Seminar Construction Management

Jürgen Ries

1. INTRODUCTION........................................................................................................................................ 2
1.1. SPECIAL FEATURES IN THE CONSTRUCTION OF BUILDINGS .................................................................................... 2
1.2. ECONOMIC DEVELOPMENT OF THE CONSTRUCTION INDUSTRY SINCE 1995 ............................................................. 3
2. ORGANISATION OF CONSTRUCTION PROJECTS ........................................................................................ 4
2.1. PARTICIPANTS IN CONSTRUCTION - THE PROJECT TEAM ...................................................................................... 4
2.2. PROJECT ORGANIZATION OF CONSTRUCTION PLANNING AND EXECUTION ................................................................ 7
2.2.1. Traditional organizational models for planning and execution .................................................... 7
2.2.2. Partnership organization models for planning, execution and use ............................................... 9
3. EXECUTION OF CONSTRUCTION PROJECTS............................................................................................. 10
3.1. THE TENDER AS THE MAIN CONTRACT BASIS OF EXECUTION................................................................................ 10
3.2. DEFINITIONS AND RULES OF THE EXECUTION PHASE.......................................................................................... 12
3.2.1. Definitions of the execution phase .............................................................................................. 12
3.2.2. Rules of the execution phase....................................................................................................... 13
3.3. "RESPONSIBLE SITE MANAGER" VS "TECHNICAL SITE MANAGER" ...................................................................... 14
3.4. RESPONSIBLE SITE MANAGER ACCORDING TO §45 OF THE STATE BUILDING REGULATIONS BADEN-WÜRTTEMBERG ..... 15
3.5. SUPERVISING SITE SUPERVISOR ACCORDING TO FEE STRUCTURE DEFINITIONS FOR ARCHITECTS AND ENGINEERS HOAI
(2013) (SUPERVISION OF OBJECT PRODUCTION FOR THE CLIENT)..................................................................................... 16
3.6. EXECUTIVE CONSTRUCTION MANAGER IN CONSTRUCTION COMPANY ................................................................... 19
1. Introduction
1.1. Special features in the construction of buildings
The construction of a "dwelling" represents a basic need (such as eating and drinking) of the human
being because of its protective function, which is essential for survival. This was the beginning of a
building tradition that continues till today. What makes the manufacturing process of a building
different from other manufacturing processes, e.g. in the industry?

Industrial production, which only takes a very short time in this form, produces a large number of
units of the same product. The production processes are optimized before the start of series
production until a final product meeting the quality requirements is created. Many tests and pre-
series are necessary until mass production can start.

In contrast, a building in the vast majority of cases represents a one-off "product" under different
"production conditions". There is no test phase or pre-series before the start of construction. The
only advance of the "production" is the object planning; there, one tries to represent the idea
created in the head by drawing. Planning is generally a process preceding the realization that should
minimize the effort required to achieve the goal. It is an optimization process with regard to
achievement of goals. If the goal is the construction of a building, the planning in advance should
optimize this manufacturing process.

In summary, the construction of structures can be described as individual customizations under

difficult-to-forecast production conditions. The variability of the boundary conditions makes the
manufacture of structures an activity that cannot be compared with other production processes; the
requirements are much higher.

Other special features in the construction of buildings after Möller / Kalusche:

"Individual production (individual solutions)

Customer loyalty (specifications of the client)
Formation of working groups (groups of bidders, on the one hand more competition, on the other
hand an incentive to agree)
Delivery competitions (reserve of spare capacity, production in stock only very limited possible)
Variety of locations (production on construction sites)
Transport sensitivity (sales range)
Capital requirements and longevity of the structures (interest rate sensitivity, market entry
threshold, uniformly high quality standards for all components)
unattractive workplace (outdoor work, effort and danger of work)
Density of regulation (numerous laws and regulations, long approval periods, lack of continuity of
policy objectives and measures) (Rußig et al. 1996,
P.14 f.) " [1]
1.2. Economic development of the construction industry since 1995
The construction industry, like all other sectors of the economy, is subject to fluctuations in the
economy. The following graphs show the development of the German construction volume over a
period of 18 years.

