Sequence of Activity: pre-construction phase, design phase(schematic docs, design docs, construction docs)> bid.

Procurement,
Award> Placement of mill order>>Establish shop standards(connection engineering/shop drawings).
>Fabrications>delivery to marshaling yard>>erection>>comeback work. Preconstruction planning Pre-planning is the most
important and smoother progress of the project. Risk is very important and can damage a lot, budgets are important, budgets are
tight, very tight schedule, budget consciousness equates to schedule constraints, how to lower the risk: with value engineering
and logistics planning). Risk analysis, Identification of all possible scenarios and calculation of their individual probabilities. (the
price of steel, the productivity of labor, design reflects complexity of project skyscrapers can be easier to build, how to minimize
lack of productivity, mitigation plans for risk factors, contingency and allowances, identification is most importanthttps.
I. Health risk analysis involves estimating potential diseases and losses of life affecting humans, animals, and plants.
2. Safety risk analysis involves estimating potential harms caused by accidents occurring due to natural events (climatic
conditions, earthquakes, brush fires, etc.) or humanmade products, technologies, and systems (i.e., aircraft crashes,
chemical plant explosions, nuclear plant accidents, technology obsolescence, or failure).
3. Security risk analysis involves estimating access and harm caused due to war, terrorism, riot, crime (vandalism, theft,
etc.), and misappropriation of information (national security information, intellectual property, etc.).
4. Financial risk analysis involves estimating potential individual, institutional and societal monetary losses such as
currency fluctuations, interest rates, share market, project losses, bankruptcy, market loss, misappropriation of funds,
and property damage.
5. Environmental risk analysis involves estimating losses due to noise, contamination, and pollution in ecosystem (water, land,
air, and atmosphere).
»Design Documents (DDs)

»Approximately 85% complete all key trades are bought at this stage except a few finishes, big risk at procurement f key trades,
(foundations, steel concrete, mechanical),

»General Scope of Work showing dimensions, member sizes & connection types

»Construction Manager can generally provide Owner with a Guaranteed Maximum Price (GMP) for structural steel at DD stage ar 85%
completion.
Complete Dimensions & top of steel elevations

All member sizes

Steel grades

Column schedules

Typical details, more than enough info to start the detailing process, of stell takes a lot of time ,
Engineer will generally:

Show loading requirements & general design

Parameters of special connections & leave final

design to the fabricator (engg doc are not 100% complete, finalization is left to fabricator, and their own structural engineer, since they
have more experience)

Wind bracing

Moment connections
Column stiffeners
Composite construction
Continuous framin

Column splice

Documents
means and methods: how to erect the building, the reason for erector or fabricator is the cause: expertise, better and economical way to
erect it which will save us money, specialty contractor for means and methods.
Some constructability issue
It’s important to emphasize that Value Engineering is not always about:
Cost cutting.
Scope reduction.
Loss of quality.
Forced redesign.
It’s important to emphasize that Value Engineering is about: a lot of CM save money through cutting the scope of building ( against the
owner project failure if we cut the scope, forcing redesign is important at the early stage, develop budget and estimate at design phase
and design development phase, and as the project progresses the cost creeps up, construction docs should be within budget
construction )
Planning.
Design. Design bid build team bids on 30% of a schematic of construction docs, but they give prices based on design and construction
Methodology & Approach.
Risk Reduction.
» Topics on type of connections, trusses, core types, wind frame, cantilever issue, truing & level of columns, etc.
& Value Engineering Opportunities
 Common Constructability Issues

