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<br /> <br /> Negotiate Sub-Contract terms and Project Site rules <br /> Obtain bonds from all major subcontractors <br /> Obtain copies of all up-to-date licenses and insurances. <br /> Award Contracts <br /> <br />Construction Phase <br /> <br />Construction Scheduling <br />The principal objective of construction scheduling is to efficiently manage the resources used in <br />the construction process. These resources include labor and supervision, material and supplies, <br />equipment, general condition or jobsite overhead support items, and subcontractors (including <br />material suppliers). The objective of the management effort is to effectively use the resources <br />to accomplish the project and its individual activities within the budgeted cost. <br />The Construction schedule provides the principal measuring tool for evaluating progress. <br />Circumstances and situations encountered in the construction process will affect the work that <br />remains. An accurate updated schedule allows the contractor to identify and evaluate <br />alternative plans in responding to the changes in project conditions that will result in the best <br />project decision. <br /> <br />Shop Drawing Process <br />The timeliness of shop drawing submittal and the follow-up of timely approvals is critical for the <br />scheduling flow. The goal is to ensure that all materials and equipment are available when the <br />work for which they are required is schedule to happen. <br />At the start of the Project MBR produces a list of shop drawings which require approval. <br />For each item we take into consideration the following: <br /> How long it takes the subcontractor to prepare shop drawings <br /> Delivery dates required for the item <br /> How long will the architect need to review the shop drawing <br /> What is the lead time <br />Once this information is gathered, we prepare a shop drawing schedule. Each subcontractor is <br />required by contract to adhere to the shop drawing schedule. <br /> <br />Monitoring and reporting <br />Monitoring the progress of individual activities according to the construction schedule and <br />promptly adjusting to changing conditions means maximum savings for the owner. <br />MBR can make good decisions because the project manager will have good and timely <br />information available. This system of reviewing and recording the cost and production of <br />individual activities and chains of activities usually results in good control of construction time <br />and costs. <br /> <br />Project close-out and transition to occupancy <br />In this phase MBR is responsible for the Project Quality control, Cost control, Communications <br />with subcontractor, Budget and schedule control, Project communications, Construction <br />document maintenance, Punchlist preparation and Project closeout <br /> <br /> <br />APPROACH / METHODOLOGY