CONSTRUCTION, PROJECT AND CONSTRUCTION MANAGEMENT
The term Construction Management has been interpreted differently by various groups throughout the construction industry. Essentially, a designer/coordinator works directly for a client and serves as a liaison between the client and a general contractor or a group of subcontractors.
Typically, a client engaged in a Construction Management contract has experience with past projects and is comfortable in knowing what to expect from the entire process. These clients know what values to look for and what tools and procedures should be followed in order to gain the most advantages for their upcoming project.
Construction Management contracts vary by assigning certain risks and responsibilities to different parties involved and with the appropriate compensations assigned respectively. The contracts and subcontracts among all involved parties should be cross-referenced so that each party is aware of the project schedule for drawings, scheduling timelines, addendums, etc.
Many of the advantages found in the Design/Build delivery approach are also present in the Construction Management approach. A sophisticated client can even elect to act as their own general contractor and save considerable money by avoiding the marked-up cost of purchased materials and subcontracts. This situation requires exacting contract documents that define assignments of risks, duties, insurance and timing of performance.
The following essential fiduciary duties are then the responsibility of the Construction Manager:
A Construction Manager should strive to procure the most qualified entities to perform the work and to communicate to each of them the needs of the clients. This communication provides a sound basis to insure all involved take pride in providing the best materials and performance during construction.
Once an achievable budget is established among the client, subcontractors and suppliers, a realistic schedule of deliverables should be created. From that point, strict maintenance can be applied by exact attention to the construction documents and monthly reports can be generated on performance. These guidelines can guard against overruns and help recognize potential savings.
Besides the obvious milestones any project schedule provides, diligence is required on timing for submittal reviews, material deliveries and physical site management issues on the critical path element of the project schedule. Any possible pitfalls noticed in ‘look ahead’ exercises in the schedule should be met with immediate responses in communication to all parties and potential remedies identified in order to protect costs and construction time.
Continual review of work in place as compared to the work scheduled in the contract documents is required to avoid conflicts and repair any discrepancies as quickly as possible.