Numbers20th Century, history of construction industry in, 8–93D modeling

perspective drawing, 96, 362use in presenting design intent, 95using BIM for, 330

4D modelsscheduling and sequencing with BIM, 334–335use in presenting design intent, 95

5D models, cost estimating using BIM, 335

Aaccident prevention, 303–304accreditation, professional, 34–37acronyms, used in construction, 341activities, in scheduling

determining durations of, 250–251flow based on relationships between, 249, 249–250as fundamental building block of schedules, 244–245level of detail in, 245sample activity list, 253types of, 247–248

activity-on-arrow (AOA) method, 242, 362activity-on-node (AON) method, 242, 362add-ons

defined, 359general overhead as, 168overview of, 166profit as, 168taxes as, 167–168

addendumto contract document, 101defined, 359

administration of the contract section, of general conditions document, 102

administrative activities, scheduling, 247–248, 248advertisement for bids

in bidding documents, 100defined, 359sources of information for finding work, 73–74, 74

agencies, coordination with local, 206agency CM project delivery

competition criteria and, 76–77defined, 359overview of, 48–49, 49

agreement forms, in bidding documents, 101AIA (American Institute of Architects)

application for payment, 189pay request continuation sheets, 188

AIC (American Institute of Constructors), 35Alberti, Leone Battista, 7alcohol

policies in employee relations, 232–233substance abuse aspect of safety management, 305

American Institute of Architects (AIA)application for payment, 189pay request continuation sheets, 188

American Institute of Constructors (AIC), 35American Society for Testing and Materials (ASTM),

293–294AOA (activity-on-arrow) method, 242, 362AON (activity-on-node) method, 242, 362application for payment, 187–190, 189aptitude test, for construction management, 64–66arbitration, of disputes, 198architects

change orders initiated by, 194in commercial building, 13as primary players in construction industry, 22–23quality expectations and, 287–288

architectural drawings, in contract, 97architectural programming

defined, 359as owners responsibility, 44

architectural technicians, 22–23area superintendents, job description of, 62as-built drawings

defined, 359final documentation in project closeout, 135

Associated Builders and Contractors (ABC)ABCares program, 28accreditation and certification and, 35

Index

Note to reader: Bold page numbers refer to main discussions and definitions. Italicized page numbers refer to illustrations.

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368 Associated General Contractors (AGC) – calculations

Associated General Contractors (AGC)accreditation and certification and, 35Construction Futures campaign, 28embracing partnering approach, 176

Associated Schools of Construction (ASC)educational offerings, 34founded in 1965, 8

ASTM (American Society for Testing and Materials), 293–294

at-risk CM project deliverycompetition criteria and, 76–77construction management, 49defined, 359overview of, 49–50

awareness training, 196

Bback charges

defined, 359against failure to clean up, 215

backward passin calculating schedules, 253–254defined, 359

ballpark estimates, 148bar charts. See Gantt chartsbase isolators

defined, 359for earthquake protection, 2

best value, 84, 359best-value selection (BVS)

awarding contracts, 87comparing selection methods, 78evaluating proposals and selecting winner, 86–87notice to proceed and beginning design and

construction, 88overview of, 84–85, 85preparing and submitting proposals, 86preparing qualification package and shortlisting

candidates, 85–86releasing RFPs (requests for proposals), 86releasing RFQs (request for qualifications), 85

bid bond, required of contractors, 71–72bid forms, in bidding documents, 101bid/no bid decisions, 89–91bid tally sheet, 82bidding documents, in project manual, 100–101bids. See competitive bidding processBIM and Construction Management: Proven Tools,

Methods, and Workflows (Hardin), 329

BIM model. See building information modeling (BIM)BIMstorm exercises, 332bluelines, 95blueprints, 95bonds

insurance bonds section, of general conditions document, 102

required of contractors, 71–72Brooks Act (1972), 88brownfield sites, 18, 359building codes

in Code of Hammurabi, 5inspections, 295–296issues in project design stage, 120

building estimates, 154, 154building information modeling (BIM)

4D scheduling and sequencing, 334–3355D cost estimating, 335construction management, 332–333defined, 359design assistance and constructability review, 334design visualization, 333–334designing in, 330–331impact of technology on construction, 9implementing, 336–338implications for future, 338integrating subcontractor and supplier data, 335layout and fieldwork, 336operations and maintenance, 336overview of, 329–330prefabrication, 336review answers, 356–357review questions, 339site planning and utilization, 334systems coordination, 335

building inspectors, coordination with, 206building trades

as primary players in construction industry, 25–26roots in Greece, 5

built environment, delivering, 9–10BVS (best-value selection). See best-value selection (BVS)

CCA (contract administration). See contract

administration (CA)CAD (computer-aided drafting). See computer-aided

drafting (CAD)calculations

in estimating, 156–157

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callbacks – construction details 369

quantifying general conditions, 159–160quantifying labor and equipment, 158–159quantifying materials, 157–158in scheduling, 251–255, 252, 254

callbacks, 286, 359career opportunities, 33–34career track, for construction managers, 61, 61cast iron, Industrial Revolution and, 7CDC (Center for Disease Control), 19CDs (contract documents). See contract documents (CDs)Center for Disease Control (CDC), 19central repository approach

defined, 359to implementing BIM, 336–337, 337

certificate of occupancy, in project closeout, 134certification, professional, 34–37change management

change orders, 193–195changes in scope, 195overview of, 193time extensions, 195–196

change orderschanges in contracts and, 111–112defined, 359factors impacting project performance, 263process of, 193–195, 194

changes in work section, of general conditions document, 102chief estimators, 63CII (Construction Industry Institute), 289civil drawings, 96civil engineers

functions of, 23in heavy civil construction, 15

claimsdefined, 360unresolved issues and, 196

clash detectionBIM for performing, 335defined, 360

cleanup, in construction operations, 215–216client. See ownersclosed bids

defined, 360private projects and, 72

CM/GC. See at-risk CM project deliveryCMAA (Construction Management Association

of America)accreditation and certification and, 35on agency CM, 48

CMRA (Construction Materials Recycling Association), 216Code of Hammurabi, 5

codes, building. See building codescofferdams

defined, 360techniques in commercial building, 14

collaboration, in construction industry, 31–32Collaborative Process Institute (CPI), 42commercial building, 13–15

characteristics of, 15means and methods in, 14overview of, 13primary materials in, 14

commissioningdefined, 360in project closeout, 134

communicationas key to relationships, 198of schedules, 255–256

company image and publicity, 234–235competition

changes in competitive environment, 71in finding work, 75

competitive bidding process, 75–76best-value selection, 85–88low-bid as selection criteria. See low-bid selectionprice and qualifications as competition criteria, 76–77in project design stage, 120qualifications-based selection, 88–89selection methods used by owners, 77–78, 79

compliances issues, in project design stage, 120computer-aided drafting (CAD)

