CONSTRUCTION

MANAGEMENT
SERVICES

DFD ENTERPRISES, INC

Dan LaManno, Vice President
bldrdan@hotmail.com
 DFD ENTERPRISES, INC
DFD ENTERPRISES, INC. can provide
senior level professional construction
personnel in all aspects of project and
construction management. We are a
corporation with a network of licensed
Architects, Engineers and Contractors.
EXPERIENCE !!!
The principal resume along with a list of
references provides evidence that our
personnel have successfully carried out
on-site responsibilities and have
expertise in design, plan review, plan
evaluation, constructability reviews,
value engineering, scheduling, cost
benefit analysis, claims avoidance,
construction administration and
management.
SCHEDULE MANAGEMENT !!!
We have extensive experience in
specifying schedules and coordinating
contractors for compliance. We use
weekly meetings and two week rolling
schedules to confirm that the overall
Critical Path Schedule, for the project,
is accurate. Recovery plans are
formulated as work proceeds, not in the
last days when it is too late.
GOVERNMENT AGENCY
EXPERTISE !!!
Our team has successfully executed
funding applications, accounting and
project management services on
numerous projects. We have developed
a professional rapport with the building
and Safety departments both county l
and locally, Fire Marshall, local utility
companies and we assist public
agencies willingly. We maximize your
level of funding with creative solutions
and professional tenacity!
ENTHUSIASM!
Our team leads by example! We go the
extra mile. Our energy is contagious.
Let us show you how professionals are
ready to meet our clients needs. We're
ready!
PARTNERS ! !!
We believe in partnering! We develop a
win/win process for everyone. Clear
expectations, target dates, quick fair
resolutions and follow-up, follow-up,
follow-up. We communicate effectively,
are familiar with our role and are
sensitive to the important roles of other
team members. You'll win with DFD
ENTERPRISES, INC.
THE DFD ENTERPRISES, INC.
Winning Formula !!!
Our objective is to provide quality
professional services to our clients at
an affordable price. Many
firms market quality of services: We
provide it. Our goal is to have repeat
clients who feel compelled to
recommend our firm based on our
performance.
RESULTS ! RESULTS ! RESULTS !
We will assemble a Construction
Management team that is results
oriented. We have proven to numerous
owners that the best teams produce the
best results. This is accomplished by
organizing an experienced senior staff
of professionals, and giving them the
support and leadership they need to
ensure a successful project.
TEAM BUILDING
People build projects, so first we
develop a common mission to meet the
Client's goals. As the professional
leader of the construction team, DFD
ENTERPRISES' objective is to
assimilate the members of the team into
a cohesive unit whose major objective
is completion of the owner's project on
time and on budget.
To accomplish this, we stress partnering
techniques whereby all the parties are
in a win/win situation. Our role is a
non-adversarial one. We respect and
treat all parties to the contract in a
professional manner.
DESIGN PHASE PROCEDURES
DFD ENTERPRISES will draft and
facilitate a process for the members of
the owner's staff and design team to
confirm procedures for communication
and documentation of project
information. Clear understandings of
chain of command as well as confirming
Client personnel and local agency
contacts are addressed. A responsibility
matrix is reviewed to confirm roles of
the team. DFD ENTERPRISES issues
a design procedures brief to collect the
teams goals and objectives for future
reference.
BUDGET REVIEW
Our estimating staff gathers actual bid
data on projects we work on, as well as
projects of similar use in other Clients.
This historical data is used to guide the
Client in establishing realistic budgets
that include construction labor and
material costs as well as project support
costs such as site acquisition, financial
consulting, design fees, plan reviews,
general conditions, equipment and start
up costs. These items are managed
with monthly adjustments to scope and
cost reported.
PROGRAMMING PHASE
Several factors impact cost, and our
team helps owner's determine their
expectations of the building and budget
early. The design team often starts in
one direction, and needs to make
several course corrections as it
develops an understanding of the
owner's complex criteria to meet user's
needs. Historical cost and building
configuration data is used to avoid
going too far down a certain building
system design to find that it is too
costly. We document field verification
facilitating site tours by each design
discipline and Client technical staff.
