Page 18 - Barr&Barr_Technical Proposal

Rutgers University

New Chemistry and Chemical Biology Building, Piscataway, NJ
B. Self Evaluation

Addressing the self-evaluation narrative, I humbly off er the following evaluation. This was generated through various conversations with
my staff involved in the day to day operations at the site. On a scale of 1-5 (5 being the best) below is how I would rate this project within each
given area and why.

1. Quality of Workmanship: Quality control and workmanship are the most important aspects of any project, especially one of the
complexities of the Rutgers Chemistry & Chemical Biology building. Th e project’s size, complexity, and level of detail made it imperative
for Barr & Barr and all subcontractors to provide a level of quality that exceeded everyone’s expectations from even the earliest
stages. Th ere were additional challenges in maintaining high levels of quality as the project was 20% complete with superstructure
well underway when Barr & Barr came on board. Th ere were hundreds of RFI’s and numerous bulletins, as expected with a complex
research facility, and a major focus of the Barr & Barr fi eld staff was to ensure that the intent of the contract documents was vetted
and communicated to the construction Team. Th roughout construction, Barr & Barr met weekly with the design team to review
the project’s progress as well as continuous review the quality of the workmanship. As a result of our continuous diligence, we were
successful in achieving every goal. Performance Rating 4.

2. Scheduling: Th is project was rewardingly challenging in many ways, from the complexity of the façade components (multiple façade
materials and systems, woven together in multi-layer arrangements), to the commencement of our completion contractor activities
while the construction is ongoing requiring us to get up to speed promptly not being aff orded the normal pre-construction time
period. Scheduling played a distinct and imperative role in the success of this project. Barr & Barr created a detailed, task oriented,
critical path driven schedule that was reviewed weekly with the University and subcontractors. Over and above the actual project
scope scheduling there was an additional level of schedule coordination required to interface the project work with the University’s
operation ongoing all around the project site. Due to the nature of the project with respect to the completion date it was vital for
Barr & Barr to develop a plan with the University and their team and stick to it. Th ere was little room for slippage as the University’s
interest was turnover of the building as soon as possible. A major challenge of this project was all the activity surrounding our project
site; students, school programs and multiple adjacent construction projects needed to continue and could not be disrupted by this
ongoing construction. Th roughout the project Barr & Barr kept the needs of the University at the forefront and compressed the
contract schedule to better fi t their needs. Th is was done by pushing the subs every day to ensure the schedule was being met and
was achieved with no additional cost to the project budget. Performance Rating 5.

3. Subcontractor Management: Due to the role of Barr & Barr as the completion contractor, we did not have the opportunity to review
scope with many of the subs prior to them being awarded the project. Th ere were several subcontractors that were required to be
procured by Barr & Barr, either because they could not continue on the project, or had not been procured to date. Th e Barr & Barr
team successfully completed solicitation, bid review, procurement and engineering of multiple trade packages while maintaining focused
management of the subcontractors that continued construction progress. Th e onsite management of the subcontractors continued
throughout the project with extensive façade coordination and mechanical coordination. We had weekly foreman’s meetings and PM
meetings with all subcontractors. Th is allowed us to stay ahead of potential issues as well as maintain the schedule which is one of
the most important aspects of managing the subcontractors. Another aspect of subcontractor management is cash fl ow and the change
order process. As with most large projects cash fl ow is detrimental to its success. Th is project had a unique aspect whereby Barr & Barr