Construction management: appointing the construction manager - Revision history

Designing Buildings at 13:45, 6 October 2020

2020-10-06T13:45:36Z

← Older revision		Revision as of 13:45, 6 October 2020
Line 1:		Line 1:
−		+	[[File:Project_plan_construction_management.jpg\|link=File:Project_plan_construction_management.jpg]]
−	[[File:~~Project plan construction management~~.jpg\|~~RTENOTITLE~~]]	+

	Construction management is a procurement route in which the works are constructed by a number of different trade contractors who are managed by a construction manager but are contracted to the client. The construction manager is generally appointed early in the design process so their experience can be used to improve the cost and buildability of proposals as they develop as well as to advise on packaging and the selection of trade contractors. Within this plan we suggest the construction manager is appointed on completion of concept design. Earlier or later appointment might result in some activities being re-allocated between the consultant team and the construction manager (for example the role of cost consultant).		Construction management is a procurement route in which the works are constructed by a number of different trade contractors who are managed by a construction manager but are contracted to the client. The construction manager is generally appointed early in the design process so their experience can be used to improve the cost and buildability of proposals as they develop as well as to advise on packaging and the selection of trade contractors. Within this plan we suggest the construction manager is appointed on completion of concept design. Earlier or later appointment might result in some activities being re-allocated between the consultant team and the construction manager (for example the role of cost consultant).
Line 6:		Line 5:
	The construction manager might be an individual with limited responsibilities, or could be a large organisation taking full responsibility for cost planning, packaging and tendering trade contracts as well as managing construction. For a description of the services a construction manager might offer, see: Construction management.		The construction manager might be an individual with limited responsibilities, or could be a large organisation taking full responsibility for cost planning, packaging and tendering trade contracts as well as managing construction. For a description of the services a construction manager might offer, see: Construction management.

−	= ~~'''~~Agreeing the procedure that will be adopted~~'''~~ =	+	= Agreeing the procedure that will be adopted =

	The client may decide that they require advice from independent client advisers or member of the consultant team to help them make the appointment. If this requires a new appointment, go to the work stage: Construction management: appointment .		The client may decide that they require advice from independent client advisers or member of the consultant team to help them make the appointment. If this requires a new appointment, go to the work stage: Construction management: appointment .

−	The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition, selective competition, or an existing relationship such as a framework agreement.	+	The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition, selective competition, or an existing relationship such as a framework agreement.

	The client may have to follow a pre-determined procedure if; there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply which can cause significant delays unless implemented early in the project.		The client may have to follow a pre-determined procedure if; there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply which can cause significant delays unless implemented early in the project.

−	= ~~'''~~Agreeing the nature of appointment required.~~'''~~ =	+	= Agreeing the nature of appointment required. =

	The client should agree the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepare a pre-qualification questionnaire.		The client should agree the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepare a pre-qualification questionnaire.
Line 20:		Line 19:
	The client should prepare documents describing the nature of the development (if the construction manager is appointed very early in the project, this might simply be the strategic brief, whereas if they are appointed later, it could include the project brief and concept design).		The client should prepare documents describing the nature of the development (if the construction manager is appointed very early in the project, this might simply be the strategic brief, whereas if they are appointed later, it could include the project brief and concept design).

−	The client should define the schedule of services that will be required (pre-construction and construction services), selection criteria, form of agreement and contract terms for the appointment.	+	The client should define the schedule of services that will be required (pre-construction and construction services), selection criteria, form of agreement and contract terms for the appointment.

	Construction managers are likely to be paid based on reimbursable costs (such as site facilities, staff costs, statutory fees, offices and so on) and a management fee, comprising pre-construction and construction fees, which may be fixed, or calculated based on an agreed formula. It is important to establish what is included in the construction manager's price (for example insurance requirements or payment of statutory fees) and to agree the limit of the construction managers delegated authority in issuing instructions which affect the cost of the project. As construction managers tend to be appointed early in the project, their appointment is unlikely to include a completion date. Construction managers may be required to hold professional indemnity insurance and to provide collateral warranties for tenants, purchasers or funders. There is merit in incentivising the construction manager to achieve key performance objectives set by the client. Any such mechanism should be clearly set out in the appointment contract.		Construction managers are likely to be paid based on reimbursable costs (such as site facilities, staff costs, statutory fees, offices and so on) and a management fee, comprising pre-construction and construction fees, which may be fixed, or calculated based on an agreed formula. It is important to establish what is included in the construction manager's price (for example insurance requirements or payment of statutory fees) and to agree the limit of the construction managers delegated authority in issuing instructions which affect the cost of the project. As construction managers tend to be appointed early in the project, their appointment is unlikely to include a completion date. Construction managers may be required to hold professional indemnity insurance and to provide collateral warranties for tenants, purchasers or funders. There is merit in incentivising the construction manager to achieve key performance objectives set by the client. Any such mechanism should be clearly set out in the appointment contract.
Line 30:		Line 29:
	The client prepares a formal request for proposals.		The client prepares a formal request for proposals.

−	= ~~'''~~Preparing a list of possible candidates.~~'''~~ =	+	= Preparing a list of possible candidates. =

	The client prepares a long list of possible candidates, either from recommendations, existing relationships or expressions of interest received in response to adverts.		The client prepares a long list of possible candidates, either from recommendations, existing relationships or expressions of interest received in response to adverts.
Line 40:		Line 39:
	Short-listed candidates are invited to submit proposals in response to the client's request for proposals.		Short-listed candidates are invited to submit proposals in response to the client's request for proposals.

