The First International Financial Center (FIFC) is a fourteen-story, Class A office building located in Mumbai, India. Â This new development consists of a 655,672 square foot contemporary high-rise structure with ground floor retail and lobby space, thirteen floors of office space and two underground parking levels.
FIFC is the Â first project Â inÂ India Â designed Â by the Â U.S. based Â architecture firm Kohn Pedersen Â Fox (KPF), whose portfolio includes Â Goldman Sachsâ€™ European Headquarters in London Â and the Shanghai World Financial Center.
CM&D was hired as the Ownerâ€™s Project Representative and Construction Consultant for FIFC in July, 2011 by a consortium of U.S. based investors including Starwood Capital Group, India Property Fund and Urban Infrastructure Real Estate Fund. At that time, the project was experiencing potential â€œschedule creepâ€, difficulty in project sequencing, and on site sub-trade coordination.
In May 2011, CM&D conducted an in-depth Project Assessment and proposed to ownership an â€œAlternative Action Planâ€ whose primary objective was to meet the ownerâ€™s critical goals:
CM&Dâ€™s â€œAlternative Action Planâ€ required a wholesale change to the construction process and sequencing of work. As its cornerstone the action plan incorporated the following:
The proposed action plan required a universal change in the execution process. Subcontracts were issued directly to the Developer/Owner entity. The role of CM&D was to act as the Ownerâ€™s Construction Manager, managing the day to day activities of the project on a hands-on basis.
The integration of the CM&D system was implemented at every level, inclusive of the backbone created by the superintendents in the field whose continuous communication and support to the contractors, created a wholesale human workforce dynamic.
During construction CM&D faced two critical obstacles that they needed to address and resolve. The first obstacle was the remaining two pours for the concrete structure were halted by the local governing authority, MMRDA. The work stoppage was due to the permit for this specific work had not been completed. The second obstacle to overcome was ground level site logistics. There were fundamental issues with the site logistics that had not been addressed but were critical for the timely completion of the project. Both these obstacles where handled swiftly
Through identifying the critical path necessary to achieve the objective, marshaling the human resources to accomplish that objective, holding steadfast to the approach and schedule, receiving full support from Ownership, and the dedication and hard work of the subcontractors and design consultants, CM&D and the Team successfully met the objective of delivering Citibank their new headquarters by May 15th, 2012 to begin their interior fit-out.