prefab can be fab the construction/media/files/insightsnews/... · 2018-01-31 · prefab can be fab...

An integrated team approach is shaking up tradition. 22

NAILING SEAMLESS PROGRAM MANAGEMENT

18

PREFAB CAN BE FAB

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SPARKING CONNECTIONS WITH AZCO

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2018 / No. 1

THE

CONSTRUCTION EVOLUTION ISSUE

2 BENCHMARK No. 1 • 2018

The Overland One office building in Overland Park, Kansas, is going up fast and

efficiently because of the chosen integrated design-build delivery approach.

3BURNS & McDONNELL


As a global community, our growing needs in infrastructure upgrades, the revitalization of the energy market from the abundance of unleashed oil and natural gas, and generally strong economies make now a great time to build. The traditional design-bid-build model still works well in some markets, but in many others, it doesn’t.

Industries embracing a fully integrated team approach — where it makes sense — have found this approach produces quicker projects at relatively equal costs to the customer, and with a lot less effort. But this model does come with challenges: Did we pick the right team? Are we sure our price for the project is right? Is it competitive?

The rewards, however, can be equally as good. Results can save more than 20 percent on schedule, with a sole source responsible for delivering a remarkable product. To read more about the integrated team approach and how it’s being used today, turn to our cover story on page 22.

During the construction process, other efficiencies are gained on a per-project basis through the implementation of methods spanning from program management (page 18) to modularization (page 14). But it also helps to have a premier industrial construction company that can enhance the ability to complete projects safely, on schedule and on budget. Learn more about AZCO on page 30.

Our customers and our communities expect and deserve streamlined methods — and engaged team members — that address challenges upfront to deliver seamless, predictable outcomes. Let’s continue working together to carve out well-defined and highly efficient pathways to strengthen construction productivity. Taking it one well-organized project at a time, we’re making progress.

burnsmcd.comOffices Worldwide

CONTENT MANAGERMandie Nelson

CREATIVE DESIGN MANAGERLee Orrison

CONTRIBUTING EDITORSAlan Burchardt Brooke McGrath Erich Noack Abby Shields

GRAPHIC DESIGNERSAaron Fiddelke Brandon Guffey Megan McDonnell

PHOTOGRAPHERBryan Fairbanks

CONNECT:

Ray Kowalik Chairman and CEO

DELIVERING SMARTER, FASTER, MORE PREDICTABLE PROJECTS

WELCOME

5BURNS & McDONNELL

BUILDING NEW STANDARDS IN

CONSTRUCTIONWith an integrated team approach, one team executes all

roles throughout the project life cycle, delivering high-quality outcomes faster and with more cost certainty.

Read how an all-inclusive, collaborative process is advancing the commercial sector at burnsmcd.com/OneDesignBuildTeam


22

CONTENTS

DISRUPTING THE NORM WITH AN INTEGRATED APPROACHIt’s time to tackle project delivery challenges. Read up on the integrated team approach that’s turning traditional methods on their heads.

COVER STORY

7BURNS & McDONNELL

IN EVERY ISSUE

PERSPECTIVES

14 PREFAB CAN BE FABSome commercial projects are finding modularization to be a faster, safer, more affordable approach.

18 NAILING SEAMLESS PROGRAM MANAGEMENTPairing complex projects with tailored knowledge delivers the perfect solution.

30 SPARKING CONNECTIONSWith a shared focus on delivering safe, high-quality projects, Burns & McDonnell and AZCO are enhancing construction execution.

34 PLAY IT SAFE ON-SITEDetermining and tackling safety challenges require the right people and the right plan.

CONCEPT TO COMPLETION Q&A SPOTLIGHT TECHBRIEFS TRENDING

TOPICS

8 10 12 36 40


At the center of a valuable project management process is a proactive project controls system. Core elements of most control systems include cost, risk, schedule, document and change management, which are fed by a mixture of data and communication between team members. What distinguishes one control factor from another is its relevancy to an owner’s needs. Understanding the nuances of those elements keeps you in control, providing confidence in the result.

“No area of project control should work in isolation,” says Tarkan Yuksel, a department manager at Burns & McDonnell. “Success comes from understanding the desired result, creating systems that are flexible but mandatory, and making sure every action plays a part in helping achieve the end goal.”

But a missed opportunity can occur when open communication isn’t present, project data isn't visible or the application of advanced technologies is absent. Here are the essentials of each project controls element:

COST MANAGEMENTProjects of all sizes require rules of credit to be identified upfront so that project controls can help track cost and schedule performance accurately. Judging scope management performance by amount of change orders is not a good method for these contracts. Instead, costs are carefully monitored and changes identified and managed well before they cause issues.

FINDING VALUE IN TAKING

CONTROL

The demand for construction services in a world of complexities means the practices of project management are always open to scrutiny. In an efficiency-focused

future, project managers are challenged to not lose sight of

the fundamentals while keeping an eye on relevant advancements. This

especially holds true in the case of project controls.

CONCEPT TO COMPLETION

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For large projects, companies should expect robust cost forecasting as part of project controls. Disciplined monthly cost forecasting, when implemented, gives the client insight and confidence to present project updates to stakeholders.

Technology also can play a role in cost management, as project management tools are making the collection and management of data more effective. “Today’s tools make project teams more efficient and productive,” says Christina Gepner, a project manager at Burns & McDonnell. “Efficient data gathering, sharing and transparency into project data improves collaboration and saves costs.”

RISK MANAGEMENTInfrastructure projects must go beyond building a contingency amount into the budget. Risks can increase when, for instance, communication fails or data can’t be verified. A risk register should go beyond tracking risks, functioning also to facilitate communication across project teams and apply data collected from various sources.

Any estimated contingency should be verified using risk analysis. During project execution, the risk register is maintained as some risks develop into issues, some go away and new risks become apparent. With this proactive approach, stakeholders can foresee potential threats and make course corrections early to control any impact to cost or time frame.

SCHEDULE MANAGEMENTDelivering expected project outcomes on time requires a detailed project schedule that maps all activities to an agreed contracting strategy. A supporting work breakdown structure (WBS) tracks project scope details to monitor and provide alerts on tasks performed by all companies. With schedule management software and dashboards, no task is overlooked, and everyone involved understands where and when to take action.

Coordination of this kind removes rework and wasted days. Tying every piece of the project to a project management tool that disseminates schedule and other

pertinent information to field crews in real time facilitates project progress.

DOCUMENT MANAGEMENTWhen it comes to managing documents, unique policies and procedures should be agreed upon from the start to avoid surprises and set clear expectations. Over the course of a project, thousands of documents can be generated. Project controls systems should modify system parameters to meet unique requirements for tracking and reporting.

Additionally, be it contract, design or construction related, these systems pull documentation together into a single repository, making it accessible to all project members.

CHANGE MANAGEMENT In a dynamic project environment, open communication is essential. Because project controls hold the key to proactively managing project success, it’s important that team members understand any

changes to the program as they occur. Good project teams should engage

in facilitated discussions of any potential changes to explore

different solutions and secure agreement.

