The CSI Project Delivery Practice Guide E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Geisteswissenschaft
• Serie: CSI Practice Guides
• Sprache: Englisch

Seitenzahl: 890

Veröffentlichungsjahr: 2010

Beschreibung

Get the must-have reference on standards and best practices for the delivery of a construction project. The CSI Practice Guides are a library of comprehensive references specifi cally and carefully designed for the construction professional. Each book examines important concepts and best practices integral to a particular aspect of the construction process. Laying the foundation for this series, The CSI Project Delivery Practice Guide provides fundamental knowledge for the documentation, administration, and successful delivery of construction projects. It also serves as the pivotal starting point for understanding CSI's core values, as well as a useful study aid for those wishing to obtain the Construction Documents Technologist certificate. This easy-to-follow guide: * Is a great introduction to the construction process for the new practitioner. * Functions as a ready reference for the experienced construction professional. * Packaged with the book is an access code which allows access to a password-protected web site with bonus content, including a PDF of the printed book and samples of CSI format documents, such as UniFormat and SectionFormat/PageFormat. The CSI Project Delivery Practice Guide offers general information all construction professionals need for understanding their roles in the delivery of a construction project. Key principles are presented and discussed in detail to allow the reader to take full advantage of material covered in depth by the more specialized CSI Practice Guides. If you can own only one Practice Guide, this is the one to get.

Leseprobe

Contents

Cover

Title Page

Copyright

Preface

Introduction to the Practice Guide Series

Description of the CSI Project Delivery Practice Guide

Acknowledgments

Chapter 1: Introduction to The CSI Project Delivery Practice Guide

1.1 Introduction

1.2 Understanding Project Delivery as Foundational Knowledge

1.3 Magnitude of Design and Construction Information Available

1.4 Managing Information

1.5 The Nature of the Project and Facility

Chapter 2: Stakeholders and Participants

2.1 Introduction

2.2 The Owner Team

2.3 The Design Team

2.4 The Contractor Team

2.5 The Supplier Team

2.6 Team Selection Process

2.7 Partnering and Collaboration

2.8 Commissioning

Chapter 3: Facility Life Cycle

3.1 Introduction

3.2 The Nature of the Facility Life Cycle

3.3 Integrated Project Delivery

3.4 Construction Specifications Institute

Chapter 4: Codes, Regulations, and Standards

4.1 Introduction

4.2 Authorities Having Jurisdiction

4.3 Codes

4.4 Regulations

4.5 Standards

4.6 Associations, Societies, Councils,and Institutes

Chapter 5: Contracts and Legal Issues

5.1 Introduction

5.2 Owner, Architect/Engineer, and Contractor Tripartite Relationships

5.3 Elements of a Contract

5.4 Standard Agreement Forms

5.5 Example—Contract between Owner and Contractor

5.6 Contract Types

5.7 Form of Agreement

5.8 Compatibility of Agreements

5.9 Design Team Coordination

5.10 Important Legal Issues

Chapter 6: Project Planning

6.1 Introduction

6.2 Project Conception

6.3 Due Diligence Investigations

6.4 Site Selection

6.5 Facility Programming

6.6 Facility Performance Criteria

6.7 Anticipating the Cost of the Work

6.8 Setting the Scheduling

Chapter 7: Project Delivery

7.1 Influencing Factors

7.2 Design-Bid-Build

7.3 Design-Negotiate-Build

7.4 Construction Management

7.5 Design-Build

7.6 Owner-Build

7.7 Integrated Project Delivery

Chapter 8: Design

8.1 Introduction

8.2 Dual Nature of Design

8.3 Design Considerations

8.4 Aesthetics

8.5 Functional Requirements

8.6 Constructability

8.7 Sustainability

8.8 Design Phases

8.9 Quality Assurance/Quality Control Requirements

8.10 Budgets

8.11 Cost Estimates

8.12 Life Cycle Costs

8.13 Value Analysis

8.14 Controlling Variables

Chapter 9: Design Documents

9.1 Introduction

9.2 Design Concept Phase Documentation

9.3 Schematic Design Phase Documentation

9.4 Design Development Phase Documentation

Chapter 10: Product Selection and Evaluation

10.1 Introduction

10.2 Types of Products

10.3 Importance of Product Selection and Evaluation

10.4 Obtaining Product Information

10.5 The Evaluation and SelectionProcess

10.6 Services That Product Representatives Provide

Chapter 11: Construction Documents

11.1 Introduction to Construction Documents

11.2 Drawings

11.3 Specifications

11.4 Procurement Requirements

11.5 Contracting Requirements

Chapter 12: Procurement

12.1 Introduction

12.2 Pricing Methods

12.3 Purchasing

12.4 Pricing Considerations

12.5 Competitive Pricing

12.6 Project Information

12.7 Bidding

12.8 Negotiating Process

12.9 Purchasing of Goods

12.10 Subcontracting

Chapter 13: Construction

13.1 Introduction

13.2 Construction as a Team Activity

13.3 Roles and Responsibilities

13.4 Preconstruction

13.5 Meetings

13.6 Submittals

13.7 Site Visits, Observations, and Inspections

13.8 Quality Assurance and Quality Control

13.9 Interpretations and Modifications

13.10 Executing the Work

13.11 Claims and Disputes

13.12 Measurement and Payment

13.13 Project Closeout

Chapter 14: Facility Management

14.1 Transition

14.2 Occupancy

Index

About the Companion Web Site

This book is printed on acid-free paper.

