Pre-Construction Planning
While White Construction has a Project Management Methodology dealing with all phases of construction, detailed later in this section, we feel very strongly about the importance of proactive pre-construction management in conjunction with strong project team interaction throughout the process. Wise use of this time by the total project team will provide a more accurate budget and minimize problems incurred during construction. To that end we will focus on several key areas once we become part of the project team.
Interaction and consensus building are essential to successful planning, design, and construction. Our team philosophy and project management process centers around communication. By promoting communication, we promote understanding, consensus and innovation. An assigned Project Manager or Administrator will serve as facilitator to promote team communication.
Initial meetings will promote interaction among all team members to identify project goals, parameters and constraints. This will allow us to solidify and prioritize project goals, identify critical concerns, review project planning, and establish the framework for future decision making.
Knowing the importance of the finances and timing, we will immediately begin to prepare a design development estimate to validate the project budget. Concurrently with the estimate, we will perform a value engineering study to determine whether there are more cost/time effective construction materials/methods that can be incorporated in the project. This is a particular area of strength for our Chief Estimator. The design development estimate and constructability review will be forwarded to the Customer & Architect for review and approval to avoid delays and allow changes to be incorporated into construction documents.
Scheduling is vital to every project, and not just construction activities. Document preparation by the Architect dictates the timing of estimates; the bid and award process and permit submissions. Fabrication times for items determine field progress. With this in mind, while we are preparing the design development estimate and performing the constructability review, we will be meeting with appropriate team members to update and expand the pre-construction section of the Master Project Schedule. The Master Project Schedule will become the “Project Plan”, a document available to all team members that outlines all of the major activities and milestones associated with the project.
Equally important to creating the schedule is communicating responsibilities and associated dates to the project team. This will be accomplished through regular coordination meetings, with minutes taken and action items listed. There will be no confusion as to which team member is responsible for what items and when they are to be completed.
Another key to the effective completion of the pre-construction phase is the preparation of subcontractor and vendor bid packages. The more detailed and specific the bid package, the more complete the bid will be, thus avoiding costly surprises during construction. White Construction prides itself in the thoroughness of our bid documents.
Project Management Methodology
White Construction is a certified ISO 9001 Contractor, and as such the entire team utilizes uniform methods and procedures in accordance with ISO 9001 standards to ensure the successful completion of all projects.
The International Organization for Standardization (ISO) is a worldwide federation of national standards bodies from some 130 countries. Its mission is to promote the development of standardization and related activities worldwide, with a view to facilitating the international exchange of goods and services. ISO also seeks to develop cooperation in the spheres of intellectual, scientific, technological and economic activity. The internationally recognized standards require certified companies to comply with stringent control practices.
Although each construction project is unique unto itself, all projects can be divided into three distinct phases: Pre-Construction, Construction and Post Construction/Commissioning. Above all, White Construction believes that the success to any fast-tracked Construction Management project is the development of a cohesive project team; comprised of Owner, Architect and Construction Manager, working together to meet challenges and problems proactively.
The major elements of the three construction phases are explained with a brief description of each in the following paragraphs. It is important to understand the flexibility with which we approach these services. Obviously, various projects have different needs and, as a result, certain aspects of this system may be highlighted on some projects and of lesser importance on others. A total understanding of the Owner’s needs is the key ingredient allowing us to shift emphasis to the more necessary items.
Pre-Construction
The Pre-Construction Phase is the time period necessary to establish the direction of the project. It is the first activity White becomes involved in, usually with our senior management personnel.
Project Team – Participants involved in the obligations and responsibilities of the project. This evaluation is required to determine the specific duties of individuals.
Procedures – What are the lines of communications and what level of reporting is necessary for the project. We suggest meeting bi-weekly or once a month, with minutes prepared by White Construction. We will designate a Project Manager with overall day-to-day responsibility and we want to develop the ground rules from which our TEAM will work.
Scheduling Parameters – We will develop both a Pre-Construction Schedule and a very detailed overall Project Schedule. This will include all Pre-Construction as well as Construction activities, with the major emphasis being on the development of outside activities and constraints that may affect this project. This will have a CPM format, which we will use to allow for easy updating. This scheduling process will be further defined during the scheduling phase of the Pre-construction portion of the project.
Budgetary Parameters – Budgetary Parameters will be developed in an overview. As with the Schedule, more definite details – based on the Construction Documents for the project, budgetary constraints, and agency limitations – will be developed during the Pre-construction Phase.
Existing Facilities – We will perform an analysis of any existing facilities. The evaluation will be an operational analysis to determine how the construction process will affect the existing facility. This evaluation is essential to the construction sequencing.
