Construction Today - June 2017 - 91
hospital and they probably had some confidence in us as the
construction managers," Turner notes.
The mutual respect and rapport Wurster and Hendricks built
during those past projects helped the process go smoothly. Hendricks President and CEO Kevin Speer, Vice President and CSO
Gary Everling and Assistant Director of Engineering Troy Tucker
were all actively involved in the design, planning and coordination of the project. "If you spend $50 million on that kind of
project you want to make sure everyone gets along," Turner says.
Technology plays an important role in facilitating those relationships and ensuring an efficient construction process. Wurster
is using BIM to ensure accuracy, and the project managers and
superintendents use iPads in the field to make information
requests and take photos for quality checks. Procore project
management software collects all that data and allows the client
and subcontractors to access pictures, RFIs and schedules from a
cloud-based platform in real-time, Turner says.
Ultimately, the use of technology is designed to help the
subcontractors on the project and keep the client informed
of its progress. Just as the relationship between Wurster and
Hendricks Regional Health was instrumental in Wurster being
chosen for the project, the relationships between Wurster and its
subs are critical to keeping construction on schedule.
The teamwork approach that has served as the backbone to
the hospital project extended to the selection of subcontractors.
Hendricks Regional Health had experience with several subcontractors that were invited to work on the hospital. In those cases
where the client did not have a recommendation, Wurster bid
out the work but involved Hendricks Regional Health in evaluating those proposals. "It wasn't all about low bid," Turner says.
JUNE 2017 CONSTRUCTION-TODAY.COM