A hands-on approach every step of the way.
Every project is unique – every client is unique. We collaborate with our clients to understand their unique goals and challenges at the onset of every project. Subsequently, our team custom designs and delivers a project delivery strategy aligned with our clients’ needs and the specific project drivers.
The Bockstael Operating System (BOS) is our proprietary project delivery framework. It is at the core of every project. The BOS represents a combination of 100+ years of lessons learned with leading edge processes and tools. LEAN Construction, Project Management best practices and Technology are the pillars. Collaboration is the connective tissue that binds them together. The outcome is the ability to confidently deliver projects utilizing all forms of contract including stipulated price, construction management, design-build and integrated project delivery.
Providing our clients with schedule and cost certainty while preserving quality – that’s the minimum expectation. The diligent use of the Last Planner® system along with Earned Value Management and Total Cost Management help get us there. We further differentiate ourselves by relentlessly focusing on the client journey and experience. Buildings are the physical manifestation of the design intent, and are the culmination of the thousands of decision made along the way. Enabling our clients to make informed decisions maximizes value and increases their return on investment.
Buildings are becoming increasingly complex and ensuring that the completed project is aligned with the Owner’s expectations requires a robust quality management program. At Bockstael, we employ the FTQ 360 mobile platform as the core of our quality control program. Quality management however requires so much more. It is as much a leadership challenge as it is one of management. It begins with nurturing a sense of “ownership” among the entire team, accompanied by the pride of accomplishment, and an in- depth understanding of the work to be performed.
