Construction Management or Construction Project Management

8/13/2019 Construction Management or Construction Project Management

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Construction managementor construction project management(CPM) is the overall planning,

coordination, and control of a project from inception to completion aimed at meeting a clients

requirements in order to produce a functionally and financially viable project. CPM is project

management that applies to the construction sector

Construction Manager fall into the following 7 categories: Project Management Planning, Cost

Management, Time Management, Quality Management, Contract Administration, Safety Management,

and 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.

The functions of construction project management typically include the following[1]:

Specifying project objectives and plans including delineation of scope, budgeting, scheduling, setting

performance requirements, and selecting project participants.

Maximizing resource efficiency through procurement of labor, materials and equipment.

Implementing various operations through proper coordination and control of planning, design,

estimating, contracting and construction in the entire process.

Developing effectivecommunicationsand mechanisms for resolving conflictsTypically the construction industry includes three parties: an owner, a designer (architectorengineer), the

builder (usually called thegeneral contractor). Traditionally, there are two contracts between these parties

as they work together to plan, design, and construct the project.[6]

The first contract is the owner-

designer contract, which involves planning, design, and construction administration. The second contract

is the owner-contractor contract, which involves construction. An indirect, third-party relationship exist

between the designer and the contractor due to these two contracts.

An alternate contract or business model replaces the two traditional contracts with three contracts:

owner-designer, owner-construction project manager, and owner-builder. The construction project

management company becomes an additional party engaged in the project to act as an adviser to the

owner, to which they are contractually tied. The construction manager's role is to provide construction

advice to the designer, on the owner's behalf, design advice to the constructor, again on the owner'sbehalf, and other advice as necessary.ArchitectureEngineer

Work inspection

Change orders

Review payments

Materials and samples

Shop drawings

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Planning and scheduling

Project management methodology:

Work breakdown structure

Project network of activities

Critical path method (CPM)

Resource management

Resource leveling

Construction managers coordinate and schedule design and construction processes in the building of

office complexes, residential homes, and industrial structures. They may be involved in the construction

of highways, bridges, schools and hospitals. A construction manager approves and hires specialty

contractors for operations such as plumbing, electrical wiring and framing. Construction managers
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usually work on a project from conception to completion. On large projects, they may be responsible for

only one segment of the operation.

Architects design buildings and structures that not only look good but are safe, energy efficient and

functional. An architect works with a client to set the parameters of the construction, such as

construction objectives, budget and requirements of the structure. Architects often do pre-construction

assessments to determine the feasibility of the project and any environmental impact the structure

might have. When pre-construction assessment is complete, an architect will then develop the final

construction plan, including construction details and building appearance.

General Risks to ConsiderThere are several areas of liability to watch for when providing construction managementservices. Thedegree to which you assume any of these risks depends on your role as a CM and yourresponsibilitiesas stated in your contract and demonstrated by your actions. Consider the following:Design. When CMs conduct design and constructability reviews, they may, along with thearchitect or

engineer of record, be subject to claims involving design errors and omissions.Selection of materials. CMs may have exposure arising from the selection and timely deliveryofconstruction materials and subsystems.Cost estimates. Project owners typically have high expectations that a CMs construction costestimates are accurate. If costs exceed a CMs estimate, there is substantial risk of a claim Jobsite safety. CMs may assume responsibility for construction means and methods, as wellas thecontractors jobsite safety program and safety plans. OSHA rulings have generally concludedthat aCMConstructorsresponsibilities for jobsite safety are akin to those of a general contractor.Scheduling and coordination. Work not performed on schedule or not well coordinated canlead toclaims for project delays, increased overhead expenses and added overtime costs.Hazardous site conditions. If not careful, the CMConstructorcan assume liability for existinghazardous site conditions. In addition, if toxic materials on the site must be disposed of ortransported,the CM can be deemed an operator of the site or an arranger of the disposal and thussubject tosevere (and sometimes criminal) sanctions in the event of an illegal dumping or accidentThe following provisions should be adhered to wherever practicable:-(i) Vehicles and mechanical plant used for the purpose of the works shall befitted with effective exhaust silencers, maintained in good and efficientworking order and operated in such a manner as to minimise noiseemissions. The contractor shall ensure that all plant complies with therelevant statutory requirements.(ii) Machines in intermittent use should be shut down or throttled down to aminimum when not in use.(iii) Compressors should be fitted with properly lined and sealed acoustic coverswhich should be kept closed whenever in use. Pneumatic percussive toolsshould be fitted with mufflers or silencers of the type recommended by the


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manufacturers.(iv) Equipment which breaks concrete, brickwork or masonry by bending orbursting or nibbling shall be used in preference to percussive tools where practicable. Avoid the use of impact tools where the site is close tooccupied premises.(v) Where practicable, rotary drills and bursters activated by hydraulic, chemical

or electrical power shall be used for excavating hard or extrusive material.(vi) Where practicable, equipment powered by mains electricity shall be used inpreference to equipment powered by internal combustion engine or locallygenerated electricity.(vii) Neither any part of the works nor any maintenance of plant shall be carriedout in such a manner as to cause unnecessary noise or vibration except inthe case of an emergency when the work is absolutely necessary for thesaving of life or property or the safety of the works.(viii) Plant shall be maintained in good working order so that extraneous noisefrom mechanical vibration, creaking and squeaking is kept to a minimum.(ix) Noise emitting machinery which is required to run continuously shall behoused in a suitable acoustic lined enclosure wherever practicable.

