We believe that the project management team not only includes our “Project Managers”, but also includes each and every employee at our firm.

A project can not be managed properly without the input of everyone from the company, from the receptionist to the president.  Our team believes that if you give your all to the project success will be the only result. 

Our ability to succeed on our projects can only be accomplished through the following steps:

• Communication is the key.  We pride ourselves on our ability to clearly correspond with our owners, subcontractors, suppliers, employees, architects and financial institutions on the project to make sure that each aspect of the project is as envisioned.

• Meetings are instrumental.  Each week, the project manager conducts a meeting on-site with the assistance of the job site superintendent.  The meeting is conducted to review the previous weeks’ events, as well as the events of the week upcoming.  All subcontractors and employees on the jobsite are required to attend the meeting.  We strive to be sure that through open communication with all members of the construction team, issues are dealt with immediately and are not allowed to linger.  It is important that these meetings are documented and minutes are distributed to all involved in the meeting as well as others which may be affected or interested.

• Budget Qualification.  Every effort is made to accomplish the task of completing the project within and oftentimes under budget.  Value Engineering is often the most practical way to see that the Owner’s budget and expectations are met.  In the event value engineering is required for the success of a project, the key players and decision makers are brought together for the process.  Oftentimes, lofty ideas and expectations require realistic alternatives in order to make the reality a triumph.

• The development of a successful budget, from which to manage the project is accomplished at Feasterco through utilization of the Timberline Software Corporation Estimating components.  The complexity of our estimate varies from job to job depending on the extent of the project, however, the general methods are employed equally.  Bid the project by phase, develop a workable schedule of values and move the job into Project Management.

• Instrumental to the success of the project, once it has been delivered from estimating is the ability for the project management team to buy out and manage the project within the owners’ financial limits and our contract.  Feasterco’s use of Timberline Accounting components allow our project management team to keep a finger on the pulse of the project’s costs vs. budget on a monthly, weekly, even daily basis.  Each cost to the project is coded to its appropriate phase code which corresponds to a specific line of budget.  This detailed posting allows our project managers to determine possible over-runs, coding errors and job progress.

• Our software program, Timberline Construction Software, permits us to keep track of the most infinite details of our projects to ensure that all of our bases are covered.  Important items such as submittals, transmittals, requests for clarification, etc… are tracked and monitored daily.

• Reporting is the black and white tool which clearly defines how the project is progressing.  Each week, the project manager is provided with cost to estimate comparison reports, committed v/s actual details and job cost detail reports. The Project Manager will then utilize the reports to detail how the project is progressing, how and where any “hot-spots” can be extinguished, and will report back to the key team members.

• Closing out the project.  Without successful project management, the job cannot be closed out lucratively.   With the assistance of the superintendent, the project manager will review the closeout punch-list.  The punch-list items will be communicated to all affected subcontractors.  The project manager will take full responsibility for ensuring that the closeout procedures are finalized and completed 100%.  All necessary documentation such as certificate of occupancy, warranties, lien releases, etc. are the responsibility of the project manager.  Upon successful sign-off by the owner, the project will be passed on to the Administrative department for close-out.