Remaining ConstructionIn discussing the current progress with his team, Grey identified two main sections of the propertythat remained unfinished as of September $24,2019.$ These sections included the stage and thelobby.StageWork was already in progress on framing, hanging and finishing the drywall. Grey predicted thatit would take the subcontractor, Cage Drywall, at least $21$ more days to complete the work $($at most$23$ days$).$ Once it was finished, installing the hard tile and finishing the stone columns would bestarted. These tasks would take $10$ days and five days, respectively. At the same time that the hardtile and stone columns were started, Bridget Lei, the project coordinator, explained that she hadscheduled Integrity Architectural Millwork to begin working millwork, which she estimated thatthey required $15$ to $21$ days to complete the work. Following millwork, casework $($installation ofcabinetry$)$ could begin. Lei estimated further that they needed five days to complete this task.Installation of flooring would take $10$ days and would begin after the casework was finished. Uponcompletion of the hard tile and stone columns, installation of the glass was scheduled to begin.Expected to take no more than three days, the glass installation included windows and glass slabsfor portions of the stage. Grey and Lei arranged for Charlie Irwin Painting to come in after theglasswork was completed. Painting this area of the theatre would take $10$ days.Once the painters and flooring installers vacated the area, Greys crew of carpenters would begininstalling the doors and associated hardware. Larry Bane was the project superintendent whooversaw the work of the crew on the site; his $38$ years of experience had taught him that this tasktime could vary greatly. Bane explained to the team that if the received doors were of the correctrequirements and no hardware was missing, the carpenters would require five days to install themin the stage area; otherwise, reordering and matching hardware to each door could make the tasktake an additional two days. At maximum, Bane expected that the doors and hardware could takeeight days, factoring in all potential problems. While the carpenters were working on installing thedoors, Lei had scheduled mechanical, electrical and plumbing $($M$.$E$.$P$.)$ work to take place. On thework breakdown schedule, Lei pointed out that $10$ days were allocated to the subcontractors forthese jobs.As with the other sections of the project, the stage would be completed with a thorough cleanupand run$-$through of the companys own punch list created by Grey and Bane. Cleanup andcompleting the tasks on the BCI punch list for the entire project would each take approximatelyfour days, and could be done simultaneously, but only after all three major sections of the projectwere completed. These tasks would be followed by a fire marshal inspection, which could take upto five days for a property of this size. Only after the inspection could the architects punch listbegin. As internal inspections were conducted at various stages throughout the project, theinspection of BCI properties by the fire marshal had historically always passed.