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Construction management

Professional Quantity Surveying, Construction Project and Construction Management Practice

CONSTRUCTION MANAGEMENT

Crawford Construction Consultants delivers, besides a Project Management service a pure Construction Management service. This holds that the employer/client contracts directly with the different trade contractors and Crawford Construction Consultants manage the construction of the project on behalf of the employer/client. This method brings about savings of more than 20% to the client. In short this entails that the Main Contractor is not required in this procurement method, but the client is still receiving the same service as when a Main Contractor was employed.

CONSTRUCTION MANAGEMENT CONTRACT

Crawford Construction Consultants has developed a Construction Management Contract with Construction Management Trade Contracts for use on construction projects where the employer appoints separate trade contracts to carry out the works, and a construction manager to oversee the completion of the works for a fee. Construction Management contracts are suitable for projects procured via the management method.

FEATURES OF PROJECTS USING A CONSTRUCTION MANAGEMENT CONTRACT –

Construction Management contracts comprise a suite of documents, a Construction Management Appointment (CM/A), and separate Construction Management Trade Contracts (CM/TC).
The contract is used where separate contractual responsibility for design, management and construction of the project is desired.
The employer provides the design, and enters into direct separate trade contracts with suppliers to carry out the construction of the works.
The construction manager is appointed by the employer to manage the physical construction of the project and act as an agent on the employer’s behalf, issuing instructions, making decisions and preparing certifications. The construction manager also administers the conditions of the trade contract.
Works can be carried out in sections.

Crawford Construction Consultants has vast experience in both Project Management and Construction Management.

DIFFERENCE BETWEEN: PROJECT MANAGER, CONSTRUCTION MANAGER, MAIN CONTRACTORS AND PURE CONSTRUCTION SERVICES

In this section clarification is given as to the difference between Project Management and Construction Management, Main Contractors and pure Construction Management services.

It was found that numerous companies promote themselves as being companies that as a main deliverable, proclaim to supply both Project Management as well as Construction Management services.

Both the Professional Construction Manager and the Professional Construction Manager has to be registered in terms of the Project and Construction Management Profession Act, 2000 (Act No.48 of 2000, as amended). Hence, a Project Manager so registered cannot provide Construction Management services, if not accordingly registered there to. Vice versa for Construction Managers proclaiming to be Project Managers.

A further distinction being made between these two professions are as per the Government Gazette, 20 September 2019, Scope of work published for information.

Is a manager of projects within the Built Environment from conception to completion, including the management of related professional services following the six stages of services.

Is a manager of the physical construction process within the Built Environment”. Although the Construction Manager can be involved from the Project initiation and briefing stage, the Construction Managers main involvement will start a tender stage. The Construction Manager’s will be involved up and to the end of the physical construction of the project.

WHAT IS CONSTRUCTION MANAGEMENT ?

"[Construction Management is] A project delivery method whereby the client retains a construction manager to provide certain preconstruction expertise including cost estimating, value engineering, and scheduling and, during the construction phase of the project, coordination of all construction activities. Achieving project objectives including the management of quality, cost, time and scope.

It entails the Organizing, scheduling, mobilizing, and directing equipment, material, and personnel in performance of a construction contract.

WHY DO WE NEED CONSTRUCTION MANAGEMENT ?

Buildings and their construction have become increasingly complex. New innovations in methods, designs and materials mean that the management of construction projects requires professionals with the knowledge and skills to deliver on time and on budget in a demanding and rapidly changing industry.

WHAT DOES MANAGING CONSTRUCTION INVOLVE ?

Construction Management combines a wide range of techniques and knowledge. Including: Budgets and cash flow, Construction law, Construction Planning, Procurement Supply, Chain Management and Tendering, Quality Management, Construction Risk management, including Health and Safety

