Permission to Build Granted

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Permission to Build Granted
Yikes!

• Yeah!

• OLA Session 515
• Super Conference 2015

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Developing the Design

• Data Mining and Analysis

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Developing the Design

• Library
• Trends

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Developing the Design

• Best Practices

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Developing the Design

• Community-Staff-Board Collaboration

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Developing the Design

• Define Your Vision

If you dont know where you are going you may
wind up somewhere else Yogi Berra
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Developing the Design

• Schematic Design Adjacencies

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Developing the Design

• Schematic Design

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Developing the Design

• Room Data Sheets

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Developing the Design

• Detail Design

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Developing the Design

• Influence on Outcome and Cost of Changes

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Budget

• The VPL Experience

• Construction estimate 359 per square foot
• Plus tax 1.76
• Plus contingencies
• Plus consultants, permits, studies
• Plus City commitments
• Total Construction in Vaughan 500 per square foot

• Dont forget additional costs
• Design, land, furniture, fixtures equipment,
  communication hardware, collection, etc

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Project Management

• Project Management revolves around managing the 3
  interrelated constraints that exist in every
  project
• Cost Defining the projects budget and staying
  within it
• Scope Making sure that the scope matches the
  budget
• Schedule usually the flex component, in that it
  adjusts to the
• other two constraints.
• On a large construction project, like a new
  Library, there are a multitude of stakeholders,
  and each tends to pull towards the constraint
  that it holds near and dear.
• As a result, a Project Manager is often equated
  to a conductor who is trying to get an orchestra
  to play the same tune, while the musicians are
  inclined to interpret the notes differently.

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Managing the Constraints

• The three constraints manifest themselves
  throughout the Project during design, tender and
  construction
• It is essential to put mechanisms in place to
  address the risk that is associated with these
  constraints
• Not managing the constraints tends to have a
  snowball effect and will lead to project failure
• Over budget
• Reduced scope and/or quality
• Significant delays in delivery

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Project Failure can happen when

• This is what the Client wants

• But this is what the Client budgeted for

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Project Failure can also occur here

• The progress that the Client envisions

• The progress that the scope dictates

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So, what can we do to avoid Project Failure?

• Or, how to turn this

• Into this

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Always Manage Expectationsyou cant satisfy all
constraints equally, and you will likely not
always satisfy all stakeholders
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Communication between Stakeholders

• This is the key for avoiding misaligned
  expectations

• From project inception, understand who the
  project stakeholders are, and what are their
  motivations and constraints
• Mayor and Council
• The Public
• Libraries staff
• Operational staff
• Finance
• Always under promise and over deliver. Never the
  other way around!

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Select Vendors Carefully

• Selecting Contractors for example

• For projects of certain magnitude, a
  prequalification is recommended, and it is done
  through the Purchasing Department.
• The prequalification should be done
  systematically and based on the submissions that
  are made.
• Its important to know that once the
  prequalification list has been determined, the
  tender will be awarded to the lowest bidder, and
  therefore
• Everyone on the project team must be satisfied
  that any of the prequalified contractors can
  deliver the project successfully.

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Contingency is a must have, not a nice to have

• Diligently manage the contingency, because no one
  in construction works for free!

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Appoint a Project Sponsor

• Appoint a Project Sponsor so that tough decisions
  can be made when the project gets stuck!
• Remember the Project Sponsor must have the
  authority to make decisions, but also be
  approachable.

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Most Importantly

• Make sure that all Project Stakeholders
• Share a Common Goal

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Celebrations!

• Site Dedication
• Groundbreaking
• Topping Off Ceremony

• Official Opening
• Unofficially more frequently with staff

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Closing Comments

• Dont strive for perfection
• as perfection is constantly changing.
• Enjoy the experience!

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Peter Duckworth-PilkingtonPrincipalZAS
ARCHITECTS INTERIORST 416 979 9834 x
249pduckworth_at_zasa.com
Margie Singleton Chief Executive
OfficerVAUGHAN PUBLIC LIBRARIEST 906 653 7323 x
4101margie.singleton_at_vaughan.ca
Michael Shatil Director, Buildings
FacilitiesCITY OF VAUGHAN T 905 832 8560 x 8173
michael.shatil_at_vaughan.ca