Our staff is also experienced in serving
as liaison with local zoning plan review
agencies and walk the tight rope to
involve and generate ownership and
cooperation while holding firm on issues
not under local jurisdictions.
We follow the California Environmental
Quality Act (CEQA) check lists assisting
Clients in filing Notices of
Determinations, Exemptions, or select
firms to develop Negative Declarations
or Environmental Impact Documents.
Once the written program is issued,
formal approval is facilitated so design
does not begin without all issues
resolved to address the project's goals.
SCHEMATIC DESIGN
Our team attends meetings with the
design firm and owner's design advisory
committee. Minutes are issued
documenting all design decisions. Value
engineering, or the process of
maximizing function for the least cost, is
implemented early and is an on going
"process". It is not an "event." The
design team must avoid utilizing
systems that are known historically to
malfunction or exceed cost
requirements.
Procedures for assembling the building
or "constructability" are also reviewed
continuously. Costs are reviewed with
all contingencies and escalations
identified. When scope and cost issues
are resolved, formal approval is
received and the team moves on to
further design efforts.
DESIGN DEVELOPMENT
Assumption of cost and scope is
confirmed with further engineering and
better layouts. This refinement is
reflected in cost containment.
SERVICES DURING THE
PREPARATION OF WORKING
DRAWINGS, SPECIFICATIONS AND
OTHER CONTRACT DOCUMENTS.
Our in-house professionals and
consultants (a part of the technical
review team), have provided technical
and/or design services on numerous
projects. They know local design
criteria, local codes and practices.
It still takes thoroughness,
professionalism and experience to
generate a quality set of contract
documents, even using state-of-the-art
CAD generated drawings. The goal
through teamwork, is to work toward an
ideal set of documents. To facilitate that
objective, we review the plans and
specifications for completeness and
accuracy, and provide a written report
on our findings and recommendations
for changes and improvements.
COST ESTIMATES AND VALUE
ENGINEERING
Our experienced estimating staff will
review the design consultant's cost
estimates at each level of submission
provided for in the design consultant's
agreement, checking quantities and unit
prices. Independent estimates may be
provided as needed. Additionally we will
provide "Value Engineering" (VE)
analysis of systems and products.
The VE process is most effective when
applied throughout the design process;
not just when it appears cost may
exceed the budget. The most effective
time to beneficially affect the cost of a
project is while it is still in the early
stages on the drawing board!
"CONSTRUCTABILITY" AND
"BIDDABILITY"
Our experienced field staff will review
the bid documents, as they are
developing, to determine if the methods
and details of construction are suitable
for the circumstances, taking into
account access to the site, staging
areas, availability of specialized
tradesmen, equipment or materials,
feasible hoisting methods, soil
conditions, soil disposal areas, borrow
pits, anticipated weather cycles,
existing adjacent structures, available
services, and a myriad of other
considerations.
Our estimating staff will review the bid
documents prior to the bidding process
to ensure that the scope of work is
adequately defined, ambiguities are
eliminated, and the bid form is
uncomplicated.
In order to obtain the most competitive
bids, the bidders need to focus all their
attention on assembling the lowest
complete price. They should not be
concerned about extraneous
breakdowns and unit prices which can
be provided after the bid deadline.
COMMUNICATING
RECOMMENDATIONS MADE DURING
THE PRE-CONSTRUCTION PROCESS
The comments and recommendations
of our review team will be compiled into
formal reports.
Additionally, comments or requirements
from the user group, can be
incorporated into the reports.
Experience indicates the most effective
way of insuring that the comments and
recommendations are taken into
account is to:
1. Transmit a copy to the design team
for review and assimilation.
2. Convene a team meeting (Owner,
User, Design Team and CM) to
address each item.
3. Document the disposition of each
review comment or
recommendation (agreed to and
incorporated, or rejected).
Our technical review team members will
be present when these team meetings
are held to expand upon their written
comments on any issues as needed.
We will seek the most cost effective
and workable solutions to the questions
raised in the review process, acting in
the client's best interest.
CONSULTANT SELECTION
Our people help you select specialists
when needed. Our registered
professionals, having had prior
responsibility for producing contracts,
plans and project start-up are familiar
with the effort and cost involved. We
can assist the owner in selecting the
teams, negotiating their agreement and
coordinate their services.
