1. REMINDER
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A GC's Perspective on
Primavera Unifier
Prepared by:
Chad Brady
Project Controls Manager
Mortenson Construction
Implementation Successes & Challenges
To Migrate or NOT to Migrate
User Experience
Session ID#: 15452

2. M. A. Mortenson, Sr. had one purpose in mind when he founded Mortenson
Construction in 1954 . . . To build structures and facilities for the
advancement of modern society.
 Family-owned firm – 60 years strong
 Seven geographic office locations
 Seven industry-specific operating groups
 Industry leaders in technology & sustainability
 2,175 team members
 Leadership, stability & financial strength

3. Background
 Degree in Construction Engineering w/EIT
 Started with Mortenson 1997
 Project Manager on many complex projects
 Leadership, Dedication & Motivated
 Chad Brady, LEED AP
 Project Controls Manager
 Mortenson Construction
 Phone: 763-287-5344
 chad.brady@mortenson.com
 http://www.mortenson.com
Notable Projects
 Sioux City IA – Perry Creek Water Diversion & Outlet
Structure
 EGF MN – School Reconstruction
 Mpls MN – U of M Walter Digital Technology Center
 Memphis TN - FedEx Forum
 Mpls MN – Walker Art Center Expansion
 Duluth MN – St. Mary’s Duluth Clinic 1st St Building
 St. Paul MN – Wilder Center

4. Agenda
■ Dynamics of a General Contractor
■ Selection Process
■ Implementation
■ Maintenance
■ Future of Unifier in Construction
■ Take Aways

5. Dynamics of a General Contractor

6. Dynamics of a General Contractor
6
High Voltage
Wind
Industrial
Commercial
Local, State, and
Federal Government
Community &
Real Estate
Education
SportsHealth Care
Civil
Universities, Public &
Private Schools
Private
Companies
Developers
Low Tech High Tech
EmailFax Cell PhoneMail
Old School New Hire
Big CityRural Farm FieldMountain TopUnderwater UndergroundIn the air
In the job trailerAt the main office In a meeting
WebSmart PhoneTablets
Non‐Profits
Various
Authorities
Hotel RoomOn Site My Desk
Hotels
Water Treatment
Mission Critical
Solar Transmission
Distribution
Foreign
PC
SVPPM Engineer

7. Market Diversity
9%
14%
15%
22%
30%Healthcare
Renewable
Energy
Commercial
Education
Sports
Research
Recreational
Hotel
Telecom
Correctional
Manufacturing
Other Key
Segments

8. Regional Offices
Minneapolis Office Seattle Office
Milwaukee Office Phoenix OfficeChicago Office
Denver Office

9. Industry Specific Groups
Federal Contracting Group
National Projects Group
Renewable Energy Group

10. Logistics….. You want the stadium where?!?!

11. Imagine the RFI’s…..

12. Imagine the risks …………….

13. Imagine the adaptation to change ……

14. Imagine the systems required to manage
the project . . .

15. And walla . . .

16. By the Numbers
■ Staff of 45 Supervisory
Personnel
■ 1100 Craft Workers on site
each day
■ Over $1,000,000 / day put in
place at the peak
■ 5,100 Construction Issues
■ 3,700 Requests for Information
■ 66,500 Request for Proposals
to Subcontractor/Suppliers

