Project management, risk mitigation, and CMAR (Construction Management at-Risk) — for owners who want a fiduciary partner from preconstruction through closeout.
A self-performing general contractor team delivering this scope of work across Texas and Mexico.
A self-performing general contractor team delivering this scope of work across Texas and Mexico.
From budget tracking to site safety, our 4-step management process keeps your project moving forward, on schedule, and completely protected from costly mistakes.
We analyze your project plans early to flag any hidden financial, legal, or safety risks before they can turn into expensive problems.
We build bulletproof budgets, tight timelines, and strict safety guidelines so every contractor knows the rules and surprises are eliminated.
Our team manages the job site daily, tracking every dollar spent and enforcing strict quality and safety controls to keep things on track.
We handle all final inspections, codes, and closeout paperwork, ensuring your project is fully legal, approved, and ready to open.
A selection of work delivered under this service.
Delivered under AGC’s lean process and CMAR methodology — on time, on budget, and on standard.
Delivered under AGC’s lean process and CMAR methodology — on time, on budget, and on standard.
Delivered under AGC’s lean process and CMAR methodology — on time, on budget, and on standard.
Project and risk management work — whether under our GC contract or as owner's representative — covers planning, scheduling, cost, quality, safety, and stakeholder coordination.
Estimating, value engineering, constructability review, and scope definition before contracts go out for bid.
CPM scheduling, critical-path tracking, look-ahead schedules, and resource leveling that keep delivery dates defendable.
Detailed budgeting, change-order discipline, cost-loaded schedules, and earned-value reporting against owner cash flow plans.
Submittal control, mockup approvals, ITP-driven inspections, and punch-list close-out tied to contract specifications.
Site-specific safety plans, daily JSAs, weekly toolbox talks, and OSHA-compliant incident response.
Owner, design team, AHJ, subs, lenders, tenants — a single communications cadence keeps everyone aligned.
Project management is fundamentally about defending the owner's schedule, cost, and quality position. The operating discipline below is how we do that.
Whether we hold the GC contract or act as owner's representative, our PMs operate from the owner's perspective: clean documentation, defensible decisions, no manufactured urgency.
Active risk registers covering owner, contractor, design-team, and external risks. Quantified, owned, and reviewed at every meeting — not just at the end when they become claims.
Comfortable with TX and MX permitting, customs, labor codes, currency, and tax considerations. Cross-border projects don't need separate PM teams.
Industry-recognized PM and risk frameworks applied consistently across every engagement.
A general contractor performs and self-performs construction work. A project manager (or owner's rep) represents the owner — managing schedule, cost, contracts, and decisions on the owner's behalf — without holding the construction contract. AGC plays both roles depending on the engagement.
A risk register lists every identified risk, who owns it, its probability and impact, the mitigation plan, and the current status. The register is reviewed weekly with the owner. Risks that materialize become issues with documented responses, not arguments at the end.
EVM compares the value of work physically completed against the value planned and the cost incurred. It surfaces schedule slips and cost overruns early — typically 30–60 days before they'd show up on a standard P&L. Owners use it to plan funding and respond to slippage.
We price change orders with the same crew rates, material markups, and overhead percentages we used in the base contract. No change-order tax. Every change includes scope, cost impact, schedule impact, and owner sign-off before work proceeds.
Yes. We've stepped in as owner's rep on projects that ran into schedule, quality, or contractor-relationship issues. The first 30 days are diagnostic: schedule reset, cost reconciliation, risk register, recovery plan — then execution.