Prudential Center – World’s Largest In-Arena Scoreboard

Prudential Center

Parsons Technologies served as the general contractor for the construction of the world’s largest in-arena scoreboard at Prudential Center (as of September 2017), home of the New Jersey Devils. The scoreboard measures 60’x60’x38’ –– three times the size of the average single family home in New Jersey with a square footage of 9,584.9 feet. The giant Translux video screens are the equivalent of 1,300 50-inch televisions, made up of over 29 million pixels. Installation at Prudential Center also included two levels of ribbon board around the arena. 

Prudential Center Scoreboard

As a major arena for the area, Prudential Center had a number of major scheduled events in the Devils’ offseason, limiting the production and installation schedule to just two months onsite at the arena. The construction team for the remodel had to work around these functions scheduling work on the Translux scoreboard installation, as well as ribbon scoreboard installation around load-in, sound check, the event dates themselves, and tear-down of the events, which spanned from one to four days at a time.

Scoreboard Installation

Parsons Technologies operated as a general contractor for this project, coordinating tear-down of the old arena scoreboard and ribbon boards, construction and installation of the new electronics to meet budget and scope of the project. Parsons Technologies contracted with Mountain Productions to remove the old scoreboard and ribbons while Eastern Sign Tech worked to build the framework for the new record-breaking scoreboard display.

The framework was constructed offsite, dismantled and brought onsite for installation, allowing the team to keep the construction and testing schedule while working around scheduled events taking place in the arena. Once onsite, Mehl Electric handled all electrical wiring and installation of the unit.

With only two months to complete the project, the team pulled off a construction feat in time for the major reveal late September. This was largely due in part to managing multiple stages of the project simultaneously, including prefabricating the frame of the assembly based on external dimensions taken at the site while the VDC (Virtual Design and Construction) and engineering team completed their work on the final design of the internal wiring.

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Building the Legacy

Legacy Lofts

Construction on this 1 million sq. ft. multi-unit residential building located in downtown Minneapolis, MN began in June 2016 and was turned over to the owner, Riverdale Ventures LLC, on August 1st, 2018. This 374-unit condo building, which includes 700,000 sq. ft. of livable space, was prewired for lighting, Distributed Antenna System (DAS), Wi-Fi, and features a number of modern-living amenities including, but not limited to a golf simulator, Virtual Reality (VR) game suite, pool and fitness center with LED lighting, yoga studio, in-floor heating, and climate-controlled parking, to name a few.

Construction began on The Legacy in June 2016, and Parsons began implementing Parsons P4 planning system to theproject with daily huddles, weekly updates and pull planning sessions with RJM Construction. This process was a critical component to the eventual success of the project, enabling the teams to coordinate between trades, plan and layout a preliminary work schedule, and identify potential gaps/issues that could cause delays along the way. As part of this Lean process, Parsons came together with the respective Design professionals from the other trades to talk through the designs and also met with Xcel Energy onsite to ensure they had the information needed to provide a utility transformer capable of providing permanent power throughout the entire building. This advanced collaboration helped identify and resolve issues early enough in the process to avoid impacts to the schedule, inventory, or budget.

The team also utilized The Last Planner System (LPS) creating a visual representation of the working plan to help keep everyone on the same page, set reliable weekly goals and ensure the team was aligned with our customer’s expectations and needs every step of the way.

During this time, Parsons’ prefabrication shop began creating units for the condos that could easily be installed once onsite. One unit included multiple assemblies which contained all electrical wiring, necessary outlets, cabling, and media closures, for a single condo. Parsons’ prefabrication team produced 13-21 units a week, depending on the scheduled demand, producing a total of over 22,000 assemblies and a total of 374 units for this project. The use of Parsons prefabrication teams were critical during this project as it saved considerable time and money on this project.

Legacy Lofts Construction

This was the first project that Parsons Prefabrication team used the one-piece flow process rather than three piece batch building, saving the project considerable time and money. Prior to the Legacy build, each in-wall assembly would take 11 minutes to produce. Using one piece flow production, this time was reduced to 6 minutes per assembly and an estimated savings of over $150,000 on prefabrication services for this one project.

Once onsite construction began, Parsons Electric started working on concrete decks for the post tension slabs in October of 2016, and in September of 2017 began the unit rough-in phase. An onsite crew of 35 electricians from Parsons Electric and 4 technicians from Parsons Technologies began to work on rough-ins for the 374 units, completing up to 16 units a week.