ADVERTISING FOR BIDS
One of our roles would be to contact
local prime contractors, subcontractors,
vendors and suppliers to solicit their
bids. The members of our firm have,
over the years, developed an extensive
list of contractors and subcontractors
active in the various areas of the State
of California, which will assist to ensure
adequate interest in bidding the work.
PRE-BID MEETINGS
Pre-bid meetings, in addition to allowing
the bidders to visit the site and to ask
questions, should also be an
opportunity to provide a positive
impression of the Construction
Manger's {CM} role in the process. We
will be represented by knowledgeable
people provided with well thought out
presentations, illustrating security
issues, phasing diagrams, etc., suitable
for each bid package.
Every effort will be made to ensure that
the bidders are confident that the
management of the project will be
handled by experienced and fair people
who will make timely, unbiased and
reasonable decisions.
The competitiveness of the bids will, in
part, be based on this perception.
REVIEW & ISSUANCE OF ADDENDA
The key to successful addenda
management is to plan ahead what
kinds of addenda will be needed and to
schedule their production and issuance
realistically. We will review addenda
prepared by the consultants to help
ensure their timeliness, responsiveness,
clarity and relevance.
Addenda are frequently prepared under
duress because of time pressures
resulting from the setting of a bid date.
Unless they are well prepared, they
may simply generate more confusion,
and raise more questions; thus resulting
in less competitive bids or future claims.
EVALUATION OF BIDS
Our estimating staff will evaluate the
bids to help identify those which may be
significantly under priced, portending a
contractor failure or lack of
performance, or overpriced, affecting
the owner's budget.
We will evaluate any anomalies or
qualifications, and make a written
recommendation to the owner regarding
a contract award.
FIELD COORDINATION OF
CONSTRUCTION
The key to field coordination is
communication. Coordinating the
activities of several prime contractors
and their subs, suppliers of owner
furnished equipment, utility companies
and their communications with the
design consultants can leave no room
for surprises. Weekly construction
meetings and their widely distributed
meeting minutes are a good way to
maintain that communication.
Settled issues will be recorded,
unsettled issues noted, (with the party
responsible for taking action shown),
and carried forward to successive
minutes until resolved.
We will prepare two week look ahead
excerpts from the overall schedule to
distribute at the weekly construction
meeting to facilitate planning of
activities manpower needs.
Our experienced field staff will have a
thorough knowledge of the Contract
Documents and the interface and scope
of the separate bid packages.
SCHEDULE DEVELOPMENT,
IMPLEMENTATION AND
MODIFICATION
Development
One of the keys to success for
completing a project on time is to obtain
a baseline schedule from the
contractors very early on in the process,
and to carefully coordinate the
contractors to ensure progress against
that baseline.
The baseline schedule, before we
accept it, will be scrutinized closely,
looking for excessive duration’s (which
allow less float to accommodate
problems) and for faulty logic.
Developing our own baseline schedule
for comparison, and to determine if the
contractor’s schedule is realistic will do
this.
PROFESSIONAL CONSTRUCTION
MANAGEMENT
Implementation
From the contractor's submittals, we
will know when key materials, products
and equipment are required on site, the
scheduled start and duration of each
major activity of the work and the
staffing requirements needed to
complete the activities as scheduled.
We will also know from our project
records the status of the
submission/review/approval process for
materials, products and equipment, the
actual starts of activities and the actual
manpower commitments made by the
contractors.
Our first hand observation and
evaluation of project events will provide
the information needed to compare
actual and projected progress against
scheduled progress.
As construction managers, we will use
this information to identify trends or
outright examples of non-performance
that, if unchecked, could lead to slipped
schedules. It will be our policy to advise
the owner of every potential schedule
slippage, with ideas for correction, as
quickly as we know it.
Modification
Slipped schedules are sometime
unavoidable, and the early identification
of problems allows for recovery plans to
be developed to regain lost time. The
key is to detect potential slips early and
to make frequent but minor adjustments
through the course of the work.
If more drastic recovery plans are ever
needed, we work with contractors and
their subcontractors to explore the
options available; more labor and/or
equipment, better supervision,
overtime, revised logic, etc. Sometimes
even the contractor's learning curve can
be counted on to produce shorter
duration’s for repetitive activities.
