As soon as a project is initiated, it is entered into our Project Information Management System (PIMS). This system is an indispensable tool for planners and project managers incorporating forms, schedule and financial information to successfully complete a project. 

To develop preliminary project budgets, planners use a benchmarking tool that draws on cost data of current and completed projects to quickly assess the potential cost per square foot of proposed work. 

The data on overall project budgets are broken down into “cost centers” that bundle the costs of related work (e.g. interiors, electrical or design fees). Planners build new project budgets by benchmarking the proposed work at the level of the cost centers and then compiling their analyses into an overall estimate. This allows a more refined approach than simply benchmarking total project costs.

Utilizing PIMS, monthly reports are issued for every project indicating the project health based on objective metrics and indicates any issues that require attention from the team or senior management.

Effective decision making is critical to the success and health of a project. The project team uses the decision matrix to map out that process, defining when and how decisions need to be made.

Decision Matrix template

High level risk is identified during the planning process and monitored through design and construction. The purpose is to identify the risk, understand the magnitude, develop mitigation strategies, and budget and manage the contingency. This allows good decision making in terms of the use of contingency over the life of the project.

Risk Register template

A combination of analytical tools is often necessary to fully understand where the project stands. The tools include critical path milestone schedules, cash flow analysis and earned value analysis. By carefully applying these analysis tools, the team can manage the project proactively.

Project Management Team (PMT)

Provides day‑to‑day, management‑level guidance for collaborative planning, design, and construction of the project to achieve the project objective. The PMT is responsible for all project progress and for developing benchmarks, metrics, or standards for progress evaluation. This group is also responsible for organizing Project Implementation Teams (PITs), small groups assembled to focus on specific project elements and tasks, and managing these teams.

Senior Management Team (SMT)

Deals with strategic management issues such as, reallocation of team resources, changes in direction or major problems. The SMT also functions in an executive coaching and support role to the PMT and the rest of the project team.

Principals Meeting Group

Provides oversight and direction to the project during the design and construction phases. The project team provides regular updates to this group on the overall health of the project and presents critical issues for resolution during the design and construction phases.

University Architect Design Review (UADR)

Responsible for guiding design of the project through design development. Ensures adherence to campus design framework, project design guidelines and IMP approval. The UA will review design prior to principals’ review and the corporation approval.

Project Implementation Teams (PIT)

Guides the project team on a specific project elements where a smaller focused group is required.

Brown University Corporation

The governing body of the University is responsible for establishing broad policies for the operation of the University, for selecting a president to carry out those policies, for appointing administrative officers and faculty members, and for managing the funds and holding the real estate of the University.

Committee on Facilities & Campus Planning (F&CP)

Responsible for the physical resources, facilities, landscaping, campus planning, and aesthetic development of the University.

Committee on Budget Finance (B&F)

Responsible for the fiscal affairs of the University.

Capital Planning Working Group (CPWG)

Responsible for the assignment of space across campus. The committee approves the final scope and overall program of the project.

Capital Planning Committee (CPC)

Establishes and maintains the University’s capital plan and priorities.

Sustainibility and Resiliency

Reviews the building systems and envelope with an eye toward sustainability and environmentally responsible design at a strategic level. Tools to facilitate this review are; energy models, life‑cycle analysis, storm water calculations and the LEED scorecard. The goal is to reduce operating costs, improve the health and productivity of the occupants, and minimize negative environmental impacts over the life of the building.

FM Operations & Engineering

Reviews building systems, component design and connections to campus utilities for maintainability, reliability and coordination with other FM operations.

Goverment & Community Relations

Coordinates approvals, communications, and construction activities with neighbors, community organizations and governmental agencies.

Advancement

Cultivates and informs current and potential donors who will be instrumental in the success of the project.

Brown Resources

Provides the project team with information, guidance and expertise throughout the duration of the project.

Brown Resources

• Computer and Information Services (CIS)
• Media Services
• Office of University Communications (OUC)
• Department of Public Safety (DPS)
• Student and Employee Accessibility Services (SEAS)
• Office of General Counsel (OGC)
• Government and Community Relations
• Division of Advancement