−	= ~~'''~~Selecting the preferred candidate and making the appointment.~~'''~~ =	+	= Selecting the preferred candidate and making the appointment. =

	The client collates responses to queries from candidates and issues these responses to all candidates.		The client collates responses to queries from candidates and issues these responses to all candidates.
Line 54:		Line 53:
	The client informs other candidates that they have been unsuccessful. It is best practice to give clearly thought-out, specific feedback to unsuccessful candidates as they have take the time to prepare proposals often for no fee. Candidates greatly appreciate this feedback and will be more likely to express interest in future projects.		The client informs other candidates that they have been unsuccessful. It is best practice to give clearly thought-out, specific feedback to unsuccessful candidates as they have take the time to prepare proposals often for no fee. Candidates greatly appreciate this feedback and will be more likely to express interest in future projects.

−	----	+	-----
−		+	[[File:Continue_to_next_stage_button.png\|link=Construction_management:_detailed_design]]
−	[[File:~~Continue to next stage button.png\|alt=Continue to next stage button~~.png\|link=~~Construction management~~: ~~detailed design~~]]	+

−	[[File:~~Test button.png\|alt=Test button~~.png\|link=~~Construction management~~: ~~outline work plan~~]]	+	[[File:Test_button.png\|link=Construction_management:_outline_work_plan]]

−	[[Category:Construction_manager]]	+	[[Category:DCN_Definition]] [[Category:DCN_Guidance]] [[Category:DCN_Template]] [[Category:Construction_manager]]

Designing Buildings: Reverted edits by 217.39.154.14 (talk) to last revision by Designing Buildings

2017-01-16T13:08:49Z

Reverted edits by 217.39.154.14 (talk) to last revision by Designing Buildings

← Older revision		Revision as of 13:08, 16 January 2017
Line 1:		Line 1:
−	[[File:~~Project_plan_construction_management~~.jpg\|~~link=File:Project_plan_construction_management.jpg~~]]	+
		+	[[File:Project plan construction management.jpg\|RTENOTITLE]]

	Construction management is a procurement route in which the works are constructed by a number of different trade contractors who are managed by a construction manager but are contracted to the client. The construction manager is generally appointed early in the design process so their experience can be used to improve the cost and buildability of proposals as they develop as well as to advise on packaging and the selection of trade contractors. Within this plan we suggest the construction manager is appointed on completion of concept design. Earlier or later appointment might result in some activities being re-allocated between the consultant team and the construction manager (for example the role of cost consultant).		Construction management is a procurement route in which the works are constructed by a number of different trade contractors who are managed by a construction manager but are contracted to the client. The construction manager is generally appointed early in the design process so their experience can be used to improve the cost and buildability of proposals as they develop as well as to advise on packaging and the selection of trade contractors. Within this plan we suggest the construction manager is appointed on completion of concept design. Earlier or later appointment might result in some activities being re-allocated between the consultant team and the construction manager (for example the role of cost consultant).

		+	The construction manager might be an individual with limited responsibilities, or could be a large organisation taking full responsibility for cost planning, packaging and tendering trade contracts as well as managing construction. For a description of the services a construction manager might offer, see: Construction management.
		+
		+	= '''Agreeing the procedure that will be adopted''' =
		+
		+	The client may decide that they require advice from independent client advisers or member of the consultant team to help them make the appointment. If this requires a new appointment, go to the work stage: Construction management: appointment .
		+
		+	The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition, selective competition, or an existing relationship such as a framework agreement.
		+
		+	The client may have to follow a pre-determined procedure if; there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply which can cause significant delays unless implemented early in the project.
		+
		+	= '''Agreeing the nature of appointment required.''' =
		+
		+	The client should agree the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepare a pre-qualification questionnaire.
		+
		+	The client should prepare documents describing the nature of the development (if the construction manager is appointed very early in the project, this might simply be the strategic brief, whereas if they are appointed later, it could include the project brief and concept design).
		+
		+	The client should define the schedule of services that will be required (pre-construction and construction services), selection criteria, form of agreement and contract terms for the appointment.
		+
		+	Construction managers are likely to be paid based on reimbursable costs (such as site facilities, staff costs, statutory fees, offices and so on) and a management fee, comprising pre-construction and construction fees, which may be fixed, or calculated based on an agreed formula. It is important to establish what is included in the construction manager's price (for example insurance requirements or payment of statutory fees) and to agree the limit of the construction managers delegated authority in issuing instructions which affect the cost of the project. As construction managers tend to be appointed early in the project, their appointment is unlikely to include a completion date. Construction managers may be required to hold professional indemnity insurance and to provide collateral warranties for tenants, purchasers or funders. There is merit in incentivising the construction manager to achieve key performance objectives set by the client. Any such mechanism should be clearly set out in the appointment contract.
		+
		+	The client should agree the form of proposal that will be requested from candidates.
		+
		+	The client prepares the construction management appointment documents. These are likely to include: the construction manager's appointment; the trade contract; the construction manager's warranties (eg purchasers, tenants or funders) and the trade contractor's warranties (eg purchasers, tenants or funders).
		+
		+	The client prepares a formal request for proposals.
		+
		+	= '''Preparing a list of possible candidates.''' =
		+
		+	The client prepares a long list of possible candidates, either from recommendations, existing relationships or expressions of interest received in response to adverts.
		+
		+	The candidates may be required to complete a pre-qualification questionnaire, or there may be some other assessment procedure (such as interviews) that results in the preparation of a short list that will be invited to submit proposals. Such assessments may include assessing experience and capability, checking professional indemnity insurance, assessing CDM competence and BIM competence, checking references and so on.
		+
		+	The client should put in place procedures for responding to queries from candidates.
		+
		+	Short-listed candidates are invited to submit proposals in response to the client's request for proposals.
		+
		+	= '''Selecting the preferred candidate and making the appointment.''' =
		+
		+	The client collates responses to queries from candidates and issues these responses to all candidates.
		+
		+	The client receives and opens the candidates' proposals and makes a record of the fee proposals of each candidate. In some circumstances, fee proposals may be submitted in a sealed envelope and opened separately from the rest of the proposals so that the assessment procedure is not initially prejudiced by the fee (which it may be possible to negotiate down).
		+
		+	The client assesses the candidates' proposals (including the personnel the construction manager will use on the project). The client may seek advice from existing consultants or independent client advisers.
		+
		+	The client invites the candidates to interview, identifies the preferred candidate(s) and opens negotiations with the preferred candidate(s).
		+
		+	The client appoints the selected candidate and arranges a start-up meeting with the construction manager and the consultant team.
		+
		+	The client informs other candidates that they have been unsuccessful. It is best practice to give clearly thought-out, specific feedback to unsuccessful candidates as they have take the time to prepare proposals often for no fee. Candidates greatly appreciate this feedback and will be more likely to express interest in future projects.

