Additionally, the team can look to make additions or enhancements to the project. The construction manager can still work with the owner and designer to find cost savings measures throughout the project.
Ensures the overall target budget is achieved and provides value management and value engineering support to save additional dollars where desired and needed to achieve an acceptable budget.Īt this point, the owner has a complete view of all trade packages and can review the comprehensive budget knowing that the work was competitively bid.Develops a Bid Tab document for each bid package that summarizes all the costs to be shared with the owner and design partners.Identifies discrepancies and uses internal takeoffs and costs data to verify and question scopes captured by each of the bidders.Reviews the bids received and ensures that all scopes provided are leveled for an “apples to apples” comparison.Once the bids are received, the construction manager: Once this has been completed, the construction manager administers the bid process with on-site pre-bid meetings, scope reviews, and coordination of questions from trade contractors to ensure a complete understanding. Includes a list of prequalified subcontractors for each bid package that have the capacity and experience in delivering work that is similar.Outlines all the scopes to develop bid packages to ensure everything is captured and no scopes are redundant between trades.Ensures that the owner is satisfied with the target budget and project scope.Provides a detailed project schedule that is tied to the scope of work for each trade.Looks for constructability concerns and evaluates means and methods required to safely and efficiently manage and deliver the work.Reviews options with the owner and discusses budget shortfalls on a line item basis.Develops a budget with internal cost data and subcontractor input throughout design development.Evaluates the design, identifies scope gaps, and works with the design team to fill the voids.Construction estimates are based on the actual cost of work- meaning labor, materials, expenses, and equipment rates that are detailed within the subcontractor proposals and dictated by the construction manager. From the beginning, the construction manager should provide a complete outline of fees and resources required to manage the project, and this should be clearly outlined during negotiations. Typically associated with the design-build and construction management-at-risk (CMAR) delivery methods, open book contracting relies on transparency and collaboration during the preconstruction phase. This results not only in a high degree of competition, but also allows the construction manager to identify project risks, eliminate surprises, and deliver certainty. Despite misconceived notions that open book contracting does not yield a competitive process, almost all of the work is competitively bid amongst trade contractors. Regardless of the project type or complexity, open book contracting provides complete transparency regarding project costs.
This is a change from the traditional dynamics of hard bid contracting, as it allows the design partners, construction manager, and owner to work together as a team, while still giving the owner full control and final decision-making authority. Open book contracts turn contractors into advocates, working alongside the owner to achieve common goals for the program, design, schedule, building performance, and most importantly, the cost. Open book contracting is an agreement between an owner and contractor that lays out a work or service plan with complete transparency on costs, prices, budgets, and materials.
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