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51THE WEITZ COMPANY // GOVERNMENT CENTER ANNEX, RFQ NO. 15-08-02 / CITY OF SUNNY ISLES BEACH, FL SECTION K // PROJECT MANAGEMENT SERVICES of drawing completion. This ensures items are not missed or designed in a way that will lead to issues in the field or over the life of the building. During construction these checklists are utilized at every stage of the work for every scope. This process is designed to eliminate rework and deliver the highest quality project possible. The ultimate goal is a punch-list with zero items. We have employed this tool on our projects and continue to improve the manual based on lessons learned. As part of this process we often mock-up certain parts of the building elements. Often if an issue is not caught in the constructability review, it is caught in the mock-up phase. A great example of the value of mockups is the South County Courthouse project (see case study, left). COST CONTROL Cost is one of the most critical items on a project as it goes into construction. Weitz utilizes two key systems to capture, track and report project cost. During the set-up phase of the project each trade scope is assigned a budget that ties to the Guaranteed Maximum Price (GMP). This information is captured in our JDE accounting software. Next, as the subcontractors are hired, Prolog is utilized to capture contract values and track any changes (potential or approved) to contract values. These potential or actual changes are reported on during each Owner meeting so that they can be discussed and decided on. As part of our lessons learned with our clients we have revised our contingency tracking process. As subcontractors are hired under-runs/overruns are offset by adjustments to the project contingency as approved by the owner’s representative. The contingency use is tracked and reported on so that the owner knows the status of this line item throughout the life of the project. All cost are tracked and reported on a monthly basis. We share this information openly. At the conclusion of the project we report on all project costs and return any surplus dollars. Our goal is to manage cost closely and aggressively in order to minimize the dollars expended on your project. CHANGE ORDER NEGOTIATION Requests for Information and Change Orders: Our goal is to always try to eliminate change orders by getting involved early in the project and work through the design process. There are, however, times when changes do occur. Prolog Project Manager allows us to develop and track any changes that may occur. Our staff will scrutinize all information to ensure no unnecessary changes are passed on to the Owner. We will recommend necessary or essential changes, review requests for changes, submit recommendations to the Owner and Architect, and monitor the revisions. CLAIMS MANAGEMENT The Weitz Company believes the most effective way to manage claims is to manage our projects in a way that anticipates and identifies areas that have the potential for creating a claim and taking steps that minimize that risk. At the job site level we implement detailed safety plans and maintain CASE STUDY: SOUTH COUNTY COURTHOUSE EXPANSION “BUILD IT ONCE BEFORE YOU BUILD IT 50 TIMES” On the South County Courthouse expansion project, the exterior envelope was mocked-up to study exterior reveals waterproofing. During this process, a weak point in the waterproofing was identified. The constructability of the panel/window interface had been reviewed and identified as acceptable during preconstruction. When the mock-up was reviewed, however, a concern arose that a caulking failure in particular locations would lead to a leak in the window system. A fix was designed and implemented prior to any windows going into the building.