Getting Oriented: Who's in the Room and Who Signs?

• Quick check — who will be signing final approvals for budget and schedule on this project? Options: VP of Research, VP of Facilities/Operations, Capital Planning Director, Principal Investigator (PI), Department Chair, Provost/Dean, Other
• Which stakeholders must be explicitly aligned before we can enter schematic design? Options: Facilities leadership, Capital planning, Research leadership/PI, Environmental Health & Safety (EH&S), Finance/Grants, External funder (NIH/donor), Regulatory authority, Other
• What's the real decision timeline right now — do you have immovable deadlines tied to grants, accreditation, or the academic calendar? Options: Fixed hard date (non‑negotiable), Target window with limited flexibility, Flexible/rolling, Dependent on funding timing
• If there is a hard stop, please give the exact date(s) and the consequence of missing them (e.g., lost grant funding, failed recruitment, accreditation impact).
• Who will act as the day‑to‑day owner for coordination and decisions with our team? Options: Director of Facilities, Capital Projects Manager, PI or Lab Manager, Project Administrator, External Program Manager, Other
• Have you worked with specialized lab design‑builders before? Briefly describe one success and one frustrating experience we should know about.

Why This Project Now — What’s at Stake If You Wait?

• What event made this project unavoidable, and what would happen operationally or politically if you delayed it 6–12 months? Options: New NIH/grant award, Facility failed inspection, Accreditation risk, Critical faculty recruit, Program expansion, Aging infrastructure failure, Other
• How urgent is stakeholder sentiment about timing — are leaders anxious, ambivalent, or resistant? Give examples of conversations you've had. Options: Very anxious/pressing, Concerned but pragmatic, Ambivalent, Resistant
• What are the negative outcomes you’re most worried about if the project slips (e.g., lost funding, interrupted research, reputational damage)? Rank the top three. Options: Lost grant funding, Delayed faculty recruitments, Research downtime/lost experiments, Loss of accreditation, Escalating costs, Negative press/reputation, Other
• Who on campus is likely to push back and why? How long have those concerns existed?
• What internal or external approvals are biggest political hurdles (board, funder, state agency)? Options: Board approval, Funder milestones, State/municipal permitting, Regulatory approvals (biosafety), University committees, Other

What's Broken (Or About to Break) — The Reality Check

• Where does your existing space most clearly fail to protect research continuity, staff safety, or compliance today? Options: HVAC/containment performance, Plumbing and service distribution, Electrical and emergency power, Vibration or acoustic issues, Instrument integration and utilities, Code/licensing non‑compliance, Other
• How often do these failures occur and how long have you been experiencing them? Options: Daily, Weekly, Monthly, Intermittent/rare, We’ve tolerated them for years, Recently started
• Describe the last significant incident related to facility performance or compliance: what happened, what was the immediate impact, and how was it resolved?
• Do you have up‑to‑date as‑built drawings, utility riser diagrams, and equipment lists accessible? Options: Complete and current, Partially available, Obsolete or incomplete, None available
• Are there known hazardous material, abatement, or code/licensing items (e.g., BSL transition, waste streams) that will drive scope or schedule? Options: Asbestos/abatement, BSL upgrade requirements, Hazardous waste handling changes, Special plumbing/containment, None known, Unsure — need investigation
• Which lab workflows are most disrupted today (sample storage, instrument uptime, shared core access) — and how does that make your teams feel?