No matter the project size, changes are inevitable during its life cycle. Because change impacts everything, having the

tools in place to pull together the systems

and people is essential to successful project controls.

By providing visibility and accurate dissemination of data,

project stakeholders have the information necessary to make successful decisions from the

contract phase to the day-to-day process and on through project closeout.

How can program management tools improve project controls? Read more at burnsmcd.com/ControlsProjectProfile

SUCCESS COMES FROM UNDERSTANDING THE DESIRED

RESULT, CREATING SYSTEMS THAT ARE FLEXIBLE BUT MANDATORY,

AND MAKING SURE EVERY ACTION PLAYS A PART IN HELPING ACHIEVE THE END GOAL.

TARKAN YUKSEL

10 BENCHMARK No. 1 • 201810 BENCHMARK No. 1 • 2018

11BURNS & McDONNELL 11BURNS & McDONNELL

Q&A

As interest and need for an integrated team approach escalates, so does Randy Griffin’s tenacity for predictable outcomes. As president of the Construction/Design-Build Group at Burns & McDonnell,

he and his team are responsible for safety, quality and efficiency on the job site.

Q How have construction services grown during your tenure at the firm?

A Since I started at Burns & McDonnell 16 years ago, I have seen our oil, gas and chemicals

business spur the quickest growth in the type of services we offered and the type of people we needed to successfully execute the work. We have not only grown in numbers and types of project managers and field supervision needed to successfully execute projects but also in safety and health, quality, project controls, and procurement personnel. We are able to attract top talent in the industry, as well as organically grow new talent. When we’re able to provide challenging, sustainable careers — and reward our folks for their exceptional work — people tend to want to stay with us.

Q What does the acquisition of AZCO, a direct-hire contractor, bring to customers?

A The addition of AZCO, a premier industrial contractor with in-house fabrication capabilities,

allows us to offer our customers the benefit of one team to plan and execute what is typically the most labor-intensive, difficult part of a project: the equipment and piping scopes of work. With AZCO, we also are able to provide pipe prefabrication from one of the premier fabrication shops in the country. With all its capabilities, we can deliver the predictability of safety, schedule and cost to our customers because we are in the position to better control the outcomes from start to finish.

Q What's the most critical role within a project?

A No one person is setting the motion of the strategy for the job. We do a lot to align

ourselves with our clients as one team. Getting our subcontractors and suppliers engaged in that same process helps accomplish the same goal: bringing the desired outcome of this project to the client.

Q What’s the best advice you’ve ever received?

A The best advice I was ever given was offered to me by one of the first project managers I ever worked

with, and it came in three parts. “Learn everything you can about our business and our client’s business.” “Take the toughest assignments — those are the ones that you will learn the most from.” And, “Ask questions of everyone; it’s best to do so when you’re inexperienced and aren’t expected to know as much.”

Q What do you see happening in the construction industry within the

next few years?

A In the years to come, the types of projects we might be involved in will be different, but they will

still have to be designed, procured and constructed by somebody. What will not change is that we will have to be even smarter, faster, more predictable and have top-notch construction resources to remain an industry leader. The harder the project, the better we are.

His philosophy? MANAGE EACH PROJECT AS IF IT IS

WITH YOUR OWN MONEY.


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SPOTLIGHT

A LOT MORE ACTION

Dominion Energy has a rich legacy of serving more than 6 million utility and retail energy customers. But to continue its 119-year history of serving and strengthening local communities, the 60-year-old building no longer fit the need. What the company needed was a modern, upgraded solution.

On the 40-plus acre development site will be a 30,000-square-foot office building and adjacent 20,000-square-foot fleet warehouse, the first phase of development for Dominion Energy’s new district headquarters in Petersburg, Virginia.

“Our Transmission & Distribution Group has worked with Dominion Energy for more than a decade, but this is the first time we’ve assisted on the commercial side,” says Joel Jacobsen, architectural director at Burns & McDonnell. “Far from a cookie-cutter office building, the customized solution was truly born out of collaborative design sessions with the client to meet the needs of today while providing flexibility for future growth.”

Choosing an integrated design-build delivery method, Dominion Energy was involved in every step of the design process. It helped revise design plans, enlarge

the project's scope, and seek input from construction leaders upfront to determine the most cost-effective, efficient and custom solutions possible.

“Based on past experience, we have data that shows using a design-build model provides several advantages,” says Jason Meidinger, PE, MEM, manager of facilities management at Dominion Energy. “It minimizes miscommunication and errors between the design team and construction team, allowing fewer change orders and redesign for a more seamless transition from concept to finished project.”

The final design of the building, which will be under construction starting February 2018, combines a modern aesthetic with energy-efficient mechanical systems, plumbing and lighting fixtures, as well as other sustainable design strategies to meet the client's target of achieving LEED Silver certification on all new construction facilities. Daylight will stream into the building through large clerestory windows. Innovative office designs that are open and collaborative will give the company the perfect backdrop to cohesively tackle any challenge it faces. And, to accommodate large team meetings, the new building also will include a 150-seat conference room.

DOMINION ENERGY KNE W WH AT IT WA NTED IN A NE W STATE-OF-THE-A RT OFFICE BUILDING A ND FLEET WA REHOUSE — A ND GOT IT BY CHOOSING

A N INTEGR ATED TE A M A PPROACH.


MORE TALK,

To read more about the need for a new office — and the challenges associated with it — visit burnsmcd.com/NewHQProfile

13BURNS & McDONNELL

UPGRADED INFRASTRUCTURE,

UPDATED SECURITYNew projects offer your city conveniences it needs,

but modernized spaces require advanced security. Build a safer tomorrow by protecting your critical infrastructure.

See how we’re doing it at burnsmcd.com/SmartSecurity


CAN BE

ONCOMMERCIAL

PROJECTS


15BURNS & McDONNELL

New processes and technologies have long enabled massive productivity gains. For the agricultural industry, it was the cotton gin in 1794. The automotive industry points to the groundbreaking introduction of Henry Ford’s assembly lines in 1913. The advent of the personal computer and the internet in the 1970s and 1980s made a wide-ranging impact on efficiency. Doing more in less time is a perpetual goal, but the construction process doesn’t always follow the most efficient approach.

For some commercial projects, an option is gaining ground: prefabricated building solutions, where building elements — including structural; architectural; and mechanical, electrical and plumbing (MEP) systems — are constructed off-site in a controlled environment and assembled on-site.

Prefabrication has been a time-saver in areas of construction for more than 100 years, but it recently emerged onto the commercial scene. It can be faster, safer and more affordable, especially when deployed as part of an integrated team approach.

“It’s no secret that traditional construction can be inefficient,” says Greg Carlson, vice president of the Construction/Design-Build Group at Burns & McDonnell. “For certain commercial projects, prefabrication is a new way of thinking about the building process, one that can produce better results for the client and a safer environment for the builder.”

BENEFITS TRIFECTAWith prefabrication, elements of a structure — everything from framing to mechanical and electrical systems — are constructed in a controlled environment. An entire building, down to the tiles and kitchen appliances, can be built in a warehouse, then assembled at the final location. This approach is optimally used for repeatable projects, such as restaurant chains and office buildings, where the creation of multiple, identical building elements can be streamlined.

