a publication of Skender conStruction iSSue 002 § november 2012

Driving velocity

Home Delivery – AHeAD of time

Senior HouSing: AccelerAting

projectS witH tHe lASt plAnner® SyStem

BuilDing tHe Set fortHe Agile revolution

elevAting tHe inDuStry

elevation

ELEVATION is a publication of Skender Construction.

cover photo courtesy of mercedes-amG inside front cover photo ©2012 James Schnepf

editorial:Afshan Barshan, Justin Brown, Clayton Edwards, Andrew MacGregor, Joseph Skender, Mark Skender, Stephanie Sulcer

art direction:Froeter Design Company

contributinG authorS: Building the Set for the Agile Revolution written by margy Sweeney

Driving Velocity written by pamela dittmer mckuen

Home Delivery – Ahead of Time written by dianne frank

Senior Housing: Accelerating Projects with the Last Planner® System written by pamela dittmer mckuen

ELEVATION | 1

Driving velocitySales were at stake when Fletcher Jones Motorcars purchased an auto dealership on Wilshire Boulevard. It was time to get up and running – fast.

four 9

20 23

14

BuilDing tHe Set fortHe Agile revolutionConstant collaboration and the right work environment are driving the Agile programming movement.

elevAting tHe inDuStry Fletcher Jones Motorcars is setting the pace with building dynamic facilities and memorable experiences.

Senior HouSing: AccelerAting projectS witH tHe lASt plAnner® SyStemAccelerating three senior living facilities could only be achieved through meticulous planning and process.

Home Delivery– AHeAD of time Whole Foods Market® needed a tenant fit-out executed within three months. And the company’s well-defined brand could not be compromised.

2 | ELEVATION

DEAr rEADEr,

I must admit, as a young driver, I enjoyed challenging the speed

limit. OK, it’s still a hobby of mine. I remember those philosophical

conversations with friends while waiting in traffic. Our hypothesis

was simple: If everyone just floored it – the traffic jam would be over.

Years later, as we were beginning our journey in Lean Construction,

I read an abstract by Gregory Howell entitled “What is Lean

Construction – 1999.” Howell illustrated the effect of dependence

and variation on highway traffic. A tap on the brake or an unexpected

lane change creates a ripple effect. Drivers speed up in an effort

to gain time. They try anything to get ahead. Before you know it,

variance creates the dreaded bottleneck. Howell concluded that you

get to Point B slower if you make frequent lane changes and nudge

the car ahead of you. If drivers work together, they minimize variance

and everyone is more efficient.

This theory relates to construction. A system of parts – or people –

can move together in a predictable direction. The system can

only move as fast as its slowest part. With the right planning,

a set structure, correct use of resources and a pressure to perform,

resources will line up in their lanes and go.

We’ve been inspired by collaboration and processes that accelerate

projects. It’s like a Formula 1™ race. Drivers and pit crew are all

experts. Expectations are defined and variance is minimized

through communication and planning. Through process we all deliver

exceptional results. This issue of ELEVATION showcases those who

have a need for speed and deliver the very best in their industries.

Joseph Skender President, Skender Construction

ELEVATION | 3

drivingvelocity

ELEVATION | 5

drivingvelocity

Fletcher Jones Motorcars was presented with a

rare opportunity: a 15-year sublease on a highly

visible location in the heart oF beverly hills.

there was Just one hitch. because other luxury

autoMotive retailers were vying For the space,

a decision had to be Made within days.

Fletcher JoneS Audi oF Beverly hillSphotos courtesy of Gensler

For the endeavor to be viable, Fletcher Jones needed to renovate two aging buildings inside and out, and start selling Audis in

just 12 weeks. They immediately called in Skender Construction, with whom

they had been working since 2007. Skender quickly prepared to help

make decisions that would drive the project forward. Together, the team

not only brought the project to fruition but also helped launch Fletcher

Jones Audi Beverly Hills as one of the top Audi dealers in the country.

“A lot of people said it was impossible,” said Skender senior project

manager Brian Bukowski. “We made it possible.”

Entailing an overhaul of 50,000 square feet of interior space plus

aesthetic treatments on the exterior, the circa 1940 buildings had seen

little maintenance over the years. They were transformed with a new floor

plan, mechanical systems, plumbing, lighting, windows and glass doors.

