American forces press service: selecting 'best person' key to Pentagon renovation successes.WASHINGTON, Oct. 22, 2003 -- One of the keys to the success of the Pentagon Renovation Program The Pentagon Renovation Program or PENREN is a long-term project by the United States Department of Defense to perform a complete slab-to-slab renovation of The Pentagon in Arlington, Virginia. The program began in the 1990s, and is expected to be completed by 2010. is putting the best person in the job, program manager Michael Sullivan Michael Sullivan may refer to: Michael Sullivan
Sullivan began his presentation at the Washington Convention Center The Washington Convention Center has been the name of two convention centers in Washington, D.C. The old Washington Convention Center was located at 909 H Street NW and was in use from 1983 until 2004. with an overview of his organization, noting that about 80 percent of his core staff is contractors. When considering contractor firms, Sullivan said he looks for "superior past performance, a sound technical solution, and a good organization to implement it." The lowest bid is not necessarily the determining factor, he added. Innovative acquisition and execution was next on Sullivan's list. This includes looking at situations from different angles. "If you look at regulations as being the Bible, then you're probably lost. If you look at them as guidance, you can do a lot of innovative things," he said. Sullivan said the Pentagon renovation team polled local, state, and federal entities across the United States United States, officially United States of America, republic (2005 est. pop. 295,734,000), 3,539,227 sq mi (9,166,598 sq km), North America. The United States is the world's third largest country in population and the fourth largest country in area. and asked what they were doing to motivate contractors. The staff also asked contractors what would motivate them. "We tried to embrace that type of philosophy, to ask the people who are going to be motivated," he added. This led into Sullivan's next point--fostering a team environment. "All stakeholders Stakeholders All parties that have an interest, financial or otherwise, in a firm-stockholders, creditors, bondholders, employees, customers, management, the community, and the government. need to be involved," he stressed. Measuring performance also is crucial to success. Sullivan said. "If you're not measuring, not keeping score, then you're only practicing," he said, emphasizing that an organization must track performance to "be in the game." Knowing what the customer wants and delivering on those expectations matters as well, he said. "We're a service organization. We're here to execute projects. If we're not successful, then they don't need us." Each project, noted the manager, presents challenges, and the renovation of the Pentagon is no exception. Among the challenges the renovation team faces are moving employees to temporary spaces so areas can be renovated and coordinating contractor work schedules. [ILLUSTRATION OMITTED] A $2.1 billion renovation of the 60-year old Pentagon began in 1993 and Wedge 1 was nearly completed when American Airlines American Airlines Major U.S. airline. American was created through a merger of several smaller U.S. airlines and incorporated in 1934. It continued to buy the routes of other airlines, becoming an international carrier in the 1970s; its routes include South America, the Flight 77 crashed into the building Sept. 11, 2001. The Pentagon, dedicated in 1943, is laid out in five concentric Coming from the center, or circles within circles. For example, tracks on a hard disk are concentric. Tracks on optical media are concentric or spiral shaped (in a coil) depending on the type. pentagonal "rings," the "E" being the outermost out·er·most adj. Most distant from the center or inside; outmost. outermost Adjective furthest from the centre or middle Adj. 1. and the "A" the innermost in·ner·most adj. 1. Situated or occurring farthest within: the innermost chamber. 2. Most intimate: one's innermost feelings. n. . The plane hit the renovated wedge as well as an adjoining section before stopping at "B" ring. Renovations that included structural improvements such as blast-resistant windows and steel framing saved many lives, noted Sullivan. The renovated area had a new sprinkler system that Sullivan also credits with saving lives. The fire in Wedge 1 burned out in hours, while Wedge 2, with no sprinklers, burned for more than two days, he added. What just days before had been a routine renovation became known as the Phoenix Project. Construction crews worked tirelessly tire·less adj. Not yielding to fatigue; untiring or indefatigable. tire  less·ly adv. to rebuild
Wedge 1 by Sept. 11, 2002. In February, the last group of employees
returned to work in this area. In July, part of Wedge 2 was finished,
and employees have returned to offices there as well.
Because of that fateful fate·ful adj. 1. Vitally affecting subsequent events; being of great consequence; momentous: a fateful decision to counterattack. 2. Controlled by or as if by fate; predetermined. 3. day, Sullivan said the remaining renovation has been accelerated. "Putting in steel cages and flash-resistant windows sooner will protect people sooner," he added. The projected completion date moved from 2014 to 2010. "It's aggressive, but we're doing it," he said. "We're on track. We have to look out all the way to 2010," he added. "We have to pulse ourselves every day. We have to do crisis management every day to get through today's jobs, but we're focused on 2010." Another project with unique challenges is the Pentagon Memorial The Pentagon Memorial, under construction outside the Pentagon, is one of several memorials to those killed at the Pentagon in the September 11, 2001 attacks. In the aftermath of the attacks, there were numerous impromptu memorials in areas around the Pentagon. , said Sullivan. The memorial will be 184 lighted benches, each containing the name of a person who perished in the terrorist attack. The memorial is funded through private contributions. Sullivan said the team had hoped the $1.5 million would be raised by mid-November, but so far the fund has only $50,000. The challenge, he added, is working with the contractor to see what may be done in the interim. Ultimately, the key is to "be flexible and do what you think is right," Sullivan said. |
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