GENERAL CONTRACT FOR SERVICES


This is the traditional construction process used in Costa Rica. The process involves three parts: the Owner, the Design Team and the General Contractor. This is a linear process: the Owner hires his Design Team, the Design Team is in charge of executing all of the tasks related with engineering and architecture; they invite different Contractors and have them bid through a tendering procedure. In this type of scheme our company performs as the General Contractor.


General Contract characteristics:

  • The construction team is only lead by the firm of the General Contractor. The owner has an only contract; he/she cannot sublet specialized sub-contractors. For example, he/she cannot directly hire electrical or mechanical system contractors. The General Contractor is the one in charge of hiring and forming alliances with sub-contractors.
  • The General Contractor is mainly hired for having offered the best contractual pricing arrangement.
  • This process is characterized by construction guarantees and results. The General Contractor commits to the cost and time period offered for developing the project.
  • It is a constructive, well-proven and documented process. 


BUILDING ADMINISTRATION


This is the constructive process through which the Owner hires a firm that will be in charge of administering the construction process.


Construction project management characteristics:

  • Systemic approach. In this process, an only firm is involved in each of the areas of the project: design, construction, and implementation. This position allows access to project variables throughout the process, facilitating decision-making, maximizing cost and time benefits and ensuring best project results. The systemic approach consists in optimizing solutions through thorough analysis of possible factors and components. 
  • Design contribution. The Construction Project Manager contributes with his construction experience throughout the designing process. Design optimization must consider costs, employee availability, building materials, sub-contracts, and revision of the construction systems proposed. 
  • Project Management. The company in charge of designing is elected due to its designing ability, the contractor is chosen due to their building ability. Since the beginning of the project until delivery and implementation, the Owner is assured a project manager for the whole of the Construction Management process.
  • Ending adversarial relationships. In a linear process the Designer is in charge of making the construction plans and the General Contractor is selected through a bidding or tendering process. If a difference of opinion arises between designer and contractor, each one will defend their work: the designer his/her construction plans and the contractor the quoted amount. Since the beginning of the process this calls for an unfavorable relationship. The main goal of the Management process is getting both parts to work with each other and not against, emphasizing and ensuring proactive teamwork.


DESIGN - CONSTRUCTION (TURN-KEY PROJECTS)


In this part of the construction process the Owner hires the firm that will be in charge of designing and building the project. In order to be able to offer these services, our company associates with other renowned national and international companies acknowledged for their developing and designing abilities; while we ensure quality, cost and delivery dates.

This type of contracting offers the following advantages for the Owner:

  • Responsibility. The Design-Construction Company, hired as the one and only responsible, carries out the design and construction of the project along with the owner, promoting the ability to fully focus in project needs. Owner and company is able to develop a clear understanding of project needs, expectations and scope, integrating both communication and coordination. 
  • Cost/Benefit. The main objective in each construction is oriented to satisfy customer needs through a positive cost/benefit relationship. From the very beginning of the project until the end, client, designers and constructors, guarantee a project that reflects the decision making of the owner, through meticulous identification of each one of the requirements. 
  • Budget commitment. In order to reach budget goals, Design-Construction synchronize designs with construction needs. Project optimization is reached with Value engineering; the whole team shares ideas regarding construction materials and methods. Different cost interpretations created throughout the tendering process by different contractors who are competing over price are avoided by Design-Construction, achieving in this manner the best cost/benefit for the project.
  • Early knowledge of cost. Design-Construction allows an assertive determination of project costs due to the early inclusion of the constructors; facilitating short-term economic decisions by the Owner. 
  • Delivery time reduction. It is quite obvious that when working with the Design-Construction method there’s a time reduction when compared with the Design-Tender-Construction method, not only is all of the intermediate phase of the process saved, but also, team integration favors the agility of construction permit procedures (this phase is started at the same time as designs). Construction plans, budget creation and construction itself can all overlap within this process achieving delivery time reduction of the project. 
  • Risk reduction. The Design-Construction Company is the one responsible of project cost, delivery and quality, best ensuring the owner the success of the project. In the Design-Tender-Construction method, the owner looses control as to which part is the one responsible of solving arousing conflicts between the consultant and the constructor.