If You Could Snap Your Fingers — The Win Everyone Celebrates

• If every stakeholder left the project feeling it was 'a win,' what three concrete things would they be celebrating?
• What are the non‑negotiable success signals — the measurable acceptance criteria we must meet to call this project successful? Options: Containment certification (e.g., BSL standard), Commissioning performance targets (ACH/temperature/humidity), Instrument integration and calibration, On‑time occupancy by date, Budget adherence within tolerance, Other
• Which regulatory or accreditation requirements must be satisfied (list specific agencies or standards)? Options: NIH/agency grant conditions, Local building code, State biosafety authority, IACUC/animal facility rules, CLIA/GLP, Other
• What would you accept as objective proof that the space meets researchers’ needs (examples: pilot lab tests, instrument uptime metrics, faculty sign‑off)? Options: Pilot lab acceptance testing, Instrument performance reports, Faculty occupancy sign‑off, Independent certification reports, Other
• What is your ideal occupancy date and what flexibility, if any, exists around it? Options: Specific fixed date, Target month/semester, Within a quarter window, Flexible/when ready

The Hidden Costs No One Likes to Talk About

• If the budget had one unforgiving rule, which single expense do you suspect will surprise everyone?
• What is the current budget range allocated for this project (including funded contingency)? Options: Under $2M, $2M–$10M, $10M–$50M, $50M–$200M, Over $200M, Undetermined/placeholder
• How is the project funded today (select all that apply)? Options: NIH or federal grant, State capital funding, Institutional capital, Donor/gift funds, Department operating funds, Other
• What contingency policy does your institution expect to carry for specialized MEP/containment work (percentage of construction cost)? Options: <5%, 5–10%, 10–15%, 15–25%, No fixed policy/decide later
• Would you be open to phasing scope, owner‑furnished equipment, or other tactics to protect schedule or budget? If so, which? Options: Phased construction, Owner‑furnished major equipment, Modular prefabrication, Value engineering workshops, Not open to trades
• What level of budget transparency is required for funders and internal stakeholders (high level estimate, detailed line item, monthly burn reporting)? Options: High level estimate, Detailed line item budget, Monthly burn reporting, Quarterly updates only

Where We Often Trip Up — Coordination and Integration Risks

• When similar projects unravel, what's the small coordination failure that ends up killing schedule or budget on your campus? Options: Equipment delivery mismatches, Conflicting trade schedules, Late owner decisions/spec changes, Missing MEP coordination drawings, Regulatory approval delays, Vendor integration failures, Other
• Which critical vendors or instruments will need special coordination (list manufacturers or core equipment by name)?
• How have you handled equipment vendor installs in the past — do vendors come onsite directly, use factory reps, or require contractor‑led installs? Options: Vendor performs install with factory rep, Contractor performs install with vendor oversight, Hybrid — depends on equipment, Undecided
• What communication cadence has worked best for you on complex builds (e.g., weekly site calls, daily standups during critical milestones)? Options: Weekly executive check‑ins, Weekly project team meetings, Twice‑weekly construction standups, Daily during critical phases, Ad hoc as needed
• How do you prefer to govern changes—single change approval, steering committee, or approval thresholds by dollar or schedule? Options: Single authorized approver, Steering committee approval, Thresholds by dollar amount, Thresholds by schedule impact, Combination
• What percent of contract value in change orders have you experienced historically on lab projects? Options: <5%, 5–10%, 10–20%, 20–30%, >30%, Unsure/not tracked

Commitment & Next Steps — What De‑risking Looks Like

• If we could prove we can de‑risk the top three threats in 30 days, what would that achieve for you politically or financially?
• What criteria will you use to decide whether to move forward with a design partner (e.g., cost estimate accuracy, references, prior institutional experience)? Options: Accurate early cost estimates, Institutional references and site visits, Specialized MEP/containment expertise, Project schedule confidence, Transparent risk register, Other
• Which procurement pathway do you anticipate (single‑prime GC, construction manager at risk (CMAR), design‑build, or competitive bid)? Options: Single‑prime GC, Construction manager at risk (CMAR), Design‑build, Competitive GMP bid, Undecided
• What documents or approvals do you need from us to get internal authorization to proceed to the next phase (e.g., program cost estimate, risk register, references, mockup plan)? Options: Program cost estimate, Risk register and mitigation plan, Client references and site visits, Proposed milestone schedule, Mockup or pilot plan, Other
• Which of the following readiness items must be confirmed before construction mobilization? Options: Permits secured, Funding in place, Site access plan, Temporary utilities arranged, Owner furnished equipment committed, Other
• Who needs to be at the kickoff meeting from your side (names and roles), and what’s the best window to schedule a project kickoff?
• How would you like to receive updates and approvals going forward (project portal, weekly email, executive dashboard, in‑person reviews)? Options: Project portal with dashboards, Weekly summary email, Executive dashboard monthly, In‑person milestone reviews, Combination

