CONSTRUCTION MANAGEMENT
Construction Management is the management of the bid and award, construction and close-out phases of a single project. Construction management services may include:
· schedule control
· optimizing strategies for procurement and phasing construction marketing to bidders to ensure competitive prices
· cost control
· quality control
· closeout and document turnover
· transition to occupancy
· post-occupancy evaluation
PROJECT MANAGEMENT
Project Management is the professional management of a single project from the planning, design phase through closeout and occupancy. Project management services may include:
· project definition
· developing a realistic and complete budget
· schedule of planning and design phase management
· management information system
· schedule and quality control
· review of documents for coordination and constructibility
· any of the items listed above under construction management
SCHEDULING
Importance of scheduling one of the main elements of each construction project is time. Construction scheduling is for managing and controlling time. Construction schedules should be realistic and should reflect the actual sequence of work; actual progress should be compared to the baseline schedule on a regular basis; and techniques, such as short interval scheduling and critical path analysis, can help avoid delays and make up lost time if necessary.
Three basic components of any project: quality, cost and time must be in balance and consistent with the owner's goals in order for the project to be successful. Once the basic goals of the project are established, scheduling is the means for managing the time component of the project. Use of scheduling can be divided into two distinct phases:
1. Planning: plan your work
2. Implementation: work your plan
During the planning phase, a schedule that is realistic and consistent with the owner's goals is important. During the implementation phase, it is essential to manage the project so that the original schedule is followed as closely as possible. In case of delays, the schedule can be used to determine if the delay can be recouped. Such an evaluation needs to consider if recovery plans impact the cost or quality of the project. The ultimate purpose is to comply with the schedule goals and maintain the established balance between quality, cost and time.
To assist in the efforts in schedule management, various tools during the different phases of the project are utilized:
· Master Schedule
· Design Schedule
· Preliminary Construction Schedule
· Construction Master Schedule
· Initial Contract Schedule
· Contract Schedule
· Short Interval Scheduling
CONDITION ASSESSMENT
Preparing a Technical Evaluation and Site Survey
Compiling an accurate assessment of the condition of all existing buildings, including roofs, finishes, mechanical, electrical and plumbing systems is an essential first step in developing a realistic master plan. Preparing this comprehensive site survey helps the client to define a realistically achievable work scope that is consistent with client and community priorities. The assessment, which includes cost analysis, prioritization of projects, and a required time frame for each project, is conducted in a three-step process.
Step One: Survey Preparation
Step Two: Facility Survey
Step Three: Prepare Report
Step One-Survey Preparation
The FGE team uses time-proven procedures for facility surveying. Existing forms, checklists and inspection procedures can be adapted to accommodate the specific needs of the client. We send informational packages to appropriate staff members explaining the data gathering process and preparing them for the interviews. The package includes a schedule of events at each location and will identify survey team members that will be participating in the process. In preparing for the survey, FGE reviews existing data available from the client and interviews maintenance and custodial staff. Also included in this step is the finalization of the inspection forms to be used in the survey.
Step Two-Facility Survey
In this step, FGE and the client will adopt a survey schedule and brief the client's staff on the timelines for the surveys. Once the staff is apprised of the survey schedules, the on-site surveys are conducted and the information is entered into the computerized database and analyzed to prepare budget estimates and schedules.
Step Three-Prepare Report
Once all the data is gathered, it can be summarized and compiled in a comprehensive database allowing FGE and the client to prioritize projects and prepare capital outlay schedules and cash flow projections. The report can then be organized and the findings presented in a comprehensive document.
COST ESTIMATING
Project Budget
The cost component of a project is the most visible, if not the most important aspect of a construction program. For a credible and successful project, budget compliance is a basic necessity. FGE estimating group, comprised of experienced estimators in all disciplines, works closely with the design team to develop complete, accurate budgets. Since any established budget is a meaningless number if it is not accompanied by a project scope definition, it is our specific responsibility to identify the project scope upon which the budget is based. When the project scope is defined, the budget is established based on current market pricing. With our daily experience in local market prices and in bidding building components and systems, our input into the budgeting process can be invaluable. On a regular basis, FGE updates the status of the project budget and provides the owner with a monthly updated cash flow report.
