Michael Abbondante, EIT, LEED AP

Proven leader in project management with a track record of delivering high-quality results on time and within budget for Skanska USA Building Inc. Excelled in scope management and client relationship management, mentoring teams to exceed project milestones. Demonstrates exceptional team leadership and multitasking abilities, ensuring project success through innovative solutions and effective communication.

• Association of Medical Facility Practitioners
• Lean Construction Institute
• Society of Healthcare Engineers: National Capital Region

• ASHE: Healthcare Construction Certificate
• OSHA 30-Hour Safety Training
• CPR/First Aid
• Previous: Construction Quality Management for Contractors Certification, U.S. Army Corps of Engineers

• Skanska Stretch Participant: 1 of 26 International Employees Nominated and Selected for case study and work abroad
• Skanska Market Maker Expert Group Member: International team reviewing global accounts and leveraging a 'One Skanska' approach
• Skanska Healthcare Advisory Counsel Member: National team developing best practices and client strategies
• Skanska VDC Advisory Group Member: National team developing best practices and innovative solutions
• Skanska Steering Committee Member, Community Outreach

Michael has been involved in a litany of award winning project sizes, types, and delivery methods.  Including Construction Manager at Risk projects as the construction lead, reporting directly to the Vice President of Operations and General Manager, Owner's Representative work as a member of Skanska's Integrated Solutions Group, and Integrated Project Delivery methods for Universal Health Systems. 

*Awards Include: NavFac Star Safety Award, Fairfax County Land  Conservation Award,  Small Commercial  category, Skanska Project  of the Year (Under $25  million), Skanska IFE Team  Champion Award, NAIOP Northern VA Chapter Award of Excellence, 

VHC Health, The Outpatient Pavilion and Garage, Arlington,  VA* 

$201 million expansion project consisting of site work, outpatient pavilion  MOB and parking garage. The Outpatient Pavilion is a 245,000-GSF six  (6) story steel composite structure connected at the main level to the  nine (9) story, 1,700 car precast parking garage. The new building will  be connected by an elevated pedestrian bridge to the existing campus  structures. Role: Senior Project Manager

Tyber Place RESA (22 M Street Residential), Washington, DC 

The Resa building is the residential component of the Tyber Place  development. The high-rise apartment building has 12-floors and 326-units  with three levels of underground parking. The Resa building has high-end  amenity offerings including penthouse, a rooftop pool, fitness facility  and other common area spaces in addition to ground floor retail. The  Resa building is targeting a minimum of LEED Silver certification. Tyber  Place, a mixed-use development comprised of three buildings, is located  in the vibrant and rapidly growing NoMa submarket. The site is located  one block from the NOMA – Gallaudet U Metro Station (Red Line) and six  blocks from Union Station, which is the main Amtrak and commuter hub  in Washington, D.C. Role: Project Manager

Universal Health Services, George Washington University  Hospital ICU Renovation, Washington, DC*

$6.5 million, 16,750-SF project involved the renovation of a portion of  the existing 6th floor into a 16-bed neurological ICU unit directly over  the operational 5th Floor ICU. The project converted space previously  used by the University to functional hospital space that now includes  eight newly licensed beds and eight transferred beds. The ICU renovation  was delivered via the Integrated Lean Project delivery method utilizing  Consensus Docs as the contracting vehicle. The project team utilized many  lean tools including Big Room, A3s, Choosing by Advantages (CBAs) and  Target Value Design. Role: Project Manager 

Universal Health Services/The George Washington University  Hospital Dialysis Conversion, Washington, DC 

$1.2 million, 1,800-SF project involved the renovation of the fifth floor of  the hospital to create an inpatient and outpatient dialysis center. The space  is located within the middle of the hospital so sensitivity to dust and noise  containment to avoid impact to labs and patients was a high priority. The  space included eight dialysis patient stations, office space, nurses station,  soiled utility room and patient restroom. Close coordination between  the hospital, DaVita (the hospital's dialysis operator), and designer of  record team was required. In addition, the space the dialysis department  moved out of on the 4th floor of the hospital was renovated to private  patient rooms as part of this contract. This project was delivered via the  Integrated Lean Project delivery method utilizing Consensus Docs as the  contracting vehicle. The project team utilized many lean tools including  Big Room, A3s, Choosing by Advantages (CBAs) and Target Value Design.  Role: Project Manager 

