NAVIGATION LINKS
Responsibility: PM / SPM
Bid Planning
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Project Manual Development
Responsibility: PM
The Project Manual Development process ensures that all contract and front-end documentation is aligned with project-specific requirements and contractual obligations. The Project Team is responsible for reviewing and customizing the standard Granger Project Manual and Front-End documents to reflect the terms of the Owner contract, including insurance requirements, general conditions, and payment processes.
This process also includes reviewing any Owner-provided Division 00/01 specifications and aligning Granger’s standard front-end documentation accordingly. Updates are performed after completion of the Front End Builder process to ensure all project-specific information such as submittals, RFIs, and payment procedures is accurately incorporated.
A properly developed Project Manual ensures consistency, clarity, and alignment across all project stakeholders, reducing risk and supporting successful project execution.
Granger Standard Front End
Responsibility: PM
This document should be used for ALL Granger projects. This document should be reviewed and edits made to customize it to match the requirements of our Contract Agreement with the Owner, including: insurance requirements, general conditions, payment process, etc. The Standard Front End should also be updated with the project-specific information for submittals, RFIs, pencil copy/payment process, etc. If the Owner has their own standards for Division 00/01, you will want to review those and update the Granger Standard Front End to reflect the Owner's standards as required. These edits are to be made after you have completed the Front End Builder process and have your customized front end document.
Reference the work instructions on how to use the Front End Builder merge function to merge the data you input in the form in to the Front End Builder.
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Early Subcontractor Engagement
Responsibility: PM / Superintendent
Early Subcontractor Engagement is a proactive process focused on building awareness, interest, and participation from the local subcontractor community prior to the formal bidding phase. Engaging subcontractors early helps generate excitement around the project, encourages stronger bidder participation, and ultimately supports more competitive pricing.
The Project Team strategically engages with subcontractors through coordinated outreach efforts such as project flyers (developed by and distributed through the Marketing & Communications team) and open house or informational meetings. These interactions provide an opportunity to introduce the project, highlight key scopes, answer initial questions, and address potential concerns ahead of bidding.
Establishing early engagement with subcontractors improves bid coverage, fosters stronger relationships within the local trade community, and sets the foundation for a more competitive and successful bidding process.
BuildingConnected Set-Up
Responsibility: PM / Bid Coordinator
The BuildingConnected Setup process ensures that each project is properly configured within the platform to support bidder outreach, document distribution, and communication throughout the bidding phase. The Project Team initiates this process by submitting a setup request, which triggers the Bid Coordinator to create and configure the project within BuildingConnected.
Once the setup is complete, the Bid Coordinator notifies the team, and the project becomes accessible for ongoing bidding activities. The Project Team is responsible for communicating any updates or revisions to ensure the project setup remains current and accurate.
A properly configured BuildingConnected project provides a centralized platform for managing bidders, distributing documents, and maintaining transparency throughout the bidding process.
To initiate a BuildingConnected project setup, please utilize the provided link:
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Bidability Review
Responsibility: PM / Superintendent
It is very important to verify that the A/E has addressed all of your Biddability Review comments in the final Bid Documents they provide for bidding. Rushing to get bid documents on the street, that are unclear or have lots of discrepancies, will only result in confusion to bidders, lengthy and/or multiple Addenda and Pre-Bid RFIs, bidders inflating their numbers due to the "unknown" factor in the documents, and ultimately in costly change orders down the road.
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Advertise for BId
Responsibility: PM / AA
The Advertise for Bid process ensures that publicly funded projects meet required public notice and outreach requirements prior to bidding. These requirements often include posting bid opportunities through plan rooms, industry publications, websites, and other designated outlets to reach potential bidders.
The Project Team is responsible for coordinating project-specific advertising requirements, including timing, duration, and distribution channels. The Bid Coordinator may support these efforts by assisting with outreach to plan rooms and other platforms as needed.
Proper advertisement of bid opportunities ensures compliance with regulatory requirements, increases bidder awareness, and supports broader participation in the bidding process.
Bidder List Development
Responsibility: PM / Superintendent / Estimator
Bidder List Development establishes the initial pool of qualified subcontractors for each bid category based on project scope, location, and trade requirements. This process is performed within BuildingConnected and involves identifying subcontractors capable of competitively bidding the work.
The Project Team works closely with the Estimating Team to develop a well-rounded bidder list, including trade partners engaged during preconstruction who are familiar with the project. Consideration is also given to project location, bid package size, and trade complexity.
A thoughtfully developed bidder list ensures broad and competitive participation, improving bid coverage and supporting more accurate and reliable pricing.
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Receive Bid Documents
Responsibility: PM
The Receive Bid Documents process ensures that all bidding information is accessible to subcontractors, plan rooms, and the Project Team throughout the bid period. Bid documents are distributed through BuildingConnected and, where applicable, a designated project SharePoint site to provide a centralized and consistent source of information.
The Project Team and Bid Coordinator are responsible for maintaining these platforms and ensuring all relevant updates including addenda, pre-bid meeting information, and responses to RFIs are posted in a timely manner.
