Government contracting & teaming
Project management for public programs.
A small program office might need a baseline schedule and a short decision brief. On a billion-dollar capital program, our role could be managing the schedule interfaces and turnover records for one facility package. The scope follows the decisions your team needs to make.
Scope & deliverables
Work packages a buyer can scope.
Choose the workstream that fits the requirement. We agree on inputs, delivery dates, review cadence, and acceptance criteria with the program lead or prime.
| Work package | Where it fits | What Novara delivers |
|---|---|---|
| Program office & reporting support | Several teams report progress differently. The program lead needs a consistent record of decisions and actions. | Responsibility matrix, reporting calendar, decision log, and recurring status brief with owners and due dates. |
| Integrated scheduling & project controls | A prime needs one baseline across subcontractors, agency reviews, and external dependencies. | Work breakdown structure, integrated schedule, milestone variance report, and risk register with response owners. |
| Recovery planning | A milestone has slipped or a workstream is blocked. Leadership needs to know which decisions could change the forecast. | Schedule and dependency assessment, recovery options with tradeoffs, and a revised action plan for sponsor approval. |
| Implementation & transition | A process, system, or facility is approaching handover. The receiving team needs to see what it can accept and what remains open. | Readiness checklist, acceptance evidence index, open-item register, and a handover plan with named operational owners. |
For prime & general contractors
Define the workstream and its handoffs.
For a reporting subcontract or a construction package, agree on where Novara’s responsibility begins, how it feeds the master schedule, and who accepts the deliverables.
01 / Package boundary
Agree what we own.
For example, Novara can coordinate readiness for one building from equipment delivery through turnover. The prime maintains the program baseline and customer commitments. The scope identifies who approves changes and signs acceptance.
02 / Contractor interfaces
Set a reporting rhythm.
Agree a weekly status cutoff with trade or workstream leads. Novara reconciles dependencies, records decisions, and flags milestone threats to the designated project manager ahead of the progress review.
03 / Deliverable review
Give the prime a usable record.
A package-level lookahead, interface log, and exception brief show what changed, who owns the next action, and when the prime needs to decide. At handover, an indexed evidence package supports the owner’s acceptance review.
Novara Project Solutions / Website edition
Capability statement
Project management consulting
Novara helps government and commercial teams plan, deliver, and recover projects. We can baseline a single initiative or manage a defined workstream for a prime or general contractor on a multi-contractor program, from interface planning through acceptance.
Core capabilities
Frame the project
Define objectives, scope, stakeholders, responsibilities, and acceptance criteria. Turn early assumptions into a project charter, work breakdown, and baseline schedule.
Coordinate delivery and manage change
Align workstream milestones to the program schedule. At each reporting cutoff, reconcile changes, cost impacts, and risks in an interface log and a sponsor decision brief.
Assess and recover a project
Review stalled milestones and unresolved dependencies. Develop recovery options, identify the decision each option needs, and agree a revised plan with the sponsor.
Transition work into operation
Plan implementation, document acceptance, and hand off open issues to named owners. For facilities projects, coordinate commissioning readiness, testing, deficiencies, and turnover records.
Relevant founder experience
Jamie Turner, PMP, brings experience in owner representation, data center commissioning, elevator modernization, manufacturing supervision, and U.S. Army communications leadership. These roles reflect Jamie’s work with prior and current employers.
Contracting profile
JCMACDJ LLC
d/b/a Novara Project Solutions
- Unique Entity ID
- DZFQN9EM6W21
- CAGE code
- 16M50
- Primary NAICS
- 541611 · Administrative Management and General Management Consulting Services
- Focus PSC
- R408 · Support – Professional: Program Management/Support
- SAM.gov registration
- Active | All Awards
- SBA veteran certification
- VOSB / SDVOSB certification application pending
Leadership
Jamie Turner, PMP
Chief Executive Member
U.S. Army veteran
BA in Management, project management concentration
MBA in Project Management, capstone in progress
Project and teaming inquiries
info@novaraprojectsolutions.com
(863) 308-6121 · Clemmons, North Carolina
JCMACDJ LLC administration
operations@jcmacdj.com
Agency & prime contractor inquiries
Discuss a requirement or teaming opportunity.
For a request for information (RFI), sources-sought notice, or subcontract work package, send the public notice link or reference number, the scope you want covered, and the response deadline. State and local project teams can share the program and procurement reference relevant to their inquiry.
info@novaraprojectsolutions.comJamie Turner, PMP · Clemmons, North Carolina