BIM model extending, 331electronic management of drawings with, 96overview of, 330–331

computers, impact of technology on construction, 9conceptual estimates, 148–149concrete, early version invented by Romans, 6concrete washout stations

defined, 360environmental protections in construction operations, 212

conflict resolution, 176constructability reviews

defined, 50, 360in design review process, 29using BIM for, 334

construction by owner section, of general conditions document, 102

construction contract. See contractsConstruction: Craft to Industry (Sebestyén), 9construction details, coordinating

information flow and, 183–184overview of, 180

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370 construction details (continued) – construction managers

request for information (RFI), 181shop drawings, 182–183submittals, 182

Construction Exchange, 32construction field software, 236Construction Futures campaign, of AGC, 28construction industry

acronyms used in, 341architects in, 22–23building trades, 25–26career opportunities, 33–34collaboration in, 31–32commercial building, 13–15construction professionals (constructors), 24–25contractors and managers, 25contribution to society, 3design professionals in, 21–22diversity in, 31educational offerings, 34efficiency of, 31engineers in, 23–24environmental construction, 17–19globalization and, 30heavy civil construction, 15–16history of, 4–9impact of technology on, 9industrial construction, 16–17industry image, 27–28interior designers, 24landscape architects in, 24making a difference, 32–33overview of, 1owners in, 20–21primary players in, 20professional accreditation and certification, 34–37residential building, 11–13review answers, 343–344review questions, 37–38scope of, 2–3secondary players in, 26, 26–27sectors of, 9–10, 10statistics regarding size of, 4sustainability and, 30–31technology and, 29transitions in, 28–29

Construction Industry Institute (CII), 289construction-intent models, 333Construction Management Association of America (CMAA)

accreditation and certification and, 35on agency CM, 48

construction management (CM)agency CM project delivery, 48–49, 49aptitude test, 64–66assessing project risks, 58–59, 58–59at-risk CM project delivery, 49, 49–50BIM for, 332–333career track for construction managers, 61, 61construction management delivery method, 48construction projects and, 41contract administration, 56–57defined, 360design-bid-build project delivery method, 47–48, 48design-build project delivery method, 50–51, 50–52estimating, 56factors impacting costs in estimating, 148functions of construction managers, 55–56general requirements for construction managers, 59–60integrated project delivery, 52–53job descriptions, 61–64job site and construction operations, 57managing project quality, 57–58managing project safety, 58monitoring project performance, 57overview of, 39–40owners and, 44–45planning and scheduling, 57problem solving and decision making, 59project delivery methods, 46–47project values, 42, 42–43reports documenting project performance, 279–280, 280review answers, 344–345review questions, 67scope of work, 45selecting project delivery method, 55trends in project delivery, 53–55, 54

construction management delivery methodagency CM project delivery, 48–49, 49at-risk CM project delivery, 49, 49–50overview of, 48

construction managersassessing project risks, 58–59career track for, 61contract administration by, 56–57estimating, 56functions of, 25, 55–56general requirements for, 59–60job site and construction operations, 57managing project quality, 57–58managing project safety, 58monitoring project performance, 57planning and scheduling, 57problem solving and decision making, 59

construction details (continued)

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Construction Materials Recycling Association (CMRA) – contract administration (CA) 371

Construction Materials Recycling Association (CMRA), 216construction models. See also building information

modeling (BIM)defined, 333, 360types of, 95–96

construction operations, 130–131beginning in best-value selection process, 88beginning in low-bid selection process, 84building the project, 202cleanup and trash removal, 215–216company image and publicity, 234–235coordination meetings, 203coordination with local agents, 206correspondence, 230–231daily field reports, 228diaries, 228documenting, 226dust and mud control, 210–212employee parking, 223employee relations, 232–233environmental protections, 212–215field offices, 218–219job site safety, 206–207job site security, 222–223labor records, 229, 229list of, 131locating cranes and other facilities, 224logs, 227managing impacts of, 208–209material and equipment deliveries, 204material storage and handling, 221–222noise control, 209organizing job site, 220–221, 221overview of, 130, 201owner relations, 231–232pedestrian safety, 224portable facilities, 219–220productivity in, 204–205project meetings, 226–227public relations, 231quality control, 208recycling, 216–217review answers, 350–352review questions, 236–237site access, 223subcontractor coordination, 202–203subcontractor relations, 233superintendent function, 217–218, 218technology applied to, 235–236temporary utilities, 219

traffic control, 223–224using BIM for, 336visual records, 229–230Webcams records, 230work hours, 224–225

construction operations management, 57construction professionals (constructors), 24–25construction risks, identifying, 314–316Construction Specification Institute (CSI)

MasterFormat 2004. See CSI MasterFormat 2004numbering system of, 104–105overview of, 104–105

construction stages, 128–131construction operations, 130–131mobilization process, 129overview of, 128–129staging and layout plans, 130

contacts list, as tool in contract administration, 178–179contingencies

defined, 360for risk factors, 311

continual improvement, objectives of quality management plan, 288–289

contract administration (CA)application for payment, 187–190, 189carrot and stick techniques for influencing contractor

performance, 191change management, 193change orders, 193–195, 194changes in scope, 195construction manager functions, 56–57contacts list and responsibility matrix as tools in, 178–179coordinating construction details, 180disagreements and problems and, 196–197dispute resolution, 197–198final payments, 190–191function of, 175–176getting paid in timely manner, 184–186, 185information flow and, 183information flow and approval chain, 183–184liquidated damages, 192overview of, 173partnering as team building technique, 176–177pay request continuation sheets, 187–188, 188preconstruction conference, 174–175project incentives, 192–193relationships and, 198–199request for information (RFI), 180–182, 181review answers, 349–350review questions, 200

