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A GC's Perspective on
Primavera Unifier
Prepared by:
Chad Brady
Project Controls Manager
Mortenson Construction
Implementation Successes & Challenges
To Migrate or NOT to Migrate
User Experience
Session ID#: 15452
M. A. Mortenson, Sr. had one purpose in mindwhen he founded Mortenson
Construction in 1954 . . . To build structures and facilities for the
advancement of modern society.
 Family-owned firm – 60 years strong
 Seven geographic office locations
 Seven industry-specific operating groups
 Industry leaders in technology & sustainability
 2,175 team members
 Leadership, stability & financial strength
Background
 Degree in Construction Engineering w/EIT
 Started with Mortenson 1997
 Project Manager on many complex projects
 Leadership, Dedication & Motivated
 Chad Brady, LEED AP
 Project Controls Manager
 Mortenson Construction
 Phone: 763-287-5344
 chad.brady@mortenson.com
 http://www.mortenson.com
Notable Projects
 Sioux City IA –Perry Creek Water Diversion & Outlet
Structure
 EGF MN –School Reconstruction
 MplsMN –U of M Walter Digital Technology Center
 Memphis TN - FedEx Forum
 MplsMN –Walker Art Center Expansion
 Duluth MN –St. Mary’s Duluth Clinic 1
st
St Building
 St. Paul MN –Wilder Center
Agenda
■ Dynamics of a General Contractor
■ Selection Process
■ Implementation
■ Maintenance
■ Future of Unifier in Construction
■ Take Aways
Dynamics of a General Contractor
Dynamics of a General Contractor
6
High Voltage
Wind
Industrial
Commercial
Local, State, and 
Federal Government
Community & 
Real Estate
Education
Sports
Health Care
Civil
Universities, Public & 
Private Schools
Private 
Companies
Developers
Low Tech High Tech
Email Fax Cell Phone Mail
Old School New Hire
Big City Rural Farm Field Mountain Top Underwater Underground In the air
In the job trailer At the main office In a meeting
Web Smart Phone Tablets
Non‐Profits
Various 
Authorities
Hotel Room On Site My Desk
Hotels
Water Treatment
Mission Critical
Solar
Transmission
Distribution
Foreign
PC
SVP PM Engineer
Market Diversity
9%
14%
15%
22%
30%
Healthcare
Renewable
Energy
Commercial
Education
Sports
Research
Recreational
Hotel
Telecom
Correctional
Manufacturing
Other Key 
Segments
Regional Offices
Minneapolis Office Seattle Office
Milwaukee Office Phoenix Office Chicago Office
Denver Office
Industry Specific Groups
Federal Contracting Group
National Projects Group
Renewable Energy Group
Logistics….. You want the stadium where?!?!
Imagine the RFI’s…..
Imagine the risks …………….
Imagine the adaptation to change ……
Imagine the systems required to manage
the project . . .
And walla . . .
By the Numbers
■ Staff of 45 Supervisory
Personnel
■ 1100 Craft Workers on site
each day
■ Over $1,000,000 / day put in
place at the peak
■ 5,100 Construction Issues
■ 3,700 Requests for Information
■ 66,500 Request for Proposals
