Tell Me About Your Project — Start Simple

• What is the project name and primary site address?
• Briefly describe the project in one sentence (purpose, size, and who will occupy it).
• Which of these best describes the building type? Options: Office / Corporate, Multi-family / Residential, Retail / Mixed-use, Higher education / Campus, Healthcare / Hospital, Industrial / Warehouse, Public / Civic, Other
• Which phase are you in right now? Options: Concept / planning, Schematic design, Design development, Construction documents, Bidding / procurement, Under construction, Closeout
• Who is the internal owner sponsor and who holds final budget approval?
• Which range best matches the current construction budget or target GMP? Options: <$5M, $5M–$25M, $25M–$75M, $75M–$200M, $200M–$500M, >$500M, Undisclosed / in development
• If you’d prefer to specify an exact budget or note important qualifiers (phasing, exclusions), please enter that here.

What Would Actually Break If the Schedule Slipped?

• If your target occupancy date moved back three months, what would be the immediate operational or financial consequences?
• Which of these are hard dates we must protect? (Select all that apply.) Options: Lease commencement, Tenant fit-out deadlines, Regulatory/compliance milestones, Equipment delivery / installation windows, Operational start (e.g., semester, fiscal year), Lender milestone, Other
• What are the top 2–3 activities that most commonly drive your critical path? Options: Long-lead equipment procurement, Structural work / foundation, MEP rough-in, Exterior enclosure, Tenant fit-out sequencing, Site work / utilities, Permitting approvals, Other
• How much schedule risk are you willing to accept before you expect the CM to escalate and propose mitigation (in days)? Options: <7 days, 7–14 days, 15–30 days, 30–60 days, >60 days
• Have you experienced a schedule delay on a recent project that cascaded into other commitments? Tell us what happened and what you learned.
• Who on your team should be notified immediately if a critical path activity is at risk?

Where Is the Money Most Vulnerable?

• If the project exceeded budget by 5–10%, where would you expect those overruns to originate?
• Which of these cost categories concern you most? (Select up to three.) Options: Structural/steel, MEP systems, Site/utility work, Finishes and millwork, Special equipment, Escalation / market volatility, Change order exposure, Contingency mismanagement
• What contingency level have you assumed or established (% of construction cost)? Options: None identified, 1–3%, 4–6%, 7–10%, >10%
• How flexible is the budget envelope—can scope be reduced, or do you need absolute cost certainty before proceeding? Options: Need absolute certainty, Some flexibility with prioritized scope, Open to phasing/value engineering, Unsure
• What procurement approach are you leaning toward for trades? (This affects cost exposure.) Options: Multiple prime trade contracts, Single general contractor (CM at-risk), Design-bid-build, Hybrid / phased procurement, Undecided
• Are there specific value-engineering targets or cost-saving areas you've already identified?

Who's Actually Making the Call When It Matters?

• When tough tradeoffs come up (budget vs. schedule vs. quality), who has final decision rights? Options: Owner sponsor/CEO, VP Development / Project Executive, Facilities Director, Steering committee, Finance / CFO, Other
• Which stakeholders should be included in weekly decision updates? (Select all that apply.) Options: Owner sponsor, Project executive, Facilities operations, Finance, Risk/compliance, End users / department reps, External funder/lender, Other
• Are any approvals subject to boards, public agencies, or external funding timetables that could limit rapid decision-making? Please explain.
• Describe a past instance where stakeholder misalignment caused delay or added cost—what was the root cause?
• How do you prefer major decisions to be documented and escalated? (Select all that apply.) Options: Formal change memos, Weekly executive summaries, Decision log with signoffs, Board packet inclusion, Email trail + meeting minutes
• Who on your team will be the day‑to‑day point of contact for the CM on site issues?

What’s Your Worst 'I Wish I'd Known' Construction Story?

• Think of a past project that left you frustrated—what single issue stands out and why did it hurt the most?
• Which of the following problems have you actually experienced? (Select all that apply.) Options: Large change orders, Schedule slippage with no recovery plan, Persistent quality defects after turnover, Poor trade coordination, Inadequate reporting/transparency, Adversarial contractor relationships, Warranty disputes
• How did vendor or contractor performance contribute to that outcome, and how did you try to manage it?
• What red flags would you want us to identify early when evaluating potential trade partners for this project?
• Would you like references and case studies from similar projects included in our proposal package? Options: Yes—same sector and scale, Yes—same sector, smaller scale, Maybe—summary only, No

If the Project Closed with Zero Surprises, What Would You Notice?

