Regardless of the size, every construction project involves an immense amount of planning and preparation. The details involved in the construction process are numerous and very time consuming. Multiple projects or necessary services beyond the basic design and construction require what is referred to as “program management services.”

As a program manager, the consultant becomes an integral component of the owner’s team. As the scope of services typically is based on a menu approach and is billed on an hourly basis, compensation is not necessarily linked to the cost and/or complexity of the project. Therefore the owner is paying for the consultant’s expertise and knowledge.

A cohesive project team comprised of the owner, architect and construction manager is one of the most important aspects of ensuring a successful construction project. The team must work closely to anticipate and solve various challenges throughout design and construction. Effective and frequent communication will be the cornerstone of success for the project.

At regularly scheduled meetings, the team reviews the total project status. Meetings cover the budget, construction cost estimates, and schedule. Other regular topics include project definition, drawing status, detailed project scope, and subcontractor performance. Agendas would be prepared, distributed and minutes provide full documentation of every meeting. Team meetings help ensure that the construction management plan is coordinated with the plans of the owner and the architect.

So how does the process work?

Preconstruction phase. Once the design phase is complete, construction manager plays a specific role in the preconstruction process. The construction project manager assists the owner and architect with code requirements and then tracks and assists with permitting. The construction project manager then establishes a list of bidders that are financially capable, with proven experience in their specialty. Choosing from a list of at least three qualified bidders, they will award contracts for the work. The construction manager also coordinates the purchasing of owner-provided items by providing the best buy and cost-saving alternatives for the specified materials.

Design phase. The key to success in this phase is establishing the master project schedule from which all activities will be coordinated. The construction manager provides and implements value engineering at all phases of the work for the client from concept through design development and into construction. Identifying cost savings and efficiencies that could shorten the schedule for each location provides significant value to the client. During the Symmes Township project, for example, Turner’s project manager worked with MSA prior to construction documents to provide alternative materials and methods to lower the overall budget.

Construction phase. In a program management project, the construction phase becomes a well-oiled machine, with a team of staff experienced in how to manage multiple locations being constructed at one time. The process is fine-tuned after the first one or two locations are completed and then becomes standard operating procedure.

From the master project schedule, the construction manager incorporates the specific, detailed schedule information supplied by each trade contractor into master schedule. Through weekly coordination and project scheduling meetings held with the trade contractors, the on-site project manager closely monitors the ongoing compliance with the schedule. During these meetings, mini two- to four-week “look ahead” schedules are developed to track the daily work of the trade contractors.

In the event it appears that a trade contractor might start to fall behind schedule, the Project Manager works with that trade contractor to develop an acceptable recovery plan. This may involve such steps as adding manpower, working extra hours or altering the sequence of a specific activity. As appropriate, their home office management will be notified or involved.

The construction of the building is monitored by the project manager and shared with the owner through weekly owner updates, weekly progress photographs, and monthly budget updates.

Throughout the project construction, Turner manages the process for pay applications, reviewing for completeness and accuracy.

Close-out phase. As the construction phase comes to an end, the project manager creates a punch list for the project, involving all appropriate parties. The project manager then follows up with each company to ensure the completion of the punch list items. He provides all close-out documents within the established timeframe from the original project schedule. The documents include owner manuals, permits, complete contact list, and lien waivers. The close-out process starts at 50% complete during construction, we ask the contractors to begin assembling their close out documents. This process allows the owner to smoothly complete the final payment process without a long period of time after construction. Many owners need us to swiftly complete close out process so they may end any financial commitments from project funding.

This article was provided by Turner Construction and MSA Architects.