Maintaining an organized and up-to-date document repository ensures transparency, reduces confusion, and enables bidders to base their pricing on the most current project information.
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Addenda
Responsibility: PM
The Addenda process ensures that all updates, clarifications, and modifications to the bid documents are communicated consistently to all bidders prior to bid submission. Addenda typically include responses to Pre-Bid RFIs, pre-bid meeting minutes, and any revisions issued by the A/E team.
The Project Team coordinates with the Estimating Team to confirm that changes impacting scope, cost, or schedule are properly reflected in the estimate and communicated appropriately to the Owner and A/E when necessary. All addenda are distributed through BuildingConnected to ensure equal access to information for all bidders.
Following issuance of an addendum, the Bid Coordinator is responsible for updating the bid form as necessary to reflect any revisions, ensuring that all bid requirements remain aligned with the most current project information.
A well-managed addenda process maintains fairness, transparency, and alignment across all stakeholders, ensuring that bids are based on consistent and complete information.
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Pre-Bid Meeting
Responsibility: PM
Conduct a Pre-Bid Meeting with interested bidders to review key project requirements and expectations. The A/E should be at this meeting and you will want to confirm with your Owner whether they want to attend and schedule accordingly. Whenever possible, hold the Pre-Bid Meeting at the project site location, and follow up the meeting with a walk-through to allow interested bidders to access and view the site. The Pre-Bid Meeting Minutes and Sign-in Sheet should be published and distributed via Addendum. This meeting is typically held shortly after the bid documents are issued so that potential bidders have time to access the site and ask questions with enough time prior to the Bid Due Date. If you have made the Pre-Bid Meeting a mandatory meeting, you will want to reach out to all potential bidders prior to the meeting to remind them it is mandatory and of the date, time, and location of the meeting.
The Procore Meeting Agenda should be used to ensure consistent documentation and alignment with project requirements.
Pre-Bid RFI's
Responsibility: PM
Pre-Bid RFIs are submitted by bidders prior to the bid due date to clarify scope, resolve discrepancies, and confirm design intent within the bidding documents. These questions are
critical to ensuring all bidders are pricing the same information and that the project team receives complete and comparable bids.
All Pre-Bid RFIs should be reviewed and vetted by the Project Team prior to submission to the A/E team to ensure clarity, relevance, and consistency. RFIs are managed and tracked within BuildingConnected, and all responses are formally issued through addenda to maintain transparency and provide equal access to information for all bidders.
Maintaining a structured and timely RFI process supports accurate bidding, reduces assumptions, and minimizes post-bid scope gaps or inconsistencies.
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Bidder List Management
Responsibility: PM
Bidder List Management is a proactive process focused on maintaining bidder engagement and ensuring adequate bid coverage across all bid categories throughout the bidding phase. Actively managing the bidder list helps confirm that subcontractors are informed, interested, and prepared to submit competitive bids based on a clear understanding of the project scope.
The Project Team is responsible for maintaining regular communication with bidders, primarily through direct phone calls and supported by BuildingConnected correspondence. These interactions provide an opportunity to answer questions, address concerns, and reinforce scope expectations.
Consistent engagement improves bid day participation, reduces last-minute drop-offs, and helps achieve reliable bid coverage, ultimately supporting more accurate pricing and a competitive bidding environment.
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Best Practice: Stay engaged with the bidders to ensure you have good bid day coverage in each Bid Category (a minimum of 3 to 5 bids). When you call bidders, have a conversation with the estimator/PM - make them know you know the job, talk through details, be excited, help them, answer questions - don't just call and ask the Admin if they are bidding.
Bid Tab Creation
Responsibility: PM
The Bid Tab Creation process establishes a structured format for capturing and comparing subcontractor bids across all bid categories. The Bid Coordinator develops the bid tabulation using input from the Project Team and Estimating Team, ensuring alignment between defined scopes and the internal estimate.
The Project Team provides the bid category structure and scope definitions, while the Estimating Team supplies corresponding estimate values. This information is compiled into a standardized format that supports efficient bid entry and comparison on bid day.
A well-prepared bid tab ensures consistency, improves bid evaluation efficiency, and provides a reliable foundation for comparing subcontractor pricing and scope coverage.
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Bid Package Estimate
Responsibility: PM
The Bid Package Estimate is a breakdown of the overall project estimate organized by bid category to support bid leveling and comparison during the bidding phase. This breakdown allows the Project Team to evaluate bid day pricing against the internal estimate at a trade level, ensuring consistency and identifying variances.
The Estimating Team develops the Bid Package Estimate based on front-end documents and bid category descriptions provided by the Project Team. Providing complete and accurate front-end information in advance of bid day is critical to allow sufficient time for estimate organization and review.
A coordinated and well-reviewed Bid Package Estimate improves bid analysis, supports more effective subcontractor comparisons, and enhances overall decision-making during bid tabulation.
