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Paving for the future

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Paving the road of the future. Part 1 of 2

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That's what we do at Barnard. Whether we're raising a dam in Alaska, constructing a reservoir in Florida, tunneling under downtown San Francisco, redirecting a river while building a complex hydropower plant in northern Manitoba, or strengthening and improving the integrity of a natural gas pipeline in a Sacramento suburb, our people arrive at our projects with a determination to do the best for their communities and be the best in the industry.

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CB&I is a leading provider of technology and infrastructure for the energy industry. With more than 125 years of experience, CB&I provides reliable solutions to our customers around the world while maintaining a relentless focus on safety and an uncompromising standard of quality.

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Skanska is a world leading project development and construction group, aimed at building for a better society. Learn more about us!

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Since 1909, the firm has been guided by the principles of integrity, excellence and customer delight in the delivery of construction services.

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Engineering, Construction & Project Management

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Learn why Bechtel is one of the most respected engineering, construction, and project management companies in the world.

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New Contracts Lane has won a $181 million design-build contract to widen Interstate 85 (I-85) in Cherokee County, South Carolina. Read More

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Turner has a culture of innovation and promotes advances in technology, sustainability, lean practices, building information modeling, safety, community involvement, learning and development, and knowledge sharing.

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What began in 1884 with two hardworking brothers has grown into a construction, mining and engineering powerhouse.

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Using a crane and an excavator to place precast concrete.

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Precast Concrete Plant Manufactured Detention Cells

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Placing a Precast Concrete Valve Chamber

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Click here NOW! http://www.jointoplevelposition.com The title pretty much says it all. It was about 25 tons between the two pieces.

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Never used plastic forms for concrete pour.

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http://www.concretenetwork.com Forming concrete with plastic forms is an easy way to do curved radius patios, walkways, and other concrete slabs. See this demo of plastic concrete forms being used and get tips on using them to form concrete.

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Wood frame for a concrete pour.

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Concrete Forms - Forming Concrete with Wood Forms

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http://www.concretenetwork.com Wood concrete forms are the most widely used method for forming concrete slabs, patios, driveways, walkways...you name it. Learn about the different sizes of forms, bracing, and how to properly square your forms.

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largest continuous concrete pour.

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world's largest continuous concrete pour

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World's Largest Continuous Concrete Pour

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On Saturday, February 15, 2014, those in charge of the Wilshire Grand project in downtown Los Angeles started what would become the world's largest continuous concrete pour. It involved more than 2,100 truckloads carrying some 21,200 cubic yards of concrete to form the foundation of a 73-story tower that will become the tallest structure west of the Mississippi.

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Cranes crashes are deadly.

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Construction Safety - Big Blue, construction crane disaster

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Samsung excavator

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Excavator by Samsung, Machine Type: SE210LC-3 Demo Video

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Video 7

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Framing Basics: 3 Simple Tips for Framing a Wall

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Learn a few quick tips to frame any wall perfectly and quickly. Watch the rest of the Building Skill series at http://www.finehomebuilding.com/blog/building-skills. Watch more how-to, tool-review, and design videos: http://www.finehomebuilding.com/videos/

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Video 2

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www.60Cubits.com Step by step explanation of how to build a home in a rural setting. This episode focuses on excavation for the foundation.

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Video 5

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How to Layout and Cut a Stair Stringer, How to Build Stairs

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Expert carpenter shows you how to measure out, mark and cut a stair stringer. He shows you how it's done with tips thrown in along the way to make this easy for you. (More info at http://DaveOsborne.com )

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My favorite step into the building process is when the foundation is finally complete

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A thorough process definition lays the foundation for a successful greenfield project
By Dale Feldhaus, SSOE Group

The initial phase of a greenfield project has been called many things: a conceptual or schematic design, pre-project planning, front-end loading, feasibility analysis, preliminary design, decision support package, and more. However, a simpler more meaningful term, process definition, clarifies and emphasizes what is most important during the early phase of the project: defining the process. In fact, a precise and thorough process definition phase has major implications for the permitting, detail design, startup, commissioning and operational phases of the project, including the process automation and systems integration effort. Due to its far-reaching effects, the process definition phase is the foundation for all subsequent project phases - and plays a key role in the overall success of the project.

The reality is that all projects are schedule- and cost-driven, and all project managers feel the pressure to perform. Limited time to market, return on investment, and small project budgets all contribute to an inevitable compression of the project schedule. In the midst of this stressful situation, the project team may be tempted to shortchange the process definition and move ahead into the detail design phase as quickly as possible. However, initiating the detailed design phase too soon, at the expense of a comprehensive approach to process definition, often increases the time, effort and expense in later phases of the project.

A poorly defined process inevitably creates information gaps that leave the detail design team spinning its wheels while it seeks answers to questions such as:

* "How many tanks are necessary, in what sizes, and where are they located?"
* "How many and what size pumps and motors are needed?"
* "What are the requirements for utilities (power, air, water, steam, etc.)?"
* "How many and what types of process instruments are called for?"
* "Is there a safety instrumented system?"
* "What is the process automation strategy?"

Conversely, when the process is well-defined, experience shows that project goals and design milestones can be reached as scheduled; accurate budgets can be developed and met; and the project can progress smoothly through all phases of construction, startup and commissioning. Ultimately, with a lot of hard work and a bit of good fortune, the project team will meet its intended goals (throughput, quality, performance, environmental and costs) while providing an integrated process automation system that is operable, maintainable and flexible throughout the lifecycle of the new facility.

A thorough and accurate process definition will provide an answer to the question everyone needs to know: "What is it going to cost?" Accuracy depends upon the number of engineering hours expended in this phase, and typically runs ±30% for a commitment of 2-8% of the total engineering effort or ±20% for 10-20%. With a cost estimate and the necessary supporting documentation, leaders can make that "go/no-go" decision to fully fund the project now or plan for future implementation.

Crucial Steps And Deliverables

Let's now explore the key elements in an efficient process definition phase, how they impact this phase, and level of detail required to achieve optimal results.

Define and document project goals and expectations as well as financial and performance/quality requirements. The project goals set the benchmark for the process definition detail team. They precisely define the purpose of the chemical process. In turn, they affect every supplier of components, ancillary equipment and systems involved in the project. The goals and requirements, while essential for meeting production quality and quantity needs, often are overlooked early in the planning process. This oversight frequently stems from uncertainty about the market demand for the product and customers' quality requirements. Despite these uncertainties, the sooner it's possible to develop hard numbers, the better it will be for the design, the schedule and the project overall. The project manager then will be able to disseminate this information to the team members of various disciplines, who will use it as the basis of the process design, including the specifications for the process, equipment, systems and components. As a result, the design detail team will be better able to meet the project goals.

Establish a multidisciplinary project team with realistic expectations for time allocation. This team typically consists of the core discipline leads: project manager, chemical process engineer, mechanical process engineer, instrumentation and controls engineer, electrical engineer, and information technology engineer. Given the demanding nature of their normal daily responsibilities, these people often can't allocate sufficient time to the project.

For core discipline leads, the time allocated to the project should represent 20-50% or more of their total work hours per week for the duration of the process definition phase. This represents a significant time commitment for people who likely are overtaxed already. As a result, the actual investment of time in the process definition phase typically represents only 8-30% of the total design effort. However, the closer the time investment is to the "ideal," the better the results will be at the conclusion of the process definition phase.

