MOR 70 Building FThe MOR 70 Building F project involved the construction of a two-story 100,000 square foot shell office building.
As the mechanical contractor on this project, we constructed the base building’s HVAC, plumbing, and control systems.
The project commenced in spring of 2005 and had a six-month construction schedule. Inclement weather and poor soil conditions delayed the project for several weeks and caused the building sequence to be altered.
Underground plumbing was delayed until the erection of the steel infrastructure was completed. In addition, a large quantity of soil cement was required to stabilize the site. These combined obstacles made excavation for underground sanitary, storm, and domestic water very arduous.
Delays caused by the soil conditions jeopardized the construction schedule. Extensive coordination between the concrete contractor, electrician, and plumbing installers allowed for a phased completion of the first slab while minimizing construction delays.
During this period, a 75,000 square foot tenant improvement project was added to the schedule. This project was to run concurrently with the shell construction with no change in end date.
Design errors in the structural steel for the second floor prevented installation of the roofing system causing an additional two-week delay.
Our solution to this delay was to have the second floor act as covering and complete all infrastructure on the first floor and weatherproof equipment and materials. Duct assemblies and equipment were prefabricated and staged and everything was readied for when the second floor area became sufficiently water tight. We were prepared for installation without missing a beat.
Close coordination with the interior contractor was required to allow ceiling grid installation to begin prior to completion of all overhead work. The grid was required to allow interior partition construction to progress throughout the entire second floor.
Testing of plumbing and HVAC infrastructure was orchestrated to allow large subsections of the system to be preliminarily tested and inspected to allow close-in. Final testing was completed when all systems were fully integrated.
Balancing and commissioning of the control systems was completed while the tenant’s finishes and furniture were being installed.
Conducting continual “what-if” analyses, pre-planning, constant communication, providing and seeking feedback, follow-up, and close coordination between trades allowed the building to be constructed out of sequence, yet fully integrated and delivered on time and within budget. It was truly a group effort.