Principals of Construction

A construction project is normally driven by three principles, dictated by the owner’s lifestyle requirements, his or her tolerance to risk and the expectations of the finished product. Those principles can be summed up as follows:

The Adaptable Approach

Experience has taught us that price, quality and schedule cannot be equally represented in any given project.

  • Execute a project quickly to a high standard, it will not be economical.
  • Execute a project quickly and as economically as possible, quality will certainly suffer.
  • Execute a project of high quality while managing the economics, schedule cannot be a priority.

Our mandate is to produce a high quality product, delivering to the owner a creation that coincides with their wishes. With this objective as a priority, one of the three principals of construction must give way.

In order to deliver on our mandate, we rely on “Construction Management” as a delivery process. This process differs from a traditional “General Contracting” role in its approach. A Construction Manager represents the Owner and their interests. A General Contractor utilizes a cost-driven delivery system, with any savings retained by the General Contractor. This encourages adversarial relationships, can encourage costly claims and may sacrifice quality. While General Contracting may appear more economical prior to starting, the final cost of construction is usually lower with a Construction Management system. Benefits of Construction Management are:

  • Focus of the project remains on the wishes of the client.
  • Allows a construction value to be assigned to schematic ideas.
  • Enables work to begin prior to the completion of the construction documents, enabling a phased approach.
  • Promotes an environment for reacting to change quickly while delivering value.
  • Risk remains with the client, but is not paid for in advance.
  • Cost is driven by the client, controlled with choices for materials and finishes as well as scope of work.