Maintaining a strict schedule, workers would receive just-in-time delivery of rough-in packages from the prefabrication team for each unit – eliminating onsite inventory, reducing onsite waste and allowing for quick, efficient production while maintaining quality control standards. Each unit rough-in package contained everything needed to rough in a unit, including lights, switches, receptacles, and the power/media panel containing data and coax routing.

Partnering with Parsons Electric, Parsons Technologies worked on this project through the established contract with RJM in a Design-Build capacity. This was a critical component in project planning and management allowing the two divisions of Parsons to work together to meet the requested scope of work in the most efficient, budget friendly way possible.

Legacy Lofts

Data systems were prefabricated and each residential unit, which ranged from 1100 to 3100 total sq. ft. in size. Public spaces were enhanced with eight Samsung A/V displays. Security points were set with 33 Genetec card readers and 7-9 Axis cameras. Structured cabling throughout the building were Cat5 and Cat6 and Hubbell termination product was used. Comcast provided the backbone fiber to all residential units. Parsons Technologies added in AOR and TES systems to this project, new systems that have not been incorporated to a residential build of this size before.

In total, about 20% of the projects hours for The Legacy were spent on work performed by our prefabrication crew of 5-7 electricians with the prefabrication of our Technologies division accounting for over 50% of the hours Parsons Technologies bid out for their contract. The heavy involvement of prefabrication on this project enabled our field team to focus on connecting prefabricated cabling to a central unit in each condo, reducing time and material costs as well as increasing safety on site.

Legacy Lofts electrical constructionProblem solving is a staple of any Parsons project, and being part of our CORE values and Lean philosophies, are present on every job site through employee innovations. Continuous improvements were abound on this project. Parsons project team improved slab pour equipment and material picks – reducing three picks to one per slab pour. The team also invented a new tool to install threaded rods through a modified drill extension – improving safety by enabling the installer to remain standing when it came to installing over 8,000 rods.

This also significantly reduced the time to install each rod from 40 seconds down to just 5. Additionally, the team installed the unit homeruns early in the process using inexpensive inspector approved tact ties to strap the MC Feeders to the rods which saved hours on the installation time. As a result of having time to plan this project, the team was able to identify numerous improvements that not only saved time, but also improved efficiencies and quality while on the project.

Riverdale Ventures LLC took ownership of the building on July 21st, 2018, with the first closing dates in August. The construction team completed the project by the scheduled completion date and came in under budget.

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Super Bowl Makes Minneapolis the “Most Mobile-Friendly City” in US

One year before the Vikings’ 2017-2108 season even began, preparations were underway for Super Bowl 52 at U.S. Bank Stadium. With over $1 billion invested in permanent network upgrades and Advanced LTE technology, wireless data capacity was increased by 500%.

Preparing for Increased Data Usage

Verizon spent the past off-season increasing DAS capabilities by 48% to handle the exponential jump in traffic and now has over 100 DAS zones stadium-wide. Amidst the upgrade process, Verizon discovered that in-stadium DAS traffic for Vikings home games was greater than the previous Super Bowl in Houston.

On game day, there was over 50 terabytes of cellular data traffic, double the amount from the previous year. To put it in perspective, 50 TB is the equivalent of streaming HD video for 1,208 days straight. WiFi usage also broke the record held previously by last year’s Super Bowl, but numbers have yet to be released. Verizon experienced the highest average download speeds of all national carriers and was used by 57% of attendees, an annual growth of 12%. AT&T saw a slight decrease in in-stadium traffic but led all carriers in traffic outside of the
stadium. According to Verizon and AT&T, top uses for cellular data in and around the stadium included web browsing, video, social media, and other sports apps. The most significant uptick in wireless use was during the halftime performance followed by a large spike during kickoff.

Parsons is proud to have been involved with the design and implementation of these upgrades. Our dedicated field staff worked tirelessly with engineers and vendors to fine-tune and maintain these systems during events to ensure peak mobile performance at not just the Super Bowl, but all venues hosting an event during the week. This cutting-edge technology has made Minneapolis the most mobile-friendly city in the country and reaffirmed Parsons’ position as a premier mobile solutions contractor. Read Verizon’s full list of game-day facts here.

