The recent transformation of the Maxwell Dworkin Applied Math and Stats Building spaces at Harvard University stands as a clear example of how patience, precision, and continuous coordination can turn complexity into success. The renovation included the modernization of classrooms, communal spaces, offices, and conference rooms. Executing major upgrades within an active university environment is never simple—and doing so while coordinating across multiple departments, navigating rapid procurement cycles, and adhering to a fixed schedule adds an even greater level of challenge.
Spanning over 60,000 SF across levels one through three of Maxwell Dworkin Hall, the project ran from early Spring through the end of 2025, with a 35-week construction duration. While not formally designated as a fast-track project, the pace, density of scope, and number of stakeholders involved required the team to operate with fast-track urgency, particularly given that the building remained an active academic environment throughout construction.
From the outset, the project brought together multiple departments, setting the tone for a highly collaborative effort. Working closely with the School of Engineering and Applied Sciences (SEAS) and the Faculty of Arts and Sciences (FAS), the team had to balance distinct programmatic needs, evolving user requirements, and differing operational priorities, all while protecting the integrity of the schedule. Tackling this meant translating complex stakeholder input into clear, actionable plans that could be executed efficiently in the field.
We started with maintaining schedule discipline due to a significant portion of the building remaining fully occupied. Lecture halls and laboratories on the first floor and in the basement continued operating throughout active semesters, requiring construction activities to be carefully sequenced around class schedules, lab use, and daily student circulation. Off-hour work, detailed phasing plans, and constant communication with building operations were essential to minimizing disruption.
The sensitive scopes that required precise planning involved the full replacement of the building’s fire alarm system, telecommunications network, and audio-visual (AV) packages. Pull planning sessions with the Harvard facilities staff ensured uninterrupted life-safety coverage, compliance with campus standards, and minimal impact to daily tasks. Among these complex elements included the rapid procurement and integration of the specialized AV set ups within a compressed timeframe. Utilizing early vendor engagement, proactive tracking of lead times, and defined installation milestones allowed the team to deliver a fully functional system without impacting the overall project schedule.
Similar coordination was required for integrating new mechanical systems and building management controls into the existing infrastructure. This included the installation of a new heat exchanger, fan coil units, and minor roof work to support a new exhaust fan—all executed with careful planning to ensure seamless integration alongside existing, operational laboratory systems.
Our in-house VDC team assisted with basement coordination challenges, particularly around piping and heat exchanger layouts, helping the team avoid downstream conflicts. All drywall and ACT ceiling work was completed by Wise’s self-performance group. This internal flexibility provided great support through evolving layouts of the newly shared spaces, offices, and conference rooms within a largely modernized footprint.
What truly set this project apart was the proactive engagement demonstrated throughout. Frequent site walkthroughs, continuous communication with Harvard stakeholders, and close collaboration with the design team at Perkins&Will ensured that occupant needs were consistently reflected in real-time decision-making. Coordinating far more stakeholders than a typical campus renovation, Wise embraced its role, helping Harvard navigate complexity without compromising schedule or budget.
The finished transformation meant the success of the Maxwell Dworkin renovation was defined, not by any single milestone, but by the collective discipline of coordination across departments, trades, designers, and University operations. The flexibility and collaboration shown by the Wise team and trade partners reinforced a unified approach, transforming a highly complex renovation into a carefully composed success, one that supports Harvard’s academic mission while setting a strong example of what a well-orchestrated effort can achieve.
Project Collaborators:
Harvard University
Payette
Perkins&Will
Jensen Hughes
RFS Engineering
Project Team:
Andrew Lynch
Tom Upton
Debora Juliao
Chris Beati
Photography:
Richard Gayle Photography
