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An Introduction to Construction Management

Have you ever looked at a bridge, building or structure of any kind and wondered, “how did they do that?” They did it with construction management. Construction is, of course, a project, one that tends to be long, complex and involves many different parties to deliver.

In order to control all those moving parts, construction professionals use construction management for all project delivery methods. Let’s look at what construction management is and then go into some of the key elements. We’ll also discuss the process and offers some free templates to help in your next construction project.

What Is Construction Management?

Construction management is a professional service for project owners. It provides them with the management of the construction project’s schedule, cost, quality, safety, scope and function. Construction management is led by a construction manager, who reports to the owner and is tasked with delivering a successful project.

There are three main parties involved in construction management. They are the owner, who is the one commissioning the work and funds or finances it; the architect or engineer, who is responsible for the design of the project; and the general contractor, who is the person overseeing the day-to-day operations of the project as well as managing the subcontractors.

Construction management is overseeing these parties and the overall project through the lens of the owner’s interests. Therefore, construction management interfaces with all three parties in order to make sure the project is delivered on time and within its budget , if not ideally under budget. The project must also meet the quality, scope and function expectations of the owner. This is accomplished by a combination of experience and education that directs the construction operations through the development of a detailed schedule and budget.

In order to schedule and budget the construction project while adhering to safety and security measures and managing risk, construction management requires project management methodologies and software. ProjectManager is online project management software that helps construction management plan, manage and track projects in real time. Robust Gantt charts organize tasks, resources and costs while linking all four types of dependencies and creating milestones. You can even filter for the critical path and set a baseline to track whether your actual progress is meeting your planned progress. Get started with ProjectManager today for free.

Key Elements of Construction Management

There are many elements to construction management. It’s a major endeavor, as you can imagine, that oversees the entire construction project as a proxy for the owner. But for this introduction to construction management, we boiled down those elements to a few key ones, which are discussed below.

Construction Delivery Methods

There are five common delivery methods in construction projects . Design-bid-build, also known as traditional building, is probably the most used method. There are three phases: design, bid and build. This is often found in commercial construction projects and while lengthy, it gives owners the opportunity to work with architects and engineers to get a good price for the project.

Design-build (D-B) reduces the timeline that’s associated with design-bid-build by having a single party replace the designer and the contractor. This design-builder is usually an architect, engineer or contractor and works with the owner. This fosters better communication but puts many responsibilities on the shoulders of the design-builder.

Another delivery method is construction manager at risk (CMAR or CM at risk). It’s similar to the design-bid-build method, but the construction manager (CM) is hired by the owner to oversee the project. This is great for owners who need expert help managing the project and often allows the owner to remove themselves from the process.

Then there’s job order contracting (JOC), which works at completing a number of predefined construction tasks. It tends to be used in small-to-medium construction projects, such as repairs, renovations and maintenance. It’s ideal for short timelines and fixed budgets, but not new construction.

Multiple award task order contract (MATOC) is often found in military or government construction work. It involves long-standing contracts for multiple projects , all of which are under a single master contract. There could be multiple contractors at work, there could also only be one.

Construction Bidding Process

The bidding process in construction allows the construction manager to review contractors to hire for the project. Of course, price is a factor, but risk is also assessed. It’s important to look over the safety, financial and insurance resources of these contractors to ensure they’re professional and best suited for the job.

This process begins with a request for general contractors to bid on the project. These general contractors then get bids from subcontractors . There’s a back and forth as questions are answered about the project until the deadline when bids must be submitted and a contractor selected. This leads to contract negotiations and when agreed on, the contract is signed and distributed to the project team. The general contractor who won the bid will then make the final selection of subcontractors.

Construction Contracts

Construction contracts are legally binding documents that are signed by the winning bidder and the owner and outlines the scope of work, risks, duties and legal rights for both parties. There are many different types of contracts, such as a lump sum contract in which the owner pays upon completion of the project. But there are many more, such as percentage rate, item rate, cost plus fixed fee and so on. You have to determine which contract is right for you and the job being done.

The Construction Management Process

Construction management follows project management methodology in order to deliver the project on time and under or within the agreed-upon budget. After the bidding process and the contract has been signed, it’s time to build. Construction projects have phases, and there are five basic phases to the construction management process.

Before any planning is started, an objective for the construction project has to be decided upon. There is also a need to do a feasibility project to ensure that the construction is even viable. That is, there’s a return on investment and the project can be delivered on time and within a reasonable budget. You’ll also need to have a schematic design at this phase. Once this is done, a project initiation document (PID) is made, which will provide the groundwork for the construction plan.

Preconstrucion

This first step is to assemble a project team who will look at all the work that must be done in order to complete the project. A work breakdown structure (WBS) is often used to divide the larger job into small, more manageable deliverables and tasks. Time is planned in a schedule of activities that includes the costs for executing tasks and the resources needed to do them. This is called preconstruction. At this point, the schedule, budget, risk management plan and communication plan are all finalized. Though, these are living documents that must be reviewed and revised throughout the life cycle of the project.

Procurement

Now, the project team orders, purchases or rents everything it needs for the construction project. This includes tools and services that’ll be necessary to complete the project. Depending on the scope of the project , this can be demanding. Good communication is vital between the owner, contractor and vendors to ensure everything is done properly. Poor communication leads to bad purchasing and inventory that’s lacking or overstocked; either scenario is bad for business.

Construction

This is when the project is executed. During this phase of the process, the general contractor and subcontractors carry out all the planning and procuring of resources that had been done in the previous steps. The construction manager, architect, engineers and project manager will all work together to perform quality control inspections, respond to requests for information (RFIs) and review and approve technical submissions. This is all done to make sure the construction meets the design requirements while keeping to schedule, budget and quality.

The final phase involves a punch list , where the contractor and owner look over the job and catch errors or items that still need to be completed. Once the project has been successfully delivered, however, there’s still work to do. Resources are demobilized, rentals are returned, the worksite is cleaned and subcontractors’ contracts are closed so they can move on to other projects.

What Does a Construction Manager Do?

The construction manager is usually hired after the owner has finalized a design and is responsible for the day-to-day operations on the job site. They plan every stage of the construction project and make sure that the completed building meets quality and safety requirements while keeping to the timeline and budget.

Construction Manager vs. General Contractor

They might seem like the same job, but there are differences between a construction manager and a general contractor. For example, a general contractor is a business entity, with their own employees, such as foremen or superintendents who work on the job site.

A construction manager is an individual, though they might also be a group of people. However, they differ in their relationship with the owner. General contractors get the job through a bidding process and are part of a group that includes the owner and the design and engineering teams. The general contractor provides a set price and builds every aspect of the project as per their contract.

A general manager works for the owner and works for a predetermined fee, which gives them the incentive to keep costs down. They help during preconstruction and oversee the construction during its execution, hiring subcontractors.

Free Construction Management Templates

While project management software is better suited to managing the processes of construction management, many still work off of spreadsheets. It’s not recommended, but if one isn’t ready to upgrade, there are construction management templates .

ProjectManager is project management software but also a site in which dozens of free project management templates for Excel and Word can be downloaded for free. The following are free of construction-related free templates.

Construction Proposal

Since construction projects are based on the bidding process, construction management needs proposals to prove they are the best choice for the job. Our free construction proposal template for Word gives you space to outline the scope of work, cost and payment, schedule and much more.

Construction Estimate

The more accurate your estimate, the more likely you’ll profit from construction management. Better forecasts come from research and using our free construction estimate template for Excel. With the free template, you can document the direct, indirect, labor and material costs of your construction project during the bidding process.

Construction Schedule

When planning all the activities necessary to complete a construction project on time you need our free construction schedule template. See all your tasks on a timeline to track deliverables, manage resources, add milestones, filter for the critical path, link all four dependencies and track your budget to avoid overspending.

Construction Daily Report

Every day a report must be filed to document the work done and set up for the work coming the next day. Our free construction daily report template for Excel captures the work you did, whether it was completed on schedule, notes who and what is needed to finish the job, to list visitors and the weather conditions.

