USE SYSTEMS?

A facility which is conceived and developed followingthe SYSTEMS concept is a living responsible facilitywith the ability to grow and to change.

Large, uncluttered areas without permanentobstructions.

Variable, adaptable space within these areas whichcan be rearranged at will as needs change.

Variable, adaptable environmental systems (heating,cooling, lighting) to change as spaces change.

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rresertb flan future planThe educational process of tomorrow becomes asimportant as that of today and can be as wellaccommodated. 5

QUESTIONS-ANSWERS-INFORMATION

SOME COMMON QUESTIONS ABOUT SYSTEMS

Does the use of a systems approach restrict theowner or the architect?

Not really. Using a 5' x 5' module is more limitingthan using no module, but any compromises thathave to be made are usually minor. If majorproblems do arise, it is always possible to make aportion of the building nonsystems.

Do not all systems buildings look alike?No. The exterior skin of a building is not usually asubsystem. Consequently, the design and materialcan be whatever is desired.

Will we save a lot of money using systems?Probably not. The systems concept, in itself, wasnot conceived to save money. It was intended toimprove quality, in such things as increasedflexibility and adaptability, air conditioning, etc.Some systems projects have achieved modestsavings because of repetitive purchasing andmanufacturing and most have improved qualitywithout increasing overall cost.

WHERE CAN I LEARN MORE ABOUT SYSTEMS?

READ:

SYSTEMS An Approach to School ConstructionEducational Facilities Laboratories, 477 MadisonAvenue, New York, New York 10022.

SCSD: The Project and the SchoolsEducationalFacilities Laboratories, 477 Madison Avenue, NewYork, New York 10022.

"Systems and Other Techniques to Get BetterBuildings Faster for Less"American School and

6 University, May, 1972, Page 9.

WRITE:

SCSDCaliforniaJohn Boice, Director, BSIC/EFL3000 Sand Hill Road, Menlo Park, California 94025

SEFTorontoPeter D.J. Tirion, Technical DirectorMetropolitan Toronto School Board, 155 CollegeAvenue, Toronto 2B, Ontario, Canada

RASMontrealTherese L. Roux, ChairmanMontreal Catholic School Commission, 3737Sherbrooke Street East, Montreal 36, Quebec,Canada

CSPDetroitWallace B. Cleland, Director, 51 WesHancock Avenue, Detroit, Michigan 48201

SSPFloridaHarold L. Cramer, DirectorDepartment of Education, State of Florida,Tallahassee, Florida 32304

BOSTCOBostonRobert J. Vey, Director, BostonPublic Facilities Department, Boston, Mass. 02201VISIT:

CSP in Detroit is of particular interest in Michigan.There are four projects, additions to existingbuildings, which combined systems with accelerateconstruction techniques (discussed later). Theadditions contain specialized facilities, many with avocationaltechnical orientation.

HOW DO WE BUILD FASTER AND CHEAPER?

It was noted earlier that building has become anunreasonably lengthy process, and as a result,inflation causes substantial increases in constructioncosts.In response to these problems there is a fast-growingmovement toward the use of two techniques whichcompress the time required to plan and construct abuilding and, at the same time, reduce its cost.These techniques are:

FAST TRACK

CONSTRUCTION MANAGEMENT

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FAST TRACK

FAST TRACKor phased construction, whitmore descriptive but less catchy termis a rfor overlapping phases of the design-construprocess. It really is not necessary that eachthe process be completed in detail before thestep is started. lc is a rethinking of the constprocess and a positive action program hasecthat rethinking.Traditionally, a project is begun with the preof a detailed program which usually takes msometimes years, to complete. When this prhas been approved, the architect begins thepreparation of schematic designs. When theschematics satisfy the client as an expressicprogram, and they are approved by him, thestarts the development and refining calleddevelopment. When this is completed and alhe prepares the contract documentsworkirdrawings and specifications. Only when thecompletedcovering everything from parkircarpetingand after months of work, are biand construction started. It is not at all unu:this process to take two or three years to coConstruction then adds from one to two or tdepending on the size of the project. At thetime, inflation has been at work, with costseach month as planning goes on.

