Why ask the construction market to buy your risk at a premium, when you could partner with tier-2 contractors, and design out the risk before you buy? This is our Construction Management approach.
We remove the barriers to problem solving through mutual trust and teamwork involving all parties to a project, commitment by the whole team to deliver the supporter’s key objectives and to search for the most effective solutions, not limited to only time and costs.
Our approach offers precise clarification of roles, responsibilities and risks and a simplified organisational structure with fewer levels of decision making, more certainty and increased flexibility in the delivery process.
We take responsibility for the overall delivery and remain part of our supporter’s core team at all times. Priority is to act in the interests of our supporter, achieving best possible performance from the whole team for optimum delivery and out-turn cost.
Our core offering is to provide integrated project co-ordination and construction management, undertaking the role of Principal Contractor. We are responsible for the overall delivery (and can be incentivised as such) of the construction phase, supporter-facing and remaining part of our supporter’s team.
Our approach and attention to detail, professionalism and a pragmatic and straight forward approach to managing challenging tasks, offers our supporters an extension of their professional team, site-based and with major main contracting knowledge base and contacts.
Key is our pre-construction function, that is technology driven and the basis of precise financial controls, build-ability advice and project reporting, with more accurate forecasting, enabling clear forecasting and control of individual trade package budgets, committed costs, quality and programme compliance.
Design, procurement, construction delivery and cost control becomes ‘one’ process as we undertake the roles of:
Reports are more informative, easy to understand and supporter oriented. Cost control exposes early trade package cost movements, enabling clear and focused decisions to be made at all times.
Significant overlap of design, tendering and construction periods allows considerable savings in time and cost. Change can be integrated and managed later into construction without undue penalty or delay.
Our Supporter’s retain risk but are better able to control and manage risks and their consequences through our Construction Management route.
Any savings made by the project team through managing risk are returned back to our Supporter’s contingency allowance or can be re-invested into the project to enhance for example, the specification.
We have a proven track record of combining and executing integrated management with technology driven delivery techniques, on large volume projects across the UK, within demanding environments for long term framework partners and supporters.
What sets us apart from many of our competitors are our Group’s development solution components at our disposal and understanding of technology and off site manufactured solutions, supported with high level reporting, benchmarked using KPI’s for performance delivery.
Our ability to fix costs does not end with our staff and fee, as our Construction Management model is always tailored to fit our supporter’s needs. For example:
Alternatively, during the procurement stage of fixing the trade contract package costs, we may consider converting the Construction Management approach to a form of 2-stage appointment and consider delivering the project on a guaranteed not to exceed ‘fixed price’.
We increase the emphasis on high quality co-ordinated design, identifying all the trade specialists early, thereby eliminating hidden management and construction management discounting, characteristics of other forms of procurement.
F3GROUP’s technology lead construction management solution, can be employed and act as a consultant alongside the project team on a ‘fixed fee’ and therefore, able to act in our supporter’s best interests without the adverse influence of ‘profit’ motivation.
No main contractor means no contractors profit margin to protect. The process therefore becomes a collaborative non-confrontational process.
Our main role on managing site activities include:
Our people are creative, passionate and refuse to accept the limits of the industry.