Pace Brochusre Part 2

PACE PROJECT MANAGEMENT

PACE Project Management specialized in the practice of
comprehensive project planning and project management
of commercial construction projects. Projects include a
variety of market sectors including corporate commercial
construction and interiors, retail sales, retail banking,
institutional healthcare, religious buildings and educational
institutions out of the ground, alterations and renovations.

LETTING, LEASING, PURCHASING,
CONSTRUCTING OR MODIFYING
PACE Project Management is prepared to assist
your transition team in preparing a comprehensive
analysis to support he your decision making. We
can provide complete management of the whole
process from construction concepts, budgeting and
scheduling to final Code Compliance; we can even

manage the relocation of business items between
the premises. During the planning cycle, our
experiences will help you uncover any possible
difficulties that may exist in the proposed work.

Our work varies
from industry to
industry; Our
performance is
exceptional
throughout.

1 |203 HINCHEY LANE, SOMERSET, MA 02726 774‐319‐2787 pacepm100@gmail.com www.construction‐pm.com


Our Services:

Project Management – Team Leadership
• Development Planning & Execution
Construction Oversight Management
• Preconstruction & Construction
Management
Feasibility Studies
• Letting, Leasing or Purchasing
• Reuse of existing space
• Consolidation Planning
Design Concepts
• Architect selection
• Managing the Design Process
Budget Estimations
• On Conceptual Concept
• In-Design

Process Overview:
We work closely with the Client to ensure their
objectives are being met. We carefully review the
design development and interpret possible
outcomes based on allocation needs and intended
use of space. We wil work with your architects and
their consultants to minimize your exposure to
incomplete details and unnecessary construction
claims. Our commitment is to you- the Client in
every step of your project.



What We Do:

Weekly Job Meeting Documentation
The contractor’s project manager responsibly
prepares a critique of the contractors meeting minutes
at the conclusion of each project meeting; the Owner’s
project manager (OPM) oversees and manages
contractor’s achievement of the action plan that is an
integral element of these minutes. Although the
change of communication lies between the contractor
and their subcontractors the OPM reaches beyond these
boundaries when levels of satisfaction are not met.
Timely responses to weekly meeting, from all
participants, are crucial to a successful outcome.

Construction Observation and Site Visits
On site meeting days and on an at-call basis the
Owner’s project manager performs a recordable site
visit, meets with the project manage and/or
superintendent and discusses the contractor’s short
term planning strategy. Observes the work-in-place and
reports his findings. When issues arise a collaborative
meeting with the Architect/Engineers (A/E) will be
promptly schedule to expose the issue and to take
necessary steps to rectify.

Progress Reporting
A monthly progress report will be prepared
identifying the following areas of interest:
• Project financials
• Work accomplished to the date of visitation
• Anticipated activities for the upcoming
month
• Issues
• Time & Budget Comment



What We Do:

Change Order Review and Negotiation

Change management is a big part of the Owner’s project

manager’s duties. Prior to addressing issues with the Owner the

OPM will meet with the project manager and/or superintendent

to and ascertain from them the interpretation they formulated

prior to making this claim. It is the OPM that needs to determine
whether the issue is a matter of “means and methods” or a
detail, if built, will not reveal the desired intent of the

construction. Hence, the issue would become a matter of

concern and review by the A/E, and a formal response would

follow. The OPM controls the timing by which issues decisions

are made to keep the projects activities moving.

Payment Requisition Auditing
Monthly, we will evaluate the application for payment

submission to assure that the requested values do not exceed

the work in place. We will monitor closely the distribution of
dollars with the assurance that all tiers of involvement are being

paid from the dollars “paid-to-date” as defined in the application

for payment process. This would mean a waiver of lien would be

required from each entity identified as deserving of payment for
work performed. This is your protection for claims made against

the project by a sub-subcontractor who performed work in good

faith and failed to receive just payment. This will be a monthly
process that ends with a final waiver of lien.

Budget Tracking

We use a simplified spreadsheet that manages your

money, with your approval. Contained in this binder is a copy of
a sample document that can be modified for your project. The
upper portion is the expenses section of your project and the

lower the funding section.

Schedule Maintenance

We will demand weekly, notification of release of

subcontracts and tier relationships, early identification of
materials’ availability and purchases, delivery scheduling, a

project construction schedule supported by a field generated 3-

k l k h d h d l h f b dl li



What We Do:

Furniture and Equipment Reuse and Purchase

We will see to it that the contractor manages your
select venders in their construction schedules and we will

bring together the appropriate people to assure seamless
integration.

Voice and Data Coordination
With communications being a key factor of this

project, we will bring into view the importance of this trade to
the contractor. We will lead the two to an understanding of

importance on serving the client and project within a high
level of collaboration and commitment. We will be certain to
impress the importance of this vendor and every Owner
vendor on this project.

Construction Punchlist Management
Our goal here would be to require that the contractor

begin two very important functions at the 6-week remaining
to complete stage of the project. First, to prepare a

contractor’s punchlist on areas of work called out to be
complete. Secondly, we will ask the contractor to seek

architect’s consent and agreement that the punchlist is
comprehensive and to being corrective work immediately

thereupon.

Contract Negotiation to Include: Furniture, Security,

Telephone, Cabling, Signage and Other Contracts
We will join the contractor and at his digression lead

the purchase negotiations for the noted material purchases.


Pace Brochusre Part 2

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Pace Brochusre Part 2