Page 60 - Megaprojects Playbook

SPECIFICATIONS SERVICES

◆ 650,000SF Building ◆ Complete AE Design
– 455,909 SF of Manufacturing space ◆ Process flow Engineering

– 34,453 SF of Assembly Area ◆ Permitting & Construction Management
– 102,863 SF Office Space ◆ Structural Steel Fabrication
– 42,073 SF of Warehouse ◆ Concrete Tilt-Wall
◆ 800 ft long, 200 ft wide, 100 ft ◆ Specialty Equipment Foundations
tall clear span high bay ◆ Start-up and Commissioning
◆ 9,500 Tons of steel
◆ Operation & Maintenance Training
◆ 32,000 CY of Concrete ◆ Complete A/E design
◆ 139 acres, 54 acres of wetland ◆ Construction project management
creation and enhancements
◆ Total Hours worked 940,000
◆ FGBC Bronze Level

From day one, Blue explained that schedule was king, and Haskell was able to facilitate this through the design and construction
of the project. Before design started, Blue had already established their targeted “first flight” date. Above all else, they needed this
facility to meet their program schedule. The building originally started as a 185,000 SF facility with limited processes identified to
manufacture their rockets. Haskell was able to assist in their program development to optimize their process/work flow. Haskell’s
aerospace process knowledge was transposed to the rocket manufacturing flow logic. Haskell’s ability to guide Blue through the
operation of the facility helped to plan a more efficient flow to deliver the a facility Blue needed to produce the New Glenn.

However, while we were able to make suggestions, the final decision had to be made by Blue stakeholders.
Because Blue had not built a rocket of this magnitude, they needed Haskell to be extremely flexible throughout
the entire design and construction process. Blue was literally changing the rocket design up to the end of the of
the project. These changes to the vehicle pushed changes to the facility. We rounded out the project with 18 field
order drawing packages and 219 change order proposals to Blue based on changes needed to the facility.

When the building was finally completed and turned over, Blue commended Haskell on our ability to be patient
with their process, assertive when we needed decisions, and over communicative with them to make sure they
understood impacts on changes that could affect the importance of the delivery schedule. Haskell’s ability to be
flexible and maintain urgency and timeliness of decision making was due to the project team and staffing plan.
◆ Project Director and Sr. Project Manager were on-site able to make high level, quick decisions.
◆ Large field team consisting of general Superintendent, three specialized Superintendents, four Assistant
Superintendents and three safety professionals increased site coverage for better subcontractor management.
◆ Four on-site APM team members processed information quickly and seamlessly between the home office and site.
◆ Two office PM team members monitored financials, assisted with design development and quickly turned around CO pricing.
◆ Invoice manager maintained cashflow, processed subcontractor payment documentation and followed up on owner payments.
◆ On-site AE staff delivered expedited design conflict resolution.
◆ Frequent EOR site visits expedited clash resolution, material inspections, and cross discipline coordination in real time.

The items listed above are in large part the reason for the overall project success. For both the Owner and Haskell.

HASKELL | WE CREATE THINGS THAT MATTER 53
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