A Collaborative Office Build
Moss Adams Downtown Denver Tenant Improvement | Denver, Colorado
Completed as GE Johnson Construction Company
This new tenant improvement project provides Moss Adams with a unique Class A office space. The project's curated design required significant coordination between the design team, landlord, building-approved subcontractors, the city, the client, and our project team.
About
The Project
The Moss Adams Downtown Denver Tenant Improvement project was an office build out of a core/shell consisting of 24,780-sq.-ft. of new, open office space on a portion of the 19th floor of the Block 162 high-rise in downtown Denver. The scope included interior alterations and a single-user restroom for tenant convenience. The office layout includes two raised platforms, providing breathtaking views of the city skyline and the mountains beyond.
Fast
Facts
- The Moss Adams Downtown Denver office build out is inspired by the red rock formations at the base of the Rockies and incorporates natural elements, materials, and colors.
- With a unique and tailored design, certain elements took longer for delivery and installation than a traditional office build out. For example, sliding screens had a 14-week lead time.
- Being on the 19th floor of the building, the build out required significant coordination with the tenants in the building.
Integrated
Project Delivery
Our preconstruction team helped the operations team stay ahead of the schedule with an integrated project delivery (IPD) approach. One such tactic was having several pull planning sessions with subcontractors, during which the teams marked key project milestones and then worked backwards by identifying the essential details to make these milestones happen according to schedule.
With the goal of synchronization of work, this helped the team and all subcontractors take a collaborative approach and work to identify problems earlier on, with the goal of fewer problems coming up as the project progressed.
Full-Team
Commitment
The project team worked thoroughly to expedite the schedule. The project was originally set to begin in June 2022, but after permit submissions in April, the architect continued getting comments on the design. Because of this, approvals and construction did not begin until September. Crews and subcontractors worked many overtime hours, including significant portions of the electrical work being performed at night and the project team working through the holidays.
Despite the early delays, the project team finished on time and well under budget. The team did not have to use any of the construction contingency, leaving everyone involved happy with the outcome.
Integrated
Project Delivery
Our preconstruction team helped the operations team stay ahead of the schedule with an integrated project delivery (IPD) approach. One such tactic was having several pull planning sessions with subcontractors, during which the teams marked key project milestones and then worked backwards by identifying the essential details to make these milestones happen according to schedule.
With the goal of synchronization of work, this helped the team and all subcontractors take a collaborative approach and work to identify problems earlier on, with the goal of fewer problems coming up as the project progressed.
Full-Team
Commitment
The project team worked thoroughly to expedite the schedule. The project was originally set to begin in June 2022, but after permit submissions in April, the architect continued getting comments on the design. Because of this, approvals and construction did not begin until September. Crews and subcontractors worked many overtime hours, including significant portions of the electrical work being performed at night and the project team working through the holidays.
Despite the early delays, the project team finished on time and well under budget. The team did not have to use any of the construction contingency, leaving everyone involved happy with the outcome.
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