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William A. Daigneau Operations & Facilities Management Vice President, Chief Facilities Officer

“Here We Grow Again!” Managing Growth at M. D. Anderson Cancer Center. William A. Daigneau Operations & Facilities Management Vice President, Chief Facilities Officer CMAA Owner’s Forum May 3, 2010. Title. Growth Over 10 Years FY 1999 – 2009. Title. North Campus. Mid-Campus.

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William A. Daigneau Operations & Facilities Management Vice President, Chief Facilities Officer

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  1. “Here We Grow Again!” Managing Growth at M. D. Anderson Cancer Center William A. Daigneau Operations & Facilities Management Vice President, Chief Facilities Officer CMAA Owner’s Forum May 3, 2010

  2. Title

  3. Growth Over 10 Years FY 1999 – 2009

  4. Title North Campus Mid-Campus South Campus East Campus

  5. M. D. Anderson Cancer Center North Campus

  6. What We’ve Built 2 Hospitals (including surgery, GMP facilities) 4 Outpatient Clinics 6 BioMedical Research (up to BSL-3, GLP’s) 3 Vivaria 4 Office Buildings 2 Hotels 3 Data Centers 2 Warehouse 4 Parking Garages 3 Imaging (Cyclotrons, PET, MR, etc.) 3 Treatment Centers (Proton/Linear Accelerators) 4 Conference Centers w/ TeleMedicine 2 Freezer Farms 1 Blood Bank Plus roads, central plants, parks, underground utilities (sewer, water, fiber, retention) Equal to adding a 600k GSF building every year for 15 straight years, totaling $4 billion

  7. How We Built It • Hard Bid Lump Sum • CSP • CM at Risk • Design-Build • Job Order Contract • Multiple Contracts • Third Party, w/ and w/o Equity Involvement • Greenfield • Constrained Site • High and Low Rise • Steel and Concrete • New Construction and Renovation

  8. How We Managed It • • 125 person in-house PDC management group • • Agile processes • Mall developers • Toyota • Lean • Standard modules/kit of parts • • Project organization/decision-making • • Trust but verify - documentation • • Building relationships - fairness • • Advance planning

  9. What We Learned • Project and situation - determine best delivery method • Contracts - read only when disputes arise • Contract terms – have multiple interpretations • Project success - directly related to team member quality, commitment • Project schedules - run by hope and prayer • Teamwork - direct function of who’s making, losing money

  10. Issues in the Industry • Construction quality - too much rework • Subcontractor management expertise • Adoption of Lean concepts • Educating Owners (www.coaa.org) • Greater standardization & transparency

  11. Questions?

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