to Subcontractor/Suppliers
Selection Process
Vendor Matrix
Issue Management – Must Have
The “manila folder”
Issue Management – What it Looked Like
WRITE
NOTICE
LETTERTO
CUSTOMER
WRITE
NOTICE
LETTERTO
CUSTOMER
FORWARD TO
CUSTOMER
FORWARDTO
CUSTOMER
SET UP
CHANGE
MGMNT#
SET UP
CHANGE
MGMNT#
PROJECT
MANAGER
REVIEW
PROJECT
MANAGER
REVIEW
DATE
STAMP
DATE
STAMP
COST ENGINEER
PREPARES
SUBS REQUEST
FOR PRICING
COST ENGINEER
PREPARES
SUBS REQUEST
FOR PRICING
SET UP
CHANGE
MGMNT#
SET UP
CHANGE
MGMNT #
PROJECT
MANAGER
REVIEW
PROJECT
MANAGER
REVIEW
COPY
COPY
FILE
FILE
FORWARD
TO SUBS
FORWARD
TO SUBS
RECEIVE
SUBS
CHANGE
PROPOSALS
RECEIVE
SUBS
CHANGE
PROPOSALS
FILE
FILE
DATE
STAMP
DATE
STAMP
COPIES SUB
REQUEST FOR
PRICING
COPIES SUB
REQUEST FOR
PRICING
DISTRIBUTE
TOFIELD
DISTRIBUTE
TOFIELD
YES
REVIEW &
ADDRESS
PRICING ISSUES
REVIEW &
ADDRESS
PRICING ISSUES
LOG-IN
CHANGE
QUOTATIONS
LOG-IN
CHANGE
QUOTATIONS
COPY
COPY
FORWARD
QUOTE TO
CUSTOMER
FORWARD
QUOTE TO
CUSTOMER
FILE
FILE
NEGOTIATE
CHANGE ORDER
PROPOSAL
NEGOTIATE
CHANGE ORDER
PROPOSAL
DATE
STAMP
DATE
STAMP
FILE
CONTRACT
MOD
FILE
CONTRACT
MOD
PREPARE
SUBCONTRACT
CHANGE ORDERS &
UPDATE COST
STATUS REPORT
PREPARE
SUBCONTRACT
CHANGE ORDERS &
UPDATE COST
STATUS REPORT
REVIEW
CONTRACT
MOD
REVIEW
CONTRACT
MOD
ASSEMBLE
CHANGE ORDER
PROPOSAL / ADD
MARKUPS
ASSEMBLE
CHANGE ORDER
PROPOSAL / ADD
MARKUPS
PROJECT
MANAGER
REVIEW/
APPROVE
PROJECT
MANAGER
REVIEW/
APPROVE
POST
DOCUMENTS
POST
DOCUMENTS
PROCEED
WITH WORK
PROCEED
WITH WORK
DOES
PROPOSAL
INCLUDE
AUTHORIZATION
TO PROCEED?
DOES
PROPOSAL
INCLUDE
AUTHORIZATION
TO PROCEED?
CONTRACTOR
IDENTIFIED
CHANGE
NOTICE
CONTRACTOR
IDENTIFIED
CHANGE
NOTICE
PROJECT
MANAGER
REVIEW
PROJECT
MANAGER
REVIEW
POST
DOCUMENTS
POST
DOCUMENTS
PREPARE
ROUGH ORDER
OF MAGNITUDE
ESTIMATE
PREPARE
ROUGH ORDER
OF MAGNITUDE
ESTIMATE
SCHEDULE
ANALYSIS C.O.
FRAGNET
SCHEDULE
ANALYSIS C.O.
FRAGNET
RESUBMIT
QUOTE AS
REQUIRED
RESUBMIT
QUOTE AS
REQUIRED
CUSTOMER
ISSUES
CONTRACT
MOD.
CUSTOMER
ISSUES
CONTRACT
MOD.
PREPARE
ROUGH ORDER
OF MAGNITUDE
ESTIMATE
PREPARE
ROUGH ORDER
OF MAGNITUDE
ESTIMATE
DISTRIBUTE TO
DESIGNATED
ENGINEER
DISTRIBUTE TO
DESIGNATED
ENGINEER
IS
PROPOSAL
RELATED TOAN
EXISTING
ISSUE?
IS
PROPOSAL
RELATED TOAN
EXISTING
ISSUE?
YES
NO
ATTACHPROPOSAL TO
EXISTING ISSUE NO. IN
ISSUE LOG
ATTACHPROPOSAL TO
EXISTING ISSUE NO. IN
ISSUE LOG
ASSIGN NEW
ISSUE NO. &
LOGINTO
ISSUE LOG
ASSIGN NEW
ISSUE NO. &
LOGINTO
ISSUE LOG
SET UP NEW
ISSUE FILE
SET UP NEW
ISSUE FILE
from existing
Issue Chart
PROCEED
WITH WORK
PROCEED
WITH WORK
Example: RFI,
Submittal
Comment, Field
Directives
IS PRICING
OK?
IS PRICING
OK?
YES
IS COST IN
MORTENSON' S
SCOPE?
IS COST IN
MORTENSON'S
SCOPE?
DISTRIBUTE
TOSTAFF
IN-BASKETS
DISTRIBUTE
TOSTAFF
IN-BASKETS
DISTRIBUTE TO
DESIGNATED
ENGINEER
DISTRIBUTE TO
DESIGNATED
ENGINEER
YES
or NO
IS COST
IN SUB' S
SCOPE?
IS COST
IN SUB' S
SCOPE?