Walls were torn down and rebuilt. A former service building became a

spacious, light-filled showroom. Basement walls were reinforced. A new

service drive was put in and new signage was put up. This was anything

but a minor renovation.

Architect Gensler and Skender got off to a fast start, even before the lease

was signed. Upfront dialog was necessary to be on top of unexpected

turns and a fast-track schedule. Gensler handled the conceptual design

and architectural package, while Skender served as general contractor

and led the design-build effort for the mechanical-electrical-plumbing

(MEP) aspects.

According to Gensler project manager and construction administrator Tim

Brennan, there was a window of time to achieve the goals of the project.

“Fletcher Jones is known for propelling brands at the luxury level. Our

goal was to provide a functional, economical space and maximize use

of the budget while still staying true to Fletcher Jones’ high standards

for quality and those of Audi,” said Brennan.

“I would characterize the design-making process around the term

‘appropriateness,’” said Genlser’s senior designer and client relationship

manager Deeg Snyder. “We could have done bigger and more expensive

prOJECT FOCuS

6 | ELEVATION

“Once we helped establish a budget that achieved the goals, that

budget drove the design,” said Bukowski. “There really was no time

to go back to the drawing board. We knew where the budget needed

to be before the drawings were finalized. This eliminated what could

have been a lot of back and forth communication.”

A positive, reciprocal relationship with the City of Beverly Hills helped

accelerate the pace. The team worked with municipal officials, led by

planning director George Chavez, and communicated that they were

willing to meet any and all requirements, but the timeframe was crucial.

The city’s response was to be accessible, offer solutions and remove

obstacles. Beverly Hills Mayor Barry Brucker even gave Fletcher Jones

a welcome speech at the grand opening event.

“It was one of the very best relationships we’ve had,” said Snyder.

“Without it, this could never have been done.”

on every level. But we needed a short solution, to provide an environment

that projected the brand and perpetrated sales.”

“A lot of people sAid it wAs impossible. we mAde it possible.” — Brian Bukowski, Skender Construction

Skender’s team aligned the scope and budget by analyzing many

scenarios on a four-column spreadsheet. The first column listed the

options—such as safety measures and water-tightness—that were

necessary to the renovation. The second column listed those that should

be done, and the third column listed those that would be nice to do

if the budget allowed. As the options were priced and approved, they

were moved over to the fourth column. This column comprised the final

scope of the work.

prOJECT FOCuS

ELEVATION | 7

“The stakes were high for everyone,” said Bukowski. “For the city, it’s a

prime retail location with potential for generating high tax revenue, and

Fletcher Jones is a good community partner that helps support schools

and other education initiatives.”

The design-build process for critical trades further energized the project.

Skender’s team designed a program that was both affordable and with

materials that were available immediately, and then relied on local

subcontractors who were proficient at solving problems in the field.

In some instances, materials were pre-ordered. In others, specifications

were flexible so minor substitutions could be made in the interest of

procuring items quickly.

“We knew we had no time in the schedule for revisions, so it was

easier if we took on the responsibility of designing the MEP ourselves,”

said Bukowski.

“fletcher Jones is known for propelling brAnds At the luxury level. our goAl wAs to provide A functionAl, economicAl spAce And mAximize use of the budget while still stAying true to fletcher Jones’ high stAndArds for quAlity And those of Audi.” — Tim Brennan, Gensler

“No one was working in silos,” said Skender superintendent Dan Bibeau.

“We had all the subcontractors coordinating and talking immediately.”

As soon as Fletcher Jones took possession, construction began. The

previous tenant was still moving out when Skender’s crews moved in

and started to demo. For the next 12 weeks, long days became the norm

for some team members like Bibeau and senior superintendent John

Wilder. Then the surprises began. Without existing drawings to study or

knowing what was behind the walls until they got onsite, no one knew

what they would find.

prOJECT FOCuS

8 | ELEVATION

“We opened the floor to see what kind of footing detail there was, and

there wasn’t any,” said Bibeau. “But we couldn’t do that until we had

the full demo permit.”

“We had to find problems and solve them on the spot without pushing

the end date back,” added Wilder.

More than once did crews work out of normal sequence to keep the job

rolling. In one area, walls were being painted while in another, they were

standing ripped apart while someone was looking for the right solution.

Additional improvements above the original contract were added

midway through the project. These included high-speed overhead doors,

another office and sales area, some soundproofing and more glass.

