Construction management

Construction project management (CM) is a profes- 4. Developing eective communications and mecha-
sional service that uses specialized, project management nisms for resolving conicts.:[4]
techniques to oversee the planning, design, and construc-
tion of a project, from its beginning to its end. The The Construction Management Association of America
purpose of CM is to control a projects time, cost and (CMAA) says the 120 most common responsibilities of a
quality.[1] CM is compatible with all project delivery sys- Construction Manager fall into the following 7 categories:
tems, including design-bid-build, design-build, CM At- Project Management Planning, Cost Management, Time
Risk and Public Private Partnerships. Every construction Management, Quality Management, Contract Adminis-
project features some amount of CM. However, profes- tration, Safety Management, and CM Professional Prac-
sional construction managers, or CMs, are typically re- tice. CM professional practice includes specic activ-
served for lengthy, large-scale, high budget undertakings ities, such as dening the responsibilities and manage-
(commercial real estate, transportation infrastructure, in- ment structure of the project management team, organiz-
dustrial facilities, military infrastructure, etc...), called ing and leading by implementing project controls, den-
capital projects. No matter the setting, a CMs respon- ing roles and responsibilities, developing communication
sibility is to the owner, and to a successful project.[2] protocols, and identifying elements of project design and
construction likely to give rise to disputes and claims.[5]

1 The role of a contractor

3 Seven types of construction
A contractor is assigned to a construction project during
the design or once the design has been completed by a li- Agricultural: Typically economical buildings, and
censed architect. This is done by going through a bidding other improvements, for agricultural purposes. Ex-
process with dierent contractors. The contractor is se- amples include barns, equipment and animal sheds,
lected by using one of three common selection methods: specialized fencing, storage silos and elevators, and
low-bid selection, best-value selection, or qualications- water supply and drains such as wells, tanks, and
based selection. ditches.
A construction manager should have the ability to han- Residential: Residential construction includes
dle public safety, time management, cost management, houses, apartments, townhouses, and other smaller,
quality management, decision making, mathematics, low-rise housing, small oce types.[3]
working drawings, and human resources.[3]
Commercial: This refers to construction for the
needs of private commerce, trade, and services. Ex-
2 Functions amples include oce buildings, big box stores,
shopping centers and malls, warehouses, banks, the-
aters, casinos, resorts, golf courses, and larger res-
The functions of construction management typically in-
idential structures such as high-rise hotels and con-
clude the following:
dominiums.

1. Specifying project objectives and plans including Institutional: This category is for the needs of gov-
delineation of scope, budgeting, scheduling, setting ernment and other public organizations. Examples
performance requirements, and selecting project include schools, re and police stations, libraries,
participants. museums, dormitories, research buildings, hospi-
tals, transportation terminals, some military facili-
2. Maximizing the resource eciency through ties, and governmental buildings.
procurement of labor, materials and equipment.
Industrial: Buildings and other constructed items
3. Implementing various operations through proper co- used for storage and product production, including
ordination and control of planning, design, estimat- chemical and power plants, steel mills, oil reneries
ing, contracting and construction in the entire pro- and platforms, manufacturing plants, pipelines, and
cess. seaports.

1
2 5 OBTAINING THE PROJECT

Heavy civil: The construction of transportation Closed bid: A closed bid is used for private projects.
infrastructure such as roads, bridges, railroads, tun- A selection of contractors are sent an invitation for
nels, airports, and fortied military facilities.[3] bid so only they can submit a bid for the specied
Dams are also included, but most other water- project.[3]
related infrastructure is considered environmental.

