What is a Business Owner's Representative?
A Business Owner's Representative acts as a member of the Owner's staff managing the day-to-day operations of a project. The Owner's Representative can advise and represent the Owner from the earliest stages of the project, starting with concept itself, the final design, permitting, pre-construction, bidding construction, commissioning, move-in and preliminary occupancy stages.
The Owner maintains ALL the decision-making authority and all contractual relationships flow back to the Owner.
As an extension of the Owner's staff, the Owner's Representative interfaces with all project team members, tracking issues and facilitating and expediting solutions. The Owner's Representative will be responsible for maintaining clear and concise communications, keeping accurate records and thorough documentation throughout all phases of the project.
We represent your interest only, not the interest of the design team or contractors. We are your eyes and ears on the jobsite, ensuring you the quality you expect, completed on time and on budget.
The difference between an Owner's Representative and a Construction Manager is that a Construction Manager concentrates on the tasks, not potential issues that may arise. An Owner's Representative is actively weighing the consequences of all tasks, from all of the disciplines involved in the project.
PPM’s Owner's Representatives have cross disciplinary skill sets, freeing your Architect to focus on the project's design and your other team members to focus on their specific role. The Owner's Representative is much like the conductor in a symphony, making sure that all the talented musicians play on key and in harmony to produce a pleasing and successful concert (project).
The Owner's Representative provides the Owner with a "scaled-down" version of construction management services and would mainly be used when there are only one or two prime contracts directly between the Owner and the Contractor(s). PPM can supply an on-site representative, as well as office personnel for administration and support.
Benefits of Using an Owner's Representative
Most Owners do not routinely build new facilities or remodel existing facilities by themselves. The Owner's Representative can be an extension of the Owner's staff, advising the owner and acting as a single point of contact for all members of the project team. This frees the Owner to continue focusing on their core business, knowing that their interests are protected by a dedicated representative throughout the course of the project. The Owner's Representative brings extensive experience managing projects to the Owner's team, assuring that the whole project team remains aligned with the Owner's priorities, assuring that the whole project team remains aligned with the Owner's priorities throughout the course of the project. Owners often focus on Design Services and Construction contracts which are the backbone of most
Furniture and Furnishings
Data And Networking Systems
As your representative, we will coordinate all these various parties, managing contracts, tracking costs, sequencing the work, and ensuring that all of the pieces fit together like a jigsaw puzzle.
These puzzle pieces consist of the landlord, tenant, and local and state regulatory boards and agencies. Each have a role in the project and will need to be effectively coordinated. As your representative, PPM will represent your interests with all the parties, protecting your interests, advising you and involving you in the decision process in a manner that most effectively utilizes your time. We will make sure all of the administrative tasks are managed, insulating you from the day-to-day record keeping, document processing and task tracking, so that you can rest assured that the project will run smoothly, and your interests will be protected.
Services PPM offers as an Owner's Representative:
PPM's approach is to work with the owner to customize our services to most effectively match the project's requirements and the Owner's needs. This allows us to tailor our services and adjust our fees to provide only those services that are necessary to supplement the Owner’s staff for the project.
Master Project Schedule.
Comprehensive Project Budget.
Identify roles and responsibilities for each member of the project team.
Attend all neighborhood, zoning and planning approval meetings.
Provide written and verbal reports to the Owner and other groups as directed.
Provide advice regarding potential project pitfalls and suggesting solutions.
Oversee Overall Project Coordination.
Review of Plans and Specifications.
Identify all applications, permits and approvals.
Bid package preparation & Contract Document Review.
Evaluate insurance requirements and options and assist in procurement of coverage.
Overseeing selection, delivery, and installation of fixtures, furnishings and equipment.
Assist in General Contractor selection & Contract Negotiation.
Represent the owner at regular project meetings.
Monitor construction schedule and alert the Owner to conditions that may lead to delays in the completion of work.
Facilitate timely turnaround of shop drawings and submittals, by architects and vendors.
Receive and log samples as required at the site and communicates results with the Architectural or Engineer’s office.
Conduct Project Meetings managing agendas, meeting minutes and action items.
On-Site Oversight / Daily Construction Monitoring.
Provide daily documentation and written record as to the progress, problems and recommended solutions.
Monitor status of inspections, change orders, construction changes, shop drawings, products, and color schedules.
Monitor Construction to make sure building is in compliance with design and specifications.
Review the Contractor’s record copy of drawings specifications.
Communicate with the Architect’s office and Owner regarding the daily progress and problems associated with construction.
Receive and respond to the Contractor for information and coordinate that request with Architect’s, Engineer’s office, and the Owner.
Advocate on the part of the Owner during disputes, disagreements, modifications, or Change Orders.
Provide a record of any occurrence of work that might result in a claim for a Change Order or require testimony as a professional witness.
Observe tests required by the contract documents and/or as part of systems operations.
Maintain project records in an orderly manner, including:
Construction change directives
Reports of meetings
Manage the delivery, acceptance and install of owner furnished items.
Resolution of local municipal and planning issues.
Coordinate with utility companies and city agencies for incoming services.
Final Acceptance & Move-in
Coordinate architect, consultant and Owner punch lists as construction nears completion.
Review the list of items to be completed or corrected with the Contractor and Architect’s office for issuance of Certificate of Substantial Completion.
Closeout and warranty procedures.
Receive from the Architect transmittal of Owners documentation required by the Contractor at the completion of the work, included but not limited to:
* Maintenance manuals
Coordinate project close-out documentation, including as-builts, bonds and warrantees.
Oversee final acceptance inspections of all aspects of the project.