It also included a four-bay car wash. The car wash required excavation,

an underground plumbing and water filtration system, and a central

vacuum system. Most of the extras were finished by opening day.

“This team came together to deliver this project in only 12 weeks.

They not only helped us propel sales on a very tight timeline, they

helped us create a destination place right on Wilshire Boulevard,”

said Fletcher Jones president Keith May.

“Fletcher Jones has helped establish a car culture on the West Coast.

People spend their Saturday afternoons washing their cars and

conversing right at the dealership. In Beverly Hills, it’s the place to be,”

added Bukowski. ±

prOJECT FOCuS

clientfletcher JoneS motorcarS// architectGenSler//

10 | ELEVATION

Facing an already aggressive schedule, skender construction brought expertise, collaboration and commitment to deliver Whole Foods market® an inviting and sustainable midWest regional oFFice – under budget and three Weeks early.

Freshness and quality are essential to the food industry. mix in customer satisfaction, team member support and caring for the environment

and community, and the result is a recipe for explosive growth. Austin-based whole foods market is the world’s leader in natural and organic foods, and one of Fortune’s “100 best companies to work for in America.”

when whole foods market’s midwest regional office moved to a new leased space at 640 north lasalle street in downtown chicago, these same ingredients – the company’s core values – became the touch-stones for the design and construction team. the regional office had grown considerably over the past twenty years, surpassing capacity of existing space. the lasalle location met criteria of proximity to an existing store, a central chicago area address, and access to mass transit. it also offered opportunities to align the workplace with retail facilities, achieve a higher level of sustainability and flexibility for future expansion, house team members on the same floor, and create areas for large group meetings.

while whole foods market has proven experience in developing retail facilities and suburban greenfield sites, this 36,000 square foot tenant fit-out needed to be executed within three months and within an occupied urban high rise – without compromising the mission-driven company’s well-defined aesthetic and brand. whole foods market entrusted gensler as architect and skender construction to bring their expertise in the office market to the job.

michael sweatt, whole foods market’s executive construction coordinator noted, “with our new regional office, we made significant improvements in every category, from spatial and functional relationships, and ample daylight, to special areas such as our community kitchen that supports team members. we have an inviting, team member-friendly office on par with our stores – a workplace that says a lot about our products. everyone worked together to deliver the project ahead of schedule, with a quality look and feel.”

skender project manager tim rogers concurred that collaboration set the framework for success. “A project as quickly and intensely executed as this depends upon great teamwork. whole foods market is a knowledgeable client. gensler went above and beyond to make decisions and work with us to expedite accordingly. we put our expertise and experience on the line, and committed to meeting the schedule.”

the design for whole foods market’s midwest regional office connects approximately 100 office-based employees – buyers, financial, team member services, it, marketing, construction and real estate, leadership and support – with stores and brand. with experience on whole foods market’s chicago lincoln park store, gensler became embedded in the culture, and worked closely with whole foods market’s in-house design, branding, and construction specialists to share resources and bring the company’s story into a highly collaborative workplace through product accessibility, story-telling points, and truth in sustainability and materiality.

gensler senior associate kate clemens davis said, “the lasalle space lacked the loft style we originally intended. instead, we took advantage of location and windows to connect employees to the fabric of the city, and create an aesthetic in keeping with the stores. through careful sustainable selections, we expressed the unique duality of the midwest – rural and urban – to raise whole foods market’s branding of farm-to-table up a notch.”

in discussions with gensler, whole foods market made the decision to select the general contractor early on and involve them in the design process. skender was invited to respond to general conditions and interview, and was selected based on reputation, experience, and knowledge of construction type. michael sweatt recalled, “skender

prOJECT FOCuS

ELEVATION | 11

Whole FoodS MArket heAdquArterS©2012 eric laignel

12 | ELEVATION

“ With our neW REGIONAL OFFICE, WE MADE SIGNIFICANT IMPROVEMENTS IN EVERY CATEGORY, FROM SPATIAL AND FUNCTIONAL RELATIONSHIPS, AND AMPLE DAYLIGHT, TO SPECIAL AREAS SUCH AS OUR COMMUNITY KITCHEN THAT SUPPORTS TEAM MEMBERS.”— Michael Sweatt, Whole Foods Market

ELEVATION | 13

prOJECT FOCuS

stood out with the positive confidence of hands-on experience and knowing what they could do for us.”

