Construction Management (Autosaved)

8/16/2019 Construction Management (Autosaved)

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Technological University of thePhilippines

COLLEGE OF ARCHITECTUREAND FINE ARTS

Ayala Boulevard cor. San Marcelino St.Ermita, Manila

Telephone no: !" ##$!% &oc. !'( !$ TUP )e*site: http:%%))).tup.edu.ph

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2.01 Dening project goals and objectives

2.01.01 Project de nitions involves the discovery of to identify and analyze requirements an d constraints

A pro7ect is temporary in that it has a de8ned *eginning and end in time, and therefore de8ned scope and

resources.

A pro7ect is an individual or colla orative enterpri!e that is carefully planned and designed to achieve a

particular aim .

A pro7ect is a planned !et of interrelated tas9s to *e e ecuted over a 8 ed period and )ithin certain cost and

other limitations .

And a pro7ect is uni"ue in that it is not a routine operation, *ut a speci8c set of operations designed to accomplish

a singular goal. So a pro7ect team often includes people )ho don;t usually )or9 together < sometimes from di=erent

organi>ations and across multiple geographies.

#ro$ect Goal

A goal is much *roader than o*7ectives and activities. ?eep the follo)ing in mind )hen de8ning your goals:

A goal should *e

• (the *ig picture of )hat you )ant the 8nal outcome to *e.• (related to the pro7ect need statement.• (simply stated.

O $ective

An o*7ective is a performance measure that )ould lead to achieving the goal. An o*7ective should *e speci8c,concrete, measurea*le, and time(framed. A goal may have a fe) or several o*7ectives.

?eep in mind the follo)ing )hen developing o*7ectives:

@ ho% hat@ E pected outcomes Cresults of activitiesD@ Measures@ riteria for achieving the e pected outcomes@ Timeframe

2.01.02 Identify time and cost of delivering the project

http://www.businessdictionary.com/definition/task.htmlhttp://www.businessdictionary.com/definition/executed.htmlhttp://www.businessdictionary.com/definition/executed.htmlhttp://www.businessdictionary.com/definition/period.htmlhttp://www.businessdictionary.com/definition/period.htmlhttp://www.businessdictionary.com/definition/cost.htmlhttp://www.businessdictionary.com/definition/cost.htmlhttp://www.businessdictionary.com/definition/limitation.htmlhttp://www.businessdictionary.com/definition/task.htmlhttp://www.businessdictionary.com/definition/executed.htmlhttp://www.businessdictionary.com/definition/period.htmlhttp://www.businessdictionary.com/definition/cost.htmlhttp://www.businessdictionary.com/definition/limitation.html


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or the later stages of a pro7ect, contract types are used to encourage *etter construction management services. The preceding types of contracts for construction management service are used according to gross estimates andcomple ity of )or9.

a. irm i ed Price ( The )ner )ill pay the onstruction Manager a 8 ed feeF. The fee )ill *e una=ected *y variations *et)een

the estimate and the *ids or *y change orders during the construction phase unless the o)ners initiates an increasein scope.

*. i ed Price /ncentive ( The )ner )ill pay the construction Manager a 8 ed fee )hich is ad7usted according to the di=erence

*et)een the 8nal allo)a*le costs and the target costs.

c. ost plus /ncentive ee C P/ D or ost Plus Ad7usted ee C PA D <ost reim*ursement type contracts )ith provisions for a fee that is ad7usted *y GsharingG formulas applied

to the di=erence *et)een the 8nal allo)a*le costs and the target costs.

d. ost Plus i ed ee( The )ner )ill pay the onstruction Management a 8 ed fee plus reim*ursement of certain e penses

incurred in the performance of *asic services.

E cellence in Pro7ect Management is achieved through a structured process that includes multiple phases:

@ /nitiating@ Planning@ E ecuting@ Monitoring and ontrolling@ losing.

The process *alances the 9ey pro7ect constraints and provides a tool for ma9ing decisions throughout the pro7ect*ased on sta9eholder values, performance metrics, esta*lished procedures and pro7ect goals.

E=ective pro7ect management includes strategies, tactics, and tools for managing the design and constructiondelivery processes and for controlling 9ey factors to ensure the clientreceives a facility that matches their e pectations and functions as it isintended to function. /mprovements in *uilding Huality directly contri*ute toreduced operational costs and increased satisfaction for all of thesta9eholders. Successful pro7ect delivery reHuires the implementation of management systems that )ill control changes in the 9ey factors of !cope%

!c&edule% ud'et% re!ource!% and ri!( to optimi>e Huality and, therefore,the investment. This section o=ers guidance for the entire team tosuccessfully and e=ectively optimi>e the Huality of a high(performance*uilding pro7ect.