Increased speed — The prefab process relies on clockwork efficiency, where materials are precut to exacting specifications, sections are built to code by the manufacturers and workflows are tightly controlled. Weather unpredictability is eliminated, reducing delays. These and other measures can shave roughly 25-30 percent off the total project development timeline, according to research cited on modular.org.

Better quality — Modularization helps reduce the learning curve. On a typical job site, a worker might be facing a task for the first time. With prefab, a worker concentrates on the same task, and that specialized knowledge results in higher-quality work. A well-lit, climate-controlled warehouse also can be a better environment than outdoor job site conditions for paint, concrete and other materials to cure. Prefabricated items can include repetitive components, such as restroom modules in a multistory office building or precast panels for a building exterior.

Enhanced safety — Prefab solutions can reduce on-site labor by 75 percent, shifting the work to a controlled indoor environment. That leads to significant safety gains, especially considering prefab elements are built on the ground instead of at a great height. (Falls are the leading cause of construction-related fatalities, according to the Occupational Safety and Health Administration.)

“Modularization is economical and sustainable,” says James Isom, a commercial construction manager at Burns & McDonnell. “There is less

15BURNS & McDONNELL


wasted time and fewer wasted materials in a controlled construction environment. And, in a time when manpower shortages are increasing, a 70-degree warehouse used to create prefabricated construction elements can be a more attractive workplace than in the rain and snow.”

WHERE PREFAB MAKES SENSEIsom often hears the common misconception that modular solutions are at odds with customization and craftsmanship. “These are still buildings we’re crafting; we’re just taking a fresh approach to putting them together,” he says. “Modular solutions today are sophisticated and customizable — they refer to a process, not a specific facility type.”

Comprehensive prefab solutions work for office development, tenant finishes, data centers, restaurant chains, retail stores and hotels — anything with a more standardized layout or any repeatable function. On a recent rollout of quick-serve restaurants, the prefabrication approach cut the schedule in half from 16 to eight weeks. The savings in on-site labor allowed the client to opt for higher-quality materials. The process also accommodated differences in exterior sheathing required by local codes, providing the tailored solution the client needed.

Modularization also can work on a smaller scale for nearly any type of project. “Big plumbing skids are often prefabricated and shipped on-site,” Carlson says. “We can develop elements of a high-rise or simply prefab wall units. In many ways, prefabrication is already common; we’re just seeing more opportunities to take it further for the client’s benefit.”

To optimize the schedule and value savings of off-site prefabrication, this quick-serve restaurant needed help in

strategically redesigning various building elements while maintaining customer experience and franchisor branding

standards. Using an integrated team approach, it’s doing so for several stores nationwide.

THESE ARE STILL BUILDINGS WE’RE CRAFTING; WE’RE JUST TAKING A FRESH APPROACH TO

PUTTING THEM TOGETHER.JAMES ISOM


17BURNS & McDONNELL

INTEGRATED TEAMS FOR GREATER PRODUCTIVITYDesigning for prefabrication demands a nuanced method, one that is greatly enhanced with an integrated approach — where a single team delivers solutions across several specialized areas.

“When the same people are in control of design and construction, that enhanced collaboration delivers the elevated levels of accuracy and efficiency these projects demand,” Isom says. “We’re building in one place and assembling in another, so there is no room for mistakes.”

From day one, the project team designs for modularization in the building information model (BIM). For instance, the team must plan where four individual modules will meet within the final structure to make sure structural columns, MEP systems and other building elements line up. At the same time, the connecting seams are artfully concealed, so the building looks unified rather than made from parts.

The BIM provides accurate information for procurement, reducing material waste. Laser scanning the building elements in the warehouse and comparing them to the model allows the building to come together as designed. Project phasing is planned to maximize efficiency because many tasks now can happen concurrently.

The speed to market is a boon to clients.

“No matter what business our clients are in, they want their building faster so they can start generating revenue,” Carlson says. “Prefabrication allows us to deliver that speed — plus higher quality and lower costs. For the right project, it’s the dramatic jump in construction efficiency the market has been seeking.”

PREFAB BUILDING SOLUTIONS CAN:

REDUCE THE DEVELOPMENT

TIMELINE BY 25-30 PERCENT

REDUCE ON-SITE LABOR BY AS MUCH

AS 75 PERCENT

REDUCE WASTE BY 70-90 PERCENT

17BURNS & McDONNELL

Read more about the cost, time and safety benefits of prefabricated building solutions at

burnsmcd.com/FabPrefab

In fo rm at io n f ro m m o d ul a r.o rg


Program management has been pulling the strings to deliver a large volume of complex projects for companies and utilities across varying industries worldwide for decades. From renovating multiple terminals at a busy commercial airport to overhauling the water infrastructure of a city, program management is a proven stress-reliever, saving time and money while reducing risk. But how can the program management mold be tailored to each unique set of challenges?

WHAT IS THE PROGRAM MANAGEMENT MOLD?Program management is — in application and practice — a fluid project delivery service that groups similar projects in coordinated fashion for a range of industries, from power to transportation and aviation to water. However, it can require knowledge, skills, tools and techniques not always available to a customer in-house or within the scope of capability.

“It’s a flexible program solution that can adjust for a client’s specific need or requirement,” says Bob Wolfe, the program management director at Burns & McDonnell. “We can adjust our staffing levels based on a client’s internal resource capacity or timeline of the program. For example, if a client would prefer to manage permitting in-house, we are flexible and experienced in integrating those resources to help

manage consistency across the board. On any project, it’s critical to help make sure that the

project has one voice and that the team works in line with the same project goals.”

What constitutes a program has become flexible based on industry needs. After the Northeast blackout of 2003, utilities in the U.S. found themselves inundated with new federal reliability provisions and standards for the power grid. These mandatory regulations turned into billion-dollar upgrade projects across the country, requiring extensive program management work. However, now that those infrastructure upgrades are almost complete, utilities have seen a renewed focus on maintenance updates for resiliency.

“The program management delivery model in the transmission and distribution industry started with billion-dollar reliability projects that included long-haul transmission lines with multiple substations,” says Scott Newland, a senior vice president at Burns & McDonnell. “Now the industry is converting to billion-dollar portfolios of resiliency projects executed through a portfolio management model.”


CUSTOMER-FOCUSED BENEFITS FROM INDUSTRY TO INDUSTRYProgram management benefits are widely known among the leading industry players, specifically management of scope, time and cost, and risk. These are often the drivers that encourage customers to turn to the market for program management.

Scope: After defining the range of services needed, programs and portfolios often take hundreds of people at times to execute work, which can be an unrealistic hiring spike for a one-time project.

Time and cost: It is common for programs and portfolios to have multiple aspects of specialized processes and resource needs, which can become costly and time-consuming if not consolidated within an overarching plan.

Risk: With multiple contracts and various firms working on programs and portfolios, it can be difficult to keep track of all the moving parts, increasing the possibility that something vital will fall through the cracks.

