TIP Divvying up
control, but sched
it down so small
Mr. Field says. But the extra funds meant
there would be enough workers to keep the
construction site humming with activity for
two or three shifts each day. “We got very
good value for our money,” he says.
The solution wasn’t perfect. But without
the accelerated schedule, the project
wouldn’t have been completed until June or
The new schedule meant many of the subcontractors had to kick-start their efforts
as well. When the building was topped out,
for example, the contractors brought in a
mobile crane to speed up the process of
dismantling the main crane that had been
set up in the middle of the elevator core.
Then, the developer pitched in extra
money to have crews work around the
clock to install the elevator rails and cars.
“It was one of the real success
stories,” Mr. Field says.
Other tasks seemed small, but
paid off in big time savings. The
main trades provided additional
crews on different shifts to prepare materials for the next stint,
Daily logs from Martin-Harris
tracked construction progress
and manpower. Mr. Field’s team
tried to use that information to
foresee problems before they
arose and “not wait for the bus to
crash,” he says.
With the acceleration process in full
swing, Rider Levett Bucknall brought
Fabiana Francis on board to serve as the
project’s scheduler. She monitored both
the baseline and accelerated schedules,
and walked the building once a week, taking photographs of the progress and
updating milestones as needed.
Given the army of subcontractors
tasked with different aspects of the
work—each with varying deliverables—
“not everything can accelerate at precisely
the same rate,” Ms. Francis says.
It helped that the person enforcing the
schedule had worked in the construction
business for years. Ms. Francis is well-aware of the differences in time required
to construct a wooden building compared
to a steel one, or how long it takes to hang
drywall or to cure concrete. Not only could
she tell when someone offered an overly