actually getting the work in the first place. (Chapter 3, “How We Get the Work,” is dedicated solely to this aspect of the process.)
So to clarify, the flow of events in construction management is to first get the work and then to do the work, and as we do the work, we must keep score by assessing our progress toward meeting the project goals for time, cost, and quality. Eight basic functions are performed to accomplish these three tasks. Some of them address only one of the primary tasks, while others overlap and apply to more than one task. Although each of the 10 functions is covered in Chapters 6 through 14, I'll introduce you to them now so that you can get an overall sense of just what construction managers do before I discuss what it actually takes to be one.
Managing the project team
Performing pre-construction services
Estimating the project
Administering the contract
Managing job site and construction operations
Planning and scheduling the project
Monitoring project performance
Managing project quality
Managing project safety
Assessing and managing project risks
Construction Management Functions
The construction management functions are typically performed by a team of construction professionals trained in various aspects of the job. The experienced construction professional will be competent in just about all of the following management functions.
Managing the Project Team
Because it takes a team to perform all of the functions associated with getting a project built, it just makes sense that management of that team would be identified as an essential function. In addition to selecting the right personnel, teaming partners, subcontractors, and suppliers, the construction manager must also work to align the team's efforts with all of the goals for the project. In most cases, the responsibility for the overall management of the team lies with the boss of the construction company, or perhaps a project executive, or a project manager, or maybe a superintendent. It's this leader's job to create a culture and working environment in which every member of the project team can excel and perform at their best. There is a lot to this management function, which you will learn more about in Chapter 6.
Performing Pre-construction Services
Pre-construction services have become an especially important function, particularly with at-risk CM and design-build project delivery approaches. These services are performed during the design phase of the project, before construction begins, and help guide the owner, architects, and engineers by providing important information associated with material selection, costs, schedule challenges, labor and constructability issues, site logistics, safety, and overall project feasibility. It is during the pre-construction phase that the team can anticipate challenges and find efficiencies that generate greater value and save dollars for the client.
Estimating the Project
Given that cost is one of the major factors or values of the construction project, estimating is probably one of the most important construction management functions. Estimating entails the calculation and pricing of all materials, equipment, and man-hours needed to complete the work. We use estimating to get the work and also to help us keep score. In other words, we constantly compare the actual cost of the project with the estimated cost of the project and monitor any discrepancies. Significant variances are often the first sign of trouble, and a good project manager takes immediate steps to determine the cause and mitigate the problem.
Administering the Contract
Contract administration (or project administration) is all about the “red tape” and paperwork associated with a construction project. As you might imagine, there are tons of reports, submittals, shop drawings, time cards, payroll records, change orders, inspection records, and numerous other documents that must be processed in order to manage a project as complex and expensive as a building, bridge, or highway. Basically, project administration deals with managing all the business affairs related to the contract parties and their obligations. This function usually requires the effort of many different construction management personnel and is vitally important when it comes to doing the work and keeping score relative to the targets for cost, time, and quality.
Managing Job Site and Construction Operations
This is where all the action happens and we get to build something! This function considers every detail associated with the logistics of actually doing the work and getting it done. Think about all the activities and needs linked with workers doing their jobs: tools, equipment, traffic, parking, deliveries, storage, security, communications, signage, safety, trash, drinking water, lunch breaks, and so on. It includes everything right down to when to deliver and where to place the portable toilet! These may be things that you have never thought of before relative to the construction project. But all of these things must be planned, organized, managed, and controlled on the job site in order for the construction to move forward in the most productive manner.
Planning and Scheduling the Project
Project planning is a critical component for the successful completion of any type of building or structure. Planning is about organizing the activities that have to take place in a logical sequence in order to get the project from the ground-breaking phase (or earlier) to the occupancy phase, where the completed project can be used for its intended purpose. Scheduling introduces real time into the plan and is the tool used to communicate the scheme to all parties associated with the project. This function is all about doing the work as planned within a defined time span as well as helping keep score. The schedule is monitored and adjusted throughout the process.
Monitoring Project Performance
This is really one of the primary “keeping score” functions of construction management. There are two key components to controlling project performance: cost and time. Controlling is the process of measuring, monitoring, and comparing actual efforts with estimated inputs and adjusting the plan accordingly to get the project back on track for completion as intended. Estimates and schedules are the tools used to examine this progress.
Managing Project Quality
The quality standards on any project are established in the plans and specs prepared by the designer. Within these documents, specific measurable conditions are given. These include dimensions, tolerances, test results, temperatures, and so on. It is the contractor's responsibility to see that all such quality standards are met and verified. For the builder to accomplish this goal, they must organize, institute, and adhere to a quality control plan. The quality control plan usually consists of a number of inspections, field