“There are a lot of seams to manage, and program managers have to know how to identify and manage those seams,” Wolfe says. “Ultimately, the program manager owns those seams.”

By handing over the reins of a complex program or portfolio to one manager, the overall responsibility for the successful completion lies squarely on that set of shoulders, adding pressure to find the right partner.

MAKE SURE THE MOLD FITS LIKE A GLOVEProgram management can easily translate between industries. No matter the industry, program managers handle budgets, schedules, staffing, contracts and communication across teams. However, two major changes can make sure the benefits are tailored for each individual customer: integrated technology and an industry-specific program manager.

The future of program management is in the development and implementation of new technology, but the customized benefit for customers relies on the integration of technology. From unmanned aerial systems (better known as drones) and augmented reality to customized system dashboards and real- time data reporting, the information captured and available is only as valuable as the program manager and customer’s ability to access and interpret it. By integrating the tools and systems on a program from the start, customers can see consistent data


in one dashboard that can be accessed from anywhere in the world at any time.

Hiring a program manager experienced in the customer’s specific industry is also vital for success. Program management for an aviation program might include landside, airside, refueling and engineering of gates — all very different functions. On the other hand, program management for a utility could involve community relations, engineering, permitting and siting.

Program management across industries and regions requires experience and research to understand the unique and specific needs. If a program manager doesn’t know the steps to construct a transmission line or the duration each takes, he or she has to rely on someone else to help build the schedule. Similarly, a utility program manager with no experience in the water

industry won’t know how much it costs to repair a wastewater treatment plant or to bore under critical infrastructure to install a water pipeline, putting the cost estimate at risk.

“Program management is a proven contracting strategy implemented by many industries," Newland says. "Many of the project management tools, staff skills, responsibilities and processes are transferable across industries, but the key to success is pairing these program management tools, experience and processes with technical excellence."

Ultimately, an industry-specific program manager will not only have the tools and processes necessary to complete a customer’s program but also come armed with hands-on experience and best practices knowledge from diverse industries. That way the customer can benefit from the entire package.

Construction productivity has been on the decline for years, hindering progress and improvements. But that’s changing with the implementation of an integrated team approach,

one that’s shaking up conventional methods.

Daily, we watch our water systems battle erosion, dams and bridges fight deterioration, roads and ports encounter congestion, and blackouts continue to strain the power industry — and that’s before the hefty population spike expected by 2030. To make the world more livable for all, we need to give our aging infrastructure and growing development needs the attention they deserve. But given current delivery methods, it’s hard to even keep up.

Despite a backlog looming, the complexity and demand for infrastructure and development updates aren't slowing down. To meet demands, the architecture, engineering and construction (AEC) industry faces the challenge of how to efficiently take a project from the planning phase through construction. To start making a dent in development, look to an alternative approach, one that is shaking up the traditional project delivery process.

“An integrated method of delivery is disruptive to tradition,” says Mike Fenske, senior vice president of the Global Facilities Group at Burns & McDonnell. “It’s gathering a group of people to solve the problem by going directly to the market, bringing those subcomponent solutions to the process in a different way, earlier, with more details and more alternatives that are exposed to the owner.”

Integrated Crew While traditional design-build or engineer-procure-construct (EPC) gains momentum industrywide, it continues to be a study in efficiency.

Generally, project teams are composed of engineers, designers and constructors from different firms, under separate contracts, each with their own agendas, schedules and expectations. As drawings transition from one set of hands to the next, it forces

23BURNS & McDONNELL


relearning of the same project, Fenske says. Relearning introduces mistakes, redundancy creates waste, and not everything gets translated correctly. But adopting an integrated team approach changes the conversation entirely.

Regardless of chosen delivery method or hired firms, bringing the collective crew together on day one allows every specialty involved to look at the project from a holistic perspective, providing a deeper understanding of every detail, from start to finish. Within this integrated environment, roles shift and lines blur: engineers think like constructors, constructors think like designers, and a subcontractor has a say in the solution upfront.

“Whether we’re in a properly aligned joint venture or working as a single-company design-build team, building people with broader, stronger capabilities improves the success of our projects and our client’s success,” Fenske says.

This unified approach takes a progressive way of thinking and doing, and it’s getting the job done.

Scoping Out the SpecificsUnderstanding what’s driving the project — regulations or revenue — informs project scope, and when it’s well-defined, it brings optimization to construction hours.

“A well-thought-out plan, allocation of resources and the right supervision give a customer a much more predictable outcome,” says Randy Griffin, president of the Construction/Design-Build Group at Burns & McDonnell. “By utilizing an integrated construction team, every party to the project — subcontractors and suppliers included — is involved in the execution.” When there’s one team with one plan, it leaves little to “figure out” in the field.

But within that well-defined scope are a handful of considerations that can drastically affect behavior, schedule, productivity and efficiency. Consider, for instance, incentive structures, construction knowledge (or lack of) and factor immobility — skilled labor, land and material costs — which heavily depend on what’s happening within a specific region. Natural disasters, as an example, continue to plague our world. When a certain area is affected by extreme weather, the local labor force flocks to where it’s needed most, leaving a void in the craft labor market within that area. But even typical seasonal conditions can halt construction.

“Through detailed constructability reviews, the use of 3-D capabilities and the ability to create engineered components off-site in a controlled environment, we can refine a project scope to streamline processes,” says Tom Graves, an economist and market strategist in the Energy Group at Burns & McDonnell.

Because the field is naturally an unpredictable environment, especially regarding weather, prefabrication is on the rise. Modularizing components of a project, whether it’s a power plant or process, not only reduces safety risks but also creates a value-engineered approach.

In Saskatchewan, Canada, prefabrication is the reason the Chinook Power Station has stayed months ahead of its anticipated completion date. Because of rugged winter conditions, large portions of the 350-megawatt (MW) natural gas-fired power facility owned by SaskPower were built under a roof.

“Our approach was to create giant modules to get as many of those hours out of the field and construct as many of these components earlier in the process, allowing us to disperse and overlap construction activities,” Graves says. “And we were able use modularization because the regulations on shipping large pieces of equipment over the road are more lenient in Canada.”

While prefabrication worked wonders in keeping on schedule, having an integrated team approach from the beginning set the tone for an all-around efficient process.

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Embracing Integration While power is mostly about financial investment — with the prospect of improving market conditions and, therefore, financial performance — water and transportation are about creating solutions, which are oftentimes cost-sensitive and driven by communities with competing needs for capital resources.

About 25 years ago, the City of Andover, Kansas, took a chance on an integrated approach for its

wastewater treatment plant. With the success it experienced using an alternative method — one team for seamless project execution — the City of Andover has continued to embrace integration, inspiring other cities to follow suit.

As more municipalities choose an integrated team method, regulatory agencies will start to adjust protocols to allow for easier implementation. States already have started modifying requirements to encourage this specific approach.

Skilled labor can be hard

to find. Flip to page 40

for an update on the

labor shortage in the

construction industry.

Want more on prefab?

Find it on page 14.