And it's not just steel that's with everything. Right. Mechanical systems, you know, the curtain wall or whatever the skin of
the building is,
 if it's brick and punch windows, if it's stone, if it's curtain wall, if it's it's whatever.
 Okay. They leave it up to the specialty contractor to do the actual to develop the means and methods of erecting.
 Yes. That are part of their business. Well, that's how they price it.
 Most definitely right. Is definitely their bid because if they have a more economical way of erecting of completing the task.
 Of course there would be more better chance of winning the contract.
 Right. Any questions Make sense? Okay, so what are some constructive ability issues?
 Now, how many of you know what value engineering is?
 Seriously. What is your background?
 Engineering. Your civils. Oh, okay.
 Yes. You get a set of documents that say electrical and you value engineer to be more cost effective for the owner.
 How? What do you do? Two section panel. Yeah.
 Tell the owner we're going to change the way we change the conduit,
 make it cheaper and cheapen it out and risk the possibility of not functioning properly.
 Well, that's why you have experts in your company. You have to do the proper balance.
 Okay. I'm sorry.
 Reduce the. Yeah. Yes, absolutely. So construct a belief that you engineer real value engineering of constructing.
 First of all, construct abilities, not value engineering. Write, construct abilities.
 Go through the details of the drawings to make certain right that what's on the drawings can be built.
 Right, is making sure that the deep that the drawings are coordinated, make sure that the steel,
 the structure drawings are coordinated with the mechanical, electrical, plumbing.
 They're coordinated with a curtain wall. They're coordinated with the elevators.
 Right. I've seen drawings where you have a steel beam going right through the elevator shaft.
 Well, that's not going to work. I mean, that's a problem. Somebody didn't pick it up.
 You know, now, of course, with 3D modeling, those problems become a lot more evident.
 You know, when I started working in construction, everything was on 2D, on drawings.
 And, you know, you didn't have the opportunity to see something in 3D, which of course, makes things considerably clearer.
 But the thing about value in general is not it was about cost cutting, scope reduction.
 A lot of seams or not so good seems like.
 How do you save money? Cut scope just like a floor of right.
 You have a ten story building and let's make it a nine story building.
 Think how much money will save. Well, that's not that kills the program.
 That's not what the owner wants. The owner wants.
 Needs a ten story building. So help him or her.
 So I think you help him or her, you know, get what they want.
 Otherwise, the project is a failure. Right.
 By cutting scope and reducing scope and taking out programmatic needs.
 That's not a successful program. Right.
 That's a partial failure. Not delivering what's intended to be the final program is a failure.
 Right. So forcing redesign, you know, somebody said to me one time, if you change something on a drawing, it costs it costs
five bucks.
 If you change it afterwards, design it cost 50 bucks.
 If you change it in the field, it's 5000 bucks. Right.
 So catching it early. Right. And minimizing the redesign saves both time and money.
 And again, the design firms, right.
 The engineers and the architects, they're on a time crunch and a financial crunch as well.
 They're not going to they're not they're going to lose money to continue redesigning and making changes and so forth and
so on.
 Right. So the question is, how do you prevent that from happening?
 Right. How do you prevent from having to do a redesign that you engineer the daylights out of a job?
 Kill the design. Right. And come up with like a failed program.
 Right. Some of the things that we do right as Steve was, we'll do an estimate at the at the there's a budget, of course, help
develop a budget.
 So that's a start. Then we do an estimate at the schematic design phase.
 Then we'll do an estimate and design development phase.
 And there's a check because as design progresses, usually costs tend to creep up because the the design team figures that,
okay, you know what?
 I need this. We've got to do this. We have to do this. Well, this doesn't work, so we have to do this.
 Right. So as they keep increasing scope, of course you increase dollars.
 So by estimating every step of the way, you don't go too far without without having an understanding as to where your
design is headed financially.
 And of course, the final design,
 the final course check is when you're at the construction documents to see of your 100% design construction documents,
 are they within your budget, constrictions, the restrictions that you have?
 Right. So that's one way to prevent forced redesign. We have a question from Liza on mute, on ask says,
 wondering if right now the timing is specifically about the design or design build contracts because I guess for the design,
 build the designer and engineer, they are supposed to work very closely with the people who are going to do the
construction.
 Yep. Is there a question? Yeah. Yeah, I guess.
 Is that right? Now, are you mainly talking about design contracts or are you talking about design, build and design build?
 Neither. I'm talking about construction management contracts. Oh, okay.
 Design, Design. Build, build.
 Right. And I hope I can answer your question correctly.
 Design, build built, which is the most traditional method of contracting.
 Right. There's very little chance of doing value engineering or doing any of this planning stuff during the design phase
because you don't know.
 You don't build on the documents until they're 100% complete the design.
 Right. So you totally miss out on all these potential steps to cut costs to do the.
 Planning to control the design,
 to look at the methodology and approach approach as to how you can better build this project and of course, mitigating
your risk.
 Right. Design build built. You get a set of drawings. You bet them you bid them right.
 Low bidder wins, right? That's how we're building for centuries, right?
 The most common method of contracting now design built is somewhat similar, but not identical.
 Right. Where the the owner take that back that the design build team based bids on a 30% or basically schematic set of
construction documents.
 Right. So they bid on the construction documents.
 But when they give a price, they give a price based on complete both design and construction, what they do internally.
 Right. As an owner, you don't care. What you care about is the fact that the winning design build team presented to you
 and concept presented to you a design and they give you a number and you're like,
 We can meet your programmatic needs, you can have your square footage.
 Is this what you think it's going to look like? And it's going to cost you X Right?
 That's design build. And then you have very little say as to what happens internally other than trying to control quality.
 Does that make sense? So yes, something similar to the purity peer review.
 No, no, no. Peer review is when you have another firm come in to to review the design of another firm.
 So I hope that answers your question. Yes.
 So this right now we're talking about construction management contracts is reason I am at
 risk of construction management or risk that that's what guaranteed maximum price is.
 Is a construction management at risk contract, Right?
 Sure. Okay. So any questions on any of this?
 Yes, sir. Yes. In terms of delivery. What would you say is the best for you?
 I'm a fan of CM, but we can.
 I'm sure if there's somebody else here who is a fan of design build, we can sit here and design and debate the daylights out
of it.
 Right. But in terms of I'm kind of a control freak, so by by being construction management, I have control over the dollars.
 I have control over the design team. I have control over the subcontractors.
 I have control over the entire construction process. And if I can't control the owner, that would be the ideal project.
 So which that seldomly happens, of course. But but regardless.
 I've always been a CRM at risk contractor, a GMP contract, a fan of any questions.
 Okay, so moving along, we talked about value engineering.
 So what are some of the things that we look at? Value engineering, right, Especially when it comes to steel structures.
 First and foremost, you don't want to do welding, right?
 You want to minimize the amount of welding that you do on a project, the multiple things that you do.
 First of all, the quicker the faster and the not weather susceptible.
 You can't weld in the middle of the winter.
 If you have to weld in 20 to 30 degrees, right in freezing temperatures, you have to heat the steel overnight.
 You have to tented, right. And then you have to cop to unless you have to control the heat and tend to control the welds.
 Right. What's been welded and then keep them warm as they cool off because if they cool off too fast, they will fail.
 Right. And it's very labor intensive to do welding.
 So you want to try you want to bolt as much as possible, Right.
 You wouldn't have concrete cores and sort of solid steel beams.
 Excuse me. Columns. Right. Having concrete cores is less steel.
 And filling them with concrete gives you similar strength.
 Right. With less steel. And of course, if it's the steel is lighter, it's easier to erect.
 And then the one thing you always look for is over. I was just looking at a structure less.
 No, two days ago. Sorry. And where the structure engineer designed a space meant to to withhold £400, a square foot of
live loads.
 That is ridiculous. Yes.
 Granted, it was it was an area that was more than warehouses, you know, It was more like a that would have to house that
karaj.
 It was in a convention center.
 So that meant that meant you would have to house a garage, trucks and cars and some pretty heavy loading by £400 a
square foot.
 That is absurd. But cutting it down to 350 just taken off £50 per square foot rate.
 It reduced the overall weight of the structure. When you have like a million tons.
 Right. That's £50 million of 50 million.
 No, it's more than that. A tonne is £2,000. So a million tonnes.
 That's £2 million. £50 of that.
 Well you do the math right. You can see how much lighter and how much money you can potentially save because when
they calculate steel,
 they calculated based on the weight of the steel. Right.
 Not just the steel members. So how do you prepare?
 Of course, site visit is always important, right when you do value engineering.
 Knowing your site well, reviewing the design documents well, very well.
 Understanding them and creating a real cost estimate.
 And of course, analyzing the daylights out of it.
 Right. So the construction documents going back to steel.
 I know we talked about 110 design documents and we talked about what you design documents have in terms of steel
construction.
 The design documents are have all the simple beam connections.
 Now, that's key coordination with trades. That, too, is an assumption, right?
 Because the way the design team coordinates with the trades, they have a basic idea where all your plumbing rises are
going to come up,
 where you electrical rises are going to come up, where all your ductwork is going to come up.
 Right. Where's your elevator shaft? How do you connect to the to the curtain wall?
 Right. So they leave out openings.
 They have the engineered openings within the structure to allow for all these mechanical and other services to come
through the building.
 So you have to engineer around it, Of course. Right. So they do show all of them.
 But a lot of that stuff is going to come to fruition when you do your mechanical electrical coordination.
 Right. Have you guys have they done mechanical electrical coordination for this class?
 No. Okay. Who doesn't know what mechanical electrical plumbing coordination is?
 Oh, you'll do great. I doubt if you can just in case go through or what.
 But MVP, the mechanical coordination. Yeah, just like this one on the same page.
 Okay. Sure. So mechanical coordination is.
 Forget about the machines for a minute, because usually those are the last to be coordinated.
 Every floor. I mean, if you look up above the ceiling.
 Well, not here because it's a classroom, but if you're the hospital that we're just talking about.
 Right. There are so many requirements, so many services needed in the hospital.
 Power, data, air gases to get all that stuff up above a ceiling.
 Right. There's no possible way to get them all in without coordinating and understanding exactly where each pipe is going
to go,
 where every piece of duck is going to go, where every piece of conduit is going to go,
 wherever waistline is going to go, wherever event is going to go. Right.
 So they literally lay out every single. Starts off with the mechanical drawings.
 Right. And of course, the duck looks the biggest. So they go first. Right.
 Followed by the plumbing, because the plumbing requires a certain pitch.
 Right. Otherwise, your drains don't work, you know? So storm drains, waste drains, sink, drains, all that kind of good stuff.
 Right Then Followed by a sprinkler, then followed by the electrical.
 Electrical. The smaller the the smaller the the conduit.
 The pipe usually goes last. The bigger piping always goes first.
 So you have three or four inch conduit.
 Or if you have 12 inch chilled water lines, they go first because let's face it, you can bend 12 inch chilled water lines.
 Right. That's expensive. And you need to maintain certain a certain run down.
 So you coordinate them.
 Now, once that's done, you're not nobody's 100% certain how much space all these utilities are going to take up above the
ceiling.
 So the engineers, they do their best estimate in trying to squeeze everything up above a ceiling.
 But once you're done coordinating, you have you might have to create openings in steel to take know for ductwork or
