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In the changing environment of the office, Foundry assisted this client in the renovation and expansion of their company headquarters.
In the changing environment of the office and how its used this looked to define the future-state for their corporate associates.
They occupied and sub-leased portions of three floors of a class A office building in downtown DC as their headquarters.
For almost a year they had been in the planning and design for the new space and made the decision to proceed with the renovation while having most employees work from home.
After troubles with their existing PJM, they called on Foundry to step-in at the middle of the demolition stage to take the reins and help drive the project to completion.
Stepping into an active project with design complete, construction in the middle of demolition, and all tenant vendors selected proved challenging to get up-to-speed quickly.
The aggressive schedule was already slipping due to material lead time delays and concerns with its availability and ordering process from Europe.
A third of two of the floors remained occupied throughout the project so construction needed to be phased around those employees.
Managing a project effectively from out-of-state and having the proper and needed site presence.
Integrate ourselves with the client and listen intently to their needs and concerns so we could effectively strategize the project delivery and communicate with team leaders.
Developing a relationship quickly with the design team, GC, and other vendors would add to the success of this project.
Gathered the entire project team in one room to facilitate a pull-plan scheduling session to find problem areas and discuss creative solutions and non-conventional installation approaches between trades.
For the first three weeks of engagement be on-site once a week to quicken the familiarity of the project and remainder of the project visits were once every other week.
Pushed the project delivery teams mindset to work together towards a goal and think creatively to solve problems on-site and reduce the downtime for design directives expedited results in the field.
By using different strategies for fabrication, delivery, and installation of materials and trades we avoided a 4-week delay that was initially expressed by the GC.