CHESTER, Va. -- The Defense Contract Management Agency is about six months away from the Congressionally- mandated deadline to be fully compliant with the Base Realignment and Closure Act of 2005.
Although there are many milestones needing accomplishment by the agency as a result of BRAC, the largest milestone certainly has been overseeing the construction, and ensuring the timely relocation, of the agency’s headquarters building onto Fort Lee, Va.
According to Bob Allen, BRAC program manager, the agency’s teaming with the U.S. Army Corps of Engineers has been directly responsible for the successful construction effort for the future headquarters on Fort Lee.
Allen said the teaming was formalized in June 2009 with the signing of the Building 10500 Program Management Plan. The PMP, signed by DCMA and USACE representatives, is a formally approved and living document used to define project requirements, identify expected outcomes, and guide the project’s execution and control.
“The PMP established the framework necessary for the successful completion of a project that meets DCMA’s expectations,” said Allen.
In addition to identifying the project’s schedule and resource requirements, the PMP addresses the supportive planning, roles and responsibilities necessary for the project’s success. Embedded in the PMP is the communication plan. It establishes requirements for information and data sharing among team members. Design status updates, project team meetings, and conflict-resolution processes are some of the important aspects the communication plan, according to Allen.
The PMP also has a change management plan that addresses changes that can occur during the construction. It identifies processes to manage and review mandatory changes (building site condition changes, errors or omissions in the design plans, etc.) and DCMA-requested changes (floor plan changes, technological changes, etc.). Considerations include validating the changes as well as evaluating the potential cost and schedule impacts of the proposed change.
The PMP’s quality management plan that requires the construction contractor, Whiting-Turner, to establish and maintain an effective quality control system consisting of plans, procedures and the organization necessary to meet contract requirements.
“Whiting-Turner’s robust quality assurance system, coupled with USACE’s quality control requirements and on-site presence have been an integral and visible part of the construction process,” said Allen.
Another good example of DCMA/USACE teaming is Building 10500’s furniture acquisition strategy and installation, according to Bret Wilbun, BRAC Program Management Team. Instead of DCMA purchasing and installing the facility’s furniture after the construction has been completed, DCMA and USACE coordinated with Whiting-Turner to have the furniture purchase and installation added to the construction contract as a “bid option.” The benefits of this strategy include furniture planning (office/cubicle configurations, telecom access locations, etc.) was integrated into the overall construction planning and installation scheduling was included as a concurrent task within building construction timeline.
Additionally, the USACE interior designer played a large role in recommending options for the color and selection of furniture, carpeting and wall coverings.
“Throughout the construction process we’ve had the right people on the bus in the right seats focused on the right things. It’s been a pleasure being part of the DCMA/USACE team,” said Allen