PREDICT-ABILITY AND PRECONSTRUCTION CAN
OPTIMIZE A CONSTRUCTION PROJECT’S SCHEDULE AND COSTS

Construction techniques and materials in all sectors of building and renovations are always evolving due to trends and the economy.  A good construction manager (CM) and general contractor (GC) will always be in step with these changes and innovations by experience, and through their trade subcontractors and manufacturers.  The CM can also help reduce project risks, costs and lifecycles by budgeting at every phase of design process, accounting for communication, planning for construction phase obstacles, and enforcing safety standards.

Sweetwater Construction Corp., headquartered in Cranbury, N. J., is a recognized leader in New Jersey construction management and general contracting. We have been providing clients with expert preconstruction and construction services backed by professional commitment and personal accountability since 1974. We have a strong track record of successfully managing the construction of new buildings, interior renovations, and fit-outs in the commercial, healthcare, science and technology, hospitality, and institutional sectors. As a result, we have developed expertise in keeping our corporate and private clients ahead of schedule and cost productive during construction.

Preconstruction is the planning period used to develop and fine-tune all elements of a project prior to commencement of construction.  It is in this phase where there is the opportunity to influence costs over the span of a project.  Involving a knowledgeable CM early on to collaborate with the entire team has many benefits to the project and consequently the owner.  It provides assurance for the client that the design and construction team members are working proactively to produce a positive outcome.  The goal of the CM is to put the end result at the forefront of communication and planning, ensuring that the journey to is as positive as the ultimate outcome.

Specific preconstruction services can include, but are not limited to, building and site evaluation, budgeting, estimating, constructability, value engineering, scheduling, long lead procurement, and equipment coordination.

The general contractor’s ability to predict and foresee is invaluable.  Let’s look at the corporate interior construction that Sweetwater is typically involved with, which falls into two categories. The first is relocation - when a corporation moves from one facility to another. In this situation, there are specific factors that we have to anticipate including immovable deadlines; the possibility of having to pay double rents; the schedule of the mover; the schedule of the builder in the case of a new or renovated structure; and, of course, the needs of the new tenant and existing building occupants. 

The other consists of renovating a facility to meet the changing needs of the firm while they continue to occupy the space. This type of job requires the knowledge and flexibility to utilize or invent methods of construction that keep the organization running, such as breaking down the floor plan into scheduled phases, noise and dust barriers,  and eco-friendly materials for the comfort of occupants.  Many of these projects are in multi-tenanted office buildings.

Sweetwater’s clients are varied, and other interior renovation types require even more attention to detail. Two of these, in the hospitality and educational sectors, include the Short Hills Hilton Spa, and DeVry University. In addition to those very public environments, we work in highly sensitive settings that feature clean rooms, laboratories, and data centers, for many of New Jersey’s pharmaceutical and technology-based companies, such as JDS Uniphase, Newton Memorial Hospital and NRG Energy.

In any case, the CM/GC will identify a cost per square foot with the client and assist the architect and engineer with managing design to achieve cost goals.  After initially procuring the most competitive bids from trade subcontractors, the CM/GC can further aid in influencing post-bid expenditures by pre-purchasing long lead items and finding alternatives in construction scheduling, materials and finishes. 

The following is a list of major aspects to achieving success with an interiors project, and they should be considered when choosing your CM/GC for any construction program:

1. Environmental, Health & Safety. Safety is the number one priority in interior construction because most sites are still occupied. Project superintendents are trained to act as a full-time safety manager on site during an interior rebuild. Our safety director will visit the site at least once a week as well. Sweetwater uses an extensive signage package to help ensure that employees understand the extent of the project at all times. In addition, we host a kick-off meeting to make the client and building manager (who will notify other tenants) aware of our construction plans, including the scheduling of phases and how office functionality will be maintained during construction.
2. “Constructive” Communication. Good communication at the onset of a project will allow the construction team, designers, landlords, and the building’s occupants to understand what will take place.  The kick-off meeting should review site-specific items such as traffic routes, deliveries, loud activity and scheduled utility shutdowns, etc., and must be carefully coordinated with the building management and tenant.  This flow of information also must be kept up throughout the life of the project.
3. All Jobs are Different… But Experience is Key to Predicting Problems. Construction project managers and superintendents must be able to foresee issues and plan in advance to reach the project goal and deadlines. Obstacles always come up. The measure of a good construction company is having the intuition, planning, procedures, and tools in place to thwart them.
4. Knowing the “Lay of the Land”.  The more familiar your CM/GC is with local municipality building departments, the more insight they can provide into the approval process.  A proactive project manager will stay on top of the process, from plan submittal to construction permit, and help shorten the period in between.
5. Creating Positive Change. Creating positive change should accompany good communication. The key is to create a positive atmosphere and not let the hindrance of the construction become a negative. Successful construction managers are good communicators, involving property management personnel, tenants and clients in the project so they feel as if they are a part of the building beautification.
6. Keeping Up With “Green”.  More and more clients and property managers are concerned and charged with maintaining eco-friendly environments and procedures.  We must stay informed of products and services that aid in their efforts.  Many project managers are LEED-certified or in the process of becoming certified.

About Robert Chemi
Bob Chemi, a 25-year veteran of the construction industry, has been extremely successful in all aspects of interior construction. In his 11 years with Sweetwater, Chemi has become an expert in multi-phase renovations and relocations. He is responsible for all preconstruction and construction activities in the execution of value engineering efforts, including estimating, constructability analyses and scheduling.  As vice president of interiors, Bob oversees each assignment and is responsible for maintaining the project schedule, cost control, quality and safety to ensure that milestones are met. Chemi attended Seton Hall University in South Orange, N. J., and Catawba College in Greensboro, N. C. He is active in the Northern New Jersey chapters of the Associated Builders & Contractors Association and US Green Building Council.