Construction management is the planning, organising and steering of a building project so that it is delivered within the agreed time, budget and quality. It is not about laying bricks or cutting timber, but about the decisions and agreements that make the building work possible.
What is actually being steered
Every project is controlled through the same five headings, and they are directly linked to one another.
- Cost — budget, quotations, variations, payment stages
- Organisation — who does what, who is the point of contact, who decides
- Time — programme, sequence of trades, lead times on materials
- Information — drawings, specification, consents, recorded changes
- Quality — requirements, inspection points, testing and handover
When a project stalls, the cause is nearly always in one of these five — most often in information: a change that was discussed but never written down.
Practical points
- Keep a contingency. On alterations to an existing building, a contingency of around 10 to 15 per cent of the contract sum is realistic. On older properties, where you only see what is really there once you have stripped out, allow more
- Agree variations in writing before they are carried out: description, price and effect on the programme
- Have one decision maker. Two clients telling the site manager different things is the most expensive mistake in the process
- Keep the sequence. Structure and services first, finishes last. A kitchen delivered too early sits in the way for months
- Keep consents and drawings on site. Building what has not been approved costs far more to put right than getting approval first
- Use a written snagging list with a date, a responsible party and a deadline for each item
Related terms
- Building process
- Building costs
- Variations
- Design team
- Specification
- Site supervisor
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