Budgets and cash flow Monitoring and control of construction budgets and cash flow is crucial if a construction project is to be completed on time. Experts like quantity surveyors will provide cost estimates but the task of monitoring progress against budget will fall under the remit of the Construction Manager.
Construction Law, Construction law is understood to be the whole field of law that affects the construction industry. Depending on the country different laws will affect construction projects. Construction is known as a litigious industry and construction projects are subject to various statutory requirements for example, Building Regulations, Planning Permission and Health and Safety laws. Knowledge of the laws that affect the construction industry is therefore essential for the successful management of construction projects.
Construction planning. Trying to take on a Construction Project without a well-thought-out plan is like trying to drive to an unknown location without a map. (Jackson, B. 2006. p. 227) Construction planning or programming uses formal techniques to schedule activities, identify dependencies between tasks, and allocate resources. Planning is the foundation of the construction project. It forms the basis for cost, time and resource management. Without adequate planning the Construction Manager can’t monitor progress against budget or schedule and can’t make efficient use of his/her resources be they materials or people.
Construction procurement. Procurement is the purchasing of goods and or services of the right quality at the best total cost of ownership. This can be repeat purchasing at favourable rates or longer term partnerships. Procurement involves the development and implementation of a procurement strategy that identifies the most appropriate procurement route for the construction project. Along with decisions about the best contract forms to use, design and build etc. Procurement also manages the preparation of contracts, selection criteria, the tendering process and the award of contract of sub-contractors and suppliers.
Construction Quality Management Quality management on a construction site will include a quality system, quality assurance, quality planning and quality control. Together these form the construction Quality Management System. The Quality Management System is a construction organisations, standards, processes and methods used to manage quality. The quality assurance function is often performed by independent bodies that own the quality system and monitor the use of the system. Quality planning defines the meaning of quality and how it will achieved. Quality control is a mechanism to check that construction products and construction materials meet their quality criteria. Quality control uses an iterative technique of quality reviews to check quality at each construction stage.
Construction Risk Management Construction risk management is essential to the safety of the construction work and to the success of the building project. A risk is an uncertainty of outcome whether positive or negative. The task of Construction Management is to manage the construction project’s exposure to risk. This includes the probability of a risk occurring and the impact if the risk did occur. On construction projects risks are often transferred via contract liabilities or insurance policies. However, other mitigation actions may also be taken by the Construction Manager for example reducing the likelihood of a risk occurring. Construction is a multi-billion rand/dollar industry and it is constantly changing with new innovations in materials and design. This makes the management of a construction project a challenging task.

THE ROLE AND DAY TO DAY RESPONSIBILITIES OF THE CONSTRUCTION MANAGER

A construction manager is in charge of the overall planning and control of the physical construction of a project; this demands a command of many skills. PACE University. A Construction Manager is a central role in any construction project and as we have seen construction management involves a wide range of disciplines. The Construction Manager will be responsible for developing a programme of work for the project. This requires an in depth knowledge of the tasks, order of work, dependencies and lead times. For example for large glass panels, what glass is needed, what needs to be done before it is installed and when it needs to be ordered to meet construction schedules. Depending on the project size and complexity the Construction Manager may work with procurement specialists or be directly responsible for facilitating the procurement of materials and subcontractors, working with construction contract delivery methods.

On a day to day basis they will supervise the building work, managing the hiring and firing of employees or managing subcontractors and partners. While onsite Construction Managers instruct supervisors and foremen, track progress of the construction for example the delivery materials and equipment and ensure adherence to health and safety practices.

The Construction Manager may also be responsible for or delegate the task of obtaining licenses and permits for the site. They will work with architects and surveyors to track progress, identify risks and issues and resolve problems.

In addition to ensuring timely project delivery the Construction Manager is accountable for monitoring costs and delivering the project on budget. They will report regularly to owners, clients and their own management on project progress and escalate any issues that may impact budget, cost or quality. They will often work with budget cost tolerances reporting any slippage outside of those tolerances to the client or senior management. Depending on the project size the construction manager will be solely responsible for the construction phase or area of work. They may be assisted by or delegate to foremen or supervisors.

From the above it would be clear that the skills and experience required for a Professional Construction Manager will differ vastly from the skills and experience of a Professional Construction Project Manager. In short the Construction Manager is a specialist in the physical construction, whereas the Project Manager is overall responsible for the coordination, design, procurement and delivery of the physical project.

The same methodologies are applied for both disciplines but different sets of skills and experience is applied.

THE DIFFERENCE BETWEEN THE SERVICES OF CRAWFORD CONSTRUCTION CONSULTANTS AND AND MAIN CONTRACTORS

Over the last 40 years the construction contractors industry changed. From Contractors delivering all the trades to Main Contractors only undertaking some of the trades such as earthworks and concrete works. The remainder of the trades are sub-contracted to other contractors. Hence, these Main Contractors in essence supply a Contraction Management service to the employer/client. It will be found that most registered Pr.CM are therefore working for Contractors. It is not a service being offered in it pure sense

Scope of Services delivered

In terms of the above Construction Management Contract and Trade Contracts, Crawford Construction Consultants deliver the following services as per the stages.