In addition to developing complete project estimates, our cost estimating services also include reviewing cost loaded CPM schedules and proposed major change orders; evaluating value engineering proposals; preparing independent cost evaluations on selected change orders and assisting with change order negotiations, if necessary.
Developing a Cost Model and Estimate
A cost model is an organized breakdown of the project budget into logical, identifiable and trackable parts. Typically cost models can be defined by areas, building systems, CSI divisions, funding source or any combination of these.
Developing cost models by a combination of categories can help us look at the project in various ways. This provides proper perspective in our overall cost management efforts. The model can break the budget into very small components. In case of budget noncompliance, it is easier for the project manager to identify the reason for noncompliance: " by identifying the area with cost overruns, or " by identifying the system with cost overruns and the specific system or systems within a specific area or areas that are the causes of the budget overrun Isolation of the budget problem can help resolve it efficiently. It can help avoid cutting costs in the wrong place or make up for a budget overrun, and the original goal and intent of the project can be maintained.
At the end of each phase of design, Vanir can provide an independent cost estimate or verification of the architect's cost estimate. A written report detailing the estimate and delineating all variances with the original budget will be submitted to the owner.
Conceptual Estimate
A conceptual estimate is utilized during the master planning, programming or budgeting stage of new facilities construction. For the master planning, programming phase, estimators review the program, site conditions and use the cost models, construction cost of similar facilities, to prepare the estimate. Estimate level is general and based on cost per building square foot.
For budgeting, estimators use the available sketches, site plan, floor plan, elevation section, and outline specification to prepare the estimate. Estimate level is somehow detailed with some quantities defined and some cost per square foot units. Estimate format can be in CSI or System. System format is preferred.
Schematic Design Estimate
A schematic design estimate is prepared from schematic documents and is more detailed and quantitative than conceptual estimates. Most of the quantities are developed from plans and specifications. The rest of the quantities are based on the estimator's assumptions. Based on the level of documents, estimate/design contingencies will be revised. CSI and/or System format are used at this level. FGE recommends that the estimates should be prepared and sorted in both formats.
Design Development Estimate
The design development estimate is prepared from design development documents. Plans and specifications should be detailed enough that all of the quantities can be developed from them. Therefore the estimate is more detailed and quantitative than the schematic design estimate. Use of cost per unit should be minimum and detailed material, labor, equipment unit costs can be used for most items. Based on the level of documents, estimate/design contingencies should be reduced. CSI format is preferred at this level of estimating.
Construction Documents Estimate
Construction documents estimate is the final estimate before the project is submitted for bids. This estimate could be prepared at different levels of completion of construction documents (i.e., 50%, 75% etc.). Plans and specifications should be complete and all of the quantities should be developed from them. Detailed material, labor, equipment unit costs should be utilized. Estimate/design contingencies should be deleted or reduced to a minimum. CSI format is preferred for estimating at this level.
If construction documents being revised before bid or addendum being issued during the bidding phase, an estimate update or review of the changes, with potential cost impact, is recommended.
CONSTRUCTABILITY REVIEW
Constructability reviews are a key to trouble-free projects. Vanir approaches the Constructability review as a structured review of the plans and specifications. The focus is on the buildability, bidability and efficiency of construction. Our reviews bring to light problems in the following area: reasonableness of work sequence, comprehensive and completion of construction documents, coordination of the documents among the various engineering disciplines, adequacy of lead time for material and equipment procurement, site restrictions and adequacy of access. We have found that significant cost savings and reductions in change order rates can be accomplished through properly conducted Constructability reviews.
During the review task of Constructability, we focus on improving:
· consistency, clarity and completeness of the construction drawings and specifications
· consistency, applicability, enforceability, and comprehensiveness of the general condition ("front end" documents)
· applicability of construction installation technology, methodology or materials
· consistency between plans and site conditions
· identification of project-specific issues, their probable consequences, and proposed mitigation recommendation
Our mission is simply to provide the highest quality program, project and construction management services to our clients to help them achieve the goals of their construction program in an ethical, timely, creative and cost-effective manner.
PROGRAM MANAGEMENT
Program Management is the development of a comprehensive program for the planning, design, procurement, construction and implementation of a large scale, multi-project facilities construction program, generally occurring over several years or longer. Program management services may include:
· condition assessments
· facilities master plan
· implementation plan
· master program schedule
· program budget & budget control system
· cash flow analysis
· project delivery systems
management information system