Project Budget – We will establish an overall project budget. We will then take this overall budget through the entire Pre-construction and Construction Phase.
Value Analysis – While we are in the process of quantifying the designs to arrive at our estimates, we are also studying and considering alternative systems and solutions to potential problems. Value Analysis is a system to look at an individual engineering aspect of the project from its very basic components, to determine the feasibility and necessity of that system in an effort to maximize value while minimizing cost.
The Initiation Phase – The time in which we take the project public in the sense of approvals and any reviews that are necessary for the project.
Conceptual Estimate – Using our databank of past projects, an initial estimate will be assembled. This estimate is in a general form with quantities and cost associated with sub or trade items. Permanent, in-house White Construction staff performs estimating. All records and information that we use are then evaluated and put into a standard estimating format. Our estimators have an ability to foresee and quantify systems and materials that make up the project at the very conception of the design process.
Construction Feasibility – Along with determining the impact that the cost of a system has on a project, we are also at this time determining the impact that system would have on the timing and scheduling of a project. The feasibility from a construction standpoint becomes a prime consideration at this time, and the use of an alternative system may improve or change the timing associated with the project.
Material Availability – The availability of particular materials or items can also have significant bearing on the timing of a project. Our association and impact across the country enables us to properly judge and measure the impact of the availability of an item onto the project.
Long Lead Items – The long-lead items associated with much of the project can have an impact on the timing of a project. During development, we will explain the items that we feel will have significant bearing on the project’s schedule and, if necessary, will begin to track the purchase, fabrication and delivery of such items to the project.
Bid Package Preparation – Using our knowledge of the project and the schedule developed for construction, bid packages are assembled and divided into relevant sub-trade bidding. Explicit areas of concern are noted in the separate trade classifications, such that when bids are received they are, in theory, based on the same total scope of work. Bid Package Preparation becomes the tie between actual construction services.
The Budget Report includes potential changes as well as identified reserves, and is distributed regularly to the TEAM members.
Daily reports are maintained at the jobsite detailing progress, manpower, current job conditions and significant events. This report represents a log for the entire project.
Changes to Work – When a potential change to the scope of the work develops, it is our responsibility to analyze the change, to determine the cost and schedule impact, and advise the Owner. If the change is accepted, we then initiate required procedures resulting in change orders to the subcontractors.
It is expected that a certain amount of changes may be necessary, but the effect of these changes on the overall scope can be minimized by foresight, planning and proper evaluation of the circumstances as they arise.
Construction
White Construction would also look at the feasibility to develop a separate Bid Package to be quoted only by disadvantaged, MBE, WBE or local business concerns (when desired by the Customer). This can be done by grouping work items to total a dollar value of work achievable by DBEs. By doing this, we feel the project can give even more back to the community, than its actual end use will be.
Likewise, General Condition items will be incorporated into bid packages to receive competitive quotations by the trades that will be doing the work.
Bidder Interest – White Construction will conduct numerous pre-bid and walk-through meetings to define the scope and scheduling criteria for the upcoming bid packages. This process develops bidders’ interest and answers the coordination questions, which, when unanswered, tend to nurture contingency money in the bids. Communication with each subcontractor and supplier is extremely important in preventing problems from developing during construction – thus, our emphasis is on this important activity.
Subcontracts – We will organize and let bid packages, receive bids and write the applicable subcontracts. These contracts would include a specific definition of the Work to help negate any questions resulting from an undefined portion of the scope of each trade. Our purchasing department will stay involved until each subcontract is totally complete and finalized. Once the contractors have been identified, we will then administer these subcontractors. Your needs and requirements will be first and foremost in our minds as we deal with these firms.
Quality Control – White takes an active, positive approach to the Quality Control of each project. Our Quality Control program is used to insure that the finished project is performed correctly and to the required specifications, on time and within budget.
Safety – In consultation with all parties concerned, White will establish and monitor contractor compliance with Safety regulations. Adherence to established regulations, institution of White procedures and creation of additional programs if necessary for this specific project, is White’s policy.
Job Accounting – We will review all applications by the various subcontractors for progress payments and final payments, assuring that the performance is in accordance with the plans and specifications, and that the amounts conform to the actual work-in-place. Once this compliance has been established, we will process an application for payment, and make necessary recommendations to the Architect for its approval.
Record Keeping – When documents are completed, a Budget Report is established and become the essential tool for maintaining budget control. This Budget Report logs actual contract values against the base, or reevaluated estimates, and provides constant look at adherence to the budget.
