MBP provided full construction management services including project management, quality assurance inspections, project controls, safety management, cost estimating, CPM scheduling, earned value management, quantitative and qualitative risk management, claims analysis, move management, and BIM services. The project was an incremental renovation of the F Wing of Building 10 (Floors 2-14). The project equipped the building with modern state-of-the-art infrastructure to provide sufficient and reliable support for biomedical research. Due to partial occupancy of some areas in the F Wing and funding sources, the project was accomplished in two phases. Phase A consisted of converting 64,000 square feet of former patient care units to accommodate laboratories, laboratory support, and administrative areas, and the installation of new utilities infrastructure and mechanical equipment to support the renovation of the entire F Wing. Phase B consisted of the conversion of 151,600 square feet of former patient care units to accommodate laboratories, laboratory support, and administrative areas; the installation of mechanical equipment; and a fit-out of north corridor areas.

“MBP’s cost estimating was very effective in controlling the construction contractor’s change requests which resulted in NIH saving approximately 29% or $10,470,000 in construction costs.”
Wayne Appenzellar
Project Officer
National Institutes of Health

“MBP’s management efforts on this CQM contract have been exceptional. The CQM QA team has repeatedly identified significant construction problems that were missed or overlooked by the construction contractor’s own quality control staff. This proactive approach has avoided future disruptions to NIH operations and eliminated the need for costly future rework and repairs. Examples of this proactive approach include identification of deficient domestic water pipe, deficiencies in welds of plastic RO system pipe, and problems with installation of floor and other finishes. MBP is very responsive to the customer’s needs and expectations. MBP manages its subcontractors very effectively; with NIH approval, they adjusted personnel and responsibilities to better address the evolving needs of the project. Throughout the project, MBP and its subcontractors have performed as a seamless integrated CQM team.”
Aaron Crawford
Contracting Officer
National Institutes of Health