Toothman-Orton Engineering Company’s philosophy incorporates the principles of "Partnering" where the project participants’ efforts are coordinated for the mutual benefit of the project goals. Our management is proactive, consistent, and specific to the project demands.

The project management team consists of the owner, the architect/engineer, the construction manager and the contractor united contractually to best serve the needs of the owner’s project. As construction manager, Toothman-Orton will act as the owner’s agent throughout the entire course of the project.

Toothman-Orton Engineering Company will proactively coordinate and control the project throughout planning, design and construction, and advise and recommend appropriate action to the owner related to the project’s development and constructability. We also evaluate the contractor’s performance for timely completion, construction quality, change requests, value engineering proposals, construction cost and payment requirements.

To manage construction and post-construction activities, Toothman-Orton provides the following project management services:

• Time Management
• Document Controls
• Cost Controls
• Quality Assurance and Inspection Services
• Scheduling Project Meetings
• Management Reporting (including daily inspection reports, weekly and monthly progress reports, a project close-out report, and a final construction management report)

Meeting project schedules is a very high priority for Toothman-Orton. A critical element of maintaining schedules is clear and frequent communication relative to achieving interim goals in the work effort. Toothman-Orton considers it a principal responsibility of the Project Manager to achieve these goals by monitoring the work progress and applying experience and adeptness at anticipating problems and delays before they become an issue.

Toothman-Orton has an excellent track record for completion of projects within or very close to established budgets. The ability to control project costs throughout the progress of the work results from:

1. A strong commitment to do so, and
2. A thorough understanding of the project.

The ability to control costs requires many of the same actions and attitudes as it does to keep projects on schedule. Strong communications and the use of experienced personnel are two effective cost control mechanisms.