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372 contract administration (CA) (continued) – CPI (Collaborative Process Institute)

schedule issues, 191schedule of values in payment process, 186–187, 187setting tone for project, 176shop drawings, 182–183submittals, 182technology applied to, 199–200time extensions, 195–196

contract administrator, assigning project team, 123contract documents (CDs)

bidding documents, 100–101defined, 360drawings, 94–95general conditions, 101–103organization of drawings in, 96–97overview of, 94, 94producing drawings, 94–95in project design stage, 119–120project manual, 100size of drawings, 95–96supplemental conditions, 103technical specifications, 103–104types of drawings in, 98–99

contract indemnificationdefined, 360risk mitigation strategies, 323

contractorscarrot and stick techniques for influencing

performance, 191change orders initiated by, 194consequences of errors/omissions in estimates, 140liquidated damages and. See liquidated damagespartnership with designers in design-build approach, 51quality expectations and, 287–288responsibilities, in general conditions document, 101time extensions requested by, 195–196

contractsawarding for best-value selection, 87awarding for low-bid selection, 82–83bidding documents, 100–101cost-plus-fee contracts, 112–113, 113CSI and. See Construction Specification Institute (CSI)documents. See contract documents (CDs)drawings in, 94–95general conditions, 101–103guaranteed maximum price (GMP) contracts, 113,

113–114lump-sum contracts, 111–112, 112organization of drawings in, 96–97overview of, 93producing drawings, 95

project manual, 100review answers, 346–347review questions, 115size of drawings in, 95–96supplemental conditions, 103technical specifications, 103–104types of, 111types of drawings in, 98–99unit-price contracts, 114–115, 114–115warranty periods in, 135–136

coordination meetings, 203correspondence, documenting construction operations,

230–231cost codes

defined, 267, 360spot checking, 268

cost controlsdefined, 266, 360overview of, 267–268

cost overrunschange orders and, 270corrective actions for, 271labor risks and, 272–273quantity errors as cause of, 272subcontractors as cause of, 271–272who is to blame, 140

cost-plus-fee contractsoverview of, 112–113, 113time and materials in, 364

costsanalyzing discrepancies between actual and estimated

costs, 268–270cost controls, 267–268labor risks to overruns, 272–273monitoring project performance and, 57project values and, 42in time, cost, and quality triad, 41tracking, 266–267

costs, estimating5D cost estimating with BIM, 335direct costs, 150factors impacting, 143indirect costs, 150–151management, 148market conditions, 147–148project complexity, 144–145project size, 143quality of work, 146–147site location, 146time of construction, 146–147

CPI (Collaborative Process Institute), 42

contract administration (CA) (continued)

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CPM (critical path method) – distributed repository approach 373

CPM (critical path method). See critical path method (CPM)craft guilds, in Middle Ages, 6craftsmen

in ancient Greece, 5quality expectations and, 287–288

cranes, locating at job sites, 224crashing the schedule

corrective actions for delays, 274defined, 360

crew. See work crewcritical path

changing during duration of project, 255defined, 251, 360

critical path method (CPM). See also network diagramsnetwork diagrams and, 362overview of, 242

CSI (Construction Specification Institute). See Construction Specification Institute (CSI)

CSI MasterFormat 2004building estimates by working through divisions of, 154facility construction subgroup, 106–107facility services subgroup, 107–108general requirements subgroup, 106numbering system of, 109–111overview of, 105process equipment subgroup, 109site and infrastructure subgroup, 108

cultural artifacts, environmental protections for, 215curtain walls

in commercial building, 14defined, 360

custom builders, residential, 11cut sheets, 292

Ddaily field reports, documenting construction

operations, 228dangers, in construction business, 300–301DBIA (The Design-Build Institute of America), 36debriefing meetings, evaluating project performance,

280–281decision making, by construction managers, 59defective materials, factors impacting project

performance, 263–264deliveries

late delivery as factor impacting project performance, 264

logging, 227of material and equipment to job site, 204

Deming, Edward, 288design architects, 22–23design assistance, using BIM for, 334design-bid-build project delivery method

competition criteria and, 76–77in construction management, 48defined, 360overview of, 47–48

design-build project delivery methodcompetition criteria and, 76–77in construction management, 50–51defined, 360overview of, 50–52

design development (DD), 119design-intent models, 333, 360design professionals (designers)

architects, 22–23engineers, 23–24functions as primary player in construction, 21–22interior designers, 24landscape architects, 24partnership with contractors in design-build approach, 51

design riskslatent design defects, 314risk identification, 313–314

design stage, 118beginning in best-value selection process, 88BIM for, 330–331code and compliances issues in, 120competitive bidding process in, 120overview of, 118–120

design visualization, using BIM for, 333–334detailed drawings, 98–99, 99detailed estimates, 149, 149detailed schedules, 243diaries, documenting construction operations, 228digitizers

for automating takeoff, 171defined, 361

direct costs, in estimating, 150direct selection. See qualifications-based selection (QBS)Disabled Veteran Business Enterprise (DVBE), 316disagreements and problems

dispute resolution, 197–198overview of, 196–197relationships and, 198–199

dispute resolution, 197–198distributed repository approach

defined, 361to implementing BIM, 337, 337

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374 diversity – estimating

diversity, transitions in construction industry, 31documenting construction activity

correspondence, 230–231daily field reports, 228diaries, 228labor records, 229logs, 227overview of, 226project meetings, 226–227visual records, 229–230Webcams records, 230

documenting project performancemanagement reports, 279–280overview of, 279

documents, contract. See contract documents (CDs)doing it right the first time, objectives of quality

management plan, 286–287drawings, in contracts

organization of, 96–97overview of, 94–95producing, 95size of, 95–96types of, 98–99

drug policies, 232–233drug testing, 305–306drugs, safety management an, 305dry shacks

defined, 361setting up portable facilities at job site, 219

due diligencegetting burned by bad information, 126in pre-construction stage, 124–125

dust and mud control, in construction operations, 210–212DVBE (Disabled Veteran Business Enterprise), 316

