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STATE UNIVERSITY CONSTRUCTION FUND MANAGEMENT OF CONSTRUCTION PROJECTS

In any discussion of a project budget, top management usually begins by asking, “What should this project cost, and is that reasonable?” If the project is optional, the decision to proceed should be based on an estimate of expenses versus future profits. For example, Will the effort reduce operating expenses? Is the project really necessary? The only way to answer these questions is to identify the true cost of the project. Your estimate must include labor expense—the cost of paying members of your project team. This is usually the most significant part of the project budget, but it’s often left out of the budget altogether. Example: A. | Fax 518689-2638 11 21 11 dw ENT MANA G RSITY N FUND ON wffii TABLE OF CONTENTS PAGE NO. Construction Document Phase Prologue 3 Construction Prologue 4 Construction Contracts 7 Table 1 - Contract Check List 8 Table 2 - Contract Distribution 9 Construction Phase 10 Payments and Reimbursements 17 Closeout of Construction Contract 35 Publicity and Disclosures 40 Appendix 41 JB State University Construction Fund Office of Construction Management Management of Construction Projects Page 2 Construction Prologue Construction Document Phase Prologue Construction Prologue Activities Prior To Bidding The Bidding Period Addenda and Amendments to Fund Documents Bid Tabulation After Bid Opening Bid Analysis Meeting Pre-Award Meeting Contract Award Building Permits Office of Construction Management Management of Construction Projects Page 3 Construction .