From pre-design planning through warranty closeout, the same principals who win your project manage every phase of delivery. No handoffs to junior staff. No learning curves at your expense.
Bondcroft provides owner's project management across four phases. We evaluate design deliverables from the Owner's perspective: can it be built within budget, on the proposed schedule, and without unacceptable disruption to operations? Every scope decision, budget question, and contractor negotiation runs through a principal.
Before the first line is drawn, we define the project's boundaries: budget framework, delivery method, schedule constraints, and site-specific risks. Pre-design planning eliminates the assumptions that generate change orders downstream.
We evaluate Design-Bid-Build, CM@Risk, and Design-Build against your project's risk profile, schedule, and procurement requirements. For occupied institutional facilities, we hold a strong view that CM@Risk is the superior model — early contractor involvement means the phasing plan is built by the team that executes it, not handed to them on bid day.
We manage architect and engineer procurement from RFQ development through contract award. Evaluation criteria reflect the specific conditions of your project — not boilerplate checklists. For phased occupied renovations, we prioritize firms with demonstrated experience sequencing work around active operations.
We establish baseline budgets calibrated against facility condition assessments and current market conditions. At each design milestone, we independently review and validate cost estimates produced by the design team and construction manager — identifying gaps, unsupported assumptions, and alternative approaches before they become change orders.
We build master program schedules that incorporate operational calendars, phased occupancy constraints, long-lead procurement timelines, and permit sequencing. Every schedule assumption is documented and pressure-tested with the project team before it becomes a commitment.
"A GC brought in at the end of documents to price a phasing plan they did not help shape is a GC who will price risk into its bid — and flag conflicts in the field that should have been resolved at the table."
From the Bondcroft approach to delivery method selectionWe serve as the Owner's direct representative through Concept/Schematic, Design Development, Construction Documents, and Bidding. At each milestone, we conduct independent review focused on four priorities: constructability, cost alignment, schedule impact, and operational disruption.
We track design decisions against the project's largest cost drivers and flag scope increases or value engineering opportunities in real time — before they become change orders. Strategic memos to the Owner summarize decisions to date and articulate upcoming critical decisions the team needs from you.
We gather the independent cost estimate at each design milestone (SD, DD, CD) and reconcile it against the contractor's estimate and the Owner's baseline. Variance analysis identifies where costs are trending and why — and we act on it before gaps become change orders.
Effective contractor procurement requires evaluating pricing with a practitioner's understanding of how numbers are built. Our principals have managed competitive bids as owners and prepared bids as general contractors. That dual perspective lets us identify gaps, exclusions, and risk-loaded line items that a purely administrative review would miss.
For occupied facilities, the construction sequence is one of the most impactful decisions on the entire program. We meet with all stakeholders to understand operational nuances, then collaboratively develop a phasing plan that sequences construction to maintain continuous operations. The core principle: build new space first, relocate occupants, then renovate.
The Bondcroft principals manage the program directly: scope decisions, budget authority, schedule control, contractor negotiations, and Owner reporting. We deploy assistant project managers for jobsite-level awareness while the senior team maintains program-level oversight.
Site observation and documentation of work progress, quality, and safety compliance. Daily operational reporting during active construction covers contractor workforce, weather conditions, work completed, and any issues affecting operations. During critical milestones — abatement, HVAC cutover, roof work above occupied spaces — principal-level presence increases accordingly.
We review and process contractor submittals, RFIs, and change order requests with independent assessment of cost and schedule impact before recommending Owner approval. Every proposed change is evaluated against the baseline budget and assessed for downstream schedule effects.
Monthly progress reporting with committed cost, pending changes, projected final cost, and remaining contingency. Schedule updates generated bi-weekly during construction with critical-path analysis. New risks are identified, discussed, and tracked to resolution within bi-weekly schedule meetings. We establish value engineering alternates prior to final construction documents so the team can pivot without losing time if bid results come in high.
Physical barriers separating construction from occupied areas. HEPA filtration at penetration points with continuous air quality monitoring. Noise-generating work scheduled outside operational hours. Construction traffic routed to avoid public entry and egress paths. Temporary relocation planning coordinated with facility leadership to minimize operational disruption.
"Our principals have reconciled budgets throughout all preconstruction phases. We assess accuracy, identify gaps, and advise the Owner on alternatives — that's cost counsel, not just administrative review."
Bondcroft budget management philosophyWe treat closeout with the same rigor applied to construction oversight. Every punch list item, commissioning activity, and warranty obligation is tracked to written resolution. The project isn't done when the ribbon is cut — it's done when every system performs as designed and every warranty is documented.
We identify risks early, quantify their impact, and present mitigation options with clear recommendations. At each critical stage — design milestones, preconstruction pricing, GC procurement, major subcontractor awards — we issue a formal risk memo, meet to discuss findings, and document the action plan. The risk register is included in every monthly report.
We coordinate the punch list process, manage final inspections with the GC and building official, and verify completion of all commissioning activities. Operations and maintenance manuals are compiled and delivered to the Owner's facilities staff before occupancy.
A master warranty matrix is issued to facilities staff at substantial completion. Staff can log any issue at identification, assign it to the responsible contractor, and track it to written resolution. Items affecting HVAC, roofing, and building envelopes are prioritized given their direct impact on operations.
Structured follow-up reviews at 90 days, 6 months, and 12 months post-occupancy. These reviews document system performance against design intent, identify operational issues that have emerged, and capture lessons that inform the delivery strategy for subsequent projects in multi-project programs.
Sensitive compartmented information facilities, SAPFs, and ICD 705 / TEMPEST accredited spaces require specialized construction protocols that go beyond standard project management. Chapin Jacob brings direct accreditation experience to every defense engagement — from RF shielding and acoustic protection through chain-of-custody documentation and final security certification.