Eearly finish (EF), in calculating schedules, 251–254early start (ES), in calculating schedules, 251–254earned value analysis

for assessing project status, 278–279defined, 361

economicseconomies of scale, 143of quality and safety, 307

education. See also training programsofferings, 34systems developed in 20th Century, 8–9

efficiency, transitions in construction industry, 31Egypt, 5

electrical drawings, in contract, 97electrical engineers, 23elevation drawings, 98, 99employees

employee relations in construction operations, 232–233managing employee parking at job site, 223quality assurance incentives, 291

endangered species, environmental protections for, 213–214engineers

electrical, 23field, 61–62, 123–124mechanical and structural, 23overview of, 23–24project, 62

environmental construction, 17–19characteristics of, 19costs of recycling, 151environmental protections, 212–215identifying risks to environment, 318–320means and methods in, 18overview of, 17–18primary materials in, 18–19

Environmental Protection Agency (EPA)environmental construction and, 19keys in erosion and sediment control, 213

EPA (Environmental Protection Agency)environmental construction and, 19keys in erosion and sediment control, 213

equipmentdeliveries to job sites, 204inadequate equipment as factor impacting project

performance, 264for personal protection, 303quantifying in estimating process, 158–159

erosion controlkeys in erosion and sediment control, 213SWPPP and, 364

escalation clausedefined, 361price escalation causing cost overrun, 271

estimating5D cost estimating with BIM, 335analyzing bids, 163–164building estimates, 154, 154calculating quantities in, 156–157characteristics of good estimators, 142–143characteristics of high-quality estimates, 169choosing bids, 164conceptual estimates, 148–149construction manager functions, 56

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estimators – forecasts 375

detailed estimates, 149direct costs, 150factors impacting costs, 143general overhead in, 168getting started, 151indirect costs, 150–151management factors affecting, 148market conditions affecting, 147–148obtaining subcontractor and vendor bids, 161–162organizing work needed for, 154–155overview of, 139prebid meeting, 152preliminary estimates, 149preparing estimate for low-bid selection, 80pricing the work, 160, 160–161profit in, 168project complexity in, 144, 144–145project size in, 143putting it all together, 166–167quality of work in, 146–147quantifying general conditions, 159–160quantifying labor and equipment, 158–159quantifying materials, 157–158, 158receiving bids, 163review answers, 348–349review questions, 172reviewing plans and specs, 152site location in, 146site visit, 153, 153–154skills in competitive bidding, 91soliciting bids, 162–163taxes in, 167–168technology applied to, 169–171time of construction in, 146–147types of estimates, 149what an estimate is, 141–142winning and losing in game of, 171–172work breakdown structure (WBS), 155–156

estimatorscharacteristics of good, 142–143job description for, 63query list, 152responsibility of, 140

exterior finishes, in residential building, 12

Ffacilities

locating at job sites, 224project complexity and, 144setting up portable facilities at job site, 219–220

facility construction subgroup, CSI MasterFormat 2004, 106–107

facility services subgroup, CSI MasterFormat 2004, 107–108fair value estimating, 156fast tracking, 50, 361feasibility, programming and, 119feedback loop, for project control, 261–262field engineers

assigning project team, 123–124job description for, 61–62

field observation reports (FOR)defined, 361monitoring safety of job conditions and work

practices, 300quality control (QC) and, 299

field officesoverview of, 218–219portable facilities, 219–220temporary utilities for, 219

fieldwork, using BIM for, 336final documentation, of project closeout phase, 135final payments, 190–191financing, in commercial building, 13financing risks, identifying, 317–318finding work

best-value selection, 85–88competition in, 75competitive bidding process, 75–76estimating skills and, 91low-bid as selection criteria. See low-bid selectionmaking bid/no bid decision, 89–91marketing, 70–71overview of, 69–70price and qualifications as competition criteria, 76–77private projects, 72public-private partnerships, 72–73public projects, 71–72qualifications-based selection, 88–89review answers, 345–346review questions, 92selection methods used by owners, 77–78sources of information, 73–75

float (F)calculating, 253–254defined, 251, 361in scheduling, 251–252

FOR (field observation reports). See field observation reports (FOR)

forecastsdefined, 361management reports documenting project

performance, 279

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376 forward pass – invitation for bids (IVBs)

forward passin calculating schedules, 253–254defined, 361

framing, in commercial building, 14full-service design-build firms, 52function, project values, 43funding, in commercial building, 13

GGantt charts

advantages/disadvantages of, 241–242defined, 240, 361for scheduling, 241when to use, 241

Gehry, Frank, 2general conditions

indirect costs, 150in project manual, 101–103quantifying in estimating process, 159–160

general contractors, 25general overhead, in estimating, 168general provisions, in general conditions document, 101general requirements, for construction managers, 59–60general requirements subgroup,

CSI MasterFormat 2004, 106GFE (good faith effort), for awarding contracts to

disabled veterans, 316glass cladding, in commercial building, 14global positioning systems (GPS), 9globalization, transitions in construction industry, 30GMP (guaranteed maximum price) contracts, 113,

113–114, 361good faith effort (GFE), for awarding contracts to

disabled veterans, 316Gothic Cathedrals, 6GPS (global positioning systems), 9Greece, 5Green Building Council Rating System, by LEED, 30guaranteed maximum price (GMP) contracts, 113,

113–114, 361

Hhazard mitigation plan, 304, 304hazard prevention and control, 302health training, 302heavy civil construction, 15–16hiring practices, quality assurance (QA) and, 290

historical artifacts, environmental protections for, 215history of construction industry, 4–9Home Builders Care campaign, of NAHB, 28horizontal construction. See heavy civil construction

