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| Routine Custodial and Maintenance Issues 785-4620 Routine Leased Space Custodial and Maintenance Issues 785-3273 |
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| Construction |
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Overview
The Construction Phase of the project involves the implementation of the project as it is described in the Contract Documents (construction drawings and specifications). The Project Manager initiates a contract with the Constructor based upon an agreed upon price for the work.
Scope
The agreed upon and authorized scope during Construction must be adhered to. Any changes to the agreed upon and authorized scope of the project must be approved by the Project Manager with all consequences for schedule and budget understood and accepted by the project funding source.
Schedule
Schedule impacts will be monitored throughout the Construction phase and shared with all parties. Any changes to the agreed upon and authorized schedule of the project must be approved by the Project Manager with all consequences for scope and budget understood and accepted by the project funding source.
Budget
The authorized budget shall not be exceeded. Budget impacts will be monitored throughout the Construction phase and shared with all parties. Changes to the project construction cost (GMP) will be monitored by the Project Manager and must be reconciled with overall project budget prior to proceeding with any change. All changes must be approved by the Project Manager prior to execution.
Roles & Responsibilities
Key to the delivery of a successful project is that all players work as a team. PM&C puts together a team that will take a proactive approach to the interface with the User and all Yale stakeholders. The team will embrace the scope, schedule and budget and be responsible to keep these three parameters in focus when making decisions regarding the project design. In order to achieve a successful project, the Design Team must get input from, and coordinate with, a number of different groups. These groups include Yale representatives from Building Services & Operations, the Office of Environmental Health & Safety, the Yale Fire Marshal, Yale Telecom, Yale Security, Client Support, and in addition, the New Haven City Officials. In general, everyone can talk to everyone else, but the Project Manager must know about all communications via minutes or memos from the team members, reporting the interaction. The Project Manager must be thoroughly informed of every aspect of the project, as the Project Manager is responsible for its ultimate completion. Therefore, no decisions can be made without the Project Manager's approval. The Project Manger is the point person for the project and questions and concerns should be directed to the Project Manger.
The Business Manager plays an important role in the progress of a project. The Business Manager becomes an important liaison between the Department and PM&C. Below are summarized the key responsibilities of the Departmental Business Manager on a typical project:
- Needs to be able to state Department's needs on many issues. (All Phases)
- Acts as a filter for desired changes. (All Phases)
- Acts as interface with faculty on design issues. (Design Phases)
- Prime department contact regarding furniture: Meet with furniture supplier to determine furniture needs, be aware of budget and coordinate Department needs. (Design Phases)
- Helps manage expectations of users via budget, scope and schedule. (All Phases)
- Coordinates the review of drawings during the review periods and insures timely responses. (Design Phases)
- Puts in request for Ethernet via ITS-Med Client Support and sends request to Project Manger for charging instructions. Is responsible for contacting, coordinating, and working out all the details of data connectivity with Client Support. (Construction Phase)
- Puts in request for telephones via TSR to Telecommunication and sends to PM for charging instructions. Provides list of users and desired numbers and locations, etc. (Construction Phase) (see Interface with Telecom)
- Signage: Constructor will order signage modules as per specifications. Business Manager shall coordinate and order inserts for the modules. Business Manger will provide list of the occupants, titles etc., fill out work request and forward to PM for charging instructions and Project Manager will forward to Copy Center. (Construction Phase)
- Put in Work Request via Project Manager to Physical Plant for keying: Meet with locksmith to determine functions. (Construction Phase)
- Determine the location of saved equipment (Construction Phase)
- Obtain safety clearances for the space to be renovated. (Construction Phase)
- Coordinate moves (Construction Phase)
- Lead the effort to find swing space. (Design Phase)
Meetings during this phase are geared to reviewing the construction progress and addressing any issues that come up during construction activities. A representative from the Department should be present at these meetings (typically the Business Manager). The meetings are usually every two weeks. The Construction Kick Off Meeting initiates the construction process. This meeting allows all members of the Design Team and Constructor to go over the basic ground rules for the construction phase and to work out the process for the particular project at hand. The following agenda items are discussed:
| 1. | Schedule of values |
| 2. | Submittals list & log |
| 3. | Construction schedule |
| 4. | Certification of Insurance |
| 5. | Emergency Phone Numbers |
| (NOTE: Items 1-5 required from Constructor within 1 week of request) | |
| 6. | Bid List/Review Bid Process |
| 7. | Security ID (access to construction area only) |
| 8. | Theft prevention |
| 9. | Parking |
| 10. | Keys |
| 11. | Field phone (adjust General Conditions at end) |
| 12. | Safety Plan |
| 13. | Safety Clearances |
| 14. | Shutdown requests, (2.5 week minimum notice) |
| 15. | Shutdown notifications |
| 16. | Hot Work |
| 17. | Construction hours |
| 18. | Weekend work/Off-hours work |
| 19. | Adjacency disturbances |
| 20. | No smoking |
| 21. | No radios |
| 22. | No Foul Language |
| 23. | Sexual harassment |
| 24. | Use of toilet facilities |
| 25. | Use of Cafeterias |
| 26. | Protection of University property |
| 27. | Material Staging/Storage |
| 28. | Dumpsters |
| 29. | Dust Control |
| 30. | Deliveries |
| 31. | Lock out/Tag out policy |
| 32. | MSDS Sheet |
| 33. | Confined Spaces |
| 34. | Pre-Demolition & DCC Shut-off |
| 35. | Two Week Look Ahead |
| 36. | Job Meetings |
| 37. | Pay Applications |
| 38. | Changes in work |
| 39. | PCO/CO Log |
| 40. | Equipment procurement & relocation |
| 41. | Access to Mechanical/Electrical equip |
| 42. | Record Drawings |
| 43. | Shop Drawings/Submittals |
| 44. | Closeout/O&E Manual Submission |
| 45. | Signage |
Moves
Prior to construction start if the area of the project is occupied it is required to move occupants out to a temporary location. The temporary location or "swing space" must be identified early on in the design process so moves can be accomplished in a timely manner for construction to start as scheduled. The moves of department personnel are coordinated and implemented by the Department Business Manager. Costs for the move of occupants and any fit up required in temporary locations to accommodate moving occupants will either be carried by the Project or by the Department. Cost responsibility for moves must be determined at the start of the project so costs can be incorporated into the budgeting process.
