Construction management

Construction management refers to the process of overseeing and organizing a particular construction project throughout its various stages, from making the establishing bids, to planning and design, to building and completing the actual structure according to budget. A cutting-edge field that combines elements of engineering, environmental science, economics, as well as human resources, it requires a large commitment of time and energy as well as responsibility. Construction managers direct the drawing up of the initial design of the structure; coordinate the preconstruction stages by directing the acquisition of labor and materials; and then work onsite to control and direct the actual progress of the construction itself, mediating any potential friction between workers or subcontractors in the meantime.

The field of construction management responded to problems arising in the construction industry on long-term work sites and with first-level engineering projects in which, during the actual construction, lines of command can easily become blurred and accountability and prompt decisions, in turn, suffer. Beginning in the 1970s and 1980s, the hybrid field of construction management began to emerge in several universities that included engineering programs that were designed to train engineers in a far wider range of construction site skills that would better prepare individuals to lead a construction project effectively. By assigning a single individual the widest possible range of responsibilities, research indicated, projects moved more efficiently and clients, waiting to take possession of the completed facility, were more impressed by the organization of the construction company.

Background

Construction projects—whether residential, business, environmental, or industrial—were long regarded as a series of stages as each project moved from bid, to blueprint, to work site, to completed structure. However, such a template did not recognize how a work site project actually operated; a work site is less a series of stages and more a complicated combination of a series of decisions, workers, technicians, subcontractors, as well as supervisors and even client representatives all participating in the day-to-day project; despite extensive preconstruction preparation, there are inevitably surprises and unexpected conflicts.

People working in construction began to realize that the chain of command needed to be clear and responsive and that projects needed managers with higher education and training specifically in management theory to keep operations running as smoothly as possible; a project could not run effectively or stay economically viable if different teams or divisions within the project were responding to their own individual work protocols and management structures. Traditionally, engineers assumed responsibility for onsite project management. But because construction projects require more than technical expertise, project managers needed to be versed in cost and time analyses, matters of safety for onsite interaction, payroll management, public relations with clients, and human resources management for matters ranging from hiring and termination of workers to dispute resolution. The alternative would be to burden an already complex operation site with multiple layers of decision-making. Degree programs in the construction management field answered that need—by making engineering students aware of the different levels of work-site responsibilities, these programs prepare engineers to direct a site thoroughly with competence. The field has exploded—average salary range in the field is $87,000 and, as of 2014, the US Bureau of Labor Statistics estimated that there were more than 370,000 construction managers employed in the United States.

Overview

The construction manager directs four basic levels of operations—administration before the project begins; design and preconstruction; procurement; and construction.

In the pre-project administration phase, the construction manager reviews the proposed project, interviews critical sources for the project’s economic viability and feasibility, tours the possible site to assess environmental challenges, and, should the project appear promising and practical, submits (often in conjunction with a management team) a bid. If the bid is accepted, the construction manager moves quickly into the next stage: either executing or assigning the execution of computer-drafted blueprint designs and drawing up clear performance goals as well as construction schematics (including computer technology, electrical feeds, plumbing, and waste management systems designs). In addition, the construction manager files appropriate construction permits and initiates the gathering of construction equipment, appropriate levels of skilled labor, and general materials. Along with these responsibilities, the construction manager creates the project’s initial cost and materials analyses to prepare a general construction schedule that, in turn, must be approved by the client. More importantly, the construction manager creates a clear flow chart for organizational responsibilities and information relay onsite, assigning key liaison positions to ensure the execution of the construction project maintains appropriate time and expense boundaries. At this point, construction managers are required to begin a project log in which all decisions and all stages of the construction are carefully recorded—the construction manager’s log can be critical should problems develop because it can be used as evidence in the event of litigation.

Onsite, the construction manager runs the field office and is responsible for project flow, watching time management to ensure maximum efficiency, evaluating resource waste, directing payroll, inspecting for safety at every stage of the project, and assessing the ongoing project for soundness and reliability on a daily basis. The position of construction manager requires sound people skills as well as technical skills in order to keep the work force directed and committed; the construction manager resolves worker disputes and fields any complaints of friction (or, if the project is of larger dimensions, provides a clear network of communication to resolve such issues). In addition, the construction manager addresses issues that arise during the process of construction itself, the sort of events that cannot be entirely covered in preparation stages, such as cost overruns, weather, onsite accidents, and equipment malfunction. When the construction project is completed, the construction manager works with the client as they take possession of the facility and will oversee any problems encountered with the facility during whatever warranty period the construction firm provides.

Construction managers assume a wide range of responsibilities, but with a competent and experienced construction manager projects, whatever the scale, can be run more efficiently and more economically.

Bibliography

Dykstra, Alison. Construction Project Management: A Complete Introduction. San Francisco: Kirshner, 2011. Print.

Gould, Frederick E., and Nancy Joyce. Construction Project Management. 4th ed. Boston: Pearson, 2014. Print.

Halpin, Daniel W., and Bolivar A. Senior. Construction Management. 4th ed. Hoboken: Wiley, 2011. Print.

Hardin, Brad. BIM and Construction Management: Proven Tools, Methods, and Workflows. 2nd ed. Indianapolis: Wiley, 2015. Print.

Jackson, Barbara J. Construction Management Jumpstart: The Best First Steps toward a Career in Construction Management. 2nd ed. Indianapolis: Wiley, 2010. Print.

Levy, Sidney. Project Management in Construction. 6th ed. New York: McGraw, 2011. Print.

Oberlender, Garold D. Project Management for Engineering and Construction. 3rd ed. New York: McGraw, 2014. Print.

Stevens, Matt. The Construction Management MBA: Practical Approaches to Construction Contracting. New York: McGraw, 2012. Print.