Until shortly after the turn of the millennium, a consolidation of the construction volume can be
observed in all areas. One of the reasons could be, for example, the building boom triggered by
German unity and subsequently decreasing. The subsequent period until 2013 is characterized by an
almost constant volume of construction.

The number of employees is also set to consolidate until shortly after the turn of the millennium,
after which the numbers remain relatively constant. The decline in construction volume by approx.
16% (1995 to 2013) is offset by a decline in the number of employees (1995 to 2013) of approx. 46%.
Since the construction industry is well-known for its conservative development, this development
can not necessarily be pushed towards increasing the efficiency of project development or technical
progress. The cause will probably be more in the development of the origin of the employees; over
the past twenty years, the proportion of foreign workers has increased significantly. A company
based abroad, whose employees work as subcontractors in Germany, is not included in the
employment figures of the Federal Office of Statistics. "Dear Sir [....], German official statistics may,
by law, only question German companies and their domestic activities (employees, turnover, etc.). A
German (sub) company is therefore required to report and the employees of this company are
included in the statistical survey, but this is not the case for a foreign company / subcontractor." [2]
The construction industry accounts for around 10% of the gross domestic product and thus has a
significant influence on the country's economic development.
Furthermore, an increased trend towards the modernization of existing buildings can be seen, at the
same time the number of new construction measures decreased continuously.

Fig: Zentralverband Deutsches Baugewerbe, Bauwirtschaftlicher Bericht 2011, 2012. (Page 8) [3]

2. Organisation of construction projects

2.1. Participants in construction - The project team

When planning and executing construction projects, a large number of people are involved. Basically,
these are divided into two groups - the customer or principal and the supplier or contractor. The
customer or client is called the "builder" within the construction industry. The client orders the
construction of a building from the building company. As a rule, the builder is only active for the
duration of the construction project within the construction industry, and accordingly he has very
little expertise in the construction of structures. In other words, the client is basically to be seen as a
lay person within the project organization. In order to be able to carry out his duties, “he hires
appropriate technical competence" - he assigns architects and engineers with the supervision of the
project execution.

"Participants in the project management can, for example, the following are:

Client
project Manager
user
Architect or Project Designer
construction manager
Safety and Health Coordinator
Specialists or Specialists
entrepreneur
building authorities
credit institutions
public
other parties " [1]

Coordinating the cooperation of so many participants, each with different background knowledge
and individual goals and interests, is a high art.

The selection of team members lays the foundation for good cooperation. The mood in the team
influences the entire project process and thus the success of the construction project.

Fig .: Communication in the project team: interpersonal interactions as the basis of cooperation [4]
Fig .: Communication of the supervising construction supervisor as a balancing act [5]

The successful cooperation in the team requires a functioning communication. The exchange of
information must take place both rationally and objectively as well as emotionally. The task of the
site manager is also to guide the communication of the other project participants, he mediates as
moderator between the different team members.

The supervising construction manager always stands between the fronts of the respective individual
interests, e.g. the economic interests of the client, the construction company or his employer. Whose
interests weight most heavily for the decisions to be made by a site manager? His function as a
moderator influences the mood in the project team, which in turn influences the quality of teamwork
and, ultimately, the project's success. The trick is to get rid of the performance needed to reach the
goals and at the same time create a positive mood for all involved - there must be a balance between
"giving" and "taking". A team member who feels disadvantaged will not be 100% committed to
project success.