/t is critical to esta*lish the Hualities of the pro7ect that are necessary tosatisfy client and end user needs and e pectations, once it is delivered andin use. 0alue for the money in construction reHuires completing a pro7ect ontime, on *udget and to a level of functionality that meets the determinedneeds. A )ell(programmed pro7ect )ill continue to provide value and meetuser needs throughout its lifetime and )ill contri*ute positively to the

environment in )hich it is located )ith a )ide range of social and economic *ene8ts. Early investmentin planning , programming , and design can help deliver these *ene8ts and avoid unnecessary costs and delays.

ontemporary institutions and organi>ations are increasingly reali>ing that traditional forms of managementI*asedon the same approach to every pro7ectIcannot meet the needs of todayJs economic, social, and *usiness

environment. Additionally, the processes can *e streamlined *ased on technologies and eKciencies not previouslyavaila*le. The responsi*ility for delivering a pro7ect as planned rests )ith the entire team. hen evaluating options,the )hole(life value should *e considered and not limited to the short term initial investment. actors that a=ect thelonger term costs of a facility, such as maintaina*ility, useful service life, and resource consumption should *eintegrated into the decision matri .

#ro$ect Delivery Team! I4o) to assem*le and e=ectively manage the pro7ect team.

Ri!( )ana'ement IProvides details on ho) ris9 analysis is used as an organi>ed method of identifying andmeasuring ris9.

http://www.wbdg.org/design/dd_planning.phphttp://www.wbdg.org/design/dd_planning.phphttp://www.wbdg.org/design/dd_archprogramming.phphttp://www.wbdg.org/project/deliveryteams.phphttp://www.wbdg.org/project/riskmanage.phphttp://www.wbdg.org/design/dd_planning.phphttp://www.wbdg.org/design/dd_archprogramming.phphttp://www.wbdg.org/project/deliveryteams.phphttp://www.wbdg.org/project/riskmanage.php


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*uildin' Commi!!ionin' Iprovides an overvie) of commissioning drivers, *ene8ts, goals, and principles forimproving *uilding Huality.

#ro$ect Re"uirement!

Pro7ect inception and preliminary planning reHuire thoughtful de8nition of goals and needs CPro7ect ScopeDL masterplanning to accommodate anticipated future needsL evaluation of pro7ect alternativesL identi8cation of sitereHuirementsL funding reHuirementsL *udget authori>ation cycles and%or 8nancial impactsL and pro7ect phasing.

There are tools availa*le that help de8ne the goals and o*7ectives for the pro7ect that let all sta9eholders have avoice in ma9ing the pro7ect successful. The ris9s associated )ith ma9ing mista9es in this part of the process aregreat, since their impact )ill *e felt across the pro7ect development process and in the 8nal pro7ect results. ormore information, see lin9s *elo) in the Ma7or +esources section.

Scope )ana'ement

/t is primarily concerned )ith de8ning and controlling )hat is or is not included in the pro7ect.

#ro$ect !cope is the part of pro7ect planning that involves determining and documenting a list of speci8c pro7ect

goals, delivera*les, tas9s and deadlines +#roduct !cope are the features and functions that characteri>e a product, service, or result.

Pro7ect scope is the )or9 that must *e performed to meet a clientJs program goals for space, function, features,impact, and level of Huality. Scope management sets the *oundaries for the pro7ect and is the foundation on )hichthe other pro7ect elements are *uilt. rom the *eginning it helps identify the )or9 tas9s and their reHuirements forcompletion. E=ective scope management reHuires accurate de8nition of a clientJs reHuirements in the Planning and5evelopment stage and a systematic process for monitoring and managing all the factors that may impact orchange the program reHuirements throughout the pro7ect design and construction phases through delivery of the8nished pro7ect.

#roce!!e! o, Scope )ana'ement

• Initiation Icommitting the organi>ation to *egin the ne t phase of the pro7ect.• Scope #lannin' Ideveloping a )ritten scope statement as the *asis for future pro7ect decisions.•

Scope De-nition Isu*dividing the ma7or pro7ect delivera*les into smaller, more managea*lecomponents.• Scope .eri-cation Iformali>ing acceptance of the pro7ect scope.• Scope C&an'e Control Icontrolling changes to pro7ect scope.

