personal statement for construction project management

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Project Manager Personal Statement

• CV Templates & Advice

Have you found the perfect project manager job, but are struggling to write a great personal statement for your application?

Your personal statements is the perfect opportunity to show your potential employer who you are and where your strengths lie. We recommend using this short personal profile to promote your knowledge, key skills and work experience in project management.

Use this 100-150 word section at the beginning of your CV to provide examples of how you match the job specifications, and why you should be hired for this project manager role.

If you are seeking further useful information, then check out our tips on  how to write a personal statement .

What to include in your project manager personal statement

Why you are applying for the role.

• Refer to the knowledge you have of the industry and of the specific position to show awareness of the demands of the role.

Why you’re applying for the specific role

• What is it that attracted you to this specific role?
• Why do you want to work for this specific company?

Provide details about your education

• Provide a brief overview on your previous education (School/University/Higher Education Courses)

Your experience

• Where have you worked previously?
• What were you required to do in your last role?
• Did you have any additional responsibilities in your previous roles?

Your vision

• What are your career aspirations?
• What are you hoping to achieve in this role?

Example Project Manager Personal Statement

Highly motivated and respected project manager with a upper second class honours in Business Management from the University of Leicester, and eight years’ experience. I have excellent organisation and communication skills meaning that I excel at leading a team and ensuring all projects are completed on schedule. In my previous role I was responsible for managing the finance and sustainability strategy of a number of large scale projects and liaising directly with clients. I am looking to take on new challenges including managing multiple projects simultaneously and leading a bigger team. I am confident that, with my experience and expertise, I would be an asset to your team.

Find out how to become a Project Manager in our comprehensive guide.

Related links

• How to Become a Project Manager
• How to Write a Personal Statement
• How to Write a CV

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Sample Project Management Personal Statement (UT Austin)

by Talha Omer, MBA, M.Eng., Harvard & Cornell Grad

In personal statement samples by field.

The following essay was written by an applicant admitted to UT Austin’s Construction Engineering and Project Management program with 75% scholarship on tuition fee.

With over three years of work experience in a civil engineering and design firm, the applicant currently works with AECOM, a top infrastructure consulting firm. This essay will help you get some ideas on how to draft a great personal statement for a top graduate school like UT Austin.

Sample Personal Statement UT Austin in Project Management

I belong to a family of civil engineers. I have been observing the affiliation of my father and elder brother with construction activities since I was a kid, so it was only natural for me to get into this field. After completing my bachelor’s in civil engineering, I secured a job in the government sector. However, as I write this statement while concatenating my undergraduate studies with fifteen months of hands-on experience in construction management, I realize that the higher education system of my country lacks focus on academics and research in construction engineering and project management. Also, there are few or no opportunities to build a comprehensive skill set as a construction management professional. Therefore, I wish to pursue my higher studies in Construction Engineering and Project Management at the University of Texas at Austin.

My four years in undergraduate studies opened a whole new world to me, just as exciting as I had imagined. My favorite course was “Construction Management.” Through this course, I learned the fundamentals of how construction projects are managed top down during the feasibility, design, execution, and commissioning phases. I also learned how materials, manpower, and machinery are managed efficiently without compromising the quality, safety, and environment. However, because there were no faculty members with a doctorate in management studies, the research interests of my school were focused only on structures, geo-tech, and hydraulics. Therefore, I could not quench my curiosity to explore this domain beyond the course contents by pursuing my final year of research in construction management.

Soon after my graduation, my good grades and leadership experience enabled me to be in the top 5% of the graduating class. As a result, I received a job offer in a prestigious government department. In the government sector, I was hired by South Korean consultants for the project management of a state-of-the-art kidney and liver institute in the heart of the country. It is a 1500-bed hospital, research center, and medical university spread over 100 hectares. This opportunity of working with Korean colleagues enabled me to learn construction management from the viewpoint of two contrasting construction industries. My South Korean colleagues used to discuss with me at length how various practices are done differently and more efficiently in South Korea than in my country. As an assistant engineer, I worked on assignments ranging from scheduling, costing, safety, and quality control under the guidance of a veteran in hospital construction – Mr. B. H. Lee.

Working with the Project Management Consultants (P.M.C.), I had the opportunity to practice and learn project management skills in a true sense. I prepared the standard formats and operating procedures for collecting progress data from all stakeholders. I identified the Key Performance Indicators, which were understandable even for non-technical people. The compiled progress reports were, in turn, presented to the top management, including the Heads of the States. I also prepared a comprehensive documentation control guideline for the quality control of the project. Although I had no prior knowledge of all the types of documents that would ever be produced in the project, I managed to identify them by holding extensive meetings with the consultants, contractors, and stakeholders in the government.

The guidelines I prepared also included the documents’ standard formats and operating procedures. The Chief Operating Officer appreciated my achievements and gradually implemented the same systems on all succeeding projects. I also assisted the Korean head of the H.S.E. department in his motto of “planting the safety tree.” We conducted regular training and workshops and developed a proper system of punishment and reward as a motivation for labor to follow the H.S.E. rules. We also developed an environmental monitoring and mitigation program. Together we were able to complete 1 million safe man hours, which was unique in the construction practices of the country. During his monthly site visit, the Head of the State highly appreciated our H.S.E. team on this achievement.

Upon the yearly performance evaluation, I was handpicked and promoted by the Chief Operating Officer to work as Project Coordinator for Recep Tayyip Erdogan Hospital (RTEH) Expansion Project – a teaching hospital spread on 113 acres situated in a remote district of the state. Here, I worked closely with the Project Director to ensure proper coordination between more than 20 stakeholders of this project. These stakeholders included government departments, clients, consultants, contractors, and vendors. Initially, I had to face multiple challenges as the S.O.P.s for the flow of information were not clearly defined. Therefore, I used the skills I had learned in my previous project to streamline the flow of information between all stakeholders. While working on this project, I also learned contract administration. I was responsible for checking and processing interim payments, variation orders, extension of time requests, and descoping of a contract while ensuring compliance with the conditions of the contract.

Although I garnered extensive knowledge related to construction engineering and project management in these projects, I had to improvise a lot because of a lack of proper background in project management and a lack of information on the international best practices and standards developed for these purposes. Through the Construction Engineering and Project Management program at the University of Texas at Austin, I will be able to overcome the shortcomings in my undergraduate studies and professional experience. The program offers diverse courses that would help me bridge the gap in my professional experience and the construction practices in the U.S.A. For example, the courses “Project Information Management Systems” and “Project Controls” would help me build on my knowledge. In addition, being a “Longhorn Engineer” will allow me to learn from the best in the business – the top industry practitioners and professors with numerous breakthroughs in research and patents.

UT Austin offers an opportunity to its student to gain research experience on real-life projects. Therefore, I will be able to learn not only technical aspects of construction engineering but also the much-in-demand project management skills. Also, I was a member of the debating club of my undergraduate school and won numerous accolades for my institute. Thus, my stay at UT Austin will be an opportunity for me to discover the multicultural American society and learn the values of tolerance and generosity. Moreover, I will avidly represent my country as a country full of colors and joys compared to what is reflected in the international media.

With its vibrant culture and sunny, temperate climate, Austin is among the most desirable cities. Studying at Austin would allow me to connect with and learn from construction industry leaders. UT Austin admits scholars from around the world. It provides its students with an opportunity for networking, professional learning, and exposure to the construction practices of various parts of the world. I will be able to learn not only from highly qualified professors but also from my peers coming from diverse backgrounds. UT Austin is rightly referred to as a “Public Ivy” because of the vast opportunities it provides to its students.

After completing my degree, I plan to work with my current employer. Being in the government department will enable me to enforce the international best practices learned from my graduate degree from the University of Texas at Austin. In addition, one of the General Managers at my organization has a Ph.D. in Structural Engineering from C.E.E., Stanford University. He has combined the knowledge gained from Stanford with the authority he was given as the head of the Engineering & Planning wing of a government department to revolutionize structure design practices. I wish to follow him in his footsteps and bring a change to the predominantly orthodox and outdated construction practices.

After all, “what starts at UT Austin changes the world.” I also dream of starting short courses in various construction engineering and project management skills for professionals. The best benefit of American education is that you get that entrepreneurial confidence in taking the initiative to apply what you have learned in your way. Therefore, in the long term, I wish to start an independent PMO (Project Management Office) for consultation with my father and elder brother. It will solve problems faced by construction projects throughout the country on demand. I am confident that a Master’s degree in Construction Engineering and Project Management from the University of Texas at Austin will fulfill my dreams and aspirations.

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Construction Project Management Personal Statement Examples

BSc Construction Project Management Personal Statement Example

I would love a career that involves me in the creation of unique buildings. This is why I have decided to write this construction project management personal statement to gain entry into your prestigious degree programme.

I believe that I can achieve this through a construction project management degree. Construction project management itself is very broad and encompasses a wide range of subjects. It is the architectural side that particularly interests me.

When I was twelve, my sister set up a property business and built two houses on a plot behind our house. This project took three years to complete. During these three years, I lived on site and could see firsthand how a project of this nature began, developed and finished. I saw building techniques and structures take shape and took an active interest in the things happening around me. I sat from the sidelines, learning by watching other people work.

From this, I gained a unique experience and much knowledge. As a result, this project gave me an insight into architecture and building, and I found enjoyment in this subject area. This has played a large part in my decision to continue my studies at university.

I have also had hands-on experiences more recently. For example, over two weeks one summer, I worked alongside someone to point and roof an old house in Hatfield. This taught me new techniques and efficient teamwork – given that only two of us were there.

Furthermore, I find myself with an active, everyday interest in many aspects of construction project management, from mechanical structures to innovative architectural designs. I also find the combination of architecture and art particularly intriguing.

Currently, I am studying for a Design and Technology foundation course – this course that I enjoy very much and feel has given me a taste of what an engineering degree course might be like. I have decided I want to pursue this to a higher level. I also study Mathematics and Further Mathematics, a significant part of construction project management.

I enjoy these subjects because, at times, they can be a challenge which is both enjoyable, to work through and rewarding, to overcome. I believe these subjects, combined with Design and Technology, should give me a solid foundation for my degree. I also take Biology. This subject isn’t related to engineering and construction as such. Still, I feel it has developed my analytical ability and could be useful during environmental aspects of a degree course, should it be required.

Throughout the year, I regularly play recreational football and tennis in the summertime. However, my primary sport is volleyball, so I am passionate and train five times weekly. I play volleyball at the national level and have played at this level for the last two years, during which I have learnt much about teamwork. Last year my team came 5th overall in the England and Wales national sixth-form college finals.

Volleyball has taken me up and down the country and even the United States. My journey to the US was a three-week trip. I was fortunate enough to be selected, for which I attended two volleyball camps. I enjoyed it infinitely, even though it was the two most physically challenging weeks of my life. It taught me the enjoyment and reward of hard work.

Within volleyball, I have also completed my level 1 refereeing course and my level 1 coaching award. The two each taught me something different. The refereeing course enhanced my decisiveness, and the coaching awarded my ability to interact and work with people.

Outside of college, I work part-time on the tills at Tesco to earn money and job experience for the future. Furthermore, up until the age of twelve, I played the piano to grade 4 standard, at which point I started to get serious about my sport, and as a result, that took priority. For me, I wish to continue the studies for which I am most passionate, in higher education, so that I not only gain knowledge but experience and intuition that can serve me well in my future career.

Please consider my construction project management personal statement for admission to your university.

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Personal Statement - MSc Project Management

• Sample personal statement

29 July, 2022

Personal statement - msc project management share.

• 12 May, 2013

I have prepared this application with great delight, initiating my journey to study MSc Project Management at the University of Bedfordshire. This course will enhance my current academic knowledge, will give me real-life experiences, will teach to manage critical assessments of project management methods of knowledge, theories, issues, and tools and techniques. Through this course highlights, I would be potential to have a real impact on the transformation of my future career. As my career goal is to create awareness in the business projects, which I found in the study of MSc Project Management, I want to contribute a part of myself to the implementation in developed and developing nations by achieving the degree award. I am very much excited to pursue the course to achieve my future career goal.

I had completed my Senior School Certificate Examination in 2015 from The West African Examinations Council. Then I got admitted into the University of Sussex for my international foundation programme of study and completed in May 2017 in Law, International Relations and Sociology. After then I completed my graduation - Bachelor of Law from Nottingham Trent University in 2020. I started my professional life with Longhall Business Consulting Support Services, Ltd. as a Project Manager in June 2020 and still working there. From my work life I realized that I need to gain more knowledge in business projects for my fastest career growth. So, I decided to pursue the MSc Project Management. Throughout my free time, I have participated with various activities like social volunteering and training sessions. I have improved my English language through my personal practice. Now I want to complete my further higher studies in the UK as I know UK degrees are always professional and my previous graduation degree was awarded from UK University . I have realized that I need to gain the latest knowledge in the field of project management and gain more knowledge of real-world scenario discussions and enhance my problem-solving abilities. The course is flexible and responsive and offers lots of opportunities for future development. With my academic experience, I am confident that my aspects and professional goal make me a suitable candidate for the course.

This MSc Project Management which are organized to develop business competence and strengthen confidence and credibility, providing with a unique learning experience. I have reviewed the programme and found that this course aims to develop the skills set in particular and seeks to develop enquiry skills through conducting case studies and projects requiring a search for information using a range of sources to support learning methods. The modules are designed to be engaging, attractive and flexible in the current global marketplace where, apart from being introduced to the University and the Faculty, and adaption with the project management field to prepare me for the rest of the studies. The assessment includes coursework to test student knowledge and understanding and to demonstrate their ability to research, apply theories and models, critically thinking, communicate, and work in teams. The study environment definitely is demanding but it will be a rewarding experience for the students. Throughout the year includes- Business Dissertation, Leading People in Creative Teams, Performance Achievement Planning, Project and Operations Management, Project Management Practice, Risk and Procurement Management. These units will teach me to become an independent and self- directed lifelong learner. All assessments are rooted in authentic and practical workplace scenarios to enable the integration of theory and practice in dynamic `real world work contexts. Moreover, I have found the University’s Learning Resources provide a Study Hub from which I can improve my assignment-based skills by accessing free professional support to develop a wide range of relevant and valuable academic skills. By completing this course, I want to be a successful Project Manager or Project Coordinator at a higher level in well-reputed organizations in my home country. I believe this course will be the right choice for my career plans and objectives.

The brand of having a degree from the UK is highly respected by all over the developed countries such as mine – Nigeria. In Nigeria they believe that UK education builds proper professionals and there is a high expectation from applicants with such degrees. Where the educational system is in my home country is in assorted crises of infrastructural decay, neglect, waste of resources and sordid conditions of service. Thus in recent years, most reputed companies in Nigeria are emphasizing hiring civilian graduates with degrees from abroad. This has played a key part in my decision-making when choosing a study destination. Also, a recent Survey of International Graduate Outcomes 2019 by Universities UK International produce graduates shows that 82% of international graduates say that their UK degree is worth the financial investment and the same percentage say they are satisfied with their careers. 83% feel that a UK degree has helped them to get jobs that they would not get otherwise. So this is the reason to choose the UK over other education destinations. I can see myself thriving more in a world of knowledge and teaching methods I’m accustomed to.