When making decisions, the site supervisor must always take into account the needs of all
stakeholders in order to make correct and fair decisions. This is the most important characteristic of
a construction manager, he often has the role of a "referee", and each of his decisions is always
examined and questioned by several stakeholders. His competence and leadership has great
influence on the success of the construction project. A site manager has to speak the many different
languages at the construction site. The bricklayer has other problems than the builder or the
construction manager. Anyone who does not show presence and competence in all areas will not
receive recognition or acceptance in the long term.
2.2. Project organization of construction planning and execution

The structure of the project organization is different according to the respective requirements. The
trick is to optimize the relationship between the cost and benefits of project organization. For larger
construction projects with more complex organizational structures, it makes sense to compile the
documents of the project organization in the project handbook and to agree this as part of the
contract.
Below are some typical, in practice occurring organizational models with their advantages and
disadvantages from the perspective of the client. The site supervisor works as a supervising
construction supervisor on behalf of the client and as an executive site supervisor on behalf of the
respective construction companies.

2.2.1. Traditional organizational models for planning and execution

All subsequent organizational models represent the client's point of view. The following
organizational chart shows the various necessary site managers within the organization. Both on the
planner side and in the executing companies, the construction manager ensures the smooth
execution of the construction work within the performance phase 8.

Fig .: after organizational model "individual planner": necessary site managers within the project
organization[6]

Characteristics: Individual contracts with all parties involved

Pro: Selection of the best planner, extensive influence,
flexible planning. [6]
Con: high coordination effort, complex liability situation, late cost security [6]

As an alternative to the award of individual trades, there are of course other types of project
organization.
Organizational model "General Planner"
Features: Summary of planners (only one contract with the general planner), individual contracts
with all contractors
Pro: low coordination effort, clear liability situation, well-rehearsed team[6]
Con: Selection of a team incl. Less good planners, limited liability, planning costs with general planner
surcharge[6]

Organizational Model "General Contractor, Contractor"

Characteristics: Summary of exporting trades (only one contract with the executing company),
individual contracts with all planners
Pro: low co-ordination effort, clear liability situation, cost security for pre-existing program6
Con: low influence, low flexibility through early decisions, cost-intensive changes, GU cost
surcharge[6]
General contractor: mainly performs services[6]
General contractor: performs hardly any services[6]

Organizational Model "Total Contractor, Total Contractor"

Features: Summary of planning and construction services (only one contract with the general
contractor)
Pro: no coordination effort ("all inclusive"), clear liability situation, cost certainty for a given
program[6]
Con: little influence on planning or execution, low flexibility through early decisions, no influence on
cost-intensive changes, possibly cost surcharge [6]
General contractor: mainly performs services[6]
Total Entrepreneur: hardly carries out any services[6]

Organizational model "property developer"

Features: Summary of planning, construction and building services
Fields of activity of the property developer: [1] Construction supervision (in the narrower sense),
distribution and financing, planning services, construction works (various forms), property
management of the properties
The developer finances, plans and builds on his own responsibility with the aim of selling to the
future user / operator. The developer is also the client and therefore bears the full risk of the client.

All previous traditional organizational models consider the project process only until the completion
of the corresponding structure. The subsequent long period of use until dismantling was and still is
only taken into account in practice with a few exceptions. However, the consideration of the entire
life cycle first allows the consideration of the principles of a sustainability analysis. The so far very
short period of planning and execution is replaced by the entire lifecycle of the building, short-term
thinking is replaced by long-term (sustainable) thinking. Here are some forms of organization in
which the life cycle is the basis of the model for the model and thus a sustainable (long-term) view of
the project until the end of use.
2.2.2. Partnership organization models for planning, execution and use

Fig .: Organizational model "Public-Private-Partnership" (there are different model types) 1

Characteristics: long-term cooperation between public and private sector, there are different forms /
model types
Pro: Consideration of the life-cycle approach (long-term thinking), equitable distribution of project
risks (risk partnership), incentive structures
Con: long preparation phase, complex processes, suitable only for large projects

Fig .: Organizational model "Project Alliance" [7]

The model "Project Alliance" is known in Germany in a modified form under the term "multi-party
contract", its origins are in Australia; In the meantime, about 1/3 of the infrastructure projects are
being handled there on the basis of this partnership model.[8]