 

¿WHAT MAKES US DIFFERENT?


Whichever one of the methods you choose to develop your project, with us you can be self-assured of the following: 

  • Top quality construction
  • Personnel management
  • Excellent relationship with other project components
  • Professional use of programming techniques for the project
  • Work control by means of proven methods
  • Precise cost estimates
  • Personalized attention
  • Social security and environment
  • Professional ethics


QUALITY, PERSONNEL MANAGEMENT AND RELATIONSHIPS WITH DIFFERENT PROJECT COMPONENTS


The best guarantees we can offer as to the excellent quality of our constructions are our previous projects and clients. In the following review we describe some of our most important projects. 
In this manner, regarding the development of our projects, you can be referenced to our personnel management qualities and our different relationships with other project components. 


PRECISE ESTIMATES AND GOOD PROGRAMMING TECHNIQUES


Each of the estimates made by us are carried out in the same manner through a specialized program specifically designed for our needs: the quantity list is calculated regarding the final construction plans and they’re ordered as independent accounts. In this manner, it is easy for us to compare different accounts of similar projects. 


The highest risk factor in a construction project is the cost and productivity of the immediate workforce. For this reason, in each of the jobs that take place, we quantify the amount of hours worked versus the activity carried out. This allows us to have knowledge and security over the personnel performance offered. Due to the amount of years that we have monitoring cost and productivity of our workforce in regard to different construction needs and processes, we are able to give beneficial feedback to our Department of Budget and Management. 


The preparation of a successful and precise budget directly benefits our clients. We can assure you that the estimate for your project is going to be realistic and reliable compared to the performance calculated from previously carried out projects.


We are able to carry out accurate work schedules and construction planning based on the productivity of previous projects documented in our database. We use bar diagrams, Gantt charts and the critical path method. 


WORK CONTROL


The software we use for project control execution is called PROLOG MANAGER. This obliges us to carry out each control using the same methods and procedures. The activities that must be controlled are divided into three different sections:


COST CONTROL


Cost code structure: Original work estimate divided into the different controlled accounts in order to compare them with real expenses, workflow, materials and sublets. This allows us to compare work costs whenever needed in order to measure actual performance versus the original estimate.  


Contracts: This allows us to manage information regarding each one of the contracts involved in the project: amount, delivery time, specifications, etc. 


Contracts & Bills: This allows us to file away each of the bills processed by the different contractors. 


General Bills: This allows us to archive each of the bills regarding costs incurred throughout the process. 


Potential Change Order: This allows us to have control over eventual project changes as soon as they emerge.


Main Contract Change Order: This allows us to have control of the effect over the general contract (Owner’s contract) due to a change in the project.


Sublet Change Order: This allows us to have control of the effect over a particular sublet contract due to a change in the project.


Purchase Order: This allows us to have control over project purchases.


ENGINEERING


To do lists: This allows us to prioritize the most important activities that have to take place during different project stages, determining responsibilities, dates and activity control.


Meeting Report: We archive all of the information generated in meetings with the owner, or the inspection team. 


Consultant request form: We archive all information required by consultants. 


Decision groups: We archive decisions made over test results or materials that must be taken into account throughout the whole development of the project.  


FIELD WORK


Daily work: We take note of the daily work environment, temperature, rain, etc. for further relation with workflow overall performance. 


Workflow/Team/Daily work: This category takes record of worked hours in the execution process of each of the activities. The program allows us to relate and compare these hours to those of the original budget. 


Events: We take record of specific event details taken into account during the construction process. 


Field Guidelines: This allows us to follow up specific orders given for the execution of any which activity in the construction area.  


Complaints: In this section we follow up any sub-contract abnormalities that may take place. 


Final lists: After project delivery, we tour the whole of the construction along with the Owner, letting him indicate which aspects of his project must be improved. This list lets us assign the exact area of the construction site where the flaw was generated, the one responsible of such execution and the following due date for delivery of such detail improvement. 


Security: This allows us to register work security program flaws at the construction site and the reason being behind that flaw.