Construction Management (CM) is the process organizing, leading, and managing the people, materials, and processes of actual construction. CM emphasis is also now increasingly being placed on pre-construction design services, value engineering, coordination of contract documents, and continuous cost management and cost integration from initial design through project occupancy.

Central to CM are schedule and cost control management activities, and various aspects of quality control. Contemporary thought has extended “quality management” to include owner expectations as well as technical execution of construction as the realization of the design process. Day-to-day operating procedures are based on traditional methods of management, communications, observation, reporting, and overview which are common in the consulting, design and construction business. We have established formal, detailed protocols for attending to the routine as well as extraordinary issues which may arise in the course of work, and include comprehensive Client communications at all stages of progress.

Griffin Structures has demonstrated a successful track record in performing complex projects on time and budget. Utilizing CPM scheduling software tools shared across the Team, we maintain diligence with site presence and job-walks, and the Team participates in regular meetings and daily communications regarding all scheduled activities so that any possible delays are identified immediately and consequential actions are taken to keep the project on track. We put in place and utilize the type of software resources appropriate for the project scope and type, including WEB-based project management, scheduling and resource controls. Important, too, is the structure of the contracts with vendors which places responsibilities clearly and effectively, and which are written with risk management, time management, and cost management in mind.

Our approach provides for developing project budgets with the Client and Architect at the initiation of design, and for identifying cost parameters and guidelines which will assist the Architect in initial master planning and in developing design concepts from the commencement of the project. These are refined at each and every point in the project’s progress.

We will prepare a Schematic Design (SD) Project Budget at this phase of work Then, as Design Development (DD) proceeds, we sharpen the cost estimates through evaluation of alternative systems and materials, refinement of prevailing market conditions, and other factors both internal and external to the project participants. The bid-price should be within the DD budget estimate, and, barring Owner changes in program, the final project price will not exceed the established total project budget figure. Budget control depends mostly on five basic components:

• Setting a realistic concept budget early in the project
• Prioritizing how and where budget emphasis will be placed
• Managing “scope-creep”
• Controlling the project schedule
• Close monitoring of CM costs and progress