Design and Engineering Procurement
Develop BOD and design/engineering RFP with the Owner to issue RFP to predetermined engineering firms. Define the Engineering Scope of Services requested by the Owner and develop an engineering RFP by trade. Review and level proposals based on trade. Provide recommendation to Owner by trade. Once engineering firms have been selected, manage the contract process and negotiations of each engineering budget.
Design and Engineering Management
Manage the Owner’s design team, develop an engineering schedule and schedule adherence, BOD development, and BOD adherence, value engineering review and cost analysis.
Design and Engineering Budget Management
Develop engineering schedule of values and specific milestone attainment levels, e.g. schematic design, 50% DD, 75% DD, 75% construction drawings. Review progress billings based on the schedule of values and the work completed by each design firm. Manage and coordinate engineering firms to keep them under budget and on schedule.
BIM Coordination Management
Manage the Owner’s design/engineering/contractor firms thru BIM coordination by establishing a defined schedule, establishing meetings to support the required coordination, documenting and distributing meeting minutes with actions items and expected completion dates, and managing the clashes between trades.
Review each drawing package as defined in the engineering outline and schedule for completeness and accuracy based on the current design/engineering milestone.
Develop overall baseline schedule outlining key milestone dates and key milestone tasks for design/engineering, procurement including contractor and long lead equipment, construction, and turnover and closeout. Develop procurement strategies based on the size of the project, geographical location, and local vendors. Develop preconstruction detailed scheduled outlining the critical path and specific tasks required to be completed in order to meet the project baseline schedule. Establish overall preconstruction goals and outline, develop meeting schedule, meeting agendas and maintain meeting minutes, and ensure preconstruction efforts are moving forward to move the project into construction. Develop RFP’s for specific scopes of work based on the current set of design drawings to be sent out to specific contractors as selected by the Owner.
Meeting Management and Coordination
Develop the list of required meetings and key stakeholders. The list will continue to evolve thru the natural course of the project as new meetings will be added and some meetings will not be required anymore.
Provide estimating services including defining the scopes that need to be estimated, quantity takeoffs by scopes, budget development, leveling of pricing, and estimate reviews provided by 3rd party subcontractors.
Develop project budgets thru the RFP process and establish a baseline budget. Provide recommendations based current set of construction documents as to the amount of contingency to carry for each scope.
Change Order Pricing
Identify potential change orders and price change orders based on the executed contract, current project progress, and industry standards. Pricing includes quantity takeoffs and costs by cost types.
Change Order Review
Review change order pricing submitted by subcontractors for accuracy including quantity takeoffs, material pricing, subcontractor pricing, and direct job expenses. Review actual quantities against the actual contract documents including the change in scope, whether additive or deductive. Negotiate change order pricing based on actual scope and quantities. Provide feedback on change order pricing and recommendation as to whether or not the change order should be approved.
Budget Review and Determination of Accuracy of Quantities
Provide estimating services to establish comparative takeoff and compare to subcontractors’ quantities for accuracy. Provide feedback if subcontractor’s quantities seem reasonable. Compare pricing against the original contract price for legitimacy.
Project Management Training
Provide Project Management training services for estimators thru Project Executives including defining roles, responsibilities, and expectations of each position. For Sr. Project Managers, Project Managers, and Project Engineers understand the current skillset and develop a training program specific to each individual. Provide training on basic project management training including writing RFI’s, submittals, transmittals, document control, and the importance of each task as it relates to the success of the project thru contract negotiations.
Review progress billings for accuracy and contractual compliance. If the contract is a lump sum, review progress billings based off schedule and actual work complete. If the project is time and material, cost plus, or cost plus Guaranteed Maximum Price GMP, review the current invoices against the contractual requirements. Develop a report indicating any inconsistencies, unbillable items, or over-billings by subcontractors and work thru the discrepancies until they are resolved or require owner approval.
Negotiate terms and conditions of contracts with contractors and/or subcontractors. Final approval of any terms needs to be approved by the party to the contract DWC, Inc. is negotiating on behalf of. Negotiate pricing of contractors and/or subcontractors, vendors, equipment suppliers, multiple project deals, and/or change order pricing.
Review contract terms and conditions and provide a risk assessment based on past experience. Provide comments to the contract to be reviewed by the party contracting DWC, Inc. DWC, Inc. is not a law firm nor do they provide actual legal advice, but provide contract negotiating strategies to lower and shift risk.
Schedule Development and Management
Develop project schedules with a project scheduler either provided by the party contracting DWC, Inc. or a project scheduler hired by DWC, Inc. Project schedules can be cost loaded and resource loaded for financial forecasting and loaded with actual units installed to create variance reports. Variance reports will indicate whether the project is trending to the baseline financial forecast and actual construction percent complete versus the baseline schedule. Hold weekly scheduling meetings to review the prior weeks’ performance and produce corrective action plans if needed to get back on schedule.
Subcontractor Management and Coordination
Manage and coordinate subcontractors using the project schedule to ensure the most cost-effective quality installations. Management services include: IIPP programs are in place and being followed, weekly subcontractor meetings, meeting minutes, subcontractor coordination resolution, ensure proper quality assurance-quality control practices are in place and being followed, schedule adherence, and review subcontractor monthly updated forecasts for accuracy, and review invoices.
Provide financial and construction unit forecasts using the cost loaded and resource-loaded project schedule. Financial forecasting will be based on providing value to each construction unit. Construction units will be developed based on major schedule actives that represent actual construction progress. Construction units will be determined either by the GC or DWC, Inc.
Provide financial reports that show actual progress against the baseline financial and construction percent complete. Forecasted vs accrued and budget vs actuals variance reports. Provide financial reports as requested by the Owner monthly. Reports to include the variance reports for both the financial and construction percent’s complete, updated forecasted project cost broken down by contractor with contractors’ original contract amounts, contractors’ approved change orders, current contractor contract amounts, and open contractor change orders. Additional reports include monthly billings broken down by contractor amounts and each contractor billed to date amount, the amount paid to each contractor vs their percent complete, updated financial and construction forecast for the entire project, and a report showing the number of owner and contractors’ contingencies that have been spent and the remaining amounts.
Commissioning Management and Coordination
Manage the overall commissioning process and schedule and Owner’s commissioning agent. Review contractors commissioning process and procedures for tracking documentation, tracking corrective items, and completing their open items. Ensure that testing scripts have been written and compared to the BOD and specs prior to any commissioning. Work with the Owner’s commissioning agent to review the overall commissioning process and procedures and develop the overall commissioning plan.
Electrical Commissioning Oversight
Review the electrical testing plan including load bank plan. Review the electrical commissioning documentation for completeness and accuracy.
Develop the overall communication plan for the program/project including any escalation processes. Plan to include communication flow chart.
Roles and Responsibilities
Develop overall program roles and responsibilities matrix in conjunction with the communication plan. Responsibilities to include individual contractor responsibilities based on the contract and industry standards. Each contractor will have their role clearly defined and expectations will set for each contractor.
Develop and implement cost tracking controls including a procurement process, ensuring vendors are not paid prior to completing services provided, early identification of material buyout and variance reporting to identify any potential risks or issues with the budget and develop a recovery plan early to mitigate as much risk as possible and manage cash flow.
Develop labor tracking controls based on the budget and developing a standardized labor tracking system for the field crews that is easy to use while providing the necessary information to know how your labor is performing and identify any production issues early to mitigate as much risk as possible.