Environmental: Environmental construction was

5.2 Selection methods
part of heavy civil, but is now separate, dealing with
projects that improve the environment. Some ex-
amples are water and wastewater treatment plants, Low-bid selection: This selection focuses on the
sanitary and storm sewers, solid waste management, price of a project. Multiple construction manage-
and air pollution control. [3] ment companies submit a bid to the owner that is
the lowest amount they are willing to do the job for.
Then the owner usually chooses the company with
the lowest bid to complete the job for them.[3]
4 Jobs
Best-value selection: This selection is focuses on
Architect both the price and qualications of the contractors
submitting bids. This means that the owner chooses
Architect-Engineer
the contractor with the best price and the best qual-
Civil engineer ications. The owner decides by using a request for
proposal (RFP), which provides the owner with the
Construction manager contractors exact form of scheduling and budgeting
that the contractor expects to use for the project.[3]
Design engineer

Design manager Qualications-based selection: This selection is

used when the owner decides to choose the contrac-
Estimator tor only on the basis of their qualications. The
owner then uses a request for qualications (RFQ),
Field engineer which provides the owner with the contractors ex-
perience, management plans, project organization,
Planning engineer
and budget and schedule performance. The owner
Project Architect may also ask for safety records and individual cre-
dentials of their members.[3] This method is most
Project co-ordinator often used when the contractor is hired early during
the design process so that the contractor can provide
Project document controller
input and cost estimates as the design develops.
Project engineer

Project manager 5.3 Payment contracts

Quantity surveyor
Lump sum: This is the most common type of
Scheduler/scheduling engineer contract. The construction manager and the owner
agree on the overall cost of the construction project
and the owner is responsible for paying that amount
5 Obtaining the project whether the construction project exceeds or falls be-
low the agreed price of payment.[3]

5.1 Bids Cost plus fee: This contract provides payment for
the contractor including the total cost of the project
A bid is given to the owner by construction managers that as well as a xed fee or percentage of the total cost.
are willing to complete their construction project. A bid This contract is benecial to the contractor since any
tells the owner how much money they should expect to additional costs will be paid for, even though they
pay the construction management company in order for were unexpected for the owner.[3]
them to complete the project.[3]
Guaranteed maximum price: This contract is the
Open bid: An open bid is used for public projects. same as the cost-plus-fee contract although there is
Any and all contractors are allowed to submit their a set price that the overall cost and fee do not go
bid due to public advertising. above.[3]
6.3 Procurement 3

Unitprice: This contract is used when the cost can- team which includes the project manager (PM), contract
not be determined ahead of time. The owner pro- administrator, superintendent, and eld engineer.[3]
vides materials with a specic unit price to limit
spending.[3] Project manager: The project manager is in charge
of the project team.

6 Project stages Contract administrator: The contract administra-

tor assists the project manager as well as the superin-
tendent with the details of the construction contract.
6.1 Design
Superintendent: It is the superintendents job to
The design stage involves four steps: programming and make sure everything is on schedule including ow
feasibility, schematic design, design development, and of materials, deliveries, and equipment. They are
contract documents. It is the responsibility of the design also in charge of coordinating on-site construction
team to ensure that the design meets all building codes activities.[3]
and regulations. It is during the design stage that the bid-
ding process takes place.[3] Field engineer: A eld engineer is considered an
entry-level position and is responsible for paper-
work.
Conceptual/Programming and feasibility: The
needs, goals, and objectives must be determined for
the building. Decisions must be made on the build- During the pre-construction stage, a site investigation
ing size, number of rooms, how the space will be must take place. A site investigation takes place to dis-
used, and who will be using the space. This must cover if any steps need to be implemented on the job site.
all be considered to begin the actual designing of This is in order to get the site ready before the actual con-
the building. This phase is normally a written list of struction begins. This also includes any unforeseen con-
each room or space, the critical information about ditions such as historical artifacts or environment prob-
those spaces, and the approximate square footage of lems. A soil test must be done to determine if the soil is
each area. in good condition to be built upon.[3]