Copyright © 2011 by Construction Specifications Institute. All rights reserved

Published by John Wiley & Sons, Inc., Hoboken, New Jersey

Published simultaneously in Canada

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone], or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and the author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor the author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

For general information about our other products and services, please contact our Customer Care Department within the United States at [phone], outside the United States at [phone] or fax [phone].

Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books. For more information about Wiley products, visit our web site at www.wiley.com.

Library of Congress Cataloging-in-Publication Data:

ISBN 978-0-470-63519-3 (pbk); ISBN 978-0-470-94018-1 (ebk); ISBN 978-0-470-94019-8 (ebk); ISBN 978-0-470-95126-2 (ebk); ISBN 978-0-470-95145-3 (ebk); ISBN 978-1-118-00688-7 (ebk)

Preface

Introduction to the Practice Guide Series

Beginning with the publication of the first Manual of Practice (MOP) in 1967 continuing through the publication of its successor document, the Project Resource Manual (PRM), it has been the intent of the Construction Specifications Institute (CSI) that these publications embody accepted standards for the preparation of construction specifications and project manuals, and a detailed source of information on quality documentation for the life cycle of a facility.

Through these publications, CSI has sought to aid owners, designers, specifiers, contract administrators, contractors, construction product representatives, and facility managers in the performance of their jobs.

In 2008, CSI began an effort to update the knowledge formerly contained in the MOP and PRM to present it anew and ensure its continued relevance. As with the earlier collections of this knowledge, the intent is to provide an authoritative resource on the organization, preparation, use, and interpretation of construction documents, encompassing the entire life cycle of a facility from conception through facility management.

To accomplish this update CSI established the Practice Guides Task Team. One of the task team charges was to organize the presentation of this information into modules to support areas of practice where CSI currently offers certificates and certifications, such as Project Delivery addressed by the Construction Documents Technology (CDT) certificate, Specifications, addressed by the Certified Construction Specifier (CCS) certification, Contract Administration addressed by the Certified Construction Contract Administrator (CCCA) certification, and Product Representation addressed by the Certified Construction Product Representative (CCPR) certification, as well as other areas of practice for which education and certification may be developed.

To keep current with changes in the industry, the Task Team also reviewed other CSI documents and standards, and updated references to them that appear in the Practice Guides. A similar effort was made to incorporate changes in contract documents produced by The American Institute of Architects (AIA) and the Engineers Joint Construction Documents Committee (EJCDC), and to introduce the new standard contract documents developed by the ConsensusDOCS Coalition.

The Task Team also recognized the growing impact of “green” or sustainable practices on the subject matter contained in the Practice Guides. Each Practice Guide now addresses the topic of sustainable practice to some degree while a more detailed examination of the topic is planned for a future Sustainable Practice Guide.

Two other topics that have had an impact on the Practice Guides are: Building Information Modeling (BIM) and Integrated Project Delivery (IPD). The growing impact of BIM on the practice of specification writing and its potential impact on quality documentation made a discussion of this topic imperative. Likewise IPD has grown in importance over the past several years and has had an impact on the way practitioners relate to the process of creating and interpreting construction documents.

The Practice Guide Series is not intended to be composed of static documents but to be a living set of guides with the capacity to change and be updated as the construction industry changes around them. The input of users of this Series will be critical to the future updating of the Series and the authors and reviewers welcome feedback from users.

Description of the CSI Project Delivery Practice Guide

The CSI Project Delivery Practice Guide is the introductory volume in the Practice Guide Series. This Guide presents an overview of the process needed to conceive, design, construct, and maintain the built environment. This Guide describes the many parts of that process and the inter-related role of the various participants in the process. It is intended to be a guide to the steps in the life cycle of a project that begins with an owner's conception of the project, continues through the design and construction phases, and results in the successful operation and maintenance of the project after construction is complete. As the introductory volume in the Series, The CSI Project Delivery Practice Guide creates a foundation for the other, more specialized Practice Guides that follow. To those individuals seeking a more specialized knowledge of a particular topic such as construction specification writing or construction contract administration, this Practice Guide provides a starting point, one that is a key to understanding those more specialized topics. The CSIProject Delivery Practice Guide gives participants in the design and construction industry the tools that they need to effectively deliver a project.