/uality )ana'ement

The act of overseeing all activities and tas9s needed to maintain a desired level of e cellence. This includescreating and implementing Huality planning and assurance, as )ell as Huality control and Huality improvement. /t isalso referred to as total Huality management CT MD.

/uality )ana'ement #rinciple

#rinciple 0 1 Cu!tomer ,ocu! 2 rgani>ations depend on their customers and therefore shouldunderstand current and future customer needs, should meet customer reHuirements and strive toe ceed customer e pectations.

#rinciple 3 1 Leader!&ip 2 &eaders esta*lish unity of purpose and direction of the organi>ation. They should create and maintain the internal environment in )hich people can *ecome fullyinvolved in achieving the organi>ation;s o*7ectives.

• #rinciple 4 1 Involvement o, people 2 People at all levels are the essence of an organi>ationand their full involvement ena*les their a*ilities to *e used for the organi>ation;s *ene8t.

• #rinciple 5 1 #roce!! approac& 2 A desired result is achieved more eKciently )hen activitiesand related resources are managed as a process.

#rinciple 6 1 Sy!tem approac& to mana'ement 2 /dentifying, understanding and managinginterrelated processes as a system contri*utes to the organi>ation;s e=ectiveness and eKciencyin achieving its o*7ectives.

http://www.wbdg.org/project/buildingcomm.phphttp://www.wbdg.org/project/buildingcomm.php


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• #rinciple 7 1 Continual improvement 2 ontinual improvement of the organi>ation;s overallperformance should *e a permanent o*7ective of the organi>ation.

#rinciple 8 1 Factual approac& to deci!ion ma(in' 2 E=ective decisions are *ased on theanalysis of data and information

#rinciple 9 1 )utually ene-cial !upplier relation!&ip! 2 An organi>ation and its suppliersare interdependent and a mutually *ene8cial relationship enhances the a*ility of *oth to createvalue

Sc&edule )ana'ement

The pro$ect !c&edule is the tool that communicates )hat )or9 needs to *e performed, )hich resources of theorgani>ation )ill perform the )or9 and the timeframes in )hich that )or9 needs to *e performed. The pro7ectschedule should reNect all of the )or9 associated )ith delivering the pro7ect on time. ithout a full and completeschedule, the pro7ect manager )ill *e una*le to communicate the complete e=ort, in terms of cost and resources,necessary to deliver the pro7ect.

A pro$ect !c&edule de8nes the processes and esta*lishes a timeline for delivering the pro7ect. Avoiding missingdeadlines for delivery of 9ey pro7ect components is a 9ey o*7ective of schedule management. omprehensivepro7ect schedules )ill identify all of the pro7ectJs stages, phases, and activities assigned to each team mem*ermapping them to a timeline that measures 9ey dates that are used to 9eep trac9 of )or9 progress. Schedulemanagement interfaces directly )ith scope, cost, and Huality optimi>ation and team mem*er roles and activitiesmust *e de8ned, coordinated, and continually monitored. /t is the goal of every pro7ect manager to loo9 foreKciencies in all of these areas as a pro7ect progresses.

:or( *rea(do;n Structure ation *y tenpercent.

Co!t>*ud'et )ana'ement

#ro$ect Co!t )ana'ement includes the processes reHuired to ensure that the pro7ect is completed )ithin theapproved *udget

#ro$ect co!t! are measured and analy>ed in many )ays throughout a pro7ect, from planning, programming anddesign to *idding, construction, turnover, and post occupancy. irst costs, cost(*ene8t ratios, and life(cyclecosting are a fe) e amples of ho) a pro7ectJs cost(e=ectiveness can *e evaluated. The control of costs reHuirescontinual and systematic cost management and monitoring to compare actual costs incurred against targeted*udget num*ers. These cost management processes start )ith the esta*lishment of *udgets *ased on actualestimates for related )or9. They need to align )ith scope and Huality reHuirements and *e *ased on realistic,current mar9et conditions. omparing *udgets to actual costs throughout the *uilding process is critical. Theprocess continues )ith milestone estimates, value engineering, procurement strategies, and change ordermanagement to ensure the pro7ect is timely and cost(e=ective.

Co!t )ana'ement #roce!!e!

• Re!ource #lannin'? determining )hat resources Cpeople, eHuipment, materialsD and )hat Huantities

of each should *e used to perform pro7ect activities.