		+	----

−	~~-----~~	+	[[File:Continue to next stage button.png\|alt=Continue to next stage button.png\|link=Construction management: detailed design]]
−	[[File:~~Continue_to_next_stage_button~~.png\|link=~~Construction_management~~:~~_detailed_design~~]]	+

−	[[File:~~Test_button~~.png\|link=~~Construction_management~~:~~_outline_work_plan~~]]	+	[[File:Test button.png\|alt=Test button.png\|link=Construction management: outline work plan]]

	[[Category:Construction_manager]]		[[Category:Construction_manager]]

217.39.154.14 at 11:50, 16 January 2017

2017-01-16T11:50:55Z

← Older revision		Revision as of 11:50, 16 January 2017
Line 1:		Line 1:
−		+	[[File:Project_plan_construction_management.jpg\|link=File:Project_plan_construction_management.jpg]]
−	[[File:~~Project plan construction management~~.jpg\|~~RTENOTITLE~~]]	+

	Construction management is a procurement route in which the works are constructed by a number of different trade contractors who are managed by a construction manager but are contracted to the client. The construction manager is generally appointed early in the design process so their experience can be used to improve the cost and buildability of proposals as they develop as well as to advise on packaging and the selection of trade contractors. Within this plan we suggest the construction manager is appointed on completion of concept design. Earlier or later appointment might result in some activities being re-allocated between the consultant team and the construction manager (for example the role of cost consultant).		Construction management is a procurement route in which the works are constructed by a number of different trade contractors who are managed by a construction manager but are contracted to the client. The construction manager is generally appointed early in the design process so their experience can be used to improve the cost and buildability of proposals as they develop as well as to advise on packaging and the selection of trade contractors. Within this plan we suggest the construction manager is appointed on completion of concept design. Earlier or later appointment might result in some activities being re-allocated between the consultant team and the construction manager (for example the role of cost consultant).