The Chinook Power Station team chose an integrated engineer-procure-construct (EPC) approach, including prefabrication building solutions, to create its combined-cycle facility.

“More and more owners are realizing that by combining design and construction, they gain efficiency in their capital programs,” says Ron Coker, senior vice president of the Water Group at Burns & McDonnell. “There are fewer surprises, fewer change orders and fewer conflicts, all of which, I think, an owner appreciates and equates with value.”

The Dodd Water Treatment Plant in Niwot, Colorado, required major upgrades within an aggressive time frame. Choosing an integrated design-build method, the lofty to-do list included the implementation of a new pretreatment system, microfiltration/ultrafiltration membranes and high-service pumping to increase capacity from 8 million gallons per day (MGD) to 10 MGD, with the capability of expanding even more. Because the membrane filtration system was procured before the final design phase, the integrated joint venture team optimized the design of the existing facility spaces and minimized overall project cost. With the future in mind, the facility was designed and built to accommodate 16 MGD.

Within the water and wastewater industry, a progressive design-build approach — an incremental contracting option that also brings the owner in early to the design solution — allows municipalities to play an active role in the project, Coker says, yet still affords them the advantages with respect to overall project schedule, cost and ease of delivery. “It also allows them more direct contact with the client, which builds a trusting relationship between all parties,” he adds.

The same rang true during a medical building overhaul in Independence, Missouri.

A neglected building sat vacant on a dilapidated site in Independence for six years until the city brought it back to life as the Independence Utilities Center. Using the construction management at risk delivery method, the concrete shell transformed into a 47,500-square-foot, three-story building housing administrative and customer service offices for three city utilities: Independence Power & Light, Water and Water Pollution Control. The efficient building envelope features upgraded insulation, thermal windows and aluminum sun shades, a high-efficiency VRF mechanical system, vertical wind turbine and a

The Dodd Water Treatment Plant, owned by the Left Hand Water District, received an integrated team — and approach — to increase capacity in record time.

40-kW rooftop photovoltaic system, among many others. Upon completion, the project received LEED Platinum certification.

Justin Rogers, a senior architect at Burns & McDonnell, was the architect on the job, responsible for the preliminary design all the way through construction documentation and discipline coordination. But his involvement didn’t stop there.

“This project, which originally began under a traditional design-bid-build delivery method, evolved into a complex structure with such unique systems that the client wanted a team that was in tune with the design to actually build it,” he says.

So with that, his role evolved from being solely involved with the design to wearing multiple hats on the construction side as well.

Working closely with project manager Nate Purdy, a 17-year veteran in the construction industry,

Rogers hit the ground running, soliciting hard bids from multiple subcontractors on major scopes of the project. Following the procurement process, his primary role was to act as the on-site architect and assistant project manager, which involved interfacing with the client daily, answering RFIs (sometimes on the spot), managing cost-change issues, filling in for the superintendent when necessary, and addressing complex design questions that popped up along the way.

He now sits beside estimators and construction personnel whom he can bounce ideas off of and direct cost questions to. Using what he has learned on the job site, he designs with a fresh perspective.

“Before I even consider design, I first think about the other important factors of a project,” he says. “The client’s budget obviously is a major factor, but there also are design considerations that can have major impacts on the overall project schedule, process and procurement side of construction.

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The Independence Utilities Center, which sits on a 14-acre lot showcasing a variety of energy conservation and renewable

energy features, made an impressive transition from neglected to notorious with an integrated team approach.


WE ENCOURAGE OUR CLIENTS TO LOOK AT ALL DELIVERY

METHODS TO FIND THE ONE THAT SUITS THEIR NEEDS

AND GOALS FOR EACH PROJECT. WHEN THEY CHOOSE TO

GO DOWN AN ALTERNATIVE DELIVERY PATH, WE FEEL A

RESPONSIBILITY TO HELP MAKE SURE THEY DON’T JUST

GET A GOOD PROJECT AT THE END BUT THAT THEY HAVE A

GOOD EXPERIENCE ALL THE WAY THROUGH, WHICH LENDS

ITSELF TO NO SURPRISES AND PREDICTABLE OUTCOMES. RON COKER

Gaining valuable insight of how our in-house design-build teams execute construction projects shed new light on the way we should think about design from the infancy of a project.”

Causing Further DisruptionsRogers’ progression, in a nutshell, harkens back to the master builder approach, where a person is not only proficient in the art of building but also thinks like a designer and knows the trades. In Fenske’s opinion, it’s a concept that’s moving forward in commercial building — and offers up the opportunity to re-engage in how a project should progress.

“What are all the things you conventionally say I can’t do, and let’s figure out how to do them,” Griffin adds. “It’s figuring out the ‘how’ on a project that lets the creativity come out.”

Embracing this concept extinguishes classic roles — “field guy or gal” doesn’t exist anymore. Designers can swing a hammer, subcontractors are capable of drawing plans, and construction personnel are exposed to not only solutions but becoming — and feeling — responsible for delivering those solutions. When the design and construction teams are one, it provides a

combined solution of how you can buy and what you can design while offering that same transparency to the owner in a professional way.

For the City of Independence, Rogers was the familiar, knowledgeable face on-site. Though the project team exceeded efficiency and sustainability measures, working closely with his clients allowed them to be heard and understood throughout the entire process, one that took less time and money than expected.

“What we’re finding is we’re producing projects for less effort,” Fenske says. “We’re able to start earlier and shorten schedules — and it’s all driven by the fact that we’re using a different process than what everyone else is using because we don’t have a contract between the two. With that type of chemistry, there’s a lot of magic that can happen there.”

Want to see how this integrated approach is working in the terminals

and pipelines industry? Go to burnsmcd.com/ConstructionEvolution

29BURNS & McDONNELL

EVOLVING CAREERS, EMBRACING MASTER BUILDERSToday's market is more disjointed and risk-adverse than ever, with high customer expectations and the need to deliver predictable outcomes, free of surprises, for peace of mind. A good plan will only get you so far.

“The AEC industry has become extremely fragmented,” says Kristine Sutherlin, a lead architect and project manager at Burns & McDonnell. “It has created a demand to come full circle back to the old master builder model that was in place 100 years ago. Under this model, architects, artisans, craftsmen and builders in all sorts of specialties worked together on the same projects from start to finish. The master builder was the single entity who controlled the entire project with no competing agendas.”

In Kansas City, Missouri, an integrated project team for new HCA Midwest Health offices is, in this case, embracing tradition, in its earlier form, streamlining processes and creating efficiencies with a master builder mentality.

Rather than using a phased approach and dividing up the project between multiple firms, a partnership was created.

Working with Creative Planning, a wealth advisory firm, and local developer VanTrust, Burns & McDonnell took on the role as designer, engineer and general contractor for the project.

“After the initial kickoff meeting, our architects and engineering disciplines met and talked about cost-effective ways to design a quality project,” Sutherlin says. “During this same time, we reached out to our subcontractors for cost estimates, too.”

As the project continues, the design and construction side will continue working together to keep the project on time and budget with an integrated design-build delivery method that hones in on speed to market and cost certainty. The offices will be completed in summer 2018.