Set up a change management plan for project deliverables. In the chemical processing world, piping and instrumentation diagrams (P&IDs) are crucial for defining the process. Once the design team - which consists of members from various disciplines - begins to rely on these drawings to quantify the design effort, change management becomes extremely important. The best way to avoid potential upheavals is to develop and document a change-management/configuration-management plan during the initial project phase. This plan requires the team to agree on how P&IDs are to be revised, distributed and coordinated among the multiple groups involved in the design effort.

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design software for equipment and control systems

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hazard analysis tools; processing equipment

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A thorough process definition lays the foundation for a successful greenfield project By Dale Feldhaus, SSOE Group The initial phase of a greenfield project has been called many things: a conceptual or schematic design, pre-project planning, front-end loading, feasibility analysis, preliminary design, decision support package, and more.

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When it comes to construction contracts, all roads lead to and from the work breakdown structure (WBS). Not only is the WBS the strategic backbone of a project, it also provides a common framework for the natural development of the overall planning and control of a contract.

A strong WBS allows the project team to monitor and track costs from estimating through project execution. It lays out the estimate, schedule, execution and buyout strategy, and it helps formulate a plan and path forward for the project itself. It also defines how the activities within the contract will be measured, including cost elements linked to a schedule of values for reporting budget versus actual against percent complete.

Following are insights into refining the WBS.

Conceptual Stage

At the conceptual stage of a project, the WBS is a high-level document. Then, during the course of a project, the WBS can become more refined to give leaders-procurement officials, estimators, project managers and owners-a clearer picture of trends and future conditions impacting costs. In other words, they can spot the cost trends. These early efforts provide a well-defined budget and cost structure, which is critical during the execution phase.

To receive the benefit of a refined WBS, first understand the job and how to assemble the project team. Second, know the buyout strategy by understanding stakeholders' needs and requirements. Finally, assure that measurement of progress against those needs can be achieved. Projects that don't carefully consider the WBS and cost control structure are guaranteed to have more change orders, with a resulting higher final cost for the overall project.

However, even with a preliminary WBS in place, that backbone needs strengthening. The two primary ways for doing this are spotting cost trends and understanding project needs. When does the WBS need refinement? How can a company apply the dual approaches of spotting cost trends and understanding project needs?

Spotting Cost Trends

When a project needs better insight into managing contracts and budgets, it's a sure signal that its WBS requires updating. In one such case, the original cost structure had been set up by a CSI standard code structure, but the CSI codes didn't allow visibility on how to manage individual contracts and budgets. By incorporating an execution strategy into the cost system, the numbers were rolled up more easily for projecting into the future.

By refining the WBS in this way, all the costs line up. Because the estimate is created using a standard cost structure, the budget is set up using the same codes that tie into the schedule, showing earned value and performance evaluation on a monthly basis.

Another flag that calls for refining the WBS is the need to standardize. Being able to pull up historical information (e.g., to see the cost of a general contracting package in the automotive industry) helps develop costs on a new automotive project more accurately and earlier in the project. Past information, such as the sitework package costs, can aid in refining future estimates and costs for similar packages.

When developing a standard WBS and cost coding structure, estimators and cost engineers must work together to determine the best strategies. The cost engineer creates the standard cost structures and refines them for the project. These cost structures are forwarded to the estimator for coding. When bids are submitted, the same cost structure is used on the bid form to get back actual costs, analyze the bids and cost the bid prices to the estimates. This helps identify gaps in the bids and allows for an apples-to-apples comparison across bids. This method also provides insight into the bidder's understanding of the scope. Finally, the bid numbers can be used to validate current market pricing and close the loop on estimate versus actual.

With the next estimate, the historical data can be generated more quickly and can sharpen accuracy of future projections. If a refined WBS structure is not yet in place, data mining historical information is difficult to view when learning how to improve on the next job. Standardizing allows a project to be followed from estimate to buyout to actual pricing. A refined WBS provides a standard logic to see from start to finish.

Understanding the Needs

The following tips can help extract the maximum benefit from a refined WBS.

Understand the job and assemble the project team. Know the buyout strategy and understand the stakeholders' needs and requirements, such as construction strategy, capitalization, equipment and depreciation. For example, phasing of construction causes production line interruptions, and so some planning is required to handle that smoothly. It may be necessary to stock up on inventory while that line is down. Therefore, learn the implications on operations and cash flow, and what part of the project to execute and when.

Make sure that progress can be measured against the needs defined. Break the WBS down into quantifiable pieces to evaluate the progress of work using either a cost-plus or lump sum approach. The cost-plus approach is a micro-level analysis of receipts, labor hours, daily time slips and cost analysis against initial cost projections. This approach is highly quantifiable. The lump sum approach is a higher level analysis of larger milestones, such as percentage of overall completion, a building finished or a roof completed. Payments are determined based on percentage of completion.

U nderstand the job and its ultimate destination-namely, the deliverable and the report to the owner that explains costs. To get buy-in from all stakeholders, talk to the leaders: procurement, estimators, project manager and owner. This is more productive than working in a box, where the cost engineer puts the budget together in isolation. Together, these four leaders should decide if the cost report makes sense by holding a cost review meeting, making monthly projections and revisiting them, and then making adjustments with each monthly cost review. In addition, they should examine where the project is versus where it was projected to be, what has changed since the last month, and note which change orders and work orders were approved. Finally, they should record progress of completion and adjust trends accordingly.

An example is cost for concrete. Suppose that three bid packages each contain concrete work. Having only one concrete code for all packages would make it difficult to measure the progress of the concrete work. A separate concrete code should be created to measure progress for each bid package.
To measure progress, codes for cost buckets should be small enough to represent easily identifiable units of effort or materials. On the other hand, if the code or cost bucket is too small, it may not be worth the time it takes to manage the code. Costs need to be placed into the right amount of codes, with an appropriate and measurable balance. It takes experience to know how many codes are needed.

For example, a $5 million code, spent in 50 increments of $100,000, is an appropriate 10 percent of the project that makes sense, but some codes may be less than 5 percent. A clearly defined progress rate depends on project scope. Good increments make for good measurability.

All of the preceding examples underline the importance of refining the WBS at timely intervals so the cost control manager cannot only gauge the progress of the current project, but also have better information when preparing for future projects.

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The work breakdown structure is the strategic backbone of a project that provides a common framework for the natural development of the overall planning and control of a contract. A strong WBS allows the project team to monitor and track costs from estimating through project execution.

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Large construction firms increasingly prefer candidates with both construction experience and a bachelor's degree in a construction-related field. However, some managers may qualify with a high school diploma and by working many years in a construction trade, although most will qualify primarily as self-employed general contractors.

Education

It is increasingly important for construction managers to have a bachelor's degree in construction science, construction management, architecture, or engineering. As construction processes become more complex, employers are placing greater importance on specialized education.

More than 100 colleges and universities offer accredited bachelor's degree programs in construction science, building science, or construction engineering. These programs include courses in project control and management, design, construction methods and materials, cost estimation, building codes and standards, and contract administration. Courses in mathematics and statistics are also relevant.

A number of 2-year colleges offer construction management or construction technology programs. An associate's degree combined with work experience is typical for managers who supervise smaller projects.

A few universities offer master's degree programs in construction management.

Those with a high school diploma and several years of relevant work experience may qualify to become a construction manager, although most will do so primarily as self-employed general contractors.

Training

All new construction managers are initially hired as assistants and work under the guidance of an experienced manager. This training period may last several months to several years, depending on the firm.

Work Experience

Practical construction experience is important when entering the occupation, because it reduces the need for initial on-the-job training. Internships, cooperative education programs, and previous work in the construction industry can provide that experience. Some construction managers become qualified solely through extensive construction experience, spending many years in carpentry, masonry, or other construction specialties.

