Starting line: the single-sentence project brief

• Tell me your project in one sentence, including building type, primary purpose, and approximate square footage
• How many projects of this scale has your team run in the last five years Options: 0, 1-2, 3-5, 6-10, More than 10
• When is your target first occupancy or critical milestone Options: Within 3 months, 3-6 months, 6-12 months, 12-24 months, More than 24 months
• Describe the funding source and any firm budget constraints that will limit scope changes
• If your target schedule slips by more than one month, what financial or operational consequence would trigger a formal escalation

Where budgets and timelines usually unravel

• Walk me through the last time a renovation or new build at your organization exceeded budget, and identify the primary cause
• Which contract or cost line item tends to surprise you most during construction Options: Site logistics and mobilization, Structure and concrete, Mechanical, electrical, plumbing, Finishes and furniture, Underground utilities or remediation, Other
• To what extent can your leadership approve change orders without returning to the board or a committee Options: Full authority up to a set dollar amount, Require executive approval for most changes, Need board or committee review for material changes, Authority varies by project
• How does your reporting to lenders, insurers, or board finance committees affect the speed of construction decisions
• What single budget or schedule failure would make you stop the project immediately

Who really makes the call and how they measure success

• Who on your board or in leadership ultimately signs off on major scope or budget changes, and how do they measure project success
• Identify the internal stakeholders that must receive weekly briefings, and name the single person who needs monthly updates
• Are there external stakeholders, such as regulators, major tenants, or donors, whose approval could pause construction Options: Yes, No, Unsure
• When disagreements arise between architect and contractor, who typically settles the dispute and what criteria guide that decision
• If that usual decision path were unavailable, who would have authority to prevent a shutdown

Unknowns on site that can kill the timeline

• Assuming an unexpected site condition appears on day one of demolition, what would stop you from approving an immediate contingency spend
• Which permit or approval has historically taken the longest to secure on projects like yours Options: Building permit, Environmental or soil permit, Utility tie-in approvals, Fire marshal approvals, Historic preservation clearance, Other
• Describe the key site constraints—easements, access hours, staging limits, or adjacent operations—that will shape construction methods
• How many days of full site access per week does a contractor realistically have in your operating environment Options: 5 days, 4 days, 3 days, 2 days or fewer, Varies by phase
• Name the single regulatory or landlord condition that, if unresolved within 30 days, would force a project pause

The other paths you're weighing right now

• Why are you currently considering staying with the incumbent team or managing this internally instead of appointing an owner's representative
• List the external options or delivery models you have evaluated so far, including incumbent firms and alternative contract types Options: Incumbent owner's rep, New owner's rep firm, General contractor led delivery, Construction manager at risk, Internal team execution, Other
• To what extent would demonstrated experience on similar building types overcome concerns about fee or governance Options: Completely, Mostly, Partially, Not at all
• Do any internal leaders propose handling owner's rep duties in-house, and if yes, who would own that and what is their relevant experience Options: Yes, internal facilities team, Yes, finance or project office, No internal proposal, Unsure
• Would you postpone selection or move responsibility in-house if no outside partner met your reference or experience bar in the next two weeks Options: Postpone selection, Move in-house, Extend search, Other

Are you operationally ready to mobilize on day one

• Where are your permits, insurance certificates, and bonds today relative to the date you expect to start construction Options: All ready, Most ready, Some items in hand, None ready
• Select which mobilization items are already in hand Options: Building permit, Performance bond, Certificate of insurance, Utility release or service agreements, Site access agreement, None of the above
• Who owns the task of assembling the mobilization package and do they have dedicated time assigned to it now Options: Design team, Owner project manager, Procurement, External consultant, No single owner identified
• How clean and accessible is your existing documentation for MEP, structural, and site utilities Options: Complete and digital, Mostly complete, Partial, some paper records, Very limited
• What single missing mobilization item would prevent you from starting construction on your target date