YES
YES
NO
COST ENGINEER
PREPARES
SUBS REQUEST
FOR PRICING
COST ENGINEER
PREPARES
SUBS REQUEST
FOR PRICING
FORWARD
TO SUBS
FORWARD
TO SUBS
RECEIVE SUBS
CHANGE
PROPOSALS
RECEIVE SUBS
CHANGE
PROPOSALS
FILE
FILE
DATE
STAMP
DATE
STAMP
COPY SUB
REQUEST FOR
PRICING
COPY SUB
REQUEST FOR
PRICING
REVIEW &
ADDRESS
PRICING ISSUES
REVIEW &
ADDRESS
PRICING ISSUES
LOG-IN
CHANGE
QUOTATIONS
LOG-IN
CHANGE
QUOTATIONS
SCHEDULE
ANALYSIS C.O.
FRAGNET
SCHEDULE
ANALYSIS C.O.
FRAGNET
IS PRICING
OK?
IS PRICING
OK?
PREPARE SUBCONTRACT
CHANGE ORDER, NEW
SUBCONTRACT, OR
PURCHASE AGREEMENT &
UPDATE COST STATUS
REPORT
PREPARE SUBCONTRACT
CHANGE ORDER, NEW
SUBCONTRACT, OR
PURCHASE AGREEMENT &
UPDATE COST STATUS
REPORT
CPM UPDATE
SCHEDULE
FRAGNET
CPM UPDATE
SCHEDULE
FRAGNET
REQUEST
REPRICING FROM
SUBCONTACTOR
REQUEST
REPRICING FROM
SUBCONTACTOR
NO
WILL SUB
COMPLY WITH
REQUEST?
WILL SUB
COMPLY WITH
REQUEST?
YES NO
PROCEED
WITHQUOTE TO
CUSTOMER?
PROCEED
WITHQUOTE TO
CUSTOMER?
YES
ASSEMBLE CHANGE
ORDER PROPOSAL /
MARKUPS WITH
COMMENTS ON
DISPUTED SUB INFO
ASSEMBLE CHANGE
ORDER PROPOSAL /
MARKUPS WITH
COMMENTS ON
DISPUTED SUB INFO
SUBCONTRACTOR
DISPUTE
RESOLUTION
SUBCONTRACTOR
DISPUTE
RESOLUTION
NO
SUBCONTRACTOR
DISPUTE
RESOLUTION
SUBCONTRACTOR
DISPUTE
RESOLUTION
DISTRIBUTE
TOFIELD
DISTRIBUTE
TOFIELD
PREPARE
SUBCONTRACT
CHANGE ORDER &
UPDATES COST
STATUS REPORT
PREPARE
SUBCONTRACT
CHANGE ORDER &
UPDATES COST
STATUS REPORT
(may need to be done more
than once based on timing
of Authorization to
Proceed with Change)
REQUEST
REPRICING FROM
SUBCONTACTOR
REQUEST
REPRICING FROM
SUBCONTACTOR
NO
DID SUB
COMPLY WITH
REQUEST?
DID SUB
COMPLY WITH
REQUEST?
YES NO
SUBCONTACTOR
DISPUTE
RESOLUTION
SUBCONTACTOR
DISPUTE
RESOLUTION
YES
UPDATE CPM
SCHEDULE WITH
AGREED UPON
REVISIONS
UPDATE CPM
SCHEDULE WITH
AGREED UPON
REVISIONS
WRITE
NOTICE
LETTERTO
SUB
WRITE
NOTICE
LETTERTO
SUB
FORWARD
TO SUB
FORWARD
TO SUB
PROJECT
MANAGER
REVIEW
PROJECT
MANAGER
REVIEW
COPY
COPY
FILE
FILE
DOES THE
CUSTOMER
ACKNOWLEDGE
RESPONSIBILITY?
DOES THE
CUSTOMER
ACKNOWLEDGE
RESPONSIBILITY?
CUSTOMER
DISPUTE
RESOLUTION
CUSTOMER
DISPUTE
RESOLUTION
NO
YES
DOES THE
SUBCONTRACTOR
ACKNOWLEDGE
RESPONSIBILITY?
DOES THE
SUBCONTRACTOR
ACKNOWLEDGE
RESPONSIBILITY?
