Chapter 08: The Three-Building Plan: Building Relationships, Facing Challenges, Creating the Project Core Team and the Design-Build System

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Chapter 08: The Three-Building Plan: Building Relationships, Facing Challenges, Creating the Project Core Team and the Design-Build System

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Mr. Daigneau discusses the first steps he took on the Three-Building Project. He began by building direct relationships with those who would be using the buildings. He explains that he didn't want users to call executive management; he wanted to hear from them directly. He notes that when he arrived, there was a Department of Design and Engineering that users did not trust; the management level of Physical Plant was also perceived as non-responsive. His goal was to shorten communication channels so that there were no more than three levels between him and the customer. Mr. Daigneau explains that he pulled together a Facilities Management Design Group comprised of all supervisors who would plan design for the future. He also met with every section chief at his/her office to say, "Call me directly if you have a problem." Mr. Daigneau next explains some structural problems that he addressed. Construction management was very bureaucratically structured, with all building contracts held by a management company out of Austin, Texas. This led to a near "train wreck" in the Three-Building Project. He addressed this by developing a new team and working out a new system for bidding contracts. He created the Project Core Team (a system that existed until he left MD Anderson) that would include plant operations, planning, design, construction, and executive management. Mr. Daigneau next talks about the problems created by the "hard bid" contract system and how it could create problems with delays on the part of the architect or other contractors. He also explains how worked successfully to modernize the construction contracting rules in Texas, changing legislation to allow a 2-contract system, "hard bid" and "design-build." He explains the old and new systems and also tells an anecdote: MD Anderson successfully filed an errors and omissions claim against an architect (the problem was fallout from the contract system) and won the case 'the first win of its kind in Texas. MD Anderson uses hard bid contracts on small projects and a design-build system with a construction manager for large scale projects.

Identifier

DaigneauW_01_20131003_C08

Publication Date

10-3-2013

Publisher

The University of Texas MD Anderson Cancer Center

City

Houston, Texas

Topics Covered

The University of Texas MD Anderson Cancer Center Building the Institution; Overview; MD Anderson History; MD Anderson Snapshot; MD Anderson Past; Institutional Processes; Critical Perspectives on MD Anderson; Building/Transforming the Institution; Multi-disciplinary Approaches; Growth and/or Change; Obstacles, Challenges; Institutional Politics; Institutional Mission and Values; MD Anderson Culture; Professional Practice; The Professional at Work

Creative Commons License

Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 License.

Disciplines

History of Science, Technology, and Medicine | Oncology | Oral History

Chapter 08: The Three-Building Plan: Building Relationships, Facing Challenges, Creating the Project Core Team and the Design-Build System

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