Clemson University’s Barnett Hall Renovations work package. In effect, Barnett Hall received a complete facelift, on top of the originally-planned hidden improve- ments. “We got about five weeks in,” says Pruitt. “The univer- sity saw how quickly we were moving ahead and ap- proached us about increasing the original contract by about 11 per cent.” Clemson University project manager Sam Zanca says from the outset this project had its challenges, with limited funding and a tight construction timeline. “The team stepped up and worked with the university to develop an improved scope that met our needs and was within the available budget,” he says. “As a result of the team’s efforts in reducing costs we were able to acquire additional work scope for the building that was not possi- ble at the beginning.” Additional work also included new insulation on existing plumbing systems, waterproofing enhancements, and pressure washing the exterior of the building and hard- scapes. DP3 Architects project manager J. Michael Taylor says Waldrop set the quality, communications and teamwork standards for the entire project, which supported the ad- ditional work load. “Waldrop delivered the project early, besting the original schedule and budget parameters in time for new students and their parents to arrive.” Taylor says Waldrop was outstanding in developing and promoting teamwork with all project participants, consis- tently emphasizing job safety, project organization, sched- uling and construction quality. Bonitz Inc. brought its expertise in the installation of metal studs, drywall, plaster repair, acoustical ceilings and floor coverings. Vice President Paul Justice says they were challenged by the extra work assigned to them part way through but worked closely with Waldrop to budget and implement a plan that wouldn’t impact too many others down the line. For its part Justice says his team worked extra hours and coordinated their efforts closely with the other trades before and after them in the cycle. “Waldrop really took ownership of the project and got everyone working together towards a common goal,” he says. “As a subcontractor themselves they understand it is in the best interests of everyone to ask questions, identify problems and reduce the impact all the way down the line.” Justice says Waldrop’s open approach facilitated a smoother construction process because, after the addi- tional work had been assigned, Bonitz had the ability to go directly to the trade following them in the schedule to ask about their concerns and timelines they had to meet so the crews could work together. “At no point did anyone ever feel they were part of a one-way conversation,” says Justice. “We shared our con- cerns and Waldrop shared theirs. There was a mutual ap- preciation between all of the team members that was key to everyone working so effectively.” Dean Hall Insulation is another company impacted heav- ily by the extra work, and by the amount of asbestos dis- covered once demolition work began. Manager Scott Hall says his team had responsibility for insulating the chill water, mechanical and steam systems in the residence hall. “We expected asbestos in the previous HVAC system but once demolition began asbestos was also discovered around the plumbing systems,” he says. Hall says the company added more manpower and worked longer hours to overcome the challenge of de- livering the additional work within the same timelines. “Our company is great at handling this kind of challenge and Waldrop is great on the planning side, addressing and talk- ing about challenges so we work well together.” Hall says there had never been any doubt the project would be completed on time. “The students were prom- ised a dorm. They had to move in whether we were done or not so we had to be done.” Burdette Engineering Inc. coordinated the project's electrical engineering. President Don Burdette says Wal- drop’s general contracting responsibilities included navi- gating code interpretations with the Office of the State Engineer, and monitoring scope creep while accommodat- ing Clemson’s request for additional work. “Waldrop managed all of the challenges and assumed the mantle of coordinator for all the work to maintain schedule, whether it was under their contract or not,” Bur- dette said. “This often involved occupancy of the same floor by multiple contractors with successful results.” At its peak the project had 85 craftsmen on site working in close quarters concurrently. Burdette says the HVAC design to replace the existing fan coil units with induction units required creativity of both design and construction elements, including resolution of code issues and constructability obstacles. He adds that Waldrop managed each of these issues and was ready to commence work on day one of the construction schedule. One of the project's key enhancements has resulted from the revised HVAC system. The new system, achieved through two outside air units installed on the roof, required duct and pipe systems to be installed down through new chases and the building's out- side perimeter. Though complex, the system provided the university a two percent cost savings, is more efficient and will require significantly less maintenance. Waldrop’s President Bill Caldwell says he is proud of his team for completing such a unique project. “This project was the first of its kind completed under this model, with the mechanical contractor serving as prime contractor on a design-build project,” he said. “I’m elated our company was involved and set the stage for future design-build, me- chanical prime projects throughout South Carolina. I hope this project’s success will make this the project delivery model for other state agencies in the future.” Pruitt says Waldrop has a reputation in the industry al- ready for its ability to tackle complex projects. “We have a great history of success. This project is an example of how we strive to execute our work. Now we hope to take its success and begin talking with other universities and state agencies to see if we can bring the same project model, delivery method and success to their future projects.” The South Carolina Construction News — December 2013 / January 2014 – 19