The University of Bedfordshire is a public research university which is incredibly welcoming to international students. From the university website, I found that in 2014, the university achieved the fourth-largest improvement of 22 places in the REF Power Ranking in the sector with nearly half of its research considered to be internationally excellent and also coming eighth in the UK in the People and Planet University Green League in 2019 and received the Eco Campus Platinum award in 2020. Most importantly, as I lived before in the UK I know about this university that it is known to support the students, and they have invested heavily in their facilities to shape the physical and intellectual environment of learning. According to DLHE 2018, 91% of graduates are working and/or further studying within six months of graduation. In addition, the university has a well-equipped campus Tutors are high- qualified academics and most of them have received National Teaching Fellowship Awards. Conversely, I will have the opportunity to gain real-world knowledge and transferable skills that employers look for in graduate recruits. And I think it will be a great achievement for me if I get the opportunity to study at the University of Bedfordshire.

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Construction Management Masters personal statement

• Reading time: 4 minutes
• Price: Free download
• Published: 7th October 2021
• Word count: 989 words
• File format: Text

My interest in art, design and construction began as early as during my secondary school days. In 2006, as a 15-year old kid, I visited Delhi and Agra with my parents and was fascinated by the beautiful structures of monuments like the TajMahal in Agra, and Humayun’s Tomb and Red Fort in Delhi. The intricate carvings, the apparently seamless construction, and the imposing pillars and walls made a deep impact on me. Thereafter, I began paying more attention to buildings and structures around me, appreciating some, criticizing others, even improvising a few in my head, and with each passing year, my craving to produce beautiful buildings to shape the skyline of modern cities influenced me to be an Architect.

The next few years gave me a thorough foundation of knowledge in architecture and design. With deep interest I studied Design, Construction, Estimation and Specification, and Building Services   that were part of the curriculum. I especially enjoyed working on a real life residential project, which was my first real life project under the guidance of Prof.Akshat Garg, during my third year that familiarized me with all phases of the construction process. During my final year, as my thesis project I have designed Indo-Bangladesh Border Haat(place where both countries sell their products)which allowed me to study about various sustainable materials and design and also help me to learn about the project estimation in detail.

Apart from academics, I was actively involved in several committees and participated in many students’ design competitions during my undergraduate studies that infused in me a sense of leadership and team spirit. In Arch venture2011, an intra college design competition I received 2nd and 3rd prizes in two design events. I had also participated in Transparence 2014 design competition, conducted by Ethos IGBC (Indian Green Building Council) in a team of two, where I lead our team till semi final round from among 250 groups. As team leader and Union President of NASA (National Association of Students of Architecture) and ZO-NASA for our college during 2011-2013, I had organized and participated in several seminars and workshops and closely interacted with enthusiastic youngsters and eminent architects which helped me to gain new concepts and ideas about different topics. Among the various seminars I attended one seminar in particular, held during ZO-NASA2013, and organized by Sunderdeep College of Architecture on Construction Management, made me realize the significance of management during construction. Attending this seminar boosted my already strong desire to implement the fundamental principles of Planning, Design and Construction, and motivated me to seek a formal management course in Construction.

My internship at “Vaastu-Mandala” a renowned architectural consultancy firm during 4thyear of under graduation (2013-2014) was another strong motivator. During the yearlong practical training I received there, I continued to add to my design knowledge through projects related to planning a three-storied residential building, a commercial building, and a hospital. The internship was an important learning experience enriching my skills in site planning and detailing as well as electrical, plumbing, and working drawings that enabled me to resolve real-time problems and understand the hands-on actual execution of every project. It was during this period I realized that the term “Construction” is not restricted to only men, materials, and machines, but also refers to efficient and effective management to complete the entire project from conception to realization.

After graduating in 2015, I got the opportunity to work at Trestle Consulting in Bangalore under Ar. Jitendra Jhangiani, where I am currently involved in several international projects like a 120-bedded hospital in Iraq, national projects like a 250-bedded hospital in Coimbatore, interior designing of a restaurant in Bangalore, to name a few. Under Ar. Jhangiani’s guidance, I have learned how to execute the project single-handedly from the conception stage to the finalization of construction, adhering to strict deadlines, and how to maintain proper coordination with multiple consultants and vendors.I have performed a variety of tasks ranging from drafting and designing to site supervising, and have grown to understand the importance of management in the process of construction. This experience has greatly increased my confidence to work in this field of construction and given a direction for my interest in management. As an architect, I was able to deal with the design aspect of the process of construction of a building, but beyond that I could feel the lacunae, especially when it came to actual management.

A Masters in Construction Management will give me exposure to the multidimensional facets of the construction business. It will broaden my perspective to include aspects like contract management and equip me with the knowledge and skills to be a successful manager in the future. Incidentally, the need to fill top managerial positions in the construction industry is on a steep rise, which has reinforced my decision to pursue a research-oriented career in construction management.

The course curriculum of Master in Construction Management at the Colorado State University is tailor-made for me and fittingly matches my pursuits. I eagerly want to learn subjects like Construction Estimating, Sustainable practices in design and construction, Construction Project Scheduling and cost control through this course and also aspire to be part of the research program on sustainable development, design and construction under the expert mentorship of Professor Rodolfo Valdes-Vasquez. I believe that being associated with such recognized faculty will serve as an ideal opportunity to acquire knowledge about the intricacies of this field.

With the demand for constructions ever increasing right from medieval age, my eventual goal is to pursue a research career in construction management by gaining experience in leadership and team building. After graduating, I want to become a certified construction manager and want to gain experience on commercial and institutional building with a focus on integrating sustainable and eco-friendly design concepts into building. I therefore sincerely look forward to being part of the illustrious academic community of Colorado State University for a challenging and yet fulfilling journey.

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Free Project Management Personal Statement Guide

Table of Contents

A  project management personal statement  showcases an applicant’s qualifications for a job or special university program in the field of project management. 

It demonstrates an applicant’s knowledge, skills, and abilities necessary to succeed in a position or role. A project management personal statement provides potential employers with information about the applicant, such as:

• Education level
• Professional certifications
• Relevant work experiences 
• Goals and values

This document serves as a platform for the candidate to showcase their unique capabilities, strengths, and areas of expertise. 

The Importance of a Personal Statement

A personal statement is important in all applications, whether in school or as a professional. They provide recruiters and admissions board members with valuable insight into your suitability for a role or program.

An applicant’s values are of prime concern to any organization because they guide behavior and actions. Personal statements reflect who you are and what drives you to be the best candidate during challenging times.

Moreover, personal statements give applicants a lot of room for creativity. Your personal statement is an avenue you can showcase your communication skills and leave readers with a lasting impression . As most professionals know, it’s important to stand out from the crowd.

Tips for Writing a Strong Personal Statement

Start with an Attention-grabbing Introduction

Begin your personal statement by introducing yourself and highlighting a few key qualities that make you an ideal candidate for the role. Focus on qualities like your experience in project management or background in problem-solving. Many recruiters have specific skills in mind. If you want to know what they’re looking for, try looking through the job description.

Emphasize Relevant Skills

Use concrete examples to illustrate how your past experiences have equipped you with the right skills needed for success in this position. Focus on emphasizing leadership abilities, technical knowledge, team building, communication skills, etc. 

You can also include a few projects that you’ve worked on in the past when applying. This will help show your passion and interest in the job.

Demonstrate Passion and Enthusiasm

Discussing your passion for project management is important in creating a personal statement. Showcase how much energy you bring to a team and use vivid language to express your motivation and drive. 

Acknowledge Challenges

Demonstrating awareness of potential difficulties will show employers that you know how to troubleshoot issues if need be. Illustrate how you’ve handled difficult projects previously and approach them positively. 

Conclude with Confidence

Provide insight into what makes you different from other applicants and conclude your statement confidently. Restate why you would be a great fit and reinforce any unique qualities you possess that could benefit the organization.

Project Management Personal Statement Samples

I am a university student who has actively managed my academic and business endeavors in the past year. I have helped design and develop projects that have required extensive research and careful follow-up from related engineering studies to service requirements. 

My career choice is to become an engineer, so I can lead companies with a better understanding of the products they require. Completing this program will help me relate more deeply to the industry and acquire knowledge about project management and its application to businesses.

As a manager working for the past few years, I want to apply for a Master’s course in Project Management. I chose this field after a high degree of consideration. It includes a vast array of topics I can learn about and hone my skills. 

During the last year of study, I have had the opportunity to engage with project management tools and resources. These have allowed me to gain more insight into the field. 

I believe that obtaining a master’s degree in project management will prove to be beneficial in helping me progress further in my career.

I have actively participated in the project management industry for many years. I have worked on diverse projects and with many different teams. The wealth of experience I’ve gained makes me an ideal candidate to apply to this university course. 

My enthusiasm for business and drive to understand its complexities have enabled me to study extensively and gain relevant qualifications. I am eager to use my skills as a student to further develop my understanding of project management. With hard work and dedication, I can become a valuable asset to any organization looking for experienced professionals in this industry.

A project management personal statement is vital for students looking to advance their studies and for professionals looking for work. Make sure to follow our tips. While they won’t make you an instant master, they will help you write effectively. Whether applying to a project management job or a university program, you need to make good with your personal statement.

Abir Ghenaiet

Abir is a data analyst and researcher. Among her interests are artificial intelligence, machine learning, and natural language processing. As a humanitarian and educator, she actively supports women in tech and promotes diversity.

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Mastering Construction Project Management: A Comprehensive Guide

Last Updated Jun 11, 2024

Effective project management is a cornerstone of success in the construction industry. Whether you are building an accessory dwelling unit or a towering skyscraper, the journey from design to realization demands meticulous planning, seamless coordination and unwavering commitment to quality and safety.

Construction project management involves the meticulous planning, coordinating, and supervising of every facet of a construction project. The ultimate aim is successful completion while adhering to predetermined scope, budget, schedule, and quality parameters. Construction Project Management involves bringing together various resources, including labor, materials, equipment and technology, while managing diverse stakeholders, such as clients, architects, engineers, contractors and regulatory authorities to deliver a completed project. 

In this article, we delve into the essentials of construction project management, unraveling the key strategies that drive projects to completion on time, within budget and to the highest standards.

Table of contents

The Construction Project Management Process

Let’s explore the process of construction project management and the different phases involved.

1. Initiation

The initiation phases lays the foundation for the entire project. In this predevelopment phase , the project scope is defined and key stakeholders are identified including the architect, engineers and consultants, contractors, and regulatory authorities. The focus is on defining project goals, establishing a preliminary budget, and creating a comprehensive project understanding.

Engaging in due diligence, the project owner often conducts a feasibility study. This analysis examines the project's viability and assesses potential challenges such as regulatory requirements, budget considerations, and site limitations. The feasibility study either persuades the owner that the project is viable, raises concerns that require adjustments before proceeding or indicates that the project is a no-go.  

Following a feasibility study, the project owner will select the architecture and engineering team. This kicks off the preconstruction stage. 

This phase usually also includes the design stage of a project. Architects, engineers and other specialty subconsultants collaborate to transform the owner’s ideas into blueprints and specifications. Every detail, from structural integrity to aesthetic appeal, is considered and incorporated into the design plans.

2. Planning

A detailed project plan is crafted during the planning phase, usually led by the project manager . This plan provides a comprehensive outline of all tasks, milestones and timelines necessary to deliver the project. Resources, such as labor, materials, equipment, and funds are allocated to different phases of the project schedule.

The team identifies and assesses potential risks and mitigation strategies, and establishes quality standards and safety procedures. The project manager evaluates the entire project and strategically devises a plan of action to ensure seamless project execution. This also involves selecting the project delivery method that best aligns with the project goals and objectives. 

The project manager and owner will then begin the process of selecting the team responsible for building or construction. The bidding process varies based on factors such as project delivery method, contract type, and project objectives. After the owner chooses the general contractor or construction manager and the contract is finalized, the preconstruction phase begins. 

During preconstruction, the CM or GC lays the groundwork for the construction project, ensuring that all necessary preparations are made before physical construction work begins. 

The contractor collaborates with the architecture and engineering teams to assess the constructability of the design and begins the process of securing any essential permits or regulatory approvals. Furthermore, the contractor develops a comprehensive cost assessment encompassing all aspects of the project, such as construction, materials, labor, and any contingencies. 

Once the budget is established, the contractor identifies resources, materials, and services, shaping a procurement strategy that involves assessing potential subcontractors and suppliers. Based on the project’s goals and objectives, the contractor evaluates and selects subcontractor partners, subsequently engaging in contract negotiations with them.

During preconstruction, the contractor also creates a comprehensive project schedule outlining activities, milestones, and critical paths . This includes establishing specific timelines for key activities such as design reviews, permitting, procurement, and the various phases of construction.  Throughout this stage, the contractor actively engages with the client, updating them about project progress, design decisions, and cost implications as well as integrating any feedback into the project plan as required.

Formulating a well-structured and detailed plan provides the project team with a roadmap that guides the execution phase, helping them stay on track, avoid obstacles, and deliver the project within the established parameters.

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3. Execution

During the execution phase, the actual construction work takes place based on the plans, designs, and schedules developed in the planning phase. This phase involves coordinating and overseeing various activities to ensure that the project progresses according to the established timeline, budget, quality standards and agreed-upon scope. 

This marks the official start of construction. The construction team — including labor, subcontractors, and suppliers — carries out its assigned tasks or scopes of work according to the established project plan. On-site management, usually the superintendent, oversees all work and ensures that it is executed safely, efficiently, and in compliance with regulations and design specifications.

The project manager (PM) of the contractor and the owner’s representative closely monitor work progress against the project schedule and budget. The PM maintains close communication with all project parties, including the client, subcontractors, suppliers and regulatory authorities regarding the project’s status. This continuous monitoring enables them to promptly address any potential deviations, ensuring that the project stays on course . 

Simultaneously, resource management continues to remain essential for project delivery. The careful coordination of labor, materials, equipment and subcontractors is meticulously managed to maintain a seamless workflow and prevent any shortages or bottlenecks that might impede the project moving forward.

As construction progresses, the contractor addresses any design changes, scope modifications, or unforeseen circumstances that arise and necessitate adjustments to the project plan. The contractor evaluates the impact of these changes on schedule, budget, and overall project objectives. This evaluation guides the formulation of a strategic path forward, preserving project integrity despite these shifts. Open lines of communication ensure that the project owner is promptly apprised of these developments, facilitating informed decisions and collaborative solutions.

During construction, the contractor continuously manages and reallocates resources, including labor, material, equipment and subcontractors depending on changes to the project plan. 

Coordinated efforts, clear communication, and adaptability are all key to ensuring that the project's execution aligns seamlessly with its original vision. The execution phase is a testament to the intricate planning that preceded it, showcasing how the combination of dedicated teamwork and vigilant oversight transforms blueprints into tangible reality. It also paves the way for the subsequent phases, laying the groundwork for successful project completion.

4. Monitoring & Project Control

Overlapping with the execution phase, monitoring and project control continues to focus on overseeing, adjusting, and managing the ongoing construction work. 

The project manager, as well as all stakeholders, continue to closely monitor work progress against the established project schedule and budget. This involves comparing the actual work completed against the planned work as outlined in the project schedule. Progress is tracked in terms of tasks completed, milestones achieved, and critical paths. Any updates and changes are communicated to all project parties, keeping them informed about the project's status. 