with open communication as the foundation on which to build, skender worked closely with whole foods market and gensler to uphold integrity of design, including special areas such as kitchens, communal space and sustainable components. careful estimating and value engineering helped bring the project in under budget. recycling and repurposing surplus furniture put sustainable values to work and kept costs down. best green practices included reutilizing equipment where possible, such as the air conditioning unit, and coordinating with millworkers to secure locally sourced materials. whole foods market brought a number of suppliers and subcontractors familiar with its retail facilities to the job, integrated through strong team relationships and cooperation.

greg huette, associate at gensler, cited examples of attention to detail, such as the design-build wood ceiling in the lobby, and exposed ceiling over the community table. “when we needed ideas, skender offered suggestions that did not add extra expense. they understood what is best for the project, and were attentive to details that were important to the finished product.” without typical ceilings in which to hide infrastructure, installations relied on neat organization, placement at right angles, and deliberate spacing of conduit runs to attain the desired aesthetic as well as functional results.

Another element requiring extra care was polished concrete flooring. tom hall, senior superintendent for skender, pointed out, “we did what it takes on the front end to protect surfaces during construction. we used sheets of hardboard and foam to safeguard the finish and not have to touch up the floor later on.”

when construction scheduling was compressed by a month to meet the client’s adjusted targets, the team was quick to make every day count. for example, lead time associated with getting materials on the job site for installation could have been a major obstacle. procurement is generally a 1-2 week, back-and-forth process among architect, contractor, and suppliers involving a sequence of shop drawings, submittals, internal reviews, and approvals before release and shipment. ramiro trevino, skender’s project engineer, recounted the effective response to compress procurement. “we did not have the luxury of time. we all came together at the table to review, approve, and expedite submittals on the same day for each trade, from lighting to mechanical equipment.”

lead time was also critical to whole foods market’s it group and getting their network up and operational. skender worked closely with mcguire engineers, inc. to seamlessly interface hvAc, power, and security requirements, and complete the intermediate data facility space well ahead of the substantial completion date.

Andy macgregor, skender project executive, underscores that quality was never sacrificed for speed. “we invested in understanding project scope at the front end to make things were successful and smooth on the back end.” with skender overseeing daily review of progress and gensler on the job site weekly, items were handled in the field as an integrated team. construction activities were carefully coordinated with the building landlord and staged during evenings to avoid disruption to other tenants. And because construction finished three weeks ahead of time, the punch list was turned in 100% complete – another factor contributing to quality control. whole foods market’s construction services group built enthusiasm for the project among employees by sharing skender’s construction status reports as an internal communication tool. these weekly updates aligned progress photography and descriptions with way points marked on floor plans. for michael sweatt, weekly face-to- face meetings and the photographic updates were “very helpful in keeping us advised of the progress, evaluating the next tasks ahead, and who needed to be involved.”

since opening, whole foods market’s story is being told within the new office, and already word is getting out. the regional office is hosting other regions as they tour stores in the midwest, and setting the new workplace example, company-wide. expansion within the remaining 9,000 square feet of the floor plate is next to be served. for now, the main course has been fulfilled. ±

clientWhole foodS market//architect GenSler//engineermcGuire enGineerS, inc.//

14 | ELEVATION

sEVEN yEArS AGO SkENDEr CONSTruCTION

adopted the Last planner® System (LpS),

an innovative way to design and build capital

facilities. It’s a production management-based

approach to project delivery as opposed to

the conventional and long-held project

management-based approach. This new paradigm changes

the way work is done throughout the delivery process,

maximizes value while reducing waste and builds speed

into production schedules.

Skender recently demonstrated the versatility and benefits

of LpS on a diverse trio of senior housing developments.

These projects represent three different clients and three

different properties, yet all are tied together by the same

process. As a result, project teams not only met client

expectations but exceeded them. Each project was originally

determined to take a year or more to complete, but Skender

wrapped them up months earlier.

“Speed to revenue, that’s key,” said Skender senior project

manager Joe pecoraro.

That mantra, speed to revenue, was the reality at The

residences of Lake in the Hills, Oak Hill Supportive Living

Community and Lakefront residences of Grayslake.

The principles of LpS that got them there contradict

many of our industry’s conventional ways of thinking.