Licenses, Certifications, and Registrations

Although not required, certification is becoming increasingly important for construction managers. Certification is valuable because it can demonstrate knowledge and experience.

The Construction Management Association of America awards the Certified Construction Manager (CCM) designation to workers who have the required experience and who pass a technical exam. It is recommended that applicants for this certification complete a self-study course that covers the professional role of a construction manager, legal issues, the allocation of risk, and other topics related to construction management.

The American Institute of Constructors awards the Associate Constructor (AC) and Certified Professional Constructor (CPC) designations to candidates who meet its requirements and pass the appropriate construction exams.

Some states require licensure for construction managers overseeing a public project. For more information, contact your state licensing board.

Important Qualities

Analytical skills. Most managers plan a project strategy, handle unexpected issues and delays, and solve problems that arise over the course of the project. In addition, many managers use cost-estimating and planning software to determine how much materials are needed and the time and cost required to complete projects.

Business skills. Construction managers address budget matters and coordinate and supervise workers. Choosing competent staff and establishing good working relationships with them is critical.

Customer-service skills. Construction managers are in constant contact with owners, inspectors, and the public. They must communicate work plans clearly, and explain work stoppages when they occur.

Decision-making skills. Construction managers choose personnel and subcontractors for specific tasks and jobs. Often, these decisions must be made quickly to meet deadlines and budgets.

Initiative. Self-employed construction managers generate their own business opportunities and must be proactive in finding new clients. They often market their services, bid on jobs, and must learn to perform special home improvement projects such as installing mosaic glass tiles, sanding wood floors, and insulating homes.

Leadership skills. Managers must effectively delegate tasks to construction workers, subcontractors, and other lower level managers.

Speaking skill s Managers must give clear orders, explain complex information to construction workers and clients, and discuss technical details with other building specialists, such as architects. Self-employed construction managers must get their own projects, so the need to sell their services to potential clients is critical.

Technical skills. Managers must know construction methods and technologies, and must be able to interpret contracts and technical drawings.

Time-management Construction managers must meet deadlines. They ensure that construction phases are completed on time so that the next phase can begin as scheduled. For instance, a building's foundation cannot be constructed until the land is completely excavated.

Writing skills. Construction managers must write proposals, plans, and budgets, as well as document the progress of the work for clients and others involved in the building process.

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Large construction firms increasingly prefer candidates with both construction experience and a bachelor's degree in a construction-related field. However, some managers may qualify with a high school diploma and by working many years in a construction trade, although most will qualify primarily as self-employed general contractors.

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10 Responsibilities of a Construction Project Manager

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What is the role of a construction project manager at a construction site? Learn about the responsibilities of a construction project manager.

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10 Responsibilities of a Construction Project Manager

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What is the role of a construction project manager at a construction site? Learn about the responsibilities of a construction project manager.

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This one explained the life of a owner and broke down every aspect of the type of construction

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Article 2

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This article was written exclusively for ForConstructionPros by small business loan provider Balboa Capital.

As a construction business owner, you know that your construction project manager can greatly affect the success of your business. You want to work with someone who has an in-depth knowledge of the construction industry as well as strong leadership and decision-making skills. Additionally, having experience dealing with finances and budget management can help to save time and enable projects to be completed on time and on budget. The project manager will need to know what types of construction equipment to acquire and how much to spend on different aspects of the project. Successful construction project managers must be able to coordinate and oversee an entire project from start to finish, while taking the appropriate precautions to minimize risks in the field and maintain the team's safety.

Successful construction project managers should have a wide variety of skills and experience to help them to lead a team and oversee various projects. For starters, a good educational background can prepare them for the construction industry. Common types of degrees that are pursued include architecture, building sciences, construction management and engineering. This provides the foundation for a future career path in the construction industry and provides a good understanding of the theoretical ideas of construction practices.

To be successful in the industry, a construction project manager also needs the right experience.

There is no substitute for work experience in the field. Construction project managers combine their educational background with real-world knowledge to oversee their teams and carry out projects. When at a construction site, project managers will be exposed to situations that they may not learn about in classrooms, and being able to make decisions and react in a timely manner will help them excel.

With today's technology, computers and construction-specific software are constantly used to assist and expedite many different construction projects. Knowing how to correctly use software can significantly cut costs and help to keep the team - and project - on schedule. In order to fully take advantage of your software's capabilities, the project manager should be experienced and knowledgeable enough to thoroughly train his or her team members. Great construction project managers will support the team wherever they can and help its members to succeed by using all the tools at hand.

Managing a project and a full team of diverse individuals is not an easy task, but those who prepare accordingly and take the appropriate actions know that doing so will significantly increase the chances of success on a project.

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Know the Skills of a Successful Construction Project Manager

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This article was written exclusively for ForConstructionPros by small business loan provider Balboa Capital. As a construction business owner, you know that your construction project manager can greatly affect the success of your business. You want to work with someone who has an in-depth knowledge of the construction industry as well as strong leadership and decision-making skills.

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What Is Construction Project Management (CPM)?

According to the Project Management Institute (PMI), project management is "the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality, and participating objectives." You can extend PMI's definition to construction project management, wherein a construction project manager uses the same model to achieve the same goal, only in a construction context.

At its most fundamental level, construction project management handles the planning, coordination, and execution of a construction project, whether it's agricultural, residential, commercial, institutional, industrial, heavy civil, or environmental.

Construction project management typically includes complicated tasks that can shift wildly, depending on the work at hand, and it requires strong skills in communication, deep knowledge of the building process, and the ability to problem-solve. Construction project management is a complex field, requiring knowledge in many different areas like finance, mediation, law, business, and more.

History of Construction Management, from the Pyramids to Today

As long as there have been complex building projects, there have been project managers. For centuries, however, the person overseeing the construction of a complex building was often the architect, which is thought to be the case in ancient structures like the Great Pyramids of Egypt and the aqueducts of Rome.

Into the Renaissance, individual architects began to be known for their designs, like Sir Christopher Wren of England. Wren designed and built buildings in the late 17th and early 18th centuries, including the masterpiece St. Paul's Cathedral, that help give London its rich countenance. Wren had a breadth of knowledge that would foreshadow the types of skills needed on a complicated construction project, with expertise in advanced mathematics and physics, as well as in design. He was on his building sites every day overseeing every phase of the works.

The rules of project management began to take shape across corporate America around the time of World War II, and by the 1950s, they were guiding civil construction projects. This meant that the phases and tenets of managing a construction engineering project were now being applied to a variety of corporate projects.

More and more details of managing a construction project can be done digitally (see software section below), and that trend is expected to grow. Mobile-friendly technology and software are set to play a major role in the field, as a younger workforce is more comfortable with the technology, and it will allow the work to be managed and tracked from anywhere.

The Role of a Project Manager in Construction Management

Construction project managers shoulder the responsibility of keeping the project moving according to plan. The goal is to manage the project so that it finishes on schedule and within budget, while still meeting building codes, plans, and specs. A construction project manager may also be charged with setting the parameters, finances, and calendar; vetting and hiring subcontractors and on-site workers; developing a strategy for potential conflict resolution; and more.

The Construction Management Association of America, a U.S. construction management certification and advocacy body, says the 120 common responsibilities of a construction manager fall into these seven categories:

Project management planning

Cost management

Time management

Quality management

Contract administration

Safety management

Construction management professional practices (manage the team working on the project, define each person's role and responsibilities, etc.)