ProjectManager Helps With Construction Management

Templates are fine, but you may get frustrated with them fairly quickly. That’s because they’re static documents that don’t automatically update or lend themselves to collaboration. ProjectManager is online project management software that has automation and real-time data for greater insights into your project and connects teams across departments, whether they’re in the office or the field.

Monitor Progress in Real Time

Construction management is all about keeping on schedule and not overspending. To make sure you’re following the construction plan, you need to use our real-time dashboard . It captures, calculates and displays easy-to-read graphs and charts on time, cost and four more project metrics. There’s no complicated configuration as with lightweight tools. Our live dashboard is up and running the moment you open the software.

Manage Resources to Stay Productive

Keeping track of your resources is another responsibility in construction management. Our resource management features allow you to see the availability of your crew to ease scheduling and then monitor their workload to keep them working at capacity. Use the color-coded workload chart to see who is overallocated or under-allocated. Then balance the team’s workload right from the same chart, increasing productivity and avoiding burnout.

Manage your team’s hours with secure timesheets. They’re easy to submit and show how many hours each team member has spent on their tasks. You can set recurring tasks and automate workflows to further make work more efficient. There are also customizable reports that give you details on project status, variance and more. We have what you need to manage your construction project.

ProjectManager is award-winning software that empowers teams to collaborate and gives managers transparency to keep them productive. Our flexible tool works for traditional, agile and hybrid methodologies. Join teams qt Avis, Nestle and Siemens who are using our software to deliver success. Get started with ProjectManager today for free.

Deliver your projects on time and on budget

Start planning your projects.

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INTRODUCTION TO CONSTRUCTION MANAGEMENT

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Construction Project Management 101

By Diana Ramos | November 14, 2015 (updated September 9, 2024)

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If you’re new to construction project management, this article will walk you through the must-know basics , commonly used business models for construction projects , and the role of a project manager in construction projects  so you can master the skills and expertise needed to manage dynamic, time-sensitive construction projects of all sizes.

You’ll also learn about the best universities to study construction project management  and hear from industry experts  to better understand best practice tips and tricks when it comes to construction project management.

What Is Construction Project Management (CPM)?

Construction project management refers to the processes needed to successfully complete a construction project. Construction project managers ensure that all elements of a construction project are supported and executed efficiently throughout the project lifecycle.

At its most fundamental level, construction project management handles the coordination, execution, and planning of a construction project , whether it’s agricultural, residential, commercial , institutional, industrial, heavy civil, or environmental.

Construction project management typically includes complicated tasks that can shift wildly, depending on the work at hand, and it requires strong skills in communication, deep knowledge of the building process, and the ability to problem-solve. Construction project management is a complex field, requiring knowledge in many different areas like finance, mediation, law, business, and more.

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History of Construction Management

Construction managers have played an important role since the rise of complex building projects. In early construction projects, an architect oversaw operations, but over time the manager role has gradually become more specialized, and more complex.

Into the Renaissance, individual architects began to be known for their designs, like Sir Christopher Wren of England. Wren designed and built buildings in the late 17th and early 18th centuries, including the masterpiece St. Paul’s Cathedral, that help give London its rich countenance. Wren had a breadth of knowledge that would foreshadow the types of skills needed on a complicated construction project, with expertise in advanced mathematics and physics, as well as in design. He was on his building sites every day overseeing every phase of the works.

The rules of project management began to take shape across corporate America around the time of World War II, and by the 1950s, they were guiding civil construction projects. This meant that the phases and tenets of managing a construction engineering project were now being applied to a variety of corporate projects.

More and more details of managing a construction project can be done digitally (see software section below), and that trend is expected to grow. Mobile-friendly technology and software are set to play a major role in the field, as a younger workforce is more comfortable with the technology, and it will allow the work to be managed and tracked from anywhere.

Roles of Construction Manager and Contractor

Construction managers and contractors play key roles in project execution. Construction managers coordinate and oversee building work, and also ensure participants adhere to budgets and schedules. Contractors work closely with construction managers and are responsible for the hands-on construction work.

To learn more about this role, read our comprehensive guide to commercial construction management .

First up in any construction project is the design phase, and when that’s finished, the construction project manager opens the bidding process to interested contractors. To qualify for consideration, contractors must be able to show they can handle public safety; decision-making, engineering, drafting, human resources, and time, cost, and quality management. The contractors who meet these guidelines are then chosen through low-bid selection, best-value selection, or qualifications-based selection — all common measures.

The Construction Project Bid Selection Process

In the project bid selection process, the project owner first shares information to a large group of contractors, and then solicits bids from them. Once the project owner selects a bid, both parties agree on a payment model.

Types of Construction Project Bids

A contractor can expect two kinds of bids:

• Open Bid : Open bids apply to public projects and are usually advertised. With an open bid, any contractor can put in an offer.
• Closed Bid : The process for a private project starts with a closed bid, wherein the owner invites a select group of contractors to send in their bids.

Methods of Construction Project Bid Selection

Whether the owner chooses an open or a closed bid process for the project, the bids will then come in, and the selection of a contractor can commence based on a number of criteria:

• Low-Bid Selection : The bottom line — aka the price — is the main focus for the project owner. The winning contractor is the one who submits the lowest price for the project.
• Qualifications-Based Selection : In this process, the project owner asks contractors to submit with their bid a request for qualifications (RFQ), which summarizes the contractor’s experience, plans for management, organizational flow, and success in staying on budget and on schedule. The project owner then chooses the contractor with the best qualifications.
• Best-Value Selection : In this approach, the project owner considers both the bid price and the contractor’s qualifications to find the best combination of cost and skill set.  

Types of Construction Project Payment Models

The next and final step after an owner chooses a contractor is to negotiate a payment agreement. Both parties typically select from four payment models:

• Lump Sum : A lump-sum contract is the most prevalent choice. The project owner and the contractor come together on the overall cost for the work, and the owner must pay that amount, regardless of the project’s success or if the final bill surpasses the initial quoted price.
• Cost-Plus-Fee : As the name suggests, cost-plus-fee includes the total cost of the project as well as a fixed fee percentage of the overall cost to the contractor, all of which the owner must pay. This is the most contractor-friendly arrangement, since it covers all additional costs.
• Guaranteed Maximum Price : With a guaranteed maximum price contract, the owner and contractor agree on a set price that the total cost and fee cannot exceed.
• Unit Price : If the two parties can’t agree on the cost ahead of time, they opt for a unit-price model, in which the owner pays out a specific unit price throughout each phase of the project.

The Construction Management At-Risk Delivery Method

Construction Management at Risk (CMAR) is a delivery method wherein the construction manager completes a project for a guaranteed maximum price (GMP). The manager helps set the GMP during development and design, and is then liable for any additional costs.

In addition to acting in the owner's interest, the construction manager must control construction costs to stay within the GMP. Because the arrangement guarantees a maximum payment, low bids are typically not considered. Instead, the construction manager will work toward fulfilling the financial goal through other avenues.

The advantage of a CM at-risk arrangement is budget management. Before a project's design is completed (six to 18 months of coordination between designer and owner), the construction manager is involved with estimating the cost of constructing a project based on the goals of the designer and owner (design concept) and the project's scope, all while achieving optimal quality. The construction manager will have to be ready for potential changes to balance the costs, schedule, quality, and scope of the project while still meeting the financial goals.

For example, instead of a redesign, the construction manager may suggest modifications instead. Or if the owner decides to expand the project, the team will have to make adjustments before pricing. To keep a handle on the budget before design is complete and construction crews are called up, the construction manager conducts site visits and purchases major items ahead of demand.

Advantages : In this arrangement, the construction manager assumes the risk, so he or she has an incentive to act in the owner's interest and to efficiently manage costs, considering GMP overruns would be the responsibility of the manager’s company.

Drawbacks : A cost overrun could cost the construction manager a great deal of money. The CM is allowed some mistake-related contingency, so there is a possibility that they will compensate by reducing the scope of the work to fit the GMP. Also, since the GMP is decided before design begins, it is difficult for owners to know whether they received the best possible bid.