With FAST TRACK, these activities are restisuch a way that there is a drastic reductiontime involved. The steps involved (programrschematics, design development, contractdocuments, bidding, construction) are reorcthat early decisions and actions can be takeportions of the project, planning completedconstruction started while detailed work cothe remaining portions. For example:

STER AND CHEAPER? FAST TRACK

building has become anrocess, and as a result,ntial increases in construction

)blems there is a fast-growingse of two techniques whichiired to plan and construct ane time, reduce its cost.

NAGEMENT

FAST TRACKor phased a.nstruction, which is amore descriptive but less catchy termis a methodfor overlapping phases of the design-constructionprocess. It really is not necessary that each step inthe process be completed in detail before the nextstep is started. It is a rethinking of the constructionprocess and a positive action program based uponthat rethinking.Traditionally, a project is begun with the preparationof a detailed program .ihicn usually takes months,sometimes years, to complete. When this programhas been approved, the architect begins thepreparation of schematic designs. When theseschematics satisfy the client as an expression of hisprogram, and they are approved by him, the architectstarts the development and refining called designdevelopment. When this is completed and approved,he prepares the contract documentsworkingdrawings and specifications. Only when these arecompletedcovering everything from parking tots tocarpetingand after months of work, are bids takenand construction started. It is not at all unusual forthis process to take two or three years to complete.Construction then adds from one to two or three yearsdepending on the size of the project. At the sametime, inflation has been at work, with costs increasingeach month as planning goes on.

With FAST TRACK, these activities are restructured insuch a way that there is a drastic reduction in the totaltime involved. The steps involved (programming,schematics, design development, contractL.:)cuments, bidding, construction) are reorganized sothat early decisions and actions can be taken onportions of the project, planning completed andconstruction started while detailed work continues onthe remaining portions. For example: 7

Site development can be programmed early, designcan be established and construction started whileprogramming and design proceed on the buildingitself.Overall space requirements can be programmed andschematic design completed. Contract documentscan then be prepared for foundations, structure andenclosure (exterior walls, roof). These can be bidand construction started while detailed workcontinues on interior space arrangements,equipment, etc.

Interior detail work (partitions, lighting, heating,equipment, etc.) cats be completed and bid while theearlier work is already well under construction.

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This simplified bar graph shows how FAST TRACKworks, with the overlapping of activities resulting in a

8 shorter overall period of time required.

4

This is the schematic plan of a school as actuallyapproved by a Board of Education. Everyone wassatisfied at this point that the basic space needs weresatisfied and that the relationships of activities to oneanother were as desired. At the same time, there wensa multitude of decisions remaining to be made aboutthe exact configuration of interior spaces andequipment. Occupancy was a major concern, so itwas decided at this point to go FAST TRACK. (It wasalready a SYSTEMS project and became aCONSTRUCTION MANAGEMENT project, which isdiscussed later).

This plan shows the elements that were included inthe first group of FAST TRACK bids: SiteDevelopment, Foundations, Structure, ExteriorWalls, Doors, Windows, Metal Deck, Roofing andInsulation. This accomplished enclosure early so thatwork could proceed during the winter, substantiallydecreasing total construction time. A little study willindicate the almost complete freedom at this point inplanning the interior even though almost 30% of thebuilding was under contract. The project ultimatelyhad about 40 separate contracts.

CONSTRUCTION MANAGEMENT

As the FAST TRACK concept began to tak:became apparent that a management problbeginning to develop. Traditionally, theregeneral contractor on the job. Even thoughmight have been separate mechanical andcontracts, the general contractor was respc60-70% of the total construction cost. He )assigned or assumed the overall managemfunction, usually with substantial help froarchitect.

The change n construction logic involved tFAST TRACK process, where there usuallycontractor on the job from start to finish, IEmanagement void. There may be, and theregeneral con tractors on a FAST TRACK proj1their relatio: ship to the job as a whole is clfill this void, a new creature, the constructilmanager, has evolved to perform the CONSMANAGEMENT function.

