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The people I've met through AGC have helped me both personally and professionally. Every contractor needs those resources and those relationships. If you want to be successful, well then, you need AGC.

Phyllis Harden

Legislative & Special Projects, Pine Bluff Sand & Gravel
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Completed Chronicles

  • Interstate 5 Willamette River Bridge CM/GC
    Not only was the Interstate 5 Willamette River Bridge replacement the largest bridge replacement project undertaken by the Oregon Department of Transportation (ODOT), it was the first project using Construction Manager/General Contractor (CM/GC) delivery. The CM/CG contractor, Hamilton Construction Company and Slayden Construction got to work with ODOT two years ahead of schedule while the design was still underway resulting in the project’s four month early completion, coming in $18 million under budget.  This case study shows how trust, integrity and teamwork transformed a complicated project into new partnerships.

  • Joint Venture Leads to Sold Out Seats at the Tobin Center for the Performing Arts
    The Tobin Center, a world-class performing arts facility, is completely booked through the 2017-2018 season and Owner, Michael Freshner of the Projects Group credits collaboration between the Owner, Designer and Builder for its’ success.   This Linbeck/Zachary Joint Venture was formed to leverage complementary strengths of two 75 year old companies which acted as one and developed a construction sequence that allowed the demolition of the existing building and excavation for the new building to commence without significant delay to the project schedule.

  • Hope Has a New Home as Owner Uses Ring of Risk for Shands Cancer Hospital
    Owner Brad Pollitt of Shands Cancer Hospital at the University of Florida utilized an integrated team approach, making all parties accountable for specific behaviors and incorporating a “ring of risk” strategy which in the end enabled him to come out $7 million under budget.
      
  • BJC St. Peters Campus Project is a Home Run after Owner selects non-traditional team
    On past projects, owner Clay Goser, CEO of Symphony Performance Improvement, found that he either broke the budget or broke the schedule. Growing tired of the same underproductive routine, he decided to use multi-party IPD to deliver the BJC St. Peters Campus Project. By using a more collaborative method, 65% of the construction contingency went unused.
     
  • Supportive team led to success of Physical Sciences Complex, University of Maryland after mid-project redesign
    When owner Bob Martinazzi of University of Maryland was given the opportunity to accept a grant late in design of the Physical Sciences Complex, he brought the complete team in to discuss their options. As a team, they decided it wouldn?t be easy, but it was the right thing to do and began redesign, even after the new foundation had been laid. The complex is 160,000 square feet, $99 million dollar project. Martinazzi credits Lean methods and a proactive team for leading to the completion of the project on time, in 39 short months.
  • CM at Risk used to mitigate risk on complex adaptive reuse project Saieh Hall of Economics, University of Chicago
    According to owner Larry Blouin, the greatest variable in reconstruction of Saieh Hall of Economics was overcoming the unknown. With such unknowns, there was fear of budget, schedule and quality uncertainty. To gain reliability over these factors and to mitigate risk, Construction Management at Risk was used rather than traditional design/bid/build. University procurement and project leadership collaborated with the construction manager on design-assist procurement of major trade contractors to ensure best value selection.
     
  • Spartan Stadium North End Zone Addition project improves savings through value engineering, Michigan State University
    Jason Vanzee of Michigan State University was facing a short deadline and tight budget. He and his team had to finish the Spartan Stadium North End Zone in 12 months. Find out how he and his team got the job done on time and on budget.
     
  • No recordable safety incidents in 51,254 man hours worked during Lutheran Hospital Emergency Department Project, Cleveland Clinic, Cleveland, OH
    Ron Lawson and Doug Lippis of Cleveland Clinic used innovative scheduling to save costs and serve more patients. In this Collaboration Chronicle, they demonstrate how they were able to save costs and get the project done early
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