Consulting Services

By selecting Watercraven Construction Company, Inc., you can help manage risks and control costs at every stage of the project, from pre-construction planning and complete construction oversight to post-construction services.  Watercraven Construction Company, Inc. offers the following Construction Management & Consulting Services:

1. 1.Audits and Cost-to-Complete Estimates
   

2. 2.Budget Establishment & Management
   

3. 3.Change Control and Management
   

4. 4.C.P.M. Schedule Development and Monitoring
   

5. 5.Constructability Reviews
   

6. 6.Contract administration
   

7. 7.Contract Bidding, Negotiation, and Award
   

8. 8.Contract Document Development
   

9. 9.Cost and Resource Scheduling
   

10. 10.Design and Construction schedules
    

11. 11.Final Billings and Contract Close-Outs
    

12. 12.Final project walk-through
    

13. 13.Onsite Management and Coordination
    

14. 14.Operation and Maintenance Manuals
    

15. 15.Owner Training and Orientation
    

16. 16.Project completion and close-out
    

17. 17.Quality Control and Inspection
    

18. 18.Safety Monitoring
    

19. 19.Value Engineering
    

20. 20.Construction Software Integration
    

(See end of section for a detailed description of each service)

What is the role of Watercraven Construction Company?

Undertaking a construction project is a complex endeavor and it is critically important that project goals are clearly articulated to all members of the design and construction team, including the architect, engineer, and contractor. Watercraven Construction Company, Inc. can help by leveling the playing field between the owner and the contractor, and ensuring that everyone is informed and understands their role, expectations, and schedule for completing the project on time.

The role of a construction management firm is especially important to close the gap in knowledge and experience. By integrating a construction management firm into the project, you can balance the experience level between the owner and the construction firm.

Yet another reason to consult with a construction management firm is that these   are included with the architectural and engineering services as an afterthought or merely as a requirement. Unfortunately, by the time construction begins, the design team may very well see their profit margin for the project shrinking.

To accommodate the shrinking budget, it is common practice to send the rookie or team member who bills the lowest to monitor the project and provide the promised construction administration services. This person may have had little involvement on the project before this and may not feel comfortable asserting the owner's interest to the contractor. Further, this representative may lack the necessary experience to truly be a creative problem-solver. This approach results in construction observation rather than construction management since the construction process is just being monitored—not explored for methods to control the cost and schedule.

When to Hire Watercraven Construction Company, Inc.?

Recognizing that true construction management can improve the success of your project, it is important to hire a firm whose core competency is construction management. Contrary to popular belief, the first firm hired for a project should be the construction manager, not the architect or contractor. A construction management firm is most effective when it is not only afforded the opportunity to manage the construction, but is also a part of the design, bringing value to a project even before the contractor is onsite.

By hiring Watercraven Construction Company, Inc. at project inception, we can work with the owner to develop contract documents that are owner-friendly and can focus on preconstruction services, value engineering, and cost estimating on the front end, which will help control costs and ensure adherence to the schedule. And since the design process often takes longer than expected, which can result in a shortened construction schedule, having the Watercraven Construction Company, Inc. involved from the beginning can assist in keeping all phases of the project on schedule and ensure optimal results.

Early involvement also allows us to conduct a constructability review and examine the construction documents before they go out for review. With this approach, minor revisions can be made to increase efficiencies. For example, a project can be on the drawing board for several years with intimate involvement from the architect, engineers, and owners. This team then expects a contractor to review the documents and understand all the background information that led to the development of the documents in a mere four to six weeks.

It is easy for the design team to overlook certain items and not clearly articulate its goals because of the intimate involvement. However, a review by a Watercraven Construction Company, Inc. ensures that items are properly spelled out, which helps to avoid change orders and schedule delays that add cost to a project. This allows the contractor to provide the best possible bid cost and schedule.

Another area where the Watercraven Construction Company, Inc. can offer considerable expertise is with the contract documents. Often, the contract that architectural firms use is a standard document available from the American Institute of Architects (AIA): therefore, it is ultimately serving the best interest of the architect. While these standard agreements provide a good starting point, the owner's best interests are achieved by reviewing and altering the document to ensure the best position for the owner. For example, AIA documents are not specific about timing. The document states that the architect will review contractor questions or change orders but does not cite a time-frame for this response—a slow response can become a source of claims.

Watercraven Construction Company, Inc. expertise also extends to coordination with the contractor. Low –Bid Contracting provides contractors with the necessity of maximizing their profit on change-orders since they have already been asked to skinny-down their profit in the low bid. An “owner-friendly” contract can provide more specific language for the owner to control their project and limit their risk. Watercraven Construction Company, Inc. will incorporate schedule milestones into the documents to provide accountability for the contractor. When goals and requirements are clearly defined in the contracts, the risk of claims and change orders is dramatically reduced.

