Overview of the Construction Industry

A project delivery method where a single firm or team is responsible for both design and construction.

A project delivery method where the construction manager acts as an agent for the owner, managing the project and coordinating with the designer and contractor.

Companies providing essential services like electricity, water, gas, or telecommunications. They often have existing infrastructure that may need to be considered during new construction projects.

A system of planning, organizing, leading, and controlling construction work to meet project goals in terms of schedule, budget, and quality.

The design-build approach provides a streamlined process, minimizing coordination issues and potentially leading to more innovative designs.

A potential challenge for construction managers is ensuring effective communication and coordination between the owner, designer, and contractor.

Design-build can be more complex to evaluate due to the combined nature of design and construction proposals.

Involvement of utility companies in construction projects can be crucial, as their existing infrastructure may need to be adjusted or protected during new construction. Interruptions to service can be costly.

The processes involved in ensuring a project includes all the necessary work and only the necessary work to achieve a successful outcome.

This stage focuses on using the completed infrastructure facilities to their maximum potential and maintaining their functionality through regular repairs.

The total cost incurred throughout the entire life of a project, including initial construction, operation, maintenance, and eventual disposal.

This stage is vital for maximizing the value of a project by ensuring the built infrastructure is used efficiently and remains in good condition.

Project Scope Management is fundamentally about defining and controlling what is and is not included in the project. It ensures the project stays focused on its objectives.

A document outlining the goals, boundaries, and deliverables of a project.

A preliminary document that guides the development of a more detailed scope statement.

A detailed document that specifies the exact work to be performed in a project.

A team assembled to conduct research and gather information for a project's scope.

The first step in project planning, identifying the needs that the project aims to address.

A section within a scope document outlining the overall work to be done.

The section of a scope document that describes how the tasks outlined in the statement of work will be performed.

The final step of defining the project's scope, including any specific project details and requirements.

Information spread informally, often without reliable evidence, that can impact a construction project.

Strategies to minimize the impact of rumors on a construction project.

A practice of using email, text messages, and instant messaging to communicate with others.

Formal records documenting actions and activities during a construction project, used for tracking progress.

The ability to send information to multiple people simultaneously through email, saving time and resources.

The potential downside of heavy email usage, where employees spend more time on emails than project work.

The use of abbreviated language in text messages, which has become common in various contexts.

The advantage of instant messaging, enabling immediate communication without the need for phone calls.

A document that records information about a construction project such as problems, solutions, and orders.

A collection of photos and videos taken on the construction site. They provide visual documentation of the project's progress.

A table or matrix that outlines who is responsible for which tasks in a project.

The process of planning, organizing, leading, and controlling construction work to achieve project goals.

Issues or problems that occur during construction, like defects, omissions, or bad execution.

Solutions and changes proposed to address problems identified during construction.

Instructions or orders given by the project manager to the site manager.

A regular report summarizing the work done during a specific time period.

A project delivery method where the client appoints a separate contractor (management contractor) to manage the construction works based on the design developed by other appointed designers. The contractor is paid a fee for overseeing the project, and the client directly manages the design and other elements.

This method involves multiple teams, including a management contractor, designers, and possibly subcontractors. It's well-suited for complex projects where the client has experience and wants to have more control over the design.

In this method, the client appoints consultants to handle the design, tender documents, and contract administration. The client directly manages the project and pays the costs.

This method is suitable for projects with a well-defined brief and clear design expectations, as well as for projects where cost certainty is crucial before construction begins.

This method is not suitable for projects with uncertain or evolving briefs, for complex buildings requiring specialized expertise, or for clients with limited construction experience.

Management Contracting is commonly used for projects involving specialized subcontractors, with the main contractor remaining responsible for overall project delivery.

The selection of a project team is crucial, ensuring members have the expertise, reputation, and capacity to handle the project effectively. The client's comfort with the team's approach is also vital.

The client should feel confident that the selected professionals will execute the desired strategy by understanding their reputation, past successes, and their ability to handle the project.