Features: A contract with all project participants

Pro: Consideration of the life-cycle approach, team work through contractual arrangements,
optimization of the project's success - win-win or loss-loss situations; uniform risk distribution among
all parties is contractually regulated; no-blame-no-dispute - disputes are settled out of court;
Transparency (open-book principle) [8]
Con: in case of failure of a project partner, the complete contract must be re-negotiated; only applied
to large projects; Risk assumption only possible through large-scale corporations. [8]
3. Execution of construction projects
3.1. The tender as the main contract basis of execution
The main part of a tender is the textual description of the planning within the positions, vector data
is converted into alphanumeric data. The tenderer needs the exact knowledge of the technical and
schedule construction process. He describes the manufacturing procedure down to the last detail.
The tender texts are the basis of the calculation or price formation for the bidding construction
company. When the contract is awarded, the texts become part of the contract for the production
and finally for the billing of the building measure. The creation of a tender is usually carried out only
by "old hands", people with correspondingly long work experience, because of their job value for the
further project execution. The tenderer is the last person before the contract is concluded that can
recognize and correct possible planning errors. The quality of a tender significantly affects the
number and extent of issues encountered during execution and billing. Any forgotten position will
entail the risk of a subsequent claim by the executing company. A well-structured schedule of
services makes it much easier for the site supervisor and all other parties involved in service phase 8
to complete the processing. For the reasons mentioned above, the tender should preferably be
drawn up by the site manager, because he knows about the consequences of his tendering errors. At
the latest when settling the measure, he will be pleased about a well-structured specification of
services, he will have to edit because of his precise, gapless descriptions little to no supplements. For
the above reasons, a continuous processing of the service phases 6 + 7 + 8 of only one responsible
person has great advantages for all involved in the construction, especially for the builder.

The basis of the tender is the "qualified" implementation planning. In Germany, however, often the
"construction accompanying" planning is carried out, in the course of the execution, changes often
occur, e.g. due to client requests. Of course, these are not included in the tender, the consequences
of this are additional demands of the construction company (supplements). Also, the degree of
completion of the execution planning leaves much to be desired at the time of the award of the
contract, which in turn leads to supplements. Remedy can only create the "pre-construction
planning" - it is built as it was specified in the contract documents in the contract documents
(execution plans, specifications, etc.).

The VOB is mandatory for public construction. [9] The "Rules for Contracts and Contracts for
Construction Work" deals with Part A, which also corresponds to
DIN 1960[10], with the awarding of construction services (placing of orders incl. all preparatory
measures). Below some of the content of VOB / A.

Job Types:
Unit price contract (rule)
lump sum contract

Types of service description:

Specifications with specification of services (rule)
Service description with service program (functional call for tenders)

Types of award:
public tender (rule)
limited tender
restricted invitation to tender after public participation contest
free hand award

The choice of the type of award will be determined by the financial scope of the action and other
criteria. In the case of a public invitation to tender, each company may request the tender
documents; in daily newspapers. A restricted tender will be sent to a pre-selected selection of
companies. From a certain financial size of the measure must be mandatory Europe-wide tender,
there are the so-called "EU thresholds".

In the case of a description of services in the "List of Services", the planned work is subdivided into
partial services (items) consisting of text, quantity, placeholder for unit price and total price. The
basic procedure consists in the first step in the composition and structure of the texts, then the
quantities are determined according to the rules of VOB / C. For the position texts, officially certified
texts of the “Standard-Leistungsbuch-Bau” are available. This includes coordinated Text modules,
also current regulations and standards are incorporated. Basically, texts have to be designed in such
a way that all applicants understand them "in the same way" and thus have the same conditions
when preparing their offer.

