Our Process
The Success of any project largely is a result of the individuals on the team. PAR-10 Companies strength comes from the individuals within the company. Our Project Managers and Superintendents have a common goal in mind for the outset of the project; exceeding the client’s needs and making the project a success. We achieve that success by implementing some basic principles during each phase of the process.
Communication:
Communication is the key to any successful construction approach. We bring to the team extensive experience in construction with a practical owner oriented style. Our first objective will be an in-depth review of the project with a very specific analysis of your needs, the design criteria and building systems and materials. This information is incorporated into our original budget estimate. All work prepared by PAR-10 Companies is reviewed with the team for your input, feedback and approval. It is presented in a consistent, user-friendly format which makes it easy to understand and to follow from the initial estimate through final design, construction, and final completion.
A significant part of the communication process is accomplished during face-to-face meetings with the project team. This is kept productive through a positive questioning of the assumption with the purpose of finding a better solution. Meeting results are documented with concise project reports designed to keep the project organized and on schedule with all participants working toward the same goals. We do not believe in becoming a paper factory, generating correspondence or reports on every minute project details because each member of the team is a capable professional, responsible for upholding their part of the team efforts.
Cost Control:
The first priority will be to develop a comprehensive detailed cost estimate to confirm your budget. Where details or materials have not yet been identified, we will include budget amounts consistent with the quality level of the overall project. This document will be reviewed with the entire team for your input and feedback. When approved, it will become the basis for our program of cost control and value engineering.
Beginning with the existing schematic drawings, we will review each work item in the project to come up with cost saving alternatives in building systems and materials. In addition, we look at the project to resolve constructability issues for the most efficient construction. These issues are brought to the team and if approved; integrated into the next phase of the drawings. This process is repeated throughout the construction phase so the end document for bidding represents the budget goals of the team.
Because we track the project costs in a uniform consistent documentation format, we can control the cost of every work item within the overall total project cost. Because we update the cost with each drawing revision, we can quickly identify and resolve any deviation in the project cost.
Value Engineering:
Value engineering/enhancement is one of our primary tools of cost control. We manage the project from the establishment of the initial budget through the completion of the construction documents and final competitive bidding. This is a program of value enhancement designed to provide the Owner with the greatest value within their budget for their project. Every building system and each building material is evaluated for alternatives which may provide equal performance for less cost. This is a team effort where all evaluations are shared with and reviewed by the entire team for their feedback and input. The thoroughness and extent of alternatives we evaluate will give you confidence that you are receiving the greatest value in your building program.
Scheduling:
The construction schedule will be developed during the schematic design phase. It will include all work items; delineate their relationship with the overall project and the sequence in which the work is to be completed. This schedule will include the architect’s schedule for the completion drawings in relation to the work items. As we learn more about the project, the schedule is modified to accurately reflect the “real” picture. The construction schedule will be part of the bid documents so that each bidder clearly understands their responsibilities in meeting the schedule. The schedule is developed with you to accommodate your needs, rather than strictly to reflect construction activities. Therefore, it can be designed for early, beneficial occupancy of certain building areas or any other special needs which will be unique to your project.
During construction, the schedule is managed and updated on a weekly basis. The progress of each trade contractor is reviewed with them. Subcontractors not meeting their production requirements must develop an action plan which will reestablish their conformance with the overall progress schedule. With this tool and continued communication/coordination we always meet the schedule goals.
Role in Preparing Project Manual:
PAR-10 Companies will develop detailed trade contractor work scope summaries for each section being bid. In addition, we will work with the architect’s project manual document, making comments where appropriate. We will review the specific project requirements with the team for inclusion in the supplementary general conditions. These items would include such items as bidding requirements, minimum insurance requirements, construction schedule, and any general condition items to be included in their proposal. Once assembled in its final form, the project manual will be reviewed a final time by all parties.
Bidding Strategy:
Notification and solicitation for bids will be widely dispersed throughout the community. This, along with our personal contact with quality trade contractors we have strong relationships with, allows us to receive six to ten bids in every trade section. Work items will be apportioned in a manner appropriate with the capabilities of the local contractors. Competitive bidding provides for a healthy cross section of competitive bids. After a review of each bid to ensure that it is responsive, the low qualified bid for each work items will be presented with our recommendation for award. All contract documents will be prepared by us and we will manage their execution of insurance documents and issuance of formal notices to proceed.
Bid Phase Administration:
When bids have been received, approved, and contracts executed, the project site will be mobilized and construction will commence. The site will be managed full time by our on-site project superintendent. The superintendent will manage the daily activities of the on-site contractors and coordinate the interface between their responsibilities. He will inspect the work to ensure it is being performed correctly and that it consists of quality workmanship. He will also plan for upcoming activities to be sure they are prepared. The superintendent continually documents the activities on the project daily by means of a Project Report Log and photographs.
The project manager will work with the superintendent in managing the trade contractors. He will conduct weekly job meetings to review work completed, evaluate work now being performed and plan for upcoming activities. Any outstanding issues will be resolved prior to becoming an impact on the project schedule. The project manager also meets with the project team on a regular basis. Again, the progress-to-date is reviewed and upcoming tasks are planned for. Any unresolved issues are scheduled for resolution on a timely basis.
The project manager will manage any changes in the work by requesting quotations from the involved contractors. These quotes will be reviewed for reasonableness, completeness and combined into a single change order amount and presented to the owner for approval. Regular monthly requests for payment will be received by us for review, consolidation into a single monthly payment request and presented to the architect and owner for approval and payment.
On-Site Supervision:
As previously indicated, our on-site superintendent is a full-time management position. Our superintendents are veteran tradesmen with OSHA 30 certifications. Our superintendent will be well-qualified for a project of complexity and will be subject to your review and approval.
The superintendent manages the daily activities and coordinates the interface between related contractor’s responsibilities. He inspects the work to comply with the contract documents and the highest quality standards. Our superintendents pride themselves on a safe and clean site both within and around the construction site. A safe job is an efficient job. A clean, safe jobsite will be a priority at all times. Our onsite field managers are professionals and represent the entire project team and the clients’ goals as a priority. They have a heavy focus on schedule, detail, quality, and a “no punch list” attitude leading to a successful conclusion.
Change Order Procedures/Negotiations:
Through diligent value engineering and constructability evaluations we will minimize the need for change orders during construction. When the necessity for a change order does arise, we will evaluate the validity of the request, the appropriateness of the amount, and submit the request to the owner and architect for review and approval.
For owner-initiated increases and scope changes, we will request a quote from the appropriate contractors. These will be evaluated for cost and completeness and consolidated into a single scope change with will be presented to the project team for review and approval.
Project Closeout:
Prior to the formal substantial completion walk through with the project team, PAR-10 Companies performs their own comprehensive review of the project to minimize if not alleviate the final project punch list. All trades are given the incomplete or deficient items in writing with a time frame to address them. The process is repeated following the Owner’s punch list if there is one. Typically the items are resolved in five to ten days.
Following the completion of the project, PAR-10 Companies will coordinate and assemble the required closeout documents from each trade contractor. As built drawings, operation and maintenance manuals, warranties and all financial closeout paperwork will be completed typically within 30 – 45 days of substantial completion.