The Role of a Contractor in Construction Management

First up in any construction project is the design phase, and when that's finished, the construction project manager opens the bidding process to interested contractors. To qualify for consideration, contractors must be able to show they can handle public safety; decision-making, engineering, drafting, human resources, and time, cost, and quality management. The contractors who meet these guidelines are then chosen through low-bid selection, best-value selection, or qualifications-based selection - all common measures.

Construction Project Management Basics: How to Win the Project

When a project owner is ready to get started, the owner will share project information to a large group of contractors, general contractors, or subcontractors to solicit bids. The process starts with a cost estimate from blueprints and material take-offs, telling the owner how much money he or she should expect to pay for the contractor to complete the project.

A contractor can expect two kinds of bids:

Open Bid: Open bids apply to public projects and are usually advertised. With an open bid, any contractor can put in an offer.

Closed Bid: The process for a private project starts with a closed bid, wherein the owner invites a select group of contractors to send in their bids.

Whether the owner chooses an open or a closed bid process for the project, the bids will then come in, and the selection of a contractor can commence based on a number of criteria:

Low-Bid Selection: The bottom line - aka the price - is the main focus for the project owner. The winning contractor is the one who submits the lowest price for the project.

Qualifications-Based Selection: In this process, the project owner asks contractors to submit with their bid a request for qualifications (RFQ), which summarizes the contractor's experience, plans for management, organizational flow, and success in staying on budget and on schedule. The project owner then chooses the contractor with the best qualifications.

Best-Value Selection: In this approach, the project owner considers both the bid price and the contractor's qualifications to find the best combination of cost and skill set.

The next and final step after an owner chooses a contractor is to negotiate a payment agreement. Both parties typically select from four payment models:

Lump Sum: A lump-sum contract is the most prevalent choice. The project owner and the contractor come together on the overall cost for the work, and the owner must pay that amount, regardless of the project's success or if the final bill surpasses the initial quoted price.

Cost-Plus-Fee: As the name suggests, cost-plus-fee includes the total cost of the project as well as a fixed fee percentage of the overall cost to the contractor, all of which the owner must pay. This is the most contractor-friendly arrangement, since it covers all additional costs.

Guaranteed Maximum Price: With a guaranteed maximum price contract, the owner and contractor agree on a set price that the total cost and fee cannot exceed.

Unit Price: If the two parties can't agree on the cost ahead of time, they opt for a unit-price model, in which the owner pays out a specific unit price throughout each phase of the project.

The Construction Management At-Risk Delivery Method

"CM at-risk" is a delivery method growing in popularity in the United Kingdom and around the world, and it refers to the business relationship between a construction contractor, owner, and architect (or designer). With this plan, the construction manager commits to completing the project for a guaranteed maximum price (GMP) and plays two roles: He or she is a consultant to the owner through development and design (pre-construction services), then shifts to general contractor responsibilities during construction. Thus, the fundamental character of the professional relationship is changed.

In addition to acting in the owner's interest, the construction manager must control construction costs to stay within the GMP. Because the arrangement guarantees a maximum payment, low bids are typically not considered. Instead, the construction manager will work toward fulfilling the financial goal through other avenues.

The advantage of a CM at-risk arrangement is budget management. Before a project's design is completed (six to 18 months of coordination between designer and owner), the construction manager is involved with estimating the cost of constructing a project based on the goals of the designer and owner (design concept) and the project's scope, all while achieving optimal quality. The construction manager will have to be ready for potential changes to balance the costs, schedule, quality, and scope of the project while still meeting the financial goals.

For example, instead of a redesign, the construction manager may suggest modifications instead. Or if the owner decides to expand the project, the team will have to make adjustments before pricing. To keep a handle on the budget before design is complete and construction crews are called up, the construction manager conducts site visits and purchases major items ahead of demand.

Advantages: In this arrangement, the construction manager assumes the risk, so he or she has an incentive to act in the owner's interest and to efficiently manage costs, considering GMP overruns would be the responsibility of the manager's company.

Drawbacks: A cost overrun could cost the construction manager a great deal of money. The CM is allowed some mistake-related contingency, so there is a possibility that they will compensate by reducing the scope of the work to fit the GMP. Also, since the GMP is decided before design begins, it is difficult for owners to know whether they received the best possible bid.

Bottom Line: An at-risk delivery method is best for large projects - both complete construction and renovation - that are not easy to define, have a possibility of changing in scope, or must meet strict schedule deadlines. It can also be an efficient method in projects containing technical complexity, multitrade coordination, or multiple phases.

Accelerated Construction Techniques: Starting with its Accelerated Bridge Program in the late 2000s, the Massachusetts Department of Transportation began employing accelerated construction techniques, in which it signs contracts with incentives for early completion and penalties for late completion, and uses intense construction during longer periods of complete closure to shorten the overall project duration and reduce cost. The federal and California Departments of Transportation also employed this technique after the Northridge earthquake in 1994 to speed up repair of freeways in the Los Angeles area.

Business Models for Construction Projects

The bidding process is usually consistent no matter the type of construction project, but you can expect two business models in the construction industry:

Design-Bid-Build Contracts: Both popular and prevalent, design-bid-build contracts allow the owner to choose a contractor after an architect or engineer completes the design phase.

Design-Build Contracts: The opposite of design-bid-build, in a design-build contract, the design and construction phases are handled by the same party (referred to as the design-builder or the design-build contractor). This approach speeds up the project's completion since the design and construction phases can happen simultaneously.

As noted in the two above models, the bidding process begins with the design phase. The design stage itself can be broken down into different approaches.

Conceptual/Programming and Feasibility: This model uses the final vision of the building as the starting point to determine needs, goals, and objectives. Considerations include the building size, the number of rooms, how the space will be used, and even who will be using the space. This information is generally captured in a spreadsheet listing each room, the critical information about those spaces, and the approximate square footage of each area.

Schematic Design: Schematic designs are drawings or sketches used to identify spaces, shapes, and patterns. Not every part of a construction project can be sketched, of course, but those that can be are in this type of design. The drawings note materials, colors, and textures. These sketches can also capture floorplans, where structures like elevators will be placed, and so on.

Project Management Principles and Process

After the bidding process is finished, the construction phase can then start. Although the stages of a construction project are different than that of traditional project management, they follow a similar pattern.

If they don't already know them, all construction project managers should familiarize themselves with the five phases of project management, as developed by the Project Management Institute.
1. Initiation
Before the project starts, a project manager must develop and evaluate the business case to determine if the project is feasible and worth undertaking. Stakeholders may be asked to do their due diligence and to conduct feasibility testing, if needed. When all parties agree to proceed with the project, the project manager writes a project charter or project initiation document (PID), which includes both the business needs and the business case.
2. Planning
Next, the project team develops a road map for all involved. This includes the project management plan (PMP), a formal, approved document created by the project manager to guide execution and control, as well as set baselines for scope, cost, and schedule. You can also expect to see these documents in the planning phase:

Scope statement and scope documentation: This defines the project's business need, benefits, objectives, deliverables, and key milestones.

Work breakdown structure (WBS): This document breaks down the scope of the project into visual, manageable chunks.

Communication plan: This outlines all aspects of communication, from goals and objectives to roles to tools and methods. The communication plan creates a common framework that everyone can work from to avoid misunderstandings or conflict.

Risk management plan: This helps project managers identify risks beforehand, including time and cost estimates that may not be met, potential budget cuts, shifting requirements, and a shortage of committed resources.