Schematic design: Schematic designs are sketches

used to identify spaces, shapes, and patterns. Mate- 6.3 Procurement
rials, sizes, colors, and textures must be considered
in the sketches.[3] This phase usually involves devel- The procurement stage is when labor, materials and
oping the oor plan, elevations, a site plan, and pos- equipment needed to complete the project are purchased.
sibly a few details. This can be done by the general contractor if the company
does all their own construction work. If the contractor
Design development (DD): This step requires re- does not do their own work, they obtain it through sub-
search and investigation into what materials and contractors. Subcontractors are contractors who special-
equipment will be used as well as their cost. During ize in one particular aspect of the construction work such
this phase, the drawings are rened with information as concrete, welding, glass, or carpentry. Subcontractors
from structural, plumbing, mechanical, and electri- are hired the same way a general contractor would be,
cal engineers. It also involves a more rigorous evalu- which is through the bidding process. Purchase orders
ation how the applicable building codes will impact are also part of the procurement stage.[3]
the project.
Contract documents (CDs): Contract documents Purchase orders: A purchase order is used in var-
are the nal drawings and specications of the con- ious types of businesses. In this case, a purchase or-
struction project. They are used by contractors to der is an agreement between a buyer and seller that
determine their bid while builders use them for the the products purchased meet the required specica-
construction process. Contract documents can also tions for the agreed price.[3]
be called working drawings.[3]

6.4 Construction
6.2 Pre-construction
The construction stage begins with a pre-construction
The pre-construction stage begins when the owner gives a meeting brought together by the superintendent. The pre-
notice to proceed to the contractor that they have chosen construction meeting is meant to make decisions dealing
through the bidding process. A notice to proceed is when with work hours, material storage, quality control, and
the owner gives permission to the contractor to begin their site access. The next step is to move everything onto the
work on the project. The rst step is to assign the project construction site and set it all up.[3]
4 8 CONSTRUCTION ACTIVITY DOCUMENTATION

A Contractor progress payment schedule is a sched- has been assessed, the contractor makes the appro-
ule of when (according to project milestones or specied priate accommodations to not disturb the species.
dates) contractors and suppliers will be paid for the cur-
rent progress of installed work. Vegetation: There may often be particular trees or
other vegetation that must be protected on the job
Progress payments are partial payments for work com-
site. This may require fences or security tape to warn
pleted during a portion, usually a month, during a con-
builders that they must not be harmed.
struction period. Progress payments are made to general
contractors, subcontractors, and suppliers as construc-
Wetlands: The contractor must make accommoda-
tion projects progress. Payments are typically made on a
tions so that erosion and water ow are not aected
monthly basis but could be modied to meet certain mile-
by construction. Any liquid spills must be main-
stones. Progress payments are an important part of con-
tained due to contaminants that may enter the wet-
tract administration for the contractor. Proper prepara-
land.
tion of the information necessary for payment processing
can help the contractor nancially complete the project.
[6] Historical or cultural artifacts: Artifacts may in-
clude arrowheads, pottery shards, and bones. All
work comes to a halt if any artifacts are found and
6.5 Owner occupancy will not resume until they can be properly examined
and removed from the area.[3]
Once the owner moves into the building, a warranty pe-
riod begins. This is to ensure that all materials, equip-
ment, and quality meet the expectations of the owner that 8 Construction activity documen-
are included within the contract.[3]
tation

7 Issues resulting from construc- Project meetings take place at scheduled intervals to dis-
cuss the progress on the construction site and any con-
tion cerns or issues. The discussion and any decisions made at
the meeting must be documented.[3]
7.1 Dust and mud Diaries, logs, and daily eld reports keep track of the daily
activities on a job site each day.
When construction vehicles are driving around a site or
moving earth, a lot of dust is created, especially during the
dryer months. This may cause disruption for surrounding Diaries: Each member of the project team is ex-
businesses or homes. A popular method of dust control pected to keep a project diary. The diary contains
is to have a water truck driving through the site spraying summaries of the days events in the members own
water on the dry dirt to minimize the movement of dust words. They are used to keep track of any daily
within and out of the construction site. When water is work activity, conversations, observations, or any
introduced mud is created. This mud sticks to the tires other relevant information regarding the construc-
of the construction vehicles and is often lead out to the tion activities. Diaries can be referred to when dis-
surrounding roads. A good practice is to have a street putes arise and a diary happens to contain informa-
sweeper clean the roads at least once a day to minimize tion connected with the disagreement. Diaries that
dirty road conditions. April 2015 are handwritten can be used as evidence in court.