• Co!t E!timatin'? developing an appro imation CestimateD of the costs of the resources needed to

complete pro7ect activities.

http://www.projectinsight.net/features/intelligent-schedulinghttp://www.projectinsight.net/features/intelligent-schedulinghttp://www.projectinsight.net/features/intelligent-schedulinghttp://www.wbdg.org/resources/lcca.phphttp://www.wbdg.org/resources/lcca.phphttp://www.wbdg.org/design/cost_effective.phphttp://www.wbdg.org/design/cost_effective.phphttp://www.projectinsight.net/features/intelligent-schedulinghttp://www.wbdg.org/resources/lcca.phphttp://www.wbdg.org/resources/lcca.phphttp://www.wbdg.org/design/cost_effective.php


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• Co!t *ud'etin'? allocating the overall cost estimate to individual )or9 items +

• Co!t Control? controlling changes to the pro7ect *udget.

Re!ource )ana'ement

Re!ource )ana'ement identi8es the Huantity of la*or, eHuipment and materials needed to deliver your pro7ect.

Re!ource! are reHuired to carry out the pro7ect tas9s . They can *e people, eHuipment, facilities, funding , oranything else capa*le of de8nition Cusually other than la*or D reHuired for the completion of a pro7ect activity. Thelac9 of a resource )ill therefore *e a constraint on the completion of the pro7ect activity. +esources may *e stora*leor non(stora*le. Stora*le resources remain availa*le unless depleted *y usage, and may *e replenished *y pro7ecttas9s )hich produce them. 2on(stora*le resources must *e rene)ed for each time period, even if not utili>ed inprevious time periods.

Ri!( )ana'ement

Ri!( )ana'ement is the identi8cation, assessment, and prioriti>ation of ris9s follo)ed *y coordinatedand economical application of resources to minimi>e, monitor, and control the pro*a*ility and%or impact ofunfortunate events or to ma imi>e the reali>ation of opportunities.

#ro$ect )ana'ement #lan!

A Pro7ect Management Plan CPMPD documents 9ey management and oversight tas9s and is updated throughout thepro7ect as changes occur. The plan includes de8nition of an o)nerJs program goals, technical reHuirements,schedules, resources, *udgets, and management programs. /t also provides a vehicle for including eKciencies inthe design and construction phases of all *uildings. /t )ill also serve as the *asis for completed constructiondocuments and outline the commissioning plan for 8nished e ecution.

2.2Construction Management (CM) Organizational Relationship

Typically the construction industry includes three parties: an o)ner a designer Carchitect orengineerD the *uilder Ctypically a general contractor.D Traditionally, there are t)o contracts*et)een these parties. The 8rst contract is the o)ner(designer contract, )hich involvesplanning, design, and construction administration. The second contract is the o)ner(contractorcontract, )hich involves construction. An indirect, third(party relationship e ists *et)een thedesigner and the contractor due to these t)o contracts.

A *etter *usiness model replaces the traditional relationship )ith a *lended team:

- o)ner(designer- o)ner(*uilder, and- o)ner(construction pro7ect manager C PMD

What is “construction management” or CM?

- The 8rm that is responsi*le for managing the construction.

- Construction management or construction project management (CPM) is the overall planning, coordination, and control of a project from beginning to completion.

http://en.wikipedia.org/wiki/Projecthttp://en.wikipedia.org/wiki/Projecthttp://en.wikipedia.org/wiki/Task_(project_management)http://en.wikipedia.org/wiki/Fundinghttp://en.wikipedia.org/wiki/Fundinghttp://en.wikipedia.org/wiki/Labour_(economics)http://en.wikipedia.org/wiki/Projecthttp://en.wikipedia.org/wiki/Task_(project_management)http://en.wikipedia.org/wiki/Fundinghttp://en.wikipedia.org/wiki/Labour_(economics)


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M is aimed at meeting a clientJs reHuirement in order to produce a functionally and8nancially via*le pro7ect. The construction industry is composed of 8ve sectors:residential, commercial, and heavy civil, industrial, and environmental . A constructionmanager holds the same responsi*ilities and completes the same processes in each sector.All that separates a construction manager in one sector from one in another is the9no)ledge of the construction site . This may include di=erent types of eHuipment,materials, su*contractors , and possi*ly locations.

• A'ricultural@ Typically economical *uildings, and other improvements, for agricultural purposes.

