Construction project management encompasses organizing the field forces and backup personnel in administrative and engineering positions necessary for supervising labor, awarding subcontracts, purchasing materials, record keeping, and financial and other management functions to ensure profitable and timely performance of the job. The combination of managerial talents required presupposes training and experience, both in field and office operation of a construction job.
Proper construction project management will spell the difference between a successful building or contracting organization and a failure.
This section outlines practical considerations in construction project management based on the operations of a functioning general contracting organization. Wherever possible, in illustrations given, the forms are from actual files for specific jobs.
These forms, therefore, not only illustrate various management techniques, but also give specific details as they apply to particular situations.
—–17.1 Types of Construction Companies
—–17.2 Construction Company Organization
—–17.3 Contractors’ Business Consultants
—–17.4 Sources of Business
—–17.5 What Constitutes the Contract Documents?
—–17.6 Major Concerns with Building Codes
—–17.7Estimating, Bidding, and Costs
—–17.8 Types of Bids and Contracts
—–17.9 Professional Construction Managers
—–17.10 Contract Administration
—–17.11 Purchase Orders
—–17.12 Scheduling and Expediting
—–17.13 Fast Tracking
—–17.14 Changes, Claims, and Dispute Resolution
—–17.16 Construction Contract Bonds
—–17.17 Trade Payment Breakdowns and Payments
—–17.18 Cost Records
—–17.19 Accounting Methods
—–17.21 Community Relations
—–17.22 Relations with Public Agencies in Executing Construction Operations
—–17.23 Labor Relations
—–17.24 Social and Environmental Concerns in Construction
—–17.25 Systems Building
—–17.26 Basics of Successful Management