Roadmap toward Success with Integrated Project Management

• In-house. Some companies believe they can save money by managing the workplace development process in-house. This may work for projects that aren't large and complex. But for more substantial and complicated assignments, companies rarely have the expert skillsets and sufficient resources to manage projects in-house. Also, consider the time that would be diverted from focusing on your core competencies—and the guaranteed ROI you will realize with the right consultants in place.

• General Contractor or Architect. General contractors and architects are obviously also vital players on the workplace solutions team. But are they the right people to manage the process? Often, conflicts of interest arise involving changes, costs, and overruns if you don't have an objective third party providing oversight and a strategic perspective to protect the client's interests.

• Real Estate Firms. Traditional transaction and project management real estate firms are worth considering if you need integrated brokerage and PM assistance. If not, the PM services from real estate firms may not be their primary focus. What's most important is which consultant is the most specialized and experienced in PM and CM.

• PM Firms. So, that brings us back to independent project management firms. The advantage of such groups is they provide objective and comprehensive project oversight from start to finish and typically ensure an ROI of 70% to 100% or better. This starts with strategic planning and includes negotiating the tenant improvement allowance as well as selecting and managing of all vendors, all budget items, and all phases of the assignment (see below).

Trust and Full Disclosure

Project Phases

Real Estate/Property Search

• Analyze the building or property to determine suitability for client's needs.
• Work with the client to establish a realistic preliminary budget.
• Review the lease “work letter” to assure that no language restricts the client's intended use for the building or property.
• Review the lease to assure an adequate tenant allowance and no financial restrictions that will negatively affect the project.
• Review local, state, and federal restrictions, limitations, or permitting issues that could negatively affect the project.
• Help negotiate lease terms that are favorable to the client.

Preconstruction, Programming, and Design

• Help determine which project delivery method best fits the client's needs: design build, design bid build, etc.
• Help select the design team that best matches the client's needs.
• Help select the construction team experienced in building similar projects.
• Help organize the client and their teams to communicate needs to the design consultants.
• Oversee design to assure it addresses the client's needs.
• Access design elements that may adversely impact the budget.
• Monitor design elements and their effect on the schedule.

Construction

• Protect the client from unwarranted schedule and budget changes.
• Represent the client at all project meetings.
• Oversee the change process.
• Monitor the submittal process to confirm that installed products meet the client's requirements.

Close-out/Move-in

• Coordinate the move schedule and move resources.
• Assist in furniture procurement and installation.
• Assure that client requirements are being met in the commissioning process.
• Confirm close-out documentation is organized and complete.
• Confirm punch-list completion.

Closing the Deal

Robin Weckesser serves as president and Bob Garcia serves as senior project manager at a3 Workplace Strategies. The views expressed here are the author's own and not that of ALM's Real Estate Media Group.