As a project manager with a builder’s background and mindset, we are able to offer superior service compared to a project manager-agent who functions in a purely administrative capacity. Our project team understands first-hand what a well-developed, thorough set of architectural drawings consists of, we understand how to plan construction activities to keep stakeholders safe and to minimize impact, and we know how to economize on systems and materials without compromising quality.
COMPLETE PROJECT BUDGET
Our first order of business on each project management assignment will be to verify that the Owner has a complete and accurate project budget that is inclusive of all hard and soft costs. The project budget should include costs for construction, design fees, furnishings and equipment, construction management/inspections, independent testing and other costs such as signage, landscaping and communications (not covered in the contractor’s scope). In addition, the project budget should include a sufficient contingency to cover any unforeseen conditions that typically arise during construction.
On behalf of the Owner, we will provide monthly reports that summarize the status of the project based on our field visits and review of the construction documents provided by the GC/CM. We will compare the payment applications to the proposed percent complete for each trade contractor. In addition, we will make recommendations for adjustments moving forward to ensure a smooth progress.
Our team’s management of change orders provides rapid, reliable and fair handling of owner or contractor requested changes. Our system focuses on the beneficial aspects of desirable changes while minimizing the detrimental aspects of unanticipated or unavoidable changes. When the proposed change is transmitted from the contractor to us for the owner’s consideration, every effort is made to provide full disclosure of the facts and costs of the change. Our team will accurately record and report all potential change order items during construction that will affect each project’s final cost. Change orders may be initiated by the Owner or by the contractor, but they will be evaluated by us to ensure that changes are being made in the owner’s best interests. We will develop a tracking system in order to manage all potential change order items that arise during construction.
COST ANALYSIS AND COST BENCHMARKING
Our team consists of engineers, project managers, estimators, superintendents, accounting and administrative personnel. Our project managers are aware of what is on the pulse of the market in our region, enabling them to review conceptual budgets and cost models with accuracy so that they remain valid from the schematic design stage of project development through to construction and closeout.
Conceptual estimates developed for specific projects will be verified through comparisons with construction cost benchmarking data from comparable, completed projects. The difference between comparing costs based upon estimates and comparing costs based on final construction budgets from completed projects is absolute.
It is for this reason that estimating companies that rely upon previous estimating exercises can never match the accuracy of GGA. We have superior cost data because our numbers reflect our experience as builders.
In reviewing cost estimates, we refer to our database of historical costs to evaluate ratios with critical cost implications that are directly relevant to the program. Using the program and design developed by the architect as the constant point of reference, we also compare unit costs per building type in proposed projects with those of our completed ones. This reveals how alternate design approaches which may or may not have programmatic impact, influence project budget and overall financial performance. Through all of these means collectively, GGA can review cost models and provide recommendations that are tailored to each project/capital program. This enables the design team and representatives of the owner to understand how program, geometry and physical attributes impact initial costs, long-term operating costs and project mission.
PAY APPLICATION AND INVOICE PROCESSING
Throughout the design and construction phases of each project, it will be our responsibility to schedule the submission of pay applications by the general contractor and to review each pay application for accuracy and to ensure that the owner will not be paying more than is due the CM/GC for services rendered. As the Owner’s Rep, we will request that the CM/GC establish an agreed-upon detailed schedule of values prior to the initial pay application.
The schedule of values will be reviewed and discussed with the owner in order to avoid any surprises. Our protocol proposed for this project is as follows:
On or about the 25th day of each month, the CM/GC will prepare a draft pay application for the architect’s and GGA’s review. This pay application will provide information such as percentage complete of various construction activities and application for payment of materials stored offsite.
GGA will walk the site with the architect and CM/GC and discuss progress and amounts requested for work complete. The CM/GC will incorporate agreed-upon changes. Between the 25th and the last day of the month, the CM/GC will submit to GGA and the architect official pay application that incorporates all agreed upon changes and attach all lien waivers. If it meets with our approval, GGA will recommend payment.
After approval by the architect, GGA will present the pay Application to the owner for final approval by the fifth day of the following month. Assuming the owner finds no reason to not approve the pay application, the application will be approved for process.
On an as-needed basis, any miscellaneous invoices (outside the scope of work of the CM/GC’s contract) will be reviewed for accuracy by us and then submitted to the owner for final approval and processing.