As in all phases of a laboratory construction or renovation project, good communications are essential in the selection of a contractor. A thorough prebid briefing and tour of the site or the building to be renovated should be provided, as should an adequate period for the review of bid documents and preparation of the contractor's bid. A timely and effective way to respond to contractors' questions should be implemented and should include answers and supplemental information, or addenda, distributed to all bidders.

Participants and Participants' Responsibilities

The construction team should include, at a minimum, the participants listed in the "Construction" column of Table 1.1, Chapter 1. The recommended communication paths among the participants are illustrated in Figure 2.4.

Client Group. As in the predesign and design/documentation phases, one member of the client team should be appointed the primary point of contact for all communications within the client group and among the client, design, and construction groups. For most projects, this person is the client team project manager.

The senior administrator, typically the person ultimately responsible for space allocation in a facility, should be an active participant in the construction phase for administrative oversight. The senior financial officer of the institution should be periodically briefed by the client budget authority and might sometimes need to make a final decision on a change from the original design that has significant financial implications.

The user representative brings users' issues to the attention of the construction-phase team and reports regularly to the senior administrator about the progress being made in the construction phase.

One member of the client group should act as the internal construction administrator, providing technical oversight for the client. Usually this person is either the client project manager or the representative of the design/construction unit of the facilities/operation department. The advantage of appointing the client project manager as the construction administrator for the client is that this person is continuously involved in the project from predesign through postconstruction. The construction administrator should have experience in supervising construction projects at the institution. If the institution does not have an appropriate person, then a construction administrator may be hired from the outside.

The client, through the project manager, is responsible for activity coordination, contract enforcement, stopping work, provision of funds to cover the cost of all contracts, and management of the project. The project manager may also verify the appropriateness and cause of each change order or engage an independent entity to do so.

Design Group. The design group has a single point of contact who serves as the



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