Bottom Line : An at-risk delivery method is best for large projects — both complete construction and renovation — that are not easy to define, have a possibility of changing in scope, or must meet strict schedule deadlines. It can also be an efficient method in projects containing technical complexity, multitrade coordination, or multiple phases.

Accelerated Construction Techniques : Starting with its Accelerated Bridge Program in the late 2000s, the Massachusetts Department of Transportation began employing accelerated construction techniques, in which it signs contracts with incentives for early completion and penalties for late completion, and uses intense construction during longer periods of complete closure to shorten the overall project duration and reduce cost. The federal and California Departments of Transportation also employed this technique after the Northridge earthquake in 1994 to speed up repair of freeways in the Los Angeles area.

Contract and Design Models for Construction Projects

The bidding process is usually consistent no matter the type of construction project, but you can expect two business models in the construction industry:

• Design-Bid-Build Contracts : Both popular and prevalent, design-bid-build contracts allow the owner to choose a contractor after an architect or engineer completes the design phase.
• Design-Build Contracts : The opposite of design-bid-build, in a design-build contract, the design and construction phases are handled by the same party (referred to as the design-builder or the design-build contractor). This approach speeds up the project’s completion since the design and construction phases can happen simultaneously.

As noted in the two above models, the bidding process begins with the design phase. The design stage itself can be broken down into different approaches.

• Conceptual/Programming and Feasibility : This model uses the final vision of the building as the starting point to determine needs, goals, and objectives. Considerations include the building size, the number of rooms, how the space will be used, and even who will be using the space. This information is generally captured in a spreadsheet listing each room, the critical information about those spaces, and the approximate square footage of each area.
• Schematic Design : Schematic designs are drawings or sketches used to identify spaces, shapes, and patterns. Not every part of a construction project can be sketched, of course, but those that can be are in this type of design. The drawings note materials, colors, and textures. These sketches can also capture floorplans, where structures like elevators will be placed, and so on.

The 5 Phases of Construction Project Management

The five phases of the construction management process reflect those in traditional PM: project initiation, planning, execution, monitoring, and, once the team meets all completion goals, project closeout.

1. Initiation

Before the project starts, a project manager must develop and evaluate the business case to determine if the project is feasible and worth undertaking. Stakeholders may be asked to do their due diligence and to conduct feasibility testing, if needed. When all parties agree to proceed with the project, the project manager writes a project charter or project initiation document (PID), which includes both the business needs and the business case.

2. Planning

Next, the project team develops a road map for all involved. This includes the project management plan (PMP), a formal, approved document created by the project manager to guide execution and control, as well as set baselines for scope, cost, and schedule. You can also expect to see these documents in the planning phase:

• Scope statement and scope documentation : This defines the project’s business need, benefits, objectives, deliverables, and key milestones.

Work breakdown structure:  The work breakdown structure  breaks down the scope of the project into visual, manageable chunks.

Communication plan : This outlines all aspects of communication, from goals and objectives to roles to tools and methods. The communication plan creates a common framework that everyone can work from to avoid misunderstandings or conflict.

Risk management plan : This helps project managers identify  risks beforehand, including time and cost estimates that may not be met, potential budget cuts, shifting requirements, and a shortage of committed resources.

3. Execution

Now the work begins. Typically, all parties hold a kickoff meeting, then the project team begins the crucial work of assigning resources, implementing project management plans, setting up tracking systems, completing tasks, updating the project schedule, and if necessary, modifying the project plan.

4. Performance and Monitoring

The monitoring phase often happens concurrently with the execution phase. This phase is necessary to measure progress and performance and to ensure that items are in line with the overall project management plan.

This final phase marks the project’s completion. To mark the conclusion, project managers may hold a post-mortem meeting to discuss what parts of the project did and didn’t meet objectives. The project team then creates a punch list of any lingering tasks, performs a final budget, and issues a project report.

Learn more about the phases of project management .

Expert Tips for New Construction Project Managers

Managing construction projects can feel daunting for new managers. From getting hands-on experience and encouraging communication to committing to ongoing education, we’ve gathered some of the best advice from experts in the field.

Here are some top tips from six construction management experts:

"Passez du temps sur le chantier à observer le travail en cours et à poser beaucoup de questions. Sortez sur le terrain, salissez vos bottes et montrez du respect aux métiers qui font réellement le travail de construction des projets. Il est important que l'entrée- les CM de niveau comprennent les nombreux éléments de terrain, tels que la météo, les conditions du site, l'espace de stockage limité, la congestion du trafic, etc., qui peuvent avoir un impact sur les coûts, le calendrier, la qualité, la sécurité et les autres variables du projet que les CM sont responsables de la gestion.

— Barbara Jackson, auteure de Construction Management Jumpstart et directrice de la Franklin L. Burns School of Real Estate & Construction Management.

« Gardez la communication fluide. Les mauvaises nouvelles sont tout aussi importantes que les bonnes nouvelles. S'assurer que toutes les parties prenantes du projet sont au courant de ce qui se passe au travail minimisera les appels téléphoniques, les e-mails et les conférences téléphoniques au milieu d'une tentative de résolution ou de récupération d'un problème sur site.

— Dan Julien, directeur de Julien Management, consultant en construction et en gestion de projet pour certaines des plus grandes marques et des personnalités de premier plan.

"Engagez-vous dans une formation continue. L'industrie de la construction est en pleine mutation - les coûts, les systèmes de réalisation de projets, la technologie, la démographie et peut-être le plus important, les attentes en matière de durabilité ("verte"), ont tous un impact sur la manière dont les projets sont conçus, construits, gérés et financés. Les CM qui réussissent sont agiles et informés et comprennent les implications de ces nombreux changements. L'ancienne façon de faire les choses est en train de disparaître ; se tenir au courant de tout, des normes et codes aux pratiques de construction, en passant par la réalisation de projets collaboratifs, etc. sera requis."

— Alison Dykstra, AIA, fondatrice de Kirshner Books et auteure de Construction Project Management : A Complete Introduction et Green Construction : An Introduction to a Changing Industry.

"Dans la gestion de la construction, plus nous planifions, plus nous avons de la chance et plus notre projet réussit. La planification commence avant le début du projet, y compris la sélection des meilleures méthodologies de construction, la préparation du calendrier/programme de construction et l'organisation des ressources. et une planification hebdomadaire tout au long de la vie du projet pour s'assurer que toutes les tâches sont terminées."

"La construction est une question de travail d'équipe, et une bonne communication est essentielle pour chaque chef de projet. Vous devez communiquer avec votre équipe, vos sous-traitants, vos fournisseurs, votre client, les concepteurs, les autorités locales et parfois les voisins et le public."

— Paul Netscher, auteur de deux livres sur la gestion de projets de construction, dont Success Construction Project Management.

"N'arrêtez jamais d'étudier ou d'analyser tout ce que vous voyez dans un projet. Ne tenez jamais rien pour acquis. La profession de gestion de la construction exige une attention totale, un grand engagement et d'excellentes compétences d'apprentissage et d'analyse. L'innatendu."

— Vicente Barrera, qui a deux décennies d'expérience professionnelle dans la construction industrielle et les infrastructures. Il est actuellement chef de projet pour SENER, un groupe privé d'ingénierie et de technologie.

“My biggest piece of advice: Never stop learning. That was actually one of the major reasons why we created Construction Junkie. The construction industry may still do some of the same things we've done for decades, but there's always room for improvement and things should always be improving. Just look at the advances being made in concrete right now. Concrete has been used for centuries, but now scientists are figuring out ways for it to heal its own cracks and others are engineering ways to make permeable concrete strong enough for heavy concrete. If we stop learning, progress stops with it.”  

— Shane Hedmond, editor in chief of ConstructionJunkie.com

Top Construction Management Books for Beginners

We’ve collected the top construction management books to teach you how to manage contracts, avoid mistakes, and move a project through every stage of the process — whether you’re a beginner or simply looking to expand your knowledge in the field.

