Category: Project/Program Management

HPM’s George Watts Elected to Board of Directors for CMAA North Texas Chapter

Posted on November 16, 2020

HPM is in the business of leading, and though we are rarely surprised when one of our team members becomes a leader in the community, it remains cause for celebration. We are proud to announce that HPM’s George Watts was recently named a member of the Board of Directors of the Construction Management Association of America (CMAA) North Texas Chapter.

“HPM continues to strengthen its position on the national scene regarding construction management with the announcement that the CMAA North Texas Chapter president has appointed George Watts to the Board of Directors,” said James Adams, HPM Vice President, Western Region.

For the next year, George will serve in the capacity of program director, responsible for organizing monthly chapter meetings and networking events such as happy hours when social distancing restrictions are lifted. When the time comes later in the year, George will lead the organization of the annual Project Achievement Awards dinner and annual gala.

Founded in 1982, CMAA is an industry association dedicated to the practice of professional construction management. It represents more than 16,000 members across its 30 regional chapters, including federal, state and local government, private sector owners, construction consultants, technology suppliers, academia and legal organizations.

“George is a Certified Construction Manager in the organization and has been heavily involved with CMAA for several years, with many of his projects winning regional and national awards,” Adams said. “George’s participation as program director is a perfect fit with his organizational skillset. This position also allows the HPM brand to be recognized at the highest level within the CMAA organization. I am confident that George will represent HPM well in his new role and I am proud that he will carry the HPM flag for the CMAA.”

Making Old Schools New Again for a Growing Student Population

Posted on October 29, 2020

Like many public school districts across the U.S., Homewood City Schools was faced with aging buildings and a growing student population. Administrators and school board members benefitted from a $55-million bond issue obtained through the City of Homewood and added to the monies the school district had in its reserves. However, like most, the needs outweighed the resources, and competing priorities of those needs required a hard look at the data.

“Starting with studies, surveys and assessments and working from the best available data, we identified a bubble moving through the school population and planned accordingly,” Project Manager Jeremiah Owen said. “No stone was left unturned when looking at options to address the needs and desires within the defined budget. We looked at many different options, and ultimately decided that upgrading existing facilities was in the district’s best interest.”

Three aging elementary schools received classroom additions, renovations and upgrades, leaving room for growth as necessary. The middle school, which is just beginning to feel the effects of the bubble, is a newer building that benefitted from space planning and interior renovations to add classrooms.

“The Homewood Board of Education, along with the Homewood City Council, began to envision a new and fresh update to our current educational space—a concept that would make best use of our original spaces while providing expansion and growth potential for the next 50 years,” said Dr. Bill Cleveland, Retired Superintendent of Homewood City Schools. “We hired HPM to work with us—to turn hopes into reality, to optimize an assortment of ideas into an amalgamated strategy. The HPM design team provided leadership and guidance that quickly lined up to our budget and often surpassed our scope of thinking.”
Dr. Bill Cleveland, Retired Superintendent of Homewood City Schools

The 70s-era high school needed the most help, and received more than a dozen new classrooms, updated athletics and performing arts wings and interior renovations to modernize the overall facility. Improvements to building automation and access control increased security and allows for troubleshooting to be performed from any device, which saves maintenance time and money.

Data-Driven Planning to Create a Community’s Dream School

Built in 1972, Homewood High School expected to hit two milestones at the same time: its 50th birthday, and its full capacity of 1,200. News of the bond issue, a hastily assembled land use study and the hopes and dreams of many community members spun into grand plans for a new high school. When HPM first met with Dr. Cleveland, we outlined our extensive process that starts long before plans, grand or otherwise, are made. Our preconstruction team started with a demographic study to assess the community’s needs and a facilities assessment of each school to see what we would be working with.

Working with comprehensive information, HPM’s team determined that construction of a new high school exceeded the system’s needs and far outstripped its budget. Instead, we were able to draw up a plan for renovations, expansions and updates to all five schools in the district to anticipate population growth, provide newer and more functional facilities and address the top priorities laid out in community meetings and surveys—while staying within the available budget.