Senior housing

INNOVATION

for providers of new affordable senior rental communities, the stakes are high. time delays, expensive change orders and overruns are not an option. they’ve got leases to secure, financing costs to contain and tax credit deadlines to meet.

acceleratinG proJectS With the laSt planner® SyStem

ELEVATION | 15

oAk hill Supportive living coMMunity©2012 paul berg

1 EMBrACE COLLABOrATION

LpS is a workflow forecasting tool where

subcontractors help create the phase schedule

as partners instead of merely showing up on

the jobsite on Day One and waiting to be told

what to do.

“We ask them how something should be done and how long

it will take,” said Skender project executive Afshan Barshan.

“Those who haven’t worked this way before are pretty

surprised, but the collaboration engages them in the project

and builds reliability into the schedule.”

At the 92-unit residences of Lake in the Hills, subcontractor

input significantly changed the phasing: rather than finishing

all the first-floor units and then moving to the second-floor

units, the work was done in wings with upper- and lower-level

units completed at the same time. That gave the owners an

unexpected opportunity to appoint leasing models, which

significantly enhanced their marketing efforts.

“Instead of communication flowing from the top down,

in Lean Construction it flows from the subcontractors up,”

added pecoraro, senior project manager at both Lake in the

Hills and Grayslake.

16 | ELEVATION

lAkeFront reSidenceS oF grAySlAke ©2012 craig dugan

“One of the reasons I like working with Skender is they really

collaborate and find ways to add more value to the project,”

said Tim Hedges, senior vice president of development and

DkI partner. “They also do whatever it takes to get the job

done right, and without nickel and diming you.”

2 BATCH SIzING BrEAkS IT DOWN

When projects are broken down into small

batches, rather than managed in their entirety,

the schedule becomes more reliable. Cases in

point are the 70-unit Lakefront residences of

Grayslake and 94-unit Oak Hill Supportive

Living Community.

“At Grayslake, these were large floors, with 24 units per

floor,” said pecoraro. “When asked how long it will take to

install all the cabinets, a subcontractor might conventionally

say 3 to 4 weeks. That’s a 33 percent variance in the reliability

of the schedule. But when we break it down into wings, and

then into groups of four and five apartments, we start to be

very accurate.”

The 6-week look-ahead schedule includes every unit in

every batch, so each trade knows where to be each day.

That reliable scheduling helps create trust and strong

relationships with subcontractors, who then become very

competitive when bidding on additional jobs. They are

also willing to help solve problems when the inevitable

challenges arise.

“At Grayslake, we had a 23-day owner-approved delay,

but we were able to quickly move around that constraint

and re-sequence. We still finished a month ahead of what

the contract said,” said Barshan.

“What I appreciate the most is we are always presented with

options, and the Skender team tries to accommodate all our

requests,” said Liz reyes, director of housing development

for Mercy Housing Lakefront.

When working with small batches, materials are ordered only

as needed. The added delivery costs, they are nominal when

compared to the benefits, said Brian Simons, Skender’s senior

project manager at Oak Hill.

INNOVATION

ELEVATION | 17

“you’re going to spend a little more money, but there are

costs to having, say, all the cabinets delivered at once,” he

said. “They get damaged, they have to be moved around,

and you’re spending time sifting through a clutter of products

and materials.”

The reduced amount of inventory on hand speeds work flow

because subcontractors aren’t constantly moving it out of the

way to get their work done, Simons added.

Like Lake in the Hills, Oak Hill also was outfitted with leasing

models, a desirable feature at no additional construction cost.

3WAIT uNTIL THE LAST rESpONSIBLE MOMENT

TO MAkE DECISIONS

This principle enabled DkI to make certain

design changes, including some upgrades

at Lake in the Hills, without interrupting the

schedule or re-doing work that had already

been done. But it’s not about doing things at the last minute,

said pecoraro.

“This is more about the last moment to make a decision

before you start to lose value – the cost of making a change,”

he said.

LpS utilizes a process called pull planning. It begins with the

proposed finished project or a series of milestones as goals

and works backward to define and incorporate all the

steps necessary to get to that end. Instead of “pushing” a

project through production, pull planning establishes what

is necessary to pull it toward completion. The project team,

including subcontractors, collaborates to determine the most

efficient way to achieve the desired end.

