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
delivery cycle.
o Maintain interface
across all processes.
o Cost and Schedule • Risk
become key drivers.
• Stakeholder Engagement
o The Owner is principal
stakeholders.
o Competing and
interfacing projects.
o External agencies.
o Deliver the project at
lowest cost to the
Owner.
o Typically known.
o Quantifiable.
o Risks expand to include
design and
handover/operations
and maintenance.