Project Stages	Scope of Services
4. Project Documentation and Procurement	4.1 Review and confirm the Construction Strategy and Method for Submission of the Tender.
	4.2 Prepare the Construction Management Organogram and obtain commitment from appropriate staff as required.
	4.3 Select recommend and agree the procurement strategy for Sub-contractors and Suppliers with the Principal Agent and Consultants.
	4.4 Manage and co-ordinate the preparation and implementation of the Health and Safety requirements for inclusion in the tender.
	4.5 Manage and procure proposals for the appropriate contract insurances and guarantees required for the works.
	4.6 Review tender documentation to establish any cost-effective alternative solutions.
	4.7 Manage the preparation and submission of the Tender.
	4.8 Prepare and agree the Procurement Program for Sub-Contractors and Suppliers.
	4.9 Agree list of subcontractors and Suppliers with the Principal Agent.
	4.10Manage the Tender Process in accordance with agreed procedures, including calling for tenders, adjudication of tenders, and recommendation of appropriate domestic subcontractors and suppliers.
	4.11 Manage co-ordinate and finalize negotiations on all contractual commitments.

Project Stages	Scope of Services
5. Construction Documentation and Management	5.1 Manage the preparation and agreement of the Health and Safety Plan with the Clients Health and Safety Consultants and sub-contractors.
	5.2 Manage the Site establishment including the provision of all necessary temporary services, storage facilities, security requirements and other site requirements.
	5.3 Establish and maintain regular monitoring of all line, level and datum of the works.
	5.4 Continuously monitor the compliance by site management of the Health and Safety Plan,
	5.5 Provide the necessary documentation as required by the Health and Safety Consultant for the Health and Safety File.
	5.6 Manage the implementation of the requirements of the Environmental Management Plan.
	5.7 Appoint subcontractors and suppliers including the finalization of all agreements.
	5.8 Receive, co-ordinate, review and obtain approval of all contract documentation provided by the subcontractors and suppliers for compliance with all of the contract requirements.
	5.9 Monitor the ongoing projects insurance requirements.
	5.10 Facilitate and manage the establishment of subcontractors on site.
	5.11 Finalize and agree the Quality Assurance Plan with the design consultants and subcontractors.
	5.12 Continuously monitor the compliance of the quality of the works in accordance with the agreed Quality Assurance Plan.
	5.13 Establish and co-ordinate the formal and informal communication structure and procedure for the construction process.
	5.14 Regularly conduct and record the necessary construction management meetings including subcontractors, suppliers, and programme, progress and cost meetings.
	5.15 Finalize and agree the contract programme and revisions thereof as necessary.
	5.16 Prepare and finalize the detailed Construction Programme including resource planning.
	5.17 Prepare and agree Information Schedule for timeous implementation of construction.
	5.18 Continuously manage the review of construction documentation and information for clarity of construction requirements.
	5.19 Manage and administer the distribution of construction information to all relevant parties.
	5.20 Continuously monitor the construction progress.
	5.21 Manage the review and approval of all necessary shop details and product proprietary information by the design subcontractors.
	5.22 Review and substantiate circumstances and entitlements that may arise from any changes required to the Contract Program.
	5.23 Establish procedures for and monitor all scope and cost variations.
	5.24 Manage the preparation of monthly progress claims for payments.
	5.25 Receive, review and substantiate any contractual claims within the prescribed period.
	5.26 Regularly prepare and submit a construction status report, including construction financial status report.
	5.27 Manage co-ordinate and supervise all work on and off site.
	5.28 Manage and co-ordinate the requirements of the direct contractors if required to do so.
	5.29 Manage, co-ordinate and monitor all necessary testing and commissioning.
	5.30 Co-ordinate, monitor and expedite the timeous rectification of all defects for the achievement of practical completion.

Project Stages	Scope of Services
6. Project Close Out	6.1 Co-ordinate monitor and expedite the timeous rectification of all defects for the achievement of Works Completion.
	6.2 Manage co-ordinate and expedite the preparation by the relevant subcontractors of all as-built drawings and construction documentation.
	6.3 Manage and expedite the procurement of all operating and maintenance manuals as well as all warrantees and guarantees.
	6.4 Manage and expedite the procurement of applicable statutory compliance certificates and documentation.
	6.5 Manage the Finalization of the Health and Safety File for submission to Health and Safety Consultants.
	6.6 Co-ordinate monitor and manage the rectification of defects during the Defects Liability Period.
	6.7 Manage co-ordinate and expedite the preparation and agreement of the final accounts with the Cost Consultants and subcontractors.
	6.8 Co-ordinate monitor and expedite the timeous rectifications of all defects for the achievement of Final Completion.
	6.9 Prepare and present Contract Closeout Report.