Start with the place you know best

• Tell me which building, floor(s), and primary research groups this project is about.
• Which of these space types exist on the affected floors today? Options: Wet labs, Dry labs, Core instrumentation, Vivarium/animal facilities, BSL-2, BSL-3, Support spaces (offices, storage, prep), Mechanical rooms
• When was the last major renovation or MEP upgrade in these spaces? Options: Within 2 years, 2–5 years, 5–10 years, Over 10 years, Unknown
• Briefly describe the current physical condition or pain points you notice most often (short answer).
• Which of the following best describes the current maintenance model for lab systems? Options: In-house facilities team, Hybrid (in-house + vendors), Outsourced full-service, Ad-hoc/reactive maintenance, No formal maintenance program

If this facility could complain, what would it say?

• What recurring operational failures do you tolerate because ‘they’re just part of the building’?
• Which specific failure causes the largest disruption to research productivity? Options: HVAC/air changes failure, Power or UPS outage, Fume hood/exhaust failure, Contamination event, Instrument downtime, Plumbing leaks
• How often do those disruptive events occur? Options: Weekly, Monthly, Quarterly, Annually, Rarely/never
• Describe a recent incident that illustrates the downstream impact on experiments, grants, or staffing.
• How do those incidents typically get resolved and how long does resolution usually take? Options: Immediate repair (<24 hrs), Short-term workaround (1–7 days), Extended outage (>7 days), Requires capital project

Where code and compliance are quietly setting sneaky deadlines

• If a regulator walked in today and pointed to the single most urgent compliance gap, what would it be?
• Which of these compliance or permitting items are currently open or uncertain? Options: Occupancy/tenant changes, BSL licensing/certification, Mechanical capacity vs code, Fume hood certification, Sterilization/disposal permits, No known open items
• When was the last formal biosafety or containment survey performed? Options: Within 12 months, 12–36 months, Over 36 months, Never/unknown
• Who at your institution typically leads regulator interactions for these spaces (title/department)?
• If we needed to remediate a non-compliance issue quickly, what 2–3 constraints would slow you down most?

How research actually happens here — the messy, honest version

• Walk me through a typical experiment from setup to shutdown — where do people crowd, wait, or improvise?
• Which steps in that workflow are most constrained by physical layout or shared resources? Options: Prep space, Cold rooms/freezers, Fume hood access, Autoclave/sterilization, Instrumentation time, Waste handling
• Who are the day-to-day users and gatekeepers (PIs, techs, core managers, facilities)?
• Are there seasonal or academic-cycle peaks that drive unacceptable congestion or risk? Options: Yes — semester start/end, Yes — grant deadlines, Yes — recruiting season, No strong seasonality, Other
• How do instrument vendors and external service techs currently coordinate access and installs? Options: Dedicated vendor ingress protocol, Ad-hoc scheduling through core managers, Facilities coordinates all vendor work, No formal coordination

The infrastructure no one talks about until it fails

• Which building systems are single points of failure for critical research activities? Options: Chilled water, Laboratory exhaust/ventilation, Emergency power/UPS, Compressed air/vacuum, Lab gases (N2, CO2), Instrumentation network/IT
• Have you experienced cascading failures (one system failing triggers others)? Tell me what happened.
• Do you have redundancy (N+1, backup gensets, secondary chilled source) for those systems? Options: Full redundancy, Partial redundancy, Minimal redundancy, No redundancy / unknown
• Which service contracts or vendors are mission-critical and cannot be interrupted?
• If a critical system needed outage for upgrade, what temporary services would you accept to keep labs running? Options: Mobile HVAC units, Temporary power, Relocate to another floor, Phased shutdowns, Cancel nonessential work

When budget or schedule tightens, where does the site crack first?

