BRG’s Construction Team Expands in New York

Global expert services and consulting firm Berkeley Research Group continues to enhance its leading construction expertise with the addition of Director Frank Calvaruso in BRG’s New York office. He has over 35 years of domestic and international diversified real estate and construction experience, most recently working at a Big Four regional specialty practice with responsibility for engagement activity along the entire East Coast. He primarily performed advisory services for Fortune 500 companies, large private firms and major public sector entities, healthcare providers, and higher education institutions.

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Lessons Learned: Critical Path Method Scheduling

By: John Dillon

Through experience that spans every major area of construction, we have gained valuable insight on how to best utilize CPM scheduling to effectively manage a construction project—particularly in situations where a project results in a multimillion-dollar dispute.

While some items below may seem trivial, and this is not an all-inclusive list, each is a real issue that could be a significant factor in the ability to properly execute a project, not to mention the ability to efficiently perform a retrospective CPM schedule analysis. The bulleted items are written primarily from a contractor’s vantage point, but they can easily be reconfigured from the owner’s view, with respect to what the contractor should do in terms of its scheduling practices.

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Issues in Public–Private Partnerships (Part 2)

By: John Baxter and Rick Moffat

In Part 1, we introduced public–private partnerships as a delivery model, and we discussed the risks involved in interpreting details. In this post, we will discuss user groups and potential solutions to risks.

User Groups

Another issue that arises after award of a project involves user groups. In some cases, after the winning bidder is selected, there is a period of time during which the bidder must refine its initial design. One aspect of this involves having user-group sessions to provide more detail on how people will actually use the space. During these sessions, it is often discovered that the accepted proposal did not meet the requirements of a particular department, due to the requirement not being either listed or initially considered during the bid phase. Many issues could be resolved prior to the closing of the bid process if user groups had more access to short-listed bidders. User groups would have an opportunity to explain their requirements to bidders before submission of proposals.

Continue reading Issues in Public–Private Partnerships (Part 2)

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