conduit or piping
 to pass through that steel because there's not enough room to go underneath that steel structure.
 So, of course, how do you penetrate is still beam. Right.
 Yeah. You can cut an opening in it, but you don't just cut an opening in and just pass a pipe through and leave it alone.
 You have to reinforce the perimeter for every piece of section of steel that you take out.
 You have to reinforce the equal amount steel on each side.
 Right. So. So you try to let's. It's expensive having to make cut outs in a site for one pipe to go through, to go through
because they can't bend it.
 They can't do anything with it. Right. It's expensive.
 So it's the last you know, it's a last effort.
 Possibility, whatever you want to call it, of having to do something like that.
 So even though it says coordinate with mechanical amps, it's impossible to guarantee that it's 100% coordinated.
 Does that make sense? Yes. Yes, sir.
 You know, you say. Construction management and delivery systems operate in any kind of system.
 I mean, a design system, if you if you take if you look at a set of mechanical drawings.
 Right. They're schematic. Right. When they show a duck, they'll show 14 by 14 returned duck.
 Right. But they don't draw 14. They don't scale a 14 by 14 duck.
 Don't just show single line running through the running through the space, showing 12 by 14 return or a duck or something
to that effect.
 Right. If it's a four inch or six inch or 12 inch conduit or a 12 inch or 18 or 24 inch chilled water line or an eight inch bi,
 it's still a single line running through the space. When you lay it out and you figure out how these mechanicals are going to
run,
 you don't know how much space to actually end up taking up until you actually
 lay them all out and coordinate them as to who goes where and who does what.
 You know, on top of that, you have your fixtures, so you have to leave room for the fix, especially if the recessed fixtures,
 you know, if they're fixtures below the ceiling, like, well, who cares, you know, as long as you establish a ceiling height.
 But then you've got to think about it. Wait a minute. Okay. Yeah. Granted the below the ceiling.
 But how do you feed them? You got to run contact to them and run junction boxes and and data in some cases.
 Does that make sense? Did that answer your question? I hope. I mean, I just the reason I ask the question because it.
 Design build contact. 3D.
 Okay. Absolutely. Absolutely.
 But, you know, a lot of the cost detection does not take place until the contractors has come on board.
 You know,
 you never have a complete coordinated cent of documents until the contractors actually start doing the the actual
coordination and of course,
 clash detection. And I know this because I worked on a project for the business and I was.
 Exactly. We had a. Who's we?
 I'm sorry. Virtual. Okay.
 We did a project. Okay.
 The light fixtures. Okay.
 Okay. Possible. Any design.
 You mean A during the construction phase or the early stages of a construction phase?
 I'm confused by your statement. Design. Build context.
 What does that mean in design? Build delivery system in which all of the contractors operate?
 Granted. Well said when all the contracts are integrated, Right.
 That's exactly what I just said. You. Thank you for validating what I just said.
 No, no, no. Don't be sorry. Your thousand. No, no, no, no.
 I said it's impossible for the design team to actually do a complete coordination of all the mechanicals, not the contractors.
 You need the contract. Oh, thank God.
 I thought it was wrong. So, um.
 So, of course. Methods of construction, right?
 You have to worry about settling. And that goes into the design process, right?
 You can have uniform settling, tipping, differential, settling, all that.
 Cantilevers cantilevers are really a pain in the neck to construct.
 Right, Because A Yeah, they look great, right?
 However, to erect them, sometimes you can't just erect a, you know,
 set a cantilevered section until the buildings further up along because the weight of the cantilever is it tends to tip right the
structure.
 So of course you need to, you know, have the building go up, make sure that the building is rigid.
 And by the way, during the erection process, the building is not rigid,
 100% rigid until the concrete is poured on the decks and the concrete hardens, that's when building reaches the maximum
strength.
 Right during the erection process of steel, the building is not 100% rigid.
 All right. First of all, as the wrecking the building, you know, the ironworkers, because all they care about is speed, right?
 They'll put the beam to the column, right?
 They'll throw in two or three bolts. I think that's the minimum requirements.
 Three bolts, right. They'll put in three balls here and tighten them and then move to the next connection.
 Right. So as you can imagine, when you have a connection with 12 bolts and there's only three of them in there,
 I mean, the building swaying, the building's moving, right.
 And it's not until it's all bolted up, talked and concrete poured and set.
 That's when you have the maximum rigidity, right?
 So putting out the cantilever section that's, you know, overhanging, creating some massive loads onto the building, right?
 You can't really erect it until, until it's actually, you know, the building strong enough to withhold that moment, that moment
about.
 Does that make sense? Right. Okay.
 Specialty items that you have to worry about doing. Steel erection, steel plates for con ed bolts.
 Right. Steel plates for, you know, nuclear magnetic resonators.
 Right. Steel plates for protect people from magnetic MRI machines.
 Well, that's the ticket. I don't know why they did that.
 But anyway, you can understand that that's that those type of steel specialty steel members are part of the erection process.
 However, these are the kind of things that don't get installed until the building is fully erected.
 And then if this is comeback work, they'll come back and do these after the fact.
 Okay. By vibration criteria, a huge component of steel building and concrete buildings, for that matter.
 Any kind of buildings. Right. When you have this, think about for a moment.
 Right. The elevators run pretty smoothly, but they do vibrate and they do impose vibration loads onto the building.
 Right. When you have MRI machines and those huge magnets, as they rotate, they vibrate and they impose those kind of
loads into the building.
 When you're erecting the building and you have a crane, the way the crane is attached to the building,
 every time the crane moves, cranes move substantially.
 Could be as much as 18 to 24 inch weight, depending upon the loads, the height of the crane and the loads that the
carrying.
 So all those loads get carried back to the building.
 So you have to design for those. And that's temporary construction.
 You have to design for those temporary loads. Do you have a question?
 Yes. Oh, sorry. I thought you raise your hand. So the hoist right to go up and down.
 If you if you have a four car hoist, you guys have you've seen what hoist looks like.
 Right. But anybody not seen a hoist go up and down?
 It vibrates like a 1918 Edsel.
 Right. The whole building feels like when on it comes up and down.
 We talked about coordination. This is where coordination gets to be a little complex.
 When you have a structure that's something like this, right, where your floors are atypical.
 Right. So to feed one space through the other, the worst part is when you have transfer floors, that means when you have a
typical building.
 And then, of course, the design of that stops and the layout changes.
 So of course all your rises have to swing over and go back up.
 So all those horizontal runs take a lot of space.
 So that's why in some cases you have like the double height slabs.
 Right. Well, this could be considered a mechanical room for all intents and purposes, because you need a lot of room, of
course, some mechanical room.
 This could be some other kind of lab space. Who the heck knows?
 And but, of course, the double heights is could be very well some sort of transfer floors,
 because massive floors is where your horizontal runs, because otherwise, if you're going to straight up,
 like all your big mechanicals are, are are risers,
 and then all you do is all you need is really small trunks to feed, whether it's air sprinkler power, whatever.
 Water, gas. Right. Those are small that small piping that that that feeds that surrounding space.
 Flow flatness a huge component. This is why they don't build commercial buildings and or hospitals at a concrete
 structures with concrete structures as they're poured that they don't when they're done,
 that you don't have 100% complete floor flatness.
 And when you're putting very sensitive equipment, the required floor flatness.
 Right. Steel is the best because it has the tightest tolerances and can deliver it and can deliver to you the best leveling
surfaces,
 the most accurate layout, the most accurate space design, actually the biggest spans.
 Also, it's easier to span to have big spans with steel than it is with concrete,
 because the concrete tends to be pretty thick when you're trying to span.
 When you have big spans of progressive collapse design.
 Right. Another component, which of course has to be taken into consideration and of course, sway.
 Right. How much can the building sway back and forth?
 And according to AIC, is the minimum amount of movement is the length divided by 500.
 So it changes as you go up, right? It reduces the amount of movement that the building can have as it goes up.
 It reduces even more. Right. Because otherwise, let's face it, if something moves is allowed to move it an inch and the first
ten feet,
 by the time you get to 100 feet, it's basically going to be at an angle coming out.
 Right. So the higher the building, the less the less the lack of plumpness it could possibly be.
 So here's an example for elevator shaft.
 It's you can be off by one inch in the first 20 floors and 130 seconds thereafter for a total of two inches for the remainder of
the building.
 Okay. A few minutes ago, I talked about Sway and I talked about when they wrecking the building, how they're temporarily
connecting the structure,
 the beams to the columns by putting two or three bolts right before they tighten and all the bolts and they talk them and
they pull the concrete.
 Right? The building goes through multiple checks and it begins with a survey crew.
 Right.
 The survey carries out they're using their instruments to make sure that before they tighten every single floor as they're
working their way up,
 because you have the one gang is pushing to get as much steel up as possible.
 Then you have the the the the finishing gang.
 Well, you have the decking deck Dan gang,
 and then you have the finishing gang that comes in and talks and tight and puts all the bolts and tightens them,
 followed by the deck, followed by the concrete. Okay.
 So you have the surveyors checking that the plumbing is as the building goes up to make sure that they're within the
tolerances.
 And you usually have three sets of surveyors.
 One is with a steel contractor, one is with a construction manager, and the third is usually by the owner.
 Right. And of course, they they use they put devices on every floor to make sure that when you when you plumb each
column,
 that it's within the tolerances that the building is supposed to be.
 Right. Inspection and testing. Special inspections.
 We talked about engineer drawings. Right.
 And how they're not 100% complete.
 Then we talked about the shop drawings where the fabricator actually finalizes the details and completes the design.
 Right. So at that point, you have a complete design, a complete, you know, a completely engineered set of documents.
 The responsibility at that point has been transferred from the design engineer to the engineer of the steel fabricator.
 Right. You guys with me so far because they completed the design.
 Now comes the third suspect's tests, and that's special inspections, right?
 When the building is constructed, the special inspections firm that that comes in does the testing that test the integrity of
the steel test.
 Testing the titan is the talk of the of the bolts, testing the welds.
 Right. Testing the strength of the concrete. They actually sign off on the construction.
 They sign off on the erection.
 And at that point, the responsibility goes from the engineer to the fabricator to the firm that signs off on the erection
process.
 And without them, you're not going to get a building department, especially in New York.
 You're not going to get a department of building sign off because they're putting their license on the line and their name on
the line.
 That the fact that, yes, this building was constructed per specifications correctly.
 Right. And of course, within the necessary tolerances.
 So you need them to come in and do their special inspection usually and usually begins with visual inspections.
 Right. And, of course, look, I mean, if they'll they'll come in and test some bolts, and if they find that the bolts are fine, they'll
move on.
 But if they find one wrong, then I'll continue every single one and go from one to the other to the other.
 Right. To make sure that they're all copacetic.
 Right. And then, of course, you know the start testing for welding.
 Then once you get into ultrasonic testing, your.
 That means there's some serious problems going on here. And then fuel bolts, of course, like I said, they typically test a
handful.
 If they find that they're not torqued properly, then they'll test every single one of them.
 Yes. Liza? Yes.
 So I said that the that the magnetic particle testing and ultrasonic is the percentage of wells specified by the engineer.
 And it's just wondering if that engineer is that engineer from that independent testing lab or is that different than if you're
looking for a design?