• If you had to cut 15% from the project budget tomorrow, which compartments or features are most likely to be sacrificed?
• Which items have the longest procurement lead times that will drive the critical path? Options: Major AHU/air handling units, Custom containment modules, Vibration-isolated slabs, Specialty lab casework, High-value instruments
• Have prior projects on campus faced escalation on mechanical/plumbing subs? How was scope or schedule rebalanced?
• What contingency (budget or schedule) do you normally hold for institutional projects of this size? Options: <5%, 5–10%, 10–15%, >15%, No formal contingency

What would truly signal 'ready' to your stakeholders?

• Across PI, facilities, EH&S, and finance, what are the top three acceptance criteria each group would insist on?
• Which acceptance criteria are non-negotiable and which are flexible? Options: Non-negotiable, Preferable but flexible, Nice-to-have, Undecided
• How will you measure occupancy readiness and post-occupancy research throughput?
• Would you consider phased occupancy tied to acceptance of specific modules or only full building turnover? Options: Phased occupancy, Full turnover only, Conditional phased (only for low-risk areas)

Decision friction: who’s in the room when things stall?

• Where does decision-making typically slow the project: technical trade-offs, funding approval, or regulatory sign-off? Options: Technical trade-offs, Funding approvals, Regulatory sign-off, Other
• Who is the ultimate approver for scope changes and contract adjustments (title/role)?
• Do you currently use a formal change control process and a single documented owner for changes? Options: Yes — formal process and owner, Partial — ad-hoc process, No formal process, Unknown
• Give an example of a recent scope change and the key tensions it revealed (timing, budget, responsibility).
• What communication rhythm (weekly, biweekly, milestone reviews) has worked best to keep stakeholders aligned? Options: Weekly operational meetings, Biweekly steering, Monthly milestone reviews, As-needed

Three documents that would cut our uncertainty in half — which would you hand over?

• Which of these documents are immediately available? Options: As-built drawings, Space program / room datasheets, MEP single-line diagrams, Previous commissioning reports, Biosafety/containment surveys, Equipment inventory with serial numbers
• Are there accurate asset lists for high-value instruments and their service contracts? Options: Yes — current list and contracts, Partial — some items listed, No formal inventory, Unknown
• Do you have digital BIM or CAD models we can review, or only paper/as-built scans? Options: BIM (Revit) available, CAD only, Scans/PDFs, No as-built documentation
• Who are the two people we should contact for document access and site permissions?

Low-effort moves that materially reduce project risk in 30 days

• If you could pick one immediate action to prevent the most likely failure, what would it be?
• Which of these quick mitigations are realistic on your campus right now? Options: Targeted mechanical survey, Containment re-certification for high-risk rooms, Temporary mobile HVAC, Short-term vendor service contracts, Pairing a core with alternate space
• Which stakeholder must be engaged first to enable that action? Options: VP Facilities/Capital, EH&S/Biosafety, PI/Core Director, Finance/Grants Office, External vendor
• How soon can you make a site contact and a 2-hour walkthrough available to our technical leads? Options: Within 48 hours, Within 1 week, Within 2–4 weeks, Longer / constrained
• Are there immediate access constraints we should know about (biohazards, restricted hours, academic calendar blackout dates)? Options: Biohazards/restricted access, Night/weekend restrictions, Blackout during semester starts, No major constraints

How Did We Get Here?