“We were able to address the needs of the district by putting together a renovation and addition plan for a fraction of the cost of a new build,” Owen said. “This also meant that the high school remained centrally located in the heart of the community.”
Jeremiah Owen, HPM Project Manager

Lasting Partnerships Lead to Innovation in Higher Education

Posted on July 24, 2020

With both among the most trusted names in higher education in Alabama, it’s no surprise that HPM and Auburn University have cultivated a fruitful partnership over the years. We share a professional relationship that spans nearly two decades and have produced successful project ventures including residence halls, research facilities, capital improvements, and more. While HPM’s client portfolio extends outside of education and the state itself, we value the longevity of this local partnership as well as the opportunity to collaborate on new and innovative challenges.

Auburn University recently selected HPM as its construction manager for The Tony and Libba Rane Culinary Science Center. Our team provides project management support to Auburn’s Facilities Management Administration group as they construct this innovative, multi-purpose building.

The new facility will serve as a combined learning space and luxury boutique hotel, restaurant, and food hall. Located at the corner of East Thach Avenue and South College Street in downtown Auburn, the 142,000-square-foot complex will promote immersive learning experiences for students pursuing careers in hospitality and culinary sciences. Students will have the opportunity to train alongside world-renowned chefs and hospitality experts in an interactive environment that includes several classrooms, demonstration and food production laboratories, a teaching restaurant, and even a brewing science center. This hands-on instructional atmosphere will offer students tangible experiences and equip them with the vital skills they need to evolve into future industry leaders.

In addition to its aspirations for student development, the Center’s luxury hotel component seeks to achieve the AAA Five Diamond certification. This coveted title is given to less than half of one percent of the 27,000 hotels evaluated annually. HPM is providing Auburn with the unique insight and attention to detail we acquired serving as owner’s representative for The Post Oak $35M AAA Five Diamond Hotel in Houston, Texas. This would be a first-of-its-kind opportunity for students to receive training at a first-rate culinary facility and Five Diamond hotel.

The greatest challenge for the University has been bypassing time-intensive utility relocations and keeping the overall project schedule on track with so many moving parts. To help resolve these issues, HPM scoped out and managed the bidding of a separate utility and enabled a works package for the building contractor. Our team of experts has deployed best practices learned from similar complex projects in the early pre-planning stages.

Sharing our knowledge base from extensive experience in higher education and hospitality construction management with our project partners facilitates collaboration, reduces project costs, and maximizes value for the university.

“Our previous history in providing project management leadership on other high-profile hospitality and higher education initiatives made this an ideal fit for HPM,” said HPM President Mike Lanier. “We are honored to partner with Auburn University on building this one-of-a-kind facility, which serves as a forerunner to inspire a new breed of food and beverage as well as hospitality-focused learning centers at college campuses across America. With so many moving parts and a variety of different work cultures, it’s imperative to have a seasoned owner’s representative that can quickly create and implement processes to keep things moving while maintaining cost efficiency for the university. We’re making steady progress on all fronts and look forward to the completion of construction next year.”

Construction on The Tony and Libba Rane Culinary Science Center began in April 2020. Auburn alumnus and Board of Trustees member Jimmy Rane helped kickstart the project with a $12M gift dedicated to the building’s construction. The board later approved naming the facility in honor of his parents, Tony and Libba Rane. The Center is anticipated to be open to students and visitors by Spring 2022.

HPM Rises to Top 25 on ENR’S Program Management Firm List

Posted on July 21, 2020

Unique standard of personal client care and the hiring of top-level talent moves HPM up 20 spots.

HPM made the top 50 on Engineering News Record’s (ENR) program management firms list for the fifth year in a row, but even more exciting is the jump we made in the ranking. HPM rose from number 42 to 22, and while we are certainly proud of this success, we recognize that it was not built overnight.

