Program Management (PM) evolved east of the Rockies in the 1970's and early 1980's for general building projects. At the time, Construction Management (CM) was an acceptable means of project delivery, including management of the design process. What became evident was that large capital improvement programs, involving multiple projects for the same owner/user, were ineffectively managed on the program level.

Since individual construction managers were concentrating on individual projects, a void existed in controlling and managing the overall effort. In simplistic language, what existed was a group of individual players (construction managers) with no coach or manager (program manager) to mold the group into a team, with the ultimate goal of winning as a team, rather than concentrating on individual performance.

The result was the introduction of Program Management. The tasks completed by the program manager are more global than CM services alone. They tie together multiple project efforts as a part of an owner's program, creating a synergy for the owner by successfully completing individual projects in a function, sequence, and schedule that complement each other. When this compatibility is achieved, the global benefit to the owner is significant in terms of quality, time, and cost. In addition, the PM can function either solely as a program manager, or can complete all projects as the owner's CM as well, with no conflict of interest, saving valuable fee dollars to the owner.

As a program manager, FLCM is an extension of the owner's staff, coordinating and managing the myriad of global tasks prior to, during, and after completion of design and construction, including:

• Developing Program-wide Master Schedule
• Evaluating projects and recommend delivery systems
• Financial consulting and budget evaluating
• Coordinating professional service provider selection
• Negotiating CM, design, and other consultant contracts
• Recommending insurance options
• Developing Program-wide performance criteria, control, and reporting systems
• Labor Compliance
• Coordinating bulk purchasing opportunities
• Assisting with regulatory agency interaction
• Assisting with community relations and outreach programs
• Managing Program close-out

FLCM's Construction Management Services philosophy is to become a proactive part of the project team, with the owner and designprofessionals, functioning as the single point of responsibility and coordinating the development, preconstruction, bidding and construction phases of a project.

Described below are FLCM's Construction Management Services, as we perform them and as we would expect them to be performed by construction managers working with us, when we are the program manager.

• Develop a Site Master Schedule
• Originate and monitor project schedules
• Prepare and verify budgets during design and construction
• Complete value engineering, constructability review, and life cycle analysis studies
• Prepare information for regulatory agencies
• Assist the owner in obtaining permits
• Establish project operations procedures
• Select multi-prime trade contractors and specialty consultants
• Prepare and negotiate the terms of all project multi-prime trade contractor agreements
• Manage all on-site construction activities
• Manage the punch list and project close-out processes