Logs: Logs keep track of the regular activities on

7.2 Environmental protections the job site such as phone logs, transmittal logs, de-
livery logs, and RFI (Request for Information) logs.
Storm water pollution: As a result of construction,
the soil is displaced from its original location which Daily eld reports: Daily eld reports are a more
can possibly cause environmental problems in the formal way of recording information on the job site.
future. Runo can occur during storms which can They contain information that includes the days ac-
possibly transfer harmful pollutants through the soil tivities, temperature and weather conditions, deliv-
to rivers, lakes, wetlands, and coastal waters. ered equipment or materials, visitors on the site, and
equipment used that day.[3]
Endangered species: If endangered species have
been found on the construction site, the site must be
shut down for some time. The construction site must Labor statements are required on a daily basis. Also list
be shut down for as long as it takes for authorities to of Labor, PERT CPM are needed for labor planning to
make a decision on the situation. Once the situation complete a project in time.
 5

9 Resolving disputes Programme management (ProgM) is concerned

with management of a clients portfolio (the pro-
Mediation: Mediation uses a third party mediator gramme, in this sense, is equivalent to a clients
to resolve any disputes. The mediator helps both brief) or (in the UK) managing time in a project.
disputing parties to come to a mutual agreement.
This process ensures that no attorneys become in- Project control (PC) is the tracking and reporting of
volved in the dispute and is less time-consuming. the progress, time, cost and quality of a project. This
function can be characterized as passive, whereas
Minitrial: A minitrial takes more time and money construction project management (CPM) is active.
than a mediation. The minitrial takes place in an
informal setting and involves some type of advisor Project leader (PL): The person responsible for
or attorney that must be paid. The disputing parties achieving the projects objectives; acts as a manager
may come to an agreement or the third party advisor in-line.
may oer their advice. The agreement is nonbinding
and can be broken. Project director (PD): The leader of a large project
that can be broken down into sub-projects (e.g. the
Arbitration: Arbitration is the most costly and
Channel tunnel) or the head of a PM organization
time-consuming way to resolve a dispute. Each
party is represented by an attorney while witnesses
and evidence are presented. Once all information Owner representative (OR): The representative of
is provided on the issue, the arbitrator makes a rul- the owner; may be internal or external to the com-
ing which provides the nal decision. The arbitrator pany
provides the nal decision on what must be done and
it is a binding agreement between each of the disput- Document Control (DC): Key function of a project
ing parties.[3] manager

Build operate transfer (BOT)

10 Terminology Finance build operate transfer (FBOT)
Design build operate transfer (DBOT)

Build own operate (BOO)

Engineering, procurement, and construction (EPC)

Private nance initiative (PFI)

General contract (GC)

Joint Venture (JV): A collaboration between two or

more companies from the same or dierent back-
Berlin Brandenburg Airport, an example of poor construction
grounds and/or elds to complete a common project.
management[7]
Joint Ventures typically have a lead contractor that
The following terms are commonly used in the industry: deals with most of the business aspects. The lead
will usually have a bigger stake in the partnership
(i.e. the lead will have a 65% stake while the sec-
Construction management (CM) refers to form of ond contractor might have 30% and a third might
delivery[8] and (in the UK) management of the site. have 5%).
Real estate management (REM) is professional
property advice (a continuous process, as opposed Guaranteed maximum price (GMP): A contract-
to a process). specied upper limit to the projects nal price