 It's a design engineer. Okay. Because the results go back to the owner and the design engineer.
 Yes. That's how you create a system of checks and balances. Okay?
 Sure. Okay. So why do we need special inspections?
 Of course. Because you want to get your sign offs, right?
 It's all the specific elements mandated by Dobey and inspected by qualified inspection agency.
 Now, the inspection agencies, the the agency that does the special inspections, they're licensed by the city, by the
Department of Buildings.
 So when they come in and do an inspection, they're literally signing off on your building,
 because without their signing off, you're never going to get a civil right.
 That's a certificate of documents. Okay, Let's talk about procurement.
 Right. Instead of talking about we started talking about the the GMP.
 That's a form of procurement. Now, let's talk about buying out, having a set of bidding documents to buy the actual steel.
 Right. When you when a G or CRM were GC or design builder for everybody, when they go out to buy a subcontractor, Yes.
 They start off with plans and specs. Right. That's the norm.
 But that's not all that's included in the bid package. Look at some of the stuff that's in there.
 TAPPER Proposal. Right. Submit bidder qualifications.
 Right. Submit a sample contract if there's any alternate.
 Right. If there's any logistical concerns, hours of operation, labor rates, insurance, if there's any bonding,
 that's the kind of stuff that every seam or GC wants to see when those bits come in to make sure not just a we you have a
price from the contractor,
 but the fact that the contractor is financially qualified to do your job.
 Right. It's almost like doing a background check on the contractor. Right.
 Some cases, even some in financials. Well, bonding is a form of submitting financials.
 Right. If the contract is bonded able, that means that he or she has some sort of financial capability, some good financial
capabilities.
 You guys do bonding? No.
 Read about it. That's a class in itself.
 Yes, ma'am. Picking up after the construction work and the construction documents are part of the bid documents.
 Okay. Changes You want to change in the column?
 And then. So what? What ends up happening is they'll.
 They'll. They'll make those in the bid documents that will include the the bid documents.
 They will include the design documents and or any sketches that that shows any potential changes.
 Okay. Any other questions on what what's included a bid document.
 Most of the topics not covered in this class, in another class.
 Oh, yeah, it's. I take that class.
 It's important, right? Take that class.
 So we talked about detailing, Right? Shop standards. So the fabricator will issue drawings to the engineer showing how it is.
 It designates steel members for detailing shipping and erection.
 That's important because every single steel member has a number, has a designation.
 Might not be a number. Could be a number, and a letter has a designation because that designation will show you on the
drawings.
 Okay. So I want to look at this point while that's concrete.
 Okay. Let's say let's say this beam or steel, Right. If I want to look at this beam.
 Let's say this. This is what floor we are. 5/5.
 So this is five C ten, right?
 So this beam is five, C ten. I should be able to go right to the shop drawings and look up and in the calculations and look a
 beam five c ten and know everything there is to know about that beam inside the shop drawings.
 All right. Really? Is that a.
 Sure? 6010. Is it that important? Yes, you're right.
 It's a six. It's a sixth floor slab. But seriously.
 But yes, you're right. It's a sixth floor slab.
 So every beam, every column has a designation.
 So one plus the other. The other part that's important about having a designation when you ship out.
 Right. We're going to talk we're going to see shortly how the steel gets shipped out to the site,
 how it's procured, how it's fabricated and how it gets shipped out.
 Right. The folks in the field. Right.
 The people doing the the steel erecting. They'll call out what floor they want.
 What beams do they want? Right. And they'll call them up by designation.
 They won't just say six w weights because you can have multiple lengths.
 Right. Of W weights. Right. You could have w weights on the sixth floor.
 Sixth floor or on the second floor or on the other side of the 10th floor.
 Right. So you need the exact designation because every beam, every column is designed for specific location depending
upon the usage of that area.
 Does that make sense? Any questions? Great.
 Detailing shop standards. Well issued joint to the engineer shows the steel members we talked about detail
 shop drawings of that are required also to go into the production for construction,
 you know, to ensure manufacture drawings, you know, to do and sequencing and do material,
 take off, create steel lists and bolting schedules and all that kind of stuff.
 Right. You guys can read this on your own. A typical this is an engineering drawing.
 Right. So when building right. This was designed by Costantini, Cosentino is a mechanical who is a structural.
 I think it's too much. Yeah, I think it's third Tomasetti.
 Yeah. So connection engineering. The fabricator will design, submit signing details and calculations to the structure engineer
for review.
 Take into consideration the and the engineers design loads. You talked about detailing, right?
 We talked about them, of course, starts with the model, which is which Usually the model usually is produced by the design,
 by the architect, and everybody else gets to take it over and input their information of it.
 Now, yes, I agree. Having a 3D model is considerably easy to visualize both clash You know what potential conflicts are,
 as well as eliminate a lot of issues before it actually goes out to the site and to the contractors.
 Right. This is some of the software that that that that's being used for Still detailing.
 Autodesk is a great model. Bentley has a great one. I've heard of this one.
 I've never seen it. Two steel 3D.
 But these two, I've I've seen them or work with them in the past.
 Okay. But there's so many out there, I couldn't possibly list every one of them.
 So here's some erection drawings, Right, that show?
 Well, this is just a cover page.
 Just show some of the building overall, the various floor, the various heights, some typical details, But all the details are
really to follow.
 So can you imagine having to do this on a 3D drawing or excuse me, a 2D drawing?
 Right. It would be impossible. It would be stretching so that it would be so difficult to actually visualize and to get it right.
 So, I mean, that's what it looks like. That's what it looked like when they were actually fabricating it.
 Sharp drawings. Right. That was what we used to work with.
 Right. Two dimensional erection plans for each floor and each individual piece.
 Right. We talked about coordination of other trades.
 Some of the things to take into consideration is, of course, risers, fire rating of floors wise, fire rating of floors important.
 What is five rating of floors? Yes.
 And what do you do to achieve that? That that the hours of fire retardation and the sickness.
 Right. That's the key part is the thickness. Because when you do spring or fireproofing, it's not like a quarter of an inch.
 It's a couple of inches. Right. And of course, that's one of the items that needs to be signed off.
 So if you walk through a construction site, you'll see all the time.
 Right. You have the steel goes up, the concrete gets poured, the spray of fireproofing follows and they spray the deck,
 the spray, the beams, the spray, the columns, and you have good 2 to 3 inches, depending upon what the material is.
 Then comes the mechanical trades. And what is the first thing they do?
 They scrape out the spray and fireproofing because they want to attach the hangers onto a piece of steel.
 Or if doing the coordination process,
 the only way they can possibly get a piece of duck or piece of conduit or a piece of pipe past the steel is basically hug the
steel.
 So they scrape off all the spray on fireproofing. Right.
 So you have down to a quarter of an inch. Now, that's not esthetic.
 That does not meet code, that does not meet the fire rating that could potentially fail on a test.
 So how do you eliminate stuff like that? That's the kind of stuff you took into consideration when you do coordination.
 And it's not just a function of where's every pipe or piece of duct goes, right.
 How do you how do you allow how do you not impact other components on the building?
 And as this young lady said, it's depending on what material it is.
 And of course, that depends that that that impacts how much material you need to get the proper fire rate.
 Right. Oh, minimize fuel welding, of course.
 Sure. Requirement for decks and beams. Even with the steel building, when you pour the concrete, the deck will sag.
 Right. Because of the weight of the wet concrete.
 The wet concrete weighs more than what the actual dry concrete is because of the weight of the water.
 So until it's fully dried and it's fully rigid. Right.
 You don't want the deck to sag because if it sags, what does that mean?
 Your floors is uneven. Right. And then to make them level, what do you have to do?
 Pour more concrete, which adds additional weight to the building.
 Right. And cost. Right. So you have to come back and pour more concrete on top of what you're what's already hardened.
 So you have to allow for the an engineer.
 How are you going to show the decks until the concrete is fully set, minimally until it reaches the seven day strength, which
is, what, 70%?
 And then the other 30% takes place after the remainder, whatever, two or three weeks.
 Right. 30 days, you get full 100% strike. Right.
 So for the first until you know, when when it's wet, you have to short every so many feet to keep the the deck from buckling.
 After seven days when it reaches the 70% strength, you can remove some of the shores.
 That makes it easier for other trades to work on the floor.
 But it's not until 30 days later that you can actually take out all the shores to give access to the trades to work freely
throughout the floors.
 Right. Any questions? Right. And I'm sorry.
 Now, we've talked about our sequence work. We talked about a little bit of tolerances, winter weather, erecting steel in the
winter.
 As you know, it sucks. Right. It's difficult.
 It's dangerous. You lose a lot of productivity, you know?
 Right. Keeping the foot, keeping the young workers and all the trade safe when the building is being wrecked.
 It is a challenge in itself. Right.
 So if you can minimize the amount of time that you're actually erecting through the winter, it might not be possible.
 Right. Because if you have if you have a one year erection schedule, well, no matter what, you're going to go through the full
cycle.
 Some of spring, summer, fall, winter, spring. So you're going to go through the winter in the summer and regardless.
 So of course, that's where you lose a lot of your productivity and for obvious reasons.
 So you're awarded the contract if you bid the job.
 You get the job. You're a non worker. Right. The first thing you do as soon as you sign the contract is you place your mail
order, Right?
 Your mail order is raw steel, right?
 Not fabricated steel. Right. It's you buy standard lengths of W.
 S, you buy standard lengths of W 12. You buy standard lengths of W 24.
 You're going to get them to Miller. Now, these are not cut size.
 They don't have connections. They don't have drill. They're not. They're not drilled.
 They're not for bolting connections. Right. There is no angles cut to them.
 All that stuff takes place after it gets to the fabrication.
 Right. So whether you're getting your steel from Canada, Europe, China, the US, wherever you get it from.
 Right. The first thing you do is you order the mail order.
 Right. Then it goes into the.
 That's what the mill. That's what the mill looks like when they make out raw, when they just just crank out steel sections.
 Right. Then it goes into the general fabrication sequence where it's cutting and drilling,
 welding, finished coating, and then, of course, delivered to the site.
 These this this is some of the fabrication equipment that they used to to cut to cut the to the steel.
 Somebody has a question. This question here on line.
 The is factories that are fabricating the steel, are they certified for the work they're doing,
 the activities in the greens or are there ever any problems that arise?
 Are they certified? Good question. I don't know.
 I assume they are with somebody. Right.
 Otherwise, if they're not approved by I mean, the engineer has to bless where the steel is.
 The design engineer has to bless where the steel is coming from.
 That's a I've never. I don't know. Nobody's asked me that question before.
 I can find out. Yeah.
 It's just something that that that kind of got out there, but not appreciated.
 Yeah, of course. I apologize. I, I don't know.
 Good question. I'll find out and I'll tell Dr. De.
 And then he can respond back to you. Right. So, fabrication equipment, methods, right.
 Right now, everything is is computer is using CMC computer numeric controls.
 It goes from the 3D model right to the shop. Each each piece is labeled.
 Each piece is fabricated directly in the shop. There's no shop drawings.
 There's no putting in the plant, picking out which steel sections you want to do.
 Okay. This is some of the equipment in the fabrication.
 Right. A laser cutter. Four special sections, a plasma cutting table.
 This is predominantly for plates, not necessary for steel members.
 Robotic welder for atypical sections, of course, the band saw.
 Four smaller columns and pipes hole puncher.
 This is and I apologize. I don't know what the heck this is called.
 But it's it's it's a machine that you feed when you fabricate steel.
 There's there's there is a there's an oily film on it that when you go to the fabrication with that oily film prevents you from