Defining acceptance: what must be true before final payment

• To what degree is a fixed final acceptance checklist and named approvers required before you will approve final billing Options: Strict checklist with named approvers, Checklist preferred but flexible, No formal checklist today, Unsure
• List the measurable acceptance criteria you expect at closeout for budget variance, schedule variance, and systems commissioning
• Are there performance thresholds for critical systems that would trigger withholding final payment, such as percent of design capacity or first-year operating cost targets Options: Yes, specific thresholds exist, No, evaluated case by case, Unsure
• Estimate the contingency percentage you need to hold at closeout for latent conditions or warranty repairs Options: <5%, 5-10%, 10-15%, >15%
• Would you withhold final retainage or extend warranty obligations if commissioning or punchlist acceptance is delayed by more than 60 days Options: Withhold retainage, Extend warranty obligations, Negotiate remedies case by case, Unsure

If we move forward, what changes the timeline and the deal

• Assuming a short pilot or initial phase proves you can materially reduce overruns, what would prevent you from committing this month
• Name the people who must approve the commercial terms and the timeline required by your procurement rules
• Select which fee structures are acceptable under your procurement policy Options: Fixed fee per phase, Percentage of construction cost, Hybrid fixed plus milestone payments, Performance-incentive fee, Other
• Tell me how quickly you could provide timely approvals, access to financial documents, and a single decision owner to accelerate kickoff Options: Immediately, Within 2 weeks, Within 30 days, Longer than 30 days
• On what timeline could you sign if references, commercial terms, and mobilization items align Options: This week, Within 2 weeks, Within 30 days, Longer than 30 days

• Site Reconnaissance and Constraints Map
• Program Requirements Validation
• Decision Owner and Approval Matrix Workshop
• Design Interfaces and Systems Coordination Review
• Risk Prioritization and Mitigation Planning

• Produce and distribute the interface register with required deliverables and target dates.
• Document the escalation path with contact points and escalation timing rules.
• Prepare decision packages for the next set of near-term approvals including required evidence.
• Identify major systems and interface boundaries
• Interface register created that lists each interface, the missing information, required deliverables, and target dates.
• Owners assigned for resolving each high-priority interface and resolution deadlines agreed.
• Coordination checkpoint schedule agreed for the next design milestone.
• Confirm scope and success criteria
• Request missing discipline drawings or clarifications needed to close interface gaps.
• Schedule the next interface coordination checkpoint and publish the agenda and required pre-reads.
• Present consolidated risk list from prior sessions
• Prioritized risk register with mitigations, named owners, and monitoring triggers for the top risks.
• Monitoring cadence and reporting format agreed for ongoing risk tracking.
• Immediate mitigation tasks for top risks documented with due dates.
• Publish the prioritized risk register with assigned owners, mitigations, and triggers.
• Schedule recurring risk review meetings and distribute the reporting template.
• Initiate the highest priority mitigation actions and track completion against agreed dates.
• Validated site constraints map with tied photo references and location notes ready for distribution.
• Top five site constraints prioritized by impact and clarity on which require immediate investigation.
• List of required surveys, utility locates, and as-built documents with target delivery dates.
• Produce and distribute an annotated site constraints map including photos and priority ratings.
• Order or schedule required surveys and utility locates for identified unknowns.
• Collect and upload missing as-built drawings and utility records identified during the walkthrough.
• Recap project goals and success signals
• Program requirement matrix validated with clear, measurable acceptance criteria for each line item.
• List of program items requiring near-term design choices or cost/schedule trade decisions with target decision dates.
• Agreement on what documentation will demonstrate acceptance at design and construction checkpoints.
• Publish the updated program requirements matrix with acceptance criteria and distribute for review.
• Prepare design alternative options and high-level cost/schedule impacts for flagged program items.
• Gather or confirm any operational data needed to finalize ambiguous program requirements.
• Present proposed decision packages and thresholds
• Ratified decision owner and approver matrix that lists owner, approver, and reviewers for each critical decision.
• Decision timelines and the required deliverables for near-term items documented and agreed.
• Escalation path and change control triggers documented for decision disputes or missed deadlines.
• Publish the final decision owner and approver matrix with deadlines and required documentation.
• On-site walkthrough and evidence capture
• Review current drawings and note interface gaps
• Score and prioritize risks using agreed criteria
• Assign owners and approvers for each decision package
• Walk the program requirement matrix item by item
• Define measurable acceptance criteria
• Set decision timelines and required deliverables
• Define mitigations, owners, and triggers for top risks
• Review available as-built records and utility information
• Define coordination checkpoints and deliverables
• Identify, describe, and prioritize constructability unknowns
• Assign responsibility for interface resolution and schedule
• Agree monitoring cadence and reporting format
• Identify program items requiring design alternatives or trade decisions
• Define escalation path and change control triggers
• Confirm next data needs and timeline for updates