Universal Health Services, Psychiatric Institute of  Washington, Patient Upgrades, Washington, DC  

2,9 million, 15,800 SF project involved the renovation of the third through fifth floor patient rooms and restrooms.  The space is located within the existing institute, in patient areas.  Sensitivity to patient care, needs, and safety were critical to the facility and therefore a high priority for Skanska.  Due to the institute’s needs, phased construction was necessary, to ensure patient bed counts were not compromised during the renovation process.  Each patient room received upgraded finishes, each patient restrooms was fully renovated including impact resistant materials, and institutional fixtures.  Close coordination was required between the institute, design team, and Skanska to ensure a quality product was delivered while ensuring patient safety Role: Project Manager

Chesapeake Bay Foundation, Merrill Center Headquarters Exterior Beam Construction,  Annapolis, MD 

$34,500 provided the role of Owner's Representative and Construction Manager for the  Chesapeake Bay Foundation overseeing the replacement of external wood beams and trim on the  Merrill Center Headquarters facility. Our role consisted of quality assurance inspections of the  replacement of exterior wood beams and trim due to early rot working with the general contractor,  design team and other consultants. In addition to our quality assurance role, we coordinated  the work of other trade contractors and provided other project management duties including  participation in OAC meetings, preparation of weekly and monthly owner progress reports, issue  tracking, schedule evaluation, document control and review of as-builts. Role: Project Manager 

Lafayette Centre Renovation, Washington, DC, Washington, DC 

SIS is providing Owner's Representation services on a four-building office complex (100,000-SF)  in Washington,DC for Beacon Capital Partners. The scope of the work includes remediation of  failing store front,remediation of water damaged stone flooring, interior finishes upgrades and  replacement in three primary entry lobbies, a below grade connecting corridor, and a tenant  amenity conference center,demolition of a vacant multi-level tenant space, and replacement of  common area restrooms on five tenant floors. SIS is managing, on behalf of the owner, the design  team and the general contractor, and is responsible for the overall project schedule and budget.  Additionally, SIS is responsible for coordinating the work with the property management team to  ensure minimal disruption to the existing tenants during work. Total project value is estimated to  be $5 million to$6 million. Role: Project Manager 

The George Washington University Building Information Modeling (BIM) & Construction  Operations Building Information Exchange (COBie)/Operations & Maintenance (O&M)  Strategy Program, Washington, DC

Skanska is collaborating with The George Washington University’s Facilities Management Group to  develop a comprehensive Building Information Modeling (BIM) and COBie strategy for facilities  operations and management. This multi-phased program will be implemented across the GW  campuses over the next three years and will result in a detailed Program Implementation Plan  that outlines BIM design and construction guidelines, as well as operations and asset management  protocols. The end result will be a precise, virtual, campus model that enables the FM team to  manage all GW properties at the highest level of effectiveness. This project was featured in Skanska’s  Coast to Coast magazine, 2013, Issue 03, “Reaching New Horizons”; and 2014, Issue 03, “Lifecycle  Thinking.” Role: Project Manager

American University, East Campus, Washington, DC 

$101.6 million, 400,000-SF academic and residential facility. In addition  to the 320 student residential units the project included the two Don Myers  Technology and Innovation Buildings which total 300,000-SF on 3 floors.  The buildings include highly specialized labs for applied and fundamental  research in physics, optics and photography, computer gaming, and  entrepreneurship with support spaces, offices, and other associated areas.  The project also provides 100,000-SF of below-grade parking. The project  is expecting to achieve LEED Gold certification. Role: Project Manager

Nya Karolinska Solna

Nya Karolinska Solna is Skanska’s largest project to date and is being operated and financed under a public-private-partnership. Nya Karolinska Solna is being developed with a focus on patients. This entails that everything from architectural plans to the operation of the completed hospital will be based on patients’ privacy, safety and comfort. The entire construction production is a green working place, featuring environmentally compatible solutions for such amenities as transportation and waste management. The completed hospital will become one of the world’s first university hospitals to be environmentally certified. The goal is to achieve the gold level in Environmentally Classified Building standard and at least gold level in the LEED international certification system. Role: Environmental Engineer