Construction Management JumpStart by Barbara J. Jackson

Written by an expert with over 20 years of experience as a licensed contractor, this bestselling guide provides a deep introduction into construction management basics, shares the latest techniques and tools of the trade, and includes today’s hot issues like sustainability and build information modeling (BIM). Readers will find out what it takes to be a construction manager with an aptitude quiz, learn the ins and outs of contract documentation, and build and maintain a project schedule. Learn more about Jackson's book.

Construction Project Management: A Complete Introduction by Alison Dykstra

Alison Dykstra, an architect and construction management teacher, offers an introduction to managing contracted construction projects in 25 chapters. The book walks through the early development stage through bidding, selecting a contractor, the construction itself, and closing out. She also covers frequently asked questions, like who the players are in construction and what each one does, and the link between the type of contract and how the contractor gets paid. Learn more about Dykstra's book.

Successful Construction Project Management: The Practical Guide by Paul Netscher

Geared toward construction professionals and students, this book by a construction professional provides a step-by-step guide to successfully managing a project, including a list of things not to do to avoid costly mistakes. Readers will learn about planning the project, scheduling, people, materials, quality, safety, subcontractors, contracts, finance, and more. Learn more about Netscher's book.

The Management of Construction: A Project Lifecycle Approach by F. Lawrence Bennett

This 2003 book introduces all aspects of construction management to students and professionals. It covers each stage of the construction project from conception to completion, design-build, and build-own-operate-transfer, and it discusses environmental issues important in 21st-century practice.

Rawlinsons Australian Construction Handbook

This massive and exhaustive reference book for the Australian construction industry is frequently updated. Now in its 35th edition, the handbook includes increased coverage of green design, sustainability, environmental management, and more.

Informative Articles on Construction Project Management

Even more valuable resources on construction project management can be found on the internet in the form of articles and reports. Here are two such documents that flesh out the role of the construction project manager in the building process.

The Risk in CM “At-Risk,” by Warner Strang

This PDF explains the pros and cons of the CM at-risk model from the owner’s and construction manager’s point of view, along with pointers on how to get the most out of the arrangement.

"What Is Construction Project Management?” by Gerardo Viera

This article breaks down the overlap between project management and construction management, outlining how knowledge of one can feed into the other.

The Stages of Construction Project Management

Construction management begins with the design stage, and then follows pre-construction and procurement. From there, the team completes construction and commissioning. Once the owner takes occupancy and ensures the building meets specifications, the project is closed out.

Here are the stages in a construction project:

This is the first stage of a construction project, and once it is completed, it signals the beginning of the bidding process. In design-bid-build contracts, the owner chooses a contractor based on completed designs.

In this stage, an architect or engineer first assesses the feasibility of the design based on regulations and codes of the building, as well as the number of rooms, the size of the building, and the amount of space. Then he or she creates schematic designs or sketches, researching the type of equipment and materials needed and their cost.

2. Pre-Construction

The bidding process is over and the owner has chosen a contractor. The contractor is then paired with the project team, including a contract administrator, project manager, field engineer, and superintendent. Then the team gets the site ready for construction. They conduct a site examination, test soil, and identify any possible unexpected situations, like environmental challenges.

3. Procurement

The project team purchases the required equipment, materials, and labor. In other words, the procurement stage is when the team buys everything it needs to complete the project. The complexity of this stage depends on the size of the project and the company. Large national construction companies usually have procurement departments that hire labor and purchase materials for hundreds of projects at once. On the other hand, for smaller projects, the superintendent may buy limited quantities of materials from local building supplies or hire a local laborer.

4. Construction

To kick off the construction phase, the superintendent will arrange a meeting with the subcontractors and material vendors to set the ground rules for working together. Then the team must get ready to start construction, completing activities like setting up temporary storage facilities, securing the site, developing a materials and handling plan, establishing safety programs, and more. After that, the team begins construction.

5. Commissioning

Once construction is completed, the commissioning stage begins. There are two parts to the commissioning process. First, the project team must test the systems and equipment to make sure everything is working correctly before turning over the building to the owner. Then the team must train the owner’s personnel in the operation and maintenance of the systems in the new building.

6. Owner Occupancy

When the owner moves into the new building, the warranty period starts. This ensures that all the materials, equipment, and building quality meet the expectations outlined in the contract. There are two types of warranties: express warranties (written and included in the contract) and implied warranties (established or required by law).

7. Project Closeout

This final phase ties up any loose ends. The team formally completes any remaining contractual obligations to finish the project. They may create a project punch list of any tasks that didn’t get accomplished and may conduct a post-project review, document lessons learned, archive project documents, or prepare a project completion report.

How to Budget For Construction Project Management

Project managers must always think about money. From estimating budgets before the project even starts to hiring and paying contractors, financial management is one of the most important parts of a successful project.

Here’s what you need to know about money matters in construction:

1. Construction Pricing and Contracting

There are a number of options when paying contractors and outlining price in contracts. In the competitive bidding process, contractors submit their bid to work on the project. These bids are either submitted on a lump-sum or unit-price basis, whichever the owner specifies. A lump-sum bid refers to the total price of work by the contractor. Unit-price bidding is used in projects where the amount of labor and materials are uncertain.

Instead of inviting competitive bidding, some private owners choose to award contracts to one or more selected contractors with negotiated contracts, which provides more flexibility in pricing. Negotiated contracts usually require reimbursement of direct project costs plus the contractor’s fee determined by one of these methods: cost plus fixed percentage, cost plus fixed fee, cost plus variable fee, target estimate, or guaranteed maximum price or cost.

2. Cost Estimation and Budgeting

A cost estimation is prepared in order to submit a bid for a construction project and is used to establish a budget for the project once it is won. The process includes determining the cost estimates from building, unit prices and lump-sum estimates, job sites and general overhead, bidding procedures, and labor costs. Cost estimates are sometimes prepared by a professional, such as a building estimator or a chief estimator. Even though the project manager may not be the sole person responsible for cost estimation, it is still necessary that he or she become familiar with the process to understand the scope of the project.

3. Cost-Control Monitoring

As the project begins, project managers need to quickly create a process to monitor project costs. The sooner the cost-control monitoring phase begins, the faster that project managers will be able to identify trouble spots. For example, if an item is significantly more expensive than the estimate, the project manager should identify the reason for the difference and see if that cost increase affects anything else in the budget.

4. Capital Improvement Plan (CIP)

A Capital Improvement Plan (or Program) is a four- to 10-year plan that identifies capital projects and equipment purchases, provides schedule, and identifies options for financing the plan. The plan links a government entity, a strategic plan, and the entity’s annual budget. A CIP includes a list of all projects or equipment to be purchased, the projects ranked in order of preference, the plan for financing the projects, schedules for the construction phase of the project, justification of the project, and explanation of the expenses.

5. Project Accounting

The project manager and/or the agency’s accounting department will have to develop the project budget for the fiscal year, record and report expenditures, review and pay contractor invoices, and manage cash flow. From materials to labor, there are many costs in construction projects. Costs are either direct (labor, material, subcontracting, and land) or indirect (indirect labor, supervision, tools, equipment, supplies, insurance, and support costs).

The project team and the accounting department may need to work closely together to manage contractor invoices. The project team reviews invoices to make sure the work has been properly completed, then the accounting department ensures that the invoices are contractually eligible and the prices are consistent with the contract.

Organizing and Scheduling a Construction Project

It can be difficult to keep track of the necessary documents in a construction project, such as requests for proposals (RFPs), contracts, invoices, and blueprints. Because construction projects are so large and complex, efficient organization and scheduling are critical.

Organization Strategies for Construction Project Management

There are several information streams that need to be organized and managed in any construction project, from records and contract management to contract procurement planning and daily organization. 

We’ve outlined some common organization strategies below:

Records Management : Record management controls the distribution, storage, and retrieval of project records, both hard copies and electronic, in a safe, secure manner. Project managers must make sure that all incoming and outgoing documents are transmitted through the records management specialist, who uses software to track the records (this method will also create a central library of all project documents and information).