Iimpact potential, quantifying risk, 320incentives

quality assurance (QA) and, 291techniques for influencing contractor performance,

192–193independent testing and inspections, quality control (QC)

and, 295indirect costs, in estimating, 150–151industrial construction, 16–17Industrial Revolution, 7information flow, for RFIs, submittals, and shop

drawings, 183, 183–184information sources, for finding work, 73–75infrastructure, 8, 361inspection reports, final documentation in project

closeout, 135inspections

building code inspections and, 295–296independent testing and inspections and, 295permitting and inspection process in pre-construction

stage, 126–127preparatory inspections, 287, 298supervisory inspections, 296–298

instruction to bidders, in bidding documents, 100insurance bonds section, of general conditions

document, 102integrated project delivery (IPD)

at-risk CM. See at-risk CM project deliverydefined, 361design-build. See design-build project delivery methodoverview of, 52–53

interior designers, 24interior partitions, in commercial building, 14Internet, collaboration facilitated by, 31–32interoperability

BIM and, 337defined, 361

invitation for bids (IVBs)defined, 361low-bid as selection approach and, 77private projects and, 72as selection instrument, 78

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IPD (integrated project delivery) – management 377

IPD (integrated project delivery). See integrated project delivery (IPD)

IVBs (invitation for bids). See invitation for bids (IVBs)

Jjob descriptions, in construction management, 61–64job overhead, quantifying, 159–160job site management. See also construction operations

access, 223accident prevention, 303construction manager functions, 57employee parking, 223locating cranes and other facilities, 224material storage and handling, 221–222overview of, 220–221pedestrian safety, 224safety, 206–207, 302security, 222–223traffic control, 223–224using BIM for, 334

job sitesdue diligence investigation in pre-construction stage,

124–126estimators visiting, 153layout plans for creating staging strategy, 130location impacting costs in estimating, 146overcrowding as factor impacting project

performance, 263visiting in estimating process, 153, 153–154

job-specific overhead, 150joint ventures

defined, 362in design-build approach, 52sharing resources and spreading risks, 313

Llabor

documenting construction operations and, 229, 229quantifying in estimating process, 158–159site location impacting cost of, 146

labor and material payment bond (payment bond), required of contractors, 71–72

labor burden (payroll taxes), 167landscape architects, 24late finish (LF), in calculating schedules, 251–254late start (LS), in calculating schedules, 251–254latent design defects, 314, 362

laydown areasdefined, 362for material storage and handling, 221

layout of materialsstaging strategy for, 130using BIM for, 336

LCI (Lean Construction Institute), 31, 37lead estimators, 63lead time

defined, 145, 362flagging items with long lead time, 145

Leadership on Energy and Environmental Design (LEED), 13, 30–31

Lean Construction Institute (LCI), 31, 37lean principles

defined, 362efficiency and, 31

LEED (Leadership on Energy and Environmental Design), 13, 30–31

legal risks, identifying, 316–317light framing, in residential building, 12liquidated damages

clause in project manual, 152defined, 145, 362techniques for influencing contractor performance, 192

local agents, coordination with, 206logs, documenting construction operations and, 227long-lead-time items, 362look-ahead schedules, 243, 364low-bid selection, 79

awarding contract, 82–83beginning construction, 84comparing selection methods, 78notice to proceed, 83–84obtaining plans and specs, 79–80opening bids and announcing winner, 82overview of, 78preparing estimate, 80reviewing plans and specs, 80tabulating and submitting bid, 81

lump-sum contracts, 111–112, 112

Mmaintenance, using BIM for, 336management

change. See change managementconstruction management. See construction

management (CM)job site. See job site management

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378 management (continued) – online publications

project risk. See project risk managementquality. See quality management plansafety. See safety management plan

market conditions, factors impacting costs in estimating, 147–148

marketing, finding work and, 70–71master builder, in history of construction, 5material safety data sheets (MSDS), 306, 362materials

defective materials as factor impacting project performance, 263–264

deliveries, 204price escalation causing cost overrun, 271quantifying in estimating process, 157–158storage and handling, 221–222uniqueness influencing project complexity, 145using BIM for layout of, 336

mathematical functions, in calculating quantities, 156McGraw-Hill Dodge Reports, 73mechanical drawings, 97mechanical engineers, 23mediation, 197, 235Middle Ages, 6mini-schedules, 243minitrial, dispute resolution via, 197–198mitigating risks, 321mobilization process, in construction stage, 129mock-ups

of construction details, 182defined, 362quality control (QC) and, 293

monitoring project performance, 268–270analyzing delays in schedules, 274analyzing discrepancies between actual and estimated

costs, 268–270assessing overall project status, 278–279construction manager functions, 57corrective actions for schedule delays, 274–277cost controls, 267–268documenting project performance, 279evaluating project performance, 280–281factors impacting performance, 262–264feedback loop, 261–262labor risks to cost overruns, 272–273management reports, 279–280, 280overview of, 259project control cycle, 260–261, 261review answers, 353–354review questions, 282

schedule controls, 273–274technology applied to, 281–282tracking cost, 266–267tracking quality, 266tracking time, 273tracking tools, 265

MSDS (material safety data sheets), 306, 362mud control, in construction operations, 210–212multi-family dwellings, 11multiple prime contracts, 49, 362

NNational Association of Home Builders (NAHB)

accreditation and certification and, 36Home Builders Care campaign, 28

National Association of Minority Contractors (NAMC), 36National Association of Women in Construction

(NAWIC), 35–36National Building Code, 296network diagrams

critical path in, 251defined, 240, 362developing precedence diagram, 248–249for scheduling, 242–243techniques in, 242used in sequencing stage of scheduling process, 248when to use, 241

network logic. See also sequencing stage, in schedulingdefined, 248, 362post-it notes for working out, 250

noise control, in construction operations, 209nonresidential construction, 54notice to proceed

in best-value selection process, 88defined, 362in low-bid selection process, 79, 83–84

numbering system, CSI, 109–111

OOccupational Safety and Health Administration (OSHA)

on components of safety management plan, 302defined, 362material safety data sheets (MSDS), 306safety standards of, 300–301

office engineers, 62online publications, sources of information for finding

work, 73

management (continued)