17. Selection Process

18. Vendor Matrix

19. Issue Management – Must Have
The “manila folder”

20. Issue Management – What it Looked Like
WRITE
NOTICE
LETTER TO
CUSTOMER
WRITE
NOTICE
LETTER TO
CUSTOMER
FORWARD TO
CUSTOMER
FORWARD TO
CUSTOMER
SET UP
CHANGE
MGMNT#
SET UP
CHANGE
MGMNT#
PROJECT
MANAGER
REVIEW
PROJECT
MANAGER
REVIEW
DATE
STAMP
DATE
STAMP
COST ENGINEER
PREPARES
SUBS REQUEST
FOR PRICING
COST ENGINEER
PREPARES
SUBS REQUEST
FOR PRICING
SET UP
CHANGE
MGMNT#
SET UP
CHANGE
MGMNT#
PROJECT
MANAGER
REVIEW
PROJECT
MANAGER
REVIEW
COPY
COPY
FILE
FILE
FORWARD
TO SUBS
FORWARD
TO SUBS
RECEIVE
SUBS
CHANGE
PROPOSALS
RECEIVE
SUBS
CHANGE
PROPOSALS
FILE
FILE
DATE
STAMP
DATE
STAMP
COPIES SUB
REQUEST FOR
PRICING
COPIES SUB
REQUEST FOR
PRICING
DISTRIBUTE
TO FIELD
DISTRIBUTE
TO FIELD
YES
REVIEW &
ADDRESS
PRICING ISSUES
REVIEW &
ADDRESS
PRICING ISSUES
LOG-IN
CHANGE
QUOTATIONS
LOG-IN
CHANGE
QUOTATIONS
COPY
COPY
FORWARD
QUOTETO
CUSTOMER
FORWARD
QUOTETO
CUSTOMER
FILE
FILE
NEGOTIATE
CHANGE ORDER
PROPOSAL
NEGOTIATE
CHANGE ORDER
PROPOSAL DATE
STAMP
DATE
STAMP
FILE
CONTRACT
MOD
FILE
CONTRACT
MOD
PREPARE
SUBCONTRACT
CHANGE ORDERS &
UPDATE COST
STATUS REPORT
PREPARE
SUBCONTRACT
CHANGE ORDERS &
UPDATE COST
STATUS REPORT
REVIEW
CONTRACT
MOD
REVIEW
CONTRACT
MOD
ASSEMBLE
CHANGE ORDER
PROPOSAL / ADD
MARKUPS
ASSEMBLE
CHANGE ORDER
PROPOSAL / ADD
MARKUPS
PROJECT
MANAGER
REVIEW/
APPROVE
PROJECT
MANAGER
REVIEW/
APPROVE
POST
DOCUMENTS
POST
DOCUMENTS
PROCEED
WITH WORK
PROCEED
WITH WORK
DOES
PROPOSAL
INCLUDE
AUTHORIZATION
TO PROCEED?
DOES
PROPOSAL
INCLUDE
AUTHORIZATION
TO PROCEED?
CONTRACTOR
IDENTIFIED
CHANGE
NOTICE
CONTRACTOR
IDENTIFIED
CHANGE
NOTICE
PROJECT
MANAGER
REVIEW
PROJECT
MANAGER
REVIEW
POST
DOCUMENTS
POST
DOCUMENTS
PREPARE
ROUGH ORDER
OF MAGNITUDE
ESTIMATE
PREPARE
ROUGH ORDER
OF MAGNITUDE
ESTIMATE
SCHEDULE
ANALYSIS C.O.
FRAGNET
SCHEDULE
ANALYSIS C.O.
FRAGNET
RESUBMIT
QUOTE AS
REQUIRED
RESUBMIT
QUOTE AS
REQUIRED
CUSTOMER
ISSUES
CONTRACT
MOD.
CUSTOMER
ISSUES
CONTRACT
MOD.
PREPARE
ROUGH ORDER
OF MAGNITUDE
ESTIMATE
PREPARE
ROUGH ORDER
OF MAGNITUDE
ESTIMATE
DISTRIBUTE TO
DESIGNATED
ENGINEER
DISTRIBUTE TO
DESIGNATED
ENGINEER
IS
PROPOSAL
RELATED TO AN
EXISTING
ISSUE?
IS
PROPOSAL
RELATED TO AN
EXISTING
ISSUE?
YES
NO
ATTACH PROPOSAL TO
EXISTING ISSUE NO. IN
ISSUE LOG
ATTACH PROPOSAL TO
EXISTING ISSUE NO. IN
ISSUE LOG
ASSIGN NEW
ISSUE NO. &
LOGINTO
ISSUE LOG
ASSIGN NEW
ISSUE NO. &
LOGINTO
ISSUE LOG
SET UP NEW
ISSUE FILE
SET UP NEW
ISSUE FILE
from existing
Issue Chart
PROCEED
WITH WORK
PROCEED
WITH WORK
Example: RFI,
Submittal
Comment, Field
Directives
IS PRICING
OK?
IS PRICING
OK?
YES
IS COST IN
MORTENSON'S
SCOPE?
IS COST IN
MORTENSON'S
SCOPE?
DISTRIBUTE
TOSTAFF
IN-BASKETS
DISTRIBUTE
TOSTAFF
IN-BASKETS
DISTRIBUTE TO
DESIGNATED
ENGINEER
DISTRIBUTE TO
DESIGNATED
ENGINEER
YES
or NO
IS COST
IN SUB'S
SCOPE?
IS COST
IN SUB'S
SCOPE?
YES
YES
NO
COST ENGINEER
PREPARES
SUBS REQUEST
FOR PRICING
COST ENGINEER
PREPARES
SUBS REQUEST
FOR PRICING
FORWARD
TO SUBS
FORWARD
TO SUBS
RECEIVE SUBS
CHANGE
PROPOSALS
RECEIVE SUBS
CHANGE
PROPOSALS
FILE
FILE
DATE
STAMP
DATE
STAMP
COPY SUB
REQUEST FOR