Contract Management : It is important to clearly define the roles and responsibilities for the project team members who are managing the project and the project staff responsible for managing contracts and documents. The contract management plan is designed to set expectations and procedures around this by addressing who has the authority to direct and approve the contractors to work, how the contractor’s work is monitored and reported, how they are paid and approved, how contracts are modified, which financial audits are necessary, etc.

Contract Procurement Planning : Project managers also have to ensure that procurement activities fit with the construction plan . Some of the tasks they have to manage include:

• Setting expected contract price
• Creating the scope of work (SOW) for each contract
• Standardizing procurement documents and any other necessary documents
• Adding completion dates to contracts that align with the project schedule

Commissioning Plan and List : The commissioning plan and list should be started early in the design phase and continually updated as the project progresses. The commissioning plan is designed to provide direction for the commissioning process during construction; to resolve issues related to scheduling, roles, and responsibilities; and to aid in the reporting, approvals, and coordination. It is a systematic process to ensure that buildings perform according to the design and to the owner’s operational requirements.

Project Control Process : The project control process tracks and manages the scope, cost, and schedule of a construction project. The goals of this process are to establish a baseline, track performance against the baseline, forecast performance at completion and compare to the baseline, and identify changes and monitor the effects to the baseline.

Project Requirement Definition : Also known as the statement of work, this document details the project deliverables. In the project requirement definition (PRD), the project manager explains the scope of work and what the project will accomplish. It helps stakeholders, team members, and external parties all understand the goal of the project and acts as a record of initial expectations.

As-Built Drawings : Also known as record drawings, these are edited drawings submitted by a contractor at the end of a project. They reflect all the changes made in the working drawings during the construction process and show the dimensions, geometry, and location of all elements included in the contract. As-built drawings provide a quick visual into the existing design and capture deviations from the original documents.

Daily Documentation : Keeping diaries, logs, and daily reports of project activities acts as a reference guide after the work is completed and can mitigate any damages. This kind of documentation can show how questions were answered, how problems were solved, and tracks any unusual conditions on a certain day. By keeping these daily logs, you are leaving a paper trail throughout the whole project in case anything goes awry later on.

And finally, the working drawings are created. These are the project’s final specifications and illustrations that builders use for construction and that contractors add to their bid.

Scheduling Strategies for Construction Project Management

Organize your documents in order to prioritize the information you need to build your project schedule. A well-defined schedule helps you to plan, identify potential risks, forecast cash flows, and assess resource requirements.

We’ve outlined some fundamental and advanced scheduling techniques below:

• Gantt Charts : A Gantt chart is the easiest way to create a construction schedule. It lets you visualize your project timeline by transforming task names, dates, durations, and end dates into cascading horizontal bar charts. Learn more about creating and using Gantt charts in Smartsheet .
• Critical Path Scheduling : The most widely used scheduling technique is the critical path method. This method calculates the minimum project completion time and the start and end dates for all project tasks. It identifies the critical tasks that, if delayed, will delay your entire project. The critical path method helps you reduce timelines, manage resources, and compare planned with actual. To learn more, read our Ultimate Guide to the Critical Path Method .
• Line of Balance : This scheduling technique is best suited for repetitive work and is often employed in road construction. It is a management control process for collecting, measuring, and presenting facts relating to time, all measured against a specific plan. With a Line of Balance schedule, you must allocate resources for each step, so you can make sure the next step is not delayed.
• Q Scheduling : This form of construction scheduling addresses the sequence of activities, relationships between tasks, and the total cost of finishing the project. It includes the overall construction site and prevents two competing activities from happening at the same time at the same location. While this technique is the closest to reality, it requires special software and can take more effort from the project manager to evaluate cost analyses for the different schedule alternatives generated.

What Are the Risks Involved in a Construction Project?

Construction projects are always evolving, and uncertainty can bring conflict into project teams. Construction project managers are responsible for resolving disputes, identifying and mitigating risks, and understanding legal ramifications.

Here’s what construction project managers should know:

How to Resolve Disputes

Conflicts will inevitably arise in any project. It’s the project manager’s job to resolve the disputes, so the team can stay productive and work well together. Possible conflicts in a project could include poor communication, lack of clarity, conflicts of interest, limited resources, or power struggles. While every conflict is different, there are several resolution strategies that you may employ:

• Mediation : A third-party mediator will be hired to resolve the disputes between the two parties. This strategy is the cheapest and least time-consuming.
• Mini-Trial : A mini-trial is held in an informal setting with an advisor or an attorney who must be paid. The agreement is nonbinding and can be broken. A mini-trial takes more time and more money than mediation.
• Arbitration : Arbitration is the most expensive and time-consuming way to resolve a conflict. Each party is represented by an attorney while witnesses and evidence are presented. Then, the arbitrator makes a ruling and his final decision is a binding agreement.

How to Create a Risk Management Plan

By focusing on prevention, project managers can spend less time dealing with spontaneous problems and more time on reducing their impact. A risk management plan is used to manage all project risks, defines the roles of project staff in risk management, and identifies potential risks and categorizes them in terms of probability and impact.

Understand Legal Principles

When project managers have to negotiate contracts, deal with jurisdictions’ licensing requirements, purchase insurance, and manage job site safety, an understanding of legal principles can save time and money. There are several areas of liability in construction management. There could be a claim for failure to detect defective work if a bid exceeds estimates, if there is extended overhead, or if the project is delayed. Most professional liability policies don’t cover any aspect of faulty workmanship (like fabrication or installation) or economic risks, so project managers have to make sure they have the appropriate coverage and are doing everything they can to avoid liabilities and claims.

How to Prepare a Quality Control Plan

A quality control plan ensures that the building has reached a specific standard. Quality control is the last step a project goes through before it’s delivered to the owner, and it consists of a series of systems and procedures to make sure it meets the highest standards. Project managers will have to evaluate how to measure project quality , create a step-by-step process for auditing the project, and revise and review the plan to find new problem areas. They will also have to be knowledgeable in safety management and codes, building codes, and compliance codes, then include these aspects in the plan.

How to Anticipate and Address Environmental and Neighborhood Impacts of Construction

Construction project managers can plan for licensing, permits, and local regulations, but some unanticipated roadblocks are unavoidable. Below, we’ve outlined how to deal with issues like excessive mud, vegetation, endangered species, and cultural artifacts.

Dust and Mud : Excessively dusty conditions can result from construction vehicles simply driving on a site, much less moving earth from spot to spot. Because the increased particulate matter can disrupt nearby businesses and homes, construction project owners would do well to control the dust count. One easy way to do so is to drive a water truck through the site and spray down the area. However, this creates mud, which can spread out to surrounding areas via construction vehicles. To counter this development, the project owners should get a street sweeper to clean the roads.

Storm Water Pollution : Construction projects can introduce foreign elements to the land. Should a storm hit, the runoff can carry those potential pollutants to nearby streams, rivers, lakes, aquifers, wetlands, or coastal waters.

Endangered Species : If an endangered species is found on the construction site, the site must cease operations for as long as it takes for authorities to assess the situation. Once a decision comes down, the contractor implements the proper course of action to not disturb the species.

Vegetation : Animals aren’t the only protected entities; trees and vegetation on a construction site could be subject to environmental safeguards too. The construction project manager could be faced with designating a safe zone for the growth, perhaps with a fence or security tape.

Wetlands : Wetlands are some of the most heavily protected areas in the United States. Contractors and builders must be especially vigilant in preventing contaminants or unregulated material from entering these restricted zones.

Historical or Cultural Artifacts : This classification can cover arrowheads, pottery shards, early tools, bones, and more. If any artifacts are found on the construction site, all work must halt until the the pieces can be studied and removed.

Construction Project Management Software

There are many versatile web, cloud, and mobile apps to streamline communication, simplify document management, and improve efficiency in construction management.