SUBCONTACTOR
DISPUTE
RESOLUTION
SUBCONTACTOR
DISPUTE
RESOLUTION
NO
POST
DOCUMENTS
POST
DOCUMENTS
PROCEED WITH
WORK
PROCEED WITH
WORK
DISTRIBUTE TO
FIELD
DISTRIBUTE TO
FIELD
YES
POST
DOCUMENTS
POST
DOCUMENTS
PROCEED
WITH WORK
PROCEED
WITH WORK
DISTRIBUTE
TOFIELD
DISTRIBUTE
TOFIELD
PROJECT
MANAGER
REVIEW
PROJECT
MANAGER
REVIEW
FORWARDTO
SUB
FORWARDTO
SUB
RECEIVE
EXECUTED
CHANGE ORDER
RECEIVE
EXECUTED
CHANGE ORDER
ROUTE &
FILE
ROUTE &
FILE
DATE
STAMP
DATE
STAMP
RECEIVE
EXECUTED
CHANGE
ORDER
RECEIVE
EXECUTED
CHANGE
ORDER
ROUTE &
FILE
ROUTE &
FILE
DATE
STAMP
DATE
STAMP
PROJECT
MANAGER
REVIEW
PROJECT
MANAGER
REVIEW
FORWARD
TO SUB
FORWARD
TO SUB
CUSTOMER
ISSUED
CHANGE
PROPOSAL
3
1
2
4
1
1
1
1
1
1
1
2
2
2
2
2
3
2
2
1
3
1
5
2
3
3
3
3
3
2
2
3
2
2
2
2
2
2 2 2
2
2
1
1
1
1
3
3
3 3 3
2
3
2
2
2
2
3
3
3
3
5
2
2
2
2
2
3
1
4
1 1
1
2
2
2
2
2
3
3
3 3
3
3
3
3
3
3
2
3
3
3 3
4
2
4
2
3
NO
RESPONSI B I L I TY
LEGEND
RESPONSI BI L I T Y
LEGEND
PROJECT MANAGER /
SENIOR PROJECT
ENGINEER
DESIGNATED
TEAM MEMBER
SECRETARY
FIELD STAFF
CUSTOMER
2
1
3
4
5
1
1
Change Management C.7-2
Revised 6/23/00
©M. A. MortensonCompany1999-2000Minneapolis, MN
Issue Management – The Issue Itself
REVIEW BY
PM OR
DESIGNATE
INCOMING
DOCUMENT
OR REQUEST-
DATE STAMP
& LOG
INITIATE
CHANGE
MANGEMENT
WHEN
REQUIRED
RESOLVE
& CLOSE
ISSUE
CLOSE OUT
ISSUE FILE &
ARCHIVE
IS
THIS A NEW
ISSUE?
CREATE
NEW ISSUE
ATTACH TO
EXISTING
ISSUE
FILE IN
ISSUE FILE
FILE IN
ISSUE FILE
NO
YES
RESPONSI BI LI TY
LEGEND
PROJECT MANAGER /
SENIOR PROJECT
ENGINEER
DESIGNATED
TEAM MEMBER
SECRETARY
FIELD STAFF
CUSTOMER
2
1
3
4
5
3
3
3
3
1
1
1
2
1
1
Issue Management vs. Pile Management
Issue Management vs. Pile Management
ISSUES
Let’s 
just talk 
about 
the 
ISSUE
Managing Change – the Manual Way
■ Create Request for Information (RFI)
■ Print, Sign, Scan, Send email
■ Wait…………….receive Answer
■ Generate Request for Proposals (RFP)
■ Print RFI, RFPs, Scan Individually, Send emails
■ Wait………….receive Sub emails (or perhaps envelopes in
mail)
■ Manually close RFPs, then enter into Project Cost Issue
Management (PCIM)
Managing Change – the Manual Way
Static List of Information in Software
Issue Folders
Data Storage Drive(s)
Time to Change
■ Mission Critical Software
■ Differentiate Mortenson
■ Project Management Administration (PMA)
▪ INTUITIVE, COLLABORATE, INTERNET BASED software that
encourages participation by Mortenson, Customers, Architects,
Engineers, and Subcontractors.
▪ IMPROVES project COMMUNICATION by providing interactive
“live” access to project documents and information.
▪ IMPROVES EFFICIENCY by decreasing paperwork and
significantly reducing duplication of efforts.
Existing Industry Software
SINGLE 
PROJECT
Contractor
MPLS Chicago
PROJECT PROJECT PROJECT
Denver
VS
Individual
Enterprise
Why Unifier….?