• Can you briefly describe the single event or requirement that triggered this project?
• What type of trigger best describes this project? Options: New federal grant (e.g., NIH), Accreditation/inspection failure, Faculty recruitment/retention, Donor-funded initiative, Deferred maintenance/asset failure, Other
• Who on your campus or team is owning the urgency day-to-day (title/role)? Options: VP of Research, VP of Facilities, Capital Planning Director, Principal Investigator, Lab Manager, Other
• Which constraint currently feels most urgent to you? Options: Fixed move-in date / academic calendar, Hard regulatory approval, Budget cap, Critical equipment delivery window, Site access / staging limitations, Other
• How would you describe the current emotional climate around this project—quietly optimistic, anxious, under-resourced, or something else? Options: Quietly optimistic, Cautiously hopeful, Anxious/urgent, Frustrated/tired, Under-resourced, Other

Who's Really Holding the Keys?

• If the project fails to meet expectations, whose reputation or funding is at greatest risk?
• Please identify the core decision-makers and their primary success criteria (name/role → success definition).
• Which stakeholder groups have veto power over design, budget, or schedule? Options: Sponsor / Donor, Institutional Finance, Compliance / EH&S, Principal Investigators, Facilities Operations, Regulatory Agency, Other
• How do these stakeholders typically make decisions on campus—consensus, executive sign-off, committee review, or another process? Options: Executive sign-off, Small leadership committee, Large governance board, Consent agenda, Ad hoc consensus, Other
• Which stakeholder’s unspoken priorities do you worry we might be overlooking?
• How aligned are your principal investigators and facilities leadership on the project's top three priorities? Options: Completely aligned, Mostly aligned with a few differences, Significant misalignment, Actively conflicted

Where It's Breaking Down Today

• What current process, system, or condition is most likely to delay or derail this project if not addressed now?
• Which existing facility or systems issues are driving scope and risk (choose all that apply)? Options: Insufficient HVAC capacity, Aging plumbing/drainage, Outdated electrical distribution, Code/licensing non-compliance, Contamination/BACT issues, Vibration or lab location constraints, Other
• Can you describe a recent failure mode or incident in your labs that informed this project (what happened, impact, who noticed)?
• How often do unplanned scope changes arise during projects on your campus—and what usually causes them? Options: Almost always, Often, Sometimes, Rarely
• What has been the single most painful coordination failure in past projects (vendors, trades, approvals, deliveries)?

What Would Make Your Team Sleep at Night?

• Imagine the project is delivering exactly what you need—what three concrete signals tell you it’s working?
• Which of these outcomes is non-negotiable for you? Options: On-time occupancy date, Regulatory/containment certification, Full instrument integration, Within budget cap, Successful faculty move-in, Other
• What regulatory or accreditation approvals must be in place before occupancy, and which are the longest-lead? Options: Institutional biosafety committee, EH&S permit, Local building permits, Containment/BSL certification, IACUC/animal use approvals, Other
• What level of budget variance can you accept without reapproving the program? Options: <3%, 3–7%, 8–12%, 13–20%, >20%
• On a scale from 1–10, how confident do you feel today that the project can meet its critical dates? Options: 1, 2, 3, 4, 5, 6, 7, 8, 9, 10

Designs That Actually Work for Users

• What about previous lab designs caused faculty or core staff to push back or request rework?
• Which lab types and user needs must be accommodated in this program (select all that apply)? Options: Wet bench biology, Cell culture/BSL-2, BSL-3 containment, Dry labs/computational, Core instrumentation rooms, Vivarium/animal facilities, Cleanrooms
• Describe your ideal lab workflow—sample arrival to data output—in one short paragraph.
• What instrument installations or vendor integrations are mission-critical and require on-site mockups or pre-delivery checks?
• What acceptance criteria will your faculty or PIs use to sign off on lab readiness? Options: Commissioning reports, Containment certification, Instrument performance verification, Operational SOPs in place, Training completed, Other

Trade Coordination: Who Trips Over Whom?

