At JE Dunn we promote a total lifecycle project view in our Life Sciences business unit. From project initiation through project closeout, the engineering and design, procurement, construction, commissioning, qualification, and validation phases all influence project time and cost, making total lifecycle project controls a must-have in a successful project delivery model.

At its core, project controls are about communication, collaboration, and coordination. The project controls team functions as the project management team’s partner in employing disciplined project controls processes to transform data into action that minimizes disruptions, enhances predictability, and strengthens project outcomes in a transparent model for all stakeholders. JE Dunn employs Lean methodologies like Target Value design (TVd) and Target Value Delivery (TVD) within the project controls framework to safeguard a project’s financial health by managing scope creep.

Project Controls at JE Dunn

JE Dunn employs a robust set of project controls procedures, guides, processes, and tools to manage and report on a project’s financial health, schedule compliance, risk exposure, and earned progress. At JE Dunn, the main elements of our project controls framework are:

• Project Financial Management
• Project Schedule Management
• Project Risk Management
• Earned Progress / Earned Value Management

Our proactive and transparent approach to project controls, backed by data-driven insights, provides our project and client teams with information necessary to make informed decisions that align with project and organizational goals, particularly in environments where certainty of outcomes is critical.

Financial management

Project financial management begins with a comprehensive estimate that calculates all anticipated costs necessary to fully deliver the intended project scope and benefits. Upon establishment of the Original Project Budget, TVd/TVD is implemented, and the Performance Measurement Baseline (PMB) is developed. JE Dunn utilizes CMiC to track all commitments, expenditures, and forecasts for each budgetary line item within the project’s financial model.

Additionally, a cash flow analysis model is developed. Cash flow serves as a key indicator of financial health and can be predictive of a project’s future performance. We use detailed cash flow curves to identify variances against the project baseline and anticipate funding needs. By connecting financial forecasts directly to field performance and production data, we can share insights that inform timely decisions.

Schedule management

Schedule management begins concurrently with the development of the project estimate and includes all required scope in an intuitive, time-phased, CPM scheduling tool.

Lean tools and methodologies such as the Last Planner System®, TAKT Planning, and Pull Planning are essential to promote project team ownership of, and agreement with, the project’s Master Level III end-to-end Schedule.

Risk management

Formal risk management is another foundational component of our project controls approach. Beginning at project inception, risk management influences every major project outcome. Our risk program identifies potential exposure early, assigns probability of occurrence, and then assesses impact in cost, schedule, and quality, which is then used to calculate an earned monetary value (EMV) for each risk line item.

Earned Progress / Earned Value Management

Earned Value Management (EVM) rounds out our core project control components. EVM provides an objective view of progress, productivity, and future trajectory. We track earned hours against budgeted hours to calculate field productivity, i.e., the Productivity Index (PI), which then allows our team to forecast the remaining work with increased accuracy. This PI metric helps project teams understand where they stand — and where they’re headed.

Additionally, our project controls team uses our systems of record to calculate the full suite of EVM metrics including, but not limited to, Schedule Variance (SV), Schedule Performance Index (SPI), Cost Variance (CV), and Cost Performance Index (CPI).

Right people, right tools

JE Dunn has developed a comprehensive project controls ecosystem around reliable systems of record. Our philosophy is that our processes drive software selection and implementation because we recognize that tools are only as effective as our data collection and analysis processes.

We work with our partners to implement project controls systems that convert raw data into actionable insights — so you and other stakeholders on your team can focus on the decisions that matter most. Technologies like BIM modeling and reality capture tools such as Buildots are vital to this approach and establish a single source of truth for the project.

Leveraging these tools, we implement processes to track both predictive and historical Key Performance Indicators (KPIs) from day one. These include productivity rates, earned vs. actual performance, cash flow forecasts, and cost-variance dashboards. We color-code indicators to prompt deeper questioning: What is this telling us? What decisions need to be made now? This analytical discipline ensures every data point passes a reasonableness test — and earns the trust of our clients and project teams.

Most importantly, we govern these tools with well-defined policies, procedures, and templates that establish guard rails for decision-making. Whether managing cost escalation, field productivity, or scope change, our systems and processes enable consistent execution and reliable forecasting. Our teams regularly use Monte Carlo simulations to model thousands of potential scenarios and assess the probability of hitting key milestones, which can help inform downstream activities in complex, multi-phase life sciences facilities.

Delivering certainty

From ideation to handover, project controls help deliver certainty. And certainty is what builds trusted partnerships, brings treatments for unmet medical needs to market, and turns project goals into real-world outcomes.

To learn more about JE Dunn’s Life Sciences team and portfolio, visit https://jedunn.com/markets/life-sciences-research/

The post The Power of Precision: Project Controls for Life Sciences and Biopharma Construction first appeared on JE Dunn Construction.

I’ve spent the last 38 years supporting the planning and construction of biopharma projects of all sizes in the U.S., Singapore, Puerto Rico, Ireland, and Europe, and the importance placed on safety on all of these projects has and continues to be the highest priority for clients in this market sector. Since joining JE Dunn, I’ve seen firsthand that safety is a priority for everyone on all our company’s projects, regardless of title or years of experience. However, the complexity of adhering to FDA and cGMP regulations and requirements, and maintaining the trust of the practitioners and patients who our clients serve, create significant safety considerations that are unique to life sciences construction projects.

As we look to progress the vital work happening in life sciences manufacturing, JE Dunn stands out as an authentic partner that implements robust safety training and planning to ensure that our teams, our clients, our partners, and all our site trade workers can focus on what matters most: protecting and saving lives.