• Facilitate Architect Selection
• Contract Review and Negotiation
• Pre‑Construction Budget Validation
• Design Phase Milestone Reviews
• Bid Analysis and Contractor Recommendation
• Construction Schedule Monitoring
• Construction Cost Monitoring and Forecasting
• Pay Application Review and Certification
• Change Order Evaluation and Negotiation
• Quality Observation and Site Inspections
• Submittal and RFI Management
• Commissioning Oversight and Systems Acceptance
• Closeout, Punchlist, and Warranty Administration
• Contractor Claims and Dispute Support

Facilitate Architect Selection

• Describe the project program and the key schematic design drawings or program document you can provide for shortlisting architects (e.g., departmental adjacencies, net assignable area).
• List the mandatory selection criteria you want applied to architect proposals (for example: past experience with hospital imaging suites, energy modeling capability, fixed-fee cap).
• Which 30% design deliverables must finalists demonstrate readiness to produce (30% floor plans, outline specifications, preliminary cost estimate)? Options: 30% floor plans, Outline specifications, Preliminary cost estimate, Site feasibility sketches, Other
• Provide the target dates for RFP issue, proposal due, interviews, and contract award that we should plan for in the selection timeline.
• Who will be the named decision owner and which internal stakeholders must attend architect interviews (e.g., facilities director, operations manager, clinical lead)? Options: Facilities director, Operations manager, Finance/CFO, Clinical/department lead, Board representative, Other
• Do you require reference checks and submission of comparable project references with owner contact information and final construction cost breakdowns? Options: Yes, No

Contract Review and Negotiation

• Identify which contract form or key clauses you expect reviewed (owner-contractor agreement, liquidated damages, termination for convenience, insurance limits). Options: Owner-contractor agreement, Liquidated damages clause, Termination clause, Insurance limits, Other
• Specify the maximum fee or fee structure constraints you want the negotiation to honor (fixed fee, percent of construction, GMP adjustment triggers). Options: Fixed fee, Percentage of construction cost, Guaranteed maximum price (GMP), Time and materials with cap, Other
• Which indemnity and insurance certificates must the contractor provide before mobilization (general liability limits, professional liability, performance bond, payment bond)? Options: General liability limits, Professional liability, Performance bond, Payment bond, Certificates of insurance
• When negotiating owner-contractor terms, what approval threshold should trigger executive-level signoff (e.g., contract value over $X, change orders over Y)?
• Explain any procurement constraints we must respect during negotiations (mandatory small-business participation, prevailing wage, union requirements, minority-owned subcontractor goals).
• Are there required contract exhibits or attachments you will supply for review (program statement, basis of design, existing utility survey, geotechnical report)? Options: Program statement, Basis of design, Utility survey, Geotechnical report, Other