Detailed Description of Construction Management Consulting Services

Audits and Cost-to-Complete Estimates

1. This is a constructive review of the work in place to ensure Application’s for Payment do not exceed market value of remaining contract value to complete. Estimates of the remaining scopes of work  will be checked against for each payment on the project.
   

Budget Establishment & Management

1. Once the Architect has established the concept drawing, a scope will be established and a budget will be developed to aid throughout the process.  The budget will be established consistent with current market conditions.  The preliminary budget will be used as the baseline for the project Performa.
   

Change Control and Management

1. Assist in the development of change order directives to the contractors from the Architect.
   

2. A thorough review of all change orders to ensure accuracy of scope and cost is consistent with the contract scope and construction documents.  The review will eliminate double-up in scopes and ensure appropriate credits are received. Ensure Contract Documents are updated to include approved change order.
   

3. Ensure Approved Change order scope are approved with Authorities Having Jurisdiction
   

Critical Path Method Schedule Development and Monitoring

1. Ensure Project Schedule is created using the Critical path method.
   

2. Ensure schedule is updated weekly and the critical path is maintained.
   

3. Aide in establishment of recovery plans if the critical path is not maintained.
   

Constructability Reviews

1. Analysis of the construction documents as they progress to ensure that the scopes detailed do not detour from the intended scope and budget. Ensure construct-ability of detailed items are appropriate and consistent with the project. Analysis of different means and methods best fit for the project.
   

Contract administration

1. Write all contracts for the Project Team to ensure program is consistent with the project intent. Ensure contractual obligations are executed throughout the duration of project. Administer the contract to ensure all vendors are in compliance.
   

Contract Bidding, Negotiation, and Award

1. Create Request for Proposal consistent with the project program.
   

2. Pre-qualify Bidders
   

3. Distribute contract documents to qualified bidders
   

4. Ensure accurate information is distributed.
   

5. Collection of Bids from Qualified Bidders
   

6. Analyses of Bids to ensure scopes are consistent with program.
   

7. Submission of a report of outlining a recommendation on Contract awards.
   

Contract Document Development

1. Establish milestone schedule for Construction Document delivery.
   

2. Monitor and update Milestone Schedule
   

3. Ensure Disciple Overlays are performed and overlay items are properly coordinated.
   

4. Ensure Comments and correction are updated each stage.
   

5. Establish and update Construction Document Log.
   

Cost and Resource Scheduling

1. Schedule will be established to analysis the appropriate cost and manpower is allocated appropriately to the project.
   

Design and Construction schedules

1. Development of preliminary schedules for Design & Construction.
   

2. Establishment of milestones to ensure timelines and commitments are met.
   

3. Update schedules against the baseline to accurately track changes for analysis.
   

Final Billings and Contract Close-Outs

1. Analyses of final billing from vendors to ensure contractual obligations have been satisfied.
   

2. Ensure all close-out documentation has been received to release final billings.
   

Final project walk-through

1. Creation & Tracking of Project Punch-list
   

2. Ensure contractual obligations are met.
   

Onsite Management and Coordination

1. Provide onsite supervision of construction activities.
   

2. Provide onsite coordination to ensure project schedule is maintained.
   

Operation and Maintenance Manuals

1. Collection of project documentation for turnover to owner upon complete of the project. Operation and Maintenance Manuals. Ensure Operation and Maintenance Manuals meet contract requirements.
   

Owner Training and Orientation

1. Establish criteria for owner training and orientation
   

2. Schedule Owner Training and Orientation of Systems
   

3. Create Documentation from Owner Training and Orientation
   

Project Completion and Close-out

1. Coordination of project completion thru creation and tracking of a Detailed Punch list, in accordance with Contractor’s contractual obligation.Coordinate Project Close-out documentation to ensure all required documents, submittals, owner stock, warranties, lien release are properly submitted in accordance with Contractor’s contractual obligation. 
   

Quality Control and Inspection

1. Establish a Quality Control Program for each project.
   

2. Implement Quality Control Program for each project.
   

3. Conduct Quality Control Inspections in accordance with approved Quality Control Program.
   

4. Report and Document findings from Quality Control Inspections.
   

5. Create Directives, as needed, for deficient items identified in Quality Control Inspections.
   

Safety Monitoring

1. Collection of Safety Programs from Contractors.
   

2. Conduct Safety Audits to ensure Safety Programs are enforced.
   

3. Report Safety deficiencies to Contractors and ensure corrections are made.
   

Value Engineering

1. Detailed analysis of Construction Documents for potential Value Engineering alternatives.
   

2. Analysis of Value Engineering Alternatives submitted from Contractors.
   

3. Report and document finding of Analysis of Value Engineering options.