• Imagine handover day with no unresolved punchlist items—what are the first three success signals you'd point to?
• Which metrics would make you say the CM delivered exceptional value? (Select up to three.) Options: On-budget to within contingency, On-schedule to target occupancy, Minimal approved change orders, High-quality finishes with few defects, Smooth commissioning and operations turnover, Transparent, timely reporting
• How frequently do you want structured reporting during construction (high level vs. detailed)? Options: Weekly high-level, Weekly detailed, Biweekly, Monthly, Milestone-based
• What acceptance criteria or measurable benchmarks must be met before you consider work complete?
• What level of involvement do you expect from the CM during commissioning and turnover? Options: Lead commissioning coordination, Support owner-led commissioning, Facilitate trade commissioning, Minimal involvement

Are You Ready to Move — And What Would Make You Say Yes Today?

• What is the single most important condition that would make you comfortable awarding a construction management engagement now?
• What procurement timeline do you have in mind for issuing an RFP / engaging a CM and for awarding a contract? Options: Immediate (within 2 weeks), 30–60 days, 60–120 days, Longer / TBD
• Which fee model do you prefer to discuss first? Options: Percentage of construction cost, Fixed fee, Hybrid (fixed + incentives), Open to options
• What documentation or approvals do you require before a CM can begin preconstruction work or mobilize? (Select all that apply.) Options: Board approval, Budget appropriation, Design milestones complete, Lender signoff, Permits filed/issued, Other
• Is there anything else—political, community, or organizational—that could make this engagement more complex than it appears on paper?
• What would be a reasonable next step from your perspective (e.g., introductory call, site visit, proposal request)? Options: Introductory call, On-site walkthrough, Request for proposal, Draft scope & fee discussion, Other

• Current State & Risk Validation
• Scenario Workshop — Cost Overrun Prevention
• Scenario Workshop — Schedule Recovery & Trade Coordination
• Accountability, Change Governance & Acceptance Criteria
• Integrated Solution Confirmation — Diagnosis, Proof, Validation

• Owner to confirm approval thresholds and delegated signatories for change orders.
• Introductions & Meeting Frame
• Produce an agreed schedule recovery path with named owners for each critical milestone.
• Confirm which sequencing and procurement levers the owner authorizes to reduce delay risk.
• Identify required changes to mobilization and staffing to achieve the recovery plan.
• Owner to share the most recent master schedule in editable format and highlight lock/don't-change dates.
• Seller to prepare a mobilization & sequencing plan showing staffing ramps, procurement windows, and float recapture points.
• Both parties to agree on a short list of named subcontractors whose procurement timing is critical.
• Change-Order Governance Flow
• Agree on a practical change-order governance model with thresholds and SLAs.
• Approve an accountability matrix with named responsible parties for key contractor deliverables.
• Finalize measurable acceptance criteria for milestone handovers to prevent latent defects and rework.
• Seller to deliver a one-page change governance flowchart and a sample change-order template.
• A prioritized list of risks and named owner contacts for follow-up.
• Seller to draft acceptance checklists for the next major milestone and share for comment.
• Restate Current State, Consequence, Future State
• Obtain explicit owner validation that the proposed solution delivers the defined future state.
• Agree the set of deliverables, decisions, and data required to draft the Service Scope and commercial proposal.
• Capture any remaining objections and convert them into a short remediation plan with owners and timelines.
• Seller to produce a one-page 'how we prevent X' summary for the agreed scenario showing numeric outcomes.
• Both parties to confirm readiness checklist items (documents, approvals, decision-makers) required to proceed to Service Scope.
• Owner to schedule the internal sign-off meeting for procurement and budget authority within agreed timeline.
• Endorsed single-sentence current state that all participants can repeat.
• Quantified top 3 consequences (cost, schedule, operational) tied to project data or clearly stated assumptions.
• Owner to provide baseline budget, baseline schedule, and top 5 change-history items within 48 hours.
• Seller to produce a one-page risk register draft mapping risks to quantified consequences.
• All attendees to confirm stakeholder contact list and decision rights for the project.
• Scenario Recap & Baseline Assumptions
• Demonstrate a clear reduction in projected overrun for the scenario, with numeric delta and key assumptions.
• Achieve owner validation that proposed interventions map to the actual causes of cost escalation.
• Agree which interventions the owner wants included in the Service Scope and which require further approval.
• Seller to deliver the scenario cost model workbook with line-item assumptions and sensitivity analysis.
• Owner to confirm which VE options and contingency policy are acceptable for inclusion.
• Seller to draft procurement sourcing options and timelines tied to the cost model outcomes.
• Schedule Scenario & Critical Path Statement
• End-to-End Walkthrough of Proposed CM Solution
• Field Accountability Matrix
• Critical Dependencies & Bottlenecks
• Root Causes & Cost Drivers
• One-Sentence Current State
• Top 3 Project Risks & Who's Affected
• Targeted CM Interventions
• CM Controls & Recovery Tactics
• Tie Steps Back to Problems
• Measurable Acceptance Criteria
• Proof: Modeled Cost Impact
• Proof: Schedule Simulation & Checkpoints
• Stakeholder Validation & 'Is This Right?'
• Mock Change Scenario Walkthrough
• Consequence Quantification
• Next Steps & Governance Sign-Off
• Next Steps & Move-to-Service-Scope Checklist
• Validation & Assignment
• Validation & Consensus
• Validation & Clarifications

