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It is important to get timely subcontractor market data at every estimate phase to attain a high level of accuracy. Project Comparisons: Previous similar projects are used not only for comparison but also as a template for the scope of the project long before the design documents are fully detailed. These projects often serve as a resource for value analysis as well. Estimate Comparisons: As each new estimate is developed, we generate a side-by-side comparison of each discipline relative to our estimate at the prior stage of design. For example, the schematic design estimate will be compared side by side with the design development estimate. Any variances will be fully explained so the entire team is aware of how the estimate has been affected by the design progress and the decisions made in each stage of the project. VALUE ANALYSIS We strive to optimize the facility’s value for the owner’s cost without sacrificing the integrity of the design or exchanging front-end costs for long-term maintenance costs. The focus of our value analysis is threefold: 1. Enhance the quality of design without increasing life cycle costs 2. Maintain the required levels of building and system performance 3. Qualify all architectural and engineering designs on a cost/performance basis Isolating and Eliminating Unnecessary Cost In our analysis, each proposed construction material or method is scrutinized in terms of cost feasibility, schedule feasibility, material availability, availability of qualified labor, and experience. We use historical and current project experience and input from qualified subcontractors to identify cost-effective options for material selections and construction details throughout the preconstruction process. This allows the owner to make informed decisions that maximize the value of the project without sacrificing programmed function or other desired features of the building. Analyzing the Most Cost-Significant Items Our value analysis effort covers all aspects of the project. The largest cost savings tend to come from evaluating different approaches to the major cost drivers. To identify likely candidates, we compare each category of construction on your project to those of similar past projects. The comparison usually identifies aspects of your project that are more expensive than the same aspect of a similar project. Our past experience provides extensive historical data to identify benchmarks for determining reasonable costs for each item. Depending on current market conditions, past project costs must be adjusted up or down for a proper comparison. We analyze the most significant items and compare them to these reference points. It is important that the owner, design team, and project team jointly evaluate all value analysis options. Sometimes the right decision results in an initial cost increase rather than an immediate savings. The purpose of such an increase would be to improve the building’s life cycle or lower its life cycle costs, providing savings over time. We strive to present comprehensive information about each option to give the owner the best foundation to reach an informed decision. Often this includes visiting other projects that have incorporated a similar option, discussing long-term maintenance costs, or bringing in specific material manufacturers to learn more about their products. Regardless, value analysis must be approached as an informed team decision rather than a search for the cheapest alternative. Scheduling An accurate, comprehensive schedule is the foundation for a successful construction project. As the blueprint for the job’s execution, the schedule must be thoughtfully considered and well planned from the preconstruction phase. We believe the best way to be sure our schedule meets the demands of the project is to put the schedule into the hands of the project manager and superintendent who will lead the job. Using Primavera P6 software, our project team creates a comprehensive schedule with input from all members of the project team: owner, architect, engineers, end users, and contractor. Throughout the project, the project manager and