E amples include *arns, eHuipment and animal sheds, speciali>ed fencing, storage silos and elevators , and

)ater supply and drains such as )ells, tan9s, and ditches.

• Re!idential@ +esidential construction includes houses, apartments, to)nhouses, and other smaller, lo)(

rise housing types.

• Commercial@ This refers to construction for the needs of private commerce, trade, and services. E amples

include oKce *uildings, G*ig *o G stores, shopping centers and malls, )arehouses, *an9s, theaters, casinos,

resorts, golf courses, and larger residential structures such as high(rise hotels and condominiums.

• In!titutional@ This category is for the needs of government and other pu*lic organi>ations. E amples

include schools, 8re and police stations, li*raries, museums, dormitories, research *uildings, hospitals,

transportation terminals, some military facilities, and governmental *uildings.

http://en.wikipedia.org/wiki/Construction_industryhttp://en.wikipedia.org/wiki/Construction_sitehttp://en.wikipedia.org/wiki/Construction_sitehttp://en.wikipedia.org/wiki/Subcontractorhttp://en.wikipedia.org/wiki/Silohttp://en.wikipedia.org/wiki/Elevatorhttp://en.wikipedia.org/wiki/Elevatorhttp://en.wikipedia.org/wiki/Construction_industryhttp://en.wikipedia.org/wiki/Construction_sitehttp://en.wikipedia.org/wiki/Subcontractorhttp://en.wikipedia.org/wiki/Silohttp://en.wikipedia.org/wiki/Elevator


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2.2.1 CM agent to owner

CONTRACTORA contractor is assigned to a construction pro7ect once the design has *een completed *ythe person or is still in progress. This is done *y going through a *idding process )ithdi=erent contractors. The contractor is selected *y using one of three common selectionmethods:

• lo)(*id selection• *est(value selection, or• Huali8cations(*ased selection

2.2.2 CM at risk

The M is either:

'. A pureQ onstruction Manager, C C) Not At2Ri!(B D, or ". A onstruction Manager At(+is9, C C) At2Ri!(B D.

Simply stated, the M is either at ris9, or not. CAll other variations of M are 7ust slightmodi8cations of the responsi*ilities and e pectations of the M and do not change this fundamentalseparation into these t)o categories.

“Management” vs. “Delivery”

/s the M 2ot At(+is9Q C M AgencyD a pro7ect delivery method/f the delivery you are referring to is the delivery of design and construction services, M 2ot At( +is9Qis not a pro7ect delivery methodR /nstead, M 2ot At(+is9Q is a pro7ect management Cvs. deliveryQDmethod, a method of managing design and construction services.

Therefore, a M Agency or 2ot At(+is9Q could *e used in con7unction )ith any pro7ect deliverymethod including 5esign(Bid(Build, Multiple Prime, 5esign(Build, or even M At(+is9R

Main role of acontractor

http://en.wikipedia.org/wiki/Constructionhttp://en.wikipedia.org/wiki/Personhttp://en.wikipedia.org/wiki/Personhttp://en.wikipedia.org/wiki/Personhttp://en.wikipedia.org/wiki/Biddinghttp://en.wikipedia.org/wiki/Biddinghttp://en.wikipedia.org/wiki/Constructionhttp://en.wikipedia.org/wiki/Personhttp://en.wikipedia.org/wiki/Bidding


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C) Not At2Ri!(B ed, the M conducts site

management and purchases ma7or items to eKciently manage time and cost.


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2.03 Project Delivery Methods

A pro$ect delivery met&od is a system used *y an agency or o)ner for organi>ing and 8nancing design,construction, operations, and maintenance services for a structure or facility *y entering into legal agreements )ithone or more entities or parties.

DESIGN *ID *UILD

4A+A TE+/ST/ S

@ Architect hired 8rst *y the o)ner

@ )ner%Architect develop program andcomplete documents

@ Architect is fully responsi*le for estimates,constructa*ility and design

@ After the pro7ect documents are completelydesigned, they are put out for *id

@ Traditionally the lo) *idder is selected to completepro7ect

@ ommunication is directed through the Architect to the )ner

A50A2TA1ES

@ amiliar delivery method

@ 5e8ned roles%responsi*ilit ies for team

@ Allo)s more 8rms to *id

@ /nitially presents the lo)est potential cost for the pro7ect

5/SA50A2TA1ES

@ 2o fast(trac9ingQ process availa*le

@ Budgets may or may not *e met...architects are not al)ays current on pricing mar9etCsD