In addition to overseeing the schedule, financial management is a key aspect of this phase. To ensure the project stays within its allocated budget, all actual expenses are tracked against the budget. The project manager continuously analyzes costs incurred, making adjustments if necessary to prevent budget overruns. 

Leveraging web-based construction software can be a highly effective tool for the meticulous management of project costs and the seamless tracking of project progress. This innovative technology can help empower construction teams to efficiently monitor and control financial expenditures while simultaneously gaining real-time insights into the evolution of the project.

Another piece of this stage is documentation, which involves the systematic recording, organizing, and archiving of various project-related information, activities, decisions and changes. Proper documentation serves as a comprehensive record for all project parties that facilitate effective communication, analysis and accountability . It also serves as a valuable tool for future reference in case disputes arise and for analyzing lessons learned from the project's execution. 

Inspections and quality control procedures serve to evaluate the work completed against the planned work to identify any deviations or discrepancies. This evaluation examines completed segments of works to ensure they align with the project's design specifications, quality standards, and safety requirements. 

5. Project Closeout

Project closeout is the final phase of the construction lifecycle. This entails wrapping up all construction activities, completing any final tasks, and formally closing out the project. 

Before formally closing the project, the construction team conducts a final inspection to ensure that all work has been completed according to the approved plans, specifications, and quality standards. At this time, any remaining issues or deficiencies outlined on the punch list are addressed and resolved. The contractor also obtains any necessary final approvals from regulatory authorities to ensure safe occupancy of the space. 

The completed project is then presented to the project owner for approval. Once the client approves of the project and it aligns with their expectations, the contractor closes all contracts with subcontractors and suppliers and compiles all project documentation, including drawings, permits, warranties, and records, for the client. All final payments are released to the contractor, subcontractor and suppliers including any retainage . 

Following project closeout, the contractor may be required to address any post-construction issues, such as defects or warranty claims, contingent on the terms outlined in the contract. Beyond these considerations, the final and crucial element in construction project management entails evaluating the project successes and lessons learned that can be applied to future projects. 

As part of this process, conducting a formal review with all project stakeholders to gather feedback and identify areas for improvement is critical. The insights gleaned from this form the foundation upon which future projects are built, turning each subsequent endeavor into an opportunity to continue to advance a firm’s project management expertise and enhance efficiency.

Roles and Responsibilities of a Construction Project Management Team

Here are some common and key roles on a construction project management team, along with their responsibilities and the relationship between each. 

Project Manager

The project manager, sometimes referred to as an owner’s representative, is the overall leader and coordinator of the project. They are responsible for the project in its entirety: planning, executing, and closing out the project successfully.

Their duties include setting project goals, formulating a project plan, managing resources, monitoring progress, and ensuring that the project is completed on time and within budget.

Learn more: What does a construction project manager do?

The project manager’s primary responsibility is advocating the owner's interests and ensuring that project teams and vendors fulfill those interests and requirements. In addition, the project manager is also responsible for selecting the project team including the contractor and architect. 

The project manager oversees all project stakeholders and team members to ensure the seamless execution of the project, including coordination with design, engineering, and construction teams. The project owner relies on the project manager to ensure the final project outcome aligns with their expectations.

A project manager often refers to both individual professionals or firms. Owners frequently engage project management firms to efficiently oversee the entire project delivery process. Moreover, construction management firms and general contractors commonly enlist project managers to effectively manage and supervise the construction of specific projects.

Construction Manager

The construction manager (CM) oversees the entire construction process, from groundbreaking to project closeout. The CM is entrusted with translating plans and specifications into tangible end products. They coordinate all aspects of construction, including scheduling, resource allocation, cost management, and risk mitigation. 

The CM ensures that the project is executed seamlessly, adhering to quality and safety standards . Collaborating closely with the project manager, the construction manager keeps them informed on construction progress as well as any issues that arise. The CM also oversees the superintendent and ensures that construction activities align with the project's overall goals and plans.

In contrast to the project manager, the construction manager's role is confined to overseeing the construction phase of the project, whereas the project manager holds responsibility for all project facets. However, similarly, the construction manager can be an individual professional or a firm that provides construction management services.

Contract Administrator

The contract administrator manages the contractual aspects of the project. They handle procurement, review and negotiate contracts, and ensure that all parties involved comply with contractual obligations. They track changes, claims, and variations to the contract.

Frequently, a project owner will hire a contract administrator to collaborate with the project manager, construction manager, and legal teams to help ensure that contracts are accurately executed. In addition, a construction manager may also hire a contract administrator to ensure subcontractors, suppliers, and vendors maintain a clear understanding of contract terms and conditions.

Superintendent

The superintendent manages and oversees all on-site construction activities , ensuring execution is carried out efficiently, safely, and according to the project plan. Their duties include overseeing daily operations, managing subcontractors, ensuring safety compliance, and monitoring work quality. 

In addition, the superintendent serves as the main point of contact for all on-site project members including subcontractors, labor, and suppliers. The superintendent’s primary focus is executing all construction activities and delivering the project according to the approved plans and specifications.

In their day-to-day, the superintendent works closely with the construction manager, project manager, and subcontractors. The superintendent shares insights, updates, and concerns, ensuring that everyone is on the same page regarding project status, challenges, and adjustments. 

Regular meetings or check-ins allow the superintendent to provide real-time updates on site progress, discuss any unforeseen issues, and seek solutions collaboratively. This interaction enables the project manager and construction manager to make informed decisions aligning with the project's objectives. 

Serving as an effective liaison with various trades and specialty contractors is another pivotal piece of the superintendent’s role. They provide regular updates on site progress to the project manager and coordinate with various trades to maintain efficient construction operations. Subcontractors contribute their expertise to specific aspects or scopes of the project, and the superintendent ensures that resources are allocated efficiently and sequences tasks to avoid bottlenecks or downtime. 

Additionally, the superintendent ensures that subcontractors adhere to project specifications, quality standards, and safety protocols to foster a cohesive and productive working environment. 

Bidding is a crucial part of construction project management that involves soliciting competitive proposals from contractors and suppliers for the execution of a construction project. The primary goal of the bidding process is to select the most qualified and cost-effective bidder, or contractor, to carry out the project.

Bidding Process

The construction bidding process involves several key steps:

1. Bid Solicitation

Bid solicitation occurs when a project owner or general contractor formally requests bids from potential contractors for a specific construction project, typically either through a request for proposal (RFP) or invitation to bid (ITB). 

Sometimes bid solicitors pre-qualify a shortlist of contractors through a request for qualifications (RFQ) . Subsequently, when bids are required for a particular project, the solicitor draws from this roster of pre-qualified contractors that have already been vetted. 

The bid package provides detailed project information, including scope, plans and specifications, project delivery method, contract type and bonding and insurance requirements, to interested contractors. This step initiates the construction bidding process and allows contractors to prepare and submit their competitive proposals for consideration.

2. Bid Submission

After receiving the bid solicitation, the contractor thoroughly reviews the package and assesses the scope and complexity to determine if it aligns with their capabilities. The contractor then uses the information about the project requirements to estimate the project costs , including labor, materials, equipment, overhead and profit margin . 

Once prepared, bids are sealed and submitted by a specified deadline, often accompanied by bid bonds or other necessary documentation, to compete for the project contract.

3. Bid Selection

The project owner or general contractor then evaluates the submitted bids based on predetermined criteria to identify the most suitable contractor for the construction project. These factors often include bid pricing, contractor qualifications, experience, and project approach. 

For public projects, government regulations typically require that the lowest, most qualified bid is selected. The chosen bid usually reflects a balanced decision that considers both technical expertise and financial viability. A private developer often selects the bid that best aligns with their project parameters and objectives. 

Due to the wide range of formats, how costs are calculated and scopes assessed involved in bid submission, the bid solicitor usually engages in bid leveling , also known as bid analysis or bid comparison, to evaluate the bids. This process entails standardizing bids by adjusting cost elements, such as clarifying assumptions or normalizing quantities, to create a more accurate basis for comparing bids while minimizing potential biases in pricing discrepancies.  

4. Contract Formation

After selection, the project owner and the winning contractor negotiate any final contract terms and conditions, if necessary. Once both parties agree, they sign the contract, which formalizes the agreement.  

5. Project Delivery

Upon contract signing, the contractor begins the construction phase according to the project schedule and specifications. This is the implementation phase where the contractor undertakes the actual construction work as outlined in the contract. Project execution involves managing resources, coordinating labor, adhering to schedules, controlling costs and ensuring compliance with specifications and standards to successfully deliver the project.

Different Types of Bids

There are three different types of bidding, or tendering , that are most common in construction:

• Selective bidding: Bidding is only open to a select number of contractors who are invited to submit their bids for a project. This is more common on private projects which may require a greater degree of construction management or specialty trade knowledge and skills. Contractors receive invitations based on their existing relationship with the client, past project performance, or their proficiency in a specific project type. 
• Negotiated bidding: A project owner or GC engages in direct negotiations with a single bidder to establish the ultimate price and contractual terms and conditions. In this case, the buyer already has a preferred choice, which is often driven by the specialized nature of the work. 

Bidding plays a pivotal role in construction project management by facilitating a competitive selection process that ensures the best combination of cost, quality, and expertise for the successful completion of a construction project.

Construction Management Contracts

Contract management plays a crucial role in the realm of construction project management. This entails tasks such as negotiating and overseeing contracts and guaranteeing that all involved parties comprehensively grasp their respective roles, responsibilities, and commitments. Within the scope of construction management, contracts are established with project owners and extend to encompass suppliers and subcontractors.

Depending on the project scope, complexity and goals, different construction contracts are used to manage risks and priorities. Fully grasping and assessing the strengths and weaknesses of each contract type is essential for effectively laying the groundwork for a project's success.

Lump Sum Contracts

Lump sum contracts — or fixed price contracts — set a fixed price that accounts for all costs required to complete the work, including labor, materials, overhead and profit . This contract type is often used on projects with a clear and well-defined scope of work. The contractor bears the responsibility for completing the project within the agreed-upon budget and timeline. 

GMP Contracts

A guaranteed maximum price (GMP) contract establishes a maximum price for which the contractor agrees to complete the construction project. If the project exceeds that price, the contractor absorbs those cost overruns . Similar to lump sum contracts, GMP contracts mitigate an owner’s financial exposure by setting a cap on the project costs. 

This contractual arrangement is predominantly used on larger, more complex projects in which the owner seeks the contractor's expertise and experience in the early stages of project development.

Cost-Plus Contracts

In a cost-plus contract , the owner reimburses the contractor for the actual costs incurred during the project, including labor, materials, and overhead, plus an agreed-upon fee or markup. Negotiating a cost-plus contract is frequently simpler and doesn't necessitate a comprehensive scope, enabling project owners to engage a contractor and initiate construction swiftly. Contractors, in turn, face reduced risk since they’re essentially ensured profitability regardless of project costs.

Unit Price Contracts

Under a unit price contract, the owner compensates the contractor for each distinct work segment, or unit. Unlike lump sum and GMP contracts, this type of contract determines costs by calculating the expenses for each specific work unit, rather than a set fee for the entire project. 

In essence, a unit price contract sets the cost of individual work portions or segments. Unit price contracts are typically established in situations where the project's scope or duration lacks clarity and involves repetitive elements.

Time & Materials contracts

A time and materials contract , or T&M contract, is an agreement where contractors receive compensation for the materials employed and the hours billed on a project, accompanied by a negotiated markup. On projects with an uncertain scope, a T&M contract provides owners with the flexibility to adapt to any unforeseen circumstances that arise. 

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Construction Project Management Tools

Guiding a construction project from blueprints to reality requires not only expertise in architectural design, engineering, and construction best practices, but also the finesse of efficient project management. In an industry where timelines, budgets, and collaboration are paramount, the art of construction project management tools has emerged as a crucial factor in determining the success of large and small projects.

Integrating digital tools and software into the construction industry has helped revolutionize how projects are planned, executed, and ultimately brought to fruition. In this section, we'll delve into some of these construction project management tools, exploring their functionalities, benefits, and increasingly pivotal role in the construction landscape.

Project Management Software

Project management software tools offer a single source of truth for planning, executing, and monitoring every aspect of a construction project. Put simply, project management software brings order to complexity which is key to efficiently and effectively executing construction projects. 

Project management software tools allow for:

• Efficient planning and schedule: Project management software allows for detailed project planning, task assignment, and scheduling. This helps in creating a roadmap for the entire project, ensuring that tasks are completed in the correct sequence to avoid delays and inefficiencies. Moreover, in the face of evolving conditions or unforeseen challenges, contractors are able to swiftly adapt, seamlessly integrating changes into the project's overall schedule and progression.  
• Document management: Construction projects generate an extensive amount of documentation. Project management tools organize these documents in a structured manner, with version control features to ensure that everyone is working with the latest, most up-to-date iterations. 
• Resource management: Working hand-in-hand with schedule management, project management software empowers contractors to allocate resources with precision. This allocation optimization is achieved by providing insights into labor, equipment, and material requirements, helping effectively curb excessive allocation or underutilization while optimizing resources.
• Budget and cost management: Today’s digital financial tools not only allow for management of budgets, changes and SOVs, but also provide insights into tools like forecasting and advanced customized reporting. This data can be used to invoice the project owner accurately or to help streamline subcontractor payments.  
• Real-time communication: Other features of these platforms include messaging, notifications, and discussion boards to facilitate seamless collaboration and keep stakeholders informed about project progress. By shifting the ball-in-court those up to bat with project data are always kept in the loop about their project responsibilities so that all stakeholders stay informed with easy access to the most up-to-date information. 

Building Information Modeling

The integration of Building Information Modeling , or BIM, is a key piece of the construction project management process that involves creating and managing a digital representation throughout the entire lifecycle of a construction project, from conceptual design to operation and maintenance.

The creation of 3D models using BIM provides a visual representation of the entire building's design and layout, aiding in better project planning and decision-making. Project managers and superintendents can use BIM software for clash detection – for example, identifying conflicts in walls or in the plenum space above the ceiling before MEP or other trades manufacture their products. 

BIM models also provide detailed information regarding materials, components and quantities. Contractors utilize this information to generate precise quantity takeoffs, a critical step for estimating costs, creating budgets, and planning procurement activities. BIM also facilitates increased collaboration between members of the project team including architects, engineers, contractors, subcontractors, suppliers and clients.

Drones and Virtual Reality

Drones can help swiftly capture site data, monitor progress through aerial imagery, enhance safety by inspecting hazardous areas, and provide valuable real-time insights for better decision-making. This streamlines site surveys and analyses, improves communication, and facilitates accurate quantity estimation, making drones a new indispensable tool for modern construction projects.

Virtual reality (VR) offers immersive experiences and allows stakeholders to visual designs in realistic 3D environments. This fosters improved communication and active involvement from clients, enabling everyone to gain a comprehensive grasp of the final space and collaborate seamlessly during decision-making. The integration of VR into the project management workflow contributes to elevating the overall quality of the end product.

Process Automation and Artificial Intelligence

The improvement and growth of AI (Artificial Intelligence) and process automation are ushering in a transformative era for construction project management. Through the analysis of large volumes of project data, AI provides actionable insights that guide decision-making, resource allocation, and risk assessment.

