GOINGTHE EXTRA MILE
Long-Distance ProjectsPut Contractors on the Map
By Mali R. Schantz-Feld
Some contractors travel to projects at therequest of their customers. The city wherethe jobsite is located becomes their homefor six months, maybe two years, dependingupon how long it takes for the project to developfrom a blueprint to a brick-and-mortarreality. Long-distance contracts are acomplicated blend of competent contracting, thelatest technology, and, most of all, dedication toclient expectations.
“About one-third of our contracts are long distance,” says Dan Pitala, Senior Project Manager at Parsons Electric LLC. He explains that the firm usually sends a more experienced general foreman to live at the out-of-town site because the general foreman also performs many of the on-site functions of a project manager. In addition, a project manager usually commutes approximately twice a month to the jobsite.
“Location shouldn’t matter,” says Jon Kurth, Regional Property Manager for the Corporate Properties Group at Wells Fargo Financial[UU2]. “We choose the best contractor for the project with the best price. E-mail and the Internet have made our work with out-of-state contractors much easier.” In this technology-filled age, being out of town does not mean being out of touch. “We compensate with electronic equipment, such as Voice- Over IP phone, three-digit dialing, e-mails, FTP sites, and PDF files,” says Pitala. “Condensing documents into PDF format allows us to send them electronically instead of mailing. It’s instantaneous and clear.”
According to Pitala, digital photos are taken on most jobs. “The photos are posted to our FTP site weekly for job tracking, troubleshooting, and marketing, as well as for scheduling purposes,” he says. “Many projects are equipped with full CAD capabilities, such as workstations and color plotters.”
Working as a Team
Clients realize that contractors who go the extra mile can be relied upon to deliver superior service anywhere in the country. “On our ongoing Wells Fargo project in Des Moines, Iowa, the team includes an engineer from Oklahoma, a local architect and mechanical contractor, a general contractor from Minnesota, and Parsons,” says Pitala. “The owners are looking to find the best contractors for the project.”
Dan Boie, Senior Project Manager with general contractor M.A. Mortenson Company, Minneapolis, notes that traveling long distances for notable clients such as Wells Fargo demonstrates a commitment and appreciation for their business. “We are fortunate to work with Wells Fargo, a truly valued client,” Boie says. “With Parsons and the subcontractors, we strive to meet Wells Fargo’s expectations and keep our relationship going. We are ready and eager to work with them, and establishing a local presence in the state for them enhances that fact.”
According to Boie, the biggest challenge is filling the voids that are often in the architect’s design package during a fast-track project. He notes that while an architect’s plans are carefully designed, unforeseen structural issues and material complications sometimes necessitate changes. “In that case, we pull in the electrical and mechanical contractors on a design-assist basis to transition from design to construction and figure out the change to complete the design,” he explains.
Boie supervises seven people on site, plus a field crew of 20 local tradespeople. He hires at the local union halls. “Primarily, we need all skilled tradespeople — carpenters, laborers, and finishers. We are subject to the standards of the area and the volume of labor.”
Working with familiar companies boosts the confidence of the whole team. “We are lucky to have Parsons on the project,” Boie says. “They are clearly motivated to do a good job for Mortenson and Wells Fargo.”
Working on projects in the continental United States is less complicated than traveling overseas. Boie’s work on a project in Guam was “significantly different” than long-distance work in the contiguous states. “There are not so many regulations, but there are long lead times to get materials to the island. Everything has to come in by ship. Everything here can be shipped in by truck.”
Organization Is Essential
Careful planning and organizational skills ensure a smooth process. “As long as we arrange things in advance, everything will go well,” says Pitala. “We arrange for employees through the local unions. This has never been an issue for us.”
Since rules and regulations differ for each municipality, supervisors learn the restrictions before the project starts. “We sit with the local inspectors and get up to date on the local codes,” Pitala adds. Requirements are often vastly different. “In one Virginia project, there was not much in the way of enforcement; but in California, there tend to be more stringent codes. You form a relationship with the code and union officials,” much like that of the local contractors.
Currently, Parsons is working on a 340,000-square-foot, curtain-wall, nine-story office building, with additional penthouse and underground parking garage, owned by Wells Fargo. Pitala notes that Parsons was enlisted to install a unique lighting system on the exterior of the building. “The building has almost 4,000 feet of exterior LED lighting that lights up the glass on the outside of the building,” says Pitala. The project, which began in December 2004, is slated for completion in August 2006.
Building Relationships
Long-distance contracts build relationships along with facilities. Pitala notes that Parsons was also involved with Wells Fargo Home Mortgage in Minneapolis. “Wells Fargo is one of our largest customers,” he says. “They know our capabilities and that they can depend on us.”
Mortenson also worked on that project. “With multiple projects, we establish long-term relationships with valued clients,” says Boie. “In the case of Wells Fargo, we carried over the positive relationship from their home mortgage campus in Minneapolis.”
