Construction management

ASSIGNMENT-2

25.03.13 By: Anil sharma, 8007, 10th sem.-INDO GLOBAL COLLEGE OF ARCHITECTURE

Construction management or constructio n project management (CPM)

is the overall planning, coordination, and control of a project from beginning to completion. CPM is aimed at meeting a clients requirement in order to produce a functionally and financially viable project. CPM is project management that applies to the construction sector. The construction industry is composed of five sectors: residential, commercial, heavy civil, industrial, and environmental. A construction manager holds the same responsibilities and completes the same processes in each sector. All that separates a construction manager in one sector from one in another is the knowledge of the construction site. This may include different types of equipment, materials, subcontractors, and possibly locations. A contractor is assigned to a construction project once the design has been completed by the architect or is still in progress. This is done by going through a bidding process with different contractors. The contractor is selected by using one of the three selection methods: low-bid selection, best-value selection, or qualifications-based selection. A construction manager should have the ability to handle public safety, time management, decision making, mathematics, and human resources .

CONTANTS:

A approach to the construction management. Functions of construction management. Facilitating Resources of construction management. Types of construction contracts. ROLE of Architect.

Submitted to: Ar. Ruchy lakhani (lecturer) - CM

INTRODUCTION
There are several different approaches to building a major project. One such approach is that of construction management. There is some confusion as to what construction management is and what is involved. Basically construction management involves some form of professional expertise that is focused in the specialized areas of cost, estimating, systems analysis and supervision. Construction management is headed up by the construction manager (CM). This person is in complete and total control of the entire project from start to finish. The role of the construction manager may differ from project to project and it will depend on which construction company he/she works for. Construction Management is a consulting firm providing project management services. Any private or public investor can call upon the corporation's services to design and implement real estate or industrial projects across Europe. The knowledge and know-how acquired in the long standing practice by Construction Management as part of a leading building and civil engineering (BCE) group ensure its ability to optimize building projects. This applies to quality, cost as well as to terms of delivery, both for new buildings or renovation projects. Construction Management offers services for developing feasibility studies, drawing up building programs, fine-tuning construction documents and coordinating the various parties involved in the project. High-performance management and information tools as well as multidisciplinary teams suited to each market allow Construction Management to respond optimally to customer needs.

What is Construction Management?

Construction Management refers either to the study and practice of the managerial and technological aspects of the construction industry (including construction, construction science, construction management, and construction technology), or to a business model where one party to a construction contract serves as a construction consultant, providing both design and construction advice. 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, 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.

Business Model
Typically the construction industry includes four parties: an owner, a designer (architect or engineer), the builder (usually called the general contractor), and the government (local laws and regulations). Traditionally, there are two contracts between these parties as they work together to plan, design, and construct the project. 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. Indirect, third-party relationships 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 manager, and owner-builder. The construction management company becomes an additional party engaged in the project to act as an advisor 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's behalf, and other advice as necessary.

So what are the functions of a Construction Manager?

Construction Management 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. Construction Management is project management that applies to the construction sector. The functions of construction management typically include the following: 1. Specifying project objectives and plans including delineation of scope, budgeting, scheduling, setting performance requirements, and selecting project participants. 2. Maximizing resource efficiency through procurement of labour, materials and equipment. 3. Implementing various operations through proper coordination and control of planning, design, estimating, contracting and construction in the entire process. 4. Developing effective communications and mechanisms for resolving conflicts.

What are the main responsibilities of a Construction Manager?

The most common responsibilities of a Construction Manager can be classified as follows:

Project Management; Planning; Cost Management;

Time Management; Quality Management; Contract Administration; Safety Management; and Construction management 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 Five Types of Construction

Residential: Residential housing is for society including individual homes, apartments, condominiums, and townhouses. Commercial: This refers to construction dealing with the needs of commerce, trade, and government. Some examples may be schools, banks, hospitals, theaters, and government buildings. Heavy Civil: This type of construction greatly impacts society since it deals with transportation. Some examples are roads, bridges, railroads, dams, tunnels, and airports. Industrial: Industrial is connected with buildings that are used for different types of production. Some examples are chemical plants, steel mills, oil refineries, manufacturing plants, and pipelines. Environmental: Environmental used to be part of heavy civil, but it now has its own section since it deals with projects that improve the environment. Some examples are sanitary sewers, waste management, and clean water.

In addition to assigning dates to project activities, project scheduling is intended to match the resources of equipment, materials and labor with project work tasks over time. Good scheduling can eliminate problems due to

production bottlenecks, facilitate the timely procurement of necessary materials, and otherwise insure the completion of a project as soon as possible. In contrast, poor scheduling can result in considerable waste as laborers and equipment wait for the availability of needed resources or the completion of preceding tasks. Delays in the completion of an entire project due to poor scheduling can also create havoc for owners who are eager to start using the constructed facilities. Attitudes toward the formal scheduling of projects are often extreme. Many owners require detailed construction schedules to be submitted by contractors as a means of monitoring the work progress. The actual work performed is commonly compared to the schedule to determine if construction is proceeding satisfactorily. After the completion of construction, similar comparisons between the planned schedule and the actual accomplishments may be performed to allocate the liability for project delays due to changes requested by the owner, worker strikes or other unforeseen circumstances. In contrast to these instances of reliance upon formal schedules, many field supervisors disdain and dislike formal scheduling procedures. In particular, the critical path method of scheduling is commonly required by owners and has been taught in universities for over two decades, but is often regarded in the field as irrelevant to actual operations and a time consuming distraction. The result is "seat-of-the-pants" scheduling that can be good or that can result in grossly inefficient schedules and poor productivity. Progressive construction firms use formal scheduling procedures whenever the complexity of work tasks is high and the coordination of different workers is required.