−	The construction manager might be an individual with limited responsibilities, or could be a large organisation taking full responsibility for cost planning, packaging and tendering trade contracts as well as managing construction. For a description of the services a construction manager might offer, see: Construction management.
−
−	~~= '''Agreeing the procedure that will be adopted''' =~~
−
−	The client may decide that they require advice from independent client advisers or member of the consultant team to help them make the appointment. If this requires a new appointment, go to the work stage: Construction management: appointment .
−
−	The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition, selective competition, or an existing relationship such as a framework agreement.
−
−	The client may have to follow a pre-determined procedure if; there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply which can cause significant delays unless implemented early in the project.
−
−	~~= '''Agreeing the nature of appointment required.''' =~~
−
−	~~The client should agree the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepare a pre-qualification questionnaire.~~
−
−	The client should prepare documents describing the nature of the development (if the construction manager is appointed very early in the project, this might simply be the strategic brief, whereas if they are appointed later, it could include the project brief and concept design).
−
−	~~The client should define the schedule of services that will be required (pre-construction and construction services), selection criteria, form of agreement and contract terms for the appointment.~~
−
−	Construction managers are likely to be paid based on reimbursable costs (such as site facilities, staff costs, statutory fees, offices and so on) and a management fee, comprising pre-construction and construction fees, which may be fixed, or calculated based on an agreed formula. It is important to establish what is included in the construction manager's price (for example insurance requirements or payment of statutory fees) and to agree the limit of the construction managers delegated authority in issuing instructions which affect the cost of the project. As construction managers tend to be appointed early in the project, their appointment is unlikely to include a completion date. Construction managers may be required to hold professional indemnity insurance and to provide collateral warranties for tenants, purchasers or funders. There is merit in incentivising the construction manager to achieve key performance objectives set by the client. Any such mechanism should be clearly set out in the appointment contract.
−
−	~~The client should agree the form of proposal that will be requested from candidates.~~
−
−	The client prepares the construction management appointment documents. These are likely to include: the construction manager's appointment; the trade contract; the construction manager's warranties (eg purchasers, tenants or funders) and the trade contractor's warranties (eg purchasers, tenants or funders).
−
−	~~The client prepares a formal request for proposals.~~
−
−	~~= '''Preparing a list of possible candidates.''' =~~
−
−	~~The client prepares a long list of possible candidates, either from recommendations, existing relationships or expressions of interest received in response to adverts.~~
−
−	The candidates may be required to complete a pre-qualification questionnaire, or there may be some other assessment procedure (such as interviews) that results in the preparation of a short list that will be invited to submit proposals. Such assessments may include assessing experience and capability, checking professional indemnity insurance, assessing CDM competence and BIM competence, checking references and so on.
−
−	~~The client should put in place procedures for responding to queries from candidates.~~
−
−	~~Short-listed candidates are invited to submit proposals in response to the client's request for proposals.~~
−
−	~~= '''Selecting the preferred candidate and making the appointment.''' =~~
−
−	~~The client collates responses to queries from candidates and issues these responses to all candidates.~~
−
−	The client receives and opens the candidates' proposals and makes a record of the fee proposals of each candidate. In some circumstances, fee proposals may be submitted in a sealed envelope and opened separately from the rest of the proposals so that the assessment procedure is not initially prejudiced by the fee (which it may be possible to negotiate down).
−
−	The client assesses the candidates' proposals (including the personnel the construction manager will use on the project). The client may seek advice from existing consultants or independent client advisers.
−
−	~~The client invites the candidates to interview, identifies the preferred candidate(s) and opens negotiations with the preferred candidate(s).~~
−
−	~~The client appoints the selected candidate and arranges a start-up meeting with the construction manager and the consultant team.~~
−
−	The client informs other candidates that they have been unsuccessful. It is best practice to give clearly thought-out, specific feedback to unsuccessful candidates as they have take the time to prepare proposals often for no fee. Candidates greatly appreciate this feedback and will be more likely to express interest in future projects.

−	~~----~~

−	[[File:~~Continue to next stage button.png\|alt=Continue to next stage button~~.png\|link=~~Construction management~~: ~~detailed design~~]]	+	-----
		+	[[File:Continue_to_next_stage_button.png\|link=Construction_management:_detailed_design]]

−	[[File:~~Test button.png\|alt=Test button~~.png\|link=~~Construction management~~: ~~outline work plan~~]]	+	[[File:Test_button.png\|link=Construction_management:_outline_work_plan]]

	[[Category:Construction_manager]]		[[Category:Construction_manager]]

Designing Buildings: Removed protection from "Construction management: appointing the construction manager"

2015-04-29T13:25:00Z

Removed protection from "Construction management: appointing the construction manager"

← Older revision

Revision as of 13:25, 29 April 2015

Designing Buildings at 17:50, 28 April 2015

2015-04-28T17:50:11Z

← Older revision		Revision as of 17:50, 28 April 2015
Line 1:		Line 1:

	[[File:Project plan construction management.jpg\|RTENOTITLE]]		[[File:Project plan construction management.jpg\|RTENOTITLE]]
−
−	~~----~~
−
−	~~'''Introduction'''~~
−
−	~~----~~

	Construction management is a procurement route in which the works are constructed by a number of different trade contractors who are managed by a construction manager but are contracted to the client. The construction manager is generally appointed early in the design process so their experience can be used to improve the cost and buildability of proposals as they develop as well as to advise on packaging and the selection of trade contractors. Within this plan we suggest the construction manager is appointed on completion of concept design. Earlier or later appointment might result in some activities being re-allocated between the consultant team and the construction manager (for example the role of cost consultant).		Construction management is a procurement route in which the works are constructed by a number of different trade contractors who are managed by a construction manager but are contracted to the client. The construction manager is generally appointed early in the design process so their experience can be used to improve the cost and buildability of proposals as they develop as well as to advise on packaging and the selection of trade contractors. Within this plan we suggest the construction manager is appointed on completion of concept design. Earlier or later appointment might result in some activities being re-allocated between the consultant team and the construction manager (for example the role of cost consultant).

−	The construction manager might be an individual with limited responsibilities, or could be a large organisation taking full responsibility for cost planning, packaging and tendering trade contracts as well as managing construction. For a description of the services a construction manager might offer, see ~~the article~~: ~~construction~~ management.~~<br/>~~	+	The construction manager might be an individual with limited responsibilities, or could be a large organisation taking full responsibility for cost planning, packaging and tendering trade contracts as well as managing construction. For a description of the services a construction manager might offer, see: Construction management.

−	~~----~~	+	= '''Agreeing the procedure that will be adopted''' =
−		+
−	'''Agreeing the procedure that will be adopted'''~~<br/>~~	+
−		+
−	~~----~~	+

	The client may decide that they require advice from independent client advisers or member of the consultant team to help them make the appointment. If this requires a new appointment, go to the work stage: Construction management: appointment .		The client may decide that they require advice from independent client advisers or member of the consultant team to help them make the appointment. If this requires a new appointment, go to the work stage: Construction management: appointment .

