What makes Daoust different?

It's sophistication that separates us from our competitors. Our people are knowledgeable, service oriented, focused on achieving the client's time, economy and quality objectives, while mindful about safety and being environmentally responsible. We look for clients and not just a project. Our clients want their interests protected and their objectives met. They expect and deserve the best service.

What are the benefits of construction management for the project owner?

The involvement of the construction manager during planning and design provides the owner with reliable information about probable costs and schedules. Construction management achieves a more efficient procurement process, resulting in more effective management of construction budgets.

It permits the use of phased construction, sequential bidding or fast-track procedures, streamlining the design and construction stages of the project.

Construction management increases flexibility throughout the entire project, in both design and construction. Adjustments to budgets and contracts can be more readily made as required.

Construction management permits the participation of the owner in decision making for all stages of design and construction, enabling the owner to obtain the desired quality and timing of the end product and the most value for each dollar spent.

The architect and the construction manager can engage in value analyses of alternative design and construction procedures from the early stages of design development.

Competitive bidding can be used for all trade contracts of the project. Trade contractors can be selected for their expertise in certain phases of construction. The latest technology and current marketing conditions are more readily incorporated into the decision-making process – e.g., timing bid closing to ensure maximum contractor interest.

Construction management reduces the layering of bonding required – each trade contractor furnishes a bond for his portion of the work. The financial structure is compartmentalized, and financial failure cannot spread.

What are the challenges of construction management and how does Daoust Construction approach them?

A guaranteed cost does not exist when the owner begins construction cost commitments. Trade lump-sum contracts covering nearly 90% of the project value are awarded, which will confirm the established budget. A lump-sum general contract is not a guarantee of a maximum price; it is often the starting price, followed by extras and impact and delay costs. Costs for all units of work may be established before construction begins, but with the penalty of extending the schedule. Lump-sum contracts for most trades are awarded early in accordance with the project schedule. This may require splitting an all-inclusive contract into smaller or phased contracts.
There are few trained construction managers who understand the team relationship required by the construction management process.
Daoust Construction has specialized in construction management since 1974. Most of our projects are delivered with construction management. In addition, one of the principals of the company is directly involved as the project director on each job. The close involvement of a company decision maker speeds up the process and stengthens our ability to motivate trade contractors to perform.
Construction management replaces the general contractor and subcontractors with an array of trade contractors. This may be a drawback because it substitutes an array of prime contracts for the single contract between the owner and the general contractor.
Our approach to managing trade contractors is similar to the approach used by general contractors. We often issue all trade contracts on behalf of our clients – as would be done by a general contractor or constructor – and make payments directly to the trade contractors. This permits the client to deal with Daoust Construction rather than a maze of trade contractors. An array of prime contracts can be an asset if one of the contractors fails or is replaced. In this situation, an array of contracts limits the effects to one trade rather than to the overall general contractor.

The multi-prime nature of construction management, by requiring every contractor to bid and furnish a bond, eliminates a sizable segment of the industry – contractors who cannot obtain bonding. There are many alternatives to bonding that are easily accessible to most trade contractors. These alternatives permit smaller trade contractors to provide performance security in a form that can be more advantageous than bonding. This flexibility also saves money by eliminating the layering of bonds commonly provided by subcontractors to the general contractor.

Daoust Construction’s knowledge of market conditions and reputable trade contractors, coupled with the experience of consultants and the owner, is sufficient to identify risky trade contractors who should be required to provide an acceptable form of performance security. All interested trade contractors are required to submit a pre-qualifying document prior to bidding for the purpose of risk evaluation. Performance security will be obtained whenever appropriate. The design team, if behind schedule, can greatly affect the construction schedule and the completion date. This situation does not exist in the general contracting process, where all the documents are ready before construction starts. After having produced a construction schedule, Daoust Construction, through consensus, will establish dates for having the bid packages ready and will monitor progress. Sometimes, when design schedules slip, the readiness of bid documents is jeopardized. General contractor bids can be considerably over budget, and this situation is not easily corrected when the bid documents are 100% complete. Construction management has the flexibility to allow stages of the work to begin and proceed while the balance of the documents are being completed. A typical administrative problem is getting timely cost reports and forecasts in order to make necessary decisions or adjustments. Daoust Construction provides detailed sub-job reports and prepares budget forecasts at least monthly. Cost backups are also provided with every progress billing. Trade contractor performance needs to be monitored. To protect a project against incompetent trade contractors, Daoust Construction prepares a list of preferred bidders (published for pre-qualification or expression of interest). We communicate the project’s guidelines at orientation meetings. We give immediate notice when a trade is not proceeding satisfactorily. We have adapted specific Supplementary General Conditions clauses to increase our effectiveness in this regard. We maintain accurate minutes of meetings and a daily logbook. Navigating through the maze of drawings, sketches, site instructions and change orders can be difficult. Ultimately, construction management requires no more documents than any other project delivery method. There are, however, more updates to the documents. We control these updates and ensure that all parties are working from the latest version. We maintain an accurate filing system at our main office and the site office. The project manager, project co-ordinator or chief estimator will review and process all shop drawings and design documents as they are updated.