• Which trade or vendor do you expect will create the most schedule friction, and why?
• Please list the major equipment vendors and estimated delivery windows you already know about.
• How do you prefer we coordinate sequencing between construction and equipment installs? Options: Joint installation schedule, Vendor-led coordination, Owner-managed coordination, Dedicated integration manager, Other
• Have you experienced instrument or vendor delivery delays that forced rework or retrofits? Tell us one example and its impact.
• Which on-campus groups must be included in weekly coordination meetings? Options: Facilities operations, PI representative / lab manager, Procurement, EH&S / Biosafety, Capital projects office, IT/Network, Other

The Budget Boundaries No One Talks About

• If MEP costs rise by 10–15%, what scope items or contingencies would you accept being reduced or deferred?
• Which funding sources will pay for which parts of the project? Options: NIH/construction grant, Donor gift, Institutional capital, Operating budget reallocation, Other
• What is your required approval threshold for budget increases (title/committee and percent)?
• Which contracting or delivery model do you prefer and why (GC, CMAR, design-build, multi-prime)? Options: General Contractor (GC), Construction Manager at Risk (CMAR), Design-Build, Multiple prime contracts, Other
• How much contingency is already included in your program budget (percentage)? Options: None specified, <5%, 5–10%, 11–15%, >15%

Permits, Access, and Site Realities

• What's the single permit, site condition, or campus rule that would stop work cold if missed?
• Which permits or approvals are already in hand, and which are still outstanding? Options: Building permit, Mechanical/plumbing permit, Containment/BSL certification, Site plan / zoning, EH&S approvals, Other
• What are your site access windows, loading dock constraints, or delivery blackouts we should know about?
• Are there campus policies (e.g., noise restrictions, academic blackout dates, union requirements) that will affect construction sequencing? Options: Yes—noise/time restrictions, Yes—union/trade rules, Yes—academic blackout dates, No major restrictions, Unsure
• Who on campus is responsible for coordinating temporary utilities and site logistics during construction? Options: Facilities operations, Capital projects office, Contractor/site manager, Third-party logistics, Other

Agreement on Next Steps — Who Needs to Move First?

• Before we commit to a detailed schedule, what's the single most important item you need from a partner to feel comfortable moving forward?
• Who needs to sign or approve the next milestone (e.g., funding release, design authorization)? Please list names/roles and expected decision dates.
• Which governance model will you use for change control and milestone sign-off? Options: Executive sponsor sign-off, Steering committee, Design review board, Owner's representative with delegated authority, Other
• How soon would you be willing to schedule a 60–90 minute workshop to align stakeholders and agree on success metrics? Options: Within 1 week, Within 2–3 weeks, Within a month, Later—need to confirm
• What would you like our immediate next deliverable to be (e.g., risk register, phased schedule, preliminary budget, stakeholder alignment memo)? Options: Risk register, Phased milestone schedule, Preliminary budget estimate, Stakeholder alignment memo, Other

Getting Comfortable — Tell Us About Your Project in One Go

• In one sentence, how would you describe the objective of this lab or building project?
• Which of these best describes the scope right now? Options: Single lab renovation, Multi-lab fit-out, Floor/core build-out, Whole building new construction, Infrastructure/MEP upgrade only, Other
• Where are you in the program timeline today? Options: Feasibility / programming, Schematic design, Design development, Construction documents, Procurement / bidding, Active construction, Commissioning / closeout
• What are the primary funding sources for this project? Options: NIH or federal grant, State capital funds, Donor/gift, Institutional capital, Bond financing, Mixed sources, Other
• What budget range are you working with (order of magnitude)? Options: < $1M, $1M–$5M, $5M–$20M, $20M–$75M, $75M–$200M, > $200M, Undisclosed / TBD
• Who are the people we should expect to hear from regularly on this project (roles, not names)? Options: VP Research, Facilities Director, Capital Planning Officer, Principal Investigator (PI), Lab Manager, EH&S / Biosafety, Procurement, Other
• When was this project initiated and what triggered it?

If This Project Fails, Who Loses Sleep?

