<![CDATA[<P>68The Military Engineer l November-December l 2009
control areas—planning and schedul-
ing; material procurement and man-
agement; and quality assurance, quality
control and turnover—and developed
or adopted innovative approaches to
address the projects speci?c needs.
Planning and Scheduling
The team ?rst developed a milestone
plan outlining the major components of
the project: relocation, remediation, de-
molition, site and utility development,
vertical construction, and unit turnover.
These six components became the basis
for the development of each individual
parcel. The 72 major activities resulting
from this initial analysis became the ba-
sis for the entire project schedule.
Eventually the plan evolved into a
comprehensive project schedule. The ?-
nal product detailed all scopes of work,
on a daily basis, for the entire four years
of construction. With more than 170,000
individual activities, the schedule was
broken into three manageable phases.
The comprehensive daily schedule al-
lowed the team to run numerous scenar-
ios early in the initial construction phase
to con?rm the feasibility of potential
revisions, based on the overall impact
to the project, before implementing the
decisions in the ?eld.
Even with this degree of planning,
the team met weekly to review the ap-
proach and evaluate progress. As a re-
sult, obstacles such as the governments
and the developers need to change re-
location requirements or the need for
speci?c housing types early in the proj-
ect were identi?ed as early as possible.
Such obstacles have been common,
but early identi?cation has allowed the
project to remain clearly on schedule.
Materials: Supply & Demand
Projects have always been at the mer-
cy of material suppliers—and without
the timely delivery of materials, con-
struction does not progress. To mini-
mize such potential impacts on the su-
per-base project, United Communities
established a material control center
near the project site dedicated to sup-
plying almost all required construction
and ?nish materials. The project team
worked with every subcontractor to de-
termine daily material requirements,
coordinated with vendors to establish
competitive rates and essentially be-
came the material vendor for every sub-
contractor on the project.
Despite the considerable risk of a sin-
gle vendor providing concrete, under-
ground utility piping, electrical com-
ponents, framing materials, interior
?nishes and even bath accessories and
appliances, United Communities has
so successfully provided materials at
the super-base site that Sundt plans to
implement the same concept on other
projects.
Quality and Turnover
To support the super-base missions in
concert with GWOT, there was a critical
need to turn over housing units for oc-
cupancy as quickly as possible. To meet
this requirement, the team developed a
program to maximize the turnover rates
and minimize re-work. To make this
concept a reality, two aspects of turn-
over had to be addressed and improved
upon: quality of work and accessibility.
Quality. Quality housing for military
families at McGuire AFB and Fort Dix
was the teams top priority. Sustaining the
quality of construction throughout the
construction process was an imperative.
To address these items, Sundt developed
a construction quality control (CQC) plan
based on the U.S. Army Corps of Engi-
neers three-phase control process.
The CQC plan incorporates prepara-
tory, initial and follow-up inspections
for every de?nable feature of work. The
preparatory inspection is performed
prior to beginning any work and ad-
ditionally before beginning each seg-
ment of work. Preparatory inspection
includes a review of contract require-
ments, a review of approved submit-
tal data and veri?cation that required
preliminary work has been completed.
Initial inspection, which takes place as
soon as a representative segment of the
particular item of work has been ac-
complished, includes an examination of
workmanship and a review for compli-
ance with contract requirements, exclu-
sion of defective or damaged materials,
omissions and dimensional require-
ments. Lastly, follow-up inspections are
performed as necessary to ensure con-
tinued compliance with the contract re-
quirements, including control testing,
until completion of work.
Accessibility. During the development
of the project schedule, an opportunity
was identi?ed to improve site access and
shorten construction time. The team de-
veloped a program whereby various par-
cels were severed from the base proper
and accessed from outside the base
during construction. The plan required
parcels to be constructed to allow hous-
ing units to be reincorporated within the
secured area of the base before the entire
parcel area was completed, thus maxi-
mizing the new housing occupancy/
turnover rate.
As construction at a given parcel is
ready to begin, the area is severed from
the base by relocating the perimeter
fence to form a construction zone.
Work within the parcel is sequenced to
create sections—sometimes as few as
15 homes—that can be reincorporated
into the base once work is completed,
allowing the balance of ongoing con-
struction within the parcel to continue
unimpeded.
Further complicating an already
complex task of planning and coordina-
tion was the need to maintain security.
This plan was bene?cial to contractors
and the Air Force and Army in that base
security checkpoints would not im-
pede site access for the contractor and
approved workers, and base security
would not have to deal with processing
the more than 300 individuals access-
ing the site each day.
Summary
By focusing on three distinct ele-
ments of the construction process with
the intent of improving each aspect in-
dependently, the team at the McGuire
AFB and Fort Dix super-base project
has developed a highly-ef?cient system
for construction of privatized military
housing that minimizes the impact
to base operations; delivers a quality
product in a timely manner; provides
enhanced control of the entire con-
struction process; and identi?es op-
portunities for timely improvement
throughout the process.
James R. Dravet is Senior Project Manager,
McGuire AFB/Fort Dix Public-Private Ven-
ture; 609-723-3333, or jrdravet@sundt.com.</p>
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