CONSTRUCTION MANAGEMENT establishset of relationships among the participantsconstruction project.

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This chart graphically illustrates the traditicstructure in a construction project.

The general contractor on a traditional projusually the low bidder, selected not for his

nts that were included inACK bids: Site3, Structure, Exteriorletal Deck, Roofing andhed enclosure early so thatthe winter, substantiallyon time. A little study will,te freadom at this point inhough almost 30% of the;t. The project ultimatelyracts.

CONSTRUCTION MANAGEMENT

As the FAST TRACK concept began to take hold itbecame apparent that a management problem wasbeginning to develop. Traditionally, there had been ageneral contractor on the job. Even though theremight have been separate mechanical and electricalcontracts, the general contractor was responsible for60-70% of the total construction cost. He was eitherassigned or assumed the overall managementfunction, usually with substantial help from thearchitect.

The change in construction logic involved theFAST TRACK process, where there usually was nocontractor on the job from start to finish, left amanagement void. There may be, and there often are,general contractors on a FAST TRACK project, buttheir relationship to the job as a whole is changed. Tofill this void, a new creature, the constructionmanager, has evolved to perform the CONSTRUCTIONMANAGEMENT function.

CONSTRUCTION MANAGEMENT establishes a newset of relationships among the participants in aconstruction project.

owner

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This chart graphically illustrates the traditionalstructure in a construction project.

The general contractor on a traditional project isusually the low bidder, selected not for his ability, 9

reputation or competence, but for his price. The ownerhas a single fixed price contract with the generalcontractor. However, much of the work is actuallydone by specialty contractorsmasons, roofers, steelerectors, plumbers, steam fitters, electricians, etc.

Under CONSTRUCTION MANAGEMENT, the actualconstruction work is performed by essentially thesame cortractors. Instead of acting as subcontractorsthough, they have direct contracts with the ownerand there may be 20-40 of them. The owner becomesmuch more directly involved in the constructionprocess and with the architect and the constructionmanager, forms the management team.

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6La&i]This chart illustrates the CONSTRUCTIONMANAGEMENT structure.

Who is the CONSTRUCTION MANAGER?

To begin with, the CONSTRUCTION MANAGER for aspecific project is a person or firm who provides aservice for a fee and has no financial interest in theconstruction. (There are exceptions to this broadstatement in the many variations of CONSTRUCTIONMANAGEMENT practiced today and these will be

10 considered separately as variations.)

The person, or more probably the firm.CONSTRUCTION MANAGEMENT seresomeone knowledgeable in current matechniques and methods and with broconstruction processes. The CONSTRMANAGER is both more than and lesscontractor. He provides services outsithose usually provided by a general cothe same time does not undertake sonresponsibilities of the general contractThere are many kinds of firms offeringCONSTRUCTION MANAGEMENT seryfield, apparently with a great potentialso everyone wants some of the action.major categories of kinds of firms presare the following:ARCHITECTS: Most of the pioneeringof CONSTRUCTION MANAGEMENT inhas been by architectural firms. Thesebeen involved in FAST TRACK, so a mthe management of the FAST TRACKa natural one. The architect has the adbackground in providing services on abasis, he is knowledgeable in the procwith an owner and he is already "on-bearly stages of the project (when the mprocess really should begin). If the arcis a substantial one with a reputation fits complete professional services, it pprovide the same kind of management

GENERAL CONTRACTORS: Many gehave become interested in providing CMANAGEMENT services. With their kibackground in construction it is naturshould do so. This is a new kind of relmost general contractors, requiring sophilosophical adjustment on their part

npetence, but for his price. The ownerprice contract with the general

giver, much of the work is actuallyy contractorsmasons, roofers, steelrs, steam fitters, electricians, etc.

ICTION MANAGEMENT, the actual'k is performed by essentially the3. Instead of acting as subcontractorse direct contracts with the owner20-40 of them. The owner becomes

tly involved in the constructionthe architect and the construction

the management team.

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ates the CONSTRUCTIONstructure.