The recovery plan chosen will depend
on the severity of the slip and the
urgency of the completion date.
As the owner's representative, we
would explore the options, and their
impact on cost, and submit our
recommendations for approval.
DFD ENTERPRISES has the forms for
Pay Applications, Submittals, Proposed
Change Orders (PCO's) Processing,
Field Instructions, etc. These, coupled
with the owner's special forms, provide
us, the CM, with what we need to
deliver administration services.
We recognized the importance of the
facet of the work and propose to
formulate a Management Information
team that will be responsible for
processing and delivering the
necessary information in a timely
manner.
The technical staff manages this work
but their contributions are technical
only; they are not burdened with the
day to day data collection, processing
and distribution. Our objective is to
provide the technical staff with this
administrative support in order that they
may direct the greatest part of their
available time to doing what they can
do best, administer the contract and
manage construction.
Shop Drawing Processing
There will be thousands of transactions
associated with the submission, review
and approval of shop drawings ( and
other required submissions). To help
ensure that submittals are processed in
a timely manner, we will require that
submittals be incorporated into the
contractor's overall schedule.
Factors to be taken into account are the
needed-on-site dates of manufacturing,
procurement lead-time. When a realistic
and achievable submittals schedule has
been agreed upon, the CM must
monitor the progress of each
submission through the process.
It is one thing to advise the contractor
that he is two weeks late in making a
certain submission and quite another to
advise him ahead of time to make his
submission by the given date. The
management of shop drawings is a time
consuming but not difficult assignment.
Our logs record the required information
and our Management Information Team
produces the required management
reports and documents.
Status Reporting
We recognize the importance of the
owner being informed of accurate
project costs and construction progress.
To this end, we have established
state-of-the-art Management
Information System (MIS). Information
can be assembled in an infinite number
of ways and submitted at any
frequency.
What must be determined, however, is
who needs what, and when do they
need it.
Summary Schedules
Independently provided Summary
Schedules are useful in providing an
overview of a Bid Package or the entire
project. Quickly produced on the project
computers, we can show actual vs.
scheduled progress, as well as recovery
plan options. The Summary Schedules
do not replace Master Project
Schedules but serve as a convenient
format for reporting current status and
studying alternatives.
Summary Reports
Summary Reports present the schedule
and cost status of the entire project,
including bid package projections, in a
quick to read, graphic format.
Relationship of schedule, progress and
cost bars to each other illustrate the
activity of each Bid Package. Numerical
data provides specifics for each Bid
Package as well as overall project.
Material Expediting
Our management systems provide
constant oversight of material status.
There are times when a supplier is
unable to meet its delivery obligations
for a material, product or item of
equipment. This can happen in spite of
well thought out procurement schedules
and close monitoring by the CM.
When faced with material delays, we
will take the following steps.
1. Work with Contractors, and the
Architect to determine if an alternate
source is available. Establish time
and cost implications and report to
the owner.
2. Concurrent with #1, work with
Contractors, and Suppliers to see if
delivery can be expedited (overtime,
partial shipments, dedicated truck,
air freight, etc.). Establish time and
cost implications and report to the
owner.
3. Look for interim solutions that will
keep the job going until the specified
item arrives. Temporary windows,
rented generators, trucked water,
etc., are the kinds of stopgap
measures that can sometimes work.
If the material cannot be expedited and
a delay occurs because of its late
delivery, we would then work with the
GO and Sub to develop a recovery
plan, if possible, to regain lost time.
Throughout this process, careful
attention will be paid to liability for delay
and any costs associated with
acceleration or recovery plans will be
assessed to the responsible parties.
FINANCIAL
FORECASTING/REPORTING
Reporting
The owner may incur financial
obligations from a number of different
directions: construction contracts,
procurement, the Architect, Project
Manager (PM), Architect, Engineer (AK)
and Construction Management (CM)
fees, special consultants, security
services, institutional guarding, utility
companies, etc.
While this information is collected and
reported on, we would provide the
overall financial summary of the project
with one report.