In addition, a call for tenders contains - in addition to the service items - reservations, contractual
conditions, other forms and also the building description. In this, the bidder should be provided with
an overview of the planned measure and all necessary background information. The structure of the
tender documents follows a defined schedule. Between the delivery of the offer documents
("Invitation to submit an offer") and the opening of the offer, the construction company must have at
least 10 days to process it. In the tender documents the date (date, time) of the official offer opening
is indicated. Offers submitted too late will not be counted. The opening of tenders takes place in the
presence of the client and in the case of companies that are interested in offering, the unaudited
quotation amounts and any discounts given are read out and recorded.
After the submission, the offers must be checked mathematically and technically. The arithmetic test
is carried out by a computer, the exchange of tenders and quotations usually takes place
electronically via data exchange format of the GAEB. [11] The technical examination includes the
"Appropriateness of unit prices". For this purpose, various evaluation tools are available from the
tendering software (focus price level, outlier price levels). The unit prices must correspond within
certain limits to the "local compensation". In order to maximize returns, it is a common practice
among construction companies to move price components from one position to another - commonly
referred to as "mixed costing" or "speculation". The total price of the offer remains of course the
same. Such manipulations are unlawful, therefore unrealistic unit prices, e.g. 0.01 € or very
excessive, to be filtered out. These offers are to be excluded from the rating. In reality, in such a case
the construction company will provide a threadbare justification for the low unit price, e.g. "Was left
over from other construction site, we are glad that the parts are gone from the building yard" and
with that the matter is done, speak: the offer remains despite unrealistic prices in the valuation, the
company receives perhaps even the order. All honest calculators will be penalized by this practice,
will not be required to follow orders, and will (have to) adapt to current practice.
In VOB / A, there are many possible criteria for awarding a contract (such as life-cycle costs), and in
order to take them into account, the tender documentation must already contain an evaluation
scheme for each of the specified criteria. In practice, these envisaged evaluation criteria are not
applied; the award of the contract is always based on the audited offer price - this is decisive unless
other criteria have been declared. Reason for this action is likely to be the fear of the contracting
authorities before court cases, the valuation of other (soft) award criteria in addition to the offer
price (hard, measurable criterion) could be controvertible.

The final step before the contract is awarded by the client is the preparation of an allocation
proposal. It is a multi-page letter in which the results of the offer test are presented (mathematical
and technical examination). The examination of the adequacy of unit prices is the most important
task of the tender.

The exclusion of offers from the classification must be explained and substantiated. At the end of the
letter, a recommendation is made as to which company should receive the order. The commissioning
itself is carried out by the client, whereby of course the order writing is prepared by the tendering
office.

3.2. Definitions and rules of the execution phase

3.2.1. Definitions of the execution phase
Construction management (of the client)
local construction supervision, supervising construction supervisor

Construction management (of the contractor)

executive site manager

Construction supervision (of the client)

Supervising site supervisor, supervision of specialist site supervisor or local site supervision or
executive site supervisor

site supervision
Term from the fee structure for architects and engineers, task of the supervising site manager on the
part of the client

responsible site manager [12]

public-law construction supervisor, criminal law, the building inspectorate obligation, building code
according to state building regulations

technical construction manager [12]

supervising or executive site manager, the builder or the construction company committed to civil
law, phase 8 of the fee structure

construction manager
on client or contractor side, construction manager of the respective specialist planner or
trades
3.2.2. Rules of the execution phase
Award and contract of construction works Part B (VOB / B - DIN1961):
Execution of construction works "General contract conditions AVB"
Supplement by "Additional contractual conditions ZVB"

Tendering and contract of construction works Part C (VOB / C - DIN 18299 to 18459): "General
technical contract provisions ATV" (DIN standards, generally accepted rules of technology) => are
always valid without agreement
Supplement by "Additional technical conditions ZTV"

"Special contractual conditions BVB" are project-specifically developed and supplement:

General Terms and Conditions of Contract AVB, Additional Terms of Contract ZVB, General Technical
Terms of Contract ATV, Additional Technical Terms of Contract ZTV.
3.3. "Responsible Site Manager" vs "Technical Site Manager"

Fig: Presentation of the construction management from the client's point of view [13]

In the previous figure, the technical supervising site manager is represented as representative of the
builder. On the side of the executing construction companies the technical executive construction
manager works, this represents the economic interests of the construction company. The responsible
site manager can be active both as a client representative and in the executing company.

