from N. Central Avenue
May 8, 2002
are two things that are extremely important as CONTEXT
for understanding and employing these Protocols. The
first is that this is a FasTrack
project and that what I mean by this term is radically
different than common usage. The second is that the
conditions related to Phase Ia are largely imposed
on us and that what we will be able to initially accomplish
in terms of an effective Design/Build/Use process
will be limited by these conditions. However, we will
save time and money this first round, if we work to
pull this team process together; AND, having
practiced this method well, we will build a Team
capable of accomplishing significant gains (in, time
and cost savings and quality improvement) in the later
phases of the project. We must remember that we are
entering into a multi-year project and that the Phase
Ia work is but the beginning and the simpler part.
Later work will be significantly more interesting
are a number of links on my web site that describe
our Design/Build/Use process and the history behind
it. This history provides an important context and
backs up one thing I stressed when first engaging
with this project: no matter the background we all
bring to the project there is no substitute for the
act of working together; trust, common language and
compatible methods have to be built, together, based
on mutual experience. There is no cook-book
soon as the Gymnasium is ready we will bring in the
NavCenter and this will give us both an environment
and process for efficiently sharing and posting information,
as well as, being able to see the exact progress of
the work being done and projected to be done. This
will be the environment of all our project meetings.
present priority is the Phase Ia work necessary for
SDC move-in. This cannot, however, be our only focus.
Collaborating on the future work is equally important.
This work is much more complex than Phase Ia work
and will require smooth interaction between owner,
builder and architect, not only to finish design development,
but to get the pricing and construction management
aspects in place.
are two teams necessary to accomplish this work: The
Sponsor Team made up of Don, Ken and myself; the Field
Team made up of Gil, BJ and Scott. These teams have
to be coordinated, support one another and also free
to act. The protocols, below, will assist in this
Design/Build team Protocols
COMMUNICATION BETWEEN DESIGN/BUILD TEAM MEMEBERS:
No backbiting or blind-siding. If you have
an issue with someone go to them first. If
it cannot be resolved schedule a meeting (phone
or F2F) with the person and the appropriate
Team: Field Team (Gil, BJ, Scott) or Sponsor
Team (Don, Ken, Matt). Don't let things fester.
Issues related to the day-to-day conduct of
the project are to be taken to the Field team.
Issues that cannot be resolved by the Field
Team or that pertain to design options and
work not yet issued as Work Packages/Orders
(Protocol IV) are to taken to the Sponsor
These Protocols define the formal processes
of the Design/Build Team. Informal dialog
on all subjects at all times is encouraged.
It is only the formal processes, however,
that determine authorization to work, expend
resources and invoice for compensation.
COMMUNICATION WITH OUTSIDE AGENCIES:
Any communication with an outside agency will
be communicated in writing, within 24 hours,
to the SPONSOR TEAM. (ken's report on his
meeting regarding Historic Preservation is
a great example). All responses will be returned
by e-mail to Scott within 24 hours. He will
post an ISSUE LOG of any outstanding questions,
work, actions to be taken, with an assigned
lead person to facilitate the work. Everyone
one is responsible to review the LOG and provide
needed input in a timely manner.
New contacts with outside agencies or business
entities will be initiated by a letter from
SDC, under appropriate signature, requesting
a meeting and stating the purpose. Gil will
attend the meeting along with the Design/Build
Team member(s) designated. Results will be
communicated as described in II A. At the
conclusion of any dialog with the Agency or
business entity, a letter will be issued by
Scott and/or SDC, as appropriate, stating
any conclusions and/or agreements. On critical
matters, an initialed return copy of the letter
will be requested. Any relevant changes to
existing Plans or Work Orders will be issued
by Scott within 24 hours per Protocol IV.
PROJECT MANAGEMENT OFFICE:
The Project Management Office will be set
up in the gym and managed by Scott. There
will be a wall where ALL Documents
In Force will be posted.
These documents will also be posted on the
web site. Each Design/Build Team Member is
responsible for review ALL these
documents (not just one relevant to their
work) and in providing immediate feedback
No documents will be removed from the Project
Management office except those designated
for that purpose.
A Zone-by-Zone, room-by-room, Phase-by-Phase
schedule of work will be posed in the Project
Management Office. This schedule is the mutual
responsibility of BJ and Scott. The schedule
will encompass all work processes from discovery,
design, design development, engineering, contract
documents, work supervision and initial client
use. ALL Design/Build Team members
(this includes sub-contractors and their foremen)
are responsible of meeting the posted schedule
or providing appropriate feedback of any anticipated
schedule changes. Everyone is responsible
for being aware of everyone's schedule and
reporting any potential work flow conflicts
or issues that they are aware of.
Project construction progress meeting will
be held in the Project Management Office and
will be documented. They will be short. Decisions
will be reflected in required Plans and Work
Orders (new or amended) being issued within
A project Chronological File will be maintained
in the Office. It is the mutual responsibility
of Scott and Gil. Everyone (who steps on the
property) is responsible for reading it's
content and contributing to it's content.
WORK ORDER PROCESS:
Scott will issue Work Orders. Ken will respond
with cost data and information. Don will then
approve the Work Order. Work Orders will reflect
this status and will be posted real time.
After Don has approved the Work Order Ken
and BJ will proceed with the work. They will
issue any relevant sub-contractor orders and
documents a copy of which will be posed in
the Project Management Office. At this point,
relevant notification will be sent to CHEVY
CHASE BANK by Scott.
Work Orders will be fast and iterative; if
something is needed, the Work Order (to begin)
will be issued based on current information
and revised/expanded later as required.
BILLING AND PAYMENT PROCESS
The goal is to turn money within 30 days.
Billing will be the 1st of each month. On
the 20th, an estimate of work to be completed
will be issued by Scott (approved by the Field
Team) to the Sponsor Team and CHEVY CHASE
BANK so that their inspector can review the
progress in anticipation of the a
Invoice for progress payments being sent to
CHEVY CHASE on the 1st. They will pay within
10 days. Lien Waivers will go to the bank
with invoice for all work for which payment
The Sponsor Team has to agree on all progress
and payments before Don approves invoices
and distributions. The Invoice will be submitted
by Don after agreement by the Sponsor team.
The Sponsor Team has to agree about use of
contingency funds prior to Don releasing them
CHEVY CHASE BANK will issue Checks made out
to SDC and Ken Banks Contracting Company,
Inc. for all work performed by Banks. All
other bank payments will be made to SDC.
After development and approval by SDC of the
SDC Campus Master Plan, specific Design Development
work will be created by Matt and Scott and
documented for review by the Sponsor Team.
After Sponsor Team review and feedback designs
(modified if required) will be reviewed with
Dr. Simmons and end-user clients.
In paralell with B, the Field Team will review
new Design Development work for construction
feasibilty, costs and scheduling consequenses.
After general alignement form A, B and C steps
is accomplished documents will be be issued
along with approprite Work Orders per Protocol