Here are some top construction management tools:

Smartsheet is a spreadsheet-inspired work management tool with robust collaboration and communication features. With pre-built construction templates, it’s easy to create a timeline, track progress, manage documents, and organize the details. Gantt charts are automatically created and auto-adjust every time a change is made, so you can share the most up-to-date timeline with team members or stakeholders. You can upload files from your computer, Google Drive, Box, Dropbox, Evernote, or add a web URL, creating a central repository for all project documentation and contracts. Team members can have discussions directly in the sheet and set reminders and alerts, so everyone is on the same page. And lastly, Smartsheet integrates with other apps like DocuSign (to streamline the contract process by collecting e-signatures), Harvest (to automatically create invoices), and Google Apps (to sync your calendar and add or edit information directly from Gmail). Get a free 30-day trial of Smartsheet.

Buildertrend

BuilderTREND is a cloud-based construction project management tool for home builders and remodelers. It helps builders communicate with subcontractors about tasks and allows clients to see real-time status about their home and the costs. BuilderTrend lets you create proposals, simplify the bidding process , send documents, create schedules, and manage customer relationships.

Co-Construct

Co-construct is a web-based solution for custom builders and remodelers. It helps businesses coordinate their selections, schedules, and photos while improving relationships with interactive communication. Users can track change orders, create a project budget, update schedules, share files, and more.

Procore helps firms increase efficiency and accountability with streamlined communication and documentation. The cloud-based tool provides ways to collaborate on projects and view documents, with real-time editing capabilities. Other features include project dashboards, scheduling, reporting, document management, email training, bidding and more.

BuildTools is designed for residential construction firms and offers project management, scheduling, service management, document storage, budgeting, and customer management capabilities. You can manage all the communication for your crew and subcontractors, easily sharing emails, site photos, project schedules, budgets, and timesheets.

Aconex offers one solution to manage information and processes across engineering and construction project to improve efficiency and reduce risk. Features include document management, workflow automation, bid management, issue management, and more. As a web-based solution, Aconex allows users to create and review documents from any location.

PlanGrid is a construction productivity platform that enables collaboration via mobile device in the field or wherever your project team is working. It allows the latest versions of blueprints, RFPs, schedules, and more to be synced to every employee in real time.

Education Opportunities for Construction Project Management

To learn more about education programs in commercial construction management and career opportunities in the CM field, see "Everything You Need to Know About Commercial Construction Management and Managers."

How to Manage Sustainable Building Projects

Project managers who oversee sustainable building projects must understand how they affect the environment, ensure that they properly dispose of waste, and use sustainable materials and efficient building methods. They must also understand any area-specific environmental issues and compliance standards.

Green construction is focused on making structures more energy efficient and eco-friendly, and is a huge growth area in the construction industry. The term green building refers to the effort to ensure that both the actual structure and building process are environmentally responsible. Many green project managers are required to have a working knowledge of documentation requirements for Leadership in Energy and Environmental Design (LEED).

Terminology and Acronym List

A&E: architectural and engineering BOT: build operate transfer BOO: build own operate CA: contract administrator CIP: capital improvement plan CM: construction manager CPI: cost performance index CPM: critical path method CREM: corporate real estate management D/B: design/build D/B/B: design/bid/build DBOT: design build operate transfer EA: environmental assessment EIS: environmental impact statement EPC: engineering, procurement, and construction FBOT: finance build operate transfer FEIS: final environmental impact statement FONSI: finding of no significant impact GC: general contract GEC: general engineering consultant GM: general manager GMP: guaranteed maximum price JV: joint venture LEED: Leadership in Energy and Environmental Design MC: management contracting (mostly UK) MPC: multiple prime contracts MPO: metropolitan planning organization OFE: owner furnished equipment OSHA: Occupational Safety and Health Administration O&M: operations and maintenance OR: owner representative PC: project control PD: project director PFI: private finance initiative PL: project leader PM: project manager PMC: project management consultant PMO: project management oversight PMP: project management plan PRD: project requirements definition ProgM: program management RE: resident engineer REM: real estate management RFC: request for change RFI: request for information RFP: request for proposal SOW: scope of work SPI: schedule performance index VE: value engineering WBS: work breakdown structure 

Improve Construction Project Management with Smartsheet

From pre-construction to project closeout, keep all stakeholders in the loop with real-time collaboration and automated updates so you can make better, more informed decisions, all while landing your projects on time and within budget.

The Smartsheet platform makes it easy to plan, capture, manage, and report on work from anywhere, helping your team be more effective and get more done. Report on key metrics and get real-time visibility into work as it happens with roll-up reports, dashboards, and automated workflows built to keep your team connected and informed.

When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time. Try Smartsheet for free, today.

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The Ultimate Guide to Construction Management

Last Updated Aug 20, 2024

A successful construction project requires a series of complex tasks to be completed within the budget and time requested by an owner. Many different trades must be coordinated to perform tasks safely and at the right time — and to the quality expectations of an owner. Increasingly, project owners are turning to construction managers to supervise and manage project delivery. 

The construction manager’s job is to ensure the project is completed on time, within the budget, and according to the contract requirements. However, because of the wide variety of activities involved in managing a construction project, the terms “construction management” and “construction manager” can mean different things. In this article, we’ll explore the main activities involved in construction management, and the varied roles a construction manager may play in delivering a project. 

Table of contents

What is Construction Management?

Construction management is a specialized field of project management that involves supervision and coordination of construction activities to ensure successful project delivery. The term can also refer to a field of study: Many colleges and universities offer degree programs in construction management. 

The ultimate goal of construction management is to minimize risk by controlling a project's schedule, budget (cost), and quality — also known as the "project management triangle."

This can be broken down into a variety of activities, which may include:  

• Design coordination
• Scheduling and coordination
• Cost management
• Quality management
• Contract administration
• Safety and compliance
• Risk management
• Labor and market insight
• Documentation and reporting
• Project closeout

On complex projects, these duties may be divided between multiple project or construction managers, with each responsible for a different focus.  

The Role of the Construction Manager

A Construction Manager (CM) is typically a person or company that provides construction management services to a project owner or property developer. They have extensive experience, training, and technical knowledge around construction methodologies, building codes, and drawings. A CM often acts as a representative for the project owner, bridging the communication gap between designers, engineers, and contractors to streamline project delivery. 

A Construction Manager may be hired as an employee, or work as an independent contractor on a specific project. However, a CM can serve in a variety of different capacities . An owner may hire a construction management firm to act as their representative for the duration of a project, from conception to closeout. They may hire a general contractor as a CM to both consult during the design phase and perform actual construction work. A general contractor may even employ a construction manager as an employee to oversee construction of a large project or group of projects. 

Construction Manager as Agent

A Construction Manager as Agent , often called an Owner’s Rep, acts as an advisor or consultant to the owner throughout the construction process, from early planning and design stages to the project's completion. In this role, they do not directly engage in construction activities or have contractual relationships with the subcontractors. Instead, they provide expertise to assist the owner in making decisions and coordinating the project.

Construction Manager at Risk (CMAR)

Construction Manager at Risk (CMAR) is a common project delivery method in which the owner selects a general contractor during predevelopment to consult on design. Throughout the design phase, the CM offers input to ensure that the building’s design is feasible and balanced against other interests, like budget and schedule. Their involvement prior to breaking ground enables the contractor to recommend alternative materials or methods that reduce owner costs through value engineering . 

As both the CM and general contractor, they also solicit bids from subcontractors during the design phase. Prior to construction, they establish a guaranteed maximum price for the project. 

This arrangement can be advantageous for all of the parties involved: 

• Designers are able to work collaboratively with contractors from an early stage to ensure the feasibility of the construction drawings. 
• Property owners establish a guaranteed price for the project, potentially limiting their risk during the construction phase. 
• Contractors are able to provide input and solicit bids earlier in the project, possibly improving the schedule and budget along the way. 

Using CMAR, an owner establishes a relationship with a construction manager who acts as a consultant and expert — and the CM has a financial incentive to act in the owner’s best interest. 

Construction Manager vs Project Manager

The difference between a Construction Manager (CM) and Project Manager (PM) isn’t always clear. In fact, the terms are often used interchangeably in the building industry.

Construction Managers most commonly work for the owner to provide input on design feasibility and/or coordinate construction activities, managing the GC on the owner’s behalf. Project Managers are often hired by a contractor to oversee the administrative aspects of the building project, like scheduling and logistics. 