Notifications
Before a construction project starts Project Management & Construction notifies the people in the Yale School of Medicine community of the pending activities for their safety and to allow them to plan their work accordingly. Notification occurs as follows:
- Initial Notification: During Design Development, a notification is distributed to all the adjacent users of pending construction. It is sent to the business managers of the departments that are next to, below, or above the proposed project.
- Construction Notification: As the construction start date approaches a notification is sent out that indicates the date of construction start and the duration of construction activities. The notice will indicate what to expect as far as noises, dust, etc. This notice should go to all the persons on the initial notice plus Student Affairs and the Office of Environmental Health & Safety. If there will be asbestos abatement activities it will be indicated on the notice and describe the precautions that will be taken.
- Community Meetings: Prior to construction start, a community meeting will be scheduled. The intent of the meeting is to inform all building occupants in the vicinity of the proposed construction of potential construction hazards. The community is invited through Departmental Business Managers. The Office of Environmental Health & Safety will do a presentation on construction issues. The Project Manager will address specifics of the particular project. The Constructor will be present to answer any questions on exact construction activities. The Project Manager will describe the protocols in place with the Constructor to control anticipated construction conditions: the construction hours, the construction duration (schedule), and who to call if there are problems.
- Two Week Look Ahead. During the construction process the Constructor will submit a Two Week Look Ahead prior to every two-week period during construction to the Project Manager who will review it and forward it to those departments impacted by the project. The notice will go to the Business Managers via email who in turn distribute the notices to the appropriate persons in their department. Typically the look ahead goes to all adjacent users, BS&O, Office of Environmental Health and Safety and Student Affairs representative.
Shutdowns
During construction the Constructor will be required to shutdown certain utilities as connections to existing services are made. Most of these shutdowns will be local and only affect the area under construction. Some shutdowns will impact a larger area. All shutdowns are requested two weeks in advance so that Physical Plant can assess the impact. All shutdowns will be part of the Two Week Look Ahead so that affected users will be notified prior to the shutdown and can prepare accordingly (see Notifications). In addition, notices will be posted in all the affected areas prior to the shutdown.
Clearances
The Office of Environmental Health and Safety (OEH&S) must to be contacted for radiation, biological, and chemical clearances. The Business Manager of the Department in which the project is based should initiate this process and deliver the space to the constructor with all clearances in place. Construction activity cannot commence until all clearances are in hand.
Hazardous Material Testing and Removal
The Project Manager will initiate a hazardous material survey through a request to the Office of Environmental Health and Safety and, if hazardous materials are discovered, will facilitate its removal.
Keying
The Department coordinates final keying. The Business Manger puts in a Work Request via the Project Manager to Physical Plant for keying. The Business Manager will meet with the BS&O locksmith to determine functions.
Signage
Signage is paid for out of the construction budget, coordinated and specified by the Architect, and installed by the Constructor. YSM will provide and install paper inserts in the modules. The Business Manager shall coordinate and order inserts for the modules. The Business Manager will provide a list of the occupants, titles etc., fill out the work request and forward it to the Project Manager for charging instructions, and the Project Manager will forward the request to the Copy Center.
Substantial Completion
The date of Substantial Completion is an important day in the life of any project within the University. This date comes into play on many internal procedures relating to a Capital or Non?Capital project. As a result, each project needs a Certificate of Substantial Completion to document the date at which the project was ready for beneficial occupancy by Yale University, the Owner of the project. The prime Design Professional, usually the Architect, is responsible for preparing this Certificate of Substantial Completion and for attaching to it a Punchlist which represents those outstanding items which are contractually owed and have not been completed at the date of Substantial Completion. The user should attend the walk through with the Team to review the project and add items to the punchlist as necessary. It should be noted that at this time only those items which are contractually owed and have not been completed at the date of Substantial Completion are to be put on the Punchlist. This is not an opportunity to add scope to the project. Three copies of the Certificate of Substantial Completion and the associated Punchlist are required. These are to be signed by the Architect, the Constructor, and lastly Yale University School of Medicine.
On the date of Substantial Completion the Owner is responsible for the maintenance and upkeep of the completed project area. The Operating and Maintenance Manuals are turned over to the Yale School of Medicine Project Manager on or prior to the date of Substantial Completion. These manuals must have already been reviewed and approved by the Design Team. From this point forward any concerns on the User's part on the functioning/maintenance of the space should be addressed to BS&O. If an item is a warrantee item BS&O will contact the Project Manager and the Constructor to address it. The date of Substantial Completion initiates the Warranty Period.
Occupancy
Occupancy can take place any time after Substantial Completion of the project. The exact date is part of the specific project schedule.
Telecom/Desktop Interface
The Department initiates a Telephone Service Request (TSR) to Yale Telecom to authorize handsets be supplied, transfer established phone numbers to new locations and establish new phone numbers for a newly installed location. The Department is responsible for the costs associated with this TSR.
The occupant/user is responsible for contacting, coordinating, and working out all the details of data connectivity with Client Support at ITS Med directly.
Last modified: July 25, 2001. (JM)
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