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Onuma – Pollio 379

Onuma, Kimon, 332Onuma Planning System (OPS), 332open bid

defined, 362process for public projects, 71

operation manuals, final documentation in project closeout, 135

operations, construction. See construction operationsOPS (Onuma Planning System), 332Otis, E.G., 7overhead

general, 168job-specific, 150quantifying, 159–160

overtime, 275owner occupancy, as end stage of construction projects, 135owners

construction management and, 44–45defined, 44as primary player in construction, 20–21quality expectations and, 287–288relations with, 231–232responsibilities, in general conditions document, 101

Ppartnering

defined, 362as team building technique, 176–177

pay request continuation sheets, 187–188, 188payment

application for, 187–190, 189final, 190–191overview of, 184–186, 185pay request continuation sheets, 187–188, 188schedule of values in, 186–187, 187

payments and completion section, of general conditions document, 102

payroll taxes, 167pedestrian safety, at job site, 224performance bond, required of contractors, 71–72performance monitoring. See monitoring project

performancepermits

coordination with local agents, 206permitting and inspection process in pre-construction

stage, 126–127personal protections

in safety management plan, 302–303section outlining in general conditions document, 102

perspective drawingdefined, 362organization of drawings in contracts, 96

Peters, Tom, 288phone logs, tracking day to day activities at job sites, 227planning and scheduling

administrative activities, 247–248, 248calculations in, 251–255, 252, 254communicating and updating, 255–256construction manager functions, 57determining activity durations, 250–251flow based on relationships between activities, 249,

249–250Gantt charts for, 241, 241network (precedence) diagrams for, 242, 242–243notifying subcontractors of schedules, 256–257overview of, 239planning stage, 244–245precedence diagrams used in sequencing stage, 248,

248–249review answers, 352–353review questions, 258schedule issues in contract administration, 191scheduling stage, 250sequencing stage, 248–250steps in building schedules, 244subcontractor coordination and, 203technology applied to, 257time is money, 240types of, 240–241types of activities in, 247–248uses of schedules, 243–244using BIM for, 334–335work breakdown structure (WBS) used in, 245–246, 246

planning stage, in schedulingoverview of, 244–245types of activities in, 247–248work breakdown structure (WBS) used in, 245–246

plansobtaining for low-bid selection, 79–80quality management. See quality management planreviewing for low-bid selection, 80safety management. See safety management plantypes of drawings, 98, 99

PM (project manager)assigning project team, 122–123job descriptions, 62–63

PMI (Project Management Institute), 36–37political risks, identifying, 316–317Pollio, Marcus Vitruvius, 6

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380 portable facilities – project delivery

portable facilities, setting up at job site, 219–220post-construction stage, 132–135

overview of, 132project closeout, 132–135project evaluation, 136

post-it notes, 250PPP (public-private partnerships)

bidding process for, 72–73defined, 363

pre-construction stage, 121–127assigning project team, 121–124, 122due diligence in, 124–125overview of, 121permitting and inspection process in, 126–127value engineering in, 125

prebid meetings, in estimating process, 152prebid risks, identifying, 311–313precedence diagrams. See also network diagrams

defined, 242, 363developing, 248–249

preconstruction conferenceoverview of, 174–175setting project tone at, 176

prefabrication, using BIM for, 336preinspection. See preparatory inspectionspreliminary estimates, 149preparatory inspections

defined, 363overview of, 287quality control (QC) and, 298

prequalificationdefined, 363public projects and, 72

price/pricingapplying unit costs to quantities in estimating, 160, 160as competition criteria, 76–77differences based on quality, 286price escalation causing cost overrun, 271site location impacting, 146sources of information for, 161

price proposalsin best-value selection process, 86defined, 363

primary players, in construction industryarchitects, 22–23building trades, 25–26construction professionals (constructors), 24–25contractors and managers, 25design professionals, 21–22engineers, 23–24interior designers, 24

landscape architects, 24overview of, 20owners, 20–21

prime contractor. See general contractorsprivate projects, bidding process for, 72probability index, in quantifying risk, 320problem prevention, objectives of quality management

plan, 287problem solving, functions of construction managers, 59process equipment subgroup, CSI MasterFormat 2004, 109procurement

of construction services, 75quality assurance (QA) and, 291types of activities in schedules, 247–248

procurement stage, 127–128overview of, 127purchase orders, 128subcontracting, 127–128

production activities, scheduling, 247production builders, 11productivity, in construction operations, 204–205professional accreditation and certification, 34–37profit, in estimating, 168programming, in project design stage, 119programs

defined, 359, 363owners role in developing, 20

project closeout, 132–135final documentation, 135overview of, 132project punchout, 133substantial completion, 134

project complexityin estimating, 144factors impacting costs in estimating, 144–145

project control cyclefeedback loop for, 261–262overview of, 260–261, 261

project deliveryagency CM project delivery, 48–49at-risk CM project delivery, 49–50in commercial building, 15defined, 363design-bid-build project delivery method, 47–48design-build project delivery method, 50–52integrated project delivery, 52–53methods, 78–79, 79overview of, 46–47selecting project delivery method, 55trends in project delivery, 53–55

