The Construction Contractor's Blog

1. Discussion of the estimate and the “strategy” of beating the projected cost

2. Critical material and labor buy out issues

3. Long lead time delivery items and schedule impact thereof

4. Key Subcontractors and suppliers involved

5. General Conditions budget review

6. Union Issues (if applicable)

The project manager has certain responsibilities arising from this meeting which are critical to getting the job started correctly. First, he should develop a pre-mobilization schedule. This schedule should include all the things that must be accomplished before mobilizing the job-site. Some examples are as follows:

1. Building Permit
2. Fencing around job site
3. Trailer Set-up
4. Traffic Management plan
5. Regulatory requirements

SCOPE SUMMARY

Many contractors add a detailed summary of the scope of work that is required for each subcontractor to meet their obligations according to the plans and specifications. This addendum supports the subcontract but it does not replace it. It simply identifies those items that may be unique or special requirements of that particular subcontractor. This document is legally binding when attached to the subcontract.

It helps delineate the scope overlaps that often occur between different trades. It also clearly defines the commitment made by a subcontractor and helps the project manager insist that a subcontractor perform those tasks described in the scope of work summary.

START UP SCHEDULE

Everyone knows how critical it is to “get out of the ground” quickly. The first 30-90 days on a job can make or break a project. The project manager should put together a schedule of early construction activities and critical supplier and subcontractor buy-outs and submittals, while the working schedule is being developed. Typically, this schedule is built with significant input from the project superintendent and major subcontractors. This information eventually goes into the creation of the baseline logic schedule. Our goal is to anticipate all the important items that must be done prior to and early within the construction phase of the project.

The schedule should include the following items:

1. Early major milestones
2. Permits to be obtained
3. Critical decisions required by client or architect
4. Critical procurement tasks for major buy-out items
5. Phasing requirements for construction
6. Sequencing and duration for the major phases of work

Matt Stevens is a management consultant who works only with construction contractors. He can be reached at mstevens@stevensci.com His firm, Stevens Construction Institute assists contractors in working smarter, is located at stevensci.com