Cabling Contractor vs. Design Consultant. Stop the Battle! Contractor s Perspective. Michael Quirl, RCDD

Transcription

1 Cabling Contractor vs. Design Consultant Stop the Battle! Contract Administration with a Contractor s Perspective Michael Quirl, RCDD

2 Introduction Michael Quirl, RCDD IT Cabling Contractor since 1984 Former Bicsi i Trainer Design Consultant since 2008 in Austin, Texas

3 In the last three decades I ve been doing this, on hundreds of projects, I have often seen or been involved in conflict between the Cabling Design Consultant/Architect and the Cabling Contractor/Installer during the duration of a project. The impact of this conflict on productivity and profitability rarely has any winners. This presentation will hopefully provide some tools that can change project adversaries into cooperative teams.

4 Actual Remarks from Contractors about Design Consultants They seem to be waiting for us to do it wrong Disconnected They don t listen to us Act like they are more important to the process Relies on spec language to avoid responsibility from design errors. We take all the risk.

5 Actual Remarks from Consultants about Contractors Everything that contractor needs is on the drawings or in the specs. That contractor didn t put that in right That contractor knows he s not supposed to talk to me He s waiting on me? I m waiting on him! They re going to have to pay for these screwups

6 80% of the Contractors I interviewed for this presentation did not know how the contract drawings they were working from were developed. Only half of the Design Consultants I interviewed knew the name of the lead (not always the PM) of the installation crew on their projects

7 The biggest problem with communication is the illusion it has taken place. G. B Shaw

8 This challenge of trust and open communication in an adversarial environment is constant and cultural. Promotes confusion, distrust and opportunism RFIs and non-owner requested change orders impacts the profitability of both parties. Time Manpower Money Credibility

9 Who s the Client? Ultimately, it is the Owner, but who signs the paycheck? The Architect works for the Owner The Consultant Client can be the architect, the Owner, another consultant, or a construction management group. The Contractor Works under the GC

10 While organizational charts are an essential reference, the most effective projects are the ones that the Contractor, GC and Consultant are client- oriented to each other, not hierarchical. Trust is the essential element. How do you get there?

11 The Solution New Relationships Should Start at Notification of Award Call General Contractor for introduction and POC Initial Construction Meeting All sides setting clear expectations is a first step in building a reliable coalition Communication tree is clearly defined Learn of existing relationships/political issue Learn and integrate the GC s sub-contracting strategy and schedules

12 Analogy of the Paint-By-Numbers Set The Consultant makes sure the canvas is ready, the various paints are selected and identified, and the numbers and lines are all there. The Contractor is going to skillfully apply each of the colors in the right sequences and careful combinations. Both parties are essential to create the masterpiece and have an interest in making sure the other is involved and committed.

13 The Consultant and the Contractor are mutually affected by the success or failure of the installation, testing, and certification processes. The goal is the happy Owner gleefully signing the project acceptance documents. If either side fails, the other is impacted negatively on some level. Regardless of the reason. While there are no guarantees, the best place to start t is an open mind.

14 See the Contractor as your Client as well as seeing him as a source of knowledge and resource. Can bring different perspectives and insight An existing relationship with the GC can be helpful Daily eyes in the field Builds business and personal relationships for future projects Assists in confirmation of Bicsi-trained technicians participating in the installation process

15 Pre-Construction Meeting Make time to clearly outline expectations for all parties when reviewing the construction schedule. Convey a sincere intent to operate as equals for the duration of the project, and reciprocity is vital for success Stress how important CA is to the successful completion of project for the team, not just the contractor Submittals and RFI process. Obligate quick responses.

16 Provide methods and strategies to identify where contractor is in the construction process at all times. Review the problem resolution process. Shop drawings requirements Declare a goal for the mutual success of all teams

17 One-on-One with the Contractor Prior to Shop Drawings submission Intent to identify potential RFIs and Changes early In exchange, look for ways to reduce impact factors for contractors bottom line Consider recommendations (e.g. alternate cable pathways, approved product substitutions, schedule changes, etc.)which are different, yet spec-compliant, that could provide cost-savings to the contractor

18 How Contract Documents are Made Owner wants to build a project and hires an architect. Architect will be the Manager of a Team of consultants for each of the disciplines -Includes GC, MEP, Civil, il Technology, Landscape, Structural, other disciplines Relationship with Team(s) from previous projects Solicits bids through RFPs

19 IT Consultant Systems IT Design Consultant Systems Voice/Data Cabling Infrastructure Nurse Call System Telephone System Paging System Clocks Mass Notification Building Automation Audio/Visual DAS CATV System Security RFID System Access Control Wireless LED Lighting Intercom Server Room Buildout

20 Stages of Design Programming Schematic Design Design Details Contract Documents Construction Administration

21 Programming Architect meets with the Owner s representatives to learn the Owner s business culture and concepts, as well as get the basic requirements for everything from the shape of the building to the furniture and equipment in each room. This information is the basis for the rest of the design.

22 Schematic Design This is usually a descriptive narrative explaining the scope of what will be required by each of the Teams to meet the concepts delineated in the Programming Document. MasterFormat Specification Documents are sometimes included d in this phase

23 Design Details The first draft of construction drawings and MasterFormat Specification Documents for all relevant systems are provided in this phase. Technology - Telecommunication spaces (EF, ER, TRs, other spaces), cable pathways, cable drop locations, construction details and elevations, furniture locations, legend, etc. are part of this package.

24 Construction Documents These are the final sets of documents reviewed and approved by the Owner, and will be used to construct the project. The General Contractor and Subcontractors are selected once these are finalized and approved by the Owner.

25 Construction or Contract Administration As the project progresses through to completion, the Consultant confirms the work of the Contractors are compliant with the Contract Documents. If a good communication structure isn t opened and relationships are not formed early in this process, the attitudes expressed earlier are usually the result.

26 Trust but Verify. Ronald Reagan Follow the CA process as described in the Pre- construction Meeting Officially recognize crew leads and team members with written acknowledgement to supervisors and management. Actively plan together the administration and completion of testing/warranty documentation for completion acceptance

27 Issues Most of these ideas are compromised when any of the parties are not committed or competent Consultants Cut and paste specs Specs don t matchthedrawings the Language in one part of spec contradicts another part. Slow response to questions usually done through RFI response schedule.

28 Contractors Field crews do not know the project scope Crew leadership absent or weak Inattentive to schedules, material handling, manufacturers and industry installation guidelines and standards Not completing the last 10% of the project like the first 10%.

29 Potential Trouble Spots Indecisive Owner Difficult Architect Difficult, slow-responding or weak GC Issues with other disciplines Political situations Project site conditions/location Internal management issues

30 Unless architect prohibits it, phone calls for clarification/discussion about pertinent issues are very helpful.

31 Trends Competition in the tight marketplace is shrinking fees. New strategies for profitability are being tested Shop Drawing/Design Concept - Contractor chosen early, at risk, collaborating with consultant, with input during design phase Reduces design/build conflicts Optimizes i contractor planning and profitability Prefab concepts 30 t b ildi i 15 d (Sh 30-story building in 15 days> (Show video)

32 Summary Remove the mental and cultural impediments that create the adversarial environment Promote and present a Client-Client Client relationship with team members Share appropriate information i freely Make the warranty and completion acceptance the goal Share in each others success!