Corporate real estate management (CREM) is Multiple prime contracts (MPC)

a company-focused variant.
UK: One contractor takes responsibility for the
Management contracting (MC):
development (package deal).
UK: form of delivery[9] US: A client may have ve or six prime con-
US: CM at risk tractors.
6 15 BUSINESS MODEL

11 Study and practice 14 Skills and abilities

Construction Management education comes in a variety Time management
of formats: formal degree programs (Two-year associate
degree; four-year baccalaureate degree, masters degree, Negotiation
project management, operations management engineer
degree, doctor of philosophy degree, postdoctoral re- Decision making
searcher); on-the-job-training; and continuing education
and professional development. Information on degree Problem solving
programs is available from ABET, the American Coun-
cil for Construction Education (ACCE), the Construc-
tion Management Association of America (CMAA) or 15 Business model
the Associated Schools of Construction (ASC).
According to the American Council for Construction Ed-
ucation (one of the academic accreditation agencies re-
sponsible for accrediting construction management pro-
grams in the U.S.), the academic eld of construction
management encompasses a wide range of topics. These
range from general management skills, through man-
agement skills specically related to construction, to
technical knowledge of construction methods and prac-
tices. There are many schools oering Construction
Management programs, including some oering a mas-
ters degree.[10][11]

12 Software
Capital project management software (CPMS) refers to
the systems that are currently available that help capi-
tal project owner/operators, program managers, and con-
struction managers, control and manage the vast amount
of information that capital construction projects create. A
collection, or portfolio of projects only makes this a big-
ger challenge. These systems go by dierent names: cap-
ital project management software, computer construc-
tion software, construction management software, project
management information systems. Usually Construction Skyscrapers under construction in Panama City, Panama
Management can be referred as subset of CPMS where
the scope of CPMS is not limited to construction phases
of project. Among main construction management soft- The construction industry typically includes three parties:
ware can be mentioned Procore, PlanGrid etc... an owner, a licensed designer (architect or engineer) and a
builder (usually known as a general contractor). There are
traditionally two contracts between these parties as they
work together to plan, design and construct the project.[12]
13 Required knowledge The rst contract is the owner-designer contract, which
involves planning, design, and construction contract ad-
Construction and building ministration. The second contract is the owner-contractor
contract, which involves construction. An indirect third-
Technology party relationship exists between the designer and the
contractor, due to these two contracts.
Public safety
An owner may also contract with a construction project
Customer service management company as an adviser, creating a third con-
tract relationship in the project. The construction man-
Human resources agers role is to provide construction advice to the de-
signer, design advice to the constructor on the owners
Mathematics behalf and other advice as necessary.
15.3 Planning and scheduling 7

15.1 Design, bid, build contracts 15.3 Planning and scheduling

The phrase design, bid, build describes the prevailing Project-management methodology is as follows:
model of construction management, in which the general
contractor is engaged through a tender process after de- Work breakdown structure
signs have been completed by the architect or engineer.
Project network of activities

Critical path method (CPM)

Resource management
15.2 Design-build contracts Resource leveling
Risk assessment
Main article: Design-build