In practice, however, the line between a CM and PM is often heavily blurred. The actual job title activities can vary greatly depending on the type of company they work for, or the specific role they are hired to fill. Regardless of the job title, most opportunities for both roles require candidates to have a background in construction management .

For example, owners and developers often hire a Construction Manager to supervise a single project or multiple projects. In this capacity, they are often involved in the selection of the general contractor, and they are responsible for protecting the owner’s interests. 

General contractors, similarly, may hire a Project Manager to supervise multiple projects. But they may also assign multiple project managers to a large development, where each PM is responsible for a different phase or specific aspect of the build.

Job Outlook for Construction Managers

• Median Salary: $98,890 per year or $47.55 per hour ( BLS , 2021)
• Number of Jobs: 478,500 ( BLS , 2021)
• Job Growth: 8% ( BLS , 2021-2031)
• Education: B.A. in Construction Management, Construction Science, or related field

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The Study of Construction Management

Hundreds of colleges and universities worldwide offer both bachelor’s and master’s degree programs in construction management. While each school offers its own unique curriculum, CM degree programs often require students to complete similar coursework to develop a well-rounded understanding of the industry, building methods and materials.  

General studies often include courses in:

• Mathematics (Algebra, Trigonometry, Statistics)
• Data analytics

In addition, students must complete a variety of construction-specific courses , including:

• Safety and risk management
• Construction contracts
• Project cost and accounting
• Construction materials and methods
• Construction equipment and productivity
• Electrical systems
• Mechanical and plumbing systems
• Structural systems
• Engineering (environmental, civil)
• Land development
• Building information modeling
• Project management software

Some schools include even more specialized coursework for complex project types or focus areas. For example, the construction management program at Virginia Tech includes courses on Airport Planning and Design , Planning Transportation Facilities, and even Forensic Engineering.  

Learn more : Career Paths to Management in Construction

The Future of Construction Management

As the construction industry continues to evolve and grow, so do the complexities of projects. Construction managers are becoming critical to the success of projects and keeping up with technology. Smart buildings, robotics and artificial intelligence are becoming the new normal. The field of construction management is already becoming more specialized, with firms offering services tailored to specific types of building projects, from healthcare to data centers to infrastructure projects. As the construction industry continues to evolve and grow, so do the complexities of projects.

Construction managers are becoming critical to the success of projects and keeping up with technology. Smart buildings, robotics and artificial intelligence are becoming the new normal. The field of construction management is already becoming more specialized, with firms offering services tailored to specific types of building projects, from healthcare to data centers to infrastructure projects. 

Owners now request experienced construction managers to represent them — construction managers that provide more real-time visibility into project data and analytics that help improve efficiency on both current and future projects. Advancements in construction management software continue to transform the way owners and CMs coordinate, track and share data on every aspect of a project, from jobsite progress to financial performance. 

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Construction Management

Daphene Koch

Daphene is a construction consultant. She previously worked as a senior trainer at Procore. She has worked in a variety of roles on multi-million dollar construction projects, including project manager, field engineer on international EPC projects and owner's rep on industrial projects. Daphene was also an Associate Professor at Purdue University, where she helped to develop the construction management curriculum. She has a BS in Building Construction Technology, an MS in Construction Management, and a PhD in Educational Technology. She lives in Lafayette, Indiana.

Aaron Lavespere

Aaron "Michael" Lavespere is the Director of Risk Advisory for Procore Risk Advisors. Aaron is a seasoned construction risk insurance specialist with over a decade of experience. Starting as a project manager overseeing projects worth over $160 million, Aaron built a solid foundation in managing complex construction risks. With a CRIS designation, Aaron has become a prominent advisor and influencer in the area of managing construction risk. His proficiency in implementing and executing growth strategies has been demonstrated through his role in driving an ENR rated firm from $150 million to over $600 million in revenue. At Procore Risk Advisors, Aaron focuses on accounts within the construction industry, including design-build firms, developers, and in-field service industries like telecom and civil contractors. He leverages cutting-edge data to enhance client profitability and risk mitigation. Aaron's extensive M&A experience, managing liability processes for over 30 construction firm acquisitions, adds to his expertise in risk management. His holistic and data-driven approach provides bespoke strategies for large general contractors, owner/developers, and commercial subcontractors Aaron earned his philosophy degree from Crown College. He resides in New Hampshire with his family.

Bryan Magargee

Bryan Magargee is a Strategic Product Consultant for Procore with a decade of experience in construction project management where he managed achitects, contractors and engineers. Bryan is focused on implementing technology to streamline processes, production and efficiency.

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A 4-hour online course with video lectures, assignments, case studies, and quizzes to teach you:

Course Curriculum

Section 1 - introduction.

Why you should enroll!

Introduction

Who am I and Why Should you bother listening?

What is Construction Management?

The Definition of Construction Management

Why is Construction Management Important?

Differences to Normal Project Management

The Construction Industry

Types of Construction Projects

Why do Construction Projects Fail?

Section 1 - Conclusion

Get Ahead in Your Career

Section 2 - The Parties Involved in a Construction Project

Section 2 - Introduction

The Infrastructure Market

The Contractor

Professional Services

Trade Contractors

Project Delivery Models

Section 2 - Conclusion

Section 3 - The Lifecycle of a Construction Project

Section 3 - Introduction

How do projects get built? – The Project Stages

Feasibility and Early Stage

Procurement

Design and Planning

Construction

Section 3 - Conclusion

Section 4 - The Contractor

Section 4 - Introduction

Contractors

Business Survival

Structure of a Contracting Business

Structure of a Project Team

Section 4 – Conclusion

Section 5 - Construction Managers

Section 5 - Introduction

Roles and Responsibilities

Construction Management Skills

Technical Skills

Soft Skills

Section 5 - Conclusion

Overall Conclusion

Next Steps!

About this course

• 2.5 hours of video content

See What Students' Say!

★ ★ ★ ★ ★ 5 out of 5 stars This course was well set out and really easy to follow. It is well-spaced so one can do a small amount when one has free time. It provides really important insights into the sorts of things one needs to know for real-life situations. Flavia Cicuttini

What Industry Experts Are Saying

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Yes! All courses come with a 30-day money-back guarantee.

Each course has between 3-4 hours of video lectures.

They are completely self-paced so you can take them whenever suits you!

Yes! The course comes with a certificate of completion that you can use to help you get new and better jobs!

Yes! The courses can be accessed anywhere in the world!

Master The Fundamentals!

Tim has worked with a variety of industry professionals to provide highly-practical industry-based training

8 Final Assessment

Final assessment: project management and you (assignment 7.1).

The purpose of this reflection paper is to have you consider what you’ve learned across the entire semester and how you will use it to succeed in your career path. You may have had an extensive background in construction, or this may be your first foray into understanding it.

Instructions

Answer the following questions with this new understanding in mind.

After this course

• Has your interest in the career changed? How have your impressions and expectations changed?
• Using the information you know now, what are your expectations of the profession and its impact on your career path?
• What has surprised you the most about this course?

How you present your answer is up to you (video, podcast, paper, etc) as long as you answer the questions presented.  Please compose something no smaller than 1 page long, or 2 minutes if you’d like to record your answer.

You will assessed based on the following

• Answered all the questions with thoughtful responses.
• Was the appropriate length as requested (1 page or 2 minutes)

Introduction to Construction Project Management Copyright © 2024 by Carolyn McGary is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

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Why ENCE 325

Understand the basics of construction project management in the context of the Owner, Architect, Engineer, and Construction (AEC) industry. Recognize the complexity of realizing an Owner’s needs in the form of projects from feasibility through design and construction. Know the players, processes, and tools of the trades at an introductory level.

Undergraduate students may enroll in this course as part of Robert H. Smith School of Business Quality Enhancement Systems and Teams (QUEST) Honors Program .

Enumerate the total life-cycle project process from the early conceptual phase through final project review.

Trace the steps needed to prepare the documentation used to call for bids and enter into a construction contract.

