Harold Washington College (HWC) is located in Chicago's central business district serving over 11,000 students. The project consists of the reprogramming and complete renovation of the entire college, encompassing 330,000 square feet of academic and support space on twelve levels. R.M. Chin & Associates, Inc. (RMCA) was hired by the Public Building Commission of Chicago as the Owner's Representative to plan, implement, and oversee the renovation project. RMCA provided management of all infrastructure improvements, design coordination, contractor procurement, logistics planning, construction, punch list, commissioning, occupancy coordination, and project close-out. Serving students from 8:00 am until 10:00 pm six days a week in the heart of the Loop, HWC presented significant constraints in terms of maintaining site security and access to and within the building, controlling the amount of noise and dust generated by construction during service hours, and managing site logistics and material deliveries. In addition, HWC needed to maintain a minimum of 75 active classrooms during each academic semester. City Colleges of Chicago (CCC), the end user of the project, elected to implement a number of significant scope additions to the Project following commencement of the first phase of construction, including the $4M redesign and construction of a new science floor, modification of the building automation system to incorporate controls to communicate with the new district-wide master temperature control system, and many other changes. RMCA performed a comprehensive analysis of options to stage the renovation work to minimize project cost, duration and disruption to College operations, and to maximize construction efficiency. RMCA developed a construction phasing plan that met all of CCC's objectives, including maintaining the minimum of 75 classrooms, plus completing the high priority computing lab floor and Library floor. RMCA successfully managed significant changes to the scope of work by fostering a team approach between the Owner, End User, Design Team, and Contractor to find creative solutions for the challenges arising from incorporating over $6M of changes under a tight construction schedule.