1.

Our Services 
Our company offers a variety of services to meet your project’s needs, to take you from
collaboration meetings all the way to ribbon-cutting and beyond. We believe that every project
is unique, and can customize our approach to fit your particular project. While we are at the
forefront of and specialize in design-build, we are very familiar with a number of delivery
methods and are confident we can find the process that will best help you meet your goals.

2. Design-Build Capability
A primary focus of the business has been the management of design-build projects for both the
private and public sectors. With consistent outstanding project results, Harper has been
recognized as one of the region’s premier contractors in the specialized field of design-build
contracting. A comprehensive understanding of the objectives and processes unique to design-
build has allowed Harper to be a leader and innovator with design-build methodologies. As a
result, the firm has been acknowledged with repeat contract awards from numerous clients
including various educational institutions, government agencies, private developer clients, and
each of the U.S. military branches. 

With total design-build projects valued at over $4.5 billion dollars completed or under
construction during this short period of time, the Harper team has demonstrated exceptional
ability to plan, design and construct in highly competitive markets.

3. Project Experience
Harper Construction has amassed an impressive resume encompassing a wide range of
Commercial, Industrial, Institutional, Residential, and Energy projects, covering a variety of
geographic locations and contracting markets, providing a broad foundation of experience.
Project scopes range from single-story to mid-rise, with single project values over $165
million. An extremely high success rate in competition for these projects demonstrates both
technical and cost capabilities. The repeated awards and recognition that have been received,
documents consistent outstanding performance and client satisfaction.

4. Preconstruction
During the Preconstruction Phase, the objective of the Harper project team is to actively
manage the budget development process, provide the Owner and its consultants with timely
input on cost and method alternatives, and monitor the availability of materials and
compatibility of costs. This process involves continuous monitoring and interaction.
 Harper also takes an active role in monitoring, revising and updating the schedule for the
preparation of contract documents by the design team. To accomplish this, a system of status
reporting customized to reflect the mutual needs for current information is utilized to provide
project cost and schedule accountability. 

Schematic Phase

 Assist in selection of project team

 Review building program; define project scope and objectives
 Review and coordinate consulting studies and reports
 Oversee constructability reviews

Site Evaluation

 Analyze the property line documentation. Cross check with the physical location the property
line
 Analyze Soil Reports and identify hidden costs
 Verify water, sewage, electrical and telephone easements
 Identify flooding or storm drain concerns
 Verify zoning and environmental restrictions
 Identify out of property infrastructure costs.

Cost Management/Estimating

 Prepare value analysis reports for costs of alternate building systems and materials
 Perform constructability reviews and recommend cost effective alternatives
 Prepare feasibility budget
 Determine bonding requirements
 Analyze life cycle costs
 Prepare cost checks
 Prepare initial cash flow

Design Development Phase

 Coordinate with A&E/Client Team and Monitor Documents for Compliance

 Recommend alternate cost saving construction methods and materials with BIM Modeling
 Resolve spatial conflicts associated with the added level of detail in the shop/fabrication
models.
 Provide very detailed and accurate shop installation drawings that coincide with coordinated
shop models.
 Provide a visualization tool for field staff to help understand the design and installation of
systems.
 Provide a tool to assist in scheduling and installation sequencing.
 Reduce Requests for Information and associated administrative time.  

Time Management/Scheduling

 Prepare initial milestone schedule

 Determine permitting, agency review & approval requirements
 Prepare phasing/sequencing schedule
 Prepare master project schedule
 Identify owner furnished and long lead items  

Construction Document Phase

 Organize field staff

 Design management reporting system, document control and submittal Schedule
 Continue document review and coordination
 Prepare quality control plan in coordination with architect and owner

Bidding and Procurement Phase

 Prepare instructions to bidders; bid Forms

 Conduct walk through and on site visits
 Mobilize field staff
 Implement submittal procedures
 Hold pre-bid conferences
 Solicit bids
 Award subcontracts
 Preconstruction conference
 Assist in obtaining permits

Building information modeling

BIM Leadership
Harper Construction Company’s internal BIM Leadership Team directs and manages our BIM
Working Team. The BIM Leadership Team is comprised of key members from both Harper, the
owner’s representatives, architectural/engineering firms, and subcontractors. Our BIM
department works with these firms to ensure the project BIM requirements are understood and
delivered by all parties. Bringing experience, integrity, and extensive knowledge of BIM & IPD
principles, we work together for optimal results.

