November 1, 2013 | Portland State University | Portland, OR
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Continuing Education Credits:
AIA LU 5.25 units (SCUPP13M101)
In 2001, Stanford’s Department of Project Management developed The Project Delivery Process at Stanford, or PDP, for use on capital projects. The PDP is a process that outlines roles, responsibilities, budget and approval controls, and provides a road map for a comprehensive, integrated delivery of projects on campus. Over the past year 12 years, the Department of Project Management has completed over 2M gross square feet, at a cost of nearly $4B, of new construction and major renovations using the PDP. Project savings and avoided costs on the largest 22 projects over this time are estimated at $380M (20%) of $2B of the potential project costs.The presentation will include a quick snapshot of the scope and scale of Stanford’s past and present Capital Plans; a review the PDP, specifically, its history and the reasons for development; preferred delivery types (Design/Bid/Build, Design/Build, Design Assist); and our Progressive Project Buyout method. A review of the 12-year construction program results as compared to the plan and lessons learned during this time will also be discussed.
From its earliest conception, the Wisconsin Institutes for Discovery was envisioned as a new direction in collaborative research and research facility design. Completed in 2011 and awarded R&D Magazine's 2012 Lab of the Year, the project warranted a new direction in project delivery. Enlisting pairs of otherwise discreet owners, architecture firms and construction companies in a network of commitments and relationships similar to those the building will support for decades to come, the building project itself became the Institutes' first environment in which to experiment and excel.
This case study will review the experience of a project using Level III Integrated Project Delivery.
John's talk will focus on how the public and private sectors approach development, the advantages and disadvantages of each approach and how to blend the two, to achieve the best results from a public perspective. He will use specific examples from projects with the University of Washington, King County and jurisdictions throughout the West.
This session will cover the planning, design, and construction of the Collaborative Life Sciences Building (CLSB) / Skourtes Tower, a $300M, 660,000 GSF, LEED-Platinum building currently approximately 90% complete at the Schnitzer Campus of Oregon Health & Sciences University (OHSU) located in the South Waterfront area of Portland. This building represents the first-ever collaboration between OHSU, Portland State University (PSU), and Oregon State University (OSU). It includes Medical and Dental educational, research, and clinical spaces for OHSU, space for Chemistry and Biology undergraduate education plus corresponding research spaces for PSU, and educational and research space for the OSU College of Pharmacy. Financing, programming, designing, constructing, and operating this facility presented many unique challenges which could only be overcome through extraordinary collaboration between the representatives of each institution and the design, construction, and property management professionals involved. The project is being delivered using an A/E, a CM/GC, and an Owners’ Representative Firm using many principles of Integrated Project Delivery (IPD), but without a formal and contractual IPD structure.