The CM's report can be further
expanded to cover the payment
histories of the AE and CM, similar to
the way this information is tracked for
the construction contracts. With this
more comprehensive base of financial
data in hand, we are now in a position
to more accurately forecast overall
project costs.
Forecasting
Accurate forecasting relies upon timely
accumulation of accurate cost and
progress data as well as the CM's
judgment to take into account such
factors as weather, quality of contract
documents, contractor's strategies,
project complexity, and other factors
when projecting final costs.
EVALUATION, PROCESSING AND
RESOLUTION OF CHANGES,
REQUEST FOR CHANGE ORDERS,
CLARIFICATIONS, DISPUTES AND
CLAIMS.
We have had significant experience in
the management and resolution of
changes and claims and have managed
this process before.
Changes can be initiated by the owner,
the architect or by the contractor. We as
the CM will evaluate the time and
money impact, advise the owner of the
potential change and then
simultaneously request a proposal from
the contractor for time and dollars.
We estimate the change as the CM so
that when the two are compared,
serious negotiations can take place.
Normally these changes are agreed to
after negotiation. Should there be
disputes or claims, we clearly and
objectively define the issues and make
a recommendation to the owner.
1. Any change, by anybody, is
monitored through the system until it
becomes a Proposed Change
Order/Change Order (PCO/CO) or
Claim. We suggest this tracking log
as a comprehensive record of events
leading to changes or claims.
2. Within the Log is a Contingency
Report showing the contingency
balance. The difference between the
contingency balance and the pricing
column total is printed out as the
projected contingency balance.
3. The log itself contains all the
information needed in the Monthly
Report and via the computer can be
transferred to the proper page. If a
separate Claims Log is needed, we
will print that column, etc. If a
Contingency Report for all projects
by bid pack is needed, we will also
print that.
4. Of importance is the fact that
every change has an impact; some
in dollars; some in time; and some in
both.
PROJECT MANAGEMENT SYSTEMS
On-site construction management has
the responsibility to maintain quality of
the, on time, on budget, with the latest
technology available. (Gant
Chart/Critical Line Construction)
DFD ENTERPRISES is familiar with
the reporting system required such as:
· Procurement
· Project Cost Accounting
· Cost Status Reports
· Tracking Reports
· Change Orders
Time and Dollars
Cost Control
DFD ENTERPRISES is using
customized Excel software which is
used to track costs on a real time basis.
The data base is kept current by our
chief estimator.
Value Engineering

If we see a better more efficient way to
do something, we will, with good
judgment and sound analysis bring it to
the owner's attention. The years of
senior level experience within DFD
ENTERPRISES provides an extensive
base of knowledge.
Value Engineering will be an ongoing
effort to be effectively utilized to
produce a quality facility for least cost
and time.
Estimates:
DFD ENTERPRISES will provide
quality estimates at the same time they
are presented to the contractor. In this
way meaningful negotiations can take
place to arrive at the best price for the
scope of work involved.
Most claims in today's construction
market are about "time." It is the most
elusive element in the field, which must
be defined at the time delays occur.
Every effort must be made to resolve
change orders for time and money.
Schedules must be current and tracked
with every construction impact. We are
keenly aware of how "time" later
becomes cost dollars.
Project Reports:
Daily Site Reports - provided by field
managers and engineers
Meetings - All recorded and transcribed
as soon as the meeting has concluded,
then issued to all attendees for
acknowledgment.
DFD ENTERPRISES utilizes current
updated versions of all software for
communications, accounting and
forecasting the project.
PROJECT MANUAL FOR LARGE
CONSTRUCTION PROJECTS
A Project Manual can be written
specifically for each project. We
propose that it be compiled into two
parts.
The first will cover the procedures to be
used when members of the project
team (Owner, PM, AK, CM and SubC's)
interface with each other.
E.g. when contractors interface with the
AK, what specific procedures they must
employ when submitting shop drawings.
This part of the manual will be
distributed to the project team.
The second part of the manual is
intended for CM in-house use only. It
will cover the internal policies and
procedures associated with the work at
the project site and supplements part
one. We see these manuals as working
tools, which expand, and change.
The written portions of each manual
will cover anything not addressed by
the examples. Neither manual will be
written until the contents of the
Agreements between the Owner and
the balance of the project team have
been established