FIFC PROJECT CASE:
CM&D SILA‘s relationship is exclusive to the owner as they act in the client’s best interests at all times; providing comprehensive management at every stage of a project. Whether it is in the creative stage starting with a concept, and project definition to the completion of construction and turnover of a quality project on budget and on time.
CM&D SILA was appointed by Starwood Capital Group as Owner’s Project Representative and Project Managers. The project included Schedule Management, Dispute Resolution, direct field supervision of subcontractors and developing logistics and staging plan.
The First International Financial Center (FIFC) is a fourteen-story, Class A office building located in Mumbai, India. This new development consists of a 655,672 square foot contemporary high-rise structure with ground floor retail and lobby space, thirteen floors of office space and two underground parking levels.
First International Financial Center (FIFC) is the first project in India designed by the U.S. based architecture firm Kohn Pedersen Fox (KPF), whose portfolio includes Goldman Sachs’ European Headquarters in London and the Shanghai World Financial Center.
CM&D SILA was hired as the Owner’s Project Representative and Construction Consultant for FIFC in July, 2011 by a consortium of U.S. based investors including Starwood Capital Group, India Property Fund and Urban Infrastructure Real Estate Fund. At that time, the project was experiencing potential “schedule creep”, difficulty in project sequencing, and on site sub-trade coordination.
In May 2011, CM&D SILA conducted an in-depth Project Management Assessment and proposed to ownership an “Alternative Action Plan” whose primary objective was to meet the owner’s critical goals:
• A complete office tower of the highest international quality standards.
• Completion of the shell and core by May 15, 2012.
• Obtain all necessary governmental approvals required for the Certificate of Occupancy, and provide Citibank with their premises suitable for tenant fit-out on or before May 15, 2012
• Maintain the support and long term relationships of the design professionals and subcontractors by creating a collaborative working environment.
CM&D SILA’s ‘Alternative Action Plan’ required a wholesale change to the construction process and sequencing of work. As its cornerstone the action plan incorporated the following:
• A Logistics Plan and Critical Path Schedule that centered on ownership objectives
• A process of daily accountability from top management, field supervision, and field personnel
• Leadership through direct field supervision and direction of subcontractors
• Enforcement of accountability via placement of “in the field” superintendents at each level of subcontractor delivery and operation
• Open and clear communication at all levels of project execution
• Revised and secure material staging for all sub-trades throughout the site
• Revised material delivery and material/field personnel hoisting logistics
The proposed action plan required a universal change in the execution process. Subcontracts were issued directly to the Developer/Owner entity. The role of CM&D SILA was to act as the Owner’s Construction Manager, managing the day to day activities of the project on a hands-on basis.
The integration of the CM&D SILA system was implemented at every level, inclusive of the backbone created by the superintendents in the field whose continuous communication and support to the contractors, created a wholesale human workforce dynamic.
During construction, CM&D SILA faced two critical obstacles that they needed to address and resolve. The first obstacle was the remaining two pours for the concrete structure were halted by the local governing authority, MMRDA. The work stoppage was due to the permit for this specific work had not been completed. The second obstacle to overcome was ground level site logistics. There were fundamental issues with the site logistics that had not been addressed but were critical for the timely completion of the project. Both these obstacles where handled swiftly.
Through identifying the critical path necessary to achieve the objective, marshaling the human resources to accomplish that objective, holding steadfast to the approach and schedule, receiving full support from Ownership, and the dedication and hard work of the subcontractors and design consultants, CM&D SILA and the team successfully met the objective of delivering Citibank their new headquarters by May 15th, 2012 to begin their interior fit-out.