Construction Management “Ensuring it gets built right”
• Defining: The management and control of the construction phase of
a project. • Purpose: Ensure all aspects of construction are executed for the owner, safely, on time, on budget and conforming to all standards and guidelines. • Typical Responsibilities: o Quality assurance/quality control o Environmental, Health, and Safety o Cost management o Schedule analysis o Document control o Change management o Contract compliance o Claims avoidance o Inspections Construction Management
• Relationship with Owner can vary
• “Agency CM” • Professional services on behalf of the Owner. • Contract is with the Owner or the PM. • Contractors have contracts with the Owner. • Reports to the Owner or the PM. • “CM-at-Risk” • Responsible for performing the work. • Contract is with the Owner or the PM. • Subs contractors have contracts with the CM. • Reports to the Owner or the PM. Construction Management
• Management Focus • Impact
o All aspects of o Aim is to deliver the construction – project. schedule and budget o Minimal long-term o Systems to maintain impacts outside the safety and quality project o Interfaces with design: constructability • Risk o Change management o Typically known. o Quantifiable. • Stakeholder Engagement o Established o Owner and internal. mechanisms to o Outside agencies for mitigate. permitting. Project Management “Delivering the Project Efficiently”
• Defining: The management and control of a single project during all
phases of development • Purpose: Ensure all aspects of project delivery are executed for the owner, safely, on time, on budget and conforming to all standards and guidelines. This includes design, construction, procurement, and closeout/turnover. • Typical Responsibilities: o Track/monitor project schedule, funding/cost and budget o Packaging and sequencing of contracts o Contracts interface review o A/E selection o Contractor pre-qualification o Design and constructability review o Value Engineering, permitting/compliance o Contract submittal review o Scope creep review Project Management
• The Project Manager works directly for the Owner.
• Sophistication of the Owner will drive which functions are engaged (e.g. procurement). • Contract type can vary based upon the amount of relative risk between the Owner and Project Manager as well as certainty of the scope. • Lump-Sum • Cost Reimbursable • Time and Materials • Contractors have contracts with the Owner. • Reports to the Owner or the PM. • CM and 3rd – party subcontractors (both design and construction) can work for the Owner or the Project Manager - often a function of the Owner’s capacity and desire for control. Project Management
• Management Focus • Impact
o Understand the entire o Deliver the project at delivery cycle. lowest cost to the o Maintain interface Owner. across all processes. o Cost and Schedule • Risk become key drivers. o Typically known. o Quantifiable. • Stakeholder Engagement o Risks expand to include o The Owner is principal design and stakeholders. handover/operations o Competing and and maintenance. interfacing projects. o External agencies.