Construction management: Knowledge hub

[edit] What is a construction project?

A project is a temporary, organised set of related tasks aimed at achieving a specific goal or creating a tangible product. Unlike ongoing programmes, which consist of multiple interrelated projects supporting continuous processes, projects have a clear beginning and end. They follow a defined sequence to reach completion and are often designed to fulfil a unique business need or objective.

In the context of construction, a project involves the process of building, renovating, or adapting physical structures like buildings, bridges, or tunnels. These projects typically start with a business requirement and proceed through various stages such as briefing, feasibility, design, financing, and construction. Most construction projects are one-off endeavours, meaning teams are assembled for a single project and disbanded afterward, which can hinder long-term collaboration and knowledge retention—except in cases where developers repeatedly build similar types of projects, such as supermarkets or housing developments.

[edit] What is a project manager?

A project manager is a specialist who oversees the day-to-day management of a project on behalf of a client or employer. While they typically don't carry out the technical tasks themselves, they are crucial for maintaining progress, coordinating the project team, managing risks, and ensuring that the project's objectives, such as cost control and benefit maximisation are met. Construction project management specifically relates to construction projects of all types, appointing a project or construction project manager early in the development process is important to establish effective systems and structures from the beginning.

Project managers may be internal staff in experienced client organisations or hired externally. External project managers are most effective when they act as an extension of the client organisation, taking on responsibilities as though they were internal staff. This enables them to issue instructions and oversee project progress efficiently. However, during the briefing stage, it's important that the consultant team has direct access to the client and user groups. In publicly funded projects, project managers may come from the private sector or be experienced project sponsors acting in that role, serving as the key link between the project sponsor and the suppliers.

[edit] Other roles

Construction projects are complex undertakings made up of multiple smaller projects requiring input from a wide range of disciplines. These projects typically involve large and dynamic teams, including architects, engineers, cost consultants, and others, coordinated by a project manager or lead consultant. As the project progresses, team composition often changes, and numerous suppliers—such as contractors, subcontractors, and manufacturers—play critical roles in delivering various parts of the work.

This fragmented structure, along with separate contractual relationships among clients, consultants, and contractors, can create an adversarial environment, often leading to conflicts and disputes. To address this, the industry has proposed several collaborative approaches, such as partnering agreements, integrated supply teams, fair payment practices, and alternative dispute resolution methods. In addition to the core team, various third parties—like neighbours, local authorities, funders, and insurers—may influence the project, adding further complexity to its management and execution.

[edit] Key articles about construction management

[edit] Client and roles

• Construction management: appointing the construction manager
• Construction management: appointment
• Construction management: appointing consultants
• Management structure for construction clients

Key responsibilities, interfaces, and leadership, understanding client needs, expectations, and engagement.

[edit] Procurement and Resourcing

• Construction management: project brief

[edit] Planning and Design

• Construction management: feasibility studies
• Construction management: business justification
• Construction management: concept design
• Construction management: planning permission
• Construction management: detailed design

Coordination, constructibility, and information flow, programming, phasing, and critical path development.

[edit] Contracts and Scheduling

• Contract administrator for construction contracts
• Construction management: detailed design
• Construction management: production information
• Construction management: tender trade contracts
• Construction management: outline work plan
• Administration, notices, and obligations.

Selecting the right contract and delivery method, time management, milestones, and dependencies.

[edit] Pre-construction and Site affairs

• Construction management: mobilisation
• Construction management: construction

Mobilisation, logistics, risk planning, setup, access, security, welfare facilities, labour, materials, plant, supply chain management, standards, inspections, snagging, and handover protocols.

[edit] Health and safety

• Construction (Design and Management) Regulations

Safety, CDM compliance, and wellbeing.

[edit] Cost and risk management

• Value management in building design and construction
• Budgets, cash flow, variations, and value engineering.

Identification, ownership, and mitigation strategies.

[edit] Communication and changes

• Alternative dispute resolution for construction ADR

Meetings, reporting, stakeholder management, scope management and handling design or site changes.

[edit] Technology and Sustainability

Digital tools, BIM, drones, and project platforms. Environmental management and carbon targets.

[edit] Handover and Aftercare

• Construction management: occupation and defects liability period

Testing, commissioning, documentation, and close-out, defects period, client support, and feedback.

[edit] Improvement

• Construction management: post occupation evaluation

Lessons learned and continuous development.