−	The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition, selective competition, or an existing relationship such as a framework agreement. The client may have to follow a pre-determined procedure if; there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply which can cause significant delays unless implemented early in the project as the procedures that must be followed are quite lengthy.	+	The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition, selective competition, or an existing relationship such as a framework agreement.

−	----	+	The client may have to follow a pre-determined procedure if; there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply which can cause significant delays unless implemented early in the project.

−	'''Agreeing the nature of appointment required.'''	+	= '''Agreeing the nature of appointment required.''' =
−		+
−	~~----~~	+

	The client should agree the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepare a pre-qualification questionnaire.		The client should agree the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepare a pre-qualification questionnaire.
Line 32:		Line 20:
	The client should prepare documents describing the nature of the development (if the construction manager is appointed very early in the project, this might simply be the strategic brief, whereas if they are appointed later, it could include the project brief and concept design).		The client should prepare documents describing the nature of the development (if the construction manager is appointed very early in the project, this might simply be the strategic brief, whereas if they are appointed later, it could include the project brief and concept design).

−	The client should define the schedule of services that will be required (pre-construction and construction services), selection criteria, form of agreement and contract terms for the appointment. Construction managers are likely to be paid based on reimbursable costs (such as site facilities, staff costs, statutory fees, offices and so on) and a management fee, comprising pre-construction and construction fees, which may be fixed, or calculated based on an agreed formula. It is important to establish what is included in the construction manager's price (for example insurance requirements or payment of statutory fees) and to agree the limit of the construction managers delegated authority in issuing instructions which affect the cost of the project. As construction managers tend to be appointed early in the project, their appointment is unlikely to include a completion date. Construction managers may be required to hold professional indemnity insurance and to provide collateral warranties for tenants, purchasers or funders. There is merit in incentivising the construction manager to achieve key performance objectives set by the client. Any such mechanism should be clearly set out in the appointment contract.	+	The client should define the schedule of services that will be required (pre-construction and construction services), selection criteria, form of agreement and contract terms for the appointment.
		+
		+	Construction managers are likely to be paid based on reimbursable costs (such as site facilities, staff costs, statutory fees, offices and so on) and a management fee, comprising pre-construction and construction fees, which may be fixed, or calculated based on an agreed formula. It is important to establish what is included in the construction manager's price (for example insurance requirements or payment of statutory fees) and to agree the limit of the construction managers delegated authority in issuing instructions which affect the cost of the project. As construction managers tend to be appointed early in the project, their appointment is unlikely to include a completion date. Construction managers may be required to hold professional indemnity insurance and to provide collateral warranties for tenants, purchasers or funders. There is merit in incentivising the construction manager to achieve key performance objectives set by the client. Any such mechanism should be clearly set out in the appointment contract.

	The client should agree the form of proposal that will be requested from candidates.		The client should agree the form of proposal that will be requested from candidates.
Line 40:		Line 30:
	The client prepares a formal request for proposals.		The client prepares a formal request for proposals.

−	~~----~~	+	= '''Preparing a list of possible candidates.''' =
−		+
−	'''Preparing a list of possible candidates.'''	+
−		+
−	~~----~~	+

	The client prepares a long list of possible candidates, either from recommendations, existing relationships or expressions of interest received in response to adverts.		The client prepares a long list of possible candidates, either from recommendations, existing relationships or expressions of interest received in response to adverts.

−	The candidates may be required to complete a pre-qualification questionnaire, or there may be some other assessment procedure (such as interviews) that results in the preparation of a short list that will be invited to submit proposals. Such assessments may include assessing experience and capability, checking professional indemnity insurance, assessing CDM competence, checking references and so on.	+	The candidates may be required to complete a pre-qualification questionnaire, or there may be some other assessment procedure (such as interviews) that results in the preparation of a short list that will be invited to submit proposals. Such assessments may include assessing experience and capability, checking professional indemnity insurance, assessing CDM competence and BIM competence, checking references and so on.

	The client should put in place procedures for responding to queries from candidates.		The client should put in place procedures for responding to queries from candidates.
Line 54:		Line 40:
	Short-listed candidates are invited to submit proposals in response to the client's request for proposals.		Short-listed candidates are invited to submit proposals in response to the client's request for proposals.

−	~~----~~	+	= '''Selecting the preferred candidate and making the appointment.''' =
−		+
−	'''Selecting the preferred candidate and making the appointment.'''	+
−		+
−	~~----~~	+

	The client collates responses to queries from candidates and issues these responses to all candidates.		The client collates responses to queries from candidates and issues these responses to all candidates.
Line 66:		Line 48:
	The client assesses the candidates' proposals (including the personnel the construction manager will use on the project). The client may seek advice from existing consultants or independent client advisers.		The client assesses the candidates' proposals (including the personnel the construction manager will use on the project). The client may seek advice from existing consultants or independent client advisers.