STRUCTION MANAGER?

le CONSTRUCTION MANAGER for ais a person or firm who provides aand has no financial interest in thehere are exceptions to this broadmany variations of CONSTRUCTIONpracticed today and these will beIrately as variations.)

The person, or more probably the firm, who offersCONSTRUCTION MANAGEMENT services must besomeone knowledgeable in current managementtechniques and methods and with broad experience inconstruction processes. The CONSTRUCTIONMANAGER is both more than and less than a generalcontractor. He provides services outside the scope ofthose usually provided by a general contractor, and atthe same time does not undertake some of theresponsibilities of the general contractor.There are many kinds of firms offeringCONSTRUCTION MANAGEMENT services. It is a newfield, apparently with a great potential for business,so everyone wants some of the action. Among themajor categories of kinds of firms presently involvedare the following:ARCHITECTS: Most of the pioneering work in the useof CONSTRUCTION MANAGEMENT in public constructionhas been by architectural firms. These firms havebeen involved in FAST TRACK, so a movement intothe management of the FAST TRACK construction isa natural one. The architect has the advantage of hisbackground in providing services on a professionalbasis, he is knowledgeable in the process of workingwith an owner and he is already "on-board" in theearly stages of the project (when the managementprocess really should begin). If the architectural firmis a substantial one with a reputation for excellence inits complete profession& services, it probably willprovide the same kind of management services.

GENERAL CONTRACTORS: Many general contractorshave become interested in providing CONSTRUCTIONMANAGEMENT services. With their kind ofbackground in construction it is natural that theyshould do so. This is a new kind of relationship formost general contractors, requiring somephilosophical adjustment on their part. However, as

with architects, if the firm is one with an outstandingreputation in construction it probably will worktowards the same reputation in management. It isinteresting to note that a number of contractors whohave not generally been interested in bidding onpublic work are interested in management services forpublic work.CONSULTANTS: There are a variety of consultingfirms in the construction industry in such areas asengineering, construction processes and techniques,scheduling, estimating, etc. A number of these firmshave expanded into management areas.

TEAMS: A logical development in the field has beenthe joining of two or more firms, an architect and ageneral contractor for example, into a managementteam. In this way the strengths and experience ofeach of the members of the team is brought to bear onthe process.

How do we pick a CONSTRUCTION MANAGER?

The CONSTRUCTION MANAGER should be selectedin the same manner as an architect, attorney,accountant, etc., is selected. The criteria should beexperience, background, knowledge and competence.The firm should be the one you feel will do the bestjob for you and the one in whom you have the mostconfidence.How much will CONSTRUCTION MANAGEMENTcost?

Building under the CONSTRUCTION MANAGEMENTprocess will not cost any more than building in thetraditional manner. In fact, because of the timereductions involved, it probably will cost less. Theconstruction manager will, of course, be paid a fee.As with most products and services, it is alwayspossible to get something cheaper. However, youusually get only what you pay for. For qualityservicesand for the CONSTRUCTION

MANAGEMENT technique to worktheprovided should be spelled out in detailreasonable fee paid for them.

What does a CONSTRUCTION MANAGE

As the term implies, he manages all of tof activities which make up the construcand, in addition, he provides a number oservices required for the process.

Included among these activities and serfollowing:

The establishment of job organizationresponsibilities, including the activitieowner, architect, construction manag:contractors.

The administration and coordination oThe scheduling of all activities througplanning and construction phases, anmonitoring on a regular basis.The establishment of project budgetsplanning progresses, estimating the cvarious phases of the work.

Provide financial and other reports onbasis and keep appropriate records.

Analyze alternative construction methmaterials in terms of cost and time c.Manage on-site activities.

Work with the architect in establishinprocedures, obtaining goverinental aapprovals, recommending award of c

There are many other detailed or specservices which might be included forproject.

What does the OWNER have to do?

The owner becomes a more active parti

_7

rm is one with an outstandingon it probably will workation in management. It isa number of contractors ,,hointerested in bidding on

ed in management services for

are a variety of consultingin industry in such areas ason processes and techniques,etc. A number of these firms

nag ement areas.

lopment in the field has beenpre firms, an architect and axample, into a managementirengths and experience ofthe team is brought to bear on

TRUCTION MANAGER?