Taking Steps to Execute Our CTS Initiative

In the pursuit of fulfilling our Parsons Technologies vision statement to be the premier technologies innovator, provider, and employer in North America, we recently refocused our training initiatives. One of these initiatives aims to achieve a larger percentage of employees with certification in the Audio Visual (AV) systems industry. The Certified Technology Specialist (CTS) credential is administered by the Audiovisual and Integrated Experience Association (AVIXA, formerly InfoComm) and is a symbol of credibility, gives evidence of technical proficiency and professionalism, and shows a commitment to excellence and conformance to industry standards relating to all aspects involved with providing installed AV systems. The CTS certification program has been in operation for 30 years and is the only AV-specific credential that is accredited by the American National Standards Institute (ANSI). This certification is widely adopted and recognized in the AV industry among customers and consulting firms and is often listed as a requirement in project specifications.

Individuals from each Parsons branch and department have been selected as candidates for the CTS training and certification program, a total of almost 20 individuals. Parsons entered into a licensing agreement with AVIXA to become a training provider for a preparatory class offered to the CTS candidates before taking their certification exam. This CTS prep class is a 3-day class that covers important topics on the exam and that also have application in the real world. The class is separated into four domains: (A) Creating AV Solutions, (B) Operating AV Solutions, (C) Conducting AV Management Activities, and (D) Servicing AV Solutions. Classes are being broken up into four different sessions based on locations and job responsibilities; the 1st session took place the week of November 20th and the last class will be completed by the end of February 2018. A CTS exam textbook and login access to additional online training are provided to each candidate. One-on-one mentoring is also available to ensure that each person has complete knowledge and the confidence to be able to pass the CTS exam administered by Pearson Vue testing centers.

Continuing education of 30 credits every three years is required to maintain certification, much of which can be achieved through approved online webinars. There are also two specialized tiers of CTS certification; CTS-D for Design and CTS-I for Installation, which further distinguishes commitments to technical competence in these areas.

Parsons currently has six individuals with CTS certification (including two with CTS-D). This initiative is a large step forward in continuing to be the premier provider of AV systems in North America.

 

Planning is Lean

Parsons believes that the Last Planner System is effective because it drives connection between people planning in the office and people executing in the field. Pre-planning is the most important phase of any project and Lean planning boards offer a bird’s eye view of the next six weeks on your project.

Using the Last Planner System to plan our work has had an almost incalculable effect on our teams internally as well as on the project site. These visual planning boards allow our teams to get out of the assumption stage of planning and transition to a demonstrable and concrete plan that we can all collaborate on and reliably commit to.

Assumptions interfere with good planning. Assumptions are when we assume that we know what to do because we are the experts and have done this countless times before. In reality, the size and complexity of projects have increased throughout the years. The failures and pitfalls of project execution lie in the assumption that we are all on the same page, which is easier said than done. The Last Planner System creates visual planning boards that serve as an opportunity to illuminate all assumptions and turn them into agreements based upon the conversations held during the early planning phases. These visual boards allow us a comprehensive view of the project in six-week increments while thoughtfully managing the work we plan to accomplish, as well as eliminating the constraints that include unanswered RFI’s, design clarifications, or vendor equipment clarifications. The Last Planner keeps the team planning and eliminating constraints on a weekly basis.

Thank you for following our Lean Ready videos! Although this is the final week of our Lean Ready series, this is just the continuation of our Lean journey—and hopefully yours as well! Being Lean is a mindset involving continued dedication to reevaluating your work at all stages of execution and asking yourself a series of questions, including: “What can I do to improve this?”

If you would like to look back at the entire series, you can look at the Lean tag on our website or check out our Lean Ready album on Vimeo. As always, we welcome your engagement on our blog or on social media.

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Reliable Commitments are Lean

Reliable commitments require reliable planning. Parsons uses Lean planning boards which become a spatial tracking system for achieving project milestones and deadlines.

Without reliable commitments to our customers and trade partners, planning will fail. Lean Ready teams are prepared to deliver on their commitments to the rest of the team, striving to improve established commitments through Lean thinking. What does Lean thinking focus on? Eliminating waste to create reliable workflow throughout the project life cycle.

We have come to realize that waste is everywhere, because everything is a process, whether you’re making a cup of coffee or installing a light fixture. There will be less process waste if you come out of automation mode to watch and learn. During your observations, you will find waste and recognize ways to eliminate it. We are often in a rush or planning on the fly, so we do not have the necessary time to properly address real problems. These problems are frequently fixed with temporary solutions, but being Lean Ready has taught us to plan early enough so that we can keep an eye open for improvement on existing standards. As a result, efficiency improves in addition to reliably committing quality to our customers and trade partners.