3. Execution
Now the work begins. Typically, all parties hold a kickoff meeting, then the project team begins the crucial work of assigning resources, implementing project management plans, setting up tracking systems, completing tasks, updating the project schedule, and if necessary, modifying the project plan.
4. Performance and Monitoring
The monitoring phase often happens concurrently with the execution phase. This phase is necessary to measure progress and performance and to ensure that items are in line with the overall project management plan.
5. Closure
This final phase marks the project's completion. To mark the conclusion, project managers may hold a post-mortem meeting to discuss what parts of the project did and didn't meet objectives. The project team then creates a punch list of any lingering tasks, performs a final budget, and issues a project report.

Learn more about the phases of project management.

New to Construction? Advice from the Experts

We asked six construction project management experts about their No. 1 piece of advice for people entering the field.

Here's what they had to say:

"My biggest piece of advice: Never stop learning. That was actually one of the major reasons why we created Construction Junkie. The construction industry may still do some of the same things we've done for decades, but there's always room for improvement and things should always be improving. Just look at the advances being made in concrete right now. Concrete has been used for centuries, but now scientists are figuring out ways for it to heal its own cracks and others are engineering ways to make permeable concrete strong enough for heavy concrete. If we stop learning, progress stops with it."

- Shane Hedmond, editor in chief of ConstructionJunkie.com

Top Construction Management Books for Beginners

Here are some top construction management books for beginners, either students or those just entering the field:
Informative Articles on Construction Project Management
Even more valuable resources on construction project management can be found on the internet in the form of articles and reports. Here are two such documents that flesh out the role of the construction project manager in the building process.

The Risk in CM "At-Risk," by Warner Strang

This PDF explains the pros and cons of the CM at-risk model from the owner's and construction manager's point of view, along with pointers on how to get the most out of the arrangement.

"What Is Construction Project Management?" by Gerardo Viera

This article breaks down the overlap between project management and construction management, outlining how knowledge of one can feed into the other.

The Stages of Construction Project Management

The construction management life cycle begins at the same time as the bidding process, but once the contract has been finalized, the meat of the project can star.

Here are the stages in a construction project:
1. Design
This is the first stage of a construction project, and once it is completed, it signals the beginning of the bidding process. In design-bid-build contracts, the owner chooses a contractor based on completed designs.

In this stage, an architect or engineer first assesses the feasibility of the design based on regulations and codes of the building, as well as the number of rooms, the size of the building, and the amount of space. Then he or she creates schematic designs or sketches, researching the type of equipment and materials needed and their cost.
2. Pre-Construction
The bidding process is over and the owner has chosen a contractor. The contractor is then paired with the project team, including a contract administrator, project manager, field engineer, and superintendent. Then the team gets the site ready for construction. They conduct a site examination, test soil, and identify any possible unexpected situations, like environmental challenges.
3. Procurement
The project team purchases the required equipment, materials, and labor. In other words, the procurement stage is when the team buys everything it needs to complete the project. The complexity of this stage depends on the size of the project and the company. Large national construction companies usually have procurement departments that hire labor and purchase materials for hundreds of projects at once. On the other hand, for smaller projects, the superintendent may buy limited quantities of materials from local building supplies or hire a local laborer.
4. Construction
To kick off the construction phase, the superintendent will arrange a meeting with the subcontractors and material vendors to set the ground rules for working together. Then the team must get ready to start construction, completing activities like setting up temporary storage facilities, securing the site, developing a materials and handling plan, establishing safety programs, and more. After that, the team begins construction.
5. Commissioning
Once construction is completed, the commissioning stage begins. There are two parts to the commissioning process. First, the project team must test the systems and equipment to make sure everything is working correctly before turning over the building to the owner. Then the team must train the owner's personnel in the operation and maintenance of the systems in the new building.
6. Owner Occupancy
When the owner moves into the new building, the warranty period starts. This ensures that all the materials, equipment, and building quality meet the expectations outlined in the contract. There are two types of warranties: express warranties (written and included in the contract) and implied warranties (established or required by law).
7. Project Closeout
This final phase ties up any loose ends. The team formally completes any remaining contractual obligations to finish the project. They may create a project punch list of any tasks that didn't get accomplished and may conduct a post-project review, document lessons learned, archive project documents, or prepare a project completion report.

Cost, Budget, and Finance in Construction Management

Project managers must always think about money. From estimating budgets before the project even starts to hiring and paying contractors, financial management is one of the most important parts of a successful project.

Here's what you need to know about money matters in construction:
1. Construction Pricing and Contracting
There are a number of options when paying contractors and outlining price in contracts. In the competitive bidding process, contractors submit their bid to work on the project. These bids are either submitted on a lump-sum or unit-price basis, whichever the owner specifies. A lump-sum bid refers to the total price of work by the contractor. Unit-price bidding is used in projects where the amount of labor and materials are uncertain.

Instead of inviting competitive bidding, some private owners choose to award contracts to one or more selected contractors with negotiated contracts, which provides more flexibility in pricing. Negotiated contracts usually require reimbursement of direct project costs plus the contractor's fee determined by one of these methods: cost plus fixed percentage, cost plus fixed fee, cost plus variable fee, target estimate, or guaranteed maximum price or cost.
2. Cost Estimation and Budgeting
A cost estimation is prepared in order to submit a bid for a construction project and is used to establish a budget for the project once it is won. The process includes determining the cost estimates from building, unit prices and lump-sum estimates, job sites and general overhead, bidding procedures, and labor costs. Cost estimates are sometimes prepared by a professional, such as a building estimator or a chief estimator. Even though the project manager may not be the sole person responsible for cost estimation, it is still necessary that he or she become familiar with the process to understand the scope of the project.
3. Cost-Control Monitoring
As the project begins, project managers need to quickly create a process to monitor project costs. The sooner the cost-control monitoring phase begins, the faster that project managers will be able to identify trouble spots. For example, if an item is significantly more expensive than the estimate, the project manager should identify the reason for the difference and see if that cost increase affects anything else in the budget.
4. Capital Improvement Plan (CIP)
A Capital Improvement Plan (or Program) is a four- to 10-year plan that identifies capital projects and equipment purchases, provides schedule, and identifies options for financing the plan. The plan links a government entity, a strategic plan, and the entity's annual budget. A CIP includes a list of all projects or equipment to be purchased, the projects ranked in order of preference, the plan for financing the projects, schedules for the construction phase of the project, justification of the project, and explanation of the expenses.
5. Project Accounting
The project manager and/or the agency's accounting department will have to develop the project budget for the fiscal year, record and report expenditures, review and pay contractor invoices, and manage cash flow. From materials to labor, there are many costs in construction projects. Costs are either direct (labor, material, subcontracting, and land) or indirect (indirect labor, supervision, tools, equipment, supplies, insurance, and support costs).

The project team and the accounting department may need to work closely together to manage contractor invoices. The project team reviews invoices to make sure the work has been properly completed, then the accounting department ensures that the invoices are contractually eligible and the prices are consistent with the contract.

Organizing and Scheduling a Construction Project

With RFPs, contracts, invoices, blueprints, and more, it can be hard to keep track of all the necessary documents in a construction project. Because construction projects are so large and involve complex information, organization is key to staying on schedule.

Organization Strategies

There are several streams of information that need organization and management in any construction project. These are the most business-critical:

Records Management: Record management controls the distribution, storage, and retrieval of project records, both hard copies and electronic, in a safe, secure manner. Project managers must make sure that all incoming and outgoing documents are transmitted through the records management specialist, who uses software to track the records (this method will also create a central library of all project documents and information).

