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Stanford CEE 215 - Stanford Building Delivery Process

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September 2001 Capital Planning & Management 1ABabcdefghijklTABLE OF CONTENTS VOLUME 1OVERVIEWPROCESS PHASE AND CONTROL SUMMARIESExecutive Summary 2Capital Planning & Management Department 3IntroductionOverview 4Organization 5Project Team: Primary Communications Diagram 6Project Team: Group Primary Responsibilities During Design 7Board of Trustees Approvals 8PROCESS PHASES 9Sample Page Format 10Scoping 11Feasibility 12Programming 13Schematic Design 14Design Development 15Construction Documents 16Permitting 17Construction 18Construction Administration Primary Roles and Responsibilities 19Closeout 20FINANCIAL CONTROLS 21Introduction to Financial Controls 22Project Initiation 23Budget Development 24Special Cost Considerations 25Schedule Development 26Generic Management Schedule 27Cost and Management Analysis–Government Compliance 28Contracts 29Invoices and Payment Applications 30Financial Reviews and Reporting 31SUMMARY 332 Stanford University http://CPM.Stanford.eduThis Project Delivery Process Manual (PDP Manual) has been developed by Capital Planning & Management(CP&M) to serve as both a communication tool and as a working tool that aids in the planning, designing andconstructing of new buildings and renovations. The process and controls developed are based on industry standardscombined with the professional experiences of the CP&M personnel who draw from backgrounds in Planning, Architecture,Construction and Owner’s Representation.The purpose of the PDP manual is to ensure that projects are aligned with the academic mission of the University and meetapproved goals, budgets and schedules. Adhering to the PDP will ensure that project team members are knowledgeableand able to make informed decisions, resulting in improved quality and performance and a reduction in University risk.CP&M will strive to organize all projects undertaken in accordance to the process described herein.This manual describes the planning, design and construction process which is segregated into nine distinct Processphases. Each phase requires specific tasks to be performed and deliverables (such as a budget) to be produced prior toobtaining the necessary approvals to move forward. These tasks, deliverables, and approvals combine to create an orga-nized set of Process controls. A graphic representation of this process, referred to as the “Heartbeat” is shown below.After describing the Process phases, the manual addresses specific Financial Controls, embedded throughout all phases.The Financial Controls outlined include such topics as government cost principles, financial reviews and reports, contractsand payments, and the development of budgets and schedules.The PDP Manual is divided into two volumes, with Volume 1 containing Process phase summaries and Control definitionsand Volume 2 containing both summary-level and detailed information. Volume 1 serves as a communication tool thateducates and guides all project stakeholders through the Process and Controls developed by CP&M. Information isrepetitive to allow the manual to serve as a quick reference guide. The intended audience for Volume 1 includes theinternal Stanford community such as the President, Provost, Deans, Faculty, Department Heads, Facility Coordinators, andstaff, as well as the internal and external consultants and contractors that need to understand generally how CP&Mimplements capital projects.Volume 2 expands upon Volume 1 and contains expanded definitions of many of the Process phases and Control points;detailed checklists of tasks and deliverables; and sample documents. Volume 2 is intended as a working tool, particularlyfor CP&M’s project managers.Both Volume 1 and 2 are available online at CP&M’s website: http://CPM.Stanford.edu.HEARTBEATForm 1 Form 1Dean / Provost / BoTConcept and SiteReportScoping ProgrammingSchematic DesignConstructionDocumentsConstructionMove-InCloseoutFeasibilityBidPermittingDD EstimateBudgetBenchmarkUpdateBenchmarkRough Orderof MagnitudeDean / Provost / BoTDesignDean / Provost / BoTProjectNew ConstructionDesignDevelopmentDean / Provost / BoTConstructionEXECUTIVE SUMMARYApprovalControlProcessPhasesBudgetControlSeptember 2001 Capital Planning & Management 3CAPITAL PLANNING & MANAGEMENT DEPARTMENTCapital Planning & Management (CP&M) along with Facilities Operations and the University Architect/Planning Officeare overseen by the Office of the Vice Provost of Land and Buildings. This manual was developed in coordination withall of the groups that comprise the Land and Buildings Department. Capital Planning & Management is responsible for thedevelopment, design and construction of major capital projects. The department comprises two groups: Capital Planningand Project Management. Capital Planning identifies and compiles departmental space needs and develops preliminaryproject requests. Working with the Provost’s Office and University Land and Buildings, Capital Planning aligns the projectrequests with the University mission and business plan, and prioritizes the projects based on regulatory requirements,academic need and financial management strategies. Capital Planning has a primary role in the Scoping and Feasibilityphases and a continued, though diminishing, role during the design phases. Project Management is responsible forthe project delivery process, including all phases of design, permitting, construction, occupancy, project budgeting andaccounting, and schedules.Mission StatementCP&M will provide professionally structured leadership to plan and develop high-value, quality, long-term cost effectivefacilities and landscapes that enhance the academic mission of the University, embrace our partnership with ourcommunity, and reinforce our stewardship of Stanford lands.To that end, CP&M endeavors to:• Provide services with integrity and professionalism• Enhance performance with each project undertaken• Communicate clearly to both internal and external stakeholders• Function as an efficient and supportive team leader• Diligently pursue the common goals of the University and the facility users• Approach project challenges with creativity, respecting the ideas of others• Balance the diverse needs and wants of the University• Make the process rewarding and enjoyableGoalsCP&M has four primary goals (listed alphabetically):Cost – Deliver projects of long-term value within justifiable, benchmarked budgetsPerformance – Measure the


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Stanford CEE 215 - Stanford Building Delivery Process

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