• What single failure — schedule, budget, accreditation, or functionality — would be most damaging to your institution? Options: Missing academic start / occupancy date, Exceeding approved budget, Failing regulatory/BSL approval, Inability to recruit/retain faculty, Instrument installation failure, Other
• How often have similar projects on your campus encountered that kind of failure in the last 5 years? Options: Never, Rarely (1–2), Occasionally (3–5), Frequently (>5)
• What are the most common root causes you’ve seen—contractor inexperience, MEP scope gaps, vendor coordination, change orders, or something else? Options: Contractor experience gap, Undocumented MEP constraints, Late equipment deliveries, Regulatory surprises, Stakeholder misalignment, Other
• Which regulatory or accreditation outcomes keep you awake—biosafety level certification, GLP compliance, animal care approvals, or laboratory accreditation? Options: BSL containment certification, GLP / GMP alignment, IACUC / vivarium approvals, Environmental permitting, Local building/occupancy inspections, Other
• How long has this set of risks been a concern for your team? Options: This is new, A few months, 1–2 years, Several years
• When things have gone wrong previously, what downstream impacts did you see (research delays, lost grants, reputational damage)?

What Would Make Leadership Stop Worrying (and Start Celebrating)?

• If you could pick one measurable success metric that would convince leadership this project worked, what is it? Options: On-time occupancy, Delivered within budget, Containment certification passed, Instrument uptime on day one, Faculty hired/recruited, Research funded and running
• Which three outcomes matter most to different stakeholder groups (leadership, PI, facilities, EH&S)? Options: Operational readiness, Regulatory compliance, Cost containment, Research productivity, Schedule adherence, Minimal disruption to campus
• Are there hard-stops or immovable dates we must meet (grant start, semester, accreditation visit)? If so, list them and the consequence of missing each.
• How tolerant is the project budget to escalation on specialized systems (percent range)? Options: < 5%, 5–10%, 10–20%, > 20%, No tolerance / fixed budget
• Describe how each stakeholder group would describe a successful handoff—what would each say afterward?
• Which success signals should we report on weekly versus monthly to keep everyone confident? Options: Schedule milestone completion, Budget / committed costs, Regulatory approvals earned, Equipment long-lead orders placed, Open issues / risk register, Other

Where the Building’s Reality Is Hiding

• What hidden facility problem are you most worried we’ll discover (utility shortfall, asbestos, undocumented systems, structural limitations)? Options: Utility capacity shortfall, Asbestos/abatement, Unknown penetrations/structure, Aged HVAC/R equipment, Inadequate lab exhaust, Other
• Which of these conditions are present in the existing space? Options: Active BSL-2 or BSL-3 labs, Animal holding/vivarium, Chemical inventory / fume hoods, Cryogenic storage, Vibration-sensitive instrumentation, None of the above
• How old are the core mechanical and electrical systems that will serve this project? Options: < 10 years, 10–20 years, 20–40 years, > 40 years, Unknown / undocumented
• Have there been past code or licensing issues on this site we should know about? If yes, summarize. Options: Yes – significant issues, Yes – minor issues, No known issues, Unsure
• Are there current lab workflows or materials that would require containment changes during construction (e.g., live cultures, chemical storage)? Please list.
• How long have these facility constraints been known or tolerated? Options: This is new, Months, 1–3 years, 3+ years

Who Holds the Keys — Decisions, Budgets, and Timelines

• Who has final sign-off authority for the project budget and scope? Options: VP Facilities / Capital Planning, Dean / Provost, VP Research, Finance / CFO, External funder (grant agency/donor), Shared approval
• What is your formal approval process and typical lead time for sign-offs (procurement, change orders, RFIs)? Options: < 2 weeks, 2–4 weeks, 1–2 months, 2+ months, Varies by dollar threshold
• Are there procurement or contracting constraints we must follow (union labor, prequalified contractors, state procurement rules)? Options: State procurement rules, Union labor requirements, Must use prequalified GC list, Gift/donor restrictions, None / standard institutional
• How do you prefer governance to work during construction—weekly steering, biweekly project team, monthly executive review, or ad hoc escalation? Options: Weekly steering committee, Biweekly project team, Monthly executive updates, Ad hoc escalation only, Combination
• Who should be on the rapid escalation list if a critical issue threatens a milestone? Options: VP Facilities, Project Director, PI / Lab Head, EH&S / Biosafety Officer, Procurement, Other
• What internal approvals typically cause the most delay, and why?

