EDDIE TERREL

A task-oriented professional, well versed in the delivery of energy systems to new businesses, facilities planning, design, construction, and business development. Over 15 years of experience in Architectural Construction Project Management Operations roles consistently securing deliverables on time, within budget, and to specification. Coordinates Clients goals to provide customized solutions that constantly exceed Owner expectations. Completed major initiatives for corporations, universities, and government agencies. Skilled in leading new office development and expansion projects, detailing accurate statements of scope of work as Owners on site representative. Works effectively with large groups of people on complex design projects providing: Quality Control Full Cycle Project Management/Conception to Occupancy Customer Service
Team Facilitation Strategic Planning Training/Development Budgeting

Key Contributions
Operations/Project Management
Provided cost control project assistance to Industrial building department engaged in Exelon Energy Delivery systems to Large Scale New Business Clients and Developments. ComEd
Completed the construction of 300 homes in three years, versus a projected five-year goal, with a high quality consistent product. (NCCDC)
Enabled a business to receive the highest grant available to like-size organizations by developing a strong working relationship with county officials, facilitating requests for required information and audits. (CSI)
Expertly managed a workload of 25 projects valued from $1M-$50M in scope, by separating projects into three categories, optimizing resources, and properly scheduling 125+ employees. (State Farm)
Coordinated with department heads to capitalize on a new business opportunity within existing offices, saving client company funds by rehabilitating existing buildings instead of new facilities. (State Farm)
Cost Control/Process Improvement
Decreased the time required to process payouts from months to hours by developing a special payout package substantially increasing contractor performance. (CSI)
Completed all projects over an ten-year period below budget, maintaining strong repeat business and steady revenue increases each year; enabled merit bonuses for contractors; Established accounts with major building suppliers, deriving up to 30% cost savings in job material cost; Maintained optimal cash flow by collecting 90%-95% of project cost before 50% of project completion. (CSI)

Professional Synopsis
Robert Half International (RHI), Project Manager Associate for Assigned Clients June 08- Dec 08
Served as PMA for Exelon Energy Delivery (EED) to New Industrial Buildings. Provided project assistance to all Project Managers engaged in providing EED systems to New Business clients. Projects included GFX Data Center, Finkl Steel Plant; Northlake Microsoft Data Center, and several Windfram, and Landfill regeneration alternate energy projects. Budgeting, Contract Payment Authorizations, Forecasting/BOM, Project Scope, Site Visits for construction status, safety audits reports and project close out. Budgets ranged from $5.5 to 65 Million.

Construction Solutions, Inc. (CSI), Director of Construction On Site Services 98-June 08
Manages 25 general contractors and sub-contractors engaged in construction activities for major building projects. Executes budgeting in compliance with state/county agency regulations; maintains relationships with government funding agencies; reviews and secures adherence to state and federal construction standards. Liaisons between the owner and general contractor to ensure projects are completed within budget and to specification. Project budgets ranged from $1.5 to 25 Million.

New Cities Community Development Corp. (NCCDC), Director of Construction Management/Quality Control93-98
Hired to start construction on 60 pre-purchased homes and an additional 240 homes over the following five years, completing all 300 homes in three years. Created a standardized project specification system (SPSS) to achieve high quality levels. Provided exceptional customer service to a primary client, leading to additional work requests from Cook County Housing Authority, Cook County Planning & Development, and several private owners/developers.

State Farm Mutual Automobile Insurance Co., Project Manager/Designer88-91
Orchestrated the activities of CAD drafting technicians, interior designers, landscape architects, engineers, construction specialists, and architects in construction planning, design, and documentation. Completed remodels, additions, and designs of new regional office buildings ranging from 150K-1Million gross sq ft.
Education
MBA Courses; MA-Architectural Administration/Construction Management; BS-Architecture, University of Illinois

Profile Eddie Terrell

Subject: The Design Process Basic Architectural/Construction Services


Schematic Design (S.D.)
Building Programming to establish space requirements. Very crude design requirements, usually represented in the form of Bubble Diagrams. We also develop preliminary estimated construction cost.

Design Development (D.D.)
Here we start to define actual room requirements, i.e. sizes, textures, furniture, and circulation based on the relationships established in the S.D. phase of the process. Because we have established basic construction materials, the preliminary construction cost is refined.

Construction Documents (C.D.)
In this phase the actual room sizes are established based on the D.D. phase of the process and the building plans and product specifications are developed which become the basis of project bidding and negotiations. Final projected construction cost is established.

