As a result of Draper & Associates' successful recovery scheduling effort for the timely completion of the conversion of Atlanta 's Olympic Stadium into Turner Field for the opening of the 1997 Atlanta Braves baseball season, the firm was retained by the Atlanta Arena Constructors to provide similar services for the highly visible project. Prior to Draper & Associates' engagement, progress on the development of the Overall Project Schedule (OPS) had been minimal and the Contractor was threatened with funds being withheld from his monthly draw until the scheduling specifications were met. Through implementing its scheduling and project controls, Draper & Associates were able to quickly turn this around.
The Philips Arena project in downtown Atlanta (on the site of the Omni Arena) was a $213 million replacement facility for the NBA Atlanta Hawks Basketball Team and the home of the new NHL Atlanta Thrashers Hockey Team. Seating 20,000 patrons, including four levels of 91 luxury suites and 1,800 club seats, the nine-story arena had to have construction completed for the September 1999 opening of the sports' seasons, as well as for several already-booked concerts. Two levels (starting with the court/rink level) are for service use only, consisting of team locker and meeting facilities, employees' locker areas, service kitchen and dining, concessions storage, practice basketball court, and the main mechanical and electrical rooms plus major fan rooms, fire pump room, and the fire control center.
The lowest public use level is designated the Main Concourse and is complete with major restroom facilities, concession kitchen and concession areas, including the Hawk Walk with games and retail sales areas. The four suite levels are all located on the west side above the Main Concourse level. Suite One Level also contains the Main Ticket Office and additional entrances. Suite Two Level houses the Thrashers' Nest, with escalators from the Main Concourse, on the east side. Suite Three Level contains an elegant restaurant/bar facility (Founders' Club) on the west side. Suite Four Level is primarily comprised of suites, including additional party suites. Above this level is the Upper Concourse Level, which includes similar service amenities like the Main Concourse (concessions, retail sales, restrooms, etc.), as well as a major administrative office area and the first press level facilities. An Upper Press Box Level tops out the facility.
Throughout the construction process, Draper & Associates' services were increased from the development of the Overall Project Schedule (OPS) and participation in the weekly Arena Job Coordination Meeting with Near Term Schedules and Progress Reports to eventually include similar services in the 12 Public Improvement projects (parking deck renovation, new parking decks, streetscapes, etc.) surrounding the Arena and scheduling leadership in weekly Job Coordination Meeting. The Arena Job Coordination Meeting was eventually changed to two separate meetings (Structure & Enclosure and Rough-in & Interior Finishes) as participation in the latter meeting often required more than 30 active subcontractors. Draper & Associates also furnished the Owner's required monthly computer-generated CPM Report along with the CPM Critical Item Report published within each weekly Progress Report.
In a major change to Draper & Associates' contract, the contractor requested the firm to monitor the schedule impact of design changes/change orders. To this extent, Draper & Associates participated in the development of the schedule "fragnets" for integration in to the Overall Project Schedule. This facilitated measuring both the schedule delay impact of changes and the contractor's acceleration success to protect the required project completion date.
Draper & Associates' graphics department provided additional graphics, supplementing the Primavera printouts, throughout the project to insure communications and coordination success between major subcontractors. These time-scaled graphic schedules were used to study, analyze and evaluate the effectiveness of priorities assigned to pursue the interior finishes and completion of work in similar functional areas throughout the facility.