A Chat with Lance Wafler, Superintendent at DPR Construction

By Chris Maday Schmidt

Lance Wafler, superintendent at DPR Construction, is a high-energy, forward-thinking superintendent who’s built projects in several of the firm’s regions over the last seven years, as well as led the field operations for some of its largest data center projects. He joined DPR from Holder in 2010. Join Construction Superintendent as Wafler talks about the challenges surrounding the execution of data center projects, as well as his strategies for putting together project schedules and the importance of role models in the industry.

(Q) Talk a little about what makes data center projects unique in scope and execution.

The methodology behind data center construction provides the team with a unique opportunity to rethink how we traditionally build. When building a data center, we organize the brick and mortar construction of the building to fast-track MEP installation. The install and commissioning of these systems then directly drives the installation of the server racks. The planning and analysis makes data centers both challenging and fun!

(Q) What is the most challenging aspect when constructing data centers?

Executing design and technology enhancements during construction can be challenging. Technology hardware and virtual networking are constantly improving and the facilities that house those systems must be able to support their operation. The construction process must accommodate the evolution of these design enhancements on the fly. At DPR, our in-house systems’ experts help us predict some of these technology enhancements and facilitate implementation with the design team to minimize impacts to the construction plan.

(Q) What type of onsite safety programs do you employ? How do you keep your workers updated and engaged?

DPR has a great safety culture—we promote an Injury-Free Environment and believe that zero incidents is possible on EVERY job. As an industry, we have several great procedures to implement and enhance the safety of our craft, and our teams measure and evaluate safety data daily. We use a mobile safety audit system to collect and analyze raw data from each jobsite, which helps teams identify leading indicators and develop meaningful and valuable prevention plans.

(Q) Have you experienced the effects of the skilled labor shortage? If yes, what do you think will help with that?

After the downturn of 2008, many experienced construction tradesmen left the field—for good. National skilled construction employment is down 19 percent from its 2007 peak, with the decline particularly stark in areas strongly affected by the housing bust. Now with construction roaring, many new, inexperienced workers have entered the job market, and—as with any new employees in any industry—need time to train and develop, increasing the importance for contractors to have self-perform work and prefab expertise. We are taking care of our tradespeople, keeping them safe, respecting their expertise and giving them opportunities to grow and develop.

(Q) What types of technology do you use in the field for work-related items?

DPR is passionate about using technology to push the envelope of what is possible. Laser scanning is creating new platforms to raise the industry standard for quality control and scheduling. We use laser scanning to measure work as it progresses to compare back to the model and give real-time updates to our 4-D schedule.

(Q) What has been the most rewarding project you’ve supervised and why? 

Two come to mind (both confidential projects), and both have common themes of success—on both jobs the craft leaders were empowered by the project team and their companies to lead the development of their execution plan. This empowerment created a culture where what’s best for the project was everyone’s mindset, and that teamwork was rewarding for both us and the client.

 (Q) What is the best advice you’d give to up-and-coming superintendents?

Emulate and learn from the people who positively influence your teams. Construction managers engage with a group of people with varied backgrounds, educational levels and nationalities so it is imperative that all groups are treated with the same level of respect for the individual. And stay positive!

(Q) What mentor or role model has made the biggest impact on you?  

I have had several people impact and shape my career, and found that every interaction, both positive and negative, can be a learning experience. I truly appreciate all the lessons I’ve learned from the folks I have tried to emulate, as well as taking lessons learned from those who were not the most effective leaders. Having a level of critical thinking to see where leaders and teams can improve has been invaluable throughout my career.

(Q) What is your strategy when it comes to putting together the project schedule? 

My strategy is to focus on adding the right detail at the right time. When building the initial schedule, the focus should be on design and permitting deliverables to support construction. The construction portion should be developed over time, adding detail as more information becomes available and trade contractors get ramped up.

(Q) It looks like you have worked on a lot of projects that require confidentiality and secure access. Can you speak about some of the nuances that come with these projects?

Social media makes confidentiality tougher today than ever. It takes discipline and communication across teams to maintain the confidentiality of the project. One of our core values is integrity: we conduct all business with the highest standards of honesty and fairness; we can be trusted.

(Q) If you weren’t working in the industry, what would you be doing instead? 

Coaching high school sports during the school year and flipping houses in the summer.