Pre‑Construction Budget Validation

• Provide the current project budget and any prior estimates (schematic estimate, design development estimate) that we should validate.
• Identify the target contingency percentage and how you expect contingency to be applied across design and construction phases. Options: 5%, 7.5%, 10%, Custom
• Which cost components must be itemized in the validated budget (site work, MEP systems, medical equipment, IT, owner-furnished items)? Options: Site work, Structural shell, MEP systems, Medical equipment, IT and low-voltage, Owner-furnished items
• Describe any regulatory or code-driven cost drivers we should assess (seismic upgrades, accessibility upgrades, fire-suppression design) and supply the relevant report if available.
• Who should receive the validated cost report and which approval level is required to proceed to procurement (project manager, CFO, board)? Options: Project manager, CFO, VP facilities, Board
• Estimate the acceptable variance between validated budget and contractor GMP at bid close that would still allow award without scope reduction (e.g., within 5% of budget). Options: Within 2%, Within 5%, Within 10%, Require scope reduction

Design Phase Milestone Reviews

• List the design milestones you require formal reviews for (schematic design 30%, design development 60%, construction documents 90%, permit set). Options: 30% schematic, 60% design development, 90% construction documents, Permit set
• Which deliverables at each milestone must be reviewed and signed off (drawings, outline specifications, energy model, updated cost estimate)? Options: Drawings, Outline specifications, Energy model report, Updated cost estimate, Code review memo
• Who will attend milestone reviews and who will hold approval authority for moving to the next milestone (project sponsor, operations, finance)? Options: Project sponsor, Operations lead, Finance/CFO, Facilities manager
• When a design milestone produces a major cost increase, describe the change control workflow you expect (threshold to trigger re-budgeting, required signoffs).
• Which acceptance artifacts are required at milestone handoff (issued-for-review drawings, stamped code analysis, milestone cost reconciliation)? Options: Issued-for-review drawings, Stamped code analysis, Milestone cost reconciliation, Design review minutes
• Indicate any third-party reviews you require at design milestones (geotechnical re-evaluation, MEP peer review, commissioning plan draft). Options: Geotechnical, MEP peer review, Commissioning plan draft, Structural peer review

Bid Analysis and Contractor Recommendation

• Provide the bid submission documents you will require for bid analysis (bid tabulation, schedule of values, subcontractor list, bid bonds). Options: Bid tabulation, Schedule of values, Subcontractor list, Bid bonds
• Which criteria should drive contractor recommendation (low bid, best-value scoring combining experience and price, responsiveness to alternates)? Options: Low bid, Best-value scoring, Responsiveness to alternates, Local subcontractor participation
• Identify any prequalification requirements bidders must meet (insurance minimums, completed similar projects in last 5 years, bonding capacity). Options: Insurance minimums, Similar project experience, Bonding capacity, Licensing requirements
• Describe how you want alternate bids and unit prices handled in the recommendation (rank alternates, include alternates in base scope, hold alternates for later). Options: Rank alternates, Include in base scope, Hold for later
• Who will review the bid analysis and who must authorize award recommendations (procurement lead, legal counsel, executive committee)? Options: Procurement lead, Legal counsel, Executive committee, CFO
• Explain whether post-bid negotiations are permitted and, if so, which elements may be negotiated (price, schedule, selected subcontractors). Options: Price only, Price and schedule, All bid elements, No negotiations

Construction Schedule Monitoring

• Provide the baseline schedule critical-path deliverable that we should monitor (foundation completion, MEP rough-in completion, substantial completion date).
• Which schedule reporting cadence do you prefer (weekly look-ahead, biweekly update, monthly earned-value schedule)? Options: Weekly look-ahead, Biweekly update, Monthly earned-value
• Identify the key float, milestone, or schedule thresholds that should trigger escalation (float < 10 days on critical path, critical milestone delay > 5 days). Options: Float < 10 days, Milestone delay > 5 days, Major subcontractor delay, Other
• Who will be responsible for approving baseline schedule updates and revised recovery plans (contractor PM, owner's project manager, executive sponsor)? Options: Contractor PM, Owner's project manager, Executive sponsor
• Describe the schedule integration points you want observed (long-lead equipment procurement dates, permit approval milestones, owner-furnished equipment delivery).
• How should delay impacts be quantified for your reporting (cost of extended general conditions per day, liquidated damages exposure, schedule impact days)? Options: Extended GC cost per day, Liquidated damages exposure, Schedule impact days, Other