HPM’s team members located across the U.S. made this happen by building on the strategic efforts of the last five years. We have restructured our organization for success, growth, and versatility — ensuring that the best people are available to each client.

There are several strategic moves we’ve made to build this company on the service and expertise as owners’ advocates and representatives. About six years ago, HPM acquired the audit and contract services firm of Vince Chapman. He and his team provide a comprehensive approach to new and existing clients, serving all aspects of their needs for construction cost auditing and compliance services.

Greg Ellis began building a program development division based on a solid preconstruction team led by Del Buck – who in turn surrounded himself with an army of experts in estimating and scheduling as well as in subspecialties. Greg also has established a team of program development managers who provide the necessary bridge for clients who are considering capital expenditure programs and guiding them on how to define and initiate those programs. HPM moved even further left by hiring facilities planning expert and respected industry veteran Tracy Richter to lead the firm’s new Planning Services division, a move that bolsters and expands our service offerings while extending relationships with clients representing more than a dozen industries.

Last but certainly not least, we have redefined our business development and marketing strategies to be laser-focused while remaining nimble and adept at our pursuits into new industries and markets. We’ve continued to explore new ways to diversify our portfolio of clients and optimize our expanded services.

We are honored by this great recognition as being one of the top program management companies in the U.S.

“We are so appreciative that our clients continue to trust us to represent them by leading their capital building programs,” said HPM President Mike Lanier. “This recognition highlights the outstanding performance and effort of our employees across the country.”

HPM Talks Webinar: Putting the Tenant in Charge of Funding + Building

Posted on June 15, 2020

HPM Talks Webinar

Putting the Tenant in Charge of Funding + Building

What happens when a lessee leads the development of its own built-to-suit facility?

You have faced this challenge time and time again. You have specifications which must be met for a facility – size, function, material, design, location. However, you need to keep the capital expenditure or the risk off of your own books.

What if you could find the investors you need at a competitive price but also understand and comprehensively manage the planning, design, and construction process from conception to occupancy?

After working for several mutual clients together and watching successful projects spring up with this “best of both worlds” concept, HPM and Stan Johnson Company (SJC) decided to combine forces to educate clients on this disruptive idea. Although teaching a tenant-controlled development concept is a much longer conversation, Mike Lanier, President of HPM, and Shan Gastineau, Senior Director of SJC, lead a discussion on June 18, 2020 on this novel approach which eliminates the complexity and removes the intimidation often associated with the alternative.

Mike and Shan explored the typical methods of financing and project team procurement for infrastructure growth – which puts the control squarely in a third-party’s hands. They also answered the need to reduce costs, ease pressure on resources, and provide new sources of financing by walking you through the tenant-controlled process-which restores your control over your projects.

To find out about upcoming webinars, subscribe via email to the right of this post.

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HPM’s work ethic leads to saved money, seen value, and sincere gratitude for St. Lucie County

Posted on March 13, 2020

When a company decides to hire HPM, you’re entrusting your project to us. We manage each step of our projects with honesty, transparency, and clear goals and are confident that our expertise will save you time, money, and resources. Our expert program managers have decades of combined experience, and we have a solid track record and portfolio to back up our promises to deliver. To ensure we are adding value to your project, we create a Value Add Log for each project that we manage. This record does what the name implies – lists how HPM’s management of a project has added value to the project and company as a whole.

For our client St. Lucie County, the project of renovating First Data Field provided a prestigious opportunity for HPM. First Data Field, the spring training home of the New York Mets, located in Port St. Lucie, Florida, needed facility renovations and improvements. St. Lucie County hired HPM to manage the construction of $55 million in renovations and improvements. The facility renovations included a walkway connector around the outfield, a 50-room players’ academy, and three little league baseball and softball fields for tournaments and public use.

HPM worked diligently to save St. Lucie County money in the facility renovations. Since HPM was hired by St. Lucie County and not the Mets team, HPM operated with the county’s best interest in mind. A significant way that HPM added value to the project was by taking time to negotiate with the Mets, who had set the scope of the project at $67 million, to achieve the county’s budget of $55 million.

