CONSTRUCTION MANAGEMENT

Construction Management is a discipline and management system specifically created to

promote the successful execution of capital projects for owners. These projects can be highly

complex. Few owners maintain the staff resources necessary to pay close, continuing attention to

every detail--yet these details can "make or break" a project.

Construction Project Management is the overall planning, co-ordination and control of a project

from inception to completion aimed at meeting a client’s requirements in order to produce a

functionally and financially viable project that will be completed on time within authorized cost

and to the required quality standards. Project management is the process by which a project is

brought to a successful conclusion. Construction project management (CPM) is project

management that applies to the construction sector (3rd Forum ”International Construction

Project Management” 26th/27th of June 2003 in Berlin).

The Construction Management Association of America (CMAA) says the 120 most common

responsibilities of a Construction Manager fall into the following 7 categories:

- Project Management Planning

- Cost Management

- Time Management

- Quality Management

- Contract Administration

- Safety Management

- CM Professional Practice
CM Professional Practice which includes specific activities like defining the responsibilities and

management structure of the project management team, organizing and leading by implementing

project controls, defining roles and responsibilities and developing communication protocols,

and identifying elements of project design and construction likely to give rise to disputes and

claims.

Construction Management is a professional management practice consisting of an array of

services applied to construction projects and programs through the planning, design, construction

and post construction phases for the purpose of achieving project objectives including the

management of quality, cost, time and scope.

A professional CM can augment the owner's staff with pre-planning, design, construction,

engineering and management expertise that can assure the best possible project outcome no

matter what type of project delivery method used.

"Agency" CM is a professional service that can be applied to all delivery systems where the CM

acts as the owner's principal agent in the management of a construction project or program,

where the CM is responsible to the owner for managing the planning, design, construction and

post construction phases, or portions thereof. The CM represents the interests of the project in its

dealings with other construction professionals, and with other private and public entities.

Optimum use of available funds

Control of the scope of the work

Project scheduling

Optimum use of design and construction firms' skills and talents

Avoidance of delays, changes and disputes

Enhancing project design and construction quality

Optimum flexibility in contracting and procurement

Comprehensive management of every stage of the project, beginning with the original concept

and project definition, yields the greatest possible benefit to owners from Construction

Management.

"At-risk" CM is a delivery method which entails a commitment by the construction manager to

deliver the project within a Guaranteed Maximum Price (GMP). The construction manager acts

as consultant to the owner in the development and design phases, but as the equivalent of a

general contractor during the construction phase. When a construction manager is bound to a

GMP, the most fundamental character of the relationship is changed. In addition to acting in the

owner's interest, the construction manager also protects him/herself.

CONSTRUCTION MANAGEMENT PROCEDURES

MEETINGS

PURPOSE

Various meetings are held on a regular basis to provide a platform for those parties involved in

the delivery of the project to come together to discuss those items, issues, processes, procedures,

etc. that are required to complete the project, as required by contract. These platforms will also

provide a vehicle to identify and track the responsibility of those parties involved with specific

issues, and the status and progress of various items and issues. Some of the typical project

meetings include Pre-construction, Weekly Construction Progress, Monthly Schedule Update,

Partnering and City Construction Management Staff meetings. In addition, meetings such as

coordination meetings, change order negotiation meetings, Request for Equitable Adjustment

(REA) resolution meetings, Notice of Non-Compliance (NNC) and Job Memorandum (JM)

resolution meetings are commonly used for problem prevention and resolution. The purpose of

this procedure is to provide guidelines for conducting these meetings.

RESPONSIBILITIES

Construction Manager (CM): The CM, or designee, is primarily responsible for meeting

coordination, meeting notification, agenda preparation, meeting minutes preparation and

distribution, and follow up on issues that require action by the various participants of the

meetings. The CM is also responsible for conducting these meetings.

Contractor: The Contractor's Project Manager and/or Superintendent is responsible for

attending all required meetings, ensuring that the appropriate subcontractor, supplier, vendor, etc.

is notified of required attendance (as necessary), and preparation and distribution of Contractor

required documentation such as the Contractor’s Three-week Progress Schedule.

PROCEDURE

Pre-Construction Meeting

The Pre-Construction Meeting provides the project participants with a basic project orientation

of the roles, responsibilities, processes and procedures, and frontend priorities for the project.