Predictive analytics also enable project managers to foresee potential issues, such as delays or cost overruns, and take proactive measures to address them. AI can help adjust project schedules to adapt to changing conditions — optimizing project timelines, minimizing disruptions and maximizing productivity. In addition, AI-quality control sensors are able to monitor construction progress and minimize deviations from standards.

Process automation is strealiming routine tasks and communications alleviating this massive administrative burden often associated with construction project management. Automation eliminates manual data entry, which can reduce errors and free up project managers to focus on strategic planning. Using automated notifications and updates keeps stakeholders informed in real time, enhancing collaboration and reducing communication delays.

AI and process automation can empower construction teams with timely insights, efficient workflows, and improved decision-making capabilities to help optimize resource utilization, reduce project risks, and enhance overall project outcomes.

Incorporating these technological advancements not only could enhance project efficiency but also can foster a culture of innovation within the construction industry. As technologies continue to evolve, construction teams are better equipped to navigate complexities that arise, enhance collaboration, and achieve project success. Embracing these tools paves the way for a more agile, data-driven, and resilient approach to construction project management.

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Construction Management

Jacob Kunken

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Jake Kunken currently works as Solutions Engineer for Procore's Heavy Civil division. He brings 14 years of experience working in various construction roles in New York and Colorado, including laborer, assistant carpenter, carpenter, assistant superintendent, superintendent, construction manager, safety manager, and project manager. Jake also spent time in EHS as an environmental engineer for Skanska. He’s worked on more than 40 commercial projects from ground-up, to heavy civil, hospital work, and tenant improvement. Jake studied Ecological Technology Design at the University of Maryland.

Taylor Riso

49 articles

Taylor Riso is a marketing professional with more than 10 years of experience in the construction industry. Skilled in content development and marketing strategies, she leverages her diverse experience to help professionals in the built environment. She currently resides in Portland, Oregon.

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Construction Project Management 101

By Diana Ramos | November 14, 2015 (updated November 1, 2023)

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If you’re new to construction project management, this article will walk you through the must-know basics , commonly used business models for construction projects , and the role of a project manager in construction projects  so you can master the skills and expertise needed to manage dynamic, time-sensitive construction projects of all sizes.

You’ll also learn about the best universities to study construction project management  and hear from industry experts  to better understand best practice tips and tricks when it comes to construction project management.

What Is Construction Project Management (CPM)?

Construction project management refers to the processes needed to successfully complete a construction project. Construction project managers ensure that all elements of a construction project are supported and executed efficiently throughout the project lifecycle.

At its most fundamental level, construction project management handles the coordination, execution, and planning of a construction project , whether it’s agricultural, residential, commercial , institutional, industrial, heavy civil, or environmental.

Construction project management typically includes complicated tasks that can shift wildly, depending on the work at hand, and it requires strong skills in communication, deep knowledge of the building process, and the ability to problem-solve. Construction project management is a complex field, requiring knowledge in many different areas like finance, mediation, law, business, and more.

History of Construction Management

Construction managers have played an important role since the rise of complex building projects. In early construction projects, an architect oversaw operations, but over time the manager role has gradually become more specialized, and more complex.

Into the Renaissance, individual architects began to be known for their designs, like Sir Christopher Wren of England. Wren designed and built buildings in the late 17th and early 18th centuries, including the masterpiece St. Paul’s Cathedral, that help give London its rich countenance. Wren had a breadth of knowledge that would foreshadow the types of skills needed on a complicated construction project, with expertise in advanced mathematics and physics, as well as in design. He was on his building sites every day overseeing every phase of the works.

The rules of project management began to take shape across corporate America around the time of World War II, and by the 1950s, they were guiding civil construction projects. This meant that the phases and tenets of managing a construction engineering project were now being applied to a variety of corporate projects.

More and more details of managing a construction project can be done digitally (see software section below), and that trend is expected to grow. Mobile-friendly technology and software are set to play a major role in the field, as a younger workforce is more comfortable with the technology, and it will allow the work to be managed and tracked from anywhere.

Roles of Construction Manager and Contractor

Construction managers and contractors play key roles in project execution. Construction managers coordinate and oversee building work, and also ensure participants adhere to budgets and schedules. Contractors work closely with construction managers and are responsible for the hands-on construction work.

To learn more about this role, read our comprehensive guide to commercial construction management .

First up in any construction project is the design phase, and when that’s finished, the construction project manager opens the bidding process to interested contractors. To qualify for consideration, contractors must be able to show they can handle public safety; decision-making, engineering, drafting, human resources, and time, cost, and quality management. The contractors who meet these guidelines are then chosen through low-bid selection, best-value selection, or qualifications-based selection — all common measures.

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The Construction Project Bid Selection Process

In the project bid selection process, the project owner first shares information to a large group of contractors, and then solicits bids from them. Once the project owner selects a bid, both parties agree on a payment model.

Types of Construction Project Bids

A contractor can expect two kinds of bids:

• Open Bid : Open bids apply to public projects and are usually advertised. With an open bid, any contractor can put in an offer.
• Closed Bid : The process for a private project starts with a closed bid, wherein the owner invites a select group of contractors to send in their bids.

Methods of Construction Project Bid Selection

Whether the owner chooses an open or a closed bid process for the project, the bids will then come in, and the selection of a contractor can commence based on a number of criteria:

• Low-Bid Selection : The bottom line — aka the price — is the main focus for the project owner. The winning contractor is the one who submits the lowest price for the project.
• Qualifications-Based Selection : In this process, the project owner asks contractors to submit with their bid a request for qualifications (RFQ), which summarizes the contractor’s experience, plans for management, organizational flow, and success in staying on budget and on schedule. The project owner then chooses the contractor with the best qualifications.
• Best-Value Selection : In this approach, the project owner considers both the bid price and the contractor’s qualifications to find the best combination of cost and skill set.  

Types of Construction Project Payment Models

The next and final step after an owner chooses a contractor is to negotiate a payment agreement. Both parties typically select from four payment models:

• Lump Sum : A lump-sum contract is the most prevalent choice. The project owner and the contractor come together on the overall cost for the work, and the owner must pay that amount, regardless of the project’s success or if the final bill surpasses the initial quoted price.
• Cost-Plus-Fee : As the name suggests, cost-plus-fee includes the total cost of the project as well as a fixed fee percentage of the overall cost to the contractor, all of which the owner must pay. This is the most contractor-friendly arrangement, since it covers all additional costs.
• Guaranteed Maximum Price : With a guaranteed maximum price contract, the owner and contractor agree on a set price that the total cost and fee cannot exceed.
• Unit Price : If the two parties can’t agree on the cost ahead of time, they opt for a unit-price model, in which the owner pays out a specific unit price throughout each phase of the project.

The Construction Management At-Risk Delivery Method

Construction Management at Risk (CMAR) is a delivery method wherein the construction manager completes a project for a guaranteed maximum price (GMP). The manager helps set the GMP during development and design, and is then liable for any additional costs.

In addition to acting in the owner's interest, the construction manager must control construction costs to stay within the GMP. Because the arrangement guarantees a maximum payment, low bids are typically not considered. Instead, the construction manager will work toward fulfilling the financial goal through other avenues.

The advantage of a CM at-risk arrangement is budget management. Before a project's design is completed (six to 18 months of coordination between designer and owner), the construction manager is involved with estimating the cost of constructing a project based on the goals of the designer and owner (design concept) and the project's scope, all while achieving optimal quality. The construction manager will have to be ready for potential changes to balance the costs, schedule, quality, and scope of the project while still meeting the financial goals.

For example, instead of a redesign, the construction manager may suggest modifications instead. Or if the owner decides to expand the project, the team will have to make adjustments before pricing. To keep a handle on the budget before design is complete and construction crews are called up, the construction manager conducts site visits and purchases major items ahead of demand.

Advantages : In this arrangement, the construction manager assumes the risk, so he or she has an incentive to act in the owner's interest and to efficiently manage costs, considering GMP overruns would be the responsibility of the manager’s company.

Drawbacks : A cost overrun could cost the construction manager a great deal of money. The CM is allowed some mistake-related contingency, so there is a possibility that they will compensate by reducing the scope of the work to fit the GMP. Also, since the GMP is decided before design begins, it is difficult for owners to know whether they received the best possible bid.

Bottom Line : An at-risk delivery method is best for large projects — both complete construction and renovation — that are not easy to define, have a possibility of changing in scope, or must meet strict schedule deadlines. It can also be an efficient method in projects containing technical complexity, multitrade coordination, or multiple phases.

Accelerated Construction Techniques : Starting with its Accelerated Bridge Program in the late 2000s, the Massachusetts Department of Transportation began employing accelerated construction techniques, in which it signs contracts with incentives for early completion and penalties for late completion, and uses intense construction during longer periods of complete closure to shorten the overall project duration and reduce cost. The federal and California Departments of Transportation also employed this technique after the Northridge earthquake in 1994 to speed up repair of freeways in the Los Angeles area.

Contract and Design Models for Construction Projects

The bidding process is usually consistent no matter the type of construction project, but you can expect two business models in the construction industry:

• Design-Bid-Build Contracts : Both popular and prevalent, design-bid-build contracts allow the owner to choose a contractor after an architect or engineer completes the design phase.
• Design-Build Contracts : The opposite of design-bid-build, in a design-build contract, the design and construction phases are handled by the same party (referred to as the design-builder or the design-build contractor). This approach speeds up the project’s completion since the design and construction phases can happen simultaneously.

As noted in the two above models, the bidding process begins with the design phase. The design stage itself can be broken down into different approaches.

• Conceptual/Programming and Feasibility : This model uses the final vision of the building as the starting point to determine needs, goals, and objectives. Considerations include the building size, the number of rooms, how the space will be used, and even who will be using the space. This information is generally captured in a spreadsheet listing each room, the critical information about those spaces, and the approximate square footage of each area.
• Schematic Design : Schematic designs are drawings or sketches used to identify spaces, shapes, and patterns. Not every part of a construction project can be sketched, of course, but those that can be are in this type of design. The drawings note materials, colors, and textures. These sketches can also capture floorplans, where structures like elevators will be placed, and so on.

The 5 Phases of Construction Project Management

The five phases of the construction management process reflect those in traditional PM: project initiation, planning, execution, monitoring, and, once the team meets all completion goals, project closeout.

1. Initiation

Before the project starts, a project manager must develop and evaluate the business case to determine if the project is feasible and worth undertaking. Stakeholders may be asked to do their due diligence and to conduct feasibility testing, if needed. When all parties agree to proceed with the project, the project manager writes a project charter or project initiation document (PID), which includes both the business needs and the business case.

2. Planning

Next, the project team develops a road map for all involved. This includes the project management plan (PMP), a formal, approved document created by the project manager to guide execution and control, as well as set baselines for scope, cost, and schedule. You can also expect to see these documents in the planning phase:

• Scope statement and scope documentation : This defines the project’s business need, benefits, objectives, deliverables, and key milestones.

Work breakdown structure:  The work breakdown structure  breaks down the scope of the project into visual, manageable chunks.

Communication plan : This outlines all aspects of communication, from goals and objectives to roles to tools and methods. The communication plan creates a common framework that everyone can work from to avoid misunderstandings or conflict.

Risk management plan : This helps project managers identify  risks beforehand, including time and cost estimates that may not be met, potential budget cuts, shifting requirements, and a shortage of committed resources.

3. Execution

Now the work begins. Typically, all parties hold a kickoff meeting, then the project team begins the crucial work of assigning resources, implementing project management plans, setting up tracking systems, completing tasks, updating the project schedule, and if necessary, modifying the project plan.

4. Performance and Monitoring

The monitoring phase often happens concurrently with the execution phase. This phase is necessary to measure progress and performance and to ensure that items are in line with the overall project management plan.

This final phase marks the project’s completion. To mark the conclusion, project managers may hold a post-mortem meeting to discuss what parts of the project did and didn’t meet objectives. The project team then creates a punch list of any lingering tasks, performs a final budget, and issues a project report.

Learn more about the phases of project management .

Expert Tips for New Construction Project Managers

Managing construction projects can feel daunting for new managers. From getting hands-on experience and encouraging communication to committing to ongoing education, we’ve gathered some of the best advice from experts in the field.

Here are some top tips from six construction management experts:

"Passez du temps sur le chantier à observer le travail en cours et à poser beaucoup de questions. Sortez sur le terrain, salissez vos bottes et montrez du respect aux métiers qui font réellement le travail de construction des projets. Il est important que l'entrée- les CM de niveau comprennent les nombreux éléments de terrain, tels que la météo, les conditions du site, l'espace de stockage limité, la congestion du trafic, etc., qui peuvent avoir un impact sur les coûts, le calendrier, la qualité, la sécurité et les autres variables du projet que les CM sont responsables de la gestion.

— Barbara Jackson, auteure de Construction Management Jumpstart et directrice de la Franklin L. Burns School of Real Estate & Construction Management.

« Gardez la communication fluide. Les mauvaises nouvelles sont tout aussi importantes que les bonnes nouvelles. S'assurer que toutes les parties prenantes du projet sont au courant de ce qui se passe au travail minimisera les appels téléphoniques, les e-mails et les conférences téléphoniques au milieu d'une tentative de résolution ou de récupération d'un problème sur site.

— Dan Julien, directeur de Julien Management, consultant en construction et en gestion de projet pour certaines des plus grandes marques et des personnalités de premier plan.

"Engagez-vous dans une formation continue. L'industrie de la construction est en pleine mutation - les coûts, les systèmes de réalisation de projets, la technologie, la démographie et peut-être le plus important, les attentes en matière de durabilité ("verte"), ont tous un impact sur la manière dont les projets sont conçus, construits, gérés et financés. Les CM qui réussissent sont agiles et informés et comprennent les implications de ces nombreux changements. L'ancienne façon de faire les choses est en train de disparaître ; se tenir au courant de tout, des normes et codes aux pratiques de construction, en passant par la réalisation de projets collaboratifs, etc. sera requis."

— Alison Dykstra, AIA, fondatrice de Kirshner Books et auteure de Construction Project Management : A Complete Introduction et Green Construction : An Introduction to a Changing Industry.

"Dans la gestion de la construction, plus nous planifions, plus nous avons de la chance et plus notre projet réussit. La planification commence avant le début du projet, y compris la sélection des meilleures méthodologies de construction, la préparation du calendrier/programme de construction et l'organisation des ressources. et une planification hebdomadaire tout au long de la vie du projet pour s'assurer que toutes les tâches sont terminées."

"La construction est une question de travail d'équipe, et une bonne communication est essentielle pour chaque chef de projet. Vous devez communiquer avec votre équipe, vos sous-traitants, vos fournisseurs, votre client, les concepteurs, les autorités locales et parfois les voisins et le public."

— Paul Netscher, auteur de deux livres sur la gestion de projets de construction, dont Success Construction Project Management.

"N'arrêtez jamais d'étudier ou d'analyser tout ce que vous voyez dans un projet. Ne tenez jamais rien pour acquis. La profession de gestion de la construction exige une attention totale, un grand engagement et d'excellentes compétences d'apprentissage et d'analyse. L'innatendu."

— Vicente Barrera, qui a deux décennies d'expérience professionnelle dans la construction industrielle et les infrastructures. Il est actuellement chef de projet pour SENER, un groupe privé d'ingénierie et de technologie.