Bidding & Negotiations (B/N)
This phase of the process establishes the contract requirements for the General Contractor (G.C.) bidding the project based on the C.D. phase of the process, along with the General Requirements of the contract i.e. local, state, federal, and zoning codes as well as minority participation. Bids are evaluated based on Final projected construction cost established in C.D. phase.

Contract Administration (C/A)
This phase serves as the administration phase of the process and assures that the agreed upon C.D. will serve as the basis of the completion of the required building facility. This phase also establishes the functional relationships of the G.C. to all parties involved. Also includes final project close out and Certificate of occupancy to Owner.

OWNER
GC
SUBCONTRACTORS
SUPERINTENDENT
LABOR FORCE




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Over the past year I have been involved exclusively in the Delivery of Energy systems to new large-scale Industrial construction projects. Throughout my career I have successfully worked in EVERY phase of the Contract Administration (C.A.) process.
SUBJECT: Project C.A. Phase required for delivery of a typical Construction Project to Owner.

Meet with Owner and obtain project overview. Ideally this relationship should begin in the S.D. phase. Involving the construction manager (CM) at the concept phase of the project design will reduce future compliance review time. Architect/Engineers, CM and Owner.
All issues established during these initial meeting must be reduced to written questions and were possible solutions. These initial meeting are working sessions.
Having completed the D.D. & C.D. phase of the process final C.D are approved by Owner for B/N and C.A. phase evaluation.
Review C.D. for error and omissions, and verify constructability of project as presented.
Meet with suppliers and contractors to establish project construction cost range.
Establish project Scope of work based on schedule of values from project specifications.
Identify management team required to direct the project and develop project schedule. Establish Spread sheet of all projected project task and minority participation requirements.
Submit C.D. for preliminary permit review for utility connection cost, and any time line coordination requirements. Local official like to be involved in the process early onGood PR
After all reviews are complete and Owner approves Final C.D. the project is set to be issued for bidding along with any required project addendums or alternative proposals.
Complete B/N phase and G.C. review requirements, and submit bid tabulation form to Owner for review along with General Contractor (G.C.) qualifications, insurance, bonding, inclusions/exclusions, and recommend most qualified G.C. bid for award.


Pre-construction

Award Contract G.C. list qualified subcontractors as resources into construction schedule and allocate costs associated with identified schedule of values.
Prepare G.C. Agreements for services incorporate Scope of Services and obtain required signatures.
Issue Scope of Services, Project Schedule, and Notice to Proceed from Owner to approved G.C...
Enter all schedule of values cost in spread sheet and establish final project budget.
Establish project schedule and submittal requirements for payouts, change orders, shop drawings, project safety compliance, and material testing reviews. Send final copy to G.C. along with per-construction schedule and bi-weekly meeting requirements.

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Construction

Reaffirm pre-construction policy and procedures required for submittal requirements for payouts, change orders, shop drawings, project safety compliance, and material testing reviews. Establish construction start and projected finish date. The design team along with the G.C. and all its sub-contractors, and the Owner is expected to attend this meeting.
Establish weekly and bi-weekly meeting requirements project member contact personnel.
CM will monitor G.C. project activity on a daily basis for compliance with the G.C. agreement, as Owner representative. Update project schedule weekly for Owner review.
All project meetings will be recorded in weekly Meeting Minutes.
All reports for Submittals, RFIs and Change Orders are attached to meeting minutes and reviewed weekly by all parties.
Review all construction activities based on project schedule and identify any potential delays in the schedule.
Coordinate and resolve public relations issues.
Towards end of project begin closeout documentation.
Issue punch-list and monitor completion of identified items
Manage all QA/QC issues with superintendent and subcontractors prior to owner review and acceptance.
Schedule all final inspections with appropriate Bureaus and agencies for certificate of occupancy or completion certificate.
Review project with owner and Engineer/Architect of Record and create owners final punch-list and issue to G.C.
Identify items that will need to be addressed with routine inspection/certification and assist client with developing maintenance plan.

Project Closeout

Send out final accounting statements to subcontractors for verification.
Complete all punch lists and schedule final inspections for occupancy/completion.
Coordinate final sign off with jurisdictional agencies (i.e. USACE, EPA, state and local and federal agencies).
Coordinate the completion of all O&M manuals, as-built drawings and warranties and issue to owner, architect/engineer and others as designated.
Ensure all contractor documentation has been received (i.e. material tickets, disposal receipts, notice of substantial completion, etc.).
Submit final contractor statements for final payment application.
Obtain certificate of completion from G.C. and deliver project to Owner.