What are the keys to a successful project?

Many factors contribute to the success of a project, regardless of the delivery system. Some of the key factors are:
•Complete program and scope definition
•Thorough contract documents
•Careful selection of design and construction practitioners
•Effective pre-qualification of key trade contractors
•Adequate pre-construction planning
•Use of partnering
•An effective payment process
•Careful monitoring of schedule and costs
•Minimal changes once the work is in progress
•An efficient close-out procedure
20 considerations that help a project run smoothly In building and renovation, few rules hold true all the time. However, a number of useful notions lead to predictable out-comes most of the time. Unfortunately, many of these notions are forgotten when we concentrate on making ideal decisions throughout the course of the work. We lose sight of how each decision relates to the bigger project picture. The following is a list of some common-sense ideas that almost always have a posi-tive impact on a construction endeavor. Maintain the right attitude
•Building anything is an act of joy and optimism. It's also a learning experience. Anxiety is a normal part of that experience, but anxiety must not control the outcome of the work.
•The only adversarial relationship that is productive on a building project is the one hat everyone should have with the artistic, technical and financial challenges that the Work itself presents.
•Excellent people make mistakes. Expect that they will continue to do so.
•Building a house is not an industrial process. It is hand labor, at a site, involving hundreds of components that have to work and fit together as well as possible. Expec-tations for the quality of the work should reflect these characteristics.
Choosing a design consultant and a builder
•When selecting a professional with whom to work, the first criterion should be character; the second, competence; the third, dedication.
•Clients are in the difficult business posi-tion of dealing with people who know more about design and construction than they do. In this vulnerable situation, the best strategy is to choose professionals of unquestionable integrity.
•To secure the greatest benefit from the knowledge that consultants and builders possess, allow them do their work in the manner that their training and experience have shown will be most effective.
•Clients who receive the best service are those from whom trust is ample, enthusiasm is overt, information is complete and payment is prompt.

About project costs
•Accurate cost estimates are based on facts; inaccurate estimates are usually the result of guessing. Financial risk in building is reduced by developing as much specific design information as possible before construction begins.
•Comparisons between seemingly similar projects often lead to incorrect expectations rather than provide useful information.
•You get what you pay for, applies to building. Designing and building quality take care; care takes time; time costs money.
•When a project’s costs exceeds its budget, it is usually because (1) the budget was optimistic and not realistic, (2) the changing cost of the evolving design was not monitored, and/or (3) the client’s needs and preferences were not fully articulated before the start of the work. The design and building process
•There are three interconnected variables in every building project: quality, quantity and cost. If any one of these variables is held constant while another is changed, the third must change as well.
•The complexity of both design and construction work is often underestimated.
•Many people believe that they know a good deal about architectural design. What they do not realize is how much more they need to know to do design well, with distinction, refinement and grace.
•Architects have the patience to plan. Builders have the savvy to improvise. Improvisation, however, is not a substitute for planning. The purpose of planning is to achieve predictable results. The purpose of improvising is to maintain work progress.
•For construction to be done efficiently, most design decisions need to be made in advance of building. If made during construction, these decisions can interrupt the work flow and increase its cost. Late design decisions are also more difficult to in corporate into the rest of the design.
•A construction project involves people with wide variations in skill, experience, intelligence and desire. Effective project management optimizes the conditions that allow people to perform at their best.
•Frequent, candid communication is vital to minimize construction problems.
•Good people care. The end result usually shows why.
BY: John McLean, AlA, practices architecture in San Francisco, CA

What is the most important contribution Daoust Construction can make to the success of a project?

Planning.
The planning stage is crucial to the success of any construction management project. Daoust Construction participates in pre-design or design conferences and partnering or value management workshops. This ensures commitment from all parties, solidifies the understanding of project goals and builds team spirit.
Daoust Construction provides planning and helps the design team prioritize and package design components to coincide with trade tender packages. We establish detailed sequencing of activities and meet with the trade contractors to review their planning strategies to ensure that they are compatible with the project deliverables.
We have extensive experience planning and implementing major fast-tracked and sequentially tendered projects.
Our Work Breakdown Structure and Responsibility/Accountability Model are invaluable tools for communicating roles and responsibilities.
Daoust Construction identifies bid packages and determines the contracting strategy in conjunction with the design team and the owner. This enables us to plan a design schedule, link it to construction work packages and determine the need for pre-purchase items.

What quality control procedures does Daoust Construction use to ensure the best-quality product?

