Project Management Services

PLANNING & SCHEDULING

At the inception of a construction project, a robust planning and scheduling framework is essential for aligning project objectives with time, resources, and budget constraints. Leveraging advanced project management software—such as Microsoft Project or Primavera—to generate comprehensive Gantt charts, teams can visually map out activities from start to finish. This process encompasses several critical stages:
• Initial Feasibility & Pre-Planning:
Begin by scheduling and budgeting the feasibility study to assess the project’s viability. During this phase, a detailed Work Breakdown Structure (WBS) is developed to outline every task, ensuring clear delineation of responsibilities and resource allocation.
• Design and Regulatory Approvals:
Plan the architectural and engineering design phases with precise timelines and budgets. This phase also integrates municipal and regulatory approvals, setting a solid foundation for the project’s technical and legal requirements.
• Procurement Phase:
Expedite vendor quotations and define delivery timelines to guarantee that materials and services meet project schedules. This phase is crucial for minimizing delays and securing cost-effective resources.
• Tender Management and Contract Award:
Oversee tender management by preparing comprehensive tender invitation documents, forms of tenders and managing the tender process. Complement these activities with insurance and bonding arrangements, followed by rigorous tender analysis to select the most suitable contractor. Once the analysis is complete, proceed with the award of the construction contract and issuance of the corresponding purchase orders.
• Construction and Project Close-Out:
Finally, integrate the construction phase and project close-out activities into the overall schedule. This ensures systematic progress tracking and a smooth transition towards project completion.

Throughout each phase, the use of dynamic Gantt charts facilitates real-time updates and adjustments, ensuring that every stage—from the initial feasibility study to project close-out—is meticulously coordinated and aligned with the overall project strategy.

COST ENGINEERING

Cost Estimate Classifications – Prepare soft and hard cost construction project cost estimates at all Construction Cost Estimate Class levels “D”, “C”, “B” & “A”.
CAPEX & OPEX Budgeting – Capital & Operating Cost Estimates for infrastructure projects across a wide range of industries including Oil & Gas process plants, Bauxite/Alumina process plants, Water & Wastewater treatment plants, Reservoirs and Conveyance Systems, Transportation, Automotive, Townhouse Complexes, Mid-Rise & High-Rise Residential Buildings, Commercial and Municipal Facilities.
Data Sources – Unit Man-hours and Unit Material rates from RS Means Online Cost Database and inhouse extensive database of vendor and contractor quotations.
Our team – consist of Cost Engineers, Cost Estimators and Quantity Surveyors covering all architectural and engineering disciplines, proficient with PlanSwift, On-Screen Takeoff and Bluebeam software.
2D to 3D Drawing Conversion – We transform 2D CAD drawings—both Architectural and Bentley MicroStation—into precise 3D models. This process enhances project visualization and enables fast, accurate BIM-based quantity take-offs. Our tools of choice include CAD Architectural, Autodesk Revit, and Bentley MicroStation, ensuring seamless integration with your project environment.

FINANCIAL MODELING & PROFIT ANALYSIS

Prepare the financial model required for the selected appropriate project financing program:

CMHC Project Funding & Mortgage Programs
Infrastructure Ontario P3 / Alternative Project Financing & Procurement

LIFE CYCLE COST ANALYSIS

Life Cycle Cost Analysis looks at the total cost of an asset over its entire lifespan—from acquisition to disposal. This includes initial purchase costs, maintenance, energy consumption, repairs, and end-of-life costs like disposal or resale value. It’s a long-term, comprehensive approach often used in construction, infrastructure, and asset management decisions.

OPERATING COST ANALYSIS

Operating Cost Analysis focuses only on the ongoing costs of using and maintaining an asset. This includes expenses like utilities, labor, maintenance, and supplies but does not account for upfront purchase costs or end-of-life expenses. It’s typically used for budgeting and financial planning after construction within shorter timeframes and helps to manage day-to-day operational expenses.

VALUE ENGINEERING

The Value Engineering objective in construction is to maximize efficiency and reducing costs while maintaining quality.
Some strategies include:
Material Substitutions: Instead of using traditional concrete, some projects opt for high-performance lightweight concrete, which reduces structural load and material costs while maintaining durability.
Optimized Structural Design: analyzed materials and energy systems to find more efficient and sustainable solutions.
Alternative HVAC Systems: A project might originally specify fan-powered boxes at a certain cost each, but through value engineering, contractors find similar units for less, saving thousands without compromising performance.
Prefabrication & Modular Construction: Instead of on-site construction, some projects use pre-built modular components, reducing labor costs and speeding up project timelines while maintaining quality.
Value Engineering Work Shop – Assist with the coordination of a Value Engineering Work Shop and preparation of the final Value Engineering Report.
A Value Engineering workshop typically follows a structured process to analyze and improve project value while reducing costs. Key components:
Preparation & Information Gathering – The team collects project details, including design plans, cost estimates, and functional requirements.
Function Analysis – Identifying the essential functions of each component in the project to determine where improvements can be made.
Brainstorming & Creative Thinking – Generating alternative solutions that maintain or enhance functionality while reducing costs.
Evaluation & Feasibility Assessment – Reviewing proposed alternatives based on cost, performance, and practicality.
Implementation Planning – Selecting the best solutions and developing an action plan for integrating them into the project.
Presentation & Documentation – Summarizing findings and recommendations for stakeholders to review and approve.
Checkout this guide for a deeper dive into the process.

