PROCESS

Budgeting, Estimating, Scheduling and Mobilization

Schedule Development

  • Perfect record
    Pearson has completed all projects on or before the scheduled date in 100 percent of contracts. The team manages responsibilities in a timely and organized fashion resulting in excellent quality work. Colleagues often recognize Pearson’s finished projects as a standard of excellence. For example, Builder Profits magazine featured Pearson Construction in 2003 for a project, including a two-story building hosting various medical offices. The project was awarded the “Building of the Year” award by Butler Manufacturing.
  • Minimized Impact to Functioning Buildings or Campuses
    Another benefit clients receive when choosing Pearson Construction is minimized impact on functioning buildings and campuses. Often, clients require access and use of a building or area while a project is ongoing. Temporary facility plans accommodate usage schedules arranged by Pearson’s team of construction services. The group includes designers, construction managers, site planners’ and craftsmen. All of the professionals on the team have years of experience making tasks work with owners’ schedules.
  • Microsoft Project
    PCI uses state-of-the-art technology in the industry. Microsoft Project plans, stages, executes and updates all phases of the projects. Team members achieve success in designed, spec, and fast-tracked projects with the software. A project schedule is an essential tool in providing management and the primary stakeholders with detailed and concise information to support informed decision making throughout the course of the project.

Mobilize

After the initial research and estimation phases are complete, a schedule develops, and crews mobilize. If multiple projects are engaged at the same location, superintendent assignments differ for each area. For example, if there is a project on a school campus, Project 1 has a different superintendent assignment than Project 2, with a third superintendent assigned to oversee both areas to facilitate and coordinate any overlapping work.

Quality

Bob Pearson, the company’s namesake, would lose money rather than give owners a less-than-quality outcome on a project. Today, Pearson’s son Scott still believes in and enforces that tenet. Pearson is the recipient of the Outstanding Construction Award from the Associated General Contractors of America (AGC), and the Golden Trowel Award from the United Masonry Contractors Association for leadership in construction. Scott Pearson feels these, and many other accolades come from the company’s proven quality protocols, which consist of the following:

  • Walk-Throughs
    Our operations manual requires employees to strictly adhere to and surpass quality standards set out by the Association of General Contractors (AGC). Superintendents conduct daily walk-throughs to ensure quality work and no cutting corners.
  • Progress Reports
    Project managers conduct weekly walk-throughs to reinforce a focus on quality with our crews. These leaders review information gathered by superintendents to provide real-time information, which enables informed decision-making throughout the course of the project. We use this data to create weekly progress reports.
  • Weekly Meetings
    Progress reports are shared at weekly meetings to which all project team members are required and clients are invited to attend. Minutes from previous meetings are shared to help give the team insights into progress. This information is available anytime to clients, providing them ongoing project updates.
  • Low Turnover Rate
    One of Pearson’s strengths is the extraordinarily low turnover rate among staff. Pearson Construction currently employs more than a dozen team members with over 140 years of experience. Pearson is frequently approached by candidates interested in employment due to the reputation for quality, integrity, and providing a positive workplace environment. Building a highly skilled team begins with a thorough applicant screening process. Pearson conducts background and sex offender checks, researches all qualifications, and dutifully contacts references. The current staff consists of the president, a vice president, four project managers, six superintendents, and three office project administrators.

Pearson analyzes if the candidate’s morals align with the morals of the company’s founders during the interview process. The highest qualifications cannot replace integrity. Pearson values loyalty and makes every effort to keep high-quality employees. The company culture at both the Waco office and on worksites is one of accountability through open communication. The approach results in obtaining best efforts daily through frequent recognition, encouragement, and the absolute absence of prejudice. Pearson values the diversity of race, ethnicity, gender, economic background, and other differentiators as a strengthening factor for the team. Pearson celebrates every team member’s birthday and hosts monthly team lunches to promote camaraderie amongst all positions.

“At the end of the day, everyone wants to be treated fairly, be appreciated, and know that they are a needed member of the team.”

– Scott Pearson, President, Pearson Construction

Safety

Pearson Construction puts safety as the top priority. Pearson’s safety awards include the Certificate of Recognition, Excellence in Safety Programs by the Texas Chapter of the Associated General Contractors (AGC). Pearson requires employees to strictly adhere to the company operations manual, which includes rules that meet and surpass the safety requirements of the Occupational Safety and Health Administration (OSHA). To date, no worker fatalities or significant injuries have occurred on any project. OSHA has never investigated PCI. Pearson Construction maintains a stellar safety record by practicing trustworthy safety construction management processes used for more than 50 years.

Toolbox Safety Talks is a weekly feature that contains material developed by AGC between all superintendents, workers, and subcontractors. In addition to quality-check walks, safety walks are also performed daily by superintendents and weekly by project managers. Before the commencement of any project, all subcontractors must review and agree to our safety policy. Pearson Construction believes the excellent safety record reflects the choices made daily by all team members and the subcontractors.

Budget Control

  • Change orders
    Pearson’s goal is to have no contractor or design- initiated change orders for any project. Change orders shift the client’s budget, project workflow, and overall project management efficiency. Pearson’s chief concern is client satisfaction with the ultimate project outcome, working tirelessly to make any changes in a timely and fiscally responsible manner. In the event of owner-initiated change orders, Pearson provides an initial estimate and scope review and then acquires detailed cost analysis for each item in the work scope. Approximately 7-10 business days later, a comparison review of the figures against the initial estimate goes to the client for approval.No changes occur without prior written approval from the owner or owner’s representative. There are no surprises to the client, and team members will not spend money without the client’s consent. Owner-initiated changes are reviewed with the architect and owner to identify any value engineering measures, schedule impacts, or long lead time materials associated with the requested changes.
  • Money Refunded
    Financial transparency is Pearson’s policy, sharing all budgets and estimates through an “open book” process. Pearson’s leadership believes that trust and accountability are essential to a successful project and that all clients feel comfortable with the initial information and constant updates they receive. Pearson presents the status of contingency fund balances at every meeting, and any unused client contingency money returns to the client.
  • Cutting Edge Technology
    Digital technology differentiates a company from its competitors. Throughout the estimate and procurement steps, Pearson uses the latest versions of AutoCAD, ICE by MC 2, Prime Bid, and Procore software to ensure accuracy in budgeting, starting at the research and analysis phase. Microsoft Project holds progress updates for each project, allowing project managers to have a clear vision of the workload and make proactive decisions.

Client Satisfaction

  • Closeout, walk-throughs & punch list
    Decades ago, integrity inspired the founding of Pearson Construction in Central Texas. Integrity guides the daily decisions of leadership now. Project managers and superintendents conduct a walkthrough on job sites to analyze the completed work and form a detailed punch list. After rectifying items on the punch list, a second walkthrough is conducted with the owner, ascertaining their satisfaction in every aspect of the completed work. During the second walkthrough, Pearson remedies any final issues.
  • More than a warranty
  • Pearson provides ongoing support after a project is complete. The support team members create digital owner manuals with comprehensive information to help the client maximize the use of the finished product. These manuals include beneficial information from controlling the air conditioning and heating systems operating the smoke alarms. All completed projects carry a one-year, all-inclusive warranty. As an added benefit, Pearson’s team is available to answer questions on building operation, records access, and good-faith repairs that fall within the responsibility of the initial craftsmanship. Pearson takes pride in customer satisfaction.

“We will lose money before we compromise quality.”
– Bob Pearson, Founder, Pearson Construction