ANAGER should be selectedan architect, attorney,,cted. The criteria should bei, knowledge and competence.one you feel will do the bestin whom you have the most

RUCTION MANAGEMENT

JSTRUCTION MANAGEMENTby more than building in theact, because of the timeprobably will cost less. TheMil, of course, be paid a fee.and services, it is alwaysing cheaper. However, youou pay for. For qualityONSTRUCTION

MANAGEMENT technique to workthe services to beprovided should be spelled out in detail and areasonable fee paid for them.

What does a CONSTRUCTION MANAGER do?

As the term implies, he manages all of the multitudeof activities which make up the construction processand, in addition, he provides a number of technicalservices required for the process.

Included among these activities and services are thefollowing:

The establishment of job organization andresponsibilities, including the activities of theowner, architect, construction manager andcontractors.

The administration and coordination of all activities.The scheduling of all activities throughout theplanning and construction phases, and t ielrmonitoring on a regular basis.The establishment of project budgets and, asplanning progresses, estimating the cost of thevarious phases of the work.

Provide financial and other reports on a regularbasis and keep appropriate records.

Analyze alternative construction methods andmaterials in terms of cost and time considerations.Manage on-site activities.

Work with the architect in establishing biddingprocedures, obtaining govermental agencyapprovals, recommending award of contracts, etc.

There are many other detailed or specializedservices which might be included for a specificproject.

What does the OWNER have to do?

The owner becomes a more active participant when 11

12

FAST TRACK and CONSTRUCTION MANAGEMENTare used, especially during the construction phase.He is very much involved in day-to-day decision-making as a member of the management team, muchof which would be done by the general contractorunder that form of construction. Before becominginvolved in this process the owner should recognizethat it is different, should be receptive to it and beprepared for the changes in attitude required.The owner should particularly be aware of thefollowing areas where he will need to adjust histhinking:

INVOLVEMENT: Be prepared to spend a great dealof time and effort and to act promptly whendecisions are required. One of the major sources ofdelay in building programs is the owner. Thisoccurs n the failure to recognize a sense of urgencyearly in a project and from a cumbersome and timeconsuming procedure for decision-making duringplanning and construction. This entire concept isgeared to reducing time and working to a schedule.The owner must participate fully as a member of theteam, meeting the time commitments establishedfor him.

DELEGATION OF AUTHORITY: As a part of hisinvolvement, it is essential that the owner delegatea substantial degree of authority to theadministrative level. This should be the maximumpossible within the abilities of the staff to whom itis delegated and within any legal limitations of thepolicy making body. It should, for example,delegate the approval of changes within definedlimitations.CONSTRUCTION COST: Owners are accustomed toreceiving bids based upon complete drawings andspecifications; thus contracts are awarded with adegree of certainty as to the final cost. At this pointthe responsibility for completing the project at this

cost presumably falls upon theThis is not really the case thougowners know, things are likely ticonstruction which result in chaare not available to cover theseproject can be in trouble.

In the FAST TRACK/CONSTRUconcept, bids are taken and conta period of time. The project isbefore final contracts are awardeknown. Thus the owner is takinga more visible responsibility fornot really a greater actual responthe awarding of smaller phasedadjustments when bids are high.COORDINATION: The owner shfor the possibility of more changconstruction than with the traditas a result, more change orders.major reasons for this:

There will be occasions wherebid all of the work of a particulrather than there being a seconjob for the same trade, it mayadd this work to an existing coPhasing of construction docusubject to greater difficulty inresult, there may be inadvertaaccommodated and changes re

These possibilities should be aninitial budget is established andprovided for them.

