Misconceptions

“I can just do it internally, we’re cheaper.”

There rarely is a cognizance to understand an employee’s true cost to the company, including OH&P, etc. as the basis for a fair comparison.  Similarly, what is the opportunity cost for the time that employee did NOT spend on their normal responsibilities or the extent that those responsibilities suffered?  Are internal resources effectiveness stunted by internal politics and/or career ambitions?

“I see the value, but it’s just added cost to the project.”

The cost of the project is relatively constant.  Professional project management takes a little scope away from the architect/engineers, a little scope from the GC, and little scope from the others involved (see Home Page graphic).  The PM manages those facets, which are often those that appreciative they do not have to.

“My architect/engineer can just provide project management.”

Does the A/E firm’s website, marketing collateral, and other data points are predominantly pertaining to project management?  Or is the interest borne from an opportunity to get an easy add-service from doing design and construction documents?  Being able to say, “Scope, schedule, and Budget” does not make a project manager.  There is no substitute for years of experience in managing a wide array of project types of varying magnitudes.  Traditional architecture and engineering firm’s core competency is design and construction documents.  Does that firm understand the varying perspectives of projects and overall strategy, or is their core competency myopically focused to just one or two aspects?

“Professional project management is overkill.  This project is straightforward and simple.”

Sometimes that is the case.  There is no charge to have an initial discussion about the project.  The no-cost conversation will either confirm the path you are headed is the right direction or be the impetus to change direction.  Either way it is worthwhile.

“My know a general contractor (or broker or real estate attorney, etc.), they can just do the project management.”

At the onset of a project, there is a need to devise a strategic direction and a methodical process forward whereby expenditure of funds and risk can be kept to a minimum as the project progresses.  The PURE Group will work with the stakeholders in this manner, tapping the network of various professionals and contractors at the appropriate time to contribute.  For this reason, there is a symbiotic relationship between PURE and general contractors, attorneys, brokers, etc. as they know sound project management catalyzes the project and minimizes their uncompensated time spent on dead-ends.  It is the clear understanding of the various roles on a project, and a clear understanding of the boundaries of responsibility between them, that mitigates under lap/overlap.