The lines of communication and the project required processes and procedures for items such as

subcontractor approval and/or substitution, payment process, Office of Contract Compliance

requirements, submittals, RFI’s, and change orders should be addressed in this meeting.
The Pre-Construction Meeting should be held within 15 working days after issuance of the

Notice to Proceed. The attendees may include the following individuals or organization

representatives:

1. Owner/Client Representative

2. Project Manager (PM)

3. Construction Manager (CM)

4. Project Engineer (PE)

5. Contractor’s Project Manager, Superintendent, major Subcontractors and Suppliers

6. Safety Coordinator (Contractor and/or City)

7. Bureau of Contract Administration/ Office of Contract Compliance (BCA/OCC)

8. Principal Construction Inspector, the Lead Inspector, and a representative from BCA’s

Materials Control Division

9. City Scheduler

10. Designer representative

11. Utility representative (DWP, natural gas company, telephone company, etc.)

12. Other City agencies (Sanitation, DOT, Police, Fire, Building and Safety, etc.)

13. Other government agencies that have a direct influence on the execution of the project

The CM prepares the meeting Agenda. After preparation of the Agenda, written notification of

the meeting is distributed to required and requested attendees. The status of the attendee, either

required or requested, should be indicated on the notification. The notice should also include a

copy of the Agenda, and the time, place and date of the meeting. Preparation for the meeting

should include a sign-in sheet, and any required handouts and notes for the meeting. Meeting

minutes should be prepared and processed.

Weekly Construction Progress Meetings

The Weekly Construction Progress Meetings are held to discuss general project status, specific

problems related to construction, and outstanding items to be resolved. The attendees, at a

minimum, should include:

1. CM

2. PE (as required)

2. Contractor (and major Subcontractors)

3. Lead Inspector

4. City Scheduler (as required)

5. Owner/Client Representative

The meeting Agenda is prepare and distributed at the meeting. The CM presides over the

meeting and generally covers the following:

1. Contract Progress/Contractor’s Three-week Progress Schedule.

2. Job Memos and outstanding Non-Compliances Issued. The CM should establish a timeline for

resolving all outstanding items.

3. Record Drawings.

4. Change Orders (CO). The CM should establish the responsible party and a time limit for

processing each outstanding CO.

5. Submittals. The CM should establish priorities for processing all unapproved submittals.

6. Requests for Information (RFI) and Plan Clarifications (PCs). The CM should establish time

limit for all unanswered RFIs.

7. Construction Schedule.

8. House Keeping and Safety Issues.

9. Old Business. The CM should establish the responsible party and a time limit for each

outstanding item.

10. New Business. The CM should establish the responsible party and a time limit for each

outstanding item.

11. General Discussion.

Monthly Schedule Update Meeting

The Monthly Schedule Update Meetings are held to review and discuss required monthly

submittals, such as progress payments, schedules and trade staffing levels. In addition, some of

the issues and topics discussed in the Weekly Construction Progress Meetings may also be

addressed in these meetings, if necessary. CM staff and the Contractor may elect not to have a

monthly meeting, if the issues to be addressed in the monthly meeting are covered and addressed

in the weekly meetings.

The attendees and procedures are the same as the Weekly Construction Progress Meeting noted

above.

Monthly Partnering Meeting

Partnering meetings are utilized to follow up on action items established during formal

partnering sessions (see Procedure 15.1). During these meetings, PM level and Sponsor level

team members meet to review:

1. Monthly team evaluations.

2. Project schedule.

3. Partnering strategy.

4. Outstanding issues.

5. Issue specific action planning.

Depending on the size of the project, it may be possible to combine this meeting with the Weekly

Construction Progress meetings.

Construction Management Team Meeting

The CM Team Meeting is utilized to monitor progress and identify issues hindering construction

of a specific project. The attendees shall include the City’s CM Team only (PM, CM, PE,

Support Staff). During these meetings, the CM Team reviews and discusses the progress of the

project, including schedule variances and problem areas; responsibilities are assigned and

timeframes established for resolution of identified issues. The responsible parties report back in

subsequent meetings on progress being made toward resolution of previously identified issues,

and reports any additional issues identified. Meeting minutes (if required) are processed.

Construction Management Staff Meeting

The CM Staff Meeting is utilized to provide staff training and ensure uniformity in managing all

of the construction projects within a Program or Division. The attendees shall include the CMs,

estimator(s) and scheduler(s). During these meetings, the CM staff should discuss:

1. Safety items, including procedures and concerns.

2. Current issues affecting the contracting community and understand how they may impact

current and future construction projects.

3. Lessons learned during construction and find ways to prevent similar

problems from reoccurring in the future.

4. Other topics of interest to the CM staff.

5. Meeting minutes and attendance should be recorded.