“On any construction project, one of our main responsibilities is to manage risk for the client,” says Jeffrey Valentino, a senior commercial project manager at Burns & McDonnell. “An integrated team approach encourages great communication that allows us to get ahead of many project variables that create stress on schedule or budget.

“When Kristine and I meet with clients on a new project, we are always in tandem. You can’t overestimate the importance of making sure all members of the project leadership team are hearing the same things and able to develop ideas in the same room.”

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Kristine Sutherlin and Jeffrey Valentino, on-site project managers, work hand in hand on the job site.


ACQUISITION OF AZCO ENHANCES CONSTRUCTION CAPABILITIES FOR HEAVY INDUSTRIAL PROJECTS.

Great people make great projects. Behind that simple adage lies one of the more challenging aspects of modern construction: finding and retaining the right people with the right skills and mindset to get the job done.

With the acquisition of AZCO, a premier industrial construction company, Burns & McDonnell has expanded its approach to that challenge. And that’s just the beginning of the potential this corporate marriage brings to some of the most complex heavy industrial projects.

THE DIRECT-HIRE DIFFERENCEHeavy industrial facilities are complicated spaces woven through with intricate, essential details. Putting the pieces together on overhauls, upgrades and retrofits depends upon a combination of big-picture understanding with detailed focus on each element.

Bringing these projects in safely, on schedule and on budget is one of the biggest challenges out there. With AZCO’s in-house fabrication and direct-hire construction as options available to deploy, depending on circumstances, project teams gain more control over some of the countless variables that can make or break a project.

Like Burns & McDonnell, AZCO is an employee-owned firm. That means their construction professionals bring the same ownership mentality to every job, recognizing that success is more than

finishing the job, it’s making sure the customer is satisfied every time.

Adding a direct-hire arm gives Burns & McDonnell additional flexibility in project delivery. In regions where labor availability is scarce, this option makes it easier to get supervision locked in early, identifying and recruiting skilled craft.

“Direct hire gives us the ability to select our supervision from general foreman down out of the local union halls,” says John Trottier, president and CEO of AZCO. “A lot of that supervision is key to productivity, safety and quality.”

Lining up that craft early can result in reduced ramp-up time when a project hits the site.

“One of the ways to mitigate the risk of finding qualified available labor is to reduce the total direct craft headcount needed to execute the project,” says Joe Podrebarac, construction director at Burns & McDonnell. “Since we don’t often have the luxury of extending the duration with a later finish date, we look for ways to start the work earlier.

“Direct hire can allow you to lock in the craft early and start preparing scopes of work as they are defined in lieu of waiting for a full subcontract package to be defined and bid. That can be a big benefit to the direct-hire approach in some scenarios.”


EARLY INFORMED INSIGHTSSome efficiencies enabled through AZCO derive from being able to push personnel and planning insights earlier into the project development process.

“One of the things we’re doing in devoting focus to risk mitigation is driving procurement and execution into the early planning stages of the project,” says Scott Strawn, a principal at Burns & McDonnell.

“Our No. 1 goal is to know how the project goes together before we’re on-site,” he says. “If we can incorporate tools and the people responsible for construction and management of personnel — the people overseeing delivery of the project once it’s on-site — during the early stages of engineering on the project, the risk of total installed cost going over budget is significantly reduced.”

By incorporating AZCO into integrated project teams on certain projects before they are mobilized in the field, project delivery becomes that much more efficient, Strawn says. Projects get delivered smarter, safer and faster, with reduced overall risk from both a schedule and cost perspective.

INTEGRATING DESIGN AND FABRICATIONAZCO’s highly regarded, state-of-the-art fabrication facilities are another option for potentially delivering

efficiencies. Burns & McDonnell will continue to pursue competitive bid options in some circumstances. But when a client is open to the firm sole sourcing with AZCO, the benefits are clear.

“Not only do we pull key construction personnel in early to enhance constructability, but we also are investing in technologies that interface with our design and execution advancements,” Strawn says. “So there’s a seamless transition from designing complex pipe to when it is sent to the fabrication floor and shipped to the site. We efficiently spool to reduce welding in the field and in a manner that when it hits the site, it’s ready to be installed as designed with no surprises.”

Getting the right materials produced with attention to both quality and timeline is critical for these large-scale, heavy industrial construction projects. It has the potential to reduce expenses and schedule.

“From a fabrication standpoint, we can control the deliveries of fabricated products to site to meet schedule needs and engineering needs,” Trottier says.

One piece of the execution efficiency puzzle is a tightly choreographed sequence of prioritized work in support of compressed schedules. This in turn depends upon getting materials from the fabricator on time and in the right sequence.

SCOTT STRAWN

NOT ONLY DO WE PULL KEY CONSTRUCTION PERSONNEL IN EARLY TO ENHANCE CONSTRUCTABILITY, BUT WE ALSO ARE INVESTING IN TECHNOLOGIES THAT INTERFACE WITH OUR DESIGN AND EXECUTION ADVANCEMENTS.

33BURNS & McDONNELL

When AZCO performs the fabrication, “We can better maintain prioritization all the way through fabrication so the right spools are coming at the right time,” Podrebarac says.

What and how materials are fabricated makes a difference as well.

“This gives us the ability to take complex systems that normally would require multiple trades working on top of each other in the field to construct and redefine how that equipment is delivered to the site,” Strawn says.

By modularizing intricate components, site congestion associated with installing complex equipment is reduced.

“More modularization will save on time, schedule and improve on quality because all that is done in the shop environment,” Trottier says. “I think it’s going to be extremely beneficial.”

THE PROMISE OF PREDICTABILITY“Being predictable by way of cost and schedule is one of the most important things our clients expect of us,” Strawn says.

Burns & McDonnell maintains steady repeat business because it has a reputation for bringing an owner

mindset focused on efficiencies in whichever project delivery environment its customers prefer. By adding AZCO to its suite of services, the company’s capability to deliver flexible, timely, cost-effective solutions has grown exponentially.

“Any time you can limit layers of fees and supervision, you’re more cost competitive and efficient,” says Jon Wright, a vice president at Burns & McDonnell who works in the food and consumer products market.

“A lot of the work we do is fast and can be around the clock, so we can’t afford any of our trades to fall behind because there’s not enough time to recover,” Wright says. “Having more control of staff and schedule is one of the biggest benefits when direct hire makes sense. If we have visibility into their progress, we’re better equipped to make decisions.”

Putting the right people in place as early as possible, communicating upfront and continually, is the key to maximizing benefits for customers with complex and large-scale challenges.

With a shared focus on delivering high-quality projects with safety as an essential priority, Burns & McDonnell is enhancing its construction execution model to provide more predictability and better control to every aspect of project execution.

The Empire District Electric Co. hired Burns & McDonnell as the engineer-procure-construct (EPC) contractor, along with AZCO as a subcontractor, for the $168 million Riverton Unit 12 combined-cycle power station in Riverton, Kansas. It was completed under

budget and ahead of schedule in 2016. See how this power station came about at burnsmcd.com/MoreWithAZCO


Project sites are bustling places. The people, the machinery, the noise — it’s no wonder that safety on a construction site

is always a high priority. However, keeping a large and diverse workforce safe creates

a wide range of challenges.