“At Lake in the Hills, they had contingencies on unforeseen

conditions,” said pecoraro. “At the beginning of the project

in June, we didn’t know if we needed to use all of that. In

September we learned that certain design changes were going

to be executed. Because of the pull, they had a wider range

of options. Our look-ahead schedule is very detailed, and we

knew when the last responsible moment to make a decision

was without impacting the work and getting the best value

out of the design changes.”

Want to learn more about lean construction? scan the Qr code or Visit WWW.skender.com/blog.

INNOVATION

‘‘When aSked hoW lonG iT Will Take To inSTall all The CaBineTS, a SuBConTraCTor miGhT ConvenTionally Say 3 To 4 WeekS. ThaT’S a 33 perCenT varianCe in The reliaBiliTy oF The SChedule. BuT When We Break iT doWn inTo WinGS, and Then inTo GroupS oF Four and Five aparTmenTS, We STarT To Be very aCCuraTe.’’ — Joe pecoraro, Skender Construction

18 | ELEVATION

under traditional project management, if money becomes

available near completion, there are only so many items or

features that can be changed – a client simply spends the

money to spend it, or loses it, he said.

In summary, because of the Last planner® System, the

three new communities and their owners saw earlier-

than-anticipated delivery which afforded them numerous

financial benefits: jump-starts on marketing efforts,

attractive leasing models, tax savings, reduced interest costs

and the ability to reallocate funds for valuable upgrades.

And, of course, the inner satisfaction that comes from

making a positive contribution to the growing demand

for affordable senior housing.

As Craig Whitehead, executive vice president of The Crown

Group put it: “Skender Construction really has a system

that doesn’t allow much to fall through the cracks.”±

the residences oF lake in the hills// clientdki inc.//architectnorr illinoiS inc.//engineerkhatib & aSSociateS//size90,000 Sf//oak hill supportive living community//clientthe croWn Group inc.//architectGleaSon architectS// engineerbWc and aSSociateS//size72,000 Sf//lakeFront residences oF grayslake// clientmercy houSinG lakefront // architectharley elliS devereaux//engineerharley elliS devereaux//size75,000 Sf//

INNOVATION

ELEVATION | 19

the reSidenceS oF lAke in the hillS ©2012 craig dugan

SOLuTIONS

LIkE EVEry GOOD rEVOLuTION, A MANIFESTO LAuNCHED the agile programming movement. and like other SuCCESSFuL rEGIME CHANGES, IT’S LASTED THANkS TO SOuND IDEALS, GOOD CuLTurAL TIMING—AND THE rIGHT SpACE IN WHICH TO rEALIzE THE IDEALS.

the agile revolutionBuilding the Set for

ELEVATION | 21

SOLuTIONS

Launched in the throes of the tech boom a decade

ago, an inspired group of programmers drafted the

agile Manifesto, declaring a break from methods

of the past, putting their stake in the ground for

die-hard collaboration, flexibility and (obvious as

it may sound) working software. But cramming

into cubicles wasn’t cutting it to realize the 24/7

teamwork they envisioned, nor could workers pivot

quickly when they were stuck in separate offices

and collaboration required a conference call.

The revolution needed the right workspace.

As Agile programmers evolved from manifesto

to methodology, development teams began

working in development groups dubbed “pods,”

typically including around ten professionals.

The pods are most effective when a team works

together without walls or barriers. But even modern

open office environments are generally designed

for individual productivity, not for dedicated groups

engaged in constant collaboration. Companies

committed to the Agile approach, like legal software

development company kCura, Cars.com parent

company Classified Ventures and Nokia’s NAVTEQ

mapping software division, realized that the right

space and infrastructure was critical to realizing

the potential of the Agile methodology.

The Agile Manifesto declares that nothing –

office space included – should get in the way

of developing working software. “It’s all about

the software and the people who use it,” said

kCura CEO Andrew Sieja. “Our workplace culture

reflects our work hard, play hard philosophy and

commitment to hiring engaging, interesting people

who make working together a fun and rewarding

experience.” This business approach is reflected

in their new offices completed earlier this year.

Configured in Agile pods, the space also offers

numerous spontaneous collaboration areas

with shared large screens and flexible seating.

The Skender team realized the Gensler design –

bringing the Agile professionals into a world

designed around their pods.

Building the Agile SetSo given that the Agile approach calls for tearing

down silos and walls, metaphorical and actual –

what do you build? The answer might logically be,

“not much at all.” But there’s more than meets the

eye, including a set of core features that define a

workplace optimized for Agile software development.