PRICING
COPY SUB
REQUEST FOR
PRICING
REVIEW &
ADDRESS
PRICING ISSUES
REVIEW &
ADDRESS
PRICING ISSUES
LOG-IN
CHANGE
QUOTATIONS
LOG-IN
CHANGE
QUOTATIONS
SCHEDULE
ANALYSIS C.O.
FRAGNET
SCHEDULE
ANALYSIS C.O.
FRAGNET
IS PRICING
OK?
IS PRICING
OK?
PREPARE SUBCONTRACT
CHANGE ORDER, NEW
SUBCONTRACT, OR
PURCHASE AGREEMENT &
UPDATE COST STATUS
REPORT
PREPARE SUBCONTRACT
CHANGE ORDER, NEW
SUBCONTRACT, OR
PURCHASE AGREEMENT &
UPDATE COST STATUS
REPORT
CPM UPDATE
SCHEDULE
FRAGNET
CPM UPDATE
SCHEDULE
FRAGNET
REQUEST
REPRICING FROM
SUBCONTACTOR
REQUEST
REPRICING FROM
SUBCONTACTOR
NO
WILL SUB
COMPLY WITH
REQUEST?
WILL SUB
COMPLY WITH
REQUEST?
YES NO PROCEED
WITH QUOTE TO
CUSTOMER?
PROCEED
WITH QUOTE TO
CUSTOMER?
YES
ASSEMBLE CHANGE
ORDER PROPOSAL /
MARKUPS WITH
COMMENTS ON
DISPUTED SUB INFO
ASSEMBLE CHANGE
ORDER PROPOSAL /
MARKUPS WITH
COMMENTS ON
DISPUTED SUB INFO
SUBCONTRACTOR
DISPUTE
RESOLUTION
SUBCONTRACTOR
DISPUTE
RESOLUTION
NO
SUBCONTRACTOR
DISPUTE
RESOLUTION
SUBCONTRACTOR
DISPUTE
RESOLUTION
DISTRIBUTE
TO FIELD
DISTRIBUTE
TO FIELD
PREPARE
SUBCONTRACT
CHANGE ORDER &
UPDATES COST
STATUS REPORT
PREPARE
SUBCONTRACT
CHANGE ORDER &
UPDATES COST
STATUS REPORT
(may need to be done more
than once based on timing
of Authorization to
Proceed with Change)
REQUEST
REPRICING FROM
SUBCONTACTOR
REQUEST
REPRICING FROM
SUBCONTACTOR
NO
DID SUB
COMPLY WITH
REQUEST?
DID SUB
COMPLY WITH
REQUEST?
YES NO SUBCONTACTOR
DISPUTE
RESOLUTION
SUBCONTACTOR
DISPUTE
RESOLUTION
YES
UPDATE CPM
SCHEDULE WITH
AGREED UPON
REVISIONS
UPDATE CPM
SCHEDULE WITH
AGREED UPON
REVISIONS
WRITE
NOTICE
LETTER TO
SUB
WRITE
NOTICE
LETTER TO
SUB
FORWARD
TO SUB
FORWARD
TO SUB
PROJECT
MANAGER
REVIEW
PROJECT
MANAGER
REVIEW
COPY
COPY
FILE
FILE
DOES THE
CUSTOMER
ACKNOWLEDGE
RESPONSIBILITY?
DOES THE
CUSTOMER
ACKNOWLEDGE
RESPONSIBILITY?
CUSTOMER
DISPUTE
RESOLUTION
CUSTOMER
DISPUTE
RESOLUTION
NO
YES
DOES THE
SUBCONTRACTOR
ACKNOWLEDGE
RESPONSIBILITY?
DOES THE
SUBCONTRACTOR
ACKNOWLEDGE
RESPONSIBILITY?
SUBCONTACTOR
DISPUTE
RESOLUTION
SUBCONTACTOR
DISPUTE
RESOLUTION
NO
POST
DOCUMENTS
POST
DOCUMENTS
PROCEED WITH
WORK
PROCEED WITH
WORK
DISTRIBUTE TO
FIELD
DISTRIBUTE TO
FIELD
YES
POST
DOCUMENTS
POST
DOCUMENTS
PROCEED
WITH WORK
PROCEED
WITH WORK
DISTRIBUTE
TO FIELD
DISTRIBUTE
TO FIELD
PROJECT
MANAGER
REVIEW
PROJECT
MANAGER
REVIEW
FORWARD TO
SUB
FORWARD TO
SUB
RECEIVE
EXECUTED
CHANGE ORDER
RECEIVE
EXECUTED
CHANGE ORDER
ROUTE &
FILE
ROUTE &
FILE
DATE
STAMP
DATE
STAMP
RECEIVE
EXECUTED
CHANGE
ORDER
RECEIVE
EXECUTED
CHANGE
ORDER
ROUTE &
FILE
ROUTE &
FILE
DATE
STAMP
DATE
STAMP
PROJECT
MANAGER
REVIEW
PROJECT
MANAGER
REVIEW
FORWARD
TO SUB
FORWARD
TO SUB
CUSTOMER
ISSUED
CHANGE
PROPOSAL
31
2
4
1
1
1
1
1
1
1
2
2
2
2
2
3
2
2
1
3
1
5
2
3
3
3
3
3
2
2
3
2
2
2
2
2
222
2
2
1
1
1
1
3
3
333
2
3
2
2
2
2
3
3
3
3
5
2 2
2
2
2
3
1
4
11
1
2
2
2
2
2
3
3
33
3
3
3
3
3
3
2
3
3
33
4
2
4
2
3
NO
RESPONSIBILITY
LEGEND
RESPONSIBILITY
LEGEND
PROJECT MANAGER /
SENIOR PROJECT
ENGINEER
DESIGNATED
TEAM MEMBER
SECRETARY
FIELD STAFF
CUSTOMER
2
1
3
4
5
1
1
Change Management C.7-2
Revised 6/23/00
© M. A. Mortenson Company 1999-2000 Minneapolis, MN