@ &o) *idder may not understand pro7ect goals, o*7ectives and criteria

@ )ner has no control or input on su*(contractors

@ Process puts )ner as issue resolution agent if architectural documents and construction conNict

@ 4igh potential for change orders and conNict

@ )ner control over 1 ;s sta= is limited

@ 2o cost savings sharing

@ +elationships can *e adversarial

DESIGN *UILD

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4A+A TE+/ST/ S

@ )ner hires a 1 or 5esign Build team

@ The 5esign Build team is fully responsi*le to theo)ner for the delivery of a pro7ect

@ Typically at some point Cas early as possi*leD inthe process a 1MP C1uaranteed ma imum priceD isesta*lished

@ ommunication for the pro7ect No)s through the 1or 5%B team to the o)ner

A50A2TA1ES

@ )ner has a single contract for design and construction

@ 1MP is esta*lished early and o)ner ris9 is controlled

@ E cept for )ner changes, no change orders

@ Pro7ect schedule can *e accelerated% fast(trac9edQ if necessary

@ )ner involvement in the process is limited

@ onstruction *udget control

@ )ner is not issue resolution agent

@ pportunity for cost sharing

5/SA50A2TA1ES

@ )ner has limited involvement

@ 5iKcult to esta*lish criteria for selection of 5%B team

@ 5esign is complete at 1MP

@ Process may not *ring *est designer and *est *uilder together for o)ner

@ uality control is responsi*ility of 5%B team, no chec9s and *alances

PT/ 2 < Select architect and general contractor separately, then form 5%B team

CONSTRUCTION )ANAGE)ENT AGENC

4A+A TE+/ST/ S

@ )ner contracts directly )ith Architect 8rm

@ )ner contracts directly )ith each su*(contractor

@ Similar to M at ris9, *ut no guaranteed price

@ M and Architect can *e selected *ased uponHuali8cations and e pertise

A50A2TA1ES

@ M and Architect selection *ased upon Huali8cations

@ Pro7ects can *e delivered at accelerated% fast(trac9edQ schedule

@ M involved in *udget development

@ )ner can select su*(contractor


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@ M responsi*le to deliver the pro7ect on *udget and on schedule

5/SA50A2TA1ES

@ M has no contractual responsi*ility%control )ith su*(contractors

@ inal price not esta*lished until *ids are received

@ )ner must manage multiple contracts

@ 4igh level of )ner involvement

@ 4igher )ner ris9 since the )ner holds contracts

CONSTRUCTION )ANAGE)ENT AT RIS

4A+A TE+/ST/ S

@ )ner selects the Architect *ased uponHuali8cations and fee

@ )ner selects M *ased upon Huali8cation and fee

prior to design *eing completed or possi*ly started @ Architect and M )or9 together to deliver the pro7ectthe o)ner reHuires

@ A 1MP is esta*lished early in documentation

@ ompetitive *id for su*contracts

A50A2TA1ES


@ )ner can *e involved in selection of M team mem*ers

@ Early M involvement to control *udget and schedule

@ )ner may *e involved in su*(contractor selection

@ All )or9 e cept M and A%E is competitively *id

@ 1MP is esta*lished early

@ Pro7ects can *e delivered at accelerated% fast(trac9edQ schedule

@ pportunity for cost sharing

@ Ensures high Huality at lo)est cost

5/SA50A2TA1ES

@ 5esign team may not ta9e input from M during design @ Perception that price competition is limited

INTEGRATED #RO ECT DELI.ER

4A+A TE+/ST/ S


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@ )ner selects M and A%E *ased upon Huali8cationsprior to design *eing started

@ )ner%Architect% onstruction Manager sign a 7ointcontract

@ Entire team esta*lish the pro7ect goals and o*7ectives

@ haracteristics similar to those of M at ris9

A50A2TA1ES


@ 4igh eKciency delivery method

@ ast(trac9Q process

@ Ultimate teamQ pro7ect approach

@ Early involvement of not only M A%E *ut su*contractors for ma7or trades

@ )ner ris9 is limited *y team approach to ris9% re)ard incentives

@ Success of team mem*ers is measured against success of pro7ect @ pportunity for cost sharing

@ /ncreased a*ility to deliver pro7ect )ithin *udget and schedule

5/SA50A2TA1ES

@ 2e)er delivery method

@ +eHuires very involved o)ner

@ Some contractual issues to *e addressed

Documents

Construction Management (Autosaved)