Instrument Reality Check — Which Piece Will Break the Schedule?

• Which specific instruments or systems have the most complex site needs (vibration isolation, high power, chilled water, gas manifolds)? Options: Electron microscopes, NMR / spectrometers, Containment-certified biosafety cabinets, Cryogenic freezers / LN2, Vibration-sensitive imaging rigs, Other
• What are the lead times and delivery windows for critical equipment we should lock now? Options: < 3 months, 3–6 months, 6–12 months, > 12 months, Lead times unknown
• Who owns equipment procurement and vendor coordination on your side (PI, core facility manager, central procurement)? Options: PI / Lab, Core facility manager, Central procurement, Facilities team, Other
• Which installation interfaces worry you most—power, HVAC, vibration, cryogens, floor loading, or exhaust? Options: Power capacity, HVAC / AHU interfaces, Vibration isolation, Cryogen handling, Floor loading / structural, Lab exhaust / fume hood connections
• Describe any vendor coordination experiences that went poorly in the past and what we should avoid.
• Who will be the on-site owner for receiving, staging, and accepting equipment deliveries? Options: Facilities / Site Team, PI / Lab Staff, Core Facility Manager, External vendor, Shared responsibility

What Will Make You Say Yes — Acceptance, Commissioning, and Certification

• What is the single non-negotiable acceptance test or certification the space must pass before occupancy? Options: Containment certification (BSL), Full commissioning (HVAC/controls), Instrument integration and calibration, Safety inspection / occupancy permit, Core facility operational validation
• Which commissioning tests and metrics should be included in the acceptance checklist (air changes, pressure differentials, temperature stability, noise/vibration limits, electrical load tests)? Options: Air changes per hour, Pressure gradients / differentials, Temperature stability, Vibration / seismic tolerances, Electrical load / UPS tests, Instrumentation integration verification
• Who signs the final acceptance certificates—facilities, EH&S, PI, external certifier, or multiple parties? Options: Facilities, EH&S / Biosafety, PI / Lab Head, External certifier, Joint sign-off
• What level of documentation and training do you expect at turnover (O&M manuals, vendor training, validation reports)? Options: Full documentation + vendor training, Documentation only, Hands-on training preferred, Minimal handoff (we'll manage)
• Post-occupancy, what period of optimization or warranty support would make you comfortable (months)? Options: 1–3 months, 3–6 months, 6–12 months, > 12 months
• Are there existing acceptance templates or regulatory checklists we must align with? If yes, attach or summarize.

What Would Make This Partnership Easy — Working Style & Next Steps

• How do you prefer to receive project updates and decisions—email summaries, weekly calls, dashboards, or site walks? Options: Email summaries, Weekly video call, On-site walk, Shared project dashboard, Ad hoc as needed
• What level of vendor transparency do you require on costs and contingency usage? Options: Full transparency (line-item), High-level summaries, Only change orders reported, As required by procurement rules
• What would make you trust a new construction partner quickly—past academic references, a pilot scope, financial guarantees, or something else? Options: Peer institution references, Pilot / mock-up demonstration, Fixed-price guarantees, Strong institutional insurance/warranty, Other
• Realistically, when will your team be ready to select or recommend a construction partner? Options: Immediately, Within 1–3 months, 3–6 months, 6+ months, Undecided
• What barriers on your side could block vendor selection even if the technical proposal is strong (procurement rules, donor approvals, competing projects)?
• If we recommended a next-step workshop or site assessment, who should absolutely attend, and what are your top 3 objectives for that meeting?