Any plant used for the crushing of materials should be issued with a Permit by aLocal Authority under the Pollution Prevention and Control Regulations 2000.

All work should be carried out in accordance with the conditions of the Permit.Where plant is used to recycle materials, the appropriate licence from theEnvironment Agency shall be obtained. The process operator should notify thelocal authority in whose area the process is proposed prior to operation.To ensure that our construction works do not affect residents and businesses, noise levels are

continuously monitored and kept within the National Environment Agency (NEA) permissible levels.

Contractors must comply with the following noise pollution control requirements:Prior to the commencement of works, contractors are required to carry out a baseline noisesurveyfor one week, on a 24-hour basis, to establish the background noise levels.

A Noise Management Planmust be submitted before any construction work is started. Theplans must include the baseline noise record, indicate the Noise Sensitive Receivers (NSRs) and

proposed mitigation measures and public relation strategies to handle noise matters.

Throughout the construction duration, contractors must implement all practicable measureswhile continuously monitoring the noise levels closely.

For effective noise control, the main focus should be on control at source supplemented with

control at pathway.

Examples of practicable control measures to mitigate the noise impact are as follows:Use of noise reduced plants and machineriesEnclose noisy plant in an acoustic shed. Barricade noisy activities with portable noise

barriers/panels. Erect noise barriers before commencement of works.

5. Establish good rapport with the community.a) improve the planning and management of projects from the very start;

(b) identify hazards early on, so they can be eliminated or reduced at the design or planning stage and the

remaining risks can be properly managed;

(c) target effort where it can do the most good in terms of health and safety; and

(d) discourage unnecessary bureaucracy.

Clients must appoint dutyholders who are competent and adequately resourced.

Clients must provide those who need it (eg, designers, contractors, CDM Co-ordinators) with pre-

construction information that can reasonably be obtained. A range of surveys and reports will be needed


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- for example, to check for presence of asbestos; structural stability of site and nearby structures; the

location of above and below ground live services in the work area; etc. These should be done before

work begins and not be left for the principal contractor to organise once the demolition work has

started.

CDM Co-ordinators plan effective site management that keeps people (site workers and the public) as far

as possible from the risks. They should give principal contractors as much information as possible.

Principal contractors co-ordinate and manage health and safety issues during the demolition project.

Site managers supervise workers and ensure they are following safe working practice.

Sub-contractors and site workers must understand and follow the precautions and ensure that their

colleagues do too.

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Falls from height

During demolition and dismantling, workers can be injured falling from edges, through openings, fragile

surfaces and partially demolished floors.

Dutyholders have a responsibility to assess, eliminate and control the risks of falls from height. Find out

more aboutfalls from height.

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Injury from falling materialsWorkers and passers-by can be injured by the premature anduncontrolled collapseof structures, and by

flying debris.

A safe system of work is one that keeps people as far as possible from the risks. This may include:

establishing exclusion zones and hard-hat areas, clearly marked and with barriers or hoardings if

necessary

covered walkways

using high-reach machines

reinforcing machine cabs so that drivers are not injured

training and supervising site workers

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Uncontrolled collapseThe structural survey should consider:

the age of the structure

its previous use

the type of construction

nearby buildings or structures

the weight of removed material or machinery on floors above ground level

The method statement for the demolition should identify the sequence required to prevent accidental

collapse of the structure.

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Risks from connected services

Gas, electricity, water and telecommunications services need to be isolated or disconnected before

demolition work begins. If this is not possible, pipes and cables must be labelled clearly, to make sure

they are not disturbed.

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Traffic management

Effective traffic management systems are essential on site, to avoid putting workers at risk of being hit by

vehicles turning, slewing, or reversing. Where possible, vision aids and zero tail swing machines should

be used. Find out more abouttraffic management

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Hazardous materials

Hazardous materials that need to be considered include dust, asbestos and respirable crystalline silica

(RCS).There may also be material or contamination on site that has not been cleared, for example:

acids from industrial processes

paints

flammable liquids

unidentified drums

microbiological hazards (especially in old hospital buildings).

Find out more about thecontrol of substances hazardous to health (COSHH)

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Noise and vibration

Frequent exposure to loud noise can permanently damage a persons hearing. Noise can also create a

safety risk if it makes it difficult for workers to communicate effectively or stops them hearing warning

signals.

More information on noise at work

Vibrating hand tools used in demolition can causehand-arm vibration syndrome (HAVS).Workers

exposure to vibration needs to be managed and reduced as far as possible.

Find out more about managing the risks caused by use of vibrating toolsBack to top

Fire

Fire is a risk where hot work (using any tools that generate spark, flame or heat) is being done. During

structural alteration, the fire plan must be kept up to date as the escape routes and fire points may alter.

There must be an effective way to raise the alarm.
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Construction Management or Construction Project Management