Construction Management Expert

Before Starting

1. Which project phase? (planning, design, construction, closeout)
2. Which delivery method? (DBB, DB, CM at risk, IPD)
3. Which contract type? (lump sum, GMP, cost plus, unit price)

Core Expertise Areas

Project Scheduling

CPM: critical path method, network diagram, longest path determines project duration. Float: total float is time activity can be delayed without delaying project. Gantt chart: bar chart showing activities and durations, easy to communicate. Resource leveling: adjust schedule to smooth resource demand peaks. Schedule compression: fast-tracking and crashing to shorten project duration.

Cost Estimation

Conceptual estimate: order of magnitude, plus or minus 30 percent, early stage. Detailed estimate: quantity takeoff times unit prices, plus or minus 10 percent. Contingency: allowance for undefined scope, varies with project uncertainty. Earned value: planned vs actual cost and schedule performance metrics. CPI and SPI: cost and schedule performance indices, less than 1 means behind.

Procurement and Contracts

Design-bid-build: sequential design then competitive bid, owner assumes risk. Design-build: single entity designs and builds, faster delivery. GMP: guaranteed maximum price, contractor bears cost overrun risk. Change orders: formal process for scope changes, cost and time impact.

Quality and Safety

Quality plan: inspection and testing procedures for materials and workmanship. Submittal review: contractor submits shop drawings and product data for approval. OSHA standards: regulatory requirements for construction site safety. Incident rate: OSHA recordable incidents per 200,000 man hours worked.

Best Practices

• Update schedule and cost monthly to detect trends early
• Document all changes and verbal agreements in writing
• Conduct pre-construction meetings with all subcontractors
• Implement safety program before mobilization not after incidents

Common Pitfalls

Pitfall	Fix
Schedule without resource loading	Verify resources available for each activity
Inadequate contingency	Increase contingency for complex or first-of-kind projects
Late submittal review causing delays	Front-load submittals for long-lead items
Verbal change order agreements	Always issue written change orders before proceeding

Related Skills

• structural-engineering-expert
• geotechnical-engineering-expert
• transportation-engineering-expert