The goals of BIM are to facilitate a collaborative project environment between all team
members from project inception to completion and to execute coordinated project documents
using the 3D modeling and parametric features of BIM. Using BIM will improve system
coordination and the execution of design intent in the field to streamline construction
processes. Below are some of the major goals and objectives for our use of BIM.

Key outputs in executing our BIM strategy include the following:

Improved decision-making: Reduce poor design decisions by using digital models and electronic
design visualizations during design and construction.

Improved construction documentation: Reduce the level of unknowns in contract documents

eliminating/reducing the use of the request for information process to “fill in the gaps.”
Leverage BIM to re-establish accuracy and precision, and improve the level of construction
cognition and assembly understanding on the part of the architects, engineers, and owners.

Improved preconstruction estimating: Reduce the level of guesswork and inefficiency in

preconstruction estimating by leveraging schematic design take-offs generated in the BIM
process. Leverage the use of multiple pricing models by the contractor and reuse as-built digital
models in new markets.

Improved procurement and scheduling: Reform procurement and project scheduling through

the use of time modeling (sometimes known as 4D modeling) and cost modeling techniques—
eliminating job-site slow time/downtime and improving sub-trade coordination, overlaps and
phasing.

Improved coordination: Reduce the number of field coordination errors by integrating the

design models of the major design disciplines early in the design process and using clash
detection software to facilitate interdisciplinary design coordination—thereby solving
coordination issues virtually rather than in the field.
Improved cost-efficiency: Reduce cost impacts of coordination errors, incorrect fabrication, and
improper installation by adopting a pre-fit workflow from the designer to the subcontractor and
enforcing greater installation precision. Reduce the use of overtime labor and premium charges
for recouping project schedule lost to these unnecessary errors. Reduce spending in general
conditions, insurance, and carrying costs by optimizing project schedules that will result in
faster construction.

Improved closeout documents: Transform the archaic quality of closeout documents,

particularly traditional as-built/record drawings, by migrating to a BIM-centric approach for all
project documents. Transition the digital model generated during design and construction to
facilities management, allowing the owner/operator to use it for building life cycle
management. 

construction
We are a firm believer in partnering and the motivating force partnering can have on a project.
Developing trust with a team where each member looks for ways to help the other, promotes
the best kind of collaboration and each member benefits.

The construction staffing consists of an experienced team integrated into their projects during
design and prior to construction commencing. We believe this up front staffing, more than pays
for itself with the planning, coordination and thorough understanding of the projects before a
single spade of dirt is turned. Subcontractor submittals, shop drawings, RFI’s and coordination
questions are prioritized and are scheduled utilizing lean construction techniques and reverse
planning scenarios. We require the subcontractors to think out further than they are used to,
get their buy in and hold them accountable for sequence, schedule, production and quality and
memorialize these commitments with the subcontractor ownership, all before the start of
construction.

We have weekly project foreman’s meetings and specialty subcontractor coordination meetings
(as needed) and include the subcontractors PM’s to confirm the commitment of resources to
the project. Realistic schedules are provided at a 6 week look ahead level coordinated by area,
item and duration and all tying back to the master project schedule. Harper strongly encourages
a relationship based team approach to commitments and believes that face time is the best way
to get intended results. Our Superintendents and PM’s are highly skilled in the art of getting the
most of a team member and genuinely consider their success. This is achieved by prudent
planning, interaction, experience and respect.

Cost Control
Budget accountability is the responsibility of the Project Managers. They manage the budget &
work with the owners staff to review and control costs on a monthly basis or at shorter
intervals as required. Our in house accounting department provides all cost reporting for our
Project Managers and owner at all monthly reviews, make payments to subcontractors, as well
as formalize request for payment to the University.

