How well this process is handled can make the difference between a project that succeeds and one that fails.
P.A.T. Construction Management is not a subcontractor promoting our own product or labor. In fact, P.A.T. promotes and protects the Owner’s goals. As Construction Managers, we centralize the controls and administration of the project team. P.A.T. carefully monitors and reports on budgets, keeps a careful eye on schedules and ensures that designers and builders are on track with the Owner’s stated objectives. We understand the overall process of design and building. P.A.T.’s Construction Managers are team players and team leaders, working with the designers and contractors to facilitate their work as opposed to interfering with them.
In the planning stages of a project, P.A.T. is able to contribute to feasibility studies and budget projections, set criteria for building and propose working models and schedules. Architectural and engineering plans are also examined by us to identify potential problems and conflicts.
In the bidding phase, P.A.T. rates potential bidders and tailors contract offers to the benefit of the owner.
In the construction phase, P.A.T. works onsite to ensure coordination of the project team, acting as a troubleshooter and problem solver. P.A.T.’s Construction Managers inspect the project for quality and progress, negotiate change orders with contractors, approve payment requisitions and the like, and may ensure that safety standards are followed, or labor conflicts smoothed over.
One of the main benefits of our Construction Management approach is that it lends itself to "fast-track" or phased construction. Fast track is a method whereby the stages of design and building are overlapped to reduce time and cost. Fast track can actually shrink budgets, but this takes a great deal of careful planning and coordination of the entire construction process, which is, in effect, our specialty as the Construction Manager.
In summary, P.A.T. Construction Management is the Owner’s advocate, representing the Owner and promoting the Owner’s interests: budget, schedule, design/quality standards and often times, financing. P.A.T. typically works for a fixed percentage, is completely impartial, and has no other vested financial interests in the project. Additionally, P.A.T. can reduce overall project costs. Detailed budgeting, an analysis of alternative construction methods, the elimination of the General Contractor’s overhead and profit, and the passing on of all savings directly to the Owner typically generate project cost reductions that exceed our construction management fee.
| Lump Sum | Construction Management |
No prior review or analysis of document for cost, etc. |
Continues review during design phase in regard to cost, schedule, constructabilty, etc. |
Bids solely per bid documents with no input; potential for later change orders and/or delays due to pre-bid and post-bid addenda. |
Independent, perceptive reviews during design "though contractor’s eyes" for better coordination, complete bid packages for lower total cost and earlier bidding. |
Any/all change orders have General Contractor overhead and profit added and potential time extension applied. |
Change orders within basic scope and program have no added profit added Construction Manager fee and qualifies schedule impact, if applicable. |
General Contractor profit varies with risk and buyout potential; must cover risk plus investment return. |
C.M.. fee is negotiated, fixed and identified "up front;" lowered risk factor eliminates this concern. |
General Conditions costs are "at risk" and fixed, thereby adding another risk factor or added profit potential (paid by Owner). |
General Conditions budget established with GMP; only actual costs reimbursed as needed and/or applicable; therefore, potential lower cost exposure to Owner. |
Costs unknown until bid; potential for bids over budget causing delays and redesign. |
GMP budget set early during design and fixed and at approximately 75-80% drawings completion; monitored throughout design. |
Contractor responsible only to meet plans/specs. Risk is high and markup is to compensate risk. |
C.M. responsible for proper performance of all, within budget and schedule; lowered risk factor reduces this as a compelling influence. |
Basis inspection by A/E is minimal and "after the fact;" added services require an added fee. |
Constant on-site supervision and coordination; no added cost as this replaced usual G.C... supervision costs, with added emphasis to Owner’s needs. |
All Changes require added design cost, potential delays. |
Reduces or eliminates added design costs and/or delays. |
Priority is making a profit and protecting the risk - all energies are devoted to that. |
Priority is service and quality performance - not a luxury add- on" but a SAVINGS in intent, cost, schedule, and quality – all energies devoted to that. |
Uncertainties are the General Contractor's risk unless proven claim transfers total risk and cost to Owner. |
Uncertainties shared with Owner but managed by C.M.; exposure therefore minimized without cost. premiums. |
All savings and buyout retained by Contractor. |
All savings of competitive, multicontract bidding and/or credits accrue to Owner. |
Cost control geared to G.C.. use. |
Cost control for Owner benefit/use. |
Project staffing may be inconsistent with Owner's intent |
Competent supervision identified by C. M. and approved by Owner, compatible with project requirements. |
Performance geared to profit. |
Performance geared to quality and schedule. |
Schedule not a priority except for contractor benefit/profit; potential "slow-downs" if necessary to reduce risk or manpower. |
Schedule is a priority to serve Owner intent and need; constant monitoring during design and construction. |
Design defects not identified unless geared to a claim and delay. |
Design defects are more apt to be detected by C.M. reviews; problems averted early rather than subsequent claims. |
Flexibility of contact strategy is limited by G.C.. labor relations. |
More flexibility to better serve Owner intent. |
Schedule begins with construction start; potential cost premiums if not timely, or delays due to weather or material availability. |
Schedule begins with Design. Coordination, timing and bidding strategy is identified to preclude cost impacts throughout design and construction phase. |
Possible adversary roles by nature of the process |
TEAM concept, approach; "no axe to grind" and no hidden motives. C.M. is Owner agent and manager. |
Quality may be lessened to minimize costs and risk - anything more comes at added cost. |
Quality is a priority and is achieved through anticipatory management. |
Design/Bid/Build sequence extends overall schedule and costs; procurement delays result in coordination loss and cost/schedule impact. |
Early identification procurement of long-lead items; "fast track" option, if beneficial to Owner. Cost and schedule impacts improved. |
Concern and coordination with operation and /or maintenance of completed project is secondary. |
Coordination of training, move-in, and occupancy sequences. Follow-up and resolution of warranty issues if applicable. |
Computer Scheduling
P.A.T. Construction Management utilizes critical path computerized scheduling in developing its bar chart schedule. The schedule is derived by compiling the time duration of all critical path items in relations to the lead-time for materials production and delivery, and the length of time to actually complete the insulation the field.
This information is gathered through numerous meetings with all subcontractors involved in the project. It is also determined through the subcontractor on what items they perceive as critical and what materials and goods require a long lead-time. Additionally, and special dates and deadlines required by the Owner are included in the equation.
P.A.T. Construction Management translates this information into an easy to read Bar Chart Schedule. The schedule is continually updated and reviewed on a periodic basis for an accurate reflection of the project’s time schedule.