21. Issue Management – The Issue Itself
REVIEW BY
PM OR
DESIGNATE
INCOMING
DOCUMENT
OR REQUEST-
DATE STAMP
& LOG
INITIATE
CHANGE
MANGEMENT
WHEN
REQUIRED
RESOLVE
& CLOSE
ISSUE
CLOSE OUT
ISSUE FILE &
ARCHIVE
IS
THIS A NEW
ISSUE?
CREATE
NEW ISSUE
ATTACH TO
EXISTING
ISSUE
FILE IN
ISSUE FILE
FILE IN
ISSUE FILE
NO
YES
RESPONSIBILITY
LEGEND
PROJECT MANAGER /
SENIOR PROJECT
ENGINEER
DESIGNATED
TEAM MEMBER
SECRETARY
FIELD STAFF
CUSTOMER
2
1
3
4
5
3
3
3
31
1
1
2
1
1

22. Issue Management vs. Pile Management

23. Issue Management vs. Pile Management
ISSUES
Let’s
just talk
about
the
ISSUE

24. Managing Change – the Manual Way
■ Create Request for Information (RFI)
■ Print, Sign, Scan, Send email
■ Wait…………….receive Answer
■ Generate Request for Proposals (RFP)
■ Print RFI, RFPs, Scan Individually, Send emails
■ Wait………….receive Sub emails (or perhaps envelopes in
mail)
■ Manually close RFPs, then enter into Project Cost Issue
Management (PCIM)

25. Managing Change – the Manual Way
Static List of Information in Software
Issue Folders
Data Storage Drive(s)

26. Time to Change
■ Mission Critical Software
■ Differentiate Mortenson
■ Project Management Administration (PMA)
▪ INTUITIVE, COLLABORATE, INTERNET BASED software that
encourages participation by Mortenson, Customers, Architects,
Engineers, and Subcontractors.
▪ IMPROVES project COMMUNICATION by providing interactive
“live” access to project documents and information.
▪ IMPROVES EFFICIENCY by decreasing paperwork and
significantly reducing duplication of efforts.

27. Existing Industry Software
SINGLE
PROJECT
Contractor
MPLS Chicago
PROJECT PROJECT PROJECT
DenverVS
Individual Enterprise

28. Why Unifier….?
■ Selection Process
▪ 25+ products/companies evaluated
▪ Short List to Three +1
■ Unifier
▪ Allows us to STANDARDIZE critical business processes while
providing appropriate FLEXIBILITY at the Operating Group and
project level.
▪ ROBUST WORKFLOW functionality that allows for possible
FUTURE UTILIZATION of the product in other non-construction
aspects of Mortenson’s business.

