Building Together. Serving Forward.

Our collective team of design, commissioning agents, CM, engineers, and inspectors serve, as we work on our processes daily, and keep in mind our project mission. We think and act with one mind: as a team we are there to serve.

We are solutions providers and a customer service-oriented team. As an organization that works 95% in the private market, we are very familiar with:

Our team is excellent at procurement control/tracking, accounting, and actual cost details in procurement reports, which are usually required with CM clients-owners.

During the preconstruction phase, the schedule will be managed by our SPM in a deliberate way, which clarifies that the design team works daily in progressing the design decisions, drawing production, owner approvals, and delivery of design progress milestones.

Our SPM, Estimator, and PM will be tracking objectives and progress, and weekly meetings with the Architect and engineering team members.

Biweekly review of the master schedule milestones and the PX will clearly ask for a status check with design team leads.

The owner and the team will collect the weekly meetings, with the list of immediate action items, and schedule updates.

At Bergman, we strive to collaborate, plan, and follow up until final completion. Based on corporate guidelines and a strong training program internally, the teams are trained to perform the following processes:

When a new issue arises that may threaten the ability to execute the schedule on time, we compile different strategies to provide options for the best method. After resolving what strategy works best, we then start planning, notifying trade partners, and executing on our method. We will continue to follow up throughout the plan to make sure everything is executed perfectly.

The submittal and procurement schedule provides the needed:

We continue to track the actual dates of the submittals and release dates in Procore and publish this report weekly.

As part of the planning stages, we created:

With the use of a progressed/updated monthly bar chart master schedule, we keep the trade parties up to date and maintain an efficient workflow.

At Bergman, Procore is the application we use as the PMIS companywide on all projects. This system is robust for excellent control and tracking of documents. Features include:

The Project Manager will send out a detailed schedule report every three weeks.

Each month, we provide a monthly narrative highlighting any risks and potential delays encountered. Reports include:

Every week, we will be hosting Owner Meetings, utilizing the Procore template from the previous week's meeting minutes. These meetings will include the architect and engineers as necessary throughout different project stages, such as specific submittals and post-installation observation phases.

We will also conduct Subcontractor Pre-Planning Meetings, following the corporate QAQC manual, which includes:

At the close of each session, Bergman will publish meeting minutes to document key decisions for our internal partner subcontractors.

We are in the business of identifying needs and open issues, then closing out those items so that the work can be performed on time, in the correct sequence, without delay to the installation of each trade.

Our goal is to be a leader for the owner and the entire team, ensuring that everything runs smoothly until project completion. We continuously seek opportunities to cut costs and save funds throughout the project.

One way to achieve cost savings is by utilizing Value Engineering (VE) material options or alternative specification ideas that maintain quality while reducing expenses.

We advocate for the owner’s interests in both schedule and overall project time while ensuring managed cost control. Our systems of organization, notification, and corporate culture emphasize early warnings and proactive solutions to new challenges, leveraging experience, skill, and clear documentation.

Bergman provides a risk assessment and score to support the owner in evaluating potential future issues. Risks are assigned a score from 1 to 5, ranking the likelihood from:

Each identified risk is also assigned an associated cost for resolution.

Cost creep is a common problem on projects, which can be controlled with proper guidance and strict evaluation. Our team is aligned with the owner’s goal of conserving capital to ensure that the final project cost remains within the owner’s master budget forecast.

The Bergman Project Manager will provide the owner’s representative with monthly cost control updates, which will be included with the billing statement.

Key financial data will include:

Please view the following pages regarding our tools and strategies for delivering a high-quality product. We believe the best strategy is to build it right the first time. Our QAQC program is comprehensive, spanning over 100 pages, covering all aspects of a new building. Written by experienced leaders from both the field and main office, we incorporate lessons learned across all trades.

Refer to samples of the full-size QAQC book, which includes:

To complete the validation of compliance with the documents, we perform a group of activities continuously throughout the life of the project, including:

By implementing these rigorous quality control measures, we ensure that the project meets the highest standards from start to finish.