Are there LEGAL questions involve

Yes. There are legal questions, asconstruction project.The owner's attorney should be verand he should be given a complete

T TRACK and CONSTRUCTION MANAGEMENTUsed, especia ly during the construction phase.s very much in lived in day-to-day decision-ing as a member of the management team, much'hich would be done by the general contractor?,r that form of construction. Before becomingIved in this process the owner should recognizeit is different, should be receptive to it and beared for the changes in attitude required.

owner should particularly be aware of thewing areas where he will need to adjust hiscing :

VOLVEMENT: Be prepared to spend a great dealtime and effort and to act promptly whenvisions are required. One of the major sources ofay in building programs is the owner. Thiscurs in the failure to recognize a sense of urgencyly in a project and from a cumbersome and timeisuming procedure for decision-making duringnning and construction. This entire concept isfired to reducing time and working to a schedule.

owner must participate fully as a member of them, meeting the time commitments establishedhim

_EGATION OF AUTHORITY: As a part of hisAvement, it is essential that the owner delegateibstantial degree of authority to theiinistrative level. This should be the maximumsiole within the abilities of the staff to whom itelegated and within any legal limitations of thecy making body. It should, for example,)gate the approval of changes within definedtations.4STRUCTION COST: Owners are accustomed toiving bids based upon complete drawings andifications; thus contracts are awarded with a-ee of certainty as to the final cost. At this point'esponsibility for completing the project at this

cost presumably falls upon the general contractor.This is not really the case though, for as mostowners know, things are likely to occur duringconstruction which result in change orders. if fundsare not available to cover these contingencies. theproject can be in trouble.

In the FAST TRACK/CONSTRUCTION MANAGEMENTconcept, bids are taken and contracts awarded overa period of time. The project is well under waybefore final contracts are awarded and a total cost isknown. Thus the owner is taking a more direct anda more visible responsibility for the final cost, butnot really a greater actual responsibility. In reality,the awarding of smaller phased contracts givesadjustments when bids are high.COORDINATION: The owner should be preparedfor the possibility of more changes duringconstruction than with the traditional process and,as a result, more change orders. There are twomajor reasons for this:

There will be occasions where it is not desirable tobid all of the work of a particular trade early andrather than there being a second contractor on thejob for the same trade, it may be advantageous toadd this work to an existing contract.Phasing of construction documents is inherentlysubject to greater difficulty in coordination. As aresult, there may be inadvertant omissions to beaccommodated and changes required.

These possibilities should be anticipated when theinitial budget is established and a contingency fundprovided for them.

Are there LEGAL questions involved?

Yes. There are legal questions, as there are with anyconstruction project.The owner's attorney should be very much involved,and he should be given a complete explanation of the

process upon which to base his involvement. FASTTRACKING and CONSTRUCTION MANAGEMENThave been used by a number of school districts withinthe limitations of the laws under which they operate.However, attorneys' opinions vary, and variations inprocedure, even though minor, could raise new legalquestions. The owner utilizing these concepts shouldassure himself that all legal requirements are met.

A second area where legal questions arise is in theapprovals rv.,:,uired for construction projects. Schoolsrequire the approval of the State Department ofEducation and the State Fire Marshal, as well asapproval of local building and planning officials,health departments, etc. These authorities generallydo not have procedures established for the approval ofFAST TRACK projects. Consequently, it is essentialthat they be brought into the planning as early aspossible and that they be closely involved throughoutin order to ensure their cooperation and to make itpossible for them to fulfill their legal responsibilitiesin this different procedure.Where can I learn more about FAST TRACK andCONSTRUCTION MANAGEMENT?

READ:Professional Construction Management and ProjectAdministrationFoxhall ; published by ArchitecturalRecord, New York.

"Fast Track"American School Board Journal, August1971.

"A Fast Track to Savings in CollegeBuilding"College Management, July 1969."Construction Manager: More Than a Hard-Hat Job"A/A Journal, May 1971.

"Construction Management"Engineering NewsRecord, May 4, 1972.

"Construction Management: Seeking BetterBuildings"National Electrical ContractorsAssociation, Monograph 22.