When HPM sent the original add log to St. Lucie County for approval, they ended up sending it back with a note: They believed and had calculated that HPM had added more value than we had reported. After walking through some of their additional items, senior program manager Alan Butler was pleasantly taken aback.

“The items that St. Lucie County had wanted to add to the add log were things that we at HPM just did, almost like second nature. We didn’t intentionally leave items out. In our eyes, the things St. Lucie had listed were just part of our culture and who we are at HPM. It was amazing to see a client recognize that value, and then want to quantify and add those examples to the report.”

HPM’s work was able to stand on its own with the full and esteemed Value Add Log for this project. When clients see the value that you didn’t know to recognize, that’s when you know you’ve hit it out of the park.

Alan Butler stated, “It’s not common to see a client want to recognize you for more than what you report. So when that happens, it’s something to take notice of in our company. The Value Add Log tells a greater story than we would have even known. Our clients for this project left with gratitude for HPM and said they wouldn’t begin projects in the future without reaching out to us.”

Through the addition of the items listed in the Value Add log, HPM saved St. Lucie County over 1 million dollars.

Supersonic Flight Moves Closer to Reality with Boom’s Overture

Posted on February 28, 2020

Supersonic flight has existed for over half of a century, but the technology was lacking and inefficiencies kept it from the mainstream. Finally, the Colorado-based company, Boom Supersonic, began its quest for a solution, combining proven materials and technologies into a revolutionary airplane. Called Overture, this breakthrough airplane design makes supersonic flight an accessible and affordable possibility for hundreds of transoceanic routes, perhaps even establishing itself as the new norm for business class travel.

With the exciting announcement that Boom would build its first U.S. manufacturing facility, the firm also announced its decision to select HPM as the owner’s representative and program manager, assisting them with site selection as the next step.

“It will be their home for the manufacturing and assembly, testing, and then ultimately the customer delivery for the Overture,” says Mike Lanier, President of HPM, as he spoke to hosts Max Flight and Max Trescott on the Airplane Geeks Podcast. “We’re in the very early stages…looking for the appropriate sites and what the possibilities might be.”

Locating an appropriate site for Boom’s innovative Overture has been no small task, as each potential site must meet a rare combination of specific requirements.

“There are three primary criteria every site had to meet before they made our list,” explains Lanier. The first criterium, and perhaps easiest to find, is that the location must have 175 acres of developable land, allowing room for what will be about one million square feet of facility space. The second criterium is a minimum runway length of 10,500 feet. Finally, the third criterium is that the site be located within 150 miles of a supersonic test corridor, which would be over international waters or the Mojave Desert.

“They [Boom] also want to make sure there’s a culture fit,” adds Lanier. “It’s been a real challenge. It really has.”

HPM started the site selection process by making anonymous, preliminary calls to ensure that searchable databases had accurate land information. After careful research and investigation, HPM effectively narrowed down the possibilities from 2,000 sites to 15. Working closely with Boom, HPM will continue to narrow the options down to five shortlisted sites.

After this shortlist phase, the project will move closer to design, with the possibility of selecting a design partner as early as 2021. HPM will help the design partner understand the unique industrial process behind the Overture, especially when compared to the standard assembly line for a Boeing or Airbus. The firm will also advise on appropriate building sizes so that the buildings can accommodate the planes and work with the surrounding environment. According to Lanier, it will take 2-3 years to complete the design process with a goal of launching the first supersonic flight in the mid-2020s.

“We’re the owner’s oversight,” says Lanier. “We work with [Boom’s] supply team and procurement team to engage architects, engage contractors, and be the agent that oversees so Boom can stay focused on airplanes.”

The end result is exciting: the fastest-ever commercial airliner, at Mach 2.2 speed, and history’s most efficient supersonic jet.

