Unlocking Success: The Features and Benefits of Construction Management as a Preferred Project Delivery Method
In the realm of construction, project delivery methods play a pivotal role in determining the success and efficiency of a project. Among these methods, construction management stands out as a strategic approach that offers a range of features and benefits, making it a preferred choice for many stakeholders in the industry. Let’s delve into the key features and advantages of construction management as a method of project delivery.
**Understanding Construction Management: A Brief Overview**
Construction management involves the coordination and oversight of various project components, from planning and design to execution and completion. Unlike traditional project delivery methods, such as design-bid-build, construction management emphasizes collaboration, transparency, and adaptability throughout the project lifecycle.
**Features of Construction Management:**
1. **Early Involvement:** Construction management brings key stakeholders, including the owner, architect, and construction manager, together early in the project. This facilitates effective communication and decision-making from the outset, minimizing misunderstandings and delays.
2. **Collaborative Approach:** Collaboration is at the heart of construction management. By fostering open lines of communication between all parties, including subcontractors and suppliers, the method encourages a cooperative environment that leads to smoother project execution.
3. **Flexible Design and Execution:** Construction management allows for flexibility in design modifications during the project’s progress. This adaptability ensures that any changes or improvements can be integrated seamlessly, even after construction has begun.
4. **Phased Approach:** Construction management often employs a phased approach to project delivery. This means that work can begin on certain portions of the project before the entire design is finalized. This can expedite the timeline and ensure that construction starts as soon as feasible.
5. **Risk Mitigation:** Risk management is a core aspect of construction management. Through proactive planning and continuous monitoring, potential risks are identified and addressed early, reducing the likelihood of costly setbacks.
6. **Transparent Cost Control:** Construction management provides transparent cost tracking throughout the project. This transparency ensures that all parties are aware of project costs, allowing for better budget management and accountability.
**Benefits of Construction Management:**
1. **Enhanced Communication:** The collaborative nature of construction management promotes effective communication among all project stakeholders. This reduces misunderstandings, fosters teamwork, and minimizes conflicts.
2. **Quality Assurance:** With construction management, quality control is emphasized at every stage. Constant monitoring and oversight ensure that materials, workmanship, and processes meet the highest standards.
3. **Time Efficiency:** By allowing for concurrent design and construction, construction management can significantly reduce project timelines. The method’s phased approach also contributes to timely completion.
4. **Budget Control:** Transparent cost tracking and proactive risk management result in better budget control. Unforeseen issues can be addressed promptly, preventing cost overruns.
5. **Flexibility and Adaptability:** Construction management’s flexibility accommodates design changes, unforeseen challenges, and client requests, ensuring that the project evolves to meet evolving needs.
6. **Value Engineering:** The collaborative environment of construction management encourages value engineering—finding cost-effective solutions without compromising quality.
7. **Expertise Utilization:** Leveraging the skills of experienced construction managers allows project owners to benefit from their insights and industry knowledge.
Summary And Conclusion
In conclusion, construction management emerges as a powerful project delivery method with features and benefits that align with the demands of today’s dynamic construction landscape and demanding clients. From enhanced collaboration and communication to flexible design and timely execution, this approach empowers stakeholders to drive successful outcomes. As the construction industry continues to evolve, embracing construction management can pave the way for projects that not only meet expectations but also exceed them in terms of quality, efficiency, and innovation.
Who are the main construction managers in the UK market?
If you are interested in carrying out construction management on your next project, call Alan on 07539 141257 or 03332241257, you can schedule a call with Alan on https://calendly .com/alanje or drop an email to alan@alpusgroup.com.
I found this article super interesting because it explains why construction management is a smart way to handle projects. Basically, it’s all about working together, being flexible, and avoiding problems early on so that they don’t compound into bigger issues. I think I prefer that things are set in stone before work gets started, but I will give some thought to the phased approach you mention. Thanks!
Hi Aly, Thank you very much for taking the time to read and comment on our post. I agree with you that ideally things should be set in stone even before the tenders or bids are sought, thus all the detailed drawings and approvals are in hand and there should be certainty about the final time and cost, and quality. Sometimes there is not the time available to do that on what could be a long timescale. Possibly the building or facility needs to be brought into service quickly and by a particular deadline. Construction Management is a good method to consider in this instance because design and procurement and installation can be overlapped and fast-tracked as far as possible. You are absolutely right that it is all about working together, collaboration is the key to successful design and construction projects. Flexibility is essential as well because there are always things that dont go to plan so you may have to be innovative and overcome some problems unconventionally, cheers Alan
Hi Aly,
I agree that it would be nice to set everything in stone regarding design, then carry out a comprehensive tender process, with a rigorous appraisal of the bidders before selecting a chosen contractor after several interviews have been carried out. The reality of such a process is that it could actually take years to complete such a process on a large project. By using construction management you can overlap the design and construction process, and also involve specialist contractors such as piling, structural frame and cladding, as well as Mechanicañ Electrical and Plumbing services in the design process. I have certainly found on large complex projects that there are benefits to appointing a construction manager, and program savings can be made, therefore cost can also be saved, because the facility is brought into service quicker.It just depends what your priorities are. best Alan
Hello, I really enjoyed reading your article on “Unlocking Success: The Features and Benefits of Construction Management as A Preferred method Of Project Delivery.” You did a great job of showing that there are different ways to account for construction projects. I was an accountant until I retired a couple of years ago, and I always found it difficult to track the progress and costs of a construction project using the percent of completion method. It was hard to get accurate information from the general contractor and the sub-contractors, and to match the revenues and expenses of each project stage. I think the construction management method is much better, because it allows for more flexibility and transparency in recording the financial performance of each project phase. It also reduces the risk of overstatement or understatement of revenues or expenses. If I was still working, I would definitely try to implement this approach. Do you have any tips or advice for accountants who want to use this method? Thanks for sharing your insights!
Hi Gary, Thank you very much for taking the time to read and comment on our post. You are absolutely right with your statements about the difficulty of tracking and evaluating progress made by contractors and subcontractors. Under their contracts made with the client they should have been obliged to submit accurate reports about their progress against their contract programme or schedule. I appreciate that this sometimes doesnt happen and there are always reasons why the contractor or subcontractor hasnt done it. What to do then? Withhold money until it is produced? The construction management approach gives you a responsible party who will produce this information for you as the client´s representative and an expert in construction. The CM is very interested to track progress every day in order to ensure compliance with the contract for each trade contractor. Any accountant is entitled to speak and liaise with the CM to set up systems that they require for reporting, ideally before the tender documents are issued, and all the information required can be set out in the tender and contract documents, cheers Alan.