−	The client invites the candidates to interview.	+	The client invites the candidates to interview, identifies the preferred candidate(s) and opens negotiations with the preferred candidate(s).
−		+
−	~~The client~~ identifies the preferred candidate(s).	+
−		+
−	~~The client~~ opens negotiations with the preferred candidate(s).	+

	The client appoints the selected candidate and arranges a start-up meeting with the construction manager and the consultant team.		The client appoints the selected candidate and arranges a start-up meeting with the construction manager and the consultant team.
Line 78:		Line 56:
	----		----

−	[[File:Continue to next stage button.png\|link=~~Construction_management~~:~~_detailed_design~~]]	+	[[File:Continue to next stage button.png\|alt=Continue to next stage button.png\|link=Construction management: detailed design]]

−	[[File:Test button.png\|link=~~Construction_management~~:~~_outline_work_plan~~]]	+	[[File:Test button.png\|alt=Test button.png\|link=Construction management: outline work plan]]

	[[Category:Construction_manager]]		[[Category:Construction_manager]]

Designing Buildings at 15:43, 28 April 2015

2015-04-28T15:43:54Z

Show changes

Designing Buildings at 05:38, 1 July 2013

2013-07-01T05:38:30Z

← Older revision		Revision as of 05:38, 1 July 2013
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−	~~Construction management is a procurement route in which the works are constructed by a number of different trade contractors who are managed by a construction manager but are contracted to the client.~~

−	The construction manager is generally appointed early in the design process so their experience can be used to improve the cost and buildability of proposals as they develop as well as to advise on packaging ~~(and the risks of interfaces between packages)~~ and the selection of trade contractors~~. More value is obtained by early appointment, but there is less certainty about the precise nature of the appointment that is required~~. Within this plan we suggest ~~that~~ the construction manager is appointed on completion of concept design. Earlier or later appointment might result in some activities being re-allocated between the consultant team and the construction manager (for example the role of cost consultant). The construction manager might be an individual with limited responsibilities, or could be a large organisation taking full responsibility for cost planning, packaging and tendering trade contracts and managing the construction phase. For a description of the services a construction manager might offer, see the article: construction management.	+	[[File:Project plan construction management.jpg]]Construction management is a procurement route in which the works are constructed by a number of different trade contractors who are managed by a construction manager but are contracted to the client. The construction manager is generally appointed early in the design process so their experience can be used to improve the cost and buildability of proposals as they develop as well as to advise on packaging and the selection of trade contractors. Within this plan we suggest the construction manager is appointed on completion of concept design. Earlier or later appointment might result in some activities being re-allocated between the consultant team and the construction manager (for example the role of cost consultant).

−	~~Appointing a~~ construction manager ~~enables some trade packages to~~ be ~~tendered earlier than others~~, ~~and sometimes, even before the design is completed (~~for ~~example piling might commence whilst the detailed design of above ground works continues)~~, ~~which can shorten the time taken to complete the project. This does however mean that there will be price uncertainty until the design is complete~~ and ~~all~~ contracts ~~have been let~~. As the ~~client will be required to place and administer~~ the ~~trade contracts and to manage possible price uncertainty,~~ construction management ~~is only appropriate for experienced clients~~.	+	The construction manager might be an individual with limited responsibilities, or could be a large organisation taking full responsibility for cost planning, packaging and tendering trade contracts as well as managing construction. For a description of the services a construction manager might offer, see the article: construction management. <br/>

−	~~NB This article is locked to preserve the logic and continuity of the full work~~ plan~~. If you would like to propose changes or additions, click on the 'submit comment' button at the bottom of the page.~~	+	----
		+
		+	⇒ [[Construction_management:_outline_work_plan\|outline plan]] \| [[Construction_management:_concept_design\|previous stage]] \| [[Construction_management:_detailed_design\|next stage]] <br/>

	----		----

	'''A. Identifying the need to appoint a construction manager.'''		'''A. Identifying the need to appoint a construction manager.'''
−
	#The client identifies the need to appoint a construction manager (perhaps with advice from the consultant team).		#The client identifies the need to appoint a construction manager (perhaps with advice from the consultant team).
	#The client may decide that they require advice from independent client advisers or member of the consultant team to help them make the appointment. If this requires a new appointment, go to the work stage: Construction management: appointment .		#The client may decide that they require advice from independent client advisers or member of the consultant team to help them make the appointment. If this requires a new appointment, go to the work stage: Construction management: appointment .
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	'''B. Agreeing the exact nature of appointments required.'''		'''B. Agreeing the exact nature of appointments required.'''
−
	#The client should agree the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepare a pre-qualification questionnaire.		#The client should agree the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepare a pre-qualification questionnaire.
	#The client should prepare documents describing the nature of the development (if the construction manager is appointed very early in the project, this might simply be the strategic brief, whereas if they are appointed later, it could include the project brief and concept design).		#The client should prepare documents describing the nature of the development (if the construction manager is appointed very early in the project, this might simply be the strategic brief, whereas if they are appointed later, it could include the project brief and concept design).
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	'''C. Preparing a list of possible candidates.'''		'''C. Preparing a list of possible candidates.'''
−
	#The client prepares a long list of possible candidates, either from recommendations, existing relationships or expressions of interest received in response to adverts.		#The client prepares a long list of possible candidates, either from recommendations, existing relationships or expressions of interest received in response to adverts.
	#The candidates may be required to complete a pre-qualification questionnaire, or there may be some other assessment procedure (such as interviews) that results in the preparation of a short list that will be invited to submit proposals. Such assessments may include assessing experience and capability, checking professional indemnity insurance, assessing CDM competence, checking references and so on.		#The candidates may be required to complete a pre-qualification questionnaire, or there may be some other assessment procedure (such as interviews) that results in the preparation of a short list that will be invited to submit proposals. Such assessments may include assessing experience and capability, checking professional indemnity insurance, assessing CDM competence, checking references and so on.
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	'''D. Selecting the preferred candidate and making the appointment.'''		'''D. Selecting the preferred candidate and making the appointment.'''
−
	#The client collates responses to queries from candidates and issues these responses to all candidates.		#The client collates responses to queries from candidates and issues these responses to all candidates.
	#The client receives and opens the candidates' proposals and makes a record of the fee proposals of each candidate. In some circumstances, fee proposals may be submitted in a sealed envelope and opened separately from the rest of the proposals so that the assessment procedure is not initially prejudiced by the fee (which it may be possible to negotiate down).		#The client receives and opens the candidates' proposals and makes a record of the fee proposals of each candidate. In some circumstances, fee proposals may be submitted in a sealed envelope and opened separately from the rest of the proposals so that the assessment procedure is not initially prejudiced by the fee (which it may be possible to negotiate down).
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−	*Next work stage: ~~Construction management~~: ~~detailed design.~~	+	⇒ [[Construction_management:_outline_work_plan\|outline plan]] \| [[Construction_management:_concept_design\|previous stage]] \| [[Construction_management:_detailed_design\|next stage]]
−	*Previous work stage: ~~Construction management: concept design.~~	+
−	*Return to: Construction management: outline work plan.	+