Many owners particularly government agencies let out 15.4 Architectureengineer

contracts known as design-build contracts. In this type
of contract, the construction team (known as the design- Work inspection
builder) is responsible for taking the owners concept
Change orders
and completing a detailed design before (following the
owners approval of the design) proceeding with construc- Review payments
tion. Virtual design and construction technology may be
used by contractors to maintain a tight construction time. Materials and samples
There are three main advantages to a design-build con- Shop drawings
tract. First, the construction team is motivated to work
with the architect to develop a practical design. The team Three-dimensional image
can nd creative ways to reduce construction costs with-
out reducing the function of the nal product. The second
major advantage involves the schedule. Many projects 15.5 Agency CM
are commissioned within a tight time frame. Under a
traditional contract, construction cannot begin until after Construction cost management is a fee-based service in
the design is nished and the project has been awarded which the construction manager (CM) is responsible ex-
to a bidder. In a design-build contract the contractor is clusively to the owner, acting in the owners interests at
established at the outset, and construction activities can every stage of the project. The construction manager of-
proceed concurrently with the design. The third major fers impartial advice on matters such as:
advantage is that the design-build contractor has an in-
centive to keep the combined design and construction Optimum use of available funds
costs within the owners budget. If speed is important,
design and construction contracts can be awarded sepa- Control of the scope of the work
rately; bidding takes place on preliminary plans in a not-
Project scheduling
to-exceed contract instead of a single, rm design-build
contract. Optimum use of design and construction rms skills
The major problem[13] with design-build contracts is an and talents
inherent conict of interest. In a standard contract the
Avoidance of delays, changes and disputes
architect works for the owner and is directly responsi-
ble to the owner. In design-build the architect works for Enhancing project design and construction quality
the design-builder, not the owner, therefor the design-
builder may make design and construction decisions that Optimum exibility in contracting and procurement
benet the design-builder, but that do not benet the
owner. During construction, the architect normally acts Cash-ow management
as the owners representative. This includes reviewing the
builders work and ensuring that the products and meth- Comprehensive management of every stage of the
ods meet specications and codes. The architects role project, beginning with the original concept and project
is compromised when the architect works for the design- denition, yields the greatest benet to owners. As time
builder and not for the owner directly. Thus, the owner progresses beyond the pre-design phase, the CMs abil-
may get a building that is over-designed to increase prof- ity to eect cost savings diminishes. The agency CM
its for the design-builder, or a building built with lesser- can represent the owner by helping select the design and
quality products to maximize prots. construction teams and managing the design (preventing
8 16 SEE ALSO

scope creep), helping the owner stay within a predeter- compensate by reducing the scope of the work to t
mined budget with value engineering, cost-benet analy- the GMP
sis and best-value comparisons. The software-application
eld of construction collaboration technology has been Since the GMP is settled before design begins, it is
developed to apply information technology to construc- dicult for owners to know whether they received
tion management. the best possible bid [14]

15.6 CM at-risk 15.6.3 Bottom Line

CM at-risk is a delivery method which entails a commit-
An At-Risk delivery method is best for large project
ment by the construction manager to deliver the project
both complete construction and renovationthat are not
within a Guaranteed Maximum Price (GMP). The con-
easy to dene, have a possibility of changing in scope, or
struction manager acts as a consultant to the owner in
have strict schedule deadlines. Additionally, it is an e-
the development and design phases (preconstruction ser-
cient method in projects containing technical complexity,
vices), and as a general contractor during construction.
multi-trade coordination, or multiple phases.[15]
When a construction manager is bound to a GMP, the
fundamental character of the relationship is changed. In
addition to acting in the owners interest, the construction
manager must control construction costs to stay within the 15.7 Accelerated construction techniques
GMP.
Starting with its Accelerated Bridge Program in the late
CM at-risk is a global term referring to the business rela- 2000s, the Massachusetts Department of Transportation
tionship of a construction contractor, owner and architect began employing accelerated construction techniques, in
(or designer). Typically, a CM at-risk arrangement elim- which it signs contracts with incentives for early comple-
inates a low-bid construction project. A GMP agree- tion and penalties for late completion, and uses intense
ment is a typical part of the CM-and-owner agreement construction during longer periods of complete closure to
(comparable to a low-bid contract), but with adjust- shorten the overall project duration and reduce cost.[16]
ments in responsibility for the CM. The advantage of a
CM at-risk arrangement is budget management. Before
a projects design is completed (six to eighteen months of
coordination between designer and owner), the CM is in- 16 See also
volved with estimating the cost of constructing a project
based on the goals of the designer and owner (design
Architectural engineering
concept) and the projects scope. In balancing the costs,
schedule, quality and scope of the project, the design may
be modied instead of redesigned; if the owner decides to Building ocials
expand the project, adjustments can be made before pric-
ing. To manage the budget before design is complete and Civil engineering
construction crews mobilized, the CM conducts site man-
agement and purchases major items to eciently manage Construction engineering
time and cost.[14]
Construction estimating software