The core workplace features are aligned with the

ideals in the Agile manifesto. Agile teams collaborate

best when supported by connectivity, shared

visualization (big screens), accommodating electrical

power support, synchronization of construction with

IT hardware and software, and a move management

process that allows workflow to continue while the

pods are under construction.

ConneCtivity – Beyond WireleSSWireless internet provides the ultimate workspace

flexibility – but in the software development

business, the bandwidth needed just isn’t there yet.

By nature, it’s a data-intensive business that requires

the best connectivity the internet has to offer, and

that requires cables. So the next best thing is to

create a common hub. Instead of wiring individual

workstations (and tethering programmers to

separated desks), Agile cabling is typically drawn

into a central port at the center of the pod, then

enough wire is provided to allow freedom of

movement around the immediate area. Fiber optic

cable installation can be one of the trickiest aspects

of construction, since once cable is pulled, it is

time-consuming to re-install. Agile environments

in modern buildings with raised floors have an

advantage here – but many pods work in older

buildings that don’t have such flexibility.

ShAred viSuAlizAtion (trAnSlAtion: Big SCreenS)No more huddling around a 15” screen. Software

now exists to transition easily between individual

and shared screens, but programmers need the

transition to be a no-brainer for the big screen

to become a useful tool. Typically Agile pods are

outfitted with a large screen either in the pod or

In the traffIc.com StudIo wIth naVteQ / nokIa

there’s nothing like a live broadcast to instill a sense of urgency. already committed to the agile software development approach, when navteQ acquired traffic.com, the company’s programmers were already using the agile method to develop and continuously improve digital mapping software. but when the merged firm began providing live traffic broadcast feeds to broadcast news outlets, the data-intensive programmers had to take their collaboration to the next level. the merged company has since been acquired by nokia, which recognized the combined value proposition.

“Skender reconstructed our studio, and helped us transition to our new space so smoothly that viewers didn’t even realize we’d moved across town,” said terry prisk, vice president of real estate, navteQ/nokia, “not everything is a straight-forward office building – not our studio, and not our agile pods – and we’re happy our construction partners recognize that.”

With thousands of commuters depending on them for information to shape their daily drive, the agile pod members kicked into gear – as did the real estate team. “We’ve had a lot of moves thanks to the multiple recent mergers and acquisitions,” explained prisk. “We have to keep the agile pods working during construction; downtime is simply not an option.”

to support navteQ’s need to bring new software and upgrades to market more rapidly than competitors, the Skender agile workspace teams approach the construction pod-by-pod, preparing each grouping of desks, electrical, fiber-optic cable and even the monitors and mobile “scrum boards,” fully, before the groups of ten are given the thumbs-up to move from other locations. Work continues before, during and after construction.

“our teams are focused on the software they are creating, which is exactly where their efforts should be,” observed prisk. “We create an environment that supports the agile approach, so they don’t have to think about the space.”

22 | ELEVATION

SOLuTIONS

nearby, installed and wired to support all the

devices used by pod participants. The construction

team must ensure that all the wires, walls (if any)

and screens work together to offer the flexibility

to switch from screen to screen, device to device,

at will within the pod area or in other shared spaces.

PoWer to the ProgrAmmerSIf you’ve ever seen air travelers huddled around

infrequent airport power outlets, you know why

access to electrical outlets is a productivity must-

have for any technical team. Programmers work

where they can plug in – so the construction team

must ensure that collaboration and flexibility are

supported by access to electrical outlets both in

the center of the pod, and around the edges, if

individual concentration areas are also a part of

the design. Traditional offices are generally wired

in a pattern with significantly less outlet frequency

than is required by professionals working in Agile

pods. Though outlets once were an afterthought

in construction planning – they are now a coveted

resource and represent a larger portion of the

construction effort than was the case in traditional

office space build-outs.

lookS Pretty – But doeS it Work? SynChronizing With itConstruction synchronization with information

technology hardware and software cannot be

over-emphasized. If the construction team installs

and wires an area but the IT department doesn’t

set up the devices with the right software to

access the collaborative tools, an albatross is born.