• Daily On-Site Owner's Representative Presence
• Field Supervision and Superintendent Deployment
• Review and Process Pay Applications
• Negotiate and Execute Change Orders
• Administer Trade Contractor Bidding and Awards
• Manage RFIs and Construction Documentation
• Enforce Site Safety and Regulatory Compliance
• Implement Quality Control and Punchlist Resolution
• Review and Approve Submittals and Shop Drawings
• Oversee Mock-Ups and Sample Approvals
• Perform Commissioning Oversight and Systems Startup Support
• Assemble Closeout Documents and Handover Package
• Manage Warranty Claims and Post-Occupancy Deficiency Work

Daily On-Site Owner's Representative Presence

• Do you require a full-time owner's representative on site? Options: Yes - full-time (5 days/week), Yes - part-time (specified days), Intermittent (weekly/biweekly), Remote only
• What core responsibilities should the on-site representative prioritize? Options: Schedule oversight, Budget/cost control, Contractor coordination, Quality inspections, Stakeholder communication
• Which hours or shifts must the representative cover (e.g., 7am-4pm)?
• Will the representative act as the primary client contact for daily decisions? Options: Yes, No, Shared with client rep
• Are weekend or night shift coverage requirements anticipated? Options: No, Occasional (as-needed), Regular weekends, Night shifts required
• Do you require daily onsite reporting (photo log, progress narrative)? Options: Yes - daily, Yes - weekly summary, No - milestone reporting only

Field Supervision and Superintendent Deployment

• How many superintendents do you anticipate needing based on project phases or sites? Options: 1, 2, 3+, Undecided - please advise
• Should superintendents be dedicated to this project or shared across projects? Options: Dedicated, Shared, Hybrid - dedicated during critical phases
• What on-site duties are mandatory for superintendent coverage (safety briefings, subcontractor coordination, inspections)? Options: Daily stand-ups, Subcontractor coordination, Quality checks, Safety oversight, Schedule enforcement
• Do you require superintendent attendance at client or owner meetings? Options: Yes - weekly, Yes - biweekly, On request only, No
• What level of superintendent experience/certification is required (years, specialties)?
• Are there union or site-specific labor rules that affect superintendent deployment? Options: Yes - union rules, Yes - site specific restrictions, No

Review and Process Pay Applications

• Do you want on-site verification (percent complete/quality) for each pay application? Options: Yes - required for all, Yes - for >$X thresholds, No - desk review only
• What frequency of pay application processing do you expect? Options: Monthly, Biweekly, As-submitted, Milestone-based
• What supporting documentation must be validated with each application (lien waivers, schedules, submittals)? Options: Lien waivers, Schedule updates, Approved submittals, Change order log, Other
• Do you require cost-to-complete analysis or earned value reporting with applications? Options: Yes - both, Yes - cost-to-complete only, No
• Who has final sign-off authority for payment approval? Options: Owner (client), Owner's rep, Both (dual approval), Other - describe
• Are there preferred payment platforms or accounting integrations we must use? Options: Yes - specify integration, No preference

Negotiate and Execute Change Orders

• What change order approval thresholds should trigger different workflows? Options: <$5k, $5k-$50k, $50k-$250k, >$250k
• Who are designated approvers for time-and-cost impacts (owner, PM, finance)? Options: Owner, Owner's rep/PM, Finance/Procurement, Hybrid - specify
• Do you want negotiated GMP adjustments, allowances, or provisional sums to be itemized? Options: Yes - itemize, No - aggregate, Undecided
• Should we establish pre-approved contingency use rules and delegated authority? Options: Yes - define thresholds, No - owner approval required each time
• What documentation is required to authorize a change (cost backup, schedule impact, scope description)?
• Are there insurance, bonding, or owner approval processes that affect execution timing? Options: Yes - bonding/insurance review, No, Unsure - need review