Zeroing in on safety

Having zero recordable injuries on a construction project is achievable, and JE Dunn is growing its portfolio in life sciences construction to prove it. Results from recently completed work on a Biomanufacturing Campus program in North Carolina show that zero accidents, injuries, and lost time on a complex life science project is achievable. On this project, our exemplary project safety record has achieved the following:

• 1.2 million labor hours over two years
• $300 million project scope
• 0 injuries
• 0 lost time
• 100% safe work days

At JE Dunn, we plan for safety outcomes like this to become not just the goal but also the model for success. Building biopharma and life sciences facilities, however, presents its own set of distinct challenges in addition to the safety considerations our teams plan for during project execution. Safe cGMP (current Good Manufacturing Practice) facilities such as this one must follow strict regulatory standards and often factor in complex systems for air filtration, plumbing, sterilization, process equipment, clean rooms, congested interstitial utility spaces, and more. Teams that work in alignment are better equipped to handle obstacles, from minimizing disruptions to keeping up with the fast-moving technological changes.

With over 100 years of experience working with complex authorities having jurisdiction (AHJ), understanding cGMP culture, and serving a diverse range of clients, JE Dunn draws on our expertise to define and align expectations — especially those for safety — for every project we undertake.

The journey to achieving this kind of success on every project will look different, but by focusing on planning, prevention, and putting people first, the mindset and outcomes for safety excellence will follow.

Planning

Safety on biopharma capital projects is non-negotiable. From the outset of each project, JE Dunn collaborates closely with the client and trade partners to review safety guidelines and customize a safety plan that meets that project’s unique demands. These high-stakes projects warrant robust safety programs that ensure every aspect of construction is executed with the utmost care.

Prevention

Our companywide safety program, exemplified by the project plan, focuses on proactive, leading indicator practices rather than reacting after incidents. This forward-looking approach helps address potential hazards before they lead to injury and ensures swift corrective actions. And focusing on the awareness, training, coaching, mentoring, and rewarding of our trade partners and their craft workers is paramount to each project’s safety program success.

JE Dunn leadership’s commitment to safety and proactive planning was on full display throughout the construction of this project and funneled down to every level. Project leadership held regular training and safety meetings to ensure that everyone from senior management to superintendents to trade craft understood the unique safety plan designed for the project and were encouraged to make safe decisions daily. Visual aids and signage were posted throughout the site, reminding staff of safety best practices and potentially hazardous areas.  Continuous and current safety communications were provided on a daily basis to help keep all project participants informed.

Putting people first

Teams can only reap the full benefits of a proactive safety plan if every person at every stage is committed to successful implementation. JE Dunn hired trade subcontractors that already upheld strong safety programs and records. During peak periods of construction over 300 craft workers participated in daily safety observations through Safety Observation Reports (SOR) to foster a culture of accountability and prevention. And teams celebrated project milestones throughout the two years of work to share in their success and motivate one another to stay the course toward excellence. This level of education and reinforcement for everyone on-site ensured a consistent, committed approach to zero-accidents and an injury-free jobsite. As we continue this approach on future projects it will help us to continue building a more safety-conscious construction workforce to lead the future.

Creating a safety mindset and culture

By setting the bar at zero, we are protecting the well-being of our team and enhancing our ability to deliver exceptional value. Achieving zero safety incidents directly contributes to maintaining schedules, preventing costly delays, lowering insurance rates, ensuring a smooth flow of operations, and most importantly, protecting lives. And when everyone is looking out for safe working conditions, we can avoid these impacts that can be detrimental to workers, their families, and our client project sites.

Ultimately, aiming for zero safety incidents and injuries is the right thing to do. It demonstrates JE Dunn’s resolute responsibility to our people, our processes, and our clients’ success. That’s why we do it. If this safety mindset and our expertise sound like a fit for your next project in biopharma, life sciences, or other industries, please fill out our contact form.

The post How a life science project in North Carolina set a new standard for Biopharma Construction Project Safety Excellence first appeared on JE Dunn Construction.

Costello will join industry leaders in a panel discussion titled “Navigating Current Market Challenges to Strategically Position Life Science Development for Future Growth.” The panel will delve into critical topics, including:

• Analyzing the risk profile of labs, manufacturing facilities, and campus projects to identify potential challenges and opportunities in a fluctuating market to inform investment decisions.
• Identifying areas of increased investment and funding: aligning project priorities with current market opportunities to enhance project viability.
• Emphasizing the need for adaptive strategies to optimize resource allocation and ensure swift responsiveness to market changes.

“We are thrilled to have Terry represent JE Dunn Construction at this prestigious event,” said Richard Ceretti, Raleigh and Charlotte office leader at JE Dunn Construction. “His insights and expertise will undoubtedly contribute to a meaningful discussion on the future of life sciences development.”

The Advancing Life Sciences Construction Conference is a premier event that brings together professionals from across the industry to share knowledge, network, and explore the latest trends and innovations in life sciences construction.

For more information about the conference, please visit https://advancing-life-science-construction.com

The post JE Dunn Construction Announces Terry Costello’s Participation in Panel Discussion at Advancing Life Sciences Construction Conference 2025 first appeared on JE Dunn Construction.

The cGMP Warehouse is designed to accommodate a variety of critical functions. It includes receiving, storage, sampling, drug substance freezing, cold storage, material dispensing, tote and parts washing, water for injection (WFI) generation, and personnel support. The primary storage areas are equipped with racking for sections dedicated to ambient storage, ambient flammable storage, and multiple types of cold storage, maintaining temperatures ranging from 2 to -70 degrees Celsius.

The project is pursuing LEED Gold Certification under LEEDv4.

The post Confidential Biopharma cGMP Warehouse first appeared on JE Dunn Construction.