Being truly competitive (or not having to compete at all) with the Construction Manager at Risk (CMAR) project delivery method requires advanced business development and preconstruction capabilities.
There are way more potential customers than you think, and most don't even know who you are. That's your biggest challenge and your biggest opportunity.
Projects are complex with evolving requirements and changing site conditions. Mistakes will be made. It is how the collective project team manages these changes that ultimately determines success at all levels.
Early identification of changes and conflicts is the first key to success. The capability to identify changes and conflicts early in the process is a combination of organizational structure, systems, management, training, and coaching.
There are four foundational items that support great change management. Without these in place, you will never get the value out of streamlining the process.
Finishes and other key design elements are important for both the project owner and architect. A contractor providing preconstruction services must focus on protecting these throughout the design-development process.
Many contractors in many markets can use this three phase strategy to achieve sustainable growth by leveraging CM at Risk and Advanced Preconstruction Services to build a competitive advantage.
Nothing will have a bigger impact on a contractor’s business than bringing in more quality revenue on a recurring basis. Effective business development is a capability to be designed and managed no different than the ability to build a project.
Finishes and other key design elements are important for both the project owner and architect. One of the highest value-adds provided during preconstruction services is protecting these throughout the design-development process.