In practice, the responsible and the technical site supervisor are represented by the same person. As
a result, conflicts of interest regularly arise between the economic interests of the owner of the
construction company and the building law interests of the authority. In the state building code, the
interests of the authority are placed above the civil law obligations, which in turn, however, ensure
the financial livelihood of the building owner. In road construction, the responsible site supervisor is
responsible for the safety of the construction site (signage, lighting, etc.) to the authorities, he must
control the signage and lighting at least once a day in the daylight and once in the dark - even on
weekends (see e.g. RSA Seminar in Greding). How would your employer react to that, especially as he
does not receive a separate salary for these services? This dilemma was countered by the
introduction of the Construction Site Decree in 1998 (Ordinance on Safety and Health at Construction
Sites). The remuneration of the health and safety coordinator SIGEKO is not regulated in the HOAI
and must therefore be agreed separately with the client and remunerated. However, the
construction site regulation only applies if the duration of the work exceeds 20 working days and
more than 20 employees work at the same time, or if the work is expected to exceed 500 man-days.
Since civil engineering works are very machine-intensive, less than 20 workers will be working at the
same time on most construction sites, so that there is often the problem of conflicts of interest
described above.

Fig .: Construction site regulation, necessary application SIGEKO [14]

3.4. Responsible site manager according to §45 of the state building

regulations Baden-Württemberg
In the state building regulations Baden-Württemberg (LBO BW) the seventh part discusses the
"participants in construction". According to the polluter-pays principle, the builder would actually
have to take over the monitoring function himself as the initiator of the construction business. Since
most builders are more or less non-experts / laymen, they must appoint a suitable site manager in
accordance with §42 "for the preparation, supervision and execution of a construction project
subject to approval or information."[15] Obligations vis-à-vis the building law authority always have
priority over the civil obligations arising from the contractual relationship with the client.
§45 of the LBO BW describes the tasks of the site manager. His monitoring activity relates to
compliance with public law regulations as well as to the implementation of the draftsman's planning.
Furthermore, in §45 reference is made to the "safe construction engineering of the construction site,
in particular to the safe interlocking of the work of entrepreneurs" [15]. Specialist site managers must
be appointed and coordinated by the responsible site supervisor if necessary, but they do not
assume any responsibility towards the authority - the overall responsibility remains with the
"responsible site supervisor".

3.5. Supervising site supervisor according to fee structure definitions for

architects and engineers HOAI (2013) (supervision of object production for
the client)
The concept of the "supervising technical construction manager" is assigned to the performance
picture of the performance phase 8 HOAI. In the HOAI, the assignment of benefits and claims takes
place. Of course, deviating services can also be agreed in the service contract; for these then the fee
tables of HOAI do not apply. The fixation of the services to be provided by the architect takes place in
the contract for work, if these are described in the achievement pictures of the HOAI the
remuneration takes place after the appropriate honorary tables - otherwise a separate price
agreement in the work contract is necessary.

The term "site supervisor" or "responsible supervisor" is mentioned in the current HOAI a single
time: in the Appendix 10, performance picture of buildings and interiors, as a "special performance"
of the performance phase 8. The HOAI speaks here in the performance phase 8 of "construction
supervision" or "object monitoring", in the achievement pictures engineering structures and / or
traffic installations one uses the terms "construction supervision " or "local construction
supervision". Due to this non-uniform use of terminology or by different names of identical activities
arise again and again misunderstandings.

Preparation of construction management:

Depending on the project organization, the examination of all relevant documentation takes a more
or less long period of time. If the tender documents have been prepared by the site manager, he is
also the execution Otherwise, he has to struggle through several hundred pages of documents and
try to understand what is actually to be built. For this he usually lacks the time, so this learning phase
is often in the execution time or sometimes in the phase of the bill! If intermediate services have
been created by third parties, in particular by other offices, a very intensive examination of these
documents is necessary for liability reasons. "The construction supervising architect must check the
execution planning of the planning architect before passing on to the executing companies; If he fails
to do so and if a mistake in the planning leads to a defect in the building, he is fully liable to the
client. " [16]