“My biggest piece of advice: Never stop learning. That was actually one of the major reasons why we created Construction Junkie. The construction industry may still do some of the same things we've done for decades, but there's always room for improvement and things should always be improving. Just look at the advances being made in concrete right now. Concrete has been used for centuries, but now scientists are figuring out ways for it to heal its own cracks and others are engineering ways to make permeable concrete strong enough for heavy concrete. If we stop learning, progress stops with it.”  

— Shane Hedmond, editor in chief of ConstructionJunkie.com

Top Construction Management Books for Beginners

We’ve collected the top construction management books to teach you how to manage contracts, avoid mistakes, and move a project through every stage of the process — whether you’re a beginner or simply looking to expand your knowledge in the field.

Construction Management JumpStart by Barbara J. Jackson

Written by an expert with over 20 years of experience as a licensed contractor, this bestselling guide provides a deep introduction into construction management basics, shares the latest techniques and tools of the trade, and includes today’s hot issues like sustainability and build information modeling (BIM). Readers will find out what it takes to be a construction manager with an aptitude quiz, learn the ins and outs of contract documentation, and build and maintain a project schedule. Learn more about Jackson's book.

Construction Project Management: A Complete Introduction by Alison Dykstra

Alison Dykstra, an architect and construction management teacher, offers an introduction to managing contracted construction projects in 25 chapters. The book walks through the early development stage through bidding, selecting a contractor, the construction itself, and closing out. She also covers frequently asked questions, like who the players are in construction and what each one does, and the link between the type of contract and how the contractor gets paid. Learn more about Dykstra's book.

Successful Construction Project Management: The Practical Guide by Paul Netscher

Geared toward construction professionals and students, this book by a construction professional provides a step-by-step guide to successfully managing a project, including a list of things not to do to avoid costly mistakes. Readers will learn about planning the project, scheduling, people, materials, quality, safety, subcontractors, contracts, finance, and more. Learn more about Netscher's book.

The Management of Construction: A Project Lifecycle Approach by F. Lawrence Bennett

This 2003 book introduces all aspects of construction management to students and professionals. It covers each stage of the construction project from conception to completion, design-build, and build-own-operate-transfer, and it discusses environmental issues important in 21st-century practice.

Rawlinsons Australian Construction Handbook

This massive and exhaustive reference book for the Australian construction industry is frequently updated. Now in its 35th edition, the handbook includes increased coverage of green design, sustainability, environmental management, and more.

Informative Articles on Construction Project Management

Even more valuable resources on construction project management can be found on the internet in the form of articles and reports. Here are two such documents that flesh out the role of the construction project manager in the building process.

The Risk in CM “At-Risk,” by Warner Strang

This PDF explains the pros and cons of the CM at-risk model from the owner’s and construction manager’s point of view, along with pointers on how to get the most out of the arrangement.

"What Is Construction Project Management?” by Gerardo Viera

This article breaks down the overlap between project management and construction management, outlining how knowledge of one can feed into the other.

The Stages of Construction Project Management

Construction management begins with the design stage, and then follows pre-construction and procurement. From there, the team completes construction and commissioning. Once the owner takes occupancy and ensures the building meets specifications, the project is closed out.

Here are the stages in a construction project:

This is the first stage of a construction project, and once it is completed, it signals the beginning of the bidding process. In design-bid-build contracts, the owner chooses a contractor based on completed designs.

In this stage, an architect or engineer first assesses the feasibility of the design based on regulations and codes of the building, as well as the number of rooms, the size of the building, and the amount of space. Then he or she creates schematic designs or sketches, researching the type of equipment and materials needed and their cost.

2. Pre-Construction

The bidding process is over and the owner has chosen a contractor. The contractor is then paired with the project team, including a contract administrator, project manager, field engineer, and superintendent. Then the team gets the site ready for construction. They conduct a site examination, test soil, and identify any possible unexpected situations, like environmental challenges.

3. Procurement

The project team purchases the required equipment, materials, and labor. In other words, the procurement stage is when the team buys everything it needs to complete the project. The complexity of this stage depends on the size of the project and the company. Large national construction companies usually have procurement departments that hire labor and purchase materials for hundreds of projects at once. On the other hand, for smaller projects, the superintendent may buy limited quantities of materials from local building supplies or hire a local laborer.

4. Construction

To kick off the construction phase, the superintendent will arrange a meeting with the subcontractors and material vendors to set the ground rules for working together. Then the team must get ready to start construction, completing activities like setting up temporary storage facilities, securing the site, developing a materials and handling plan, establishing safety programs, and more. After that, the team begins construction.

5. Commissioning

Once construction is completed, the commissioning stage begins. There are two parts to the commissioning process. First, the project team must test the systems and equipment to make sure everything is working correctly before turning over the building to the owner. Then the team must train the owner’s personnel in the operation and maintenance of the systems in the new building.

6. Owner Occupancy

When the owner moves into the new building, the warranty period starts. This ensures that all the materials, equipment, and building quality meet the expectations outlined in the contract. There are two types of warranties: express warranties (written and included in the contract) and implied warranties (established or required by law).

7. Project Closeout

This final phase ties up any loose ends. The team formally completes any remaining contractual obligations to finish the project. They may create a project punch list of any tasks that didn’t get accomplished and may conduct a post-project review, document lessons learned, archive project documents, or prepare a project completion report.

How to Budget For Construction Project Management

Project managers must always think about money. From estimating budgets before the project even starts to hiring and paying contractors, financial management is one of the most important parts of a successful project.

Here’s what you need to know about money matters in construction:

1. Construction Pricing and Contracting

There are a number of options when paying contractors and outlining price in contracts. In the competitive bidding process, contractors submit their bid to work on the project. These bids are either submitted on a lump-sum or unit-price basis, whichever the owner specifies. A lump-sum bid refers to the total price of work by the contractor. Unit-price bidding is used in projects where the amount of labor and materials are uncertain.

Instead of inviting competitive bidding, some private owners choose to award contracts to one or more selected contractors with negotiated contracts, which provides more flexibility in pricing. Negotiated contracts usually require reimbursement of direct project costs plus the contractor’s fee determined by one of these methods: cost plus fixed percentage, cost plus fixed fee, cost plus variable fee, target estimate, or guaranteed maximum price or cost.

2. Cost Estimation and Budgeting

A cost estimation is prepared in order to submit a bid for a construction project and is used to establish a budget for the project once it is won. The process includes determining the cost estimates from building, unit prices and lump-sum estimates, job sites and general overhead, bidding procedures, and labor costs. Cost estimates are sometimes prepared by a professional, such as a building estimator or a chief estimator. Even though the project manager may not be the sole person responsible for cost estimation, it is still necessary that he or she become familiar with the process to understand the scope of the project.

3. Cost-Control Monitoring

As the project begins, project managers need to quickly create a process to monitor project costs. The sooner the cost-control monitoring phase begins, the faster that project managers will be able to identify trouble spots. For example, if an item is significantly more expensive than the estimate, the project manager should identify the reason for the difference and see if that cost increase affects anything else in the budget.

4. Capital Improvement Plan (CIP)

A Capital Improvement Plan (or Program) is a four- to 10-year plan that identifies capital projects and equipment purchases, provides schedule, and identifies options for financing the plan. The plan links a government entity, a strategic plan, and the entity’s annual budget. A CIP includes a list of all projects or equipment to be purchased, the projects ranked in order of preference, the plan for financing the projects, schedules for the construction phase of the project, justification of the project, and explanation of the expenses.

5. Project Accounting

The project manager and/or the agency’s accounting department will have to develop the project budget for the fiscal year, record and report expenditures, review and pay contractor invoices, and manage cash flow. From materials to labor, there are many costs in construction projects. Costs are either direct (labor, material, subcontracting, and land) or indirect (indirect labor, supervision, tools, equipment, supplies, insurance, and support costs).

The project team and the accounting department may need to work closely together to manage contractor invoices. The project team reviews invoices to make sure the work has been properly completed, then the accounting department ensures that the invoices are contractually eligible and the prices are consistent with the contract.

Organizing and Scheduling a Construction Project

It can be difficult to keep track of the necessary documents in a construction project, such as requests for proposals (RFPs), contracts, invoices, and blueprints. Because construction projects are so large and complex, efficient organization and scheduling are critical.

Organization Strategies for Construction Project Management

There are several information streams that need to be organized and managed in any construction project, from records and contract management to contract procurement planning and daily organization. 

We’ve outlined some common organization strategies below:

Records Management : Record management controls the distribution, storage, and retrieval of project records, both hard copies and electronic, in a safe, secure manner. Project managers must make sure that all incoming and outgoing documents are transmitted through the records management specialist, who uses software to track the records (this method will also create a central library of all project documents and information).

Contract Management : It is important to clearly define the roles and responsibilities for the project team members who are managing the project and the project staff responsible for managing contracts and documents. The contract management plan is designed to set expectations and procedures around this by addressing who has the authority to direct and approve the contractors to work, how the contractor’s work is monitored and reported, how they are paid and approved, how contracts are modified, which financial audits are necessary, etc.

Contract Procurement Planning : Project managers also have to ensure that procurement activities fit with the construction plan . Some of the tasks they have to manage include:

• Setting expected contract price
• Creating the scope of work (SOW) for each contract
• Standardizing procurement documents and any other necessary documents
• Adding completion dates to contracts that align with the project schedule

Commissioning Plan and List : The commissioning plan and list should be started early in the design phase and continually updated as the project progresses. The commissioning plan is designed to provide direction for the commissioning process during construction; to resolve issues related to scheduling, roles, and responsibilities; and to aid in the reporting, approvals, and coordination. It is a systematic process to ensure that buildings perform according to the design and to the owner’s operational requirements.

Project Control Process : The project control process tracks and manages the scope, cost, and schedule of a construction project. The goals of this process are to establish a baseline, track performance against the baseline, forecast performance at completion and compare to the baseline, and identify changes and monitor the effects to the baseline.

Project Requirement Definition : Also known as the statement of work, this document details the project deliverables. In the project requirement definition (PRD), the project manager explains the scope of work and what the project will accomplish. It helps stakeholders, team members, and external parties all understand the goal of the project and acts as a record of initial expectations.

As-Built Drawings : Also known as record drawings, these are edited drawings submitted by a contractor at the end of a project. They reflect all the changes made in the working drawings during the construction process and show the dimensions, geometry, and location of all elements included in the contract. As-built drawings provide a quick visual into the existing design and capture deviations from the original documents.

Daily Documentation : Keeping diaries, logs, and daily reports of project activities acts as a reference guide after the work is completed and can mitigate any damages. This kind of documentation can show how questions were answered, how problems were solved, and tracks any unusual conditions on a certain day. By keeping these daily logs, you are leaving a paper trail throughout the whole project in case anything goes awry later on.

And finally, the working drawings are created. These are the project’s final specifications and illustrations that builders use for construction and that contractors add to their bid.

Scheduling Strategies for Construction Project Management

Organize your documents in order to prioritize the information you need to build your project schedule. A well-defined schedule helps you to plan, identify potential risks, forecast cash flows, and assess resource requirements.

We’ve outlined some fundamental and advanced scheduling techniques below:

• Gantt Charts : A Gantt chart is the easiest way to create a construction schedule. It lets you visualize your project timeline by transforming task names, dates, durations, and end dates into cascading horizontal bar charts. Learn more about creating and using Gantt charts in Smartsheet .
• Critical Path Scheduling : The most widely used scheduling technique is the critical path method. This method calculates the minimum project completion time and the start and end dates for all project tasks. It identifies the critical tasks that, if delayed, will delay your entire project. The critical path method helps you reduce timelines, manage resources, and compare planned with actual. To learn more, read our Ultimate Guide to the Critical Path Method .
• Line of Balance : This scheduling technique is best suited for repetitive work and is often employed in road construction. It is a management control process for collecting, measuring, and presenting facts relating to time, all measured against a specific plan. With a Line of Balance schedule, you must allocate resources for each step, so you can make sure the next step is not delayed.
• Q Scheduling : This form of construction scheduling addresses the sequence of activities, relationships between tasks, and the total cost of finishing the project. It includes the overall construction site and prevents two competing activities from happening at the same time at the same location. While this technique is the closest to reality, it requires special software and can take more effort from the project manager to evaluate cost analyses for the different schedule alternatives generated.

What Are the Risks Involved in a Construction Project?

Construction projects are always evolving, and uncertainty can bring conflict into project teams. Construction project managers are responsible for resolving disputes, identifying and mitigating risks, and understanding legal ramifications.

Here’s what construction project managers should know:

How to Resolve Disputes

Conflicts will inevitably arise in any project. It’s the project manager’s job to resolve the disputes, so the team can stay productive and work well together. Possible conflicts in a project could include poor communication, lack of clarity, conflicts of interest, limited resources, or power struggles. While every conflict is different, there are several resolution strategies that you may employ:

• Mediation : A third-party mediator will be hired to resolve the disputes between the two parties. This strategy is the cheapest and least time-consuming.
• Mini-Trial : A mini-trial is held in an informal setting with an advisor or an attorney who must be paid. The agreement is nonbinding and can be broken. A mini-trial takes more time and more money than mediation.
• Arbitration : Arbitration is the most expensive and time-consuming way to resolve a conflict. Each party is represented by an attorney while witnesses and evidence are presented. Then, the arbitrator makes a ruling and his final decision is a binding agreement.

How to Create a Risk Management Plan

By focusing on prevention, project managers can spend less time dealing with spontaneous problems and more time on reducing their impact. A risk management plan is used to manage all project risks, defines the roles of project staff in risk management, and identifies potential risks and categorizes them in terms of probability and impact.

Understand Legal Principles

When project managers have to negotiate contracts, deal with jurisdictions’ licensing requirements, purchase insurance, and manage job site safety, an understanding of legal principles can save time and money. There are several areas of liability in construction management. There could be a claim for failure to detect defective work if a bid exceeds estimates, if there is extended overhead, or if the project is delayed. Most professional liability policies don’t cover any aspect of faulty workmanship (like fabrication or installation) or economic risks, so project managers have to make sure they have the appropriate coverage and are doing everything they can to avoid liabilities and claims.

How to Prepare a Quality Control Plan

A quality control plan ensures that the building has reached a specific standard. Quality control is the last step a project goes through before it’s delivered to the owner, and it consists of a series of systems and procedures to make sure it meets the highest standards. Project managers will have to evaluate how to measure project quality , create a step-by-step process for auditing the project, and revise and review the plan to find new problem areas. They will also have to be knowledgeable in safety management and codes, building codes, and compliance codes, then include these aspects in the plan.

How to Anticipate and Address Environmental and Neighborhood Impacts of Construction

Construction project managers can plan for licensing, permits, and local regulations, but some unanticipated roadblocks are unavoidable. Below, we’ve outlined how to deal with issues like excessive mud, vegetation, endangered species, and cultural artifacts.

Dust and Mud : Excessively dusty conditions can result from construction vehicles simply driving on a site, much less moving earth from spot to spot. Because the increased particulate matter can disrupt nearby businesses and homes, construction project owners would do well to control the dust count. One easy way to do so is to drive a water truck through the site and spray down the area. However, this creates mud, which can spread out to surrounding areas via construction vehicles. To counter this development, the project owners should get a street sweeper to clean the roads.

