Laserfiche WebLink
71 <br />9. CM provides improved negotiation of change orders. <br />The CM receives and evaluates change orders for their appro- <br />priateness to the project. The CM also negotiates time and <br />cost factors for change orders on the owner's behalf.117 <br />It must be understood that contractors consider change or- <br />ders a prime source of profit for their operations. <br />Therefore, it is in the owner's best interest to manage this <br />as effectively as possible to control costs.118 <br />10. Fast tracking is a possibility with this system. <br />During times of high inflation, fast tracking may be an <br />appropriate manner by which to condense the project comple- <br />tion schedule. In this situation, the project is designed <br />and constructed in phases occurring simultaneously. For <br />example, the project excavation, substructure, and structur- <br />al frame may start or be completed while the finishes and <br />specialties systems are being designed. A traditional GC <br />project is too linear to allow this phased construction <br />process.119 <br />Contracting," in Successful Construction Management <br />Techniques and Procedures, (Professional Development <br />Program, University of Wisconsin - Madison, February 10 -14, <br />1992), 7/13. <br />117 <br />Cushman et al., op. cit., 48 -49. <br />118 Robert C. Teets, Profitable Management for the <br />Subcontractor, (New York: McGraw -Hill Book Company, <br />1976), 147. <br />119 Adrian, op. cit., 28 -29. <br />20 <br />