Contract Management: It is important to clearly define the roles and responsibilities for the project team members who are managing the project and the project staff responsible for managing contracts and documents. The contract management plan is designed to set expectations and procedures around this by addressing who has the authority to direct and approve the contractors to work, how the contractor's work is monitored and reported, how they are paid and approved, how contracts are modified, which financial audits are necessary, etc.

Contract Procurement Planning: Project managers also have to ensure that procurement activities fit with the project plan. Some of the tasks they have to manage include:

Setting expected contract price

Creating the scope of work (SOW) for each contract

Standardizing procurement documents and any other necessary documents

Adding completion dates to contracts that align with the project schedule

Commissioning Plan and List: The commissioning plan and list should be started early in the design phase and continually updated as the project progresses. The commissioning plan is designed to provide direction for the commissioning process during construction; to resolve issues related to scheduling, roles, and responsibilities; and to aid in the reporting, approvals, and coordination. It is a systematic process to ensure that buildings perform according to the design and to the owner's operational requirements.

Project Control Process: The project control process tracks and manages the scope, cost, and schedule of a construction project. The goals of this process are to establish a baseline, track performance against the baseline, forecast performance at completion and compare to the baseline, and identify changes and monitor the effects to the baseline.

Project Requirement Definition: Also known as the statement of work, this document details the project deliverables. In the project requirement definition (PRD), the project manager explains the scope of work and what the project will accomplish. It helps stakeholders, team members, and external parties all understand the goal of the project and acts as a record of initial expectations.

As-Built Drawings: Also known as record drawings, these are edited drawings submitted by a contractor at the end of a project. They reflect all the changes made in the working drawings during the construction process and show the dimensions, geometry, and location of all elements included in the contract. As-built drawings provide a quick visual into the existing design and capture deviations from the original documents.

Daily Documentation: Keeping diaries, logs, and daily reports of project activities acts as a reference guide after the work is completed and can mitigate any damages. This kind of documentation can show how questions were answered, how problems were solved, and tracks any unusual conditions on a certain day. By keeping these daily logs, you are leaving a paper trail throughout the whole project in case anything goes awry later on.

And finally, the working drawings are created. These are the project's final specifications and illustrations that builders use for construction and that contractors add to their bid.

Scheduling Strategies

Organizing your documents helps you categorize and prioritize important project information, and once you have everything stored in a central location, you can build out your project schedule.

A well-defined schedule provides a structured approach to planning, identifies problems before they arise, forecasts cash flows, and assesses resource requirements.

Here are the fundamental and advanced scheduling techniques:

Gantt Charts: A Gantt chart is the easiest way to create a construction schedule. It lets you visualize your project timeline by transforming task names, dates, durations, and end dates into cascading horizontal bar charts. Learn more about creating and using Gantt charts in Smartsheet.

Critical Path Scheduling: The most widely used scheduling technique is the critical path method. This method calculates the minimum project completion time and the start and end dates for all project tasks. It identifies the critical tasks that, if delayed, will delay your entire project. The critical path method helps you reduce timelines, manage resources, and compare planned with actual. To learn more, read our Ultimate Guide to the Critical Path Method.

Line of Balance: This scheduling technique is best suited for repetitive work and is often employed in road construction. It is a management control process for collecting, measuring, and presenting facts relating to time, all measured against a specific plan. With a Line of Balance schedule, you must allocate resources for each step, so you can make sure the next step is not delayed.

Q Scheduling: This form of construction scheduling addresses the sequence of activities, relationships between tasks, and the total cost of finishing the project. It includes the overall construction site and prevents two competing activities from happening at the same time at the same location. While this technique is the closest to reality, it requires special software and can take more effort from the project manager to evaluate cost analyses for the different schedule alternatives generated.

Problems, Issues, and Legal Matters in a Construction Project

Construction projects are always changing, and the constant level of uncertainty can often bring conflict to project teams. Construction project managers are often tasked with resolving disputes, identifying and mitigating risks, and understanding legal ramifications.

Here's what construction project managers should know:

How to Resolve Disputes

Conflicts will inevitably arise in any project. It's the project manager's job to resolve the disputes, so the team can stay productive and work well together. Possible conflicts in a project could include poor communication, lack of clarity, conflicts of interest, limited resources, or power struggles. While every conflict is different, there are several resolution strategies that you may employ:

Mediation: A third-party mediator will be hired to resolve the disputes between the two parties. This strategy is the cheapest and least time-consuming.

Mini-Trial: A mini-trial is held in an informal setting with an advisor or an attorney who must be paid. The agreement is nonbinding and can be broken. A mini-trial takes more time and more money than mediation.

Arbitration: Arbitration is the most expensive and time-consuming way to resolve a conflict. Each party is represented by an attorney while witnesses and evidence are presented. Then, the arbitrator makes a ruling and his final decision is a binding agreement.

How to Create a Risk Management Plan

By focusing on prevention, project managers can spend less time dealing with spontaneous problems and more time on reducing their impact. A risk management plan is used to manage all project risks, defines the roles of project staff in risk management, and identifies potential risks and categorizes them in terms of probability and impact.

Understand Legal Principles

When project managers have to negotiate contracts, deal with jurisdictions' licensing requirements, purchase insurance, and manage job site safety, an understanding of legal principles can save time and money. There are several areas of liability in construction management. There could be a claim for failure to detect defective work if a bid exceeds estimates, if there is extended overhead, or if the project is delayed. Most professional liability policies don't cover any aspect of faulty workmanship (like fabrication or installation) or economic risks, so project managers have to make sure they have the appropriate coverage and are doing everything they can to avoid liabilities and claims.

How to Prepare a Quality Control Plan

A quality control plan ensures that the building has reached a specific standard. Quality control is the last step a project goes through before it's delivered to the owner, and it consists of a series of systems and procedures to make sure it meets the highest standards. Project managers will have to evaluate how to test quality, create a step-by-step process for auditing the project, and revise and review the plan to find new problem areas. They will also have to be knowledgeable in safety management and codes, building codes, and compliance codes, then include these aspects in the plan.

How to Anticipate and Address Environmental and Neighborhood Impacts of Construction

Construction project managers and their teams can plan for licensing, permits, and all measures of local regulations, but sometimes nature plays a part in the building process. These are a few ways flora and fauna, the land and the sea can affect your project plan - and how to deal with them.

Dust and Mud: Excessively dusty conditions can result from construction vehicles simply driving on a site, much less moving earth from spot to spot. Because the increased particulate matter can disrupt nearby businesses and homes, construction project owners would do well to control the dust count. One easy way to do so is to drive a water truck through the site and spray down the area. However, this creates mud, which can spread out to surrounding areas via construction vehicles. To counter this development, the project owners should get a street sweeper to clean the roads.

Storm Water Pollution: Construction projects can introduce foreign elements to the land. Should a storm hit, the runoff can carry those potential pollutants to nearby streams, rivers, lakes, aquifers, wetlands, or coastal waters.

Endangered Species: If an endangered species is found on the construction site, the site must cease operations for as long as it takes for authorities to assess the situation. Once a decision comes down, the contractor implements the proper course of action to not disturb the species.

Vegetation: Animals aren't the only protected entities; trees and vegetation on a construction site could be subject to environmental safeguards too. The construction project manager could be faced with designating a safe zone for the growth, perhaps with a fence or security tape.

Wetlands: Wetlands are some of the most heavily protected areas in the United States. Contractors and builders must be especially vigilant in preventing contaminants or unregulated material from entering these restricted zones.