Flemingsbergsdalen, Sweden

The project is located on one of Skanska’s land banks in Huddinge, Sweden. Phase I consists of an Ica Maxi, a 70,626-SF retail building with a grocery component, and a 50,932-SF Sport Hall currently under construction, which will be used for local sports teams and for recreational purposes. Phase II will include an 80,159-SF hotel, with select long stay rooms equipped with a small kitchenette, and a 30,882-SF medical fitness facility, with a rehabilitation center, office spaces, and additional services such as chiropractors. Phase II is in development and is being reviewed for an investment approval of approximately 262 MSEK (approx. 33 MUSD). A real estate company, SPP, is interested in purchasing Phase I and II as a packaged product. The approximate sale value of the package is 711 MSEK (approx. 89 MUSD), generating approximately 22% development profit, and could increase depending on sale conditions. Future building rights are currently being analyzed for additional development. This project has promoted One Skanska with the inclusion of commercial development, residential development, and the construction services. Role: Project Developer

Mälardalen Högskola, Sweden

Skanska project pursuit at a university in Eskiltuna, Sweden. The project will be a negotiated bid of a student union that will include eateries, study areas, and office spaces. The university consists of five properties over three blocks in an urban setting. The separation of the campus creates fragmentations of activities and difficulty for the school to advertise as a unified university. The new building will be centrally located in the city with approximately 210,000-SF, and have a clear profile with a positive addition to the city scape. Skanska PD will provide a bid to the municipality based on COORS analysis of operating costs, Vasce’s potential purchase at completion and Skanska’s land purchase as well as the remaining design and construction costs. The current purchase price under negotiation is 938 MSEK (approx.117 MUSD) and will provide a minimum project development profit of 15%. With these groups working together with a partnering mindset, we hope to be able to supply the lowest cost or lease expense and secure a project win.  Role: Project Developer

Inova Health System, Lorton  Healthplex, Lorton, VA 

$15.2 million, 50,200-SF new healthcare building with an emergency  center and ambulatory surgery center with ER bays, triage bays  and imaging facilities. The project was built on a hilly, ten-acre site,  which required significant sitework, including the removal of nearly  150,000-cubic yards of soil, piles driven as deep as 200' and the installation  of six retaining walls. The building is LEED® certified and received the  2012 Fairfax County Land Conservation Award in the Small Commercial  category. Role: Senior Project Engineer

NAVFAC US Naval Academy Renovate King Hall Galley,  Annapolis, MD* 

$50 million, 71,710-SF Design-build, two-phase, historical renovation of  US Naval Academy King Hall Galley. The first phase was to design and  construct a temporary dining facility to allow the operations to move  into that space, then allowing the demolition of the existing space.  Extremely tight time constraints necessitated that the changeover between  temporary and permanent kitchens occur during spring break while  student population was low. Renovation of King Hall brought structural  and aesthetic features to a level commensurate with the highest Naval  standards, and included design features that showcased the USNA with  the history and traditions of Navy wardroom dining. Renovations also  improved the morale and quality of life of midshipmen by increasing the  quality of meals served to 4,500 midshipmen three times per day. The  scope of renovations included complete replacement and process flow  changes to the production kitchen, as well as the creation of a food court  servery to be used for holidays and weekends. This project achieved LEED  Silver Certification. Role: Project Engineer

Western Maryland Health System Replacement Hospital,  Cumberland, MD

$232.2 million, 585,000-SF New state-of-the-art, seven-story facility  with 275 beds replaced the Memorial Hospital and Medical Center of  Cumberland and Braddock Hospital (formerly Sacred Heart Hospital).  The hospital was built to provide the tri-state area with centralized  comprehensive inpatient and outpatient services. The hospital includes  a cancer center with two linear accelerators, emergency department,  pediatric unit, women's imaging services, surgery unit, outpatient therapy  services, a reflection area with a chapel and healing garden and stand alone heliport. Role: Cost Engineer

Peninsula Regional Medical Center New Critical Access Hospital, Salisbury, MD

$92.5 million, 264,000-SF Project consisted of 211,000-SF of new  construction including an emergency/trauma center with heliport and a  new intensive care and medical intensive coronary care units, and 53,000- SF of renovation. The first phase of the expansion program consisted of a  new 410-space parking structure and major utility relocations. The project  also included a new atrium for the main entrance of the hospital, with a  dedicated entrance for the heart center. A new two-story tower houses  the emergency department, critical care unit and also accommodates  two additional floors of standard patient rooms. Also included was a  renovation of the hospital lab required for standard medical testing  procedures. A 5,100-SF addition for the cancer center and a new outpatient  entrance were also constructed. Role: Project Engineer