RECYCLING EXISTING BUILDINGS

RECyCl_INGThe "in" term for remodelinwith broader implicationsis anotherCONSTRUCTION 'IPTION that should beRECYCLING implies a new life for old facilupon a consideration of educational needsan updating based upon physical needsfacoustics, heating and ventilating, etc.In Document 3 "Facility Options", it has bsuggested that existing buildingsboth tpresently educational and those non-educuseshould be considered as potential cafacilities. Any such considerations shoulda comprehensive feasibility study and evalwhich would establish the suitability of thfor remodeling and for use as a career prepfacility.RECYCLING is an option which may resulttime savings. The concepts of SYSTEMS,FAST TRACK and CONSTRUCTION MANAare also options which are used for cost ansaving benefits. These concerts are applicRECYCLING process, as well as to new col

Many older buildings, including schools, astructurally sound and have exterior "skinsin good condition. Their major inadequacie

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e his involvement. FASTJCTION MANAGEMENT)er of school districts within

under which they operate.ons vary, and variations iniinor, could raise new legal(zing these concepts shouldal requirements are met.

I questions arise is in theistruction projects. Schools

State Department ofire Marshal, as well asand planning officials,these authorities generally5tablished for the approval of)nsequently, it is essentialthe planning as early asclosely involved throughout'operation and to make itI their legal responsibilities

)out FAST TRACK andIEMENT?

7 Management and Projectpublished by Architectural

school Board Journal, August

in Collegegement, July 1969.

More Than a Hard-Hat Job"

qit"Engineering News

Seeking Bettertrical Contractors

22.

RECYCLING EXISTING BUILDINGS

RECYCLINGThe "in" term for remodeling, althoughwith broader implicationsis anotherCONSTRUCTION OPTION that should be considered.RECYCLING implies a new life for old facilities basedupon a consideration of educational needs rather thanan updating based upon physical needs -fire safety,acoustics, heating and ventilating, etc.In Document 3 "Facility Options", it has beensuggested that existing buildingsboth thosepresently educational and those non-educational inuseshould be considered as potential careerfacilities. Any such considerations should begin witha comprehensive feasibility study and evaluationwhich would establish the suitability of the buildingfor remodeling and for use as a career preparationfacility.RECYCLING is an option which may result in cost andtime savings. The concepts of SYSTEMS,FAST TRACK and CONSTRUCTION MANAGEMENTare also options which are used for cost and timesaving benefits. These concepts are applicable to theRECYCLING process, as well as to new construction.

Many older buildings, including schools, arestructurally sound and have exterior "skins" which arein good condition. Their major inadequacies lie in

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their interior arrangements and equipment. It is oftenpossible to rework the interiors of these buildings sothat large open spaces are created, in which neweducational activities can take place. The illustrationshows how a typical double-loaded corridor section ofan older school might be opened up into a moreuseful instructional area.

It is sometimes possible, too, to superimpose theplanning module grid on these newly opened upareas, and to use some of the subsystems describedearlier in their remodeling. The ceiling-lighting;heating, ventilating, air conditioning; and variouspartitioning subsystems might adapt very well tothese areas. In fact, several producers are marketingsystems specifically designed for remodeling. Thesesystems (see illustration) include ceiling, lighting,heating, ventilating, air conditioning, and sometimes,other electrical, communications and audio-visualequipment.

Remodeling projects are usually much morecomplicated than new buildings. Consequently, theylend themselves to FAST TRACK andCONSTRUCTION MANAGEMENT techniques. Thegreater flexibility in management and schedulinginherent in these techniques can be very useful in

accomplishing RECYCLING in an orderly andcontrolled manner.

Where can I learn more about RECYCLING?

Educational Facilities Laboratories, Inc. hasestablished NEW LIFE FOR OLD SCHOOLS PROJEGspecifically to be concerned with RECYCLING. Awealth of experience and knowledge is available,including SYSTEMS applications in Portland,Chicago, Kansas City and Fairfax County, Virginia.

WRITE:

Ben E. GravesNew Life for Old Schools Project20 North Wacker DriveSuite 1734Chicago, Illinois 60606

READ:

School RenewalMcLeod Ferrara Ensign, AIA.Educational Facilities Laboratories, Inc.Places and Things for Experimental Schools,Educational Facilities Laboratories, Inc.

"Packaged System: A New Hybrid for Old Schools",Air Conditioning and Refrigeration Business,September, 1972.