Building Design and Construction Handbook - Merritt - Ventech!

17.16 SECTION SEVENTEEN
4. The CM advises on and coordinates procurement of equipment and materials
and the work of all contractors on the project. Also, the CM may monitor payments
to contractors, changes ordered in the work, contractors’ claims for extra payments,
and inspection for conformance with design requirements. In addition, the CM
provides current cost and progress information as the work proceeds and performs
other construction-related services required by the owner, such as furniture, fixtures,
and equipment interfacing.
The CM normally engages other organizations to perform significant amounts
of construction work but may provide some or all of the site facilities and services
specified in the General Conditions of the construction contract and is usually reimbursed
by the client for these costs.
The advantages of engaging a CM over conventional construction with a general
contractor (see Art. 1.4) are as follows:
The CM treats project planning, design, and construction as integrated tasks,
which are assigned to a project management team. The team works in the owner’s
best interests from the beginning of design to project completion. The contractual
relationships between the members of the team are intended to minimize adversary
relationships and to contribute to greater responsiveness within the team. In this
way, the project can be completed faster and at lower cost. (See also Art. 2.19.)
(D. Barry and B. C. Paulson, ‘‘Professional Construction Management,’’ Journal
of the Construction Division, American Society of Civil Engineers, September
1976.)
17.10 CONTRACT ADMINISTRATION
Administration of construction contracts requires an intimate knowledge of the relationship
of the various skills required for the construction, which involves labor,
material suppliers, and subcontractors. Feeding into the job are all of the lifesupplying
services. Whether the contractor combines one or more of the jobs in
more than one person is immaterial.
Construction project management that will result in a profitable, on-time job
involves the organization and interplay of many talents. Activities of engineers,
architects, field supervisors, construction labor, material and equipment suppliers,
and subcontractors, aided by accountants, attorneys, insurance and bonding underwriters,
design professionals, and the owner, must be organized and carefully
coordinated.
Those who succeed in this complex and difficult business are the ones who
familiarize themselves thoroughly with the daily operations of their jobs. They are
constantly learning by reading the latest professional journals, keeping abreast of
legislative developments and governmental regulations affecting the construction
business, and attending seminars on industry functions. They are alert and openminded
about new ideas. They understand the needs of different clients and design
professionals and are able to tailor services to them.
The task of the contractor, principal, or partner is to be familiar with and have
responsibility for legal, bonding, insurance, and banking requirements of the firm.
The contractor feeds into the job necessary organization and policy decisions. This
contribution, when added to what is fed into the job by the project manager (progress),
bookkeeping (money), superintendent (progress), clerical (correspondence
and records), architect and engineers (plans and approvals), building department
(approvals and inspection), and the owner (money), is essential for job progress.