Certified Construction Managers' Worth (CCMs)
A construction project can be divided into two phases in its most basic form. The planning and implementation of the work.
The Engineer is primarily responsible for work planning (or Architect). There is no order, requirements, scope, or contract without good planning. While using a Construction Manager's skillset in the pre-design and design phases is important to project planning—and will undoubtedly help eliminate impacts of constructability issues that may otherwise be overlooked—the Engineer does the majority of the planning, calculations, and development of contract documents.
The execution of the contract in the field, ensuring the project is built as well as possible, that construction of the project runs as smoothly as possible, and concludes with the fewest delays or claims possible is the role of the Construction Manager. The Construction Manager in the field is the liaison between the Owner, Engineer (Architect), and the Contractor. He/She is the keeper of the compass (scope) and the stopwatch (schedule) as the facility is constructed.
While formal education is an important aspect of being a CM, the most valuable skills that the CM brings to the table are communication skills and field experience.
Communication is one key. Although plansets and specifications seem somewhat bulletproof at the time the project is advertised, once construction starts, you will find that another reasonable interpretation exists- that of the contractor building the project. Black and white often become gray. Understanding these gray areas and navigating them to a conclusion that benefits the owner, while keeping the contractor whole- is what CMs do.
One key to building the best project possible is to develop the common ground between the Owner and the Contractor. That is not to say that you take your eye off the contract requirements, it is actually the opposite of this. It means that you work with the contractor to ensure that, as they start the work, they have the same picture in their head of the finished product as the owner does. Then you manage that process and help them build it correctly the first time; as efficiently as possible. Doing this harnesses the synergy of the larger team and allows both sides to focus cooperatively against the issues that are inherent in the construction of any project.
Field experience is the other key. The ability to look ahead and find/eliminate issues before they arise in the field is not something that you can learn through formal training. It results from years of experience obtained resolving similar situations and issues and either knowing how to avoid them ahead of time or how to effectively handle them when they do happen. This experience is also very effective when negotiating changes to the contract, “arguing “plan and specification interpretations with the contractor, effectively discussing and explaining to non-field personnel issues encountered onsite, finding the “wiggle room” between (what may at times seem like) 2 immovable circumstances that will allow forward progress of the project to continue, and backstopping and mentoring the onsite CM team.
Putting a price on the value of a good Construction Manager is not an easy task. You can’t really compare what the project would have cost without one to what it actually cost using a CM because that value lies in the amount of money not spent during construction. You cannot quantify the improved quality of the completed project from what it might have otherwise been, or, over time, the value to the owner of being regarded as reasonable or proactive when advertising projects in a low bid environment.
Conclusion
In conclusion, “Why should I use a Construction Manager on my projects?” the skill sets and strengths of Engineers, Architects, and Construction Managers are each very different, but complementary- each is crucial to the ultimate success of the project. The soft skills of knowing the field operations and being an effective communicator and problem solver are every bit as necessary as a solid set of contract documents to the success of the construction of the Owner’s project/program.
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