unparalleled experience

Aegis Companies worked with the owner and general contractor on this project. Aegis assisted the owner in the design and preconstruction phase to ensure that the permit set drawings were ready for submission.

Aegis worked with the owner, architects, and GC to create detailed dashboards that displayed the various stages of the design, preconstruction, and site vacancy to present to the public.

The client had faced challenges with reviewing the construction manager’s monthly master CPM schedule submissions, which combined the major prime contractors’ resource-loaded schedule updates. The scheduling team’s task was to ensure that each prime contractor’s schedule submission vs. the combined master schedule consistently reflected the planned dates. Additionally, the technical review of impacted schedule submissions did not rely on forensic software and did not allow for a favorable resolution period for time extension or loss of productivity claims.

Aegis’ Rubix software allowed for a more streamlined review of the CPM schedule process. Rubix’s comparative analysis and assessment tools allowed the Project Controls team to pinpoint technical errors and other issues to improve the quality of CPM schedule submissions. This enabled Thompson Creek Metal Company Inc. to make more informed decisions regarding all schedule submissions through the project's completion.

VA2, located in Northern Virginia, contains one of the largest fiber carrier densities in the United States. Aegis managed the project controls for this 140,000-square-foot, 14-megawatt facility. This fast-track project was built in 10 months using a total cost and manpower-loaded schedule. Weekly updates allowed the team to better manage the product and track risks in real-time.

Aegis Companies worked with the project team to develop a comprehensive project controls plan for the 1,132,000-square-foot medical campus for the U.S. Army in El Paso, TX.
Aegis developed the project controls system for a new hospital, including the initial project schedule, monthly updates, payment applications, and change management. Through our risk management work, we have assisted with identifying ongoing issues and created mitigation strategies.

The Aegis Companies developed a comprehensive construction plan with the Design-Build team for over 2 million square feet of high-end residential, office, and retail space. The goal was to transform the 19-acre site into a mixed-use community, including two residential buildings, a Class A office building, a yacht club, two parks, and a parking garage while managing the nearly two dozen individual turnovers between multiple development companies.

Aegis developed a detailed CPM schedule and performed a pre-construction risk analysis using a Monte Carlo analysis to identify key pre-construction and construction risks before the project was awarded.

Early in the project, the site faced dewatering issues, which delayed the excavation. Additionally, Union Place encountered multiple design issues, including façade changes and electrical redesign.

Aegis assisted in identifying that the façade design changes would delay weather-sensitive critical activities. This early identification allowed the GC to procure temporary measures to enclose the building, which allowed critical path work to proceed.

At Bayhealth Milford Health Campus, the design was issued as the project was being built, making it challenging to maintain a consistent workflow. Aegis worked with each trade partner and subcontractor to confirm that upcoming work was portrayed correctly. The schedule was used to pull plan key activities such as close-in dates, power, and air-moving for finishes.

We had to widen and resurface one of the busiest highways in North America without shutting down traffic. To complicate the project, an array of utilities had to be relocated before new construction could be put into place. We had to maintain an efficient work plan throughout the Project while working around third-party utility relocations, which were relocated as much as a year later than originally planned.

We tracked resources and time in the schedule, ensuring an efficient use of workforce, materials, and equipment. We combined the first two phases and trimmed a year from the overall project duration. We demonstrated the impact of late utilities and groundwater issues and then mitigated these impacts.

The MGM National Harbor was a fast-track project that included a 23-story hotel with 308 rooms, 135,000 square feet of gaming space, retail space, seven restaurants, and a 3,000-seat theater on 23 acres. The Project had a compressed construction duration and required continuous coordination with outside contractors.

Aegis’ services included developing a comprehensive project controls plan that included project scheduling, costs, resources, and risk management. The project team and Aegis overcame numerous challenges, including numerous accelerative efforts, to complete this $1.2 billion project on time.

The Whiting-Turner Company faced the challenge of submitting a detailed schedule while procuring a window contractor in Germany and coordinating design efforts to establish the estimated fabrication and installation time.

Through various planning meetings, Whiting-Turner and Aegis ensured that all information (pull-planning, design information, detailed schedules for design and fabrication) was accounted for in the CPM schedule and revalidated periodically. This allowed the site team to prioritize the planned multiple curtainwall deliveries and their respective installations. Using P6, the site team conducted “what-if” schedule meeting reviews to mitigate ongoing or potential issues.

Design changes to the MRI / CT rooms mid-project resulted in resequencing the original work plan. Aegis developed a time impact analysis for the delay, which led to a compensable time extension. This extension was instrumental in ensuring the project's on-time completion.