Administer Trade Contractor Bidding and Awards

• Which procurement approach do you prefer for trades? Options: Competitive bid, Selective prequalified bid, Negotiated/Direct hire, Mixed approach
• Do you require prequalification criteria for bidders (financials, references, safety record)? Options: Yes - require prequalification, No - open bid, Only for major trades
• What is the desired bid package granularity (divisional trades, bundled packages)? Options: Divisional (CSI divisions), Bundled packages, Prime packages
• Do you want trade scope reviews and bid reconciliation performed by our estimating team? Options: Yes - full reconciliation, Yes - spot checks, No
• What award criteria should be prioritized (price, schedule, past performance, local preference)? Options: Price, Schedule reliability, Past performance/references, Local/small business participation, Safety record
• Are there owner-mandated subcontractor diversity, local hire, or compliance requirements? Options: Yes - mandatory, Yes - encouraged, None

Manage RFIs and Construction Documentation

• What RFI turnaround times are required for critical-path items? Options: 24 hours, 48 hours, 72+ hours, Varies by discipline
• Do you require an online document management system (DMS) for RFIs/submittals? Options: Yes - provide access, Yes - integrate with owner system, No - email/document repository
• What naming/version control conventions must be followed for drawings and documents? Options: Owner standard, Contractor standard, We will provide conventions, No standard
• Should we implement an RFI prioritization process (critical, high, routine)? Options: Yes - required, Optional - on request, No
• How frequently do you want consolidated document/status packages (weekly document log, open RFI list)? Options: Weekly, Biweekly, Monthly, Milestone-based
• Are there third-party reviewers (engineers, vendors) who must be looped into documentation workflows? Options: Yes - list will be provided, No

Enforce Site Safety and Regulatory Compliance

• Do you require our team to act as the primary safety coordinator or to supplement trade supervision? Options: Primary safety coordinator, Supplement existing safety team, No - owner will manage
• What safety standards/regulations must be enforced (OSHA, local codes, project-specific)? Options: OSHA, Local/state codes, Project-specific requirements, All of the above
• Are site-specific training or certification requirements needed for workers (e.g., site orientation, drug testing)? Options: Yes - specify, No
• Do you require daily/weekly safety reports and incident logs? Options: Daily, Weekly, Only for incidents
• Should safety compliance be tied to subcontractor payment or punchlist holdbacks? Options: Yes - tie to payment, No - separate process, Case-by-case
• Are there environmental or permitting constraints we need to manage (noise, hours, protected species)? Options: Yes - list will be provided, No, Unsure - need review

Implement Quality Control and Punchlist Resolution

• What level of QC inspection frequency do you require (daily, weekly, milestone)? Options: Daily, Weekly, Milestone-based, Sampling-based
• Do you want checklists and acceptance criteria documented for each trade or assembly? Options: Yes - detailed checklists, Yes - high-level criteria, No - rely on industry standards
• How should punchlist prioritization be handled (safety/critical first, then cosmetic)? Options: Safety/critical first, By area turnover schedule, By trade
• Do you require progress tracking of punchlist items in a shared system with owner visibility? Options: Yes - owner access, No - owner updates on request
• What acceptable resolution timelines do you expect for high, medium, and low priority punch items?
• Should final acceptance include independent third-party inspections or owner's own QA team? Options: Third-party inspections, Owner QA team, Both, Neither

Review and Approve Submittals and Shop Drawings

• What submittal turnaround times do you require for critical vs. non-critical items? Options: Critical 48 hours / Non-critical 10 days, Critical 72 hours / Non-critical 15 days, Custom - specify
• Do you require staged submittal review gates (preliminary shop drawing review, final approval)? Options: Yes - staged reviews, No - single review
• Should submittal review include coordination with design consultants and MEP leads? Options: Yes - include consultants, No - owner will coordinate
• Are electronic submittal templates or markup standards required? Options: Yes - provide templates, No - any format acceptable
• How will unacceptable submittals be handled (revise/resubmit, holdback)? Options: Revise and resubmit, Reject with comments, Hold until compliant
• Do you require a submittal log with status visibility for owner and trades? Options: Yes - owner visibility, No - owner updates on request