	[[Category:Construction_manager]]		[[Category:Construction_manager]]

Designing Buildings at 08:20, 5 March 2012

2012-03-05T08:20:01Z

← Older revision		Revision as of 08:20, 5 March 2012
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	Construction management is a procurement route in which the works are constructed by a number of different trade contractors who are managed by a construction manager but are contracted to the client.		Construction management is a procurement route in which the works are constructed by a number of different trade contractors who are managed by a construction manager but are contracted to the client.

−	The construction manager is generally appointed early in the design process so their experience can be used to improve the cost and ~~buildibility~~ of proposals as they develop as well as to advise on packaging (and the risks of interfaces between packages) and the selection of trade contractors. More value is obtained by early appointment, but there is less certainty about the precise nature of the appointment that is required. Within this plan we suggest that the construction manager is appointed on completion of concept design. Earlier or later appointment might result in some activities being re-allocated between the consultant team and the construction manager (for example the role of cost consultant). The construction manager might be an individual with limited responsibilities, or could be a large organisation taking full responsibility for cost planning, packaging and tendering trade contracts and managing the construction phase. For a description of the services a construction manager might offer, see the article: construction management.	+	The construction manager is generally appointed early in the design process so their experience can be used to improve the cost and buildability of proposals as they develop as well as to advise on packaging (and the risks of interfaces between packages) and the selection of trade contractors. More value is obtained by early appointment, but there is less certainty about the precise nature of the appointment that is required. Within this plan we suggest that the construction manager is appointed on completion of concept design. Earlier or later appointment might result in some activities being re-allocated between the consultant team and the construction manager (for example the role of cost consultant). The construction manager might be an individual with limited responsibilities, or could be a large organisation taking full responsibility for cost planning, packaging and tendering trade contracts and managing the construction phase. For a description of the services a construction manager might offer, see the article: construction management.

	Appointing a construction manager enables some trade packages to be tendered earlier than others, and sometimes, even before the design is completed (for example piling might commence whilst the detailed design of above ground works continues), which can shorten the time taken to complete the project. This does however mean that there will be price uncertainty until the design is complete and all contracts have been let. As the client will be required to place and administer the trade contracts and to manage possible price uncertainty, construction management is only appropriate for experienced clients.		Appointing a construction manager enables some trade packages to be tendered earlier than others, and sometimes, even before the design is completed (for example piling might commence whilst the detailed design of above ground works continues), which can shorten the time taken to complete the project. This does however mean that there will be price uncertainty until the design is complete and all contracts have been let. As the client will be required to place and administer the trade contracts and to manage possible price uncertainty, construction management is only appropriate for experienced clients.