Further tasks in advance are e.g. contacting the contractor, preparation of the time schedule,
obtaining information on local conditions, carrying out a proof security, preliminary surveying,
obtaining public-law approvals, handing over the updated implementation planning to the
contractor, project organization etc.
In the following, we will go into more detail about the basic services defined in service phase 8:

Monitoring the execution

The monitoring of execution refers to all relevant contract documents such as plans, specifications,
permits, DIN standards, regulations, etc.
The site manager must be aware of a large number of documents relevant to the execution. This is
very difficult if work phases 6 and 7 have been completed by another employee or even by another
office. The site manager then has to work a relatively long time in the documents, this time lacks him
most, and other construction sites are in progress or must be settled. The processing of the LP 6 + 7 +
8 by only one responsible person will normally result in an increase in the quality of the tender - each
tendering error will take effect in the execution phase. In Germany there is traditionally a separation
of planning and execution, this interface should be arranged between the performance phases 5 and
6. For optimal project handling, the number of interfaces must be minimized. The best solution is
processing without interfaces from just one employee. This is often not possible due to the
specialization in specialist departments. With an outsourcing done away from home, the local
separation is further complicating the smooth project development; In this case, a well-rehearsed
team is of the utmost importance.

Coordination of the specialist site managers (of the client or contractor):

The site manager has to co-ordinate a large number of specialist site managers, especially in complex
building construction projects. Appointments and work processes must be coordinated with each
other, there are mutual dependencies on the work, scheduling shifts often lead to additional costs
and burden the budget of the client, the construction companies respond to displacements with
disability notifications, and these in turn must be processed by the site manager. Due to this high
coordination effort in connection with many contact partners in the warranty period, many clients
decide to award a contract to a general contractor. Of course, this can be compensated for its
coordination effort accordingly - in practice one speaks of a GU surcharge of about 10%. An
afterthought of the JV award is on average lower quality of execution compared to the award of
individual trades.

Documentation of the construction process

The logging of the construction process (including construction diary) by the site supervisor can only
be made in the majority of times when he is present at the construction site. Running a Bauta book
requires its constant presence on the construction site, which may be the case with major projects;
Thus, this task is often done by the foreman / foreman. The site manager logs e.g. Site meetings
(Jour-Fixe), common measurements, acceptance dates. The principle is: who writes, who stays. The
quality of the logs decreases the later they are made; if possible they should be written and sent on
the same day. In addition to the written documentation, digital photos or video recordings must be
taken at every construction site visit. The documentation is the basis of discussions and negotiations
in later disputes.
Common oversize

Measurements must be carried out during construction, these are the basis for the partial invoices of
the construction company and serve to determine the current cost level and thus the cost control. A
common oversight with the construction company is a prerequisite for conflict-free billing. The clean,
well-structured structure of the oversizes directly affects the traceability and thus the effort in the
audit. Even a clean photo documentation, the assignment to the respective LV position, the
description of the exact Aufmaßortes contribute significantly to this. If all this has been taken into
account, only the correct carryover of the quantities from the size sheets is required for the invoice
verification.

Cost control

In addition to its actual monitoring activities (official regulations, implementation documents,

generally accepted rules of technology), the site supervisor has a wealth of tasks in the course of the
construction of the building. The building should be realized on schedule and within the budget of
the builder. A large area of responsibility is the cost planning, from the recording of the produced
services in the joint oversize on the audit to the examination of additional, not tendered or amended
services in the form of supplements. In the official justification of the HOAI (2013), the chapter "to
Part 3 (Object Planning)" deals with general changes of the performance images and others. In the
current version of the HOAI, the performance phases 2, 6 and 7 were supplemented by the basic
performance of the cost control. The power phases 4 and 5 have been left out, i. the priced
specification sheet set up in the LP6 will be compared with the cost calculation of the LP3. Due to the
different cost breakdowns in planning and execution, this is possible only with considerable
expenditure of time, even a cost determination established during execution, e.g. in the form of
partial calculations, will not be compared with the approaches of the LP3 due to the high cost. The
obligation for continuous cost tracking according to DIN 276 is not regularly carried out by the
existing boundary between planning and execution. The transparency of the cost development is not
guaranteed over the entire project, the consequences are sometimes enormous cost overruns - the
goal of cost planning is therefore often missed.