welding.
 It doesn't allow you to put the paint there or to or to put any kind of finish on it.
 So of course, by taking it through this machine, right.
 They shot blast all the oil that that film off of it so they can actually do this.
 Right. Otherwise, the protective coating on the steel will not adhere to it.
 So the machine do it. And then when they get out of the car, they can coat it.
 Right, Exactly right. So here's two gents.
 This is an atypical section. Right? And there are a lot in the US we can only we only fabricate steel to a certain size.
 Right. The largest sizes only.
 I think Canada and Austria have the equipment to fabricate steel of that magnitude.
 Some of the really, really huge sections that you see out there.
 Right. But what we need what we do in turn is we'll take steel plates and weld them and create a steel member.
 As you see here, these two gents welding the connections of you have, you know, here's your web and here's your two
flanges.
 Sorry. Built up members, in a sense. Yes.
 Okay, Here. This. Now, this is a small shop.
 This is the kind of shop that you go to. It's like, okay, you know what?
 I'm in trouble. I have one beam that came in fabricated incorrectly.
 I need a beam of similar size, and I need it by, like, Monday.
 Right. I can't wait for another one to come in from the plant or to get another mail order in to get it to bring it in and
fabricated.
 So you go into these smaller shops and they will hopefully they have a steel section that meets the
 structure criteria and you can fabricate in a matter of days and get it out to the to do the site.
 This is a very it's actually this is a miscellaneous iron shop. It's not really a structural steel shop.
 So storage and delivery to job site. So this is what the mail order looks like.
 That's what it comes out. The mail order looks just like that.
 Standard lengths of steel members. Right.
 And this is what the fabric that's what they look like after fabrication.
 And as you can see, you have these gantry cranes that move the steel back and forth, and they're all ready for delivery.
 And at this point, after this fabricated, they're stored in areas where if this the folks in the in the field say,
 we want the first floor, well, there's your first floor.
 They'll bring the trucks and load up the first floor in a sequence that it's going to be erected and delivered to the site.
 Right.
 The last thing you want is have the wrong sequence delivered and have it stored to the site because there is no room at the
site to store material,
 especially when heavy material such as this. You can only load a floor so much with so much weight.
 Right. And this is a heck of a lot of weight loss.
 You know, this stuff used for quick 10 minutes break.
 Okay. So it's eight 2820 500, no, I'm sure.
 Yeah. Yeah, I want to I can't wait to go home and go to bed, you know.
 Yeah, I. Because the first thing in the world, it's like is this Friday.
 Oh, really? Okay, well, say yes so that maybe I'm going to take you with me.
 Yeah, please. We have to. I'd love to go. I would love to go.
 I like it. What's that sounds like.
 Let's go get them more engaged. Absolutely.
 Some of the boys, when they look at this, all of the different types of management.
 Yeah, The women I'm teaching and I see in this class mentioned GQ section proceeds, which is kind of perception
management system.
 So we've got public funding methods that control in general.
 Okay. But this one is this is all such techniques.
 And this presentation is specific.
 We're doing it. Don't think it. And like the audience, by the way, it's a lot different.
 It was a lot of unnecessary redundancy on the on the other one that it's here.
 I think you're trying to speak. Right. Exactly. I like some of the sticks with the picnic and all the way to the process.
 But now obviously with the construction and in the cup with the kitchen staff and so.
 So that's. Let's take some photos.
 Okay. I want to show like that in your sitting at the table.
 I'm better because I'm older and more experience, more places.
 Yes, I still haven't taken a joke,
 but all of the members that are available in the steel construction trades are still fabricators that can produce all of your
members that are.
 No, it's impossible. Think about them. Think about how many hundreds and hundreds of steel members are out there.
 Now, let me back up for a second. When you when when you put in a steel mill order.
 Right. They can produce any kind of shape you want because it's basically hot steel that gets pushed through through a a
press or a mold.
 That's not what I'm looking for. That goes through a mold. Right. And if they don't fit the mold, they'll make the mold for
you.
 But it's impossible for everybody to have every single steel section.
 Oh, okay. Okay. But if they don't, you know, the bigger shops, like, well, I don't know Bethlehem anymore, but like, the
Bethlehem.
 The Bethlehem of old, like you said, didn't have that steel section.
 They'll make the mold and they'll not crank out the steel section for you.
 Because just to give you some context, the reason why I asked is, like, for another class,
 we had to you were designing a So we're been asked to design like a 101 story building and our specific team has to use
steel columns.
 Okay. So as a result, we've used these built up column sections, and just based on the loading,
 most of the building has these built up column sections that require welding on the sides.
 And the reason why I asked was I wanted to know if I could if I could go to a steel,
 like if I was really carrying out the project, if I could go to the steel fabricator and ask them to.
 Is there is there smartboards here? But no, because the answer is yes, you're 1,000% correct.
 You might have a column that can withstand so much, so much loading.
 Right. But then by welding a plate on each side and reinforcing the flange, you could be increasing the loading capacity by X
or two X, Right.
 And that's some ways of eliminating, you know, you know, of a steel, you know, the lack of a specific steel section.
 Because I was just I'm trying to come up with ways to cut down on my weld usage as well.
 When you've running. Well, look, some cases you're better off going to a larger steel member, right?
 If your loading is what let's say £100.
 Right. And you're looking to to save money.
 So you pick a column that can withstand £80 and you build plates to it to get to £100.
 You're better off going to the next size up. It cannot withstand £120 and not eliminate all that special additional fabrication.
 Right. And that's the kind of thing you should take into consideration. No, definitely.
 It's just so like we have I think it's like for the last 30 floors or so, we switch to each other sections that come right out of the
manual.
 Okay. But everything below, we have these, like, specific built up sections.
 Why you couldn't find a member that would that would none of the members like met our area requirements really,
 particularly the ones who are at the very base of our building this point.
 Not enough floating. They couldn't. So we were forced to use it.
 And like, you know, I just want I wanted to know, like, if I could go to a fabricator and.
 Yeah. Of overseas. Wow. Austria.
 But then the transportation cost me offset it. Yes, absolutely.
 And also the time from that, you'll get it. God knows when, how you're going to get it.
 Wow. Oh, too much, too.
 Sorry. No, no, no. If it was easy, anybody would do it. Oh, yeah.
 I mean, you know, I feel like that's what makes the, you know, good engineers ability to track absolute cost optimization.
 Right. Safe structure, in my mind. The bare minimum. Yes.
 Yes, of course. Yeah.
 Yeah. The whole U.S.
 I think. Plus.
 It's. You can.
 That's why you go. So what?
 I'm going to take a quick question. Okay. All right. You guys ready?
 Well, I guess it's not quite.
 Take your seats. Let's get cracking. Okay.
 So we basically walk through the engineering value engineering method of contracting procurement,
 shop drawings, fabrication, and now we're ready to deliver it to the site to start construction.
 Right? We dealt with all the components of the project.
 So what's the first thing we need to take into consideration before construction actually starts?
 Right. And that's permits. There are a ton of permits that needs to need to be had before any kind of construction starts.
 And here's a rough list of all the potential permits.
 Right. Why is that critical? Because permitting has to be part of your planning process.
 Because for a new structure, it takes 8 to 10 months and almost a year to get approval.
 So by the time you submitted your actual drawings and the usually you run the D phase, that design document phase,
 by the time you actually have a real work permit that you can start construction, it could take a year.
 Right now, that year, you're not just sitting around doing nothing, waiting for your permits to get approved during that year
period.
 You're out there bidding, you're buying, you're buying subcontractors, you're buying your steel,
 you're bond, you're buying your foundations, you're buying your mechanical equipment.
 Long lead items such as air handling units, light fixtures, whatever other possibly equipment controllers,
 elevator controllers, elevator machine room boilers, whatever the heck is goes into your building.
 So as the Department of Buildings is reviewing your plans, you're procuring and buying the job and securing the long lead
items.
 Right. That's where CRM takes is most effective, because if it was designed, built, right, you can't do any of that stuff until
you're 100% complete.
 You have approvals. Then you go out and stop buying everything all at once.
 So you literally lose that aspect of time where you could be putting to good use.
 Does everybody see that? Any questions about what I just said?
 Good. Okay. So these are some of the trades that are involved in the erecting a steel structure.
 Local 40 ironworkers, obviously Local 14 operating engineers.
 They're the ones who operate the cranes and all the heavy equipment. Local 15 maintenance engineers for tower creams
and generators.
 We talk about surveyors. Right. Local 15. 580 that has miscellaneous iron and ornamental metals like stairs.
 Usually Local 580. They're not. They're not.
 Local 40. And of course, last but not least, the teams of drivers that deliver to the job.
 So here's the planning.
 A rough planning of a. Of mobilizing to a site of how you would lay out the site.
 This obviously shows two cranes. Right.
 And that's the radii of the two of each crane. Right. And this is a very dangerous area.
 So it's a very carefully choreographed dance to make sure that the two cranes don't impact or or, you know, don't impact
each other.
 So you can have them both. You can work from both sides of the site simultaneously.
 The key component, a part putting together a logistics plan.
 Right. Besides safety, safety is a huge component of a logistics plan.
 Is the productivity. Right. Think about it as you're going up with the building structure.
 Ironworkers are not the only trade working on that building.
 You have ironworkers, you have concrete workers, you have mechanical trades, plumbers, steam fitters, electricians.
 You have carpenters that are doing safety protection. Right. So all those trades.
 They need to be fed equipment and material.
 You don't want them sitting around the carpenters, the plywood, the electricians, the conduit, the plumbers need pipe.
 Right. The steam fitters need pipe and the tin workers need duck.
 The concrete masons have concrete coming in all the time, pouring on every floor.
 You're spraying fireproofing. All of those are coming in on a daily basis.
 And that's an activity that takes place consistently right until the building is done all the way through the interior fill up.
 It might not be steel and concrete and pipe, but it might be carpeting and partitions and crates and crates of ceiling tile.
 All the stuff has to be coordinated and delivered. That's part of the logistical planning.
 How do you get all that stuff into the building? With what just happened?
 Am I done? Can I go? I saw this from the beginning.
 So this was still happening after I was done.
 Okay, so how do you get all that stuff to the site?
 Sorry. So for you as the construction manager, what's the scope of this?
 Like, do you have to literally get everything from, like, wherever, like, whatever factory or warehouse it's coming from to the
site?
 No, no, no, no, no. It's trade is responsible to get the raw material to the job.
 Right. It's your job as the traffic cop, if you will, to make sure that that material gets delivered.
 Delivered safely, goes up in the building, and everybody has a chance.
 Every trade has the opportunity to get the material on site to continue their work,
 because if you fail and you have a trade that if that that can to work, that trade could very well impact some other trade.
 So it could create a domino effect if the workers can't work,
 if they can't if you can't deliver steel or if you can't get decking, if you can't get bolting,
 if they're missing, if a welding piece of equipment goes bad,
 if you bring in another piece of equipment and they don't have it, they stop because they can't work.
 Right. So of course, everybody else catches up to them and they can't be right on top of each other.
 There has to be a distance between one trade to the other.
 Trade to the other trade, Right? It's a production run. It's like making a car.
 Right. If only it's vertical and considerably more dangerous.
 A complex, but dangerous. Right. So making sure that those deliveries go up on every floor, that they come in when they're
needed.
 That's your job as a construction manager. The coordination of the deliveries from the fabrication plant, wherever that
fabrication plant is.
 That's the subcontractors responsibility. Right. Makes sense.
 So when you deal with logistics, it's not just the logistics within your site.