P L AY I TP L AY I TP L AY I T

ON-SITEON-SITEON-SITESAFESAFESAFE


35BURNS & McDONNELL

Determining and tackling those challenges requires the right people and the right plan, from the leadership level to the design team and from the project manager to the job site. Doing so is not only morally right but also extremely economical to the project, offering higher productivity and avoiding additional costs.

KICKING OFF WITH SAFETYProject managers need to be aware of contract scope with regard to safety. There are two basic ways a firm can assume responsibility for safe sites. One is by contract, meaning there is clear, contractual liability for safety. The other way is through conduct. Even if the firm is not a prime contractor in that role, some courts have held that, in certain situations, a company can assume liability for safety by its actions on the job site. This is not uniform among all states, however, and depends on the facts of each case and state law. The point? Firms should conform their actions to fit contractual obligations.

If the project team is responsible for job site safety, leadership must set the example by cultivating a culture of safety that affects the overall design of the project and the project team.

“We build safety into all aspects of the project,” says Craig Henre, a senior project manager at Burns & McDonnell. “From the beginning of a project, in the scoping or detailed design phase — even in project team meetings with the client. We always begin with a safety lesson. It sets the right tone and keeps the project team focused on keeping safety at the forefront for project success.”

Bringing the client and project teams together is essential to fostering overall project safety. The development and application of a project-specific safety program is another way teams align on common safety-related requirements and expectations. Created through the bridging of project team and client safety requirements, this program is relied on throughout the life of a project to guide the actions of the project team, the client and all on-site entities.

CONSTRUCTING SAFETY Some important drivers for project safety occur during the preconstruction phase, when the project team begins to understand the completion requirements for the defined scope. Comprehensive preconstruction planning typically includes appropriate risk identification and mitigation plans, as well as corresponding budgeting, which includes on-site productivity impacts. Before construction can begin, site visits are made to gather data for code compliance and to identify potential site hazards.

“We make sure the on-site construction workforce is routinely keeping safe practices at the forefront,” Henre says. “We determine areas of risk, offer site-specific orientation, outline expectations, provide safety-related coaching, validate the on-site construction workforce is holding daily ‘jobbox’ safety talks and appropriate pre-task hazard analysis, and provide routine safety audits. Our teams also walk the entire site, pointing out areas of outstanding safety and noting potential issues.”

Recording behavior-based and leading indications of unsafe work is an effective way to develop a safe work environment — more effective than using industry stats, which are lagging indicators. This daily record of safety measures increases accountability and overall safe work habits.

Recognition programs also have proved to be an effective tool in keeping construction subcontractors and partners aware of their safety performance. Safety recognition and awareness programs can be as simple as providing lunch for construction teams while furthering safety education, promoting positive safe behaviors, identifying potential hazards and providing feedback on safe performance.

PRIORITIZING SAFETYGiven the complex nature and variability of projects, it can be difficult for project teams to keep safety from becoming a check mark. Successful teams will determine how to integrate safety from the start and make it personal and relatable by providing the right education so teams are aware of hazards on the job site.

As Chance Duensing, a safety department manager at Burns & McDonnell says, “If we are doing our job well, planning the project and involving all the right people from the beginning, then we are more likely to have a productive and safe job.”

WE BUILD SAFETY INTO ALL ASPECTS OF THE PROJECT.

CRAIG HENRE

35BURNS & McDONNELL


TECHBRIEFS

GROUNDWATER REMEDIES:THE REVITALIZATION OF GEOLOGY

For some, wondering what lies beneath our feet might come as a passing thought — but for those responsible for groundwater remediation, understanding the layout of the subsurface is critical to successful remediation.

In the past, the development of subsurface conceptual site models relied on drilling wells to determine the extent of groundwater contamination, costing valuable time and money. Today, geology — more specifically an application called Environmental Sequence Stratigraphy (ESS) — is experiencing something of a renaissance in environmental consulting, offering remediation practitioners a more accurate way to determine the nature and extent of contamination, which benefits clients and the environment.

Developing the ScienceGeologists have a saying: “Whoever sees the most rocks wins.” This holds particularly true in the practice of sequence stratigraphy, which, put simply, is the analyzing of rock outcroppings on the surface to better understand the depositional environment, thus informing the layout of the subsurface.

The process of focusing on stratigraphy to map the subsurface emerged in response to oil industry needs. In the early days of oil exploration and discovery, production was limited by a facility’s capacity. As production began to decline in the 1950s, continued economic operations became increasingly reliant on the science of petroleum geology with a focus on stratigraphy to locate wells and control fluid flow.

Between the 1970s and 1990s, the science of sequence stratigraphy was developed and tested within the vacuum of the petroleum industry. Since that time, its use in other fields, such as environmental consulting, has been recognized, making it the new standard for evaluating sediments and sedimentary rocks.

Applying the PracticeThe use of sequence stratigraphy as an approach to groundwater remediation projects in the environmental industry was pioneered by Rick Cramer, a remediation department manager at Burns & McDonnell. With ESS, a stratigrapher's knowledge is applied to the data collected in the environmental industry. Results rely

Want to learn more about ESS and how it’s applied? Check out the U.S. EPA Technical Issue paper at

burnsmcd.com/PracticalGuideESS

Our technical breakdown of industry-specific topics, TechBriefs provide up-to-date information and insight on some of our world's most compelling issues.


on the geologist’s training, not the use of a formula or computer program.

“It’s all about the practitioner,” Cramer says. “It takes a geologist trained in sequence stratigraphy to gather and synthesize the data from regional studies and site observation to recognize the patterns and features that are the telltale signs of what the subsurface looks like.”

This ability to recognize patterns, as well as a stratigrapher's encyclopedic knowledge of depositional systems and the geologic ingredients for the subsurface conditions, is what makes ESS so effective. Because each depositional environment has distinct features, a trained sequence stratigrapher can determine the condition of the subsurface and map out the subsurface contaminant migration pathways without the collection of additional data.

“The beauty of this process is in its simplicity,” Cramer says. “It’s all about using existing data — you don’t have to collect anything new. Instead, it’s about understanding and optimizing the data you already have to build better, predictive conceptual site models.”

Bringing Benefits to the Job SiteThe subsurface provides the greatest uncertainty when addressing the extent of groundwater contaminated at job sites. In project delivery, this translates to potential delays or high-cost solutions that might go beyond what is required to meet remediation requirements.

“One of the most important things for a client is to reduce uncertainty and have a viable endpoint to their groundwater contamination liability,” Cramer says. “Knowing that the remediation efforts they undertake will get their project to environmental compliancy means success without additional expenditures or delays. And unless the subsurface heterogeneity is adequately defined to show contaminant migration pathways, groundwater remediation of complex sites will continue to meet high failure rates.”

The work of ESS — that of building improved, more representative conceptual site models — has the potential to inform the actions of a project’s design team, ultimately affecting the outcomes of the construction phase. In this way, applying the practice of ESS to existing data today saves time and money throughout the project life cycle by guiding the most efficient groundwater remediation solution.

