Pre-GMP Readiness Review
Allowances, qualifications, exclusions, contingency, alternates and the basis of the price. Whether the ceiling is a ceiling or a ceiling with openings in it.
Why owners take this one
The four questions are the same question asked four ways
A guaranteed maximum price fails in four directions and they are connected. An allowance set too low becomes a change order. A change order becomes a delay. A delay becomes an acceleration claim. The acceleration claim is paid out of a contingency that was sized for none of it.
Run those four readings separately and you get four documents that each look reasonable and that together do not add up. The schedule report assumes the procurement dates hold. The cost report assumes the scope is closed. Nobody owns the sentence that connects them.
This package runs all four modules against one set of documents in one pass, and delivers one memo. That is the whole difference, and on a price you are about to lock for the life of the project it is the difference that matters.
Turnaround
Three to four weeks. Fees are quoted per project once we have seen the documents, never as a percentage of what the review finds.
What is in it
What you get, item by item
Schedule and Procurement Risk Review
Whether the completion date is achievable or aspirational: float, long lead items, the dates behind the dates, and which packages are still unbought at signature.
Constructability and Interface Review
The commercial gaps between trade packages. Not clash detection. The question is which scope nobody priced because each package assumed the other one carried it.
Cost and Change Exposure Assessment
Where money leaks after work starts: change order pricing terms, markup, notice deadlines, the shared savings mechanism and what shrinks the pool.
One consolidated owner memo
Not four reports. One document that states the position, ranked by exposure, with the connections between the four readings written down rather than left for you to find.
Two calls
One before your signing date to walk the memo through, and one after the negotiation to read what came back from the contractor.
Where it stops
What this package does not do
What a package is worth depends as much on what it refuses to do as on what it covers, so the limits are on the page rather than in the engagement letter alone.
We do not re-price
No competing estimate, no second opinion on the cost of concrete. A cheaper number from a different desk helps nobody and is not what is wrong with most guaranteed maximum prices.
We do not negotiate for you
The memo is written so you or your counsel can take it into the room without us. We are not a party to your contract and we do not want to be.
We do not certify the price
A review is an opinion based on documents provided. It is not a certification, it is not insurance, and the decision to sign remains yours.
How it runs
From the documents to the decision
We work back from your date rather than quoting a duration and letting you discover the collision later.
Week one
The commercial set: amendment, schedule of values, allowances, qualifications, exclusions, contingency. The first questions usually come back within days.
Week two
The baseline schedule and the procurement log against the drawings and specification. Long lead items, float, and what is still unbought.
Weeks three and four
Interfaces between packages, change exposure, and then the work of drawing four readings into one position. The memo, then the call.
Before you commission it
Questions owners ask
If the answer to any of these decides whether the package is right for you, ask us before you commission it rather than after.
Why not buy the four modules separately?
You can, and sometimes that is right. What you lose is the pass where the four readings are set against each other, which is where the compounding findings come from. A schedule risk that is also a procurement gap that is also an allowance shortfall is one exposure, not three.
How much notice do you need?
Three to four weeks before the signing date is comfortable. Two is workable at some cost to depth. We work back from your date and tell you what fits, rather than quoting a duration and letting you discover the collision.
What if the price turns out to be sound?
Then the memo says so, in writing, and you sign with that on file. That is a useful document to hold when a partner or a lender asks later why you accepted the number. No fee of ours is tied to what the review concludes, which is the only arrangement under which that sentence means anything at all.
Do you need the full drawing set?
It helps and we ask for it. Without it we can still read the commercial documents, and most of the price findings do not depend on drawings. What does depend on them is the constructability and interface work, so those findings come back marked at lower confidence, with a note saying which ones and why.
One memo, because the four findings are connected.
Compare the four
Two
See all four side by side
The four packages draw on the same modules and the same method. What changes is scope, speed and who the memo is written for.
Written from the same desk
Three notes behind this package
Short pieces on the mechanisms this package is built to catch, written from the owner side of the contract.
The other three
Bought in four different shapes
Every package runs the same method and the same registers. What changes is how much of it runs, how fast, and who the document has to survive being read by. The packages overview sets the four against each other, and the four modules describe the work itself.