 It's logistics around the entire perimeter of your construction site.
 Right. Because you're impacting streets, right.
 You're impacting side roads. You're impacting bless you.
 Other structures, Right. You're impacting homeowners and pedestrians and, you know, neighbors.
 In some cases, you could be impacting neighbors that are blocks and blocks away.
 That's why you need to know how does traffic flow where the bus stops?
 Because you can't put material where the busses are. Right.
 D.O.T. will not allow it. When you get permitting everything inside the property line is Department of Buildings.
 Everything outside the property line is the proper transportation.
 Right. And they both are equally as strong, as effective, and they're both equally as punitive.
 If you break their rules, they'll shut you down.
 That means nobody can work or nobody can deliver, right?
 That means the job shuts down.
 And when you have a job site, we have 300 tradespeople working on the site and they can't work because they can't get
material.
 They can't go up and down the building. Can you imagine?
 On the average, cost of a tradesperson is $150 an hour.
 So 300 times 150 times 7 hours.
 That's 2100 times 150. That's what, 250000 to $300000 per day.
 Right. And that's just the trades. So things take consideration, right?
 Utilities. Well, utilities, trees. New York City, you're not allowed to touch trees.
 You can't cut a tree. Right. It's against the law. They're very well protected.
 How do you how do you state your trucks? Where is your construction staging area?
 Where do you put your crane? Right. Where do you put your hoist?
 Right. How do you disable protection?
 Temporary Chanties. Where are the offices? Where's the hoist?
 Where's the stamp application? In the event of a fire. How are we going to get water up the building?
 Right. Where are you putting? Sorry.
 Where? Storage containers. Temporary toilets.
 Right. Where's your loading dock? Safety signage.
 Well, this. Some of it is redundant, but you get the gist of it.
 Right. So here's. This is the site right here. So understanding how traffic flows is critical.
 Right. So when you have these are little trucks, as you can see.
 You can't store them all up and down your block.
 Your neighbors will go berserk on you. Right. They'll call the cops on you.
 The cops are shut you down. Right. So you have to stage them in other locations.
 We can easily call them when you need them. If you're pouring concrete and you're pouring 200 yards.
 Right. That's 20 trucks. Where on earth in Manhattan do you line up?
 20 trucks. You don't.
 You have to spread them out and call them in on an as needed basis.
 Right. You just don't have the kind of luxury when you're building in New York City.
 Right. Your staging area. Certain floors must be upsized.
 What is upsized means? That means certain floors. Even if you have a design loads.
 Right. Let's say, for example, a roof load is £100 per square foot.
 That's a typical New York City code for a roof loading, because you really don't have much loading up on the roof.
 The exception of snow loads.
 However, if you're using that roof to store material and you very well might have to write steel decking, mechanical
equipment, right.
 That's sitting on the steel, not necessarily sitting on steel, that the weight is being transferred down to your foundations.
 Right. You have to beef up those floors to carry that additional temporary loading.
 Right. All the stuff has to be take into consideration.
 All the stuff is to be taken into consideration during the planning stage, because once it's erected,
 you're not going to go back and net additional steel members to to to beef up your floors.
 Right. Temperature Chanties.
 What do you put them? Right. How do you get how do you get from the chanties?
 The other thing is that you want to put the chanties or the trailers close to the site.
 Right.
 You don't want the tradespeople to go to have to take half an hour to get from the chanty to the building and another half
hour to go up the building.
 Right. That's a waste of time and money. You want to be as close as possible to have.
 So they have the minimal amount of commute to go up into the building and start working.
 So here's a typical site plan. Here's concrete.
 Here are the two cranes. He has one crane here. Here's the other crane.
 Right here is the the the spray on fireproofing pumps.
 Right. To go up the building containers. Temporary bathrooms.
 Material hoist. Loading.
 Dock. Protection of adjacent structures.
 Right. Sidewalk protection. Because you have to. You have to go 20 feet beyond your property.
 Line needs direction. Taking usage of one lane in each road.
 Think of this when you have road frontage on two roads.
 That is a blessing. That is such a luxury that you don't always have in New York City.
 I remember when you were building down at the World Trade Center. The World Trade Center is six acres, right?
 What do you find? Six acres in Manhattan.
 And even that was very closely choreographed because you didn't have this one project you had on the West bathtub.
 You had the memorial on Tower one, on the East bathtub. You had the Oculus.
 You had Tower two, which didn't really go too far. But you still the foundations went in Tower three and Tower four.
 So all those buildings, there were 3000 tradespeople at any given time.
 And the World Trade Center. So keeping that everybody fed material and equipment, it was a challenge.
 So that's what that that's what it looked like. And this was this is Memorial Sloan-Kettering.
 That's a hospital. This New York hospital is, of course, one. They had to be maintained open because you're in a hospital
area.
 So you had to maintain clear at all times for emergency vehicles.
 So here's your crane drawings. Right. You create and you engineer in drawings.
 Howard SHAPIRO on the Premier Crane Engineers in the city. The location, the span reinforcing.
 That's not the building where just that was a cool thing. I just throw it in there.
 I thought it was cool. So here's the South crane.
 Now, the other thing you've taken consideration, of course, is that not when you're erecting the building,
 depending upon the size of the building, you don't necessarily come up with all the floors at the same time.
 On the south side started fast. As you can see on the south elevation, you're already up to the third sublevel,
 whereas on the north side you have a street crane and you're still working your foundations, right?
 This is your starting point. So the south side is obviously further along.
 And you can see it here. Here's the south. Here's the north.
 Just catching up. Coordination with other trades.
 We talked about the mechanical trades.
 We talked about elevators. Talked about curtain wall. Right.
 Where do you place your crane pad? What do you place your crane on a building.
 Something that you can always put it on the exterior of the building.
 Because depending upon how much what your permits are, it will allow you to put it on the exterior of the part of your
building.
 Some cases you have to put your crane right through the middle of your building.
 So selecting where you crane goes is important because you can't finish those areas where your crane isn't.
 Until the crane comes down and you come back and fill all the openings, you can't finish that area.
 So if it's a critical area, you're doomed. You're doomed schedule wise.
 So you try to pick the most benign area to actually locate the crane.
 Right. And here's some some crane locations.
 Right. So here's some shoring on on decking down below.
 Here are some composite construction. Curtain.
 Well, let's talk a cardinal for a moment, Right. Here's a typical curtain wall section.
 So here's your slab. Slab, lower slab, the fifth floor.
 And here's a sixth floor. Right.
 And this is your steel column and interim steel in between because it's needed to support the interim support of your
curtain wall.
 Curtain walls and this facade of the buildings are extremely critical component of your whole structure.
 Think about it. Right during the summer out there, it's what, 90 degrees during the winter, it's 20 and 30 degrees.
 So you can imagine how much the skin of the building moves inside the building.
 It's a somewhat constant, let's say, 70 degrees. So there's a big delta between the inside of the building, the outside the
building.
 So you have two differing structures that move totally differently from each other.
 The curtain wall moves in or your skin of the building moves in in one way.
 And then your building of doesn't move as much because you have some sort of you have some sort of you have constant
temps.
 Right. So there's minimal except for settlement of this building so old, I'm sure it's settled by now more than once.
 But, you know, you don't have the same level of movement.
 But regardless of age, the skin of the building is going to move.
 So you have to besides the fact that supporting each other, you also have to separate each other.
 Right. So your joints, your joints, great. Your arm, your connections should be very well coordinated.
 Here's some more details. Curtain. Wall details. Right.
 Elevator shafts. Right. We talked about the talents of the elevator shafts.
 Right. One inch for the first 20 floors.
 Because if if you're off, your elevators can't function, or you'll be shopping all night long to make sure you create a level
chef.
 You'll be chopping after hours because it's not safe to do it during working hours because you have
 the elevator folks working during working hours and you don't want to impact them from working.
 So if there's any repairs to the elevator shaft, you do midnight when they gone.
 That means you're paying overtime and you're going to pay. Not just that, just the people doing the work in the elevator
shaft.
 You're going to pay the temporary electrician to keep the lights on. You're going to pay a temporary plumber for the
bathroom.
 You're going to play. If it's winter, you're going to pay for temporary heat. If it's summer, you're going to pay for temporary
air conditioning.
 Right. So you're going to pay for a whole slew of individuals to pay for those mistakes.
 Right. Mechanical equipment and shaft openings.
 Right. We talked about mechanical coordination. Typical openings we talked about early on about how the engineer
designed some typical openings.
 One of the things that we asked for, right, you look at this opening, this is roughly what I don't know how that is.
 Is that one for two by one for two? Right. This one here is since simple fact, this one is a little different.
 We always asked for the engineers to give us some standard opening sizes.
 That way every time. If we have to create an additional opening on a slab to pass through a mechanical a mechanical
service,
 we have to call the engineer and say, okay, give us a design for this penetration.
 Give us a design for this for the slab or beam penetration.
 We have him accessible, said, okay, we're going to use this. Obviously, we tell them what we're doing to double check to
make sure that, you know,
 we're not putting an opening here and another opening right there, which of course, will impact the overall integrity of that
area of the floor.
 But nonetheless, with typical details, without having to do a heck of a lot of redesign for every single location, rigging of
equipment.
 Huge,
 because you're not you're besides rigging the steel to get that up on the building using the crane right in Tamper Steel for
crane is still erection.
 You're rigging other equipment. You're rigging air handling units. Right?
 You're rigging machine. Your elevator machine equipment.
 You're bringing up piping, you're rigging up your curtain wall sections, your glass partitions, conduit pumps.
 Right. Here's a crane detail on the exterior of the building and how it ties in.
 Now, we talked about vibration earlier.
 So you can imagine the kind of loads and vibration that the building is imposed that this crane is imposing in the building in
these two connections.
 Every time the building moves, this whole section Will wants to move with it.
 Right. So what do you have to do? You have to design for it early on.
 Right. This is how you jump a crane. So here's an extraneous something you don't see very often, a crane on the side of the
building.
 Right. This is Tower four.
 Yeah, it's 12 four. So instead of using the crane up top because they want to continue erecting the building,
 they put a secondary crane on the side of the building to help with a curtain wall erection that you see right there.
 Right. That, of course, frees the main the main cranes up top to continue in the progress of the building going up.
 This is the crane on top of tower one. This is inside the cab of a crane of Tower one.
 Let me tell you something. I'm not afraid of heights. Right.
 I've walk the steel down here. I'm sitting in the cab and watching it sway back and forth is terrifying, especially if you're not
used to it.
 It is. I've never been so scared as sitting in that cab, I guess.
 He was used to it, but it took me. It took me a minute.
 Hoists. Right. How do you tie the hoist up to the building?
 The other component of tying the hoist up to the building and designing for the loads of the hoist is what do you leave
open?
 We talk about combat work. Right. Coming back to do extra work or closing up the space.
 You're hoist. You're going to end up leaving a section of your building totally exposed to the weather element.
 Right. That means whatever spaces are behind these plywood doors, you can't finish for two reasons.
 One is susceptible to to to rain, cold, whatever.
 Two, you can have every trade coming through. They're carpenters, plumbers, electricians.
 They're going to beat the crap out of whatever you construct in that area.
 So you minimize where you construct and you temporarily construct it so you
 can come back and get to it later and finish it after the hoist comes down.
 And then you enclose that entire run.
