The late start posed significant challenges for the team, including limited preconstruction involvement, minimal design review and a reduced pool of available trade partners due to prior commitments. Adding to the complexity, the original project budget had to be significantly revised.

Photo by Chad Baumer

Preconstruction began in December 2021, with work starting in March 2022 and completing in March 2025. Final commissioning and close-out concluded in May 2025. Despite budget challenges and some initial delays, the 38-month project was delivered at the new budget and on schedule.

During the installation of electrical and low voltage systems at the interactive boat ride, Universal issued a stop-work notice to allow integration of ride and show vendor inputs. Similarly, work at a roller coaster was paused for testing, which delayed the load/unload station building by six months.

To mitigate additional delays, the team engineered a scaffold system over the ride track. The strategy allowed testing to proceed uninterrupted while enabling trade partners to continue their work. The solution ensured safety, minimized downtime and demonstrated the team’s ongoing adaptability with Universal’s evolving requirements.

The team had to integrate complex systems, show power, control, audio and lighting within Universal’s BIM and VDC guidelines. All combined, the team managed 23 building permits to ensure timely, quality construction across the project site.

Photo by Chad Baumer

Hensel Phelps’ internal drone program was restricted, so it leveraged external drone data and integrated it into its cloud-based system. That enabled precise validation of installations, ensuring spatial accuracy and construction alignment. Drone-generated maps also enhanced the project team’s logistics planning, improving site navigation and coordination among all stakeholders.

The Hensel Phelps VDC team conducted more than 800 laser scans and resolved more than 1,000 clash issues. In parallel, the team implemented a standardized quality control inspection and communication system that Universal adopted across the entire campus. QC managers required trade partners to submit drawings with relevant RFIs and submittals, which were organized into an Excel-based schedule assigning inspection times. The schedule was distributed daily, allowing trade partners to plan ahead and coordinate with the owner. Universal later mandated this system for all general contractors.