UD CIEG 486 - Challenges Facing Today’s Construction Manager

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Challenges Facing Today’s Construction Manager Supplemental Reading for CIEG 486-010 Construction Methods & Management Bob Muir, PE Fall 20051 Challenges Facing Today’s Construction Manager By Bob Muir, PE Introduction There are numerous challenges facing today’s construction manager. Some are new to the industry, and some are centuries old. Many of these challenges are a direct result of construction operations, while others a result of indirect, peripheral activities. A surprising number of challenges are not construction issues but must be addressed and managed by the construction manager (CM) to ensure project success. Some of the construction issues include workforce considerations, safety, time constraints, and the changing nature of the work. Non-construction challenges that CMs face that are part of the business landscape include legal issues, government regulations, environmental concerns, and socio-political pressures. It is critical that the CM understands the demanding realities that he or she faces in the planning and control of construction operations. Quality EnvironmentalWagesDelivery of materials, supplies, & equipmentDesignCriteriaErosion &SedimentationControlPublic Involvement in Planning, Design, & ConstructionClaims Avoidance, Support, and MitigationMaterials &SuppliesGovernment restraintsInspectionWetlands &ParklandsCivic/Community GroupsLiabilityProductivity ProductivityLack ofSkilled WorkersLead AbatementAdvisory BoardsFiduciary DutyTime delay Changes Supervision AsbestosNIMBY SyndromeCapital equipmentDesign scheduleFinanceToxic waste, PCBs' etc.Codes and PermitsInflationConstructionScheduleAvailability ofMaterialsNoiseLabor and Safety Laws Peripheral PressuresConstruction IssuesCost-Time-Quality Trade-offsThe Challenges of ConstructionRising Costs TimeAdapted from Barrie and Paulson 1992GovernmentRegulationLegalSocio-Political2 Construction projects represent a unique set of activities that must take place to produce a unique product. The success of a project is judged by meeting the criteria of cost, time, safety, resource allocation, and quality as determined by the owner. The purpose of Project Management is to achieve goals and objectives through the planned expenditure of resources that meet the project’s quality, cost, time, scope, and safety requirements. The CM must control, deflect, or mitigate the effects of any occurrence or situation that could affect project success. Nature of the Work Construction is a complex array of interdependent activities that some would say is at best organized chaos. The very nature of construction introduces challenges typically not encountered in other industries. For example, construction differs widely from manufacturing in that: • the work is often seasonal • each project is unique • often involves remote sites with various access problems • the process is not as predictable • difficulty in applying automation • there is high potential for encountering unforeseen conditions • costs can vary according to conditions • difficult to manage and supply utilities and other resources. • technical innovations are adopted slower. • success is dependent upon the quality of its people. • very custom-oriented • product can be of mind-boggling size, cost, and complexity • the work is not performed in controlled conditions, therefore highly impacted by weather and other environmental conditions Weather and construction have been at odds since the beginning. Today’s meteorologists have a vast array of tools such as Doppler radar, satellite, and computer modeling. These tools enable the meteorologist to predict weather patterns and events with some degree of accuracy. However, even with the most sophisticated technology available, forecasts are still subject to wide variability and questionable accuracy. Even if meteorologists could predict weather to a degree of accuracy of ±5%, the impending weather events cannot be modified or delayed. The construction manager remains at the mercy of the weather. This fact is particularly troublesome to those engaged in heavy civil work, site development, and activities that involve earthwork or other weather sensitive operations. Those located in northern climates often have limited construction seasons. Weather related delays or curtailments are especially unwelcome in today’s highly time-driven construction environment. Weather is one of many variables that the CM cannot control. The CM must recognize the impact of weather and mitigate the effects whenever possible. The nature of the work is changing to include more retrofit, rehabilitation, and restoration (RRR) along with new work. RRR work introduces greater risk into the3 process. These risks include limited or non-existent as-built information, maintaining existing facilities during construction, and the various other difficulties associated with marrying new work to old. Work in urban settings is further complicated by the growing presence of utilities that must be maintained and protected through the course of construction. Damages accrued from the interruption of services such as communications can be very costly, to the point of bankrupting the constructor. Construction work rarely occurs in isolation. The surrounding built environment must be safely maintained and preserved during construction. Work Force Considerations As is the case in any business, people are a construction organization’s greatest resource. Construction operations depend on the knowledge and skills of people planning and executing the work. The quality of this most important resource: people, is what distinguishes one team or company from another. Having talented management in place to guide and direct operations is crucial. Obviously, having an adequate number of skilled and unskilled workers to perform the work is a bare necessity. Finding and recruiting sufficient numbers of skilled, talented people is becoming increasing difficult. There are several factors contributing to this problem. Construction is typically viewed as being one of the least desirable industries in which to work. Surveys among the nation’s youth show construction at the bottom of the list of professions that they would enter. Construction by nature is dangerous, dirty, hard work. Other industries or professions offer preferred work environments that are


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