Post Construction
Equally important in any Construction Project is the close out or Post Construction period. It is that time when the Owner occupies the building and the Recreation Center once again becomes an energetic, viable part of the community.
Punch List – Prior to the time the Owner is to take use, occupy, or operate any part of the project, White would inspect the project and submit a detailed report of any observed discrepancies and deficiencies in the Work performed by the subcontractors. This punch list of items, or Work to be completed or corrected, will be prepared and administered to the subcontractors to ensure compliance.
Warranties – It would be White’s responsibility at the completion of the project to assemble all written warranties and guarantees from subcontractors, material and equipment suppliers and deliver them to the Owner. We would also establish the start and expiration dates of such warranties and guarantees.
As-Builts – We will work with the appropriate subcontractors to develop a complete and accurate set of as-built drawings indicating exact locations of all revised Work. These would be assembled and turned over the Owner.
Owner Instruction – With the advent of a new facility, the day to day people that will be maintaining and operating it must be instructed on the proper operations of the building systems. Separate instruction periods are scheduled, as necessary, to show the various engineers and/or custodians the proper use of the building systems including mechanical, electrical and pool functions.
Three Construction Phases
The chart developed below summarizes these function.
| Pre-Construction Services | Construction Services | Post Construction Services |
| · Plan & Specification Review · Value Analysis · Budgeting & Estimating · Schedule Development · Procurement of Long Lead Items · Inspection & Interpretation of Documents · Personnel Assignment |
· Competitive Bidding · Trade Contracts Administration · Site Mobilization Plan · Temporary Facilities · Coordination Meetings · Shop Drawings, Catalogs & Material Samples Coordination · Maintain Job Site Records · Coordinate Trade Permits · Safety – Jobsite & Public · Daily Construction Reports · Schedule Management · Process Progress Payments · Labor Relations |
· Inspections · Operations Start-up · Guarantees/Warranties · Punchlist · As-Built Drawings |
Change Order Controls – Our project administrator is our cost control team leader and will assume responsibility for all trade contractor change order controls. Those efforts will be supported by both the superintendent and project engineer. As changes occur, and upon receipt of trade contractor and vendor quotations, White Construction will initiate the following change order examination process:
Each request for change order will be properly identified and incorporated into our Change Order Log. The quotation will then be analyzed and estimated by our staff, taking into account all related issues, which might impact the price.
Major change orders via bulletins and/or field generated estimates that vary greatly from trade contractor quotations, will be forwarded to our estimating department for detailed analysis and pricing. Our estimators will work closely with the project administrator, superintendent and project engineer to fully understand the nature of the change and any unusual field conditions or project characteristics that may impact the cost.
Cost Control and Management Techniques
In reality, all of White Construction’s procedures have the residual effect of cost control, based upon the fundamental premise that doing the job right the first time always produces project savings. Below are some of the more direct actions that we will take to control costs.
Design Development Estimate – As the schematic design phase has been completed and design development is nearly completed, White Construction can best begin to control costs by immediately confirming 4th Precinct Public Safety Mall project costs as currently designed. This will be accomplished through preparation of a design development estimate, as stated earlier in the proposal response.
Value Engineering Analysis – White Construction will perform an evaluation of various options involving material substitutions, constructability alternatives, and other new technologies for budget impact. We will also cultivate, research and suggest cost economies and phasing techniques to shorten the overall project duration.
Bid Package Analysis – Our pre-construction effort will include a detailed analysis and coordination of bid packages to provide the most cost-effective distribution of the work and complete scope definition, thus minimizing the potential for change orders and associated problems during construction.
Construction Planning/Material & Equipment Expediting – White Construction will schedule and plan project activities to ensure the shortest construction duration by expediting procurement of long lead items. Examples of long lead items include structural, electrical switch gear, HVAC equipment, detention equipment and fuel island equipment.
Quality Control Assurance Program
As part of the White Team’s commitment to quality assurance and control, all aspects of our ISO 9001 are utilized.
The White Team’s quality system is documented using a tiered system including a Quality Policy Manual, a Procedures Manual, Operations Manual describing specific steps and unique work items of the procedures and Forms/Records to document and demonstrate the Quality System.
The quality system functions, responsibilities and intentions are understood at all levels of the organization. Effective implementation of the quality system is supported and monitored by management.
Contract Review – The White Team will ensure that all requirements received from the customer are fully understood and that capability exists to meet all aspects of the customer requirements prior to execution of the contract. The scope of this policy includes all contracts received for the purchase of product and/or services from all customers. This policy also includes Proposals generated for the customer and the review of those proposals. Contracts are reviewed prior to execution through a documented process.
