1. STEVE OGLESBEE, DREW WALKER, ALAN WONG SAN FRANCISCO WAR MEMORIAL

2. STATISTICS Location - 401 Van Ness San Francisco, CA 94133 Size - 230,000 square feet Layout - Basement, 4 grades of Level, and an Attic Building Code: Commercial Renovation: June 2013 - July 2015 Cost - $100,000,000+

3. KEY PROJECT PARTICIPANTS Owner - City and County of San Francisco Architect - San Francisco Department of Public Works: Building and Design Construction (SFDPW) Andy Maloney, Patty Solis, Raphael Gutierrez, Melina Markarian, Erik Le General Contractor - Charles Pankow Project Manager - Tara Lamont Engineer - James Ng

4. DELIVERY TYPE Integrated Project Delivery (IPD) Integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and construction.

5. “The highest form of IPD methodology creates a partnership of owner, design, and builder to share risks inherent in the design and construction process. It also has the potential of incentivizing positive behavior for the entire project team.” - Pankow Builders

6. IPD PRINCIPALS CONTRACTUAL Key participants bound together as equals Shared financial risk and reward based on project outcome Liability wavers between key participants Fiscal transparency between key participants Early involvement of key participants Jointly developed project target criteria Collaborative decision making BEHAVIORAL Mutual respect and trust Willingness to collaborate Open communication

7. ESTIMATING PROCESS EXISTING BUILDING HISTORICAL COMPONENTS QUANTITY TAKES OFF STANDARD VS. NON STANDARD VARIANCE ALLOWANCE FOR DIFFICULT SOURCE ITEM OTHER ITEMS WITH UNCERTAIN LEAD TIMES CERTAIN MATERIALS DIFFICULT OR LONG LEAD TIMES Unforeseen Defects Existing Building

8. ESTIMATING PROCESS Defects Rot Water damages Structural The historic nature of the building prompted a non- traditional approach of overall estimating Updating Roof required removal of the outdated structure.

9. SCHEDULING Material Procurement Uncertainties Lag Allows city Delays Meeting with Owners Safety Lags Subcontractors

10. INTERVIEW PROCESS Tools & Techniques Focus on historical state of the Building Expired useful life of the building Re-establish the original look Prevent Delays and Extension of time Challenges Preservation of building Original Design Quantity take off to allow uncertainties Not a typical ground up project Safety

11. INTERVIEW PROCESS Scheduling Reflects Owner’s requests Change Order Not original in contract Negotiations RFI’s Incentives Communication

12. INTERVIEW PROCESS Challenges Negotiation Historical Nature of Project Politics Communication Design-Bid-Build

13. REFERENCES