Storm Water Pollution : Construction projects can introduce foreign elements to the land. Should a storm hit, the runoff can carry those potential pollutants to nearby streams, rivers, lakes, aquifers, wetlands, or coastal waters.

Endangered Species : If an endangered species is found on the construction site, the site must cease operations for as long as it takes for authorities to assess the situation. Once a decision comes down, the contractor implements the proper course of action to not disturb the species.

Vegetation : Animals aren’t the only protected entities; trees and vegetation on a construction site could be subject to environmental safeguards too. The construction project manager could be faced with designating a safe zone for the growth, perhaps with a fence or security tape.

Wetlands : Wetlands are some of the most heavily protected areas in the United States. Contractors and builders must be especially vigilant in preventing contaminants or unregulated material from entering these restricted zones.

Historical or Cultural Artifacts : This classification can cover arrowheads, pottery shards, early tools, bones, and more. If any artifacts are found on the construction site, all work must halt until the the pieces can be studied and removed.

Construction Project Management Software

There are many versatile web, cloud, and mobile apps to streamline communication, simplify document management, and improve efficiency in construction management.

Here are some top construction management tools:

Smartsheet is a spreadsheet-inspired work management tool with robust collaboration and communication features. With pre-built construction templates, it’s easy to create a timeline, track progress, manage documents, and organize the details. Gantt charts are automatically created and auto-adjust every time a change is made, so you can share the most up-to-date timeline with team members or stakeholders. You can upload files from your computer, Google Drive, Box, Dropbox, Evernote, or add a web URL, creating a central repository for all project documentation and contracts. Team members can have discussions directly in the sheet and set reminders and alerts, so everyone is on the same page. And lastly, Smartsheet integrates with other apps like DocuSign (to streamline the contract process by collecting e-signatures), Harvest (to automatically create invoices), and Google Apps (to sync your calendar and add or edit information directly from Gmail). Get a free 30-day trial of Smartsheet.

Buildertrend

BuilderTREND is a cloud-based construction project management tool for home builders and remodelers. It helps builders communicate with subcontractors about tasks and allows clients to see real-time status about their home and the costs. BuilderTrend lets you create proposals, simplify the bidding process , send documents, create schedules, and manage customer relationships.

Co-Construct

Co-construct is a web-based solution for custom builders and remodelers. It helps businesses coordinate their selections, schedules, and photos while improving relationships with interactive communication. Users can track change orders, create a project budget, update schedules, share files, and more.

Procore helps firms increase efficiency and accountability with streamlined communication and documentation. The cloud-based tool provides ways to collaborate on projects and view documents, with real-time editing capabilities. Other features include project dashboards, scheduling, reporting, document management, email training, bidding and more.

BuildTools is designed for residential construction firms and offers project management, scheduling, service management, document storage, budgeting, and customer management capabilities. You can manage all the communication for your crew and subcontractors, easily sharing emails, site photos, project schedules, budgets, and timesheets.

Aconex offers one solution to manage information and processes across engineering and construction project to improve efficiency and reduce risk. Features include document management, workflow automation, bid management, issue management, and more. As a web-based solution, Aconex allows users to create and review documents from any location.

PlanGrid is a construction productivity platform that enables collaboration via mobile device in the field or wherever your project team is working. It allows the latest versions of blueprints, RFPs, schedules, and more to be synced to every employee in real time.

Education Opportunities for Construction Project Management

To learn more about education programs in commercial construction management and career opportunities in the CM field, see "Everything You Need to Know About Commercial Construction Management and Managers."

How to Manage Sustainable Building Projects

Project managers who oversee sustainable building projects must understand how they affect the environment, ensure that they properly dispose of waste, and use sustainable materials and efficient building methods. They must also understand any area-specific environmental issues and compliance standards.

Green construction is focused on making structures more energy efficient and eco-friendly, and is a huge growth area in the construction industry. The term green building refers to the effort to ensure that both the actual structure and building process are environmentally responsible. Many green project managers are required to have a working knowledge of documentation requirements for Leadership in Energy and Environmental Design (LEED).

Terminology and Acronym List

A&E: architectural and engineering BOT: build operate transfer BOO: build own operate CA: contract administrator CIP: capital improvement plan CM: construction manager CPI: cost performance index CPM: critical path method CREM: corporate real estate management D/B: design/build D/B/B: design/bid/build DBOT: design build operate transfer EA: environmental assessment EIS: environmental impact statement EPC: engineering, procurement, and construction FBOT: finance build operate transfer FEIS: final environmental impact statement FONSI: finding of no significant impact GC: general contract GEC: general engineering consultant GM: general manager GMP: guaranteed maximum price JV: joint venture LEED: Leadership in Energy and Environmental Design MC: management contracting (mostly UK) MPC: multiple prime contracts MPO: metropolitan planning organization OFE: owner furnished equipment OSHA: Occupational Safety and Health Administration O&M: operations and maintenance OR: owner representative PC: project control PD: project director PFI: private finance initiative PL: project leader PM: project manager PMC: project management consultant PMO: project management oversight PMP: project management plan PRD: project requirements definition ProgM: program management RE: resident engineer REM: real estate management RFC: request for change RFI: request for information RFP: request for proposal SOW: scope of work SPI: schedule performance index VE: value engineering WBS: work breakdown structure 

Improve Construction Project Management with Smartsheet

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Smartsheet is a work execution platform that enables enterprises and teams to get from idea to impact - fast. Many of the world’s leading construction companies rely on Smartsheet to stay productive, communicate among far-flung teams, and document every step of the project.

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See how easy it can be to manage your construction project with Smartsheet.

You may also be interested in:

• 5 Strategies of a Successful Construction Project Manager
• The 4 Key Phases of Construction Budgeting
• How to Pick the Right Construction Project Software

Discover how Smartsheet can help you maximize your construction efforts, today.

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Construction Personal Statement

This is a sample personal statement written by our professional writer. Please note that our website is scanned by various anti-plagiarism software, so do not attempt to copy/paste this personal statement. You will get caught and your university career will be over before it has begun! To get a custom-written personal statement, just complete the order form and we will write an original personal statement, based specifically on the information you give us, which will never be published or resold.

Construction has been a part of my life for as long as I can remember. My father is a builder and, wanting to be like him, I was always building things out of toy bricks or playing with my Meccano or Lego sets.

On family holidays, my father would admire the local architecture, wondering how they managed to build these wonderful structures all those years ago. So with this background I suppose it was inevitable that I would develop my own interest in construction.

I have read many books and done lots of my own research into historical construction, purely through the fascination I have in finding out how magnificent structures like Notre Dam Cathedral and Westminster Abbey were built. My interest runs into present day construction, from the drawing board to the actual finished building. I am fortunate that I have family in the building trade, meaning I have been able to get hands-on experience on construction sites. I’ve spent every school or college holiday since the age of 16 helping out, and just about getting paid for it.

This has given me an excellent grounding in the subject, and a great base to build from. While I think it is important to have hands-on experience, I want to back this up with academic knowledge, and believe that I can do that with a degree in construction. I have not decided fully on where I want this degree to take me – I am coming into it with an open mind and think I will find areas I find more interesting than others. I will let this knowledge help me decide where I see my future career. I do like getting my hands dirty, and I don’t think this will ever leave me. But I am also interested in the project management side of things.

Outside of construction, I have numerous interests and hobbies. I am a keen athlete, and have been a member of my local running club since the age of 12. I have taken part in a number of competitions, running in the 400m and 800m disciplines, and have won numerous county and regional championship medals, including two golds. I have also competed at a national level.

I played an active part in school and college life. I was a deputy head prefect at school and sports captain for my house. At college I was form group president during the first year, and was selected in my second year to represent the school when the Duke of Edinburgh visited to open a new part of the college.

I am proud of these achievements, but I know I have many more things I can add to this list through university. By studying construction and taking an active part in university life, I know I can add to this list.

Your personal statement is vital in ensuring you get the university place you want. Don’t take a chance with it. Secure your university place today!

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Project Management Postgraduate Personal Statement

Example Project Management Postgraduate Personal Statement

Over the course of my professional life, I have become increasingly involved in project management roles. Doing so has made me aware of the many varied challenges that can face projects and the project managers who are charged with bringing them through to completion. The success or failure of projects, in whatever economic, political or social field, rests not just on the quality of the project’s goals, but also on the abilities of those involved in the project – and above all those who are managing it – to bring it to successful completion. To do this, project managers need to be equipped with a very wide range of skills, many of which are unrelated to the type of project itself. So, for example, a project manager of an engineering project must not only have engineering expertise and experience, but also possess management skills in areas such as budgeting and financial management, operations, personnel and information systems. In many cases, projects fail because they are led by people who lack these skills.

I have very much enjoyed the challenges of working in a project management position in the past, and intend to work in this area in the future. I am committed to developing my professional skills to allow me to work to the fullest of my potential, and as a consequence I am highly motivated to study for an MSc in Project Management. I believe that it is essential for project managers to be equipped with the skills that are necessary to allow ambitious projects to be completed on budget, on time, and according to their original specifications, and I believe that completing this master’s is the best way to acquire those skills.

To help me with my career goal of working in a project management position, I have already taken steps to boost my project management skills through self-study. I regularly read books on the subject of project management, and also like to read about the development of important projects in the news. During the course of working in project management roles in the past I attended short workshops and training courses to help me in my role. At present I am also studying towards the examination to obtain the Project Management Institute’s Project Management Professional status.

I am excited about the prospect of returning to higher education and completing a master’s to the best of my abilities. I enjoyed completing my BSc in Mechanical Engineering, and I believe that the results that I obtained in it demonstrate that I have the abilities and the drive that are necessary to succeed at university. Furthermore, in addition to learning as much as possible about project management prior to beginning the course, I have also been working hard to improve my level of English, and am currently taking an English course at Salford University.

I believe that my professional history demonstrates that I have a solid grasp of the demands of project management, and through working in a project management role in the past I have begun to develop many of the skills that are necessary for a project management role. After qualifying as a mechanical engineer, I held two different engineering-related positions in the Saudi armed forces, before moving on in 2005 to work as a project coordinator at the Alsalam Aircraft Company. In this role I was responsible for managing a range of construction projects carried out for the Royal Saudi Air Force, ranging from new building projects to the installation of sewage systems and water piping. I believe that being placed in this role brought out some of my best professional qualities, such as my ability to learn quickly, to deal with people honestly, to pay attention to details and to quickly formulate solutions to unforeseen problems. After holding this post for three years, my skills as a project manager were further developed in my next position, at the Saudi Commission for Tourism and Antiquities. This role was a step outside of the engineering field, and the fact that I was able to succeed in this role has given me faith in my adaptability. In this role I was responsible for projects that were designed to develop Saudi Arabia’s heritage sites and boost tourism to the country. During my two-and-a-half year tenure at the Commission I was involved in a range of projects that were completed successfully, such as the creation of a provincial tourism body for the Al-Jouf region. The quality of my performance in this role is also demonstrated by the fact that I received the Distinguished Employee of the Year Award for 2009.

In spite of past successes in a project management role, however, I refuse to be lulled into a sense of complacency. I am eager to learn as much as possible about project management to excel in this sector in the future. If accepted to the master’s programme, upon its completion I would like to continue to enhance and broaden my professional skillset through working as a project manager for a construction company, a sector in which I am interested in part as a result of my involvement with helping friends and relatives in the construction of their own homes.

We hope this example Project Management Postgraduate Personal Statement is useful as a guide to help you write an interesting personal statement.

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• The 6 phases of construction project ma ...

The 6 phases of construction project management (CPM)

It’s hard to think of an industry with more moving pieces and active stakeholders than the construction industry. From materials to suppliers, keeping your construction project in order, on time, and on budget is a task unto itself. 

Luckily, that’s where construction project management (CPM) comes in. With effective CPM, you can track your work, your team members, and your deliverables in one easy place. While CPM won’t help your project build itself, it will help you bring cross-team clarity so you can work more efficiently and effectively as a team.

What is construction project management (CPM)?

Construction project management (CPM) is the process of managing, regulating, and supervising construction processes. CPM can vary from a single project to managing an entire construction management company. Either way, CPM can help your team plan your project work during the pre-construction phase, track deliverables during the construction phase, evaluate project delivery, and close out at the end of the initiative. 

Unique challenges of construction management

In CPM, it’s particularly important to pay attention to project constraints and safety details. A construction project has many similarities and a few key differences to a more traditional project you might have worked on. 

For one thing, construction projects often have a wide variety of stakeholders who need to work together closely but cross-functionally. This includes:

The project owner

The project supervisor

Construction project managers

General contractors

Subcontractors

City planners

Civil engineers

Public workers

Construction-specific project needs

As you can imagine, construction projects have specific needs that are unique to this type of workflow. As you begin thinking about CPM, make sure you have a way to manage:

Vendor management

Budget tracking

Cost estimation

Change orders

Project schedules

Daily, weekly, and monthly inspection logs

Bidding processes and contract negotiations

Quality control

Safety management

Job site monitoring

General project management needs

At its core, every construction project is just that—a project. While you shouldn’t neglect any of the construction elements of CPM, make sure you’re also following project management best practices. 

You can do this by:

Running a feasibility study before beginning the project.

Adhering to all of the steps in the project initiation phase to make sure your team is set up for success.

Setting up a proactive risk management process , like a risk register .

Creating a work breakdown structure (WBS) to capture all of your project deliverables and sub-deliverables.

Using the critical path method to identify the best timeline for the project.

Following cost management best practices both before and during the project.

Effectively communicating with your project team and stakeholders.

Following resource management best practices .

Defining clear workflows in a centralized source of information.

The 6 phases of CPM

In general, there are six phases to any construction project. Some of these phases are longer than others, but follow this six-step process to set your project up for success.

1. Initiation

The first part of any project, including a construction project, is the initiation phase . This is also sometimes referred to as the conception phase. During this phase, your team will work with the client to identify their needs and how your team will meet them. 

Depending on the scope of the project , you may also want to run a feasibility study or do a full business case to analyze whether or not this project is doable. Even without a formalized business case, make sure you incorporate design sketches into your project plan to ensure you and your client are on the same page. 

2. Pre-construction

Once you’ve finalized the details with your client and signed your contract, it’s time to dive into pre-construction. This is when you start assembling your team—including general contractors—and field testing your construction plans if necessary. 

The pre-construction phase is critical to a successful construction project—if you dive straight into the execution phase, you could miss important details that could lead to project failure. Instead, take some time to clarify:

When you should check in with your clients: Which project milestones do they want to be involved in? 

What your communication plan is: Where and how will you share project status updates with your client? 

Where your project information will live: What is your team’s central source of truth for all of your project information? How will you ensure all of your project team members are using the correct information, especially across project phases ? 

What your risk management plan is: What project risks have you identified, and what’s your plan for proactively mitigating them? 

What your project roadmap will look like: What dependencies does your team need to look out for, and how can they visualize those dependencies? 

What your project budget is: How will you track your project budget ? Which cost control best practices will you put into place to ensure you don’t go over budget? 

What you’re working towards: What is your end goal? Where can your team find your work breakdown structure listing all of your project deliverables and sub deliverables? 