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project engineer – quality 381

project engineer, 62project evaluation, in post-construction stage, 136project incentives, techniques for influencing contractor

performance, 192–193Project Management Institute (PMI), 36–37project manager (PM)

assigning project team, 122–123job descriptions, 62–63

project manualbidding documents, 100–101general conditions, 101–103liquidated damages clause, 152overview of, 100supplemental conditions, 103technical specifications, 103–104

project meetings, documenting construction operations and, 226–227

project punchoutfor punch list, 133warranty compared with, 136

project risk managementconstruction risks, 314–316design risks, 313–314environmental risks, 318–320financing risks, 317–318mitigating risks, 321overview of, 309political/legal/regulatory risks, 316–317prebid risks, 311–313quantifying risks, 320–321, 321review answers, 355–356review questions, 327risk analysis, 324–325risk assessment, 58–59risk identification, 310risk management team, 326risk mitigation plan, 324–326risk mitigation strategies, 322, 322–324systematic approach to, 310

project stagesconstruction stage, 128–131design stage, 118–120measuring project success, 137overview of, 117–118owner occupancy, 135post-construction stage, 132–135pre-construction stage, 121–127procurement stage, 127–128review answers, 347–348review questions, 138warranty periods and, 135–136

project superintendent, 62project team, 121–124project values, 42, 42–43projects

delivery in. See project deliverymonitoring performance of. See monitoring project

performanceoverview of, 41planning and scheduling. See planning and schedulingproject values, 42, 42–43quality management, 57–58risk assessment, 58–59, 58–59safety management, 58setting tone for, 176size impacting costs in estimating, 143staging, 220

protection of persons and property section, of general conditions document, 102

public-private partnerships (PPP)bidding process for, 72–73defined, 363

public projects, bidding process for, 71–72public relations

construction operations and, 231employee relations, 232–233overview of, 231owner relations, 231–232subcontractor relations, 233

publicity, 234–235punch list

defined, 363for project punchout, 133, 133

purchase orders, issuing in procurement stage, 128pyramids, in ancient Egypt, 5

QQBS (qualifications-based selection), 78, 88–89qualifications, as competition criteria, 76–77qualifications-based selection (QBS), 78, 88–89quality

construction managers responsible for, 57–58continual improvement, 288–289defining quality, 285–286doing it right the first time, 286–287economics of, 307extra efforts in, 298–299factors in achieving, 284mandated controls, 292–298objectives of, 286

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382 quality (continued) – risk identification

overview of, 283preventing problems, 287project values, 43quality assurance (QA), 289–291quality control (QC), 292quality management plan, 284–285review answers, 354–355review questions, 308safety as component of, 299–300of supervision, 263in time, cost, and quality triad, 41tracking, 266work quality impacting costs in estimating, 146–147of workforce, 262–263

quality assurance (QA), 289–291defined, 363overview of, 289practices in, 290–291

quality control (QC), 292–298in construction operations, 208defined, 363extra efforts, 298–299mandated controls, 292–298overview of, 292

quality management plancontinual improvement, 288–289defining quality, 285–286doing it right the first time, 286–287objectives, 286overview of, 284–285preventing problems, 287

quantifying materials, 158quantifying risks, 320–321, 321quantity errors, cost overruns due to, 272quantity surveyors

calculating quantities in estimates, 156defined, 363job description for, 62

query listdefined, 363questions compiled by estimators, 152

RR. S. Means, 146racial harassment, 232–233RCM (reinforced concrete masonry), 14record drawings, final documentation in project

closeout, 135record keeping. See documenting construction activity

recyclingin construction operations, 216–217estimating cost of, 151

Reed Construction Data, 73regulatory risks, identifying, 316–317reinforced concrete masonry (RCM), 14relationships, dispute resolution and, 198–199Renaissance, 6–7request for information (RFI)

BIM reducing, 335defined, 363overview of, 180–182, 181RFI logs, 227

request for qualifications (RFQs)defined, 363as selection instrument, 78

requests for proposals (RFPs)defined, 363overview of, 77releasing, 86as selection instrument, 78

residential building, 11–13characteristics of, 12–13means and methods in, 11–12overview of, 11primary materials in, 12

responsibility matrix, as tool in contract administration, 178–179

responsive biddefined, 363in low-bid selection process, 78–79

retainage, 189–190, 363reviewing plans and specs, in estimating process, 152rework, 286, 363RFI (request for information). See request for information

(RFI)RFPs (requests for proposals). See requests for proposals

(RFPs)RFQs (request for qualifications)

defined, 77, 363releasing, 85as selection instrument, 78

risk abatement, 323risk allocation, 323risk analysis, 324–325risk assessment, 58–59, 58–59risk avoidance, 322–323risk identification

construction risks, 314–316design risks, 313–314environmental risks, 318–320

quality (continued)

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risk management – shop drawings 383

financing risks, 317–318overview of, 310political/legal/regulatory risks, 316–317prebid risks, 311–313

risk management. See project risk managementrisk management team, 326risk mitigation plan, 324–326risk mitigation strategies, 322, 322–324risk retention, 322risk transfer, 323ROM (rough order of magnitude) estimates, 148Roman Empire, 6roofing materials, 14rough order of magnitude (ROM) estimates, 148

Ssafety

accident prevention, 303–304as component of quality, 299–300construction managers responsible for, 58dangers of construction business, 300–301developing safety management plan, 301–302economics of, 307hazardous materials, 306at job site, 206–207pedestrian safety at job sites, 224personal protections, 302–303project values, 43review answers, 354–355review questions, 308role of safety manager, 300substance abuse and, 305–306tailgate safety meetings, 304–305training, 302

safety management planaccident prevention, 303–304overview of, 301–302personal protections, 302–303substance abuse, 305–306tailgate safety meetings, 304–305

safety manager, 300safety manuals, 301. See also safety management planschedule of values

defined, 363payment and, 186–187, 187

schedules. See also planning and scheduling4D scheduling and sequencing with BIM, 334–335activities as fundamental building block of, 244–245activities in, 247–248

analyzing delays in, 274calculations in, 251–255controls, 273–274corrective actions for delays, 274–277notifying subcontractors regarding, 256–257schedule issues in contract administration, 191steps in building, 244technology for, 257types of, 243will-calls impacting, 205work breakdown structure (WBS) for, 245–246

scheduling stagecalculations in, 251–255determining activity durations, 250–251overview of, 250

schematic design, in project design stage, 119scope of work

changes in project scope, 195defined, 364defining, 45owners role in setting, 44

scope, project values, 43scope sheet

bid analysis and, 165defined, 364

Sebestyén, Gyula, 9secondary players, in construction industry, 26, 26–27section drawings, 98, 99sectors, of construction industry, 10