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Bid Day Planning
Responsibility: PM
The Bid Day Planning Meeting establishes a clear and coordinated approach for how bids will be received, reviewed, and documented on bid day. This planning ensures the Project Team is aligned on roles, responsibilities, and logistics, reducing confusion and improving efficiency during bid execution.
During this meeting, the team defines key protocols such as bid receipt methods, bid opening procedures, documentation responsibilities, and communication expectations. The team also evaluates potential bid day risks, including low participation in certain bid categories, and develops contingency plans to address various scenarios.
A well-defined bid day plan ensures a controlled process, supports accurate bid tabulation, and enables the team to respond effectively to real-time conditions.
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Bid Tab Management
Responsibility: PM
Bids shall be received and recorded for each Bid Category using the Bid Tabulation. This form should be updated in advance of Bid Day. It should include the list of known bidders for each category, all Addenda, Performance and Payment Bond requirements, and any other relevant information. Instructions for using the tabulation are available on the first tab of the referenced document. For questions, please contact the Bid Coordinator.
The Bid Tab should be shared with the Pre-Construction group initially, and distributed again after all post-bid analysis is complete.
Tip: List bidders within each category from lowest to highest. Include firms that intended to bid but did not submit a proposal at the end, shown with a value of $0.
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Initial Bid Results and Project Cost Summary Communication
Responsibility: PM
The Initial Bid Results and Project Cost Summary process ensures that the Project Team provides a clear and comprehensive view of overall project cost to the Owner following receipt of initial bid results. This summary integrates bid day results with other project cost components, including remaining bid packages, CM costs, and Owner-related expenses.
The Project Team prepares this summary in advance of bid day to enable timely and transparent communication once bids are received. The summary should clearly demonstrate how bid results impact the overall project budget and identify any variances from expectations.
Providing a well-structured and transparent cost summary supports informed decision-making, reinforces trust with the Owner, and ensures alignment as the project moves forward following bid day.
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Potential Subcontractor for PreQualification
The Potential Subs for Prequalification process ensures that qualified subcontractors are identified and vetted prior to subcontract award to confirm their capability, financial stability, and overall suitability for the project. Following bid receipt, the Project Team evaluates the lowest bidders within each bid category (typically the low 2–3 subcontractors) to determine which firms should proceed through the formal qualification process.
Prequalification is typically conducted after bid receipt and prior to execution of a Subcontract Agreement; however, certain Owners may require subcontractor qualification to be completed prior to bidding. The Project Team is responsible for confirming and complying with any such project-specific requirements.
The prequalification process is managed through TradeTapp, where subcontractors submit required information for review. The Bid Coordinator supports coordination of submissions and tracks approval status, while the Risk Management team evaluates each subcontractor and provides qualification determinations.
A consistent prequalification process helps reduce risk, ensures selection of capable trade partners, and supports successful project execution.
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Recommendation to Award
When it is time to award, use the Subcontract and PO Decision Tree (BP015WI, Defining Subcontract vs. Purchase Order) to determine which type of agreement fits the work being awarded.
The linked folder contains reference copies of Granger's standard subcontracts, purchase orders, professional services agreements, letter of intent, attachments, and the decision tree. These are included so trade contractors can see the agreement they will be asked to sign when bidding on Granger work.
These documents are not filled out as the contract. The actual subcontract, purchase order, or professional services agreement is generated from the Commitments tool in Procore.
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Responsibility: PM / Superintendent
GMPs present unique financial risks but also create opportunities to protect ourselves. GMP reviews are completed to ensure we have identified and are effectively managing project risks related to financial, schedule and overall project performance risks BEFORE a GMP is presented to the client.
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Bid Breakdown Collection Process
The Bid Breakdown Collection process ensures that detailed cost information is gathered from subcontractors to support bid evaluation and internal cost analysis. Bid breakdowns provide additional transparency into how each subcontractor has interpreted and priced the scope of work, helping the Project Team and Estimating Team identify variances, scope gaps, or inconsistencies.
Bid breakdown templates are provided as part of the front-end documents and are intended to be completed using the format established by the project team. While not required at bid submission, breakdowns should be collected prior to or during post-bid interviews to allow adequate time for review and comparison.
These breakdowns are used strictly for internal bid analysis and estimating database purposes. They are not intended to serve as a Schedule of Values (SOV) or be used for contractual or change order evaluation during construction.
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Finalize Bid Tabs
The Finalize Bid Tabs process ensures that all bid data is accurate, complete, and aligned following post-bid interviews and prior to final decision-making. This step incorporates any updates made during post-bid discussions, including scope clarifications, alternates, and subcontractor selection, resulting in a finalized and reliable bid comparison.
By validating and updating the bid tabs after post-bid interviews, the Project Team and Estimating Team confirm that all information reflects the most current understanding of scope and pricing. The finalized bid tabs serve as the official record for internal review, stakeholder alignment, and downstream processes.
A well-coordinated finalization process improves decision quality, reduces rework, and ensures clarity as the team moves toward subcontractor award.
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