Construction Cost Monitoring and Forecasting

• Provide the schedule of values and baseline cost breakdown we should use for monthly earned-value tracking.
• Which forecasting horizon do you want for cost-to-complete projections (30 days, 90 days, to project completion)? Options: 30 days, 90 days, To project completion
• Identify the threshold for reporting a cost variance to stakeholders (variance > 2% of budget, variance > $X). Options: >2% of budget, >5% of budget, >$50,000, Custom
• Who should receive the monthly cost forecast package and which attachments are required (updated cost-to-complete, change order log, contingency drawdown)? Options: Project team, Finance/CFO, Executive sponsor, Board
• Explain how you want allowance items and owner-furnished equipment tracked in forecasts (separately as OFE, included in trade packages, held on contingency). Options: Tracked separately as OFE, Included in trade packages, Held on contingency
• Indicate the frequency and format for cost risk analysis updates (quarterly risk register, monthly sensitivity scenarios, ad hoc on major change). Options: Quarterly risk register, Monthly sensitivity scenarios, Ad hoc

Pay Application Review and Certification

• Which supporting documents must accompany each pay application for certification (current schedule of values, lien waivers, certified payroll if required)? Options: Schedule of values, Lien waivers, Certified payroll, Updated submittal log
• Provide the monthly certification workflow and required approvers for pay applications prior to owner payment (inspector signoff, design team concurrence, owner's rep certification).
• Indicate the percentage of retainage and the conditions governing its release at milestones and final closeout. Options: 5% retainage, 10% retainage, Custom percentage, Release at substantial completion and final
• Who holds responsibility for verifying percent complete billed on the schedule of values (contractor superintendent, third-party inspector, owner's rep)? Options: Contractor superintendent, Third-party inspector, Owner's rep
• What acceptance criteria will be used to certify a pay application as payable (approved schedule of values, site inspection confirming percent complete, required lien waivers)?
• How would you like us to handle disputed line items on a pay app (withhold until resolved, partial approval, escrow hold)? Options: Withhold until resolved, Partial approval, Escrow hold

Change Order Evaluation and Negotiation

• Describe the change order submission requirements you will enforce (detailed cost breakdown, supporting shop drawings, time impact analysis).
• Identify the approval thresholds for change orders that require executive signoff versus project manager approval (e.g., > $50,000). Options: No threshold, >$10,000, >$50,000, Custom
• Which documentation must accompany a change order claim related to differing site conditions (geotechnical report, site photos, survey evidence)? Options: Geotechnical report, Site photos, Survey evidence, Contract clause reference
• Who will be the negotiator and who will be the final approver for disputed change orders in your organization? Options: Project manager, Procurement lead, CFO, Legal representative
• Explain preferred negotiating positions we should preserve (unit price adjustments, time-and-materials not-to-exceed, lump-sum with scope attachments). Options: Unit price adjustments, Time-and-materials NTE, Lump-sum with attachments
• Indicate if you require a contingency drawdown approval with each change order or if contingency will be centrally managed. Options: Contingency drawdown per change order, Contingency centrally managed

Quality Observation and Site Inspections

• Which inspection checkpoints are mandatory for you (concrete slab pour, MEP rough-in, fire protection acceptance, roofing membrane install)? Options: Concrete slab pour, MEP rough-in, Fire protection acceptance, Roofing membrane install, Other
• Provide the frequency of site observations you want (daily walkthroughs, weekly formal inspections, milestone-based inspections). Options: Daily walkthroughs, Weekly formal inspections, Milestone-based inspections
• Who should receive quality observation reports and what turnaround time do you expect for issues flagged (e.g., within 48 hours)? Options: Project team, Contractor, Executive sponsor
• Describe the format and minimum content for a site inspection report (photographs, location, deficiency description, recommended corrective action).
• Indicate which acceptance tests require witnessed observation or third-party verification (pressure tests, AHU balancing, life-safety system acceptance). Options: Pressure tests, AHU balancing, Life-safety systems, Elevator inspections
• Explain how nonconformance items should be tracked and closed (punchlist log, corrective action deadline, re-inspection protocol).

