Construction management: construction
During this stage the construction manager takes possession of the site and carries out the construction works. As each trade contract is completed, individual certificates of practical completion must be issued, and then a certificate of project completion issued once all trade contracts are complete.
 Starting the work stage.
Before work on site proceeds, the client and the construction manager (in their role as as principal contractor) confirm that suitable welfare facilities have been provided and the construction manager (in their role as as principal contractor) confirms that a suitable construction phase plan has been prepared.
When appropriate, the construction manager issues notices for each trade contractor to commence work on site along with instructions regarding phasing and sequencing of the works. The construction manager should then keep trade contractors informed about the progress of the project so that they are able to plan their works in advance of receiving a notice to commence work.
The construction manager manages, schedules, supervises, organises and co-ordinates the trade contractors and preliminaries packages on a day-to-day basis. The construction manager is generally the principal contractor under the CDM regulations as well as having overall responsibility for the site management, and is responsible for welfare provisions, site clearance, waste disposal, site security and trade union issues.
Where there are any proposed variations, procedures for their valuation should be implemented (as described in the contract). Where variations exceed the delegated authority of the construction manager, approval should be requested from the client.
The construction manager co-ordinates site inspections, issues instructions as required and assesses any claims for extension of time or loss and/or expense with advice where appropriate from the consultant team.
The construction manager issues regular payment notices to each trade contractor. The notices must be issued within five days of the dates for payment set out in the contract. If they intend that the trade contractors should be paid a different amount, they must issue a pay less notice giving the basis for the calculation of the amount that will be paid. The client must then make payments to the trade contractors by the final date for payment.
On large projects the construction manager may hold a daily logistic meeting on site with trade contractor foremen to organise, schedule and co-ordinate on-site shared services such as deliveries and offloading, hoists and craneage, scaffolding and safety issues, rubbish clearance etc.
The construction manager holds regular construction progress meetings with trade contractors (and on large projects, with the construction manager's package manager) to discuss on and off-site progress against the programme and to co-ordinate the release of information. It may sometimes be appropriate for these meetings to take place at the trade contractors premises.
 Preparing for occupation.
The client begins preparations for occupation of the development, including the preparation of an operational policy and migration strategy (see links for detailed guidance) setting out how they will manage the transition into and the operation of the new facility.
The client may have an 'occupation services contract' for delivering and installing equipment, fixtures and furniture (sometimes from other premises). This contract may also pick up small building changes that they consider would be costly if instructed under the main contract.
 Inspections, commissioning and testing.
If it has not already been done, the client appoints an in-house or outsourced engineering team to witness testing and commissioning and to take over the running of the services as soon as project (or sectional) completion is certified.
The services engineer co-ordinates procedures for inspections, commissioning, testing and client training in relation to building services. The construction manager co-ordinates procedures for inspections, commissioning, testing and client training in relation to other aspects of the building.
The construction manager prepares a draft building owner's manual and and if required a building user's guide and the lead designer co-ordinates the preparation of the building log book. The principal designer completes the health and safety file.
The construction manager issues a certificate of practical completion and payment notice for each trade contract as it is completed. If they intend that the trade contractors should be paid a different amount, they must issue a pay less notice giving the basis for the calculation of the amount that will be paid. The client pays the amount due by the final date for payment (this may include the release of half of the retention if provided for in the contract).
The construction manager should take steps to protect completed work from any ongoing work.
Once all of the trade contracts are complete (or all of the trade contracts in a section of the works) the construction manager arranges for final inspection of the works by the building control inspector (or approved inspector) and arranges for the issue of a building regulations completion certificate. NB Within 5 days of the completion of the building, the construction manager must notify building control that the works have been carried out in accordance with the specification submitted with the building emission rate (BER) calculations, or the changes that have been made (see emission rates for more information).
Featured articles and news
With PFI currently under the spotlight due to Carillion, this introductory article explains what they are.
Estimates suggest that up to 30,000 small firms could be at risk of non-payment as a result of Carillion's collapse.
Sir Oliver Letwin to lead an independent review into the delays in the delivery of housing.
As Carillion collapses, read our article explaining insolvency in the construction industry.
43,000 jobs at risk as Carillion goes into administration.
1961 saw the publication of three important books about urban design that remain relevant today.
Next week the planning fee increases by 20% and new fees are introduced.
How the transformative power of BIM and other digital technologies can be used to gain a competitive edge.
Relevant events and relevant matters are terms used in some contracts, but knowing the differences is important.
Government release statistics showing how many people are now on the property ladder due to Help to Buy schemes.
A summary of the Town and Country Planning Association's new Practical Guide on health in garden cities.