From Chaos to Order

From November 2001 to August 2002, I had the privilege of being among a small group of professionals serving as peer reviewers on the Pentagon reconstruction effort. This type of hands-on peer review and collaboration has provided me with a professional, personal, and historical experience that is second to none. The productivity and project progression that was achieved by the construction firms during the reconstruction effort was astounding.  This unprecedented level of productivity was the result of a protocol of (1) continuous review, monitoring, and analysis of the reconstruction efforts (2) a production plan that allowed flexibility for capacity and strategy adjustments within short specified timelines, known as SIPS (Short Interval Production Schedules), and (3) internal and external peer review, which acted as an objective check and balance on work progress.   In addition, as of November 2001, the Pentagon Project was employing between 615 to 625 men, on three shifts, six days a week.   As a result of these innovative strategies in the rebuilding effort, the reconstruction project was completed ahead of the initially scheduled goal of having the façade ring up (E-ring) and functioning by September 11, 2002 (see Engineering News-Record, 9/2/02).

In less than 11 months, 400,000 sq ft of Wedge One, the most severely damaged section, was rebuilt with an impressive safety record of only three lost-time incidents in 1.9 million man-hours of construction.  A truly amazing effort by all concerned.  It is my belief that the utilization of the SIPS technique, with the addition of independent peer reviewers input, greatly facilitated the effectiveness and efficiency of the rebuilding effort.  Having had the opportunity to offer input and periodic oversight on the Reconstruction Administrative methodology utilized for the rebuilding of the Pentagon has been both professionally satisfying and personally enriching.

As a result of my role as a peer reviewer for the rebuilding effort, I was able to negotiate an accommodation with Pentagon officials to allow Howard University Administration, Academic Deans, and graduate Architect and Engineering students the unique opportunity of reviewing the Pentagon reconstruction efforts.  Although the security surrounding the Pentagon reconstruction effort was and continues to be extreme, this event marked the first time that a University, and in particular, a Historically Black University or College (HBUC), was able to obtain access to observe the Pentagon recovery efforts.   I am quite sure that these students will remember their historic visit to the Pentagon reconstruction effort throughout their professional careers.

On top of the Pentagon "E-Ring" looking north. 

Members of Howard University staff are Bruce Costella, Special Assistant to the President for Capital Projects, James Johnson, Dean of Architecture and Engineering, and Steve Johnson, Executive Assistant to the Vice Provost for Administrative Services and a group of graduate Architecture and Engineering students on their historic visit to the Pentagon reconstruction effort in June 2002.

Wedge one facade (E-ring) March 2002.

Wedge one facade (E-ring) May 2002

Wedge one facade (E-ring) June 2002.  Bruce Costella, and a group of graduate Architecture and Engineering students review and discuss the location of 9/11 impact.