Make sure you’re keeping track of all of this information in a tool everyone can access. Project management tools make it easy to share information with team members and stakeholders and to visually track project progress. Use a Gantt chart to bring your roadmap to life, see progress in real-time, get notified if any project plans shift, and stay up-to-date on any project milestones. 

3. Project execution

Now that you’ve planned your project to perfection, it’s time to put it into practice. The project execution phase is exactly what it sounds like—this is when your project team and general contractors are building your project! 

One of the most important things to carry through into the project execution phase is communication. Poor communication is one of the most common reasons for project failure , especially in the construction industry. Think about all of the stakeholders involved in a construction project. Without a clear way to keep everyone in the loop, especially as people roll onto and off of the project, you’ll never be able to finish the project on time and on budget. 

Good communication starts with a clear communication plan, but it doesn’t stop there. Make sure you have a way for team members to access important project information—including the lessons you learned during previous phases. Documenting your client conversations, your team updates, and your project progress reports in one place makes it easy to avoid making the same mistakes you’ve already made. That way, you’re more likely to hit your deliverables on time and on budget. 

4. Commissioning

Once the final product is built, you move on to the commissioning phase. There are three steps to the commissioning phase: 

1. Do a final walkthrough

Before you present the finished product to your client, you want to make sure you didn’t miss anything. Take some time to walk through and test your finished product to ensure there are no errors. Document anything you find in a construction punch list . 

What is a punch list?

Eine Mängelliste ist ein Tool im Bauprojektmanagement, mit dem Sie all die kleinen Aufgaben dokumentieren, die noch zu erledigen sind, bevor das gesamte Projekt als abgeschlossen betrachtet werden kann. Für Projektverantwortliche sind die Begehung und die Mängelliste auch eine hervorragende Möglichkeit der Qualitätskontrolle. Gibt es im Gebäude irgendetwas, das nicht den Vertragsspezifikationen entspricht? Wurde irgendetwas nicht korrekt installiert? In solchen Fällen kann der Projektmanager die Mängelliste aktualisieren, damit die entsprechenden Fehler behoben werden. 

2. Present the finished building to your client

Once you’ve finished your internal walkthrough, it’s time to present the finished deliverables to the client and walk them through everything you’ve created. The client will want to inspect the construction site and test systems and equipment. Hopefully you’ve caught all of the errors ahead of time, but if they find any new errors during their walkthrough, it’s your responsibility to fix them as quickly as possible.

3. Train the client on any systems before you leave

Even without errors, make sure the client and building manager know how to operate any relevant systems so they can maintain the building once you’re no longer on the premises. This can include things like electricity, plumbing, software, and more.

5. Occupancy and warranty

During the occupancy and warranty period, the client actually moves into the building. You will no longer be on site, but you may still be responsible for the construction project depending on your contract and your local or federal warranty policies. 

There are two types of warranties depending on your situation: contractual warranty and implied warranty. Work with your internal legal department to figure out which warranty you have and how long the warranty period lasts. 

6. Project closure

Once the warranty period is over, the project is closed. You’ve fulfilled your obligation to the client, but you’re not quite done yet. In order to ensure your team got the most out of the project, hold a project post mortem meeting to review what went right and what could be improved. Catalog lessons learned in a shared tool. That way, the next time you have a similar project, you already have a head start on the planning process.

Tools you need to run a successful construction project

Now that you understand the six phases of construction project management, you need to execute on those phases. That’s where construction project management software comes in. 

What is construction project management software? 

Construction project management tools are tools to help construction professionals execute their work and hit their deadlines. There are two types of tools you can use:

Traditional tools , which offer features specific to construction teams but can be difficult to learn and require a project manager to manage the tool.

Modern project management tools , which are flexible for any team and can be run by anyone.  

What are modern project management tools?

Modern project management tools make it easy for you to coordinate work, stay in sync, and hit your deadlines. Unlike traditional project management tools, modern project management software is easy for anyone to use. These tools have everything you need to succeed and mold a project exactly to your requirements. 

Key features to look for in your construction project management software

Regardless of what type of tool you use, make sure you select a tool that lets you do the following:

Set clear deadlines

In CPM, deadlines are of utmost importance. Missing a deadline has a cascading effect and can delay the entire project completion schedule. If your team doesn’t know who’s doing what by when, and who’s responsible for the work being done, deadlines are much more likely to fall through the cracks. In fact, according to our research, 26% of deadlines are missed each week.

The key to setting good deadlines is clarity. Make sure your team knows exactly who’s responsible for the work being done, what project dependencies they need to be aware of, and any stakeholders they need to loop in. If you haven’t already, draw out the critical path of your most important work. The earlier you can clarify this information, the more time your team has to make sure they’re prioritizing the right work at the right time. 

What is a critical path?

A critical path in project management is the longest sequence of activities that must be finished on time in order for the entire project to be complete. Any delays in critical tasks will delay the rest of the project.

Especially when it comes to large construction projects, you may need to schedule tasks out weeks or even months in advance—especially when it comes to large pieces of equipment or specialty items. In the moment, a short delay doesn’t seem like a big deal, but if these delays impact your critical path, they may lead to larger issues down the road. 

Visualize the project timeline and dependencies

There are a lot of moving pieces within CPM. With Gantt charts , you can visualize all of this work in one place. Gantt charts are bar chart-like tools that represent each task as a horizontal line. You can see how long each task is expected to take, connect dependencies between tasks for added clarity, and even add project milestones on key dates. 

The power of dependencies

Even with the clearest deadlines, sometimes, things get delayed. Maybe your shipment didn’t arrive on time because of a storm, or a team member was out sick unexpectedly. When these delays happen, it’s critical that you and your team can clearly understand the impact of the delay. 

If something gets delayed, ask yourself the following questions: 

What other tasks and dependencies will need to be pushed back as a result? 

Will this delay impact our overall project deliverables?

Is there work we can do in tandem to make up for the delay? 

Having this level of clarity immediately when a deadline is missed makes it easy for your team to adjust and hopefully, make up for lost time. Alternatively, if someone completes a deliverable early, the person waiting on that deliverable to start their work can get notified about it and start right away. 

Coordinate across multiple projects

If you work at a bigger construction company, you may have many projects in the air at once. When team members are working across projects, one of the most important things for you to keep track of is what each team member has on their plate, and when. 

No one can keep all of this information in their head—and with effective construction management tools, you don’t have to. Instead, capture all of your team’s work in one place and view team member workload across multiple projects. That way, you can avoid overbooking team members and ensure that they have the bandwidth to complete work for your project on time. 

Centralize communication

Clear communication is critical—but in CPM, it’s even harder to coordinate than in traditional project management. Not only do you have a variety of stakeholders and a job that takes you away from the computer, but you also have team members rolling on and off the project. Without clear communication, it’s easy for things to fall through the cracks. 

To prevent this from happening, make sure your entire project team is communicating in the same place—your construction project management tool. By maintaining a single source of truth, there will never be any questions about who’s working on what or the latest status on a piece of work. 

In particular, you need software that updates in real-time so your entire team is updated on the status of work—whether they’re at the office or on the job site. With modern construction project management software, you can also add stakeholders to the project so they get real-time project status reports without having to attend a meeting. 

Track project costs

A huge element of whether or not your construction project succeeds is whether or not it ends under budget. This is especially important in CPM because you may be paying for large, upfront material costs that you need in order to build your final deliverable—whether that’s a house, a building, or something even bigger. But keeping track of budget is really hard to do. 

Like communication, it comes back to viewing information in real-time. When you can visualize project costs in real-time, you can not only see the budget you’ve spent, but quickly course correct if it seems like you’re veering off track. 

Standardize processes

The construction industry is vast—but most construction projects your team works on are probably pretty similar. In addition to following the six steps of CPM, you’ll have your own sub-steps in place to help manage the work and keep your team on track. 

The difference between a successful and unsuccessful construction project often comes down to how well you can execute on those small sub-steps. With a million moving pieces, a diversity of contractors and team members, and potential project risks that could jeopardize your final deliverable, it’s critical that your team stays on top of all of the little details, every time. 

If you’re working on a project similar to a past initiative, there’s no reason for you to reinvent the wheel. Instead, look for a way to templatize your processes. That way, you can plug and play when you have a new construction project—without worrying that you’re going to miss a step. By streamlining the project process, you’re also giving your team more time to execute, rather than plan.

Real-time updates on the go

A lot of the time, you need access to information when you aren’t at your desk. Walking through the construction site and notice something amiss? You need a way to log that information into your project management software so you can solve the issue as quickly as possible. 

Look for a tool with a really good mobile app that allows you to update your work in real-time. That way, everyone—in the office and on the job site—are on the same page.

Better project management with Asana

Construction management is a high-intensity field, and you need a way to keep up with all of the changing plans and unexpected changes. There are construction project management tools out there, but that’s not what we focus on. Asana is a work management platform —which means we think about processes, not just projects. 

With Asana , you can plan and execute any project. From centralized decision making to streamlined information sharing, Asana is an all-in-one tool to help your team get their best work done and hit their goals. 

Related resources

Data-driven decision making: A step-by-step guide

How Asana uses work management for employee onboarding

4 ways to establish roles and responsibilities for team success

6 ways to develop adaptability in the workplace and embrace change

CV Example Project Manager

If being in charge of projects, resources and people and working to deadlines doesn’t faze you, then project management might be the career for you. As a project manager, you'll be responsible for keeping track of the work that needs to be done, setting deadlines, and delegating tasks to your project team, as well as identifying obstacles and setbacks.

Depending on your qualifications and skill set, you could work in a range of different sectors, including construction, retail, marketing, engineering, etc.

With all the challenges of project management, it can be a difficult job. You need to be able to juggle lots of responsibilities, stay organised and communicate with stakeholders at all levels of this business.

We show you how to convey all this with our writing tips and project manager example CV .

Personal statement or profile

In a project, the vision statement sets out what an organisation or project team wants to accomplish with the completion of a project. It is a clear and concise paragraph that captures the project’s objectives and requirements.

The same applies for your CV personal statement or profile . Serving as an introduction to your CV , your personal statement should highlight your project management expertise, qualifications and skills:

I am a detail-oriented project manager, with a PRINCE2 qualification and more than 10 years of experience in the construction industry. My experiences range from leading the construction of housing developments in London to major rail projects. My achievements include saving more than £50k on a building project by sourcing more cost-effective materials and negotiating new contracts.

Work experience

The project manager CV shows managers that you’ve worked on a wide range of projects, using a variety of skills from planning and risk management to budgeting and negotiation.

As the success of projects is very often measured with quantifiable metrics such as cost reduction, time saved, revenue generated, etc., describe your achievements for each project rather than just listing responsibilities:

Aug 2017 - Sep 2021 Construction Project Manager, Skale Care Homes, Sheffield

• Managed and delivered a project to build 5 care homes across Sheffield, each worth up to £50k and 3,000 sq ft in size.
• Oversaw the construction and installation of housing foundations, including roofing, water and heating systems.
• Managed approx. 50 contractors for the project.

Sep 2012 - Jul 2017 Rail Project Manager, Severn Rail, Bristol

• Led a team of 60 to install a new £1M rail system in Bristol.
• Created a risk log and safety protocols.
• Reduced £50k budget overspend by negotiating new supplier contracts.
• Completed project two months ahead of schedule.

Aug 2008 - Aug 2012 Housing Development Project Manager, ACT Company, London

• Project-managed the development of a housing estate in Greenwich, including the strategy, site assessment and construction.
• Communicated with property owners and suppliers to gather requirements. Established safety and standard operating procedures.

While you can get into project management roles with any degree, senior or specialised roles will usually call for undergraduate or masters degrees in economics, finance, business administration or supply chain management.

This is because as a project manager, you often need to understand how a business is run:

Sep 2007 - Jul 2008 MSc Supply Chain Management: Distinction, University of Hertfordshire, Hatfield, Hertfordshire

• Modules included: Financial control, inventory management, human resource management, sustainable business management

Sep 2003 - Jul 2007 BSc International Management: 1st class, University of Warwick, Coventry

• Modules included: Accounting for business, principles of marketing, foundations of data analysis and operations management

As mentioned, project management requires a whole host of skills . Tackling daily project management challenges requires good communication, organisational skills, an ability to see the bigger picture and more.

Of course, if you can demonstrate an understanding of the principles of popular project management methodologies such as PRINCE2 or Agile, this will also let recruiters know that you understand what it takes.

Here are some skills to include:

• Methodologies: PRINCE2, Waterfall
• Software: JIRA, Confluence
• Cost control: Avoided budget overspend by £50k on a construction project by monitoring costs
• Time management: Prioritising the most sensitive tasks according to business requirements
• Communication: Negotiated new supplier contracts on housing development projects

Include keywords related to project management throughout your CV to show recruiters you understand the foundations and principles of project management. This also boosts the odds of passing the ATS: project management, change and transformation, budget management, project governance, risk and issue management, process improvement, project documentation, project planning, requirements gathering, stakeholder engagement.

Certificates

There are many certifications that demonstrate competence as a project manager. While you don’t need to take a course to get into project management, doing so shows recruiters that you’ve taken the time learn more than the basics.

Some of the more popular project management certifications include:

• PRINCE2 (Projects in Controlled Environments)
• APM (Association for Project Management) qualifications
• Project Management Institute Qualifications (PMI)

Jan 2021 PRINCE2 Practitioner

Comprehensive course, learning how to manage projects or to work in a project environment using the most internationally recognised project management methods.

Professional Affiliations

If you’re applying to senior roles or in specialised sectors (e.g. engineering, construction, healthcare, etc.), listing your professional affiliations could give you an edge over other candidates.

Many project managers choose to join Project Management Institute (PMI), the world’s leading project management institute for professional development and networking opportunities, all of which demonstrate career dedication and commitment;

Jan 2015 – Present Member of the Project Management Institute

If you choose to specialise in the translation sector or work for a global company, language skills can make you more marketable as a project manager.

Language skills demonstrate cultural sensitivity and reassure hiring managers that you’ll be able to pick up the context of what someone is saying, even if you don’t speak the language fluently:

English - native

German - fluent

Spanish - basic

Hobbies and Interests

A skill-based or project-based hobby can be a great addition to a project manager CV, especially if you’re lacking project management experience in a professional setting.

For example, if you organise events in your spare time for charity, Meetup or any other club, it shows recruiters that you can plan, budget and make use of resources.

Any kind of activity that requires strategic thinking such as chess, gaming or quizzing also demonstrates essential project management skills such as tenacity, patience and problem-solving:

Hosting Meetup events for expats: Organising quizzes and parties, managing all bookings, venues and participants

Format and layout

The best format for a project manager CV is either a chronological CV (which lists your most recent work experience and education ) or a combination / hybrid CV (which focuses on your work experience and skills).

This is because these formats are the ones which recruiters are most familiar with and which allow recruiters to quickly see whether you have the relevant experience. As project manager roles carry a lot of responsibility, recruiters want to know that you’ve handled this level of responsibility before.

Layout and design

As a project manager, you need to be able to communicate clearly and concisely. To convey these skills in your CV, the layout should be clean, structured and organised.

This means clearly headed sections in 16 or 14pt with plenty of white space in between. While it’s fine to make use of colour to bring your CV to life, neutral colours such as blue and gray convey professionalism better than garish colours such as red, yellow, pink or purple.

