A trapped quarter – how Kulturpalast still ended on time – DNN

In fact, says Andre Reuter, he wanted to go on vacation. The self-employed project manager oversaw the construction of the Mitte power plant for the Züblin construction group for over three years until delivery. The new two-theater hall building was delivered to its users on time in September 2016. “I deserved a break,” says the civil engineer.

But then the phone rang. Axel Walther, General Manager of Kommunale Immobilien Dresden GmbH & Co KG (KID), was on the other end. KID built the Mitte Power Plant as a customer, and KID is also responsible for the transformation of the Kulturpalast. “Mr. Walter asked if I could take over the management of the Kulturplast project,” Reuter recalls.

It will be a subtle drop. But the Palace of Culture will open on time: shortly before, our photographer was allowed to walk around the building again.

In the fall of 2016, half a year before its planned completion, the construction site in the heart of the city came to a standstill. Planned construction costs have gone up and up, construction hasn’t progressed, and only the April 28 opening date has fluctuated. In fact, it cannot be hindered.

The race to catch up started in January

The city’s last hope: The man who ensured the successful completion of one major cultural project was also to take responsibility for the other major construction site. The plan worked: the Kulturpalast would open on Friday with a party. “We’ve been able to work six months in three months,” says Reuter, who describes himself as “ambitious” and “impatient.” “I won’t stop until I feel like she’s going,” he says. Perhaps he inherited his will from his grandmother.

Quality valued by KID and city management officials. Mayor Dirk Hilbert (FDP) also knows what he owes Reuter, even if he modestly rejects it: “I’m not alone on the site, I’m not doing the work.”

not this. But as an outsider, Reuter realized the problems and turned the right screws. When he came to the construction site in November 2016 and got an overview, he noticed several problem areas: “There were no current construction schedules, there were too few people on the construction site, and the construction department was not optimally organized.”

With Reuter, site manager Dietmar Fechner and foreman Peter Zuffel of Zuppelin, three new employees joined the site management team, and the communication fundamentally changed: “We got rid of unnecessary consultations and offered an 8 a.m. tour where we laid out the battle plan for the day the schedule was set. timeline by the architectural office Hahn & Kollegen GmbH of Dresden so that delays in deadlines can be noticed and corrected in a timely manner.” Builders strengthened their teams. The race to catch up started in January,” the manager recalls.

According to Reuter, the atmosphere at the construction site has changed and a sense of community has grown. “Mason workers and craftsmen should not have the impression that no one cares about their problems.” The project manager has great respect for the companies involved. “Many are doing much more than what is stipulated in the contract.” The people of Dresden are special people who, according to Thuringian, are committed to their city with great conviction. “We are from Dresden and we want the Kulti to be finished on time. We will do this now,” not only one managing director explained to him.

The renovation of the hall went very well

Reuter says he quickly realized that diverting the hall wasn’t a problem. Experts from the Lindner Group were in control of this project. “I can let them do whatever they want and focus on the problems on the periphery.” There’s one thing, Reuter says, he absolutely can’t stand: “If you’re not honest on a construction site. It’s hard to admit your mistakes. But if mistakes aren’t reported and you hit each other’s pockets, you won’t be able to identify and respond to weaknesses.”

The fact that Kulturpalast can be opened on Friday is an achievement that is hard to describe in words. “Everyone has his role. Above all the builders, but also the users. Everyone has subordinated their interests to the goal.” For example, construction service companies that started their systems in the middle of construction work. “The ventilation was turned on even before the doors were installed. The project manager says many other companies would have canceled the commissioning.” The Dresden Philharmonic Orchestra was only able to complete three rehearsals before rehearsal on Thursday, and the Hercules Club performers had to make do with one rehearsal in the new hall.

“I’ll stay until everything is in sacks and sacks”

“Everyone deserves a great compliment,” says Reuter, management included. There was a biweekly tour with Mayor Annekatrin Klepsch (Die Linke) on the state of the construction work, where building oversight was also represented. “It was clear to us from the start that the construction of the Palace of Culture would not be completed by April 28. We focused on the work that was absolutely necessary for the opening,” says the project manager.

The conversion would not be properly completed until September with the consecration of the organ in the Concert Hall. Reuter has extended his contract so that work can continue at full speed beyond April 28. “I will stay until everything is in the sack and bags,” he promised. What would have happened if he hadn’t taken over in November. “If not for the changes that had been made, things would have gone wrong,” he says, and everyone in charge, from Hilbert to Klipsch to Walther, sees the same thing.

How will things go after completing the Kulturpalast with the 41-year-old, who set up his own office in December 2010 with Reuter’s Project Management Office and settled in Jena on Humboldtstrasse? “I’m open to the next exciting project,” he says. Maybe you’ll work leave for a few days before he takes over the next construction site.

By Thomas Bowman-Hartwig

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