■ Selection Process
▪ 25+ products/companies evaluated
▪ Short List to Three +1
■ Unifier
▪ Allows us to STANDARDIZE critical business processes while
providing appropriate FLEXIBILITY at the Operating Group and
project level.
▪ ROBUST WORKFLOW functionality that allows for possible
FUTURE UTILIZATION of the product in other non-construction
aspects of Mortenson’s business.
Implementation
PMA Scope – in Phases
Enhancements
and Integrations
Implementation Deliverables
■ 100% IMPLEMENTATION OF EVERY MODULE on every new
project in every Operating Group.
■ 100% UTILIZATION by owners, design professionals and
subcontractors, BECAUSE THEY WANT TO.
■ Vigilance to an overriding principle of SIMPLICITY, while ensuring
flexibility
■ ONE SOURCE OF TRUTH for all internal users
Mortenson Business Processes
The 'How We Always Do It' Method
(Very Linear)
GC Owner
Cost 
Impacts
Change 
Request
Schedule
Impacts
Schedule 
Extention
Answers & 
Change Doc’s
Document 
Distribution
In Owners
System
In Designers
System
Performed in GC’s System
(The Black Hole)
Send
Submit
Submit
Payment 
Needs
Payment 
Request
Submit
Requests Questions Submit
Design
Team
Submits
Initial
Approval
Final
Approval
End
Initial 
Review
Initial 
Answer
Final 
Answer
End
Document Manager #1 Document Manager #2 Document Manager #3
Fax, Email, Mail, 
Phone Call
How Unifier has brought transparency
(Many Inter-module Connections)
Change
Request
Schedule
Extenstion
Answers &
Change Doc’s
All Work Captured In Unifier!!
Single Source of Truth
Design
Team
Submits
Initial
Approval
Final
Approval
End Send
Submit
Submit
Payment
Request
Submit
Requests Submit
Initial
Review
Initial
Answer
Final
Answer
End
GC Owner
RFI-Project
Correspondence
Conversations
E-Mails
Letters
Faxes
Transmittals
Notices
Document
Distribution
Action Items
(Sent to Only
Users)
Meeting Minutes
(Sent to Users or Proj
Contact Dir people) Submittals
L
IN
K
Design Doc
(incl ASI &
Bulletins)
Agreements
RFPs
LINK
Submittal
Register
(Spec Section)
Proj Contact
Directory
Issue
RFI -
Subcontractor
L
IN
K
Auto-Create
& Reference
Auto-Create
& Reference
Auto-Create
& Reference
Auto-Create
& Reference
Auto-Create
& Reference
Auto-Create
& Reference
Auto-Create
& Reference
Auto-Create
& Reference
L
I
N
K
Single Document Manager
Early Enhancements…
■ Bi-Directional Updates
▪ Continuous Reverse Auto-Populating
▪ Advance Copy
■ Inter-Module Referencing
▪ The Reference Diagram
■ Consolidation Between BPs
■ Improving Email Handling
■ Query Capabilities
▪ Saved Searches
■ Attachments Handling
▪ Auto-Publish to Document Manager
Issues in Unifier
Maintenance
Implementation Strategy – Expand Usage
Future of Unifier in
Construction
Enhancements – Must Haves
• Mobile Devices
– Isolation of Renewable Projects
– Incident Reporting
– Punchlists
– Field Inspections & Monitoring
• Cost Management
– For Agency CM and Joint Venture Projects
– Focus on Integrations to Existing Systems
• Building Integration Modeling
– During Preconstruction
– During Construction
• Request for Bid
– During Preconstruction
– During Construction
Take-Aways
Take-Aways
(For the vendors in the room too)
■ Dynamics of a General Contractor
▪ Workforce Experience, Market Diversity, Locations Served, Types of Work, Types
of Contracts
■ Selection Process
▪ Scope Development & Identify Must Haves, Evaluate & Short List the Vendors,
Demonstrations, Conference Room Pilot
■ Implementation
▪ Set up Implementation Team, Determine Responsibilities, Migration, Hosting,
Integrations, Scope Refinement, Gather Business Requirements, Establish
Deliverables, Development Tips, Pilot, Deploy, Dynamics of a Workflow (don't
forget an RFI can be more than just sending a question to the architect)
■ Maintenance
▪ Talk (visit) to Project Teams, Status System Usage, Track the Phone Calls,
Redevelop BP's, Improve the Support Mechanism, DIY Video Training
■ Future of Unifier in Construction
▪ Enhancements to Bolster User Efficiency
THANK YOU
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