29. Implementation

30. PMA Scope – in Phases
Enhancements
and Integrations

31. Implementation Deliverables
■ 100% IMPLEMENTATION OF EVERY MODULE on every new
project in every Operating Group.
■ 100% UTILIZATION by owners, design professionals and
subcontractors, BECAUSE THEY WANT TO.
■ Vigilance to an overriding principle of SIMPLICITY, while ensuring
flexibility
■ ONE SOURCE OF TRUTH for all internal users

32. Mortenson Business Processes

33. The 'How We Always Do It' Method
(Very Linear)
GC Owner
Cost
Impacts
Change
Request
Schedule
Impacts
Schedule
Extention
Answers &
Change Doc’s
Document
Distribution
In Owners
System
In Designers
SystemPerformed in GC’s System
(The Black Hole)
Send
Submit
Submit
Payment
Needs
Payment
Request
Submit
RequestsQuestions Submit
Design
Team
Submits
Initial
Approval
Final
Approval
End
Initial
Review
Initial
Answer
Final
Answer
End
Document Manager #1 Document Manager #2 Document Manager #3
Fax, Email, Mail,
Phone Call

35. How Unifier has brought transparency
(Many Inter-module Connections)
Change
Request
Schedule
Extenstion
Answers &
Change Doc’s
All Work Captured In Unifier!!
Single Source of Truth
Design
Team
Submits
Initial
Approval
Final
Approval
EndSend
Submit
Submit
Payment
Request
Submit
RequestsSubmit
Initial
Review
Initial
Answer
Final
Answer
End
GC Owner
RFI-Project
Correspondence
Conversations
E-Mails
Letters
Faxes
Transmittals
Notices
Document
Distribution
Action Items
(Sent to Only
Users)
Meeting Minutes
(Sent to Users or Proj
Contact Dir people) Submittals
LINK
Design Doc
(incl ASI &
Bulletins)
Agreements
RFPs
LINK
Submittal
Register
(Spec Section)
Proj Contact
Directory
Issue
RFI -
Subcontractor
LINK
Auto-Create
& Reference
Auto-Create
& Reference
Auto-Create
& Reference
Auto-Create
& Reference
Auto-Create
& Reference
Auto-Create
& Reference
Auto-Create
& Reference
Auto-Create
& Reference
LINK
Single Document Manager

36. Early Enhancements…
■ Bi-Directional Updates
▪ Continuous Reverse Auto-Populating
▪ Advance Copy
■ Inter-Module Referencing
▪ The Reference Diagram
■ Consolidation Between BPs
■ Improving Email Handling
■ Query Capabilities
▪ Saved Searches
■ Attachments Handling
▪ Auto-Publish to Document Manager

37. Issues in Unifier

38. Maintenance

39. Implementation Strategy – Expand Usage

40. Future of Unifier in
Construction

41. Enhancements – Must Haves
• Mobile Devices
– Isolation of Renewable Projects
– Incident Reporting
– Punchlists
– Field Inspections & Monitoring
• Cost Management
– For Agency CM and Joint Venture Projects
– Focus on Integrations to Existing Systems
• Building Integration Modeling
– During Preconstruction
– During Construction
• Request for Bid
– During Preconstruction
– During Construction

42. Take-Aways

43. Take-Aways
(For the vendors in the room too)
■ Dynamics of a General Contractor
▪ Workforce Experience, Market Diversity, Locations Served, Types of Work, Types
of Contracts
■ Selection Process
▪ Scope Development & Identify Must Haves, Evaluate & Short List the Vendors,
Demonstrations, Conference Room Pilot
■ Implementation
▪ Set up Implementation Team, Determine Responsibilities, Migration, Hosting,
Integrations, Scope Refinement, Gather Business Requirements, Establish
Deliverables, Development Tips, Pilot, Deploy, Dynamics of a Workflow (don't
forget an RFI can be more than just sending a question to the architect)
■ Maintenance
▪ Talk (visit) to Project Teams, Status System Usage, Track the Phone Calls,
Redevelop BP's, Improve the Support Mechanism, DIY Video Training
■ Future of Unifier in Construction
▪ Enhancements to Bolster User Efficiency

44. THANK YOU

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evaluation
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