佩里巷酒店
佐治亚州萨凡纳。
Best Project

Owner:Flank Architecture
Lead Design Firm:Hansen Architects
总承包商/建筑管理：DPR Construction
土木工程师：Coleman Co.
Structural Engineer:Tharpe Engineering
MEP Engineer:RWP Engineering

Noted by Forbes magazine as one of the “world’s hottest new hotels” of 2018, Savannah’s Perry Lane—featuring high-end accommodations and picturesque views from its rooftop bar—offers visitors a sense of Southern ease. But building the 170,000-sq-ft, 167-room boutique hotel in Savannah’s historic district was no easy task. The structure—comprised of two five-story buildings—was located within a tight, zero-lot-line site. With limited laydown space, thoughtful sequencing of construction was essential for synchronizing deliveries of materials and equipment.

The project presented contractors with a multifaceted challenge literally from the ground up. With the hotel’s cellar located well into the water table, contractors utilized a special admixture in the concrete retaining wall to mitigate leaks. Because the hotel owner/developer continually fine-tuned the design in order to maximize space utilization in extraordinary ways, BIM proved valuable in coordinating alignment of MEP systems within the interior’s tall, symmetrical ceilings. It was also helpful for creating high-end custom finishes and millwork details.

In addition, many of the finishes required significant lead times. For example, a hanging fixture with radius glass adorning the hotel’s Wayward bar had to be shipped from overseas and required a 20-week lead time.

在屋顶上，团队利用结构地理蛋白升起泳池甲板，以增加水的深度。然而，除了确保新的屋顶系统的结构完整性之外，建筑团队还与萨凡纳（Savannah）雨季的不可预测的异想天开。总共30天的雨天使7月和8月的工作时间表变得复杂。就在9月的屋顶安装接近完成时，艾尔玛飓风带着热带风暴风和雨水。

Although the DPR-led team applied technology, innovation and perseverance to see this project through to a successful completion, the personal touch played a key role as well. Good relationships with neighboring businesses as well as the city of Savannah helped minimize the effects of unavoidable short- and long-term inconveniences created by the construction process. DPR used a similar approach to safety, maintaining open lines of communication across the team and encouraging field staff to report unsafe behavior to the project superintendent. Only two minor first-aid incidents and two recordable incidents were logged during the project’s 365,580 work-hours.