Although we have one week left of our 7 Week Lean Ready series, Lean doesn’t stop here. We welcome your engagement on our blog or via social media. Let’s get Lean together!

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Team Integration is Lean

Lean Ready teams are integrated teams. These team members have thoroughly planned each phase of their work early on and are prepared to engage with the collective trade partners to determine the most efficient transition between trades. They have vetted through constraints and are better prepared to reliably commit to the rest of the team.

A Lean Ready team starts each project with the appropriate tools necessary to execute the project successfully. Imagine how much better your project could be with efficient planning, team cooperation, and effective communication. At Parsons, we believe that if our project team is skilled at team integration, our customer’s project benefits with better performance.

Project team integration is another way of saying project coordination between team members. When teams integrate correctly, the project benefits as a whole. Our Lean Ready teams have processes in place that help foster integration, which in turn prepares us to fully integrate with the project teams on site. These processes include but are not limited to, discussions around site material handling, punctual delivery schedules, all materials on wheels, tact, and flow, and the elimination of constraints and barriers make being Lean Ready an asset to our customers.

Have you worked on an integrated team? If so, what was the most important take away from that experience? As always, we welcome your engagement on our blog or via social media. Let’s get Lean together!

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We Deliver Flow

Being a Lean Ready team helps with project flow. As a whole, project flow refers to the manner in which work progresses through the project lifecycle system. “Good” flow describes a system where work moves through steadily and predictably, whereas “bad” flow describes a system where work stops and starts frequently. Reliable and predictable planning reduces starts and stops which improves project flow.

Our Lean Ready teams are mapping their processes for each phase of the project lifecycle to align their teams better and to look for any waste in their current processes. We prepare ourselves to assist in the trade partner project planning sessions by being fully aware of what we are capable of delivering and how soon we can deliver it. Accomplishing this involves eliminating waste in our own processes—including the early detection and removal of constraints that could impact our workflow. We are vetting our lead time constraints, design, materials, and the decisions needed before production starts.

Flexibility ensures that even when there is an obstacle at the job site, the project team is ready to make accommodations to finish on time or ahead of schedule, regardless of the circumstances. Parsons applies Lean Planning to create a flow-supportive project environment on each job site. What ways do you ensure flexibility on a job or at the office?

So far we’ve covered safety, scheduling, and flexibility in our Lean Ready series. We hope it’s inspired you to look at ways you can be Lean Ready in everything you do. We’ll leave week five’s topic a mystery, but for the time being, we welcome your engagement on our blog or via social media. Let’s get Lean together!

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Schedules are Lean

Our schedules are Lean! Shortened schedules are part of meeting the ongoing needs of our customers. One of our solutions to continually meet this need is to be Lean Ready when we begin to schedule. When we reduce the duration of different processes on site, the final cost (which includes time and materials) decreases for everyone. This leads to greater savings for our customers.

Being Lean Ready means we plan early to determine prefabrication opportunities. When we can build assemblies in our prefabrication shop we can reduce the amount of time we need on the project site to get our work installed. Using this approach, onsite slab and wall rough-in work is often cut in half, which allows for the project teams to move on to the next stage in construction.

Reducing material handling labor, eliminating defects, reducing waiting times, and focusing our talent on value added tasks creates a reduced schedule while increasing overall value for our customers—something that is beneficial to everyone involved on the project. How do you schedule? Do you use Lean to improve efficiency and reduce waste? Have you considered all of the areas that there might be waste? Are your schedules Lean?

This is the third video in our Lean Ready series. As always, we welcome your engagement on this blog or via social media. Let’s get Lean together!

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Safety is Lean

What motivates you to stay safe on the job site? Our safety program Journey to Zero and our Lean Ready practices improve job site safety because lean projects plan ahead for the right equipment needs. Not only that, Lean job sites are clean and organized with reduced material handling and less job site waste.

Part of safety is planning and that’s what lean is. If you have a good plan you’ll have tools there.
Our Lean Ready practices incorporate early planning to identify ways to reduce onsite material, waste handling, and onsite storage. We create detailed material handling plans to accommodate project flow through the work spaces throughout the life of the project. Just in time deliveries reduce storage clutter which helps keep the site clean. Materials on wheels improve the handling of materials that are on the site. A clean job site is a safer job site and ultimately means there are fewer things to move around, trip hazards, and opportunities for an individual to strain their muscles moving unnecessary material or using inappropriate tools and equipment.

This is the second video in our Lean Ready series. We welcome your engagement and sharing of this content. Let’s get Lean!

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