Designing Buildings at 16:29, 8 February 2012

2012-02-08T16:29:26Z

Designing Buildings at 16:23, 6 February 2012

2012-02-06T16:23:57Z

← Older revision		Revision as of 16:23, 6 February 2012
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−	#The client should agree the wording of any adverts that are required and if appropriate prepare a pre-qualification questionnaire.	+	#The client should agree the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepare a pre-qualification questionnaire.
	#The client should prepare documents describing the nature of the development (if the construction manager is appointed very early in the project, this might simply be the strategic brief, whereas if they are appointed later, it could include the project brief and concept design).		#The client should prepare documents describing the nature of the development (if the construction manager is appointed very early in the project, this might simply be the strategic brief, whereas if they are appointed later, it could include the project brief and concept design).
	#The client should define the schedule of services that will be required (pre-construction and construction services), selection criteria, form of agreement and contract terms for the appointment. Construction managers are likely to be paid based on reimbursable costs (such as site facilities, staff costs, statutory fees, offices and so on) and a management fee, comprising pre-construction and construction fees, which may be fixed, or calculated based on an agreed formula. It is important to establish what is included in the construction manager's price (for example insurance requirements or payment of statutory fees) and to agree the limit of the construction managers delegated authority in issuing instructions which affect the cost of the project. As construction managers tend to be appointed early in the project, their appointment is unlikely to include a completion date. Construction managers may be required to hold professional indemnity insurance and to provide collateral warranties for tenants, purchasers or funders. There is merit in incentivising the construction manager to achieve key performance objectives set by the client. Any such mechanism should be clearly set out in the appointment contract.		#The client should define the schedule of services that will be required (pre-construction and construction services), selection criteria, form of agreement and contract terms for the appointment. Construction managers are likely to be paid based on reimbursable costs (such as site facilities, staff costs, statutory fees, offices and so on) and a management fee, comprising pre-construction and construction fees, which may be fixed, or calculated based on an agreed formula. It is important to establish what is included in the construction manager's price (for example insurance requirements or payment of statutory fees) and to agree the limit of the construction managers delegated authority in issuing instructions which affect the cost of the project. As construction managers tend to be appointed early in the project, their appointment is unlikely to include a completion date. Construction managers may be required to hold professional indemnity insurance and to provide collateral warranties for tenants, purchasers or funders. There is merit in incentivising the construction manager to achieve key performance objectives set by the client. Any such mechanism should be clearly set out in the appointment contract.

← Older revision		Revision as of 16:29, 8 February 2012
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	NB This article is locked to preserve the logic and continuity of the full work plan. If you would like to propose changes or additions, click on the 'submit comment' button at the bottom of the page.		NB This article is locked to preserve the logic and continuity of the full work plan. If you would like to propose changes or additions, click on the 'submit comment' button at the bottom of the page.
−
−

	----		----

	'''A. Identifying the need to appoint a construction manager.'''		'''A. Identifying the need to appoint a construction manager.'''
−
−

	#The client identifies the need to appoint a construction manager (perhaps with advice from the consultant team).		#The client identifies the need to appoint a construction manager (perhaps with advice from the consultant team).
	#The client may decide that they require advice from independent client advisers or member of the consultant team to help them make the appointment. If this requires a new appointment, go to the work stage: Construction management: appointment .		#The client may decide that they require advice from independent client advisers or member of the consultant team to help them make the appointment. If this requires a new appointment, go to the work stage: Construction management: appointment .
	#The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition, selective competition, or an existing relationship such as a framework agreement. The client may have to follow a pre-determined procedure if; there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply which can cause significant delays unless implemented early in the project as the procedures that must be followed are quite lengthy.		#The client determines the selection procedure that will be adopted. This might be a process of recommendation, research and interview, open competition, selective competition, or an existing relationship such as a framework agreement. The client may have to follow a pre-determined procedure if; there are in-house rules governing appointments, if they are a local authority or other public body, or if the project will be publicly funded. Such procedures may include assessing whether OJEU procurement rules are likely to apply which can cause significant delays unless implemented early in the project as the procedures that must be followed are quite lengthy.
−
−

	----		----

	'''B. Agreeing the exact nature of appointments required.'''		'''B. Agreeing the exact nature of appointments required.'''
−
−

	#The client should agree the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepare a pre-qualification questionnaire.		#The client should agree the wording of any adverts that are required (such as OJEU adverts) and if appropriate prepare a pre-qualification questionnaire.
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	#The client prepares the construction management appointment documents. These are likely to include: the construction manager's appointment; the trade contract; the construction manager's warranties (eg purchasers, tenants or funders) and the trade contractor's warranties (eg purchasers, tenants or funders).		#The client prepares the construction management appointment documents. These are likely to include: the construction manager's appointment; the trade contract; the construction manager's warranties (eg purchasers, tenants or funders) and the trade contractor's warranties (eg purchasers, tenants or funders).
	#The client prepares a formal request for proposals.		#The client prepares a formal request for proposals.
−
−

	----		----

	'''C. Preparing a list of possible candidates.'''		'''C. Preparing a list of possible candidates.'''
−
−

	#The client prepares a long list of possible candidates, either from recommendations, existing relationships or expressions of interest received in response to adverts.		#The client prepares a long list of possible candidates, either from recommendations, existing relationships or expressions of interest received in response to adverts.
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	#The client should put in place procedures for responding to queries from candidates.		#The client should put in place procedures for responding to queries from candidates.
	#Short-listed candidates are invited to submit proposals in response to the client's request for proposals.		#Short-listed candidates are invited to submit proposals in response to the client's request for proposals.
−
−

	----		----

	'''D. Selecting the preferred candidate and making the appointment.'''		'''D. Selecting the preferred candidate and making the appointment.'''
−
−

	#The client collates responses to queries from candidates and issues these responses to all candidates.		#The client collates responses to queries from candidates and issues these responses to all candidates.
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	#The client appoints the selected candidate and arranges a start-up meeting with the construction manager and the consultant team.		#The client appoints the selected candidate and arranges a start-up meeting with the construction manager and the consultant team.
	#The client informs other candidates that they have been unsuccessful. It is best practice to give clearly thought-out, specific feedback to unsuccessful candidates as they have take the time to prepare proposals often for no fee. Candidates greatly appreciate this feedback and will be more likely to express interest in future projects.		#The client informs other candidates that they have been unsuccessful. It is best practice to give clearly thought-out, specific feedback to unsuccessful candidates as they have take the time to prepare proposals often for no fee. Candidates greatly appreciate this feedback and will be more likely to express interest in future projects.
−
−

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