Every seat on the Overture will be both an aisle and a window seat, with each seat given access to large, personal windows. Ticket prices will be competitive, meeting the same price point as today’s long-haul business class. Both Virgin Group and Japan Airlines have already placed pre-orders.

“Everybody’s excited about it,” says Lanier. “What’s not to be excited about?”

About Boom

Boom Supersonic, based in Denver, Colorado, is known for building the history’s fastest supersonic airliner. In March 2019, they announced that HPM, with its expertise in managing capital building programs, has been selected to lead its one-of-a-kind program to help locate, plan, design, and build its first manufacturing facility in the United States.

About Airplane Geeks Podcast

The Airplane Geeks™ podcast is a weekly audio program that looks at the world of aviation. First published in 2008, the podcast aims to educate and inform you, explore and expand your passion for aviation, and entertain you a little along the way. They discuss commercial, military, and general aviation topics, usually with a prominent industry guest.

Key Trends to Watch in the Aviation Industry

Posted on August 23, 2019

Happy National Aviation Week! National Aviation Week (August 19-23) celebrates the legacy of aviation and is intended to increase awareness, knowledge, and appreciation of the industry. The week commemorates the birthday of Orville Wright – who, alongside his brother Wilbur Wright, is credited for producing the world’s first successful airplane.

Due to HPM’s experience with major players in the industry, the firm is on the forefront of innovation, and has outlined the following key trends to watch:

Investment in facilities: Over the last several decades, enplanement (the number of passengers flying) has doubled every ten years. As a result, the industry continues to see significant investment in airport facilities, with millions of dollars in upgrades being made to parking areas, amenities and more. Airports are seeking to centralize business, improve the experience and create mini cities so that frequent flyers have everything they need to work, shop, dine and live in one place.

Mobility & Technology: By 2030, 60% of the Earth’s population is projected to live in urban neighborhoods, causing increased congestion on roads and major thoroughfares. Because of this, airspace is the new frontier for travel. In the future, city commuters could have the option to board the CityAirbus to travel through urban airspace. Expect to see demand for UAVs rise as industries such as farming, construction, law enforcement and film continue to invest in drone technology and develop new uses for operations.

Efficiency: The A320 has emerged as the darling of the industry. As airlines brace for a period of global economic uncertainty, right-sizing aircrafts is a priority. And, as intra-regional routes are expected to grow, airlines are refreshing their aging fleets with more cost-efficient, fuel-efficient and smaller aircrafts. Lightweight carbon fiber and composite materials are becoming a preferred alternative to previously used metals such as steel and iron. Manufacturers are seeing cost-savings in maintenance and replacement costs of carbon fiber components. In addition, the introduction of battery technology will result in hybrid engines – exactly how it’s used in automobiles today – allowing for more sustainable, efficient and quieter air travel.

A tight labor market and ever-evolving technology means aviation capital projects are becoming significantly more complicated, leading to a full-scale sprint among competitors to quickly identify and secure outsourced talent. Significant cost-savings from reduced change orders and overruns are further fueling the program management boom as more aerospace companies recognize the value third-party providers deliver.

“Aviation projects are extremely complex, and HPM’s business model of providing onsite, day-to-day program management is well-suited to fit the industry’s needs,” continues Austin. “Right now, the sky’s the limit for HPM. We look forward to this next chapter of growth and innovation for our firm.”

To learn more about HPM’s aviation projects and service offerings, visit: hpmleadership.com/aviation.

HPM: Leaders in Aviation

Posted on August 22, 2019

Happy National Aviation Week! National Aviation Week (August 19-23) celebrates the legacy of aviation and is intended to increase awareness, knowledge, and appreciation of the industry. The week commemorates the birthday of Orville Wright – who, alongside his brother Wilbur Wright, is credited for producing the world’s first successful airplane.

In honor of National Aviation Week, we’re sharing about our relationship with the aviation industry.