Oversee Mock-Ups and Sample Approvals

• Which trades or assemblies require mock-ups (facades, millwork, MEP rooms)? Options: Façade/curtainwall, Interior millwork, Bathrooms/wet areas, Mechanical rooms, Other
• Do you prefer in-field mock-ups, off-site mock-ups, or vendor samples? Options: In-field, Off-site, Vendor samples, Combination
• What acceptance criteria must mock-ups meet before mass installation?
• Who will sign off mock-ups (owner rep, design team, consultant)? Options: Owner rep, Design team, Consultant/engineer, Combined sign-off
• Are mock-up schedules and costs expected to be included in contractor scope or owner-directed? Options: Contractor scope, Owner-provided/paid, Shared cost
• Do you require photographic and dimensional record of approved mock-ups for field reference? Options: Yes, No

• Statement of Work (SOW)
• Master Services / Project Agreement (MSA)
• Fee Structure & Payment Schedule
• Milestones & Mobilization Readiness Conditions
• Decision Rights & Governance Matrix
• Change Order & Contingency Protocol
• Trade Procurement Authorization
• Staffing & Named Team Commitments
• Schedule Baseline & Key Critical Dates
• Insurance, Bonds & Risk Allocation
• Acceptance Criteria & Closeout Deliverables
• Reporting, Communication & Document Access
• Termination, Suspension & Remedies

• Final Acceptance & Success Validation
• Punchlist Walk & Turnover Coordination
• Closeout Documentation, Warranties & Final Finance
• Lessons Learned & Operational Handover Workshop
• Post-Occupancy Support & Issues Channel Setup

• Draft and distribute the lessons learned report with assigned owners and deadlines.
• Agree on logistics for physical turnover (keys, access, documentation) and subsequent re-inspections.
• Update and circulate the deficiency log with photo evidence and assigned owners.
• Schedule re-inspection dates and identify QA verifier for each remediation.
• Collect and catalog as-built drawings, O&M manuals, warranties, and handover media for transfer.
• Closeout Package Checklist Review
• Confirm all required closeout documents are received and acceptable.
• Agree on warranty responsibilities and contact channels for maintenance issues.
• Authorize or document steps required for final payment and retainage disposition.
• Ensure legal/insurance compliance items are complete for formal closeout.
• Assemble the final compliance and closeout binder and distribute to owner and project archive.
• Issue final payment authorization or list conditional items blocking payment.
• Publish warranty start dates, contacts, and maintenance schedule to the owner and facilities team.
• Project Outcomes Recap
• Produce a prioritized, owner-assigned list of process improvements and actions.
• Complete operational handover plan and training schedule for facilities team.
• Document lessons learned in a shareable format for future project teams.
• Opening & Objectives
• Schedule and prepare operational training sessions for facilities staff.
• Integrate approved process improvements into the firm's preconstruction and site execution checklists.
• Support Model Overview
• Agree on a live, shared channel for reporting issues and enhancements with clear SLAs.
• Schedule and commit to post-occupancy review checkpoints to validate performance over time.
• Ensure owners and contractors are aligned on warranty inspection cadence and responsibilities.
• Create the shared issues channel, configure ticket types/SLA, and invite owner and contractor contacts.
• Publish the post-occupancy review calendar (30/90/180 days) and owners for each checkpoint.
• Document and distribute the escalation contact list and response expectations.
• Confirm which success signals are satisfied and which require remediation.
• Obtain formal acceptance sign-offs or documented conditional acceptances.
• Assign owners and deadlines for any outstanding items required for final acceptance.
• Agree on timeline and responsible parties for closing residual risks and communicating status.
• Compile and distribute the final acceptance package with sign-off fields for the owner.
• Create/update the outstanding items register with owners, due dates, and verification criteria.
• Schedule follow-up acceptance verification/closeout milestone and responsible inspector.
• Safety & Logistics Brief
• Verify and accept completed punchlist items against objective standards.
• Create a prioritized deficiency log with owners and due dates for unresolved items.
• System-by-System Walkthrough
• Warranties, Maintenance & O&M Responsibilities
• Review Success Signals & Acceptance Criteria
• Successes & What Worked
• Shared Channel Configuration
• Challenges & Root-Cause Analysis
• Evidence Package Review
• Final Cost Reconciliation & Change Order Log
• Verify Completed Items
• SLA & Escalation Path Definition
• Deliverable & Turnover Checklist Walkthrough
• Log Remaining Deficiencies
• Post-Occupancy Review Schedule
• Liens, Insurance & Legal Compliance
• Prioritized Improvement Actions
• Warranty Call-back & Preventive Maintenance Plan
• Authorize Final Payment & Retainage Release Steps
• Outstanding Items, Risks & Contingencies
• Turnover Logistics & Artifact Handover
• Operational Handover & Training Needs
• Re-inspection & QA Verification Plan
• Close & Documentation Plan
• Record Retention & Distribution Plan