The current order sum consists of the sum of the order award plus the checked and approved
supplements. For this purpose, supplements must be submitted during construction, checked and
approved before execution. In practice, the submission, examination and approval usually takes
place at the end of the construction project due to time constraints. This has the consequence that in
the course of the project no continuous cost control takes place - in the end follows the "angry
awakening" in the form of disputes and lengthy supplementary negotiations.

Organization and participation in the acceptance

As already explained in the section "Monitoring of execution", the site supervisor has to have very
extensive knowledge in mind, especially when accepting the construction work. To assess the
construction work, both the nominal condition and the actual condition must be determined. The
target status is defined in the contractual documents such as plans and specifications. Especially the
regulations of the VOB / C (DIN18299ff.), The "General technical contract conditions ATV", represent
a multiplicity of regulations with regard to execution and accounting.
Compilation documentation

The transfer of current inventory plans to the client is often neglected. Through the practice of on-
site planning, execution plans more or less correspond to the realized structure. A retrospective
adaptation of the planning to the reality is often necessary. In many cases, a final inventory by the
surveyor makes sense. The updated inventory plans serve the client in the future as a basis for
information to be maintained in the use phase (facility management) or in the event of necessary
reorganization.

3.6. Executive construction manager in construction company

The site supervisor in the contractor shall, in addition to his supervision to ensure the technical
execution, undertake the work preparation tasks, including the entire organization of the
construction process, e.g. Material specifications, collusion with subcontractors, etc. The economic
pressure on the executing site supervisor is much higher than with a mere monitoring activity. Any
mistake here directly costs the money of the executing company. Even a few mistakes cost the
construction worker his job and his reputation in the construction industry. Construction supervisors
in the construction company make very few mistakes for the above reasons, the qualitative selection
works very fast and very well here. As a result, site managers in the contracting construction
company generally earn more money than supervising site managers. Construction management can
not be learned theoretically, construction management is learned in practice - practical experience is
gained over years at the construction site. Experienced, good site managers are few and far between
and thus in great demand. Construction management means: a lot of responsibility, a long working
week, the joy of building.
Sources:

[1] Möller D.-A., Kalusche W. (2008): Planning and Construction Economics, Volume 2:
Fundamentals of Economic Construction. Oldenbourg-Verlag, Munich.

[2] Email dated 05.09.14, sent by baubericht@destatis.de to juergen.ries@bauoekonomie.uni-

stuttgart.de

[3] Bauwirtschaftlicher Bericht 2011, 2012. Zentralverband Deutsches Baugewerbe e.V., Berlin

[4] Johrendt R., Küsgen H. (2000) Bauök Study 5 - Project Management. University of Stuttgart,
Institute of Construction Economics

[5] Basic knowledge Site Management Volume 1, ifbau Stuttgart, p.226

[6] Lecture slides "Planning, Construction and Use Participants" from 15.04.2014,
DIP: Bauökonomie, Univ. Stuttgart

[7] http://www.bbb-professoren.eu/files/Session2/Schlabach%20-%20Zueblin.pdf

[8] B. Zichel (2013) Essay contract model "Project Alliance", from the Australian Project Alliance
to the Swiss project alliance, TU Herrliberg

[9] BMVBS (2013): RBBau, Appendix 10 AVB §1

[10] http://www.beuth.de/de/norm/din-1960/151607945

[11] Joint Committee on Electronics in Construction

[12] see also chapter 3.3.

[13] Gruson M., Küsgen H. (1995) Bauök Study 2 - Construction management, construction
defects. University of Stuttgart, Institute of Construction Economics.

[14] Helbig / Bauch, practical guide for the site manager, publishing house Rudolf Müller,
chapter 2.3. page 12

[15] State Building Regulations Baden-Württemberg (2013)

[16] http://baunetz.de