Quality management is an integral part of our corporate culture. Our Quality Management System (QMS) stresses teamwork, pride in workmanship and high performance. The QMS doesn’t just make the level of work better; it also improves every aspect of the construction management process.
Daoust Construction prepares, manages and controls the quality of a project from design and pre-construction to construction and occupancy.

Pre-construction
All design, cost control and technical reviews are checked for value (life cycle costs, risks and claims avoidance) and constructability (biddability, technical merit and cost/time impact). We also verify the quality of the bid document from a biddability and constructability point of view.
During the bid period, we contact qualified contractors and screen them. We assess contractor bids for compliance with bid documents before recommending and awarding work. We also: •Perform design reviews for constructability and "common sense engineering," and for quality and completeness of design and construction
•Pre-qualify trade contractors
•Ensure trade proposal conformity with tender documents
•Help designers incorporate quality standards and requirements within the design bid documents
•Encourage partnering
•Pre-order long-lead items
•Develop a project-specific quality management plan

Construction During construction, we use sample submissions and mock-ups to establish quality standards. We also use independent testing agents for soils, concrete, mortar, steel and roofing testing to confirm compliance with contract documents.
Detailed analysis of shop drawings, along with our familiarity with materials, suppliers and trade contractors, ensures that the proper materials are delivered on time. We evaluate the quality of all delivered materials. We also review the workmanship and installation of these materials.
We schedule and co-ordinate all site inspections and compare work with the necessary standards. We also: •Review construction documents to ensure that quality is maintained by trade contractor scopes, drawing details and instructions, shop drawings, submissions and samples; obtain manufacturers’ specifications, tolerances and installation procedures; and order long-lead items
•Mock up repetitive and difficult work to debug and establish quality levels
•Mock up an entire typical repetitive room
•Verify material conformance upon receipt and before installation
•Provide proper storage and staging of materials
•Prefabricate in climate-controlled environments when possible
•Monitor quality of production daily by using inspection checklists
•Perform pre-start and pre-completion interim inspections and sign-offs
•Promptly reject non-conforming work by issue of notices to remedy immediately
•Conduct co-ordination and quality meetings to properly sequence work
•Maintain a safe, clean and controlled workplace
•Perform commissioning, testing and certification
•Prepare internal punch lists and correct as necessary prior to performing deficiency inspections
•Promptly correct deficiencies prior to turnover and occupancy
•Reward and compliment work well done
Our front-end documents set out in detail the requirements for close-out, commissioning and project turnover procedures. Trade contractors are required to inspect their own work prior to our inspection. Deficiency lists prepared by them are reviewed by us. Project consultants and designers conduct inspections of the work. We combine all inspection reports to ensure that no findings slip through the cracks. To motivate prompt corrections of all deficiencies, we withhold sufficient contract funds from the trade contractors. This also ensures that inspections, manuals, as-builts and maintenance manuals are delivered on time.

How does Daoust Construction manage risk?

Today’s construction projects are extremely complex, with tight timelines and budgets. This creates risk for all the parties involved in the project. The good news is that risk can be successfully managed. It just takes the right approach.

Our approach to quality management is designed to mitigate risk. All parties involved in a project have the same exposure to risk from the onset. If any party fails to participate in the process, the project will not achieve its time, cost or quality objectives.

We implement a risk management program from the beginning of the project. We also believe disputes can be avoided through proper planning and project strategy during pre-construction and by involving the entire project team.

In our experience, the greatest challenges to the successful completion of the work are the timely release of accurate and complete design information; the timely presentation and approval of submissions; the management of changes to the work; and the maintenance of a realistic schedule that reflects the actual status of the project.

The key to risk management is to establish communication between all parties through partnering. This ensures that everybody has a clear understanding of the obligations and expectations. Partnering establishes a complete and realistic plan for the execution of the design, procurement, construction and commissioning phases. It also establishes the systems necessary to communicate all relevant technical and administrative information and the systems necessary to recognize and adjust for deviations in the plan.

What is constructability?

Constructability is the integration of our construction knowledge and experience during all phases of the facility development process. The primary objective of constructability is to improve construction while improving the overall performance of the facility.

The input of constructability knowledge during the design phase is especially important to achieve overall performance criteria and to offer improvements to construction methods. All design choices should be tested against constructability to help optimize the project cost and energy performance.

What is value management?

Value management is the construction management process that provides owners with optimum construction projects at minimum cost. Value management is an extension of value engineering, value analysis, life cycle costing and constructability.

The following is an example of value management in action: Daoust Construction, the owner and the designer train all their personnel to be on the lookout for alternative methods and concepts at any stage of the project. Suggestions are actively encouraged. Daoust Construction documents and investigates initial feasibility and prepares estimates and a presentation for feasible suggestions.

The designer then decides on the suitability of feasible suggestions and determines whether a suggestion is superior to the original concept. Together with an analysis of effects on the schedule, all suggestions that are deemed technically feasible by the designer and that result in cost savings are submitted to the owner for final approval.