In 2015, HPM prepared for the takeoff of Airbus’ A320 Final Assembly Line (FAL) in Mobile, Alabama. After delivering four months early and almost 7% below budget, HPM was recognized as a leader in aviation program management. Since then, the firm’s aerospace footprint has grown across the country.

Following the success of the A320 FAL, HPM was engaged as the program manager for the design and construction of Airbus’ new A220 assembly line in Mobile. The A220 for Airbus is a nod to the industry’s pivot toward smaller, more efficient jetliners that address consumer demand for larger seats and ample leg room.

In addition, HPM is leading site selection, planning, design and construction of Boom Supersonic’s first U.S. manufacturing facility for Overture, a Mach-2.2 supersonic commercial airliner that will serve hundreds of transoceanic routes.

This summer, HPM celebrated the opening of Aerojet Rocketdyne’s 136,000-square-foot advanced manufacturing facility in Huntsville, Alabama, with the firm providing preconstruction services and program management. The new facility serves as a key production hub for advanced propulsion products for major U.S. defense and space programs and is expected to create more than 300 jobs.

“The pace of innovation is fueling a flurry of investment in the aviation sector. We’re especially watching tier-1 suppliers, and are interested to see how they’ll adapt to the industry’s rapid growth,” says Ryan Austin, Chief Operating Officer at HPM.

“Ultimately, nothing flies until a facility is built, and HPM has the unique ability to efficiently deliver projects. Our capabilities ensure aviation clients can achieve the speed-to-market needed to stay ahead in the industry.”
Ryan Austin, HPM Chief Operating Officer

To learn more about HPM’s aviation projects and service offerings, visit: hpmleadership.com/aviation.

How Aerospace Companies Benefit from Hiring a Program Manager in the U.S. Top Questions to Ask Yourself

Posted on August 20, 2019

By Greg Ellis
HPM Vice President, Program Development

Do you understand U.S. and local building codes and regulations for permitting? Designed to specify minimum requirements related to health, safety and welfare of building occupants, U.S. and local building codes and regulations for permitting are complex. Navigating these requirements through careful planning can help you avoid common pitfalls on your capital projects.

Do you have a keen understanding of the factors that will drive your budget such as labor and materials? As the market booms, U.S. labor forces remain stretched, forcing the cost of labor to increase. The same is true with materials pricing, as across the board we are seeing a rise in the cost of materials such as steel. Knowing the market trends and local workforce can help you mitigate the impacts to your budget and realize success.

Do you keep up with U.S. construction industry trends and understand new innovations and solutions available? As we see material and labor costs rising, new innovative solutions like AI/machine learning or virtual reality/augmentation are being developed to offset the strain on workforce and budget. Keeping up with the trends and knowing what works is important to maximizing your return on investment.

Do you have an advocate that can be your boots-on-the-ground resource? There is great value in engaging a partner who understands the local design and construction community and also the aerospace industry to act as a facilitator throughout the project, removing any barriers that may come between you and success.

Do you understand the various delivery models? Knowing your options (CM-at-Risk, Design Build, Integrated Project Delivery, etc.) and choosing the one best suited for the way you do business is paramount to managing your risk and creating a cohesive team approach.

Are you your own worst enemy? Do you have time to take on a capital project and manage the day-to-day details? Some firms recognize that they have too many distractions and need help them adopting a speed-to-market mentality. Working with a program manager to study the way you work, help you manage decision-making efficiently through the chain of command, and put pressure at given points ensures you will meet your goals and mitigate your risk in the process.

Greg is the Vice President of Program Development at HPM. He oversees and manages responsibilities for the preconstruction and program development staff on all HPM assignments. His teams’ duties include coordination of design management, estimating, scheduling and document reviews from the programming phases through to construction contract award. Greg maintains close interaction with design teams and HPM teams to ensure a smooth transition from preconstruction to construction.

Category: Project/Program Management

HPM Talks Webinar

Putting the Tenant in Charge of Funding + Building

What happens when a lessee leads the development of its own built-to-suit facility?

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