Manage transfer of the building operations to the owner.
OWNER'S GUIDE TO CONSTRUCTION MANAGEMENT
Construction is inherently a complex endeavor. An owner embarking on a construction project or program faces a variety of challenges, such as time and cost constraints, program and quality goals, project team creation and integration, and internal organizational requirements. Successful delivery requires a well-crafted management plan, a disciplined approach to carrying it out, and effective leadership of the program/project team.
A Construction Management professional can help identify specific needs, mobilize appropriate staff and manage implementation. Management services and expertise are tailored to specific project or program needs, and comprehensive project controls are integrated into the process to help manage the critical issues of time, cost, scope, quality and safety.
The term “Construction Management” is used broadly in the industry to convey a variety of professional services. Similarly, the term “Program Management” has multiple connotations. This Owner’s Guide refers to these two concepts as CMAA defines them in their Standards of Practice, as follows:
Construction Management is a professional management practice applied to construction projects from project inception to completion for the purpose of controlling time, cost, scope and quality.
Program Management is the practice of professional Construction Management applied to a capital improvement program of one or more projects from inception to completion. Comprehensive Construction Management services are used to integrate the different facets of the construction process—planning, design, procurement, construction and commissioning—for the purpose of providing standardized technical and management expertise on each project.
Why Construction Management/Program Management?
Construction Management and Program Management have been used successfully in all delivery methods for owners, including those who do not continuously maintain the staff expertise or the depth of resources necessary to deal with the complex responsibilities involved in the delivery of major capital projects. The CM/PM frequently helps the owner identify which delivery method is best for the project or program.
Construction management services rely on qualified personnel with construction, design and management expertise to expand the owner's capabilities so that the owner can successfully accomplish its program or project. These services may be provided by the owner, a consultant firm or a mix of sources.
A CM frequently has a role in both traditional and alternative project delivery methods as a trusted advisor to the owner. In such cases, the CM may participate in the decision-making process on behalf of and in concert with the owner. This can be particularly helpful in design-build where substantial scope definition responsibility and project control are assigned to the design-builder, and there exists no natural check on the design-builder.
As a business looks at potential acquisitions, it is important to note that the market is “undervaluing” many solid companies, thus making it substantially cheaper to buy rather than to build. Couple this belief with the fact that many corporations are enjoying relatively strong cash positions, and the widely held view, that government regulation and increased uncertainty about the economy make internal growth strategies relatively unattractive. Therefore, we see why mergers and acquisitions have become an increasingly important part of corporate growth strategy. While the economy seems to be on a positive trend, there is still the possibility that things like tariffs and border closings may have profound effects on the value of an acquired company.
Shareholder value depends not on premerger market valuation of the target company but on the actual acquisition price the acquiring company pays compared with the selling company’s cash flow contribution to the combined company. That cash flow will be affected by technologies and processes that will be put in by your company.
Only a limited supply of acquisition candidates are available at the price that enables the acquirer to earn an acceptable return on investment. A well-conceived financial evaluation program that minimizes the risk of buying an economically unattractive company or paying too much for an attractive one is particularly important in today’s seller’s market. The dramatic increase in premiums that must be paid by a company bidding successfully calls for more careful analysis by buyers than ever before.
Because of the competitive nature of the acquisition market, companies not only need to respond wisely but often must respond quickly. The growing independence of corporate boards and their demand for better information to support strategic decisions such as acquisitions have raised the general standard for acquisition analysis. Taking into consideration the IT structure and physical plant issues requires a thorough analysis. We work with the financial staff to help assign dollar amounts for both the costs and potential revenue enhancements resulting from that analysis. Finally, sound analysis convincingly communicated can yield substantial benefits in negotiating with the target company’s management or, in the case of tender offers, its stockholders.
Professional Project Managers can work with the staff of the potential acquisition and the company’s CFO to greatly enhance the assessments made regarding the value of the entity.
In the Analysis we evaluate and provide estimated costs to replace existing technology such as local and wide area networking equipment, servers, software. We also estimate costs to get physical plant up to code and evaluate its capability of passing surveys.
Once the acquisition is purchased, a OneNote based shared system will be setup and introduced to your staff. Goals, tasks and subtasks will be documented, and implementation tracked. Records needed for future support will be recorded and secured in the system.
Workorder systems will be setup for physical plant and IT. Required local to the entity vendors will be documented and, where appropriate, contracted.
Workorders will be managed by Professional Project Managers. The workorder flow will be determined by what resources, at the site, are available and Professional Project Managers will intervene when appropriate.
Blueprints and plans will be maintained by Professional Project Managers. Your company will provide the office space to store and work on those plans.
Networking and workstations will be upgraded and installed where required. Backup systems will be implemented and monitored by Professional Project Managers.
University of New Mexico
The University of New Mexico embarked on a project to custom write their own cashering system. After over a year, management felt it was not moving in the direction that it desired. We were contracted to take over the project and get it finished. We did it using the personnel at the University and kept the good work they had already accomplished. We provided communication between the technical and administrative staff to get the job completed successfully.
THE NEIGHBORHOOD IN RIO RANCHO
Owner representative with Bradbury for the construction project - Designed and implemented community network. Provide support and management services.
Retooling Plants Worldwide Process Reorganization.
Working with the Intel CEA's from around the world we designed process's, procedures and software to control and track the retooling of plants in the US, Ireland and Israil.
Radiology Associates of New Mexico
New software implementation and business process flow.
Setup specific measurable results using specific tools for job evaluation critiera. Worked on systems to get every Mamogram in New Mexico and part of Texas to the tumor registry to help determine false positive and negitive result improvment.