Introduce & Diagnose
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1.1 What preconstruction is and why clients should pay for it
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1.2 How to frame preconstruction on the discovery call
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1.3 The three client starting scenarios
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1.4 Running the in-person meeting
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1.5 Partnering vs. Bidding
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1.6 Introducing preconstruction as a process, not a fee
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1.7 Assessing whether the project is worth pursuing
Price & Budget
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2.1 The goal of pricing: reduce uncertainty quickly
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2.2 Tier 1 pricing: historical + SF pricing (±20%)
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2.3 Tier 2 pricing: division-based + trade input (±10–15%)
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2.4 Tier 3 pricing: hard pricing (sub-5%)
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2.5 Building a pricing catalog from past projects
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2.6 The SD budget: purpose and structure
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2.7 The DD budget: tightening without locking
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2.8 The CD budget: hard pricing with design intent intact
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2.9 How to manipulate data to target a budget without lying
Define & Protect
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3.1 Why scope is an alignment tool, not a legal document
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3.2 Progressive scope definition: SD, DD, CD
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3.3 Documenting assumptions so they don't blow up later
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3.4 Value engineering as expectation alignment, not cheapening
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3.5 High-impact VE moves and how to present them
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3.6 What constructability really is
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3.7 Getting trade feedback that's actually useful
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3.8 Where ambiguity is acceptable and where it's deadly
Schedule & Communicate
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4.1 Why schedule is the silent profit killer
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4.2 Development schedule vs. construction schedule
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4.3 Building a baseline schedule during preconstruction
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4.4 Running trade schedule interviews
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4.5 Communicating schedules to clients during preconstruction
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4.6 Preventing preconstruction fatigue
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4.7 The preconstruction communication spine
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4.8 Leading instead of asking clients to decide
Close & Systemize
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5.1 What "done" looks like at the end of preconstruction
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5.2 Packaging the final deliverables: scope, budget, schedule
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5.3 How to present the construction proposal
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5.4 Pricing your preconstruction service
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5.5 Internal handoff from preconstruction to construction
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5.6 Becoming the builder architects recommend
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5.7 Getting referrals even when projects don't build