Historical or Cultural Artifacts: This classification can cover arrowheads, pottery shards, early tools, bones, and more. If any artifacts are found on the construction site, all work must halt until the the pieces can be studied and removed.
Learn More About Smartsheet for Construction

Construction Project Management Software

There are many versatile web, cloud, and mobile apps to streamline communication, simplify document management, and improve efficiency in construction management.

Here are some of top construction management tools:

Smartsheet

Smartsheet is a spreadsheet-inspired work management tool with robust collaboration and communication features. With pre-built construction templates, it's easy to create a timeline, track progress, manage documents, and organize the details. Gantt charts are automatically created and auto-adjust every time a change is made, so you can share the most up-to-date timeline with team members or stakeholders. You can upload files from your computer, Google Drive, Box, Dropbox, Evernote, or add a web URL, creating a central repository for all project documentation and contracts. Team members can have discussions directly in the sheet and set reminders and alerts, so everyone is on the same page. And lastly, Smartsheet integrates with other apps like DocuSign (to streamline the contract process by collecting e-signatures), Harvest (to automatically create invoices), and Google Apps (to sync your calendar and add or edit information directly from Gmail). Get a free 30-day trial of Smartsheet.

Buildertrend

BuilderTREND is a cloud-based construction project management tool for home builders and remodelers. It helps builders communicate with subcontractors about tasks and allows clients to see real-time status about their home and the costs. BuilderTrend lets you create proposals, simplify the bidding process, send documents, create schedules, and manage customer relationships.

Co-Construct

Co-construct is a web-based solution for custom builders and remodelers. It helps businesses coordinate their selections, schedules, and photos while improving relationships with interactive communication. Users can track change orders, create a project budget, update schedules, share files, and more.

Procore

Procore helps firms increase efficiency and accountability with streamlined communication and documentation. The cloud-based tool provides ways to collaborate on projects and view documents, with real-time editing capabilities. Other features include project dashboards, scheduling, reporting, document management, email training, bidding and more.

BuildTools

BuildTools is designed for residential construction firms and offers project management, scheduling, service management, document storage, budgeting, and customer management capabilities. You can manage all the communication for your crew and subcontractors, easily sharing emails, site photos, project schedules, budgets, and timesheets.

Aconex

Aconex offers one solution to manage information and processes across engineering and construction project to improve efficiency and reduce risk. Features include document management, workflow automation, bid management, issue management, and more. As a web-based solution, Aconex allows users to create and review documents from any location.

PlanGrid

PlanGrid is a construction productivity platform that enables collaboration via mobile device in the field or wherever your project team is working. It allows the latest versions of blueprints, RFPs, schedules, and more to be synced to every employee in real time.

Education Opportunities for Construction Project Management

The study of construction project management is a specialty field where you learn about management, planning, and organization in order to successfully complete projects in the construction industry.

Traditionally, people in this field were promoted to construction project manager positions from trade jobs like carpenter or plumber. Then, by the end of the 20th century, construction had grown so complex and intricate that companies started to look for education over experience.

From four-year plans to certificates to Ph.D. programs, there are many educational possibilities in construction management.

Education and Training Opportunities: What to Study and Where to Apply

Today's construction project manager typically has a bachelor's degree in engineering or construction, with some pursuing master's degrees and certificates as well. And with the rise of online classes, it is much easier to hold a full-time or part-time job and take classes in your off-hours (online certification programs are especially popular).

Here are the education options for those wanting to pursue construction management:

Bachelor of Science in Construction Project Management

A B.S. in construction project management is a four-year program where you learn how to analyze structural systems, implement cost estimating and scheduling techniques, assess conflict and identify resolution strategies, apply the principles of project management to construction, and more. It prepares you for careers like construction executive, project manager, project engineer, field engineer, cost engineer, or facilities engineer.

Classes can include Financial Accounting, Technical Writing/Communication, Structural Analysis, Engineering Economics, or Conflict Resolution. There is also a growing availability for construction of LEED-certified buildings, green construction, and more. Depending on the university, the classes can skew heavily toward mathematics and engineering.

Some of the top universities for construction management include:

Clemson University in Clemson, South Carolina, which has a 90 percent job placement rate for graduating students.

University of Washington in Seattle, Washington, boasting an entire Construction Management Department.

Georgia Institute of Technology in Atlanta, Georgia, notably its School of Business Construction.

University of Florida in Gainesville, Florida, the first to become accredited by the American Council for Construction Education (ACCE).

Cal Polytechnic State University in San Luis Obispo, California, with courses in Construction Management in its College of Architecture and Environmental Design

Pratt Institute, the renowned art and design school with campuses in New York City, Brooklyn, and Utica, New York, has close ties to New York construction resources, with faculty that's overseen such projects as the World Financial Center.

Kennesaw State University in Kennesaw, Georgia, provides scholarships to qualifying construction management students, and its advisory board actively engages in hiring the school's students and graduate

Master of Science in Construction Management

You may also decide to pursue a Master of Science in Construction Management or an MBA with a concentration in construction management. If you pursue a graduate degree, you can choose to focus in more specialty areas, like construction, real estate, or construction management.

A master's program introduces advanced concepts like financial, legal, ethical issues, and leadership strategies, and ends with a thesis project. Before you begin a graduate program in construction management, you must have a bachelor's degree; some programs require that you also have professional experience.

Courses may include Advanced Construction Scheduling, Lean Construction, Project Delivery, Risk Management, Schedule Impact Analysis, or Construction Estimating.

Some of the top universities for a master's in construction project management include:

Arizona State University (ASU) in Tempe, Arizona, offers undergraduate, graduate, and doctoral studies of construction management. It also offers an accelerated master's program called "4+1," allowing undergraduates to begin a master's program as seniors. Its school of construction is the largest in the state and produces 21 percent of all construction management degrees in Arizona. ASU also offers an online master's program in construction management, designed to meet the growing need for professionals with advanced technical, management, and applied research skills in the construction industry.

Stanford University in Stanford, California, has a graduate and doctoral program in three construction course tracks: construction engineering and management, design-construction integration, and sustainable design and construction.

University of Washington in Seattle, Washington, includes certificates, undergraduate, and graduate degrees in construction management. The department also has strong ties for local construction agencies, leading to many student internships.

Clemson University in Clemson, South Carolina, has received high marks for its construction management master's program from both the National Center for Construction Education and Research, and the Associated General Contractors of America.

Construction Project Management Certificates

Many universities, including the University of Washington, the University of California, Berkeley, and the University of Houston, offer construction management certificates. These certificates require less credits than a degree, so you can complete the courses faster and gain further knowledge to differentiate yourself from the crowd.

In addition to university certificates, a number of associations and institutions also offer certification programs. Here are a few:
Certified Construction Manager from the Construction Management Association for America (CMAA)
According to the CMAA, North America's only organization dedicated to the interests of professional construction and program management, "a Certified Construction Manager (CCM) is someone who has voluntarily met the prescribed criteria of the CCM program with regard to formal education, field experience, and demonstrated capability and understanding of the CM body of knowledge."

To become certified, you must have 48 months of experience as a construction manager in a number of qualifying areas and meet a number of other criteria ( click here for the full list). If you meet the qualifications, you must pay an application fee of $325 for CMAA members or $425 for non-members, and take a certification exam.

