Resources

It's taken more than 25 years to develop a system used for building complex commercial projects. These procedures are used in Total or in Part on every project We build with Scopes of $1m to 500(+)million. From inception to project completion, these Procedures define every Discipline’s Responsibility outlining the duties and responsibilities required by the Owner, Architect and Contractors. These Procedures are designed to help Track the Projects Schedules and Budgets by removing much of the guesswork when making day-to-day decisions.

JG's Construction Management Guide

The following document provides in depth descriptions of how to organize complex commercial projects. Every job is different and requires special selections of architects, engineers and contractors. Owners and bankers find these procedures reassuring knowing how their money will be managed.

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Senior Living Conceptual Design

A new concept is needed to attract newly retired, Well-to-Do Baby Boomers where residents share public spaces containing walking paths, garden dining, swimming lagoons, spa and fitness center. There is an untapped market to create a community structured around promoting health, longevity and a stress free lifestyle.

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OSHA Guide & Procedures

These are Common Sense Guidelines and if followed will maintain a Safe Work Place. All new hires receive a Safety Orientation held weekly being reminded that safety comes first and Foremost Before All Else. Following these simple guidelines assured everyone they will Go Home Safely at the End of the Day.

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SUMMARY MANAGING DISCIPLINES
  1. RESEARCH & PRE-CONSTRUCTION:
    • Perform Due Diligence, Feasibility Studies, Pre-Construction Analysis & Design.
  2. ARCHITECTS - ENGINEERING – DESIGN DEVELOPMENT:
    • Owner’s Representative conducts weekly meetings.
    • Create functional & Cost Effective Designs for Owner.
    • Keep lines of communication open between team members.
  3. ESTIMATING - BID ANALYSIS:
    • Solicit bids, analyze, establish budgets, select contractors and negotiate contracts.
  4. CONSTRUCTION MANAGEMENT:
    • Track Job Costs & Scheduling.
    • Insure Contractors Build According to Contract Documents.
    • Coordinate Submittals, Help Obtain Permits, Oversee Day-to-Day Operations.
  5. GENERAL CONTRACTING and/or DESIGN-BUILD PROJECTS
    • Negotiate Labor and Equipment Contracts.
    • MEP: Manage Mechanical, Electrical, Plumbing, Fire Sprinkler Systems.
    • Ensure long lead material items are Ordered & Tracked to meet Schedules.

Depending on Owners Requirements we manage these disciplines.

CONSTRUCTION MANAGEMENT APPROACH
  1. TEAM CONCEPT
    • Starting out in general contracting 30+ years ago, we have hewn our skills into offering Owners and Developers a full range of services offering 5 Disciplines.
  2. OWNER – ARCHITECT – CONTRACTOR MEETINGS (OAC)
    • Our team approach monitors job progress at weekly meetings attended by the Owner, Architect and Contractor managers. During this weekly review we cover each contractors budget, scope, and schedule reviewing the jobs progress. Our Agenda guides all participants on what needs to be focused upon to minimize delays.

      NOTE: The weekly OAC meetings are important in keeping the lines of communication open between all participants. This discipline of reviewing weekly to monthly progress allows the Owner to always know the current status of the project and how the money is being managed.

  3. METHODOLOGY & DOCUMENTATION:

    Check List for conducting weekly OAC Meetings.

    • Review Previous Meeting Minutes: Confirm that the Facilitator has accurately recorded the items previously discussed and actions required to move forward.
    • Construction Progress: Based on a detailed three-week schedule, the Contractor is required to report on his progress during the previous week including slippage or delay on any item of work. Since the three-week schedule strictly conforms to the master schedule, maintenance of the daily and weekly milestones is indicative of conformance to the overall schedule requirements.
    • Schedule Review & Adjustments to Master Schedule: Review progress of the Project Master Schedule to determine if any activity including non-field work items such as submittal, procurement & delivery, or scope changes have had an impact on the critical path of the Project. If impact to the critical path has occurred the Contractor can offer suggestions on what actions are needed to get the project back on schedule.
    • Contract Changes: Review RFP/CP/CO Log to determine the current status of all items of change that have not been finalized in an executed change order. During this part of the meeting participants discuss actions taken toward finalizing all Requests for Proposal (RFP) and all Change Proposals (CP).
    • Clarification Issues: Review of the RFI & ASI Log which summarizes the status of all Requests for Information (RFI) from the Contractor and the Architect’s Supplemental Instructions (ASI) which answer the Contractor’s requests and provide additional clarification of the contract documents. Participants confirm this information is being processed expeditiously.
    • Shop Drawings & Submittals: The Submittal Log is used for procurement of long lead items updated as required and presented at OAC meetings for review with Architect and Owner’s Rep. Close coordination with the Architect and Engineers is necessary for the successful review, approval, and ordering of all specified materials effecting the day-to-day field progress for the Contractor.
    • Field Observations: Team members must use their best “professional judgement” in executing the project documents. This helps to increase quality control and reduce deficiencies prior to City Officials making inspections.
    • Action Log: The Action Log creates a checklist for items to be completed immediately and checked off at future meetings once completed. The Facilitator of the meeting maintains the log and emails it to all team members on a weekly basis.
    • Issues & Concerns: Address any concerns or issues on a weekly basis that may arise.
    • Narrative: Explain in detail Contractor issues affecting the budget, schedule and project completion date.