Design Control – When contracted for design build services, the White Team ensures products are designed to meet customer requirements and applicable codes and then reviews and validates those designed products to assure customer specifications and budgets are met.
Document and Data Control – The White Team controls all quality-related documents and data. Control extends from the initial concept through review, approval, issuance, changes and obsolescence.
Purchasing – The White Team ensures that products and services obtained from sub-contractors meet the specified requirements
Control of Customer Supplied Product – The White Team ensures that products furnished by customers are controlled in accordance with the contract documents and established White Construction procedures.
Product Identification and Traceability – The White Team ensures that products maintain identification and traceability as required by customer contract and best business practices within White Construction
Process Control – The White Team identifies, plans, and implements construction processes, which directly affect quality.
Inspection and Testing – The White Team maintains documented procedures for inspection and testing to verify that specified requirements for products are met, as required by contract.
Control of Nonconforming Product – The White Team ensures that product which does not conform to specified requirements is prevented from unintended use. Control will provide for identification, documentation, evaluation, segregation (when practical), disposition and notification of areas affected.
Corrective and Preventive Action – The White Team utilizes documented procedures for corrective and preventive action to eliminate the causes of actual or potential non-conformities
Control of Nonconforming Product – The White Team ensures that products are controlled through handling, storage, packaging, preservation and delivery in such a manner that product integrity is maintained.
Control of Quality Records – The White Team maintains quality records to provide evidence that the quality system elements have been effectively implemented.
Internal Quality Audits – The White Team plans and implements internal quality audits to verify and assess the operation and effectiveness of the quality system.
Training – The White Team ensures that training needs are identified and training is provided to appropriate personnel defined on the organizational chart. This is not intended to include positions below the foreman level on the organization chart
Statistical Techniques – The White Team identifies and uses statistical techniques for establishing, controlling and verifying process capability and product characteristics, if required by contract or specification, and as an element of continuous improvement efforts.
Why Does Construction Management Make sense?
- Allows for “BUDGETING” to meet the Customer’s Budget prior to placing trades out for bids.
- Should the initial cost estimate be over or below the Customer’s budget, it allows for “Value Analysis” to reduce costs & affords the Customer the opportunity to make upgrades & purchase at bid prices.
- Provides a “CHECK & BALANCE” system between the contractor & architect. (The contractor can advise the Customer &/or Architect when a more economical design could be utilized & when construction documents may be lacking certain required information. Conversely, the Architect can review the progress & quality of the work that the contractor performs).
- Increase the “QUALITY” of the project, as it allows the Customer, Architect & Manager team to solicit bids from pre-qualified subcontractors.
- Provides for a “LESS LITIGIOUS & ADVERSARIAL” relationship, as the Contractor acts as an extension & agent of the Customer.
- The Customer has more “CONTROL” as a Construction Management Contract allows more flexibility for modifications & revisions to the design.
- The Customer can select the “BEST CONTRACTOR” for the project as it can solicit Request for Proposals (RFP’s) & select the successful Contractor based on the criteria it establishes.
Advantages Of Construction Management:
- The Customer can select the best Contractor for the Project.
- Provides a strong checks & balances system between the Architect & Contractor during design.
- Provides for timely preconstruction & budget input by the Contractor.
- Provides accurate budget input, system evaluation & value engineering.
- Breaks down bid packages to develop maximum competition & quality.
- Costs savings revert back to the Customer.
- The Contractor has the Customer’s interest foremost when dealing with subcontractors.
- The Customer’s budget is established during preconstruction.
- The Customer exercises “total control” of the project & can make changes in a non-adversarial format.
- The Contractor monitors the schedule & cash flow to the advantage of the Customer.
- The Contractor works for a “fixed” fee.
- Allows the project cost to be verified & guaranteed prior to the Architect completing design documents.
- Allows the Customer an opportunity to make changes once the project cost is fixed.
- Allows for an early start of construction (fast tracking) & subsequent savings in escalation & time.
Disadvantages Of Lump Sum General Contracting:
- Does not guarantee the lowest cost. General Contractor’s interests are the opposite of the Customer’s.
- Costs are not defined until built.
- There is no preconstruction input.
- Overall project duration is longer due to the sequential process.
- No control by the Customer.
- Assumes that all General Contractors are “Created Equal”.
- No savings are returned to the Customer.
- Assumes that a perfect set of documents are prepared by the Architect.
- Customer has to work with whoever the “Low Bidder” is and has no say in the selection of the contractor.