• Master Services Agreement (MSA)
• Statement of Work (SOW)
• Fee Schedule & Payment Terms
• Decision Rights & Governance Agreement
• Dependencies & Pre-Start Conditions
• Change Order Process
• Insurance & Indemnity Addendum
• Confidentiality & Data Handling Agreement

• Post-Acceptance Health Check
• First Outcome Measurement
• 90-Day Remediation Closeout
• Quarterly Operational Review
• Annual Lessons Learned and Warranty Handover

• Distribute the performance report showing cost variance and schedule variance with underlying change-order and delay drivers.
• Publish consolidated handover and open-issue list with named owners and target completion dates.
• Provide operations team with warranty documents, O&M manuals, and commissioning reports in the shared project folder.
• Schedule the First Outcome Measurement meeting and confirm data sources to be delivered in advance.
• Present first-period performance vs targets
• Clear understanding of whether cost variance percentage and schedule variance are on a corrective trajectory toward targets recorded in Engagement Scope.
• Named remediation actions with owners and committed completion dates for any gaps identified.
• Agreement on evidence and reporting cadence required for the 90-day remediation closeout.
• Trend review of key metrics
• Create remediation tasks in the shared tracker with owners, milestones, and escalation points.
• Operations team to provide updated punchlist and commissioning evidence before the 90-day closeout.
• Final outcomes presentation
• All agreed remediation items are either validated closed or have a firm remediation plan with accountable owner and target date.
• Warranty defect log, SLAs, and escalation path are confirmed and published to the shared warranty channel.
• Short list of immediate lessons learned created for inclusion in the annual review.
• Publish the remediation closeout report with pass/fail status for each item and any binding remediation plans.
• Activate the warranty issue channel with documented SLAs and the defect-triage workflow.
• Add immediate operational lessons to the annual lessons-learned draft.
• Confirm whether cost variance and open-defect trends are stable, improving, or require escalation.
• Ensure all warranty items beyond SLA have concrete remediation or escalation plans with owners and dates.
• Maintain an ordered list of operational enhancements and next review dates.
• Update the shared dashboard with the quarter's metric trends and annotated drivers.
• Assign owners and target dates to any warranty items that breached SLA during the quarter.
• Publish prioritized enhancement requests for ops review at the next quarterly meeting.
• Annual performance summary
• Produce a documented lessons-learned record with prioritized recommendations for future projects.
• Confirm long-term warranty responsibilities, SLAs, and contact points for ongoing maintenance and defect resolution.
• Ensure final project artifacts are archived and any incumbent system decommission or retention decision is recorded.
• Publish the annual lessons-learned report with prioritized recommendations and owners for any process changes.
• Record and publish the long-term warranty contact list and SLA document to the shared project repository.
• Archive final O&M manuals, as-built drawings, commissioning reports, and warranty certificates in the designated repository.
• Reconfirm scope, owners, and acceptance artifacts
• Operations and maintenance owners confirm they have required documentation and access to operate the facility.
• All critical open issues are captured with owners and remediation dates before closing the meeting.
• Date and deliverables for the first measurement meeting are agreed.
• Diagnostic on major variances
• Deployment and mobilization validation
• Remediation verification
• Persistent issue review
• Lessons learned workshop
• Punchlist and commissioning progress
• Long-term warranty and maintenance transition
• Enhancement or change requests triage
• Warranty issue log and SLAs
• Early punchlist and commissioning status
• Open issues and blockers
• Short status update on long-lead items and contractor holdbacks
• Document lessons learned for immediate operational risks
• Project closeout and archival
• Agree corrective actions and timelines
• Confirm next checkpoint and required evidence
• Agree follow-up cadence and the first measurement checkpoint