15.6.1 Advantages Cost overrun

CM is working at risk, therefore have incentive to
Cost engineering
act in the owners interest, as well as to eciently
manage construction costs, considering they would
Earthquake engineering
be liable for any amount in excess of the GMP
Ability to handle changes in design or scope [15] EPC (contract)

International Building Code

15.6.2 Drawbacks
Structural engineering
If a cost overrun occurred, it could cost the CM a
great deal of money
Work breakdown structure
The CM is allowed some mistake-related contin-
gency, therefore there is a possibility that they will Index of construction articles
 9

17 References
[1] 3rd Forum International Construction Project Manage-
ment 26th/27 June 2003 in Berlin

[2] CMAA - About. CMAA - About. CMAA. Retrieved

2016-12-15.

[3] Barbara J. Jackson (2010). Construction Management

Jumpstart (2nd ed.). Indianapolis, Indiana: Wiley.

[4] Gerardo Viera (September 2008). What Is Construction

Project Management?". PM Hut. Retrieved 2010-07-04.

[5] CMAA. CMAA (in Afrikaans). Retrieved 2015-07-22.

[6] Minks, William (2011). Construction Jobsite Manage-

ment.

[7] New York Times article on the problems with the new
Berlin Brandenburg Airport

[8] Hammond, p. 10

[9] Hammond, p. 11; Generalbernehmer

[10] http://www.usnews.com/usnews/edu/college/tools/
search.php#

[11] Standards and criteria for accreditation of post-

secondary construction education degree programs
(PDF). American Council for Construction Management.
Retrieved 2006-05-29.

[12] Halpin, Daniel. Construction Management. Hoboken,

NJ: Wiley, 2006

[13] Stagner, Steve. Design-Build and Alternative Project De-

livery in Texas (PDF). Texas Council of Engineering
Companies. Retrieved 18 October 2011.

[14] Strang, Warner (2002). The Risk In CM At-Risk""

(PDF). CM eJournal. 4 (9): 38. Retrieved July 22, 2015.

[15] Advantages and Disadvantages of Construction Delivery

Methods. Sierra Companies. 2013-01-14. Retrieved
2015-07-22.

[16] http://www.fhwa.dot.gov/publications/publicroads/
12mayjune/03.cfm

18 Further reading
Halpin, Daniel W., Construction Management, Wi-
ley, Third Edition.
Rawlinsons Australian Construction Handbook, an-
nual editions
10 19 TEXT AND IMAGE SOURCES, CONTRIBUTORS, AND LICENSES

19 Text and image sources, contributors, and licenses

19.1 Text
Construction management Source: https://en.wikipedia.org/wiki/Construction_management?oldid=767685276 Contributors: Edward,
Andrewman327, Michael Devore, Chowbok, Beland, Canterbury Tail, Rich Farmbrough, Mwanner, Gnomz007, Mairi, Maurreen, Pearle,
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Rsrikanth05, Malcolma, Stevenwmccrary58, Kevin, Caballero1967, SmackBot, Bluebot, Robth, Sahmeditor, Argyriou, JonHarder,
Forumwatcher, Addshore, CapitalR, Eastlaw, JForget, Eewild, John Riemann Soong, Mcginnly, Pihcho, Hemlock Martinis, Cyde-
bot, Epbr123, [email protected], Dpenguinman, Boing splash, Seaphoto, Smartse, Docmo, Barek, The Transhumanist, Siobhan-
Hansa, Magioladitis, Think outside the box, Smgbear, 1993 Sportster, Sunshinegirl13, Ksero, R'n'B, CommonsDelinker, Ash, Trusil-
ver, FactsAndFigures, Lilreader, Largoplazo, Austinm, X!, VolkovBot, Parker007, 22user22, Rkaufman13, Butter1, Hirakawacho,
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