 By the way, somebody said to me some class a few years back, it's like, how do you know how many hoists you need on, on,
on a building?
 Right. What's, what's standard? So typical rule of thumb is one hoist per 200, 250,000 square feet.
 One hoist, meaning a dual do. That's two cars.
 Right. If you're building a 250,000 square foot space and you with two cars, you are doomed.
 Right. That's the minimum.
 You're never going to get material and equipment up and personnel fast enough to keep up with the kind of schedule that
I'm certain most people,
 most firms have put in place. So that's the bare minimum.
 Here's a building with here's the hoist opening. Here's a crane opening.
 Here's a building with just precast slabs. Right.
 Precast exterior. Kind of self-explanatory.
 He has an opening on the hoist in the interior of the building. This leave out right temporary hoist complex.
 The question is, what are you sacrificing to put the hoist inside the building?
 So typically your concrete decks are three floors behind your steel direction floors.
 Right. So as you're acting the floors, the raising gang is quickly followed by the finishing gang that has to talk up the floors
excuse me,
 the the steel and the connections to finish them all up.
 So. So you can continue with the the the concrete direction.
 So New York City code requires that no steel can be greater than eight floors ahead of concrete.
 Right. Two reasons. One, safety.
 Right. Because when you have the concrete, you actually have a working platform.
 And to the rigidity of the building. Right.
 To make sure that the building is rich enough to continue. Otherwise, you're going to have too much sway and you could
create all sorts of problems.
 As an example, the one question is going to be it's a it definitely exam question eight floors of global building movement,
right?
 Try to minimize the movement during construction phase which is very it's it's it's extremely important.
 Global building movements. Another good question for the exam.
 That's a good one. So here we talked about cantilevered sections, right?
 So here's a cantilevered section of the of the building.
 The way if we were to construct it originally and go up with it, you can see the kind of movement that the building will be
we'll have to deal with.
 And in order to overcome that, that would mean you would have to oversize the main structure.
 Right. And that's considerably more expensive than coming up with a structure,
 making this making certain that this is rigid and then coming back and erecting the cantilevered section.
 Right. That's the component of phased or comeback work.
 That's the kind of things you have to take into consideration. Right. Face construction.
 Right. Sometimes, you know, hoist openings is phase construction.
 Come back and finish that area. Right. Cantilever sections is comeback work.
 That's phase construction. Hoist openings. That's phase construction.
 Right. Leave outs for whatever reason. That's phase construction.
 Right. All that kind of stuff. You've you've taken the consideration then leaving areas out because you're running out of
storage,
 not being able to complete certain floors because you need the storage area to store equipment,
 to store material, sheetrock, steel, whatever the heck might be that's faced construction, having to come back and deal with
that later.
 Okay. Those are the kind of stuff you've taken into consideration. Safety always, always a huge component.
 So a few years back in January of 19, the Department of Building got rid of the best squad.
 Have you guys ever heard of the best squad? Right.
 They used to walk around the buildings and just scrutinize the daylights out of you, and they would give you tickets like
traffic tickets.
 Except it wasn't $50. It was like $500 or $5,000.
 Right. If you get enough for them, they'll come in and shut your job down because they they your job is considered not safe
at that point.
 Right. So that's what they that's what they used to do. But they were they didn't go away.
 They were replaced by the Construction Safety Enforcement and Construction Safety Compliance.
 Right. So now you have two agencies that come in and scrutinize the daylights out of you.
 Right. Five keys for safety. For protection.
 Always right. Clean site. That's the one thing that everybody looks at when you walk through a site.
 If it's usually a clean site, that means it's a well-maintained site.
 That means it's a productive site. That means it's a safe site. Right.
 If the site is messy and there's debris all over the place and it's garbage all over the place,
 that means the site is not properly managed or maintained. Right.
 That means that there's mistakes and other problems along the way.
 And that could lead to even more inspections and more and more problems.
 Of course, you have you have to have a licensed safety manager.
 Chemicals. I mean, there's so many different types of chemicals on a construction site between the paints, the adhesives, the
gases.
 Right. There's so many things that that could possibly hurt.
 An individual needs to be handled so cautiously, so carefully.
 Right. And, of course and, of course,
 having the proper first aid equipment and equipment and experience for people to do to give you first aid in the event of an
accident.
 So this is a gent who's working, working on the boom of the crane on Tower one.
 Now, that's a job that I will never, ever, ever do, because I think he's absolutely nuts being out there.
 I don't care if he's tired off or not. But by cone, they have to come in and periodically inspect all the weeds the way you start.
 Yeah. I don't really care if you're tied. Yeah, he is tied off, but he has to go out there.
 Him and two other folks to inspect all the welds on on the crane to make sure there's no cracks,
 to make sure there's no broken wells, to make sure that the boom is safe, to continue operation to sign off on it.
 Yes. You know.
 Well, you know what? I shouldn't say no. I don't know how close they can get to, you know, to photograph it.
 Yeah, that too. It's a good point. A good question.
 Say, no, that's not fair. It's a good question. It's a good, you know.
 But can they get close enough to actually see the weld of of every single member?
 Whiskey in. It depends on a whole lot of things.
 I mean, by the way, when speed and operator also depend on this individual,
 it's too when it's too cold, if it's raining, if it's icy, that dangerous as well?
 Yes, ma'am. What about what about using radar technology, lighter or lighter?
 To be honest, I'm not familiar with that. Yeah, drones, mainly.
 It might be better for such a situation, but I'm having a little later.
 It is not a break up of the drone and my 3D.
 You can detect the difference Between what?
 That would be more friendly and safer.
 Absolutely. Yeah, but. But but but from.
 From an inspection visit with you. That's a very good point. We are using a lot of protocol, as you would later for us before
bridges.
 Yeah. And we face a lot of that with challenges and but currently that is a lot of stability
 of the cameras that manage to zoom and to be able to get really good space.
 Okay. But from from in light of with inspection, the city, my understanding they are not accepting it as an inspection tool to
approve it.
 But for the pictures is a good assessment that but with this deal.
 I didn't know that. Me neither. Sorry. Good idea.
 Here's another shot from the cab. One of these pictures, you know?
 No, no, no. There was a professional photographer. That's all he did was take, you know, progress photos of the World
Trade Center every single day.
 So he used to send me all these cool photos. So here's here's it.
 Okay, Now, here's an older job, right?
 2001 compared to the World Trade Center.
 What do you see different in terms of safety between this job and this job, his wife?
 Well, first of all, she's not very well. He's tied off by not very well tied off.
 But there's no netting. There's no cables.
 There's no perimeter here. So here you have the whole building is diapered.
 Right. So you all your perimeter is safe to off this netting down below.
 Right. There's the steel comes with cables already.
 Right. When the rectum. So you can tie off immediately. Right. He's tied off.
 I mean, if he's going to fall, he's only going to fall down to this level. Right.
 Even that's not. It's not. It's safer, but it's.
 It's a lot safer than this.
 The work is one where we're one of the last trades that resisted some of these safety, additional safety,
 because they used to claim that the fact that being tied off is more dangerous than not being tied off.
 Right. I yeah. Literally, they didn't want to be tied off.
 Right now, coach says if you're working on a platform higher than six feet, you have to tie off.
 They're like, Well, that's ridiculous. Well, no, you fall off six feet.
 You can you can get seriously hurt if not killed. Right.
 So you have to tie off that. But now, of course, they're they're they've, you know, complied.
 Well, they had to comply. So these are some of the photos you can see, like the cable pyramid, a cable with no nets on it.
 Temporary protection of adjoining structure. So what's preventing these planks from just going off the side of the building?
 Right. This rope. Right.
 A good windstorm can easily lift this place and come tumbling off like a set of cards.
 So the new buildings, you know, nets in every opening.
 Here's the cab again. Different cab. Right.
 Working platform. Now watching these guys. Right.
 What's wrong with this picture? This is safer, but not 100% safe.
 Why is this not a safe place connected to.
 No. His line is going underneath his tool belt.
 So if he falls back, he's going to flip as compared to just falling straight down and being caught.
 So he's going to hang upside down. Questions.
 Yes, ma'am. You know, son, in the prison facility, CMU or a facade, the facade is just a generic term for anything exterior of
the building.
 So curtain was a facade. Curtain was a facade, but it was a glass a glass glass facade or brick facade or stone facade,
 or they're all facades right on the skin of the building.
 Yes, ma'am. Yes, sir. Is there any thought anyone like would explain this in stone?
 I'm sorry. Any what Godwin takes? God forbid, or anybody.
 Carpet. What's it called? Carbon. What it's like, Uh, then you leave and I'll make you feel something like Jesus says to me.
 Oh, that. No, not yet. Not that I've seen.
 Anyway. That could be. I haven't come across it, to be honest with you. Yes, ma'am.
 What is your opinion? Did you see the reaction so far?
 It doesn't matter what my opinion is, you have to do it.
 So whether I like it or not, it means it doesn't mean it deserves good.
 It doesn't matter. You have to comply because if you don't comply with all SHADO, shut you down.
 I can't ask you to get into walking over this platform, which is a victory 10 to 12 feet.
 The world could have the option of not signing. Then they can.
 But New York City code requires you to tie off. Double check that.
 Check the job codes. Nicholas, you have a question?
 Now you're muted. You're muted, I think.
 Or we cannot hear you, actually. No, we cannot hear you.
 Any other questions? Yes, ma'am.
 Do you, construction manager, ever make any kinds of decisions about, like, environmental?
 Many, Quite. Quite frankly.
 When when we buy out the the sustainability restrictions or concerns I bought early as part of the original contract of each
contract.
 So every subcontractor must comply with whatever LEED or sustainable requirements are imposed on them.
 Otherwise they won't get paid. Okay.
 Yes, sir. Along the same lines that you ever used a project.
 Based on concerns. Refused.
 No, never. Well, well, well.
 Hold on, hold on. Let's back up for a minute. Let's just take that question one, one, one part at a time.
 Have I ever refused a project? Never. Have I ever have refused a project.
 Have I turned my back to a project that has sustainable requirements?
 No, never. You. You make sure you deliver those sustainable requirements.
 That wasn't my question. My question was the project.
 Yes. But for the society, the impact on the client on that is negative impact.
 No, no. I how do you how do you come up with that sort of conclusion?
 If I'm handed a building and it's a structure that's not before LEED requirements, before sustainable requirements, why
would I turn it down?
 So if I if a set of a set of drawings came in front of me and you know that that building did not have LEED or sustainable
requirements before,
 they will lead and sustainable requirements, why would I turn it down? Nowadays, there are no buildings that come without
sustainable requirements.
 It's it's a new norm.
 But if some if something comes across my desk that doesn't if that's such a it's hasn't happened just so that I can make an
assessment based on.
 They didn't fire us. How do you do that?
 Because, for instance, you decide, maybe I don't need to build a C or a massive apartment complex for rich persons, a
residential public housing.
 Like you can see that that's an that's a.
 Is that sustainable? Is that an economic question?
 And if if the if the owner once wants us to build him or her an ultra expensive penthouse, why would we turn our backs to
that?
 If I were, you think we'd say that, you know, we're not building your building because your, your your your space is to
elaborate where you can.
 Instead of one person staying in 20,000 square foot apartment, you can house ten people in ten apartments.
 No, absolutely not. So the question is more it's more social than then.
 It is. Yeah, it's a social question.
 My job is not to get into the social factor. If somebody wants to build a high rise luxury building.
 That's my job, is to build them a high rise luxury building to the standard of quality.
 If I. If I was to build a housing housing project for New York City Housing Authority, then that would be a different project
altogether.
 We are not responsible for the social concerns over climate change very much.