Contract Definitions
A mutual agreement between two or more parties that something shall be done, an agreement enforceable at law.

According to Method of Payment

or cost-plus payment.

-The agreement of how the owner will pay the contractor for work performed such as a lump-sum

TYPES OF CONSTRUCTION CONTRACTS

Two broad categories: -based Contracts) -based Contracts) Factors Influencing the Choice of the Type of Contract r efficient performance by the contractor

Lump Sum Contact Contract based on a Bill of Quantities Schedule of Rates Contract Cost plus Percentage of Cost Cost plus Fixed Fee Target Cost with Variable Fees Contract Guaranteed Maximum Price Contract (GMP)

ARCHITECT ROLE: The word architect in a generic context is synonymous with inventor or manager. It is the one who creates and implements a particular endeavor and carries it through to fruition. Architects traditionally have embraced the whole-project concept, contributing both design and construction expertise, or more commonly, construction management. Over the past five decades, however, the residential architects role has been largely diminished to that of providing plans, and of inadequate builder sets. Some architects have relinquished their leadership role, and they need to reclaim the full extent of their position and contribute to the complete design and execution of a new homes creation.

1.0 Professional Duties of Architect: 1.1 Service: "Service", as defined under Section 2 (1) (o) of the Consumer Protection Act, 1986, means service of any description which is made available to potential users and includes the provision of facilities in connection with banking, financing insurance, transport, processing, supply of electrical or other energy, board or lodging or both, housing construction, entertainment, amusement or the purveying of news or other information, but does not include the rendering of any service free of charge or under a contract of personal service. In other words, rendering professional service by an architect for "consideration" falls within the ambit of "service". The relationship between the Client and the Architect is that of recipient and provider of service. The professional services rendered by the architect mean the services rendered pursuant to the Conditions of Engagement and Scale of Charges, entered into between the Client and the Architect.

1.2 Competence: An architect, being a professional, shall possess the required knowledge and skill i.e. proficiency and competence for discharging his professional duties and functions. These are governed under the provisions of the Architects Act, 1972 and the Architects (Professional Conduct) Regulations, 1989, framed thereunder. 1.3 Duty of care: It means duty to exercise utmost skill and care. When an architect offers professional advice/architectural services, implicitly undertakes that he is possessed of the knowledge and skill for the purpose. Thus, an architect shall bring to his task a reasonable degree of knowledge and skill and must exercise a reasonable degree of care. 1.4 Duties: The duties that are required to be performed by an architect for various types of projects have been prescribed by the Council of Architecture under the Conditions of Engagement and Scale of Charges for respective areas in the field of architecture. The documents stipulate the parameters within which the Architect is required to function. However, the Conditions of Engagement and matters related therewith for a given project shall be carried out in accordance with the terms and Conditions of Agreement executed between the Client and the Architect. ARCHITECT AS CONSTRUCTION/PROJECT MANAGER: Financial Control: Architects are called dreamers who also dream of money. But it is also true that they are poor financial managers. When architect also dwells into a role of a construction manager, his financial skills and budgeting of the project is at test. Common mistake contractors make is to divert the fund of one project to another project thus indulge in overtrading. As a total in-charge of the project, your duty is to ensure timely payments to supplier, sub contractors and employees. Most of the firm fails due to mismanagement of the fund and cash flow.

Communication strategy: In a design-build practice, you are directly in contact with the client on a day to day basis which provides excellent opportunity to build your credibility and trust. However, in construction industry clients are often observed to be very demanding and edgy. Remember, your client doesnt know the building process like you know. You have to patiently educate him/her and manage the sentiments attached with the project. Well thought out communication strategy will generate your goodwill which is essential for the success of your practice.

Maintenance and Post construction services:

Maintaining a building is as important as making it. In fact, an architect should specify the building specifications keeping in mind the hassle free upkeep and maintenance. Care and regular service ensures clean and pleasing environment thus ensuring long healthy life to building. It will be a construction managers duty to design a maintenance strategy and educate the client for the same.

The good maintenance plan shall have followings: 1. Safety and security of the complex 2. Energy conservation 3. Civil, Electrical and HVAC services 4. Landscape and arboriculture in the property 5. Amenities like swimming pool, gymnasium, etc. 6. General building maintenance of building 7. Waste management 8. Any other facilities which require regular maintenance 9. Provide As built drawings including architectural details.