PROJECT DELIVERY METHOD

Selection of the most efficient Project Delivery Method: IPD, Design-Bid-Build, Design-Build
Selection of the appropriate contracting plan: Canadian Construction Document Committee; CCA 1, CCDC 2, CCDC 5A, CCDC 5B, CCDC 11, CCDC 14, CCDC 30 (IPD)
FIDIC (International Federation of Consulting Engineers) contracts Prepare draft contract documents and supplementary conditions.

RISK MATRIX & RISK REGISTRY

A risk matrix in construction is a visual tool used for identifying, assessing, and prioritizing risks throughout a project’s lifecycle. Typically, it is structured as a grid where one axis represents the likelihood (or probability) of a risk occurring, and the other represents the impact (or consequence) that the risk would have on the project. Each cell within the grid is usually color-coded—often with green for low risks, yellow or amber for moderate risks, and red for high risks—making it easy for project managers and teams to quickly see which risks require immediate attention. This qualitative assessment tool helps in early risk detection and provides a framework for allocating resources and planning mitigation strategies in order to avoid delays, budget overruns, or safety incidents.

A risk registry in construction is a centralized document—a dynamic log—that records all identified risks, along with detailed information about each risk, such as descriptions, potential impacts, likelihood ratings, and the assigned risk score based on those factors. Often, it also includes information about risk owners, mitigation strategies, and contingency plans. The purpose of a risk registry is to allow project teams to continuously track and manage risks throughout the project lifecycle. As new risks emerge or existing risks evolve, the registry is updated, ensuring that there is ongoing communication and accountability. This systematic approach is crucial for proactive decision-making and helps teams to minimize disruptions and keep projects on time and within budget.

INFRASTRUCTURE ASSET VALUATION

Infrastructure Asset Valuation refers to the process of estimating the current replacement cost of existing infrastructure based on its original design and specifications. This involves analyzing historical construction records, including design documents and quantity take-offs, and applying up-to-date material unit rates, labor costs, and contractor markups to determine the present-day cost of reconstructing the asset to its original standard.
The valuation accounts for market fluctuations in construction costs, industry-standard pricing adjustments, and evolving labor rates to provide an accurate financial representation of the asset’s worth. It is crucial for financial reporting, investment planning, and asset management, ensuring that infrastructure owners and stakeholders have a clear understanding of replacement costs, depreciation, and long-term financial sustainability.

MONTHLY PROJECT CONTROLS REPORT

The Monthly Project Controls Report is a comprehensive document that tracks and manages project performance across key operational and financial metrics. The report includes:
• Timesheet Review: Detailed analysis of site timesheets, categorized by the Work Breakdown Structure (WBS), to verify labor inputs and ensure work is aligned with project tasks.
• Earned Value Analysis: A monthly earned value assessment to evaluate both schedule and cost performance, providing early warnings of potential deviations from project objectives.
• Safety & Incident Reporting: A thorough review of any safety incidents, capturing the details and impacts on the project to support ongoing risk management and safety compliance.
• Progress Payment Certification: Verification of the progress payment certificate, which documents the work completed and its associated financial value.
• Invoice Documentation: Inclusion of copies of invoices submitted by both the General Contractor and the Owner’s Project Accountant, ensuring complete transparency and accurate financial tracking.
• Change Order Registry: An updated registry of all change orders, documenting adjustments to project scope and cost, along with their approval status.
• Risk Registry: A current log of identified risks, along with mitigation actions and status updates, supporting proactive risk management throughout the project.
• Financial Summary: A detailed financial overview including the Estimate at Completion (EAC), an updated project cost forecast, revised projected cash flows, and adjustments to the construction schedule.
Project performance is rigorously measured against the baseline budget. Any changes to this baseline are made only upon explicit agreement by project stakeholders, ensuring that all adjustments are documented and approved through proper governance channels.

CHANGE ORDER ANALYSIS

Detailed Quantification and Cost Estimation:
• Quantities: Carefully compile and verify the work quantities required for each change order.
• Man-hours: Estimate the additional labor hours necessary to complete the modified scope of work.
• Cost Assessment: Determine the direct and indirect costs associated with implementing the change, ensuring that all expenses are accurately captured and justified.
Schedule Integration and Resource Alignment:
• Timeline Update: Adjust the project schedule to reflect the revised timeframes agreed upon by stakeholders.
• Crew Allocation: Incorporate the contractor’s proposed crew size for the change order tasks, ensuring that resource levels are adequately matched to the new requirements.

MARGIN ANALYSIS

Update the Project Financial Model monthly to capture all construction costs, change orders, financial risk and cost and projected revenues to determine the current profit margin each month.