Determine the depositional environment, which is the foundation of any

ESS evaluation.

Leverage existing lithology data, formatting

the information to emphasize vertical grain size distribution.

Map and predict in 3-D the subsurface conditions beyond the data points.

The ESS Process

AVOIDING THE DREADED SHUTDOWN:BALANCING SAFETY, RELIABILITY AND COST

A single day of lost production at a refinery or chemical plant is expensive. An unnecessary shutdown can easily cost hundreds of thousands of dollars. But a process safety incident — particularly one that causes environmental damage, personal injury or death — carries an even steeper price.

Many U.S. facilities covered by OSHA Process Safety Management regulations might require a safety instrumented system (SIS). This includes any facility with 10,000 pounds or more of flammable material or quantities of toxic materials above threshold levels. Oil refineries, natural gas liquids processing plants and chemical plants are common examples.

For owners in industries that rely on high-risk production processes, maximizing profits requires keeping the production line moving while maintaining a safe working environment. An SIS can be part of this balance. When done right, using an SIS presents an opportunity to minimize risk with little or no impact on productivity.

What Is an SIS?An SIS consists of an engineered set of hardware and software, including any combination of sensors (transmitters), logic solvers (safety PLC) and final control elements (valves and relays) that take the process to a safe state when unsafe conditions are about to occur.

Engineers assess whether the risk presented by a process is mitigated to a level that is tolerable to the owner. An SIS then acts as a safety net when other means of reducing risk, such as more resilient equipment or operator action, are impractical, insufficient or too costly.

Balancing Safety, Reliability and CostAn effective SIS considers the needs of a facility throughout its entire life cycle. An SIS with only the

highest safety in mind might still cause unnecessary shutdown, resulting in lost production. An SIS is designed to shut down the process automatically, so it also must be designed to take action only when needed.

“Typically, the SIS specialist works with the owner to determine how often the company is willing to tolerate a needless shutdown of its process,” says Chad Schaffer, an associate instrumentation and controls engineer at Burns & McDonnell. “Then the SIS specialist determines the types and quantity of sensors and final control elements to use in the SIS in order to meet that reliability target while still achieving the safety goals.”

Because an SIS normally is dormant, each part of the system requires periodic proof testing to make sure it functions correctly. More frequent testing allows a higher level of safety to be achieved. However, more devices and frequent testing increase costs, so a well-designed SIS considers the balance of safety, reliability and cost.

“The lost production from a needless shutdown is usually more expensive than the cost of additional devices, which can improve both safety and reliability,” Schaffer says. “Every facility is unique, but it usually pays dividends to put the right level and smarter SIS controls in — and to schedule adequate testing — in order to deliver a safe, reliable facility that minimizes the chance of lost production.

“Integrating the design and evaluation of an SIS into an engineer-procure-construct (EPC) project accelerates the process and produces an SIS solution that meets the owner’s business needs.”

TECHBRIEFS


FIND THE RIGHT BALANCE. See how EPC experience streamlines SIS design

and implementation at burnsmcd.com/TheRightSIS

39BURNS & McDONNELL


TRENDING TOPICS

The labor shortage in the construction industry is real — and so is its impact on construction budgets.

Seventy percent of contractors responding to the 2017 Associated General Contractors’ Workforce Survey said they had difficulty filling some hourly craft positions. These shortages are reflected in construction hourly wages, which rose 3.7 percent in 2017, according to Engineering News-Record, which tracks average wages across 20 U.S. cities.

But on any given construction project, these national numbers can mean little.

“You have to look closer at the availability, productivity and cost of skilled trade workers where the project is located,” explains Nels Anderson, manager of oil, gas and chemical estimating at Burns & McDonnell. “Vetting the right information before putting together a cost estimate can greatly improve both bid accuracy and labor cost predictability.”

On some projects, that means estimators consult published data or contact union halls or, in nonunion areas, local subcontractors to inquire about labor

rates and availability. On design-build or other high-risk projects when a firm is proposing a fixed-price contract, it might go a step further and retain a third party to conduct a formal labor study.

These studies typically focus on three major areas, Anderson says.

Local labor pool — Researchers quantify and assess the availability of local subcontractors representing the trades needed for the project. Because mechanical subcontractors perform about half the work on a typical construction project, their availability is key. (See graphic.)

Current wages — As the labor market becomes saturated, base wages and per diem costs rise.

Competing projects — Projects in the same geographic region or industry compete for the same skilled workforce. Estimators and schedulers sometimes can use information about competing projects — both current and future — to identify potential bottlenecks, prevent delays that affect labor and cost, and build smarter schedules.


41BURNS & McDONNELL

50%

20%

20%

10%

Mechanical

Electrical &Instrumentation

Miscellaneous

Civil &Structural

TYPICAL SUBCONTRACTOR

BREAKDOWN ON INDUSTRIAL

PROJECTS

AN ESTIMATOR’S ADVICE: Follow the Mechanical Contractor

Make no mistake: Every trade is important on a construction project, but when budget accuracy is critical, an estimator’s first focus is typically on mechanical worker availability and wages.

That’s because the mechanical trades that install pipe, equipment and steel — including boilermakers, pipefitters and ironworkers — account for half or more of the labor on a typical industrial construction project, according to Nels Anderson,

manager of oil, gas and chemical estimating at Burns & McDonnell.

“The mechanical trades also tend to have the biggest labor shortages,” he explains. “Pipefitters can be among the most difficult jobs to fill because their work is limited primarily to the power, oil and gas, and chemical industries. Electricians, carpenters and most other trades, on the other hand, can be pulled in from a wide variety of industries.” These trades also account for a smaller portion of a project’s overall budget.

41BURNS & McDONNELL


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FINDING VALUE IN TAKING CONTROL

Tarkan Yuksel /tarkanyuksel

Christina Gepner /christinagepner

MORE TALK, A LOT MORE ACTIONJoel Jacobsen

/joeljacobsen

PREFAB CAN BE FAB

Greg Carlson /gcarlson1

James Isom /jaisom

NAILING SEAMLESS PROGRAM

MANAGEMENTScott Newland /scottnewlandpe

Bob Wolfe /rdwolfe

DISRUPTING THE NORM WITH AN INTEGRATED

APPROACHMike Fenske

/mikefenskeRon Coker /roncoker1

Tom Graves /thomashgravesJustin Rogers

/justnrogersKristine Sutherlin

/kristinesutherlinJeffrey Valentino

/jeffreyvalentino

SPARKING CONNECTIONS

Scott Strawn /scottpstrawnJon Wright

/j-wrightJoe Podrebarac /josephpodrebarac

PLAY IT SAFE ON-SITE

Craig Henre /craighenre

Chance Duensing /chanceduensing

TECHBRIEFSGroundwater

Remedies:Rick Cramer

/cramerrick

Avoiding the Dreaded Shutdown:

Chad Schaffer /chadschaffer

MAKING LABOR COSTS MORE

PREDICTABLENels Anderson /nelsganderson

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