Understand bidding, estimating, negotiation, contract types & methods, scheduling and close out processes. Prepare simple estimates and schedules.

Determine the productivity of relatively simple cyclical field operations and understand the techniques that are used to analyze and improve them.

Student Feedback

• “It was the one of the first courses that I have taken that I feel like actually prepared me for what to expect when I graduate. It wasn't just "do some math," rather it taught me what to expect with the construction industry should I go into it. I know there is still a lot to learn, but this class helped me get a better understanding as to what I can expect out of my future career more than any class has so far.” Spring 2022
• “I liked that the course took what was in the book and applied it to real life examples. It was good that our instructor actually has real world experience, and so did the guest lecturers as well as different perspectives from working in slightly different fields.” Spring 2022
• “I liked the presentations from different representatives from the industry. It was super helpful to learn the material and see how it's applied from their perspectives.” Spring 2022
• “I really enjoyed listening to the professor's lectures as well as his guest lecturers. I found their experience helpful and appreciated the examples they gave that they have personally been through as a supplement to the lessons. The book was also easy to understand. Overall class was enjoyable.” Spring 2022
• “The thing I liked the most about this course was learning about the contracting documents. I was already familiar with the construction phases, however, learning about the relationship between owner, architect, design firm, contractors, and subcontractors was very interesting. Additionally, learning about things such as sureties, bonds, AIA documents, scheduling, and a mechanic's lien were all very interesting as well.” Spring 2022
• “I like the usefulness of the information presented in this course. As an aspiring civil engineer, many of the subjects taught such as the phases of construction are extremely important for me to understand. This course was a great way to introduce the administrative side of construction and project management as a whole. I can now use the information I learned this semester for many years to come.” Spring 2022
• “I liked the layout of the class where we could just come to class and listen and watch the presentations. In some other classes it’s a necessity to take notes so you don’t really take in what is being said during the lecture but in this class the book was the main source of information and then the lectures were a good way to visualize what the book said.” Spring 2022
• “I really liked how engaging this course was despite being online and I enjoyed gaining knowledge of the construction industry. I think the assignments did a good job informing me about the intricacies of the construction industry.” Fall 2021
• “This course taught me a lot about the industry, which I did not know much about going in. Now when I take other classes related to this or look for work in the field, I will have a good understanding of what to expect.” Fall 2021
• “I really enjoyed the real-world applications that were brought to our attention. As engineers in college, we sometimes don't get the best real-world exposure, but I felt like this class really gave the closest examples from my internships.” Fall 2021

• The Construction Industry. Construction Projects. Construction Project and Business Resources.
• Managing construction resources
• Guest speaker TBA
• Coordinating and optimizing materials, subcontractors, and equipment
• Site layout optimization
• Semester to date
• Schedules provide the basis of performance measurements and coordination of procurements, billing, and all site activities
• Efficient use of all resources makes the difference between profit and loss
• cost estimating and maintaining control as the project evolves requires proactive thinking and discipline
• Project quality is doing things right and doing the right things
• The safety and health of everyone on the job site is paramount
• environmental considerations, impacts, & permits
• Integrated project delivery
• Public private partnerships
• Lean construction, building information modeling, automation & robotics
• Covers the entire semester with emphasis on the 2nd half

* All course content, including schedule, topics, and books are subject to change semester-to-semester. Course costs are dependent on students' individual situations, including but not limited to, online vs on-campus enrollment, in-state vs out-of-state enrollment, and scholarships. Not all books on this page may be required readings and additional readings may be assigned. Please check the UMD Schedule of Classes for most up to date semester offerings. Instructors give students specific semester details once they are enrolled.

Course Notes

Project Management Center for Excellence • A. James Clark School of Engineering • ©2024 University of Maryland

The GAC and PMI logos are registered marks of the Project Management Institute, Inc. For the full list of PMI’s legal marks, please contact the PMI Legal department.

Web Accessibility

Capstone: An Introduction to the CM Profession

The Capstone is intended to provide a basic understanding of construction management and the role of the construction manager (CM). It is divided into the following chapters:

1. Owners and Project Types – An introduction to project owners (those who hire CMs), the various types of construction projects, and the most common delivery methods (or procedures) used to manage a project to completion.

2. Contracts and Agreements – An overview of the most common types of contracts and agreements used in the construction industry and why they are important.

3. Procurement – A summary of how the owner builds and compensates a project team, including the CM.

4. Technology – A brief look at the way technology is reshaping the construction industry to make the work safer, more efficient, and more sustainable.

5. Leadership – Helpful information for personal and professional development as a CM by focusing on leadership and ethics.

6. Management – A list of a CM’s project management responsibilities including cost, time, risk, quality, contracts, and IT. Also, the difference between project and program management, and the concept of partnering.

7. Safety and Liability Risks – An important section on safety management on the job, liability risk information, and dispute resolution techniques.

8. Career Development – Information on how to make the most of a career as a CM through mentoring, earning credentials, networking, and obtaining on-the-job experience.

Appendices include the following reference materials:

» Readings and References

» Liability Legal Cases

» Industry Abbreviations

» Industry Glossary

» About CMAA

» CMAA Code of Professional Ethics

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All CMAA publications are copyrighted materials of the Construction Management Association of America. All rights reserved. No part of any publication may be reproduced or distributed in any form or by any means, or stored in a database of retrieval system, except as permitted by Sections 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher.

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CM 1011 - Introduction to Construction Management

Course description.

A survey of the construction industry to include an orientation to essential elements of professional practice and development in construction management.

Learner Outcomes

A review of the construction industry to include an orientation to essential elements of professional practice and development in construction management. This course is designed to introduce the students to the construction industry and the profession of construction management. Upon completion, a student will be able to:

• Recognize construction industry segments and career paths.
• Explain the stages and activities of the construction process, including job preparation and project delivery.
• Describe bidding, estimates, contract types, schedules, and payment processes used in the construction industry.
• Analyze the role of quality assurance, safety and ethics in the construction industry.

This course runs on an several week term. It is not self-paced, but follows a weekly schedule. Check section information for exact weekly term information.

Credit is awarded from LSU–Baton Rouge

Eligibility: Students enrolled in a degree program at the LSU Baton Rouge campus or in an LSU Online degree program are not eligible to take these courses through Online Distance Learning.

Online Format : seven week enrollment period; 7 modules 2 exams

Tuition and Fees

Special Requirements : a computer with reliable internet access, a webcam, and a headset or speakers, and a microphone.

You are also responsible for purchasing separately the required textbooks and any additional required materials for this course.

If you are interested in re-enrolling in a course that you have already taken through our program, please contact us before registering. If you have any questions about registration or payment, please contact our office.

Applies Towards the Following Certificates

• Introduction to Construction Management Specialist Certificate : Introduction to Construction Management Specialist Certificate

CM 1011 - CM 1011 1.0.(14)

• Kimberley Williams

Next course offering: October 21, 2024–December 20, 2024

English Proficiency Requirements

Continuing education programs.

Continuing Education (CE) courses and programs offered online through LSU Online & Continuing Education typically include a combination of lecture and discussion as well as reading and writing assignments. You need an adequate command of English in all skill areas (listening, speaking, reading, and writing) to participate in classes.

If English is not your native language, you must meet one of the English language proficiency requirements below to be successful in our CE programs. If you intend to register for a CE course or program, you can determine whether you meet English proficiency requirements by self-assessment prior to enrolling. We want to empower you, the learner, to progress successfully. Completing this self-assessment will enable you to make a good decision on whether you can complete one of our programs.

Intermediate English Skills

Most CE professional development courses and programs require at least intermediate English skills, which are equivalent to a B2 level of English language proficiency on the Self-Assessment Form . When assessing yourself, be sure to read through each of the categories under Column B2 to make sure you meet proficiency requirements.

Advanced English Skills

Online Distance Learning courses and microcreds are for-credit courses and might require more advanced English skills, equivalent to a C1 level on the Learner Self-Assessment Form . Be sure to read through each of the categories under Column C1 to make sure you meet proficiency requirements.

Session Time-Out

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