Quality of the Project

Quality control represents a mindset that is the responsibility of all members of the team. It is
each individual’s duty to fully understand their area of responsibility and to be accountable for
achieving the highest level of quality from the initial design to the final installation. We use a six-
step construction quality control 
Procurement PhaseBid packagesVerify scopeCheck referencesMake
subcontractorrecommendationsEstimatorsEstimators1) Buy-OutSubcontractors commitment
on:Adherence to QC processSubmittal datesCheck referenceVerify scopeCheck Risk Assessment
DatabaseEndure testing requirementsUpdate Quality Process Log (QPL)EstimatorsProject
ManagerProject SuperintendentEstimatorsPrincipalContract IssuanceDocument commitmentReview
rough draft subcontractsEstimatorsProject ManagerPrincipal2) Pre-Mobilization Meetingmade during
buy-in meetingObtain submittalsExplain process to subcontrac-tor Project ManagersExplain
requirements to bePhaseCommunicate QC ProcessOutline requirements for PreparatoryMeetingUpdate
QPLShop visitsSubmittal review to develop agendafor Preparatory Meeting, InspectionChecklistQC
EngineerProject EngineerSuperintendentsDesignerProject ManagerProject EngineerSuperintendents3)
Preparatory MeetingEnsure subcontractor Foremanunderstands contract documents,RFI’s & Quality
ExpectationsEstablish scope & schedules forinitial inspectionCoordination with other tradesTesting
requirementsLead & documents inspectionchecklistUpdate
QPLDesignerSuperintendentsSuperintendentsForemen4) Initial InspectionIn-Place MockupCheck
materials for conformanceCheck installation for conformancewith plans & specsEstablish standard for
craftsmanshipTrain the crew & installerTrain the Field Engineers oninspection proceduresLead &
documents inspectionchecklistUpdate QPLDesignerField
EngineerSuperintendentsSuperintendentsForemenCrew LeadsQC Engineer5) Follow Up
InspectionCheck materials for conformanceCheck installation for conformancewith plans &
specsEstablish standard for craftsmanshipTrain the crew & installerTrain the Field Engineers
oninspection procedureLead & documents inspectionEnsure required testing is performedUpdate
QPLField EngineerForemenCrew LeadsQC Engineer6) Final InspectionIn-house punch listFinal
InspectionLead & documents inspectioninspectionUpdate QPLCQC InspectorField
EngineerSuperintendentsForemenCrew LeadsQC EngineerReview & finalize inspectionOffice
EngineerOffice EngineerOffice EngineerReview & finalize inspectionVerify work is ready for finalPre-final
inspectionsatisfied prior to Preparatory6-Step Quality Process Flow ChartQuality Assurance/Quality
ControlActivities by Process StepQC ActivitiesTeam InvolvementSubcontractorInvolvement

Project Safety
Dedicated certified safety officers, competent in the aspects of construction for which they will
oversee are assigned to every project. Harper Safety personnel conduct job site orientations,
activity hazard analysis reviews, safety audits, OSHA compliance, training and safety
management. Every worker on the site is processed through the safety officer inspection team.
These officers have the authority to stop any work at any time, write citations and remove
personnel from the project as applicable for safety infractions.

Internal Design Management

Department
Harper Construction Company is somewhat unique with the organization and function of an
Internal Design Management Department. This department is comprised of architectural and
engineering professionals and is tasked with the management and coordination of the design
process. The responsibilities of the department’s professional staff are to provide leadership
and oversight to insure an on-time delivery of all design submittals, and confirm that all code
and quality standards are met. Design quality control, discipline cross-checks, and value
engineering are also an integral part of their project role.  

Consulting Engineering Firm

Alliances
Harper Construction Company has formed strategic alliances with several consulting
engineering firms. These established relationships and mutual commitment to overall success
provides Harper with the design resources to take any number of projects from conceptual
proposal design to 100% completion. Harper Construction has established strong alliances with
qualified Civil, Landscape, Structural, Mechanical, and Electrical Engineering firms, as well as
numerous specialty consultants (i.e., Demolition, HazMat Testing, Geotechnical, Anti-
Terrorism/Force Protection (AT/FP), LEED Sustainable Design, Food Service, Cold Weather
Design, Independent 3rd Party Peer Review, etc.). Each firm is equally familiar with Harper
Construction Company and highly qualified to flourish in the unique process inherent to design-
build projects and the design-build environment. Harper’s design-build team is routinely
comprised of architects and engineers that have worked together and successfully completed
the design and engineering for over 30 design-build projects completed with Harper
Construction. This combined experience and working familiarity provides added benefit
throughout the proposal, preconstruction, design development, construction, and
commissioning stages.