The exam costs $275 initially, and if you have to retake it, the fee drops to $125. It is a five-hour exam, with questions about project management, cost management, time management, contract administration, quality management, professional practice, and safety and risk management.
For more information about becoming a CCM, click here. Construction Manager in Training (CMIT) from the Construction Management Association for America (CMAA)
The Construction Manager in Training (CMIT) program is designed for soon-to-be and recent graduates, working graduate degree candidates, or experienced professionals looking to become a construction manager. The program focuses on professional development and learning about key construction management practices early on in your career.

The program has two phases: a capstone assessment that requires a passing grade of 80 percent and a mentor-protege relationship. It requires CMAA membership status in addition to program fees, which range from $60 to $195, depending on whether you are a student or young professional.
Visit the CMAA's website here for more information about the CMIT program. Associate Constructor Certification from the American Institute of Constructors
The American Institute of Constructors promotes individual professionalism and excellence throughout the related fields of construction. It offers an Associate Constructor certification for recent graduates of four-year construction programs. The certification represents a high level of skill and knowledge in managing the construction process.

To become certified, you must pass a 300-question multiple choice exam given during two four-hour sessions on a single day. The exam includes questions about communication skills, engineering concepts, management concepts, materials concepts, and more. It costs $165 for the first time you take the exam, then $110 if you want to retake it.
Visit the American Institute of Constructors' site for more information.

Getting a Job as a Construction Project Manager

Do you like building and design, but think architecture involves too much drawing? Or that civil engineering involves too much math and carpentry involves too much manual labor? Then construction project management is for you.

While the job market was hit hard in the mid-2000s, hiring is now on the rise. Employment is expected to grow 5 percent from 2014 to 2024, which is as fast as the average for all occupations, but construction activity is expected to increase in the next decade. Candidates with a bachelor's degree in construction science, construction management, or civil engineering and who have construction experience will enjoy the best job prospects, as well as a median salary for a construction project manager of $89,300, according to the U.S. Department of Labor.

Once hired, a construction manager will likely work out of a main office, but he or she can expect to spend a lot of time on construction sites to view the project's progress and to answer questions and make decisions on equipment, staffing, and many more topics. Additionally, construction managers are often expected to be on call all day and can easily work more than 40 hours per week.

Here's a list of the necessary skills and possible job titles in construction management:
Skills and Abilities
Successful construction project managers should have a wide range of skills and abilities to help them manage diverse teams and projects. A solid education is a great place to start and certainly prepares you for the construction industry. However, there is no substitute for real-life, hands-on work experience. Those interested in a career in construction project management should expect to be well-versed in these skills:

Understanding of the building process

Problem solving

Leadership

Strong communication skills and the ability to work with different groups of people, from project owners to tradesmen

Teamwork

Time management

Document management

Experience with finances and budget management

The ability to coordinate and oversee a project from start to finish

Computer skills and knowledge of construction scheduling software

Construction Management Job Titles and Definitions

There are many different roles in construction project management, with some requiring a more technical background. Here are some of the job titles and their definitions:

Field Engineer/Surveyor: A field engineer or surveyor supervises a crew of workers known as the survey party. This party is responsible for staking out reference points and markers that will guide the construction process. Before any other work begins, the survey party must define the legal boundaries of the land where the work will be done.

Project Engineer: A project engineer acts as the liaison between the project manager and the technical aspects of a project. He or she is usually the primary technical point person for the consumer and is in charge of scheduling, planning, and resource forecasting for engineering activities. In some cases, the project engineer is the same as the project manager, but the majority of the time, both roles share joint responsibility for leading a project.

District Construction Engineer: The district construction engineer manages the activities of the technical services department, including engineering, contracting, inspection, and more. He or she also coordinates with other departments and outside agencies. This position is also similar to a project manager; however, it usually requires a background in civil engineering.

Project Coordinator: The project coordinator assists the project manager in all day-to-day activities. He or she may act as the liaison between customers, subcontractors, architects, owners, and general contracts on active projects; maintain and monitor records; track budgets; and perform other general duties.

Project Manager: The construction project manager supervises projects from beginning to end, making sure they finish on time and on budget. He or she plans all aspects of the construction process, including hiring contractors, negotiating contracts, setting budgets, complying with building and safety codes, and dealing with conflict.

Construction Manager: Also known as a site manager, a construction manager is responsible for running and managing the construction site. He or she works closely with architects to go over blueprints, makes project timetables, determines material and labor costs, gathers permits, and schedules work on site.

Operations Manager: An operations manager works in a large construction company that oversees many projects at once. He or she develops construction strategies and works with the project manager to manage resource allocation. He or she also works with civil engineers to create the quality checks that a project must go through before it is delivered to the owner.

Construction project management offers many more technical roles and jobs behind the scenes, including design engineer, planning engineer, and project architect, to name a few. But so-called soft skills are just as important in completing a project, which is why design managers, project document controllers, schedulers/scheduling engineers, project planners, project finance managers, insurance representatives, and engineered materials representatives are in demand as well.

Managing Sustainable Building Projects

Green construction, focused on making structures more energy efficient and eco-friendly, is a huge area of growth in the construction industry. "Green building" refers to the effort to ensure that both the actual structure and building process are environmentally responsible.

Project managers overseeing a sustainable building project must understand how the project affects the environment, ensure that waste is properly disposed, find greener materials, and use efficient building methods. He or she must also understand environmental issues and environmental compliance in the area they are building. Many green project managers are required to have a working knowledge of documentation requirements for Leadership in Energy and Environmental Design (LEED).

Terminology and Acronym List

A&E: architectural and engineering
BOT: build operate transfer
BOO: build own operate
CA: contract administrator
CIP: capital improvement plan
CM: construction manager
CPI: cost performance index
CPM: critical path method
CREM: corporate real estate management
D/B: design/build
D/B/B: design/bid/build
DBOT: design build operate transfer
EA: environmental assessment
EIS: environmental impact statement
EPC: engineering, procurement, and construction
FBOT: finance build operate transfer
FEIS: final environmental impact statement
FONSI: finding of no significant impact
GC: general contract
GEC: general engineering consultant
GM: general manager
GMP: guaranteed maximum price
JV: joint venture
LEED: Leadership in Energy and Environmental Design
MC: management contracting (mostly UK)
MPC: multiple prime contracts
MPO: metropolitan planning organization
OFE: owner furnished equipment
OSHA: Occupational Safety and Health Administration
O&M: operations and maintenance
OR: owner representative
PC: project control
PD: project director
PFI: private finance initiative
PL: project leader
PM: project manager
PMC: project management consultant
PMO: project management oversight
PMP: project management plan
PRD: project requirements definition
ProgM: program management
RE: resident engineer
REM: real estate management
RFC: request for change
RFI: request for information
RFP: request for proposal
SOW: scope of work
SPI: schedule performance index
VE: value engineering
WBS: work breakdown structure

More Construction Resources

With many stakeholders, hundreds of details, and dozens of documents, construction projects can be complex and difficult to manage. However, the key to being successful is to never stop learning, to stay organized, and to communicate frequently and clearly.

To help you become an effective construction project manager, we've put together the must-have construction management templates. You can download a construction budget template, a construction estimator, construction timeline, and more.

In addition to pre-built construction templates, Smartsheet can improve your organization, planning, and document management in your next construction project. With automatic Gantt charts and critical path, super-simple file attachments, and alerts and reminders, you can build a central repository where anyone can access project details in real time. The product also provides an extensive range of smart views: Gantt view, Card view, Calendar view and Dashboards (below image). Whether you are a field engineer or an operations manager, Smartsheet works the way you want.

See how easy it can be to manage your construction project with Smartsheet.
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Construction project management requires the skills and expertise of a traditional project manager but applied to the construction industry.

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