commercial building, 13–15environmental construction, 17–19heavy civil construction, 15–16industrial construction, 16–17overview of, 9–10residential building, 11–13

security, job site, 222–223self-performed work

defined, 364vs. subcontracted work, 25

senior estimators, 63sequencing stage, in scheduling

developing precedence diagram, 248–249factors impacting project performance, 263flow based on relationships between activities, 249–250overview of, 248–250

sexual harassment, 232–233shop drawings

defined, 364overview of, 182–183quality control (QC) and, 293

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384 short-interval schedules – technical proposals

short-interval schedules, 243, 364shortlisting

in best-value selection process, 85–86defined, 364

signage, at job site, 234single-family dwelling, 11single-source project delivery. See design-build project

delivery methodsite and infrastructure subgroup,

CSI MasterFormat 2004, 108site logistics plan, 220, 364sites. See job sitesskyscrapers, 7–8slip forms

defined, 364techniques in commercial building, 14

small-volume builders, 11software

for construction operations, 236for contract administration, 199for estimating, 169–170for scheduling, 255, 257

soil tests and engineering, in pre-construction stage, 125special-purpose schedules, 243specialty contractors (subcontractors), 25specification writers, 23specifications

defined, 8, 364obtaining for low-bid selection, 79–80quality expectations in, 287–288reviewing for low-bid selection, 80

staging strategy, in construction stage, 130Standard Building Code, 296standards

safety standards, 300–301testing standards, 293–294, 294

steel, 7stereoscopic projection

defined, 364generating virtual environments, 333–334

Stone Age, 4storage and handling, of materials at job site, 221–222storm water pollution, 212–213storm water pollution prevention plans (SWPPP),

212–213, 364straw wattles

defined, 364environmental protections in construction operations, 213

structural drawings, 97structural engineers, 23subcontractor bids, in estimating process

analyzing, 163–164

choosing, 164overview of, 161–162receiving, 163soliciting, 162–163

subcontractorsbids vs. contractural agreements, 165coordination meetings with, 203coordination of, 202–203cost overruns due to, 271–272integrating subcontractor and supplier data using

BIM, 335notifying regarding schedules, 256–257quality assurance (QA) and, 290–291relations with, 233

subcontractsissuing in procurement stage, 127–128section of general conditions document, 102

submittalsdefined, 364overview of, 182quality control (QC) and, 292

substance abuse, 305–306substantial completion

defined, 364project closeout phases, 134

summary schedules, 243superintendent, of construction operation, 217–218, 218supervision, in project performance, 263supervisory inspections, 296–298, 297supplemental conditions, in project manual, 103suppliers. See vendorssustainability, 30–31SWPPP (storm water pollution prevention plans),

212–213, 364systems coordination, using BIM for, 335

Ttailgate safety meetings

defined, 364in safety management plan, 304–305

takeoffcalculating quantities in estimates, 156defined, 364digitizers for automating, 171

taxes, in estimating, 167–168team building, 176–177technical proposals

in best-value selection process, 86defined, 364weighted criteria method for scoring, 87

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technical specifications – wetlands 385

technical specifications, in project manual, 103–104technology

age of, 9in construction operations, 235–236in contract administration, 199–200in estimating, 169–171in monitoring project performance, 281–282in scheduling, 257transitions in construction industry, 29

termination or suspension of contract, section of general conditions document, 102

test reports, final documentation in project closeout, 135testing

independent testing and inspections and, 295standards, 293–294, 294

The Design-Build Institute of America (DBIA), 36time. See also planning and scheduling

monitoring project performance and, 57project values, 43scheduling and, 239–240in time, cost, and quality triad, 41tracking, 273

time and materials, 112, 364. See also cost-plus-fee contracts

time and scheduling section, of general conditions document, 102

time extensions, contractors requesting, 195–196time of construction, impacting costs in estimating,

146–147toolbox safety meeting, 364tools, impact of inadequate, 264Total Quality Management (TQM), 288–289, 364Toyota Production System (TPS), 31, 362tract builders, 11traffic control, at job site, 223–224training programs. See also education

quality assurance (QA) and, 290safety and health, 302

transmittalsin construction correspondence, 230defined, 364logging, 227

trash removal, in construction operations, 215–216

UUL (Underwriters Laboratories Inc.), 294–295uncovering and correction of work, section of general

conditions document, 102Underwriters Laboratories Inc. (UL), 294–295

unforeseen conditions, due diligence uncovering, 124–125

Uniform Building Code, 296unions, drug testing and, 306unit costs, 160–161unit-price contracts, 114–115, 114–115updating schedules, 255–256U.S. Green Building Council (USGBC)

accreditation and certification and, 37sustainability and, 30

utilities, setting up temporary utilities at job site, 219

Vvalue engineering

defined, 50in pre-construction stage, 125

varianceanalyzing discrepancies between actual and estimated

costs, 268–270defined, 269

vegetation, environmental protections for, 214vendor bids, in estimating process

analyzing, 163–164choosing, 164overview of, 161–162receiving, 163soliciting, 162–163

vendorsintegrating subcontractor and supplier data

using BIM, 335as valuable resource in problem-solving, 179

virtual construction, BIM and, 332–333visual records, documenting construction operations,

229–230

Wwarranties

final documentation in project closeout, 135project punchout compared with, 136

warranty periods, in construction contracts, 135–136WBS (work breakdown structure). See work breakdown

structure (WBS)weather conditions, impacting project performance, 262Webcams records, documenting construction

operations, 230weighted criteria method, for scoring technical

proposals, 87wetlands, environmental protections for, 214–215

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386 will-call – zero-punch list

will-callfactors in scheduling, 205material and equipment deliveries, 204

wood frame construction, 12work breakdown structure (WBS)

estimators use of, 155–156for scheduling, 245–246, 246

work crewincreasing size to correct schedule delays, 275–276quality of workforce as factor in project performance,

262–263

working overtime to correct schedule delays, 275–276working two shifts per day to correct schedule delays,

276–277work hours, 224–225work packages, 155–156working drawings (contract documents), 119–120wrought iron, 7

Zzero-punch list, 298–299

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