Throughout the construction process, Agile

workspace construction teams work closely with

the IT support crew. “We make sure we’re integrated

from Day One,” said Skender project executive

Clayton Edwards. “Our job isn’t done until the space

is operational – and that requires teamwork with

our clients’ IT teams throughout the process.”

movin’ on uP –Without miSSing A BeAtSpeed-to-market is a necessity infused throughout

Agile software companies’ culture – and office

space. To get software to market in today’s

competitive technology sector, downtime is not

an option, even during major construction. Phased

construction planning becomes an essential element

in delivering space, since the programmers must

continue to make progress even as they migrate

to new space.

The Agile revolution is in full swing, as the

philosophy in the Agile manifesto has permeated

the programming world from garage start-ups

to tech giants and everything in-between.

And workplaces constructed to support Agile pods

have gained momentum as well…like a stage

crew, quietly building the backdrop for the creative

achievements underway. ±

Agile podS At nAvteq / nokiA photos courtesy of Gensler

ELEVATION | 23

Fletcher Jones Motorcars is building an experience in the Windy City – and beyond.

Take a drive down the kennedy Expressway and one of

the most architecturally significant skylines in the world

is in clear sight. right before hitting the edge of the Loop,

a striking glass and metal façade emerges on the side of

the highway. The structure tops off with one of the most

recognizable symbols in the world: The Mercedes-Benz

Star. It’s a brand known for constant innovation, superior

performance and iconic design. For one moment, you

glance to the right and appreciate the Autohaus design

just off the North Avenue exit.

For Fletcher Jones, growth has been fast and consistent,

but it’s not totally intentional.

“It’s not growth for the necessity of growing, it’s an organic

growth caused by doing things the right way” said keith

May, president of Fletcher Jones.

As one of the top luxury automotive groups in the u.S., it’s

all about the experience. And for Mercedes-Benz of Chicago

and 18 others across the country, bringing an experience to

life starts with a great building. Then process and people are

geared up to deliver.

“It starts the moment you see a building. We invest in

architecture because it’s a reflection of us, our clientele

and the experience that happens when you walk through

our doors. For us, it creates the opportunity to build lasting

relationships,” said May.

So no big-box dealerships are present – just facilities as

unique as the streets they live on and the people they serve.

Step inside these facilities and you’ll find various examples

of architecture, people and little surprises working together

to create a first-class experience. In some stores canine treats

are readily available for dogs paying a visit with their owners.

elevAting the industry

keith MAy | prESIDENT OF FLETCHEr JONES MOTOrCArS (LEFT)dAve gonzAlez | prESIDENT OF FLETCHEr JONES CHICAGO STOrES ©2012 James Schnepf

24 | ELEVATION

Shoe shine stations and shuttle service to the airport caters

to business clients on the go. Designer clothing and high-

end handbags made of repurposed seatbelts even decorate

some lobbies, inviting you to stay a while.

Since Fletcher Jones Sr. opened his first car dealership in

downtown Los Angeles over 60 years ago, the approach

to creating that unique experience has remained consistent:

it’s all about people.

“Every process we put into motion focuses on people.

We train people to bring those processes to life and try

to create a warm environment that makes them feel good

about doing business with us,” added May.

The process that Fletcher Jones, Skender Construction and

Gensler used to create signature buildings across the country

is pretty synonymous with how the company uses process

and people to build a dynamic culture.

“Our facilities must be reflective of our brand and our

automotive partners. They must resonate with our clients

and their needs. So bringing this team together right away

and operating as one unit from start to finish allows us

to ensure that no great idea is left behind. One person

or entity cannot create something and really bring it to

its full potential,” said May.

Now in its second generation of ownership, the third

generation of the Fletcher Jones legacy is already lending

insights to ensure they stay relevant in the fast-paced

marketplace known as automotive retail.

Fletcher “Fletch” Jones III, says the Midwest – particularly

Chicago – is where things are happening.

“At the end of the day, we’re a family organization and

we believe in the Midwest culture. We entered the Chicago

market and were fortunate to build and renovate facilities

here even in challenging times. Entrepreneurs are energizing

the whole region. We’re invigorating our brand and a lot

of our inspiration derives from what we see happening in

this city. We’re going to continue to build buildings and

experiences here for a long, long time.”

Fletcher JoneS MercedeS-Benz oF chicAgo ©2012 christopher barrett

Skender conStruction200 W. Madison Street, 13th FloorChicago, Illinois 60606T 312.781.0265F 312.781.0279www.skender.com