 But. But. But you're not giving me climate changes. You're giving me socio economic change.
 Questions. Tell about example. Example looking at how you're getting your materials.
 So if using sustainability, if I have to comply with certain lead or sustainable requirements, I'm I'm confined to how I get my
material.
 If I have to procure in order to get the points that we need for lead and the materials to be has to be procured within a 500
foot radius.
 Right. And that's what we have to do. So like any project, if there is a negative impact on, let's say, society for any reason or
the environment,
 that's that's questionable from an engineer side, it's maybe more to the leadership of the company.
 You want to take and be part of such projects.
 Like internationally, I am aware of like my my students here from India can can help me with the projects in the slum for in
Bombay.
 The question is you you have a lot of people there and I think 50% live in a slum in Mumbai.
 And my my I work with a lot of companies in India and they keep asking the question,
 what can we do to redevelop the slums in a way that we provide housing for for the people there?
 But if you want to displace them in a way that they will not be there anymore and you will keep them homeless in a way or
another and take their land,
 then the question is, is an NGO firm is open to input into such a project or is that going to be impacting their image?
 So it seems like is that along the line or to say that infrastructure or building?
 I'm not sure with that. I'm sure that that that's not the question he was asking.
 The question goes around. We have certain examples of destruction that they will literally tell us that underscores is
completely sustainable.
 So the question for you is like, do you think that's the case based on your.
 Is that 100% sustainable? Yeah. No, no, no.
 Nothing's 100% sustainable. I haven't seen a building that's 100% sustainable.
 And anybody tells you that is whatever.
 Yes, sir. And, Nicholas, did you fix up at least opacity here regarding the voltage connections of effort?
 These are bought in advance. If there is a process to go back a few years later and check these before you get perking up
part of the contract.
 Is it because of those work? No. There's no process to go back once the building is complete.
 And by the way, most of the voltage connections are not visible.
 They're usually buried behind walls and spray and fireproofing and cabinetry and millwork.
 And I've never and no.
 Unless something happens like, you know, you see a crack in the building or see something fail or you see a portion of the
building,
 you know, that indicates failure of some sort. No.
 It's a similar concept here after a seismic event, anything like that, that would trigger it for me if you notice a crack.
 Only if you notice a failure or some sort of of the structure.
 Cracks. Breaking usually cracks.
 Cracks tell you a whole lot. A whole lot about what's happening.
 I appreciate. Thank you. Sure. That is. And that's.
 Design serviceability requirements. If you're as a member is failing, we designed buildings so that it fails in a relatively
obvious way.
 Well, yeah, right. I mean, you know, progressive collapse, right?
 I mean, the the the World Trade Center collapsed in a progressive, collapsing manner.
 If the buildings toppled over, the damage would have been exponentially worse.
 Right. But they collapsed onto each selves. So they were designed for that sort of collapse.
 And now every building is designed for that sort of collapse.
 But even for like non collapse scenarios. Designing things such that if they do fail, it's a lot easier for them to fail in a way.
 You know, for me, it yeah, I mean, like I said, a crack on it on a wall or a crack on a window can tell you that.
 Hey, that's a sign. Any other questions?
 Yes, sir. I find it interesting that you say you've never rejected a project.
 So that seems to imply that either the project you worked with did not have any major issues,
 or if it did have major issues that you were able to work around in.
 So I'm just curious about there's never been a building that had didn't have issues.
 I mean, like major, major issues like major or minor.
 What do you consider major? Just curious. Like either like there is blatant disregard of how the building is to be constructed
or the materials
 used either due to the cost to the people actually working on the site or due to higher ups,
 higher management, just showing lack of regard for local regulations or supply.
 I've never been in a building that had those kind of issues.
 So what were the issues that you typically don't like?
 Typical productivity, construction issues, coordination, getting material in on time, making sure that the job site is safe.
 That's fine. Yes. Sorry. You might have already said that, but what information or how much of the story or what degree of
power?
 Well, by the time we start bidding a set of documents, usually you know what the building is going to look like.
 Right. You know, you certainly know the height. You know how many floors, you know, most of the finishes.
 You have a pretty good idea what the structure is going to be. So there's very little guesswork to develop about the
engineers and the architects
 and sort of design team or work with them or work with them at the same time.
 Yes. So when do you get on to a project?
 It depends. Some cases before the design is complete.
 Some cases doing the design in some cases when the design is 100% complete.
 All depends. Any more questions?
 Yes, sir. You.
 Specifically. Still, aside from just just avoiding the whole other thing.
 You reduce costs and increase productivity and reduce the size of the steel.
 Right. Instead of using steel sections, putting trusses.
 Right. You know, avoid special special sections.
 Right. The more standard pieces used, the easier leg hollow sections to steel is not special.
 Right? Steel is very, very common and very economical.
 Any other questions? Hold on. What are you hoping an industry will pass along?
 What do you think has created?
 What skills do you think are? What skills?
 Skills as well. Depends what you will you be doing Design.
 Will you be on a construction site? Construction management.
 Be aggressive. Pay attention to detail. Develop thick, thin, thick skin.
 Try to leave nothing to chance. That's the advice I could give you.
 Yes, ma'am. Have I What?
 Yes. Hundreds, thousands. Millions of dollars.
 Billions of dollars. And my very.
 What? Very extremely. They suck.
 To put it mildly. Yes, ma'am. In general.
 Any other questions? Hello.
 Sorry. Thank you. Thank you. Thank you so much.
 Good luck. Okay. I'll see you next week.
 I applaud it for them.
 Yes, yes, Yes. Thought that was valuable.
 One of the things that really.
 It's just a question of.
 I mean.
 And I are.
 Specifically. I think that there's going to be a.
 Do you know what I would like?
 What it would be like?
 We know how when you start year doing that,
 you know what done on day one day the release of I'm never gonna say will be how
 long have you lived that it's been good for you so I thank you for having me on.
 Yeah. I don't know if it was one of my reference.
 Any questions? Calls, but thank you for having just.
 Okay. So do you like working for a company where you work for them now?
 No one's having to do that.
 Congratulations. Who do you work in? Just finishing with public transportation.
 But transportation isn't a great choice. Congratulations.
 And good luck with all that.
 You're very welcome. Exactly. Of what's going to be so much.
 I really appreciate it. Sorry for the tough question. It wasn't a tough question.
 It was a question that you didn't hear.
 So no engineer or contractor get into the socioeconomic decisions if they're not ours to make.
 You know, those are political decisions. Right.
 I think I guess and if we were to sit there and just say every single thing,
 socio political, you sure, you know nothing would ever be, don't think about eminent domain.
 An impact on eminent domain to the people whose homes you steal.
 Technically, you know. Yeah, right.
 In fact, if we didn't have eminent domain, when you think about how many things that we take for granted would never,
ever be built.
 I completely agree. I mean, like I think I've heard, you know, reality is a reality.
 We can't every.
 So what do you think it's going to be okay if it comes to you and says, I want to build a 100 story high out of the personal
experience.
 Right. Did you turn it down? Any other questions on that?
 No, no, thank you. There's somebody else more.
 More Stephanie. And so I guess you didn't.
 I just answered your question. Do it. Yeah, but you answer what you just said now, answered the question that you asked me
10 minutes ago.
 I completely agree. I completely agree with. I will be part of that.
 But I think, you know, I think there's a part of me ten, 15, 20 years did not work out,
 just having a discussion of those optimizations to the structural engineer or any of us
 made sustainability work and talk about how they shouldn't be built on certain things.
 But it is always good to talk about Gateway. But again, I wanted his money and I was going to talk about building this.
 So you're the only time I've ever seen it does all that have been built.
 It was when they destroyed it beautifully landmark that when they destroyed all that,
 put that piece of [INAUDIBLE] that's there now I can give you a Yeah.
 They have hired I just gave you one so I'm not this destroying a beautiful landmark building, right.
 For the sake of a super concrete structure. Yes.
 It should have never taken place, but it was different, right?
 Preserving landmark buildings was not a priority for them.
 Yeah, They looked at it as, Oh, it's an old piece of shape.
 So instead of restoring it. Yeah. Tear it down.
 Right. And put up. More elaborate pieces I write, it's even worse.
 So, you know, I graduated. So how does history judge you?
 By putting up a building that should not have been built. How do you know something?
 I thought I knew Something is right, All right.
 But nobody can blame me when I should go do this. Nobody's okay.
 And even then, they didn't question the people that designed the city structure.
 After the beautiful Penn Station was demolished, they criticized the city for allowing me to pass as a person for a moment,
to be to destroy him.
 How many of the things that have been destroyed to the city?
 So it's at thousands. And like, oh, you know,
 if he had posted a photo of the old New York City because of what it was like in the 1920s and what it is now like with the
management of the school.
 Right. I think we're all the they that used to be Manhattan Island in Central Park for Park.
 So, yes, no, the answer is no. Yeah, I just it's another one.
 You know, I just I just I just think about it because there are there's been instances where I have the technology in this that
was also, I think,
 have come together and put this guy for this proverbial foot down and said, okay,
 we're not designing this software because they believe it's going to be used for x x, It goes back to Oppenheimer, the
atomic bomb.
 Right. He said, If I knew that the Germans did not have the atomic bomb, I wouldn't have built it.
 Yeah, well, you know what it's like you call. The leadership wanted the atomic bomb, so we did it.
 Like, it's just it's just hard. Like, I totally understand that view.
 And like, because the pure of logic in me is totally with you in that sense.
 But the emotional and you would notice that you feel bad, but you'll get over me.
 Get that check. Yeah, I like to do stuff, but hopefully it's going well.
 We discuss discuss this kind of topic in like a national discussion class with or
 is one of the lawyers and we talk about corruption in general and within the part
 of the social impact that do want to take the job if it's going to impact negatively
 some societies But but this is nothing from an engineer because it's it's not.
 Yeah, but, but I, I get your point like because they don't want to talk.
 I don't want to talk politics. But, but it is some projects, it is politics.
 Socioeconomic factors are political factors.
 Yeah, but not the not all problems. Right.
 Don't make the the problems.
 It's hard to work in this industry because when I was working, there was a lot of corruption and more than I do like that at
all.
 But that was a part of the process that my bosses I could see that, you know, we have, you know, missions in developing
countries.
 It's very hard to get any permission, especially in Forest area. And I was working in Serbia and leading a gas pipeline that
was like a very.
 And you're destroying destroying Greenland. Yeah. Yeah.
 And they were not giving permissions even if it wasn't this way.
 That's why it's depends on that person.
 It was like if they are not comfortable, they would end up leaving the comforts that, You know what, I don't know.
 Work with such a company. And sometimes is Panama socioeconomic disaster, the Panama Canal.
 And I don't know enough about it, but I would have to get back.
 Not I don't think so. The Three Gorges Dam. The Three Gorges Dam.
 When I think about how much deforestation took place.
 But that's just pros and cons that's expanding without thinking about the pros.
 Is it the effect? Think about how much fuel and gas is and time saved instead of shipping going down to south of Cape.
 Give me keep don't get tips. How of how to set yourself in south South America.
 Let's go to the kitchen. So we're going for the canal. Millions of acres of of deforestation but in opportunities is the
newsletter.
 They publish the industry to stop you like chopping up the trees and planting trees because they take a lot of time to, like,
drop the carbon.
 And it's very bad for environment. Of course, like it is an interesting article,
 but in construction industry that they have published but is topic to discuss because when we come back to you, thank you
so much for joining us.
 Discuss stuff. I like it. Look.