Choosing the right fonts can help get the attention of recruiters and hiring managers. With its clear and crisp appearance, Arial is a popular choice. Calibri also makes for a pleasant reading experience as it allows you get a lot of text on the page without your CV looking cluttered. Use one of our cv templates and resume templates to ensure a professional presentation of your skills and work experience.

Hopefully, you now have everything you need to create your own project manager CV.

Create your CV as a project manager now!

Get ahead of the competition

Make your job applications stand-out from other candidates.

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[General]   Personal statement for applying of MSc construction management

• Thread starter ibrahimbadran
• Start date Jul 14, 2017
• Views : 12,103

ibrahimbadran

• Jul 14, 2017

hi , I am applying for Msc in construction management,they required a personal statement if i can take some minutes to review it Dear Sir, Madam My name is ……… , I am applying for the Master of Construction Management with the ………. Admission into this programme would be a solid step towards my goal of becoming an entrepreneur in the construction Management industry I am an Engineer with BSc in civil engineering, graduate on 2002 from recognised University in …with tough five years studying in English language modules After nearly total 15 years of experience in construction industry with supporting of numerous courses such as PMP & FIDIC courses and obtaining numerous certificates in my current region as A member of society engineer in UAE , approved engineer of Dubai municipality for G+ unlimited floors construction . approved as project manager from recognised authorities in Dubai such as M/s Trakhess & M/s JAFZA as attached in my qualification documents also I have 8 years’ experience in construction management as A construction project manager as position with managing large scale projects in UAE country with full communication in English as the first language in contract Therefore, after I reached to this point in my career, my goal is to develop my aptitudes and improve on them to a degree that would allow me to better understand the subtleties of the construction management process and skills which will support me to develop my skill and become a leader in construction management in my career especially large scale projects with professional intentional organization in construction management industry After many months of searching for a programme designed to achieve this target, I found your program is the best solid program in construction management for many reasons as below, Firstly , your programme accreted by the Royal Institution of Chartered Surveyors (RICS) which is the most recognised institute in the world And programme structure modules especially contract Admission and Practice and Management Finance and science modules Moreover ,my knowledge of many successful professional careers in construction management industry in my region specially UAE country had been graduate from your respected university with this programme I would, therefore, feel obliged to be able to secure admission in your prestigious university with in M.S in construction management programme. I am sure that I will match all the credentials and will be able to maintain high standards at your university and I will meet your entry requirement especially the English language proficiency especially that my 5 years tough undergraduate Bachelor studying was fully in English as well as 15 years of experience in construction industry with fully communication in English language as you aware in Gulf region With regards,  

• Jul 21, 2017

ibrahimbadran said: Hi, I am applying for an MSc in construction management, [STRIKE]they[/STRIKE] and I'm required to write a personal stateme nt. I would appreciate it if someone can [STRIKE]take some minutes to[/STRIKE] review i t. Dear Si r/M ada m, [STRIKE]My name is ……… ,[/STRIKE] I wish to apply [STRIKE]am applying[/STRIKE] for the Master of Construction Management degree programme [STRIKE]with[/STRIKE] at the ………. Admission into this programme would be a solid step towards my goal of becoming an entrepreneur in the construction ma nagement industr y. I am an en gineer with a B Sc in civil engineering, [STRIKE]graduate on[/STRIKE] which I obtained in 2002 from [STRIKE]recognised[/STRIKE] ABC University in … with tough five years studying in English language modules After nearly total 15 years of experience in construction industry with supporting of numerous courses such as PMP & FIDIC courses and obtaining numerous certificates in my current region as A member of society engineer in UAE , approved engineer of Dubai municipality for G+ unlimited floors construction . approved as project manager from recognised authorities in Dubai such as M/s Trakhess & M/s JAFZA as attached in my qualification documents also I have 8 years’ experience in construction management as A construction project manager as position with managing large scale projects in UAE country with full communication in English as the first language in contract Therefore, [STRIKE]after I reached to[/STRIKE] at this point in my career, my goal is to develop my aptitudes and improve on them to a degree that would allow me to better understand the subtleties of the constructio n-m anagement process and skills which will support me to develop my skill and become a leader in construction management [STRIKE]in my career[/STRIKE] especially in larg e-s cale projects with [STRIKE]professional intentional[/STRIKE] large international organizatio ns. [STRIKE]in construction management industry[/STRIKE] After many months of searching for a suitable programm e, [STRIKE]designed to achieve this target,[/STRIKE] I found your program me [STRIKE]is[/STRIKE] to be the best [STRIKE]solid program in construction management[/STRIKE] for many reason s. [STRIKE]as below,[/STRIKE] Firstl y, your programme is accre dit ed by the Royal Institution of Chartered Surveyors (RIC S). [STRIKE]which is the most recognised institute in the world[/STRIKE] And programme structure modules especially contract Admission and Practice and Management Finance and science modules Moreover, [STRIKE]my knowledge of[/STRIKE] many successful professiona ls [STRIKE]careers[/STRIKE] in construction management [STRIKE]industry[/STRIKE] in [STRIKE]my region specially[/STRIKE] the UAE [STRIKE]country had been[/STRIKE] graduat ed from your respected university with this programm e. I would, therefore, feel obliged to be able to secure admission in your prestigious university [STRIKE]with in[/STRIKE] for the MSc in construction managemen t. [STRIKE]programme.[/STRIKE] I am sure that I will match all the credentials and will be able to maintain the high standards at your universit y. [STRIKE]and[/STRIKE] I believe that I [STRIKE]will[/STRIKE] meet your entry requiremen ts, especially the English language proficiency [STRIKE]especially[/STRIKE] given that my 5-y e ar [STRIKE]tough[/STRIKE] undergraduate [STRIKE]Bachelor studying[/STRIKE] degree was fully in English as well as my 15 years of professional experience in the construction industry [STRIKE]with fully communication in[/STRIKE] using English language [STRIKE]as you aware[/STRIKE] in the Gulf regio n. Thank you for considering my application, and I look forward to your reply. [STRIKE]With regards,[/STRIKE] Yours faithfully, Ibrahim Badran Click to expand...

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Personal Statement for Construction Management

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INVESTING IN AMERICA: Biden-Harris Administration Announces $5 Billion to Restore, Reconstruct, and Repair Nationally Significant Large Bridges Across the Country

Thirteen major bridges to receive funding through President Biden’s Bipartisan Infrastructure Law, improving the safety and efficiency of critical supply chain corridors, creating good-paying jobs, and supporting the national economy

Contact: [email protected] Tel.: (202) 366-0660

WASHINGTON – Today, to kick off the Biden-Harris Administration’s Investing in America tour, U.S. Transportation Secretary Pete Buttigieg announced more than $5 billion in Large Bridge Project awards through the Federal Highway Administration’s (FHWA) competitive Bridge Investment Program, part of President Biden’s Investing in America agenda.

The grants will fund the reconstruction, repair, and restoration – using American-made materials – of 13 nationally significant bridges in 16 states that connect communities to jobs and resources, support the economy, and serve as critical corridors for freight travel. These projects will also address important safety issues and make the bridges more resilient to extreme weather, all while creating good-paying jobs.

“For too long America let bridges fall into disrepair, which left people less safe, disrupted our supply chains, and cost people time and money - but now the Biden-Harris Administration is changing that with the biggest investment in our bridges since the Eisenhower era,” said U.S. Transportation Secretary Pete Buttigieg . “There are currently about 3,000 fewer bridges in poor condition than when our administration began, and today we are proud to announce funding to repair or replace 13 of America's largest and economically significant bridges.”

“Under the Bipartisan Infrastructure Law’s Bridge Investment Program, we are reinvesting in our infrastructure and ensuring vital connections for Americans who need to get to a job, a class, or a doctor,” said Federal Highway Administrator Shailen Bhatt . “These grants are helping to advance critical bridge projects across the nation that will improve overall quality of life and ensure this country’s infrastructure works for everyone.”

Below are the 13 Large Bridge Project Grants awarded in this round:

• The Oregon Department of Transportation will receive $1.4 billion for the Interstate Bridge Replacement Program, connecting Portland, Oregon, and Vancouver, Washington , to replace two aging vertical lift bridges that carry I-5 over the Columbia River. The modern, seismically resilient, and multimodal replacement bridges will provide safe and accessible options for driving, walking, biking, rolling, and riding transit. The project will help reduce travel times and congestion along this critical corridor, improve safety and quality of life, and lower carbon emissions. This project was also awarded a $600 million Mega grant earlier this year.
• The Massachusetts Department of Transportation will receive $993 million for the Sagamore Bridge Replacement Project in Cape Cod, Massachusetts , to replace the bridge, which experiences high crash rates and congestion, and improve the safety, efficiency, and reliability of the movement of people and goods over the Canal. This project was also awarded a $372 million Mega grant earlier this year.
• The Alabama Department of Transportation will receive $550 million for the I-10 Mobile River Bridge Replacement and Bayway Multimodal Project in Mobile, Alabama to improve safety, reliability, and mobility for residents in the project area. The improved bridge will support local small businesses and the national economy through a more efficient movement of goods along Interstate 10, a critical corridor for the country.
• The Pennsylvania Department of Transportation will receive $500 million for the I-83 South Bridge Replacement Project in Harrisburg, Pennsylvania , to replace a bridge originally built in 1960, and widened in 1982, that carries more than 125,000 vehicles per day over the Susquehanna River. The bridge is the major cross-river connection in Downtown Harrisburg and is key to intermodal connectivity – ultimately linking Pennsylvania’s capital region with Baltimore.
• The Tennessee Department of Transportation will receive $394 million for the America’s River Crossing Project in Memphis, Tennessee and West Memphis, Arkansas to replace the 75-year-old I-55 bridge over the Mississippi River. This is a nationally significant corridor for commerce and serves as a critical connector for residents, workers, and freight movement between Tennessee, Arkansas, and Mississippi. The new structure will add capacity and improve geometric design.
• The Rhode Island Department of Transportation will receive $251 million for the I-95 15: Infrastructure for Tomorrow’s Economy Project in Providence, Rhode Island , to improve the condition of 15 bridges critical to the local economy. The project will support the safe movement of goods and travel of residents, connecting them to key neighborhoods throughout the city of Providence.
• The North Carolina Department of Transportation will receive $242 million for the Cape Fear Memorial Bridge Replacement Project in Wilmington, North Carolina , to replace a 54-year-old structure that carries US 17/US 76/US 421 across the Cape Fear River between New Hanover and Brunswick Counties – the fastest-growing counties in the state.
• The South Carolina Department of Transportation will receive $175 million for the I-95 over Lake Marion Bridge Replacement Project in Santee, South Carolina , to replace four bridges that were constructed in 1968 over Lake Marion as part of I-95 – a nationally and regionally significant corridor and a major north-south artery. The project will reduce congestion and maintenance costs and improve safety.
• The Oklahoma Department of Transportation will receive $124 million for the Roosevelt Memorial Bridge Replacement Project in Byran and Marshall Counties, Oklahoma to replace the structure that carries US-70 over Lake Texoma. The bridge was constructed in 1942, with a design that is now outdated to meet current traffic needs and future traffic demand. The project will improve the efficiency and reliability of the movement of people and freight, increase resiliency to flooding, and increase safety through a new pedestrian and bicycle crossing.
• Miami-Dade County will receive $101 million for the Venetian Causeway Bridge Replacement Project in Miami, Florida , to replace 11 Venetian Causeway bridges that were originally built in 1926, with newer, more resilient infrastructure anticipated to last 50 years, meeting updated design codes and improving safety.
• The West Virginia Department of Transportation will receive $88 million for the Market Street Bridge Replacement Project in East Steubenville, West Virginia and Steubenville, Ohio , to replace a historic bridge built in 1904. The damaged bridge cannot meet current capacity and is at the end of its useful life. The replacement bridge will allow for the safer and more efficient movement of people and goods along this regionally significant route, connecting communities in the region and supporting its economic livelihood.
• The New Mexico Department of Transportation will receive $72 million for the Nogal Canyon Bridge Replacement Project in Socorro County, New Mexico , to replace the two bridges that carry Interstate 25 over Nogal Canyon in Socorro County. The existing truss bridges are deteriorating rapidly and are at the end of their useful life. The replacement bridges will be the signature bridges of New Mexico's interstate system, ensuring continued efficiency and mobility along this nationally significant corridor and supporting the economic competitiveness of the region and state.
• The Kansas Department of Transportation will receive $63 million for the 18th Street Bridge Replacement Project in Kansas City, Kansas , to replace a major river crossing built in 1959 that has undergone numerous rehabilitations over its 60-year life, including emergency repairs to extend its service life. The replacement project is the most cost-effective solution, saving public dollars that would have gone towards costly repairs to the original bridge. The new bridge will provide accommodations for active transportation.

The Large Bridge Project Grants under the Bridge Investment Program are available for bridges with total eligible project costs over $100 million, with minimum grant awards of $50 million and a maximum award of 50 percent of the total eligible project costs. Priority consideration is given to projects ready to proceed to construction. The program also funds projects that require pre-construction work and benefit from a multi-year grant agreement.

President Biden’s Bipartisan Infrastructure Law established the Bridge Investment Program, and invests $40 billion over five years to ensure the nation’s bridges remain safe and operational, meet current and future traveler needs, support local economies, strengthen supply chains to keep costs down for consumers, and create good-paying jobs across the country. More than 10,200 bridges are being rebuilt, repaired, or modernized thanks to President Biden’s Bipartisan Infrastructure Law. In Fiscal Year 2022, the Bridge Investment Program invested $2.4 billion in the planning and construction of 37 bridges in 29 states across the country.

Additional information on FHWA’s Bridge Investment Program, including Large Bridge Project Grants and Bridge Planning Grants, can be found HERE .

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What Is Project 2025, and Why Is Trump Disavowing It?

The Biden campaign has attacked Donald J. Trump’s ties to the conservative policy plan that would amass power in the executive branch, though it is not his official platform.

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By Simon J. Levien

Donald J. Trump has gone to great lengths to distance himself from Project 2025, a set of conservative policy proposals for a future Republican administration that has outraged Democrats. He has claimed he knows nothing about it or the people involved in creating it.

Mr. Trump himself was not behind the project. But some of his allies were.

The document, its origins and the interplay between it and the Trump campaign have made for one of the most hotly debated questions of the 2024 race.

Here is what to know about Project 2025, and who is behind it.

What is Project 2025?

Project 2025 was spearheaded by the Heritage Foundation and like-minded conservative groups before Mr. Trump officially entered the 2024 race. The Heritage Foundation is a think tank that has shaped the personnel and policies of Republican administrations since the Reagan presidency.

The project was intended as a buffet of options for the Trump administration or any other Republican presidency. It’s the latest installment in the Heritage Foundation’s Mandate for Leadership series, which has compiled conservative policy proposals every few years since 1981. But no previous study has been as sweeping in its recommendations — or as widely discussed.

Kevin Roberts, the head of the Heritage Foundation, which began putting together the latest document in 2022, said he thought the American government would embrace a more conservative era, one that he hoped Republicans would usher in.

“We are in the process of the second American Revolution,” Mr. Roberts said on Real America’s Voice, a right-wing cable channel, in early July, adding pointedly that the revolt “will remain bloodless if the left allows it to be.”

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