Additional CSI publications that complement the Practice Guides are available for download to purchasers of the Practice Guides. The following documents can be obtained at www.wiley.com/go/csipracticeguides:

MasterFormat® numbers and titlesUniFormat™SectionFormat™/PageFormat™Sample CSI FormsGreenFormat™ questionnairePractice Guide Glossary

To access the content on this site, you will need the unique Access Code printed on the card included with this book. If you have purchased an ebook version of this title, please contact Customer Care at 877-762-2974 or at http://support.wiley.com for a unique Access Code in order to take advantage of the web site.

Preface

Introduction to the Practice Guide Series

Beginning with the publication of the first Manual of Practice (MOP) in 1967 continuing through the publication of its successor document, the Project Resource Manual (PRM), it has been the intent of the Construction Specifications Institute (CSI) that these publications embody accepted standards for the preparation of construction specifications and project manuals, and a detailed source of information on quality documentation for the life cycle of a facility.

Through these publications, CSI has sought to aid owners, designers, specifiers, contract administrators, contractors, construction product representatives, and facility managers in the performance of their jobs.

In 2008, CSI began an effort to update the knowledge formerly contained in the MOP and PRM to present it anew and ensure its continued relevance. As with the earlier collections of this knowledge, the intent is to provide an authoritative resource on the organization, preparation, use, and interpretation of construction documents, encompassing the entire life cycle of a facility from conception through facility management.

To accomplish this update CSI established the Practice Guides Task Team. One of the task team charges was to organize the presentation of this information into modules to support areas of practice where CSI currently offers certificates and certifications, such as Project Delivery addressed by the Construction Documents Technology (CDT) certificate, Specifications, addressed by the Certified Construction Specifier (CCS) certification, Contract Administration addressed by the Certified Construction Contract Administrator (CCCA) certification, and Product Representation addressed by the Certified Construction Product Representative (CCPR) certification, as well as other areas of practice for which education and certification may be developed.

To keep current with changes in the industry, the Task Team also reviewed other CSI documents and standards, and updated references to them that appear in the Practice Guides. A similar effort was made to incorporate changes in contract documents produced by The American Institute of Architects (AIA) and the Engineers Joint Construction Documents Committee (EJCDC), and to introduce the new standard contract documents developed by the ConsensusDOCS Coalition.

The Task Team also recognized the growing impact of “green” or sustainable practices on the subject matter contained in the Practice Guides. Each Practice Guide now addresses the topic of sustainable practice to some degree while a more detailed examination of the topic is planned for a future Sustainable Practice Guide.

Two other topics that have had an impact on the Practice Guides are: Building Information Modeling (BIM) and Integrated Project Delivery (IPD). The growing impact of BIM on the practice of specification writing and its potential impact on quality documentation made a discussion of this topic imperative. Likewise IPD has grown in importance over the past several years and has had an impact on the way practitioners relate to the process of creating and interpreting construction documents.

The Practice Guide Series is not intended to be composed of static documents but to be a living set of guides with the capacity to change and be updated as the construction industry changes around them. The input of users of this Series will be critical to the future updating of the Series and the authors and reviewers welcome feedback from users.

Description of the CSI Project Delivery Practice Guide

The CSI Project Delivery Practice Guide is the introductory volume in the Practice Guide Series. This Guide presents an overview of the process needed to conceive, design, construct, and maintain the built environment. This Guide describes the many parts of that process and the inter-related role of the various participants in the process. It is intended to be a guide to the steps in the life cycle of a project that begins with an owner's conception of the project, continues through the design and construction phases, and results in the successful operation and maintenance of the project after construction is complete. As the introductory volume in the Series, The CSI Project Delivery Practice Guide creates a foundation for the other, more specialized Practice Guides that follow. To those individuals seeking a more specialized knowledge of a particular topic such as construction specification writing or construction contract administration, this Practice Guide provides a starting point, one that is a key to understanding those more specialized topics. The CSIProject Delivery Practice Guide gives participants in the design and construction industry the tools that they need to effectively deliver a project.

Additional CSI publications that complement the Practice Guides are available for download to purchasers of the Practice Guides. The following documents can be obtained at www.wiley.com/go/csipracticeguides:

MasterFormat® numbers and titlesUniFormat™SectionFormat™/PageFormat™Sample CSI FormsGreenFormat™ questionnairePractice Guide Glossary

To access the content on this site, you will need the unique Access Code printed on the card included with this book. If you have purchased an ebook version of this title, please contact Customer Care at 877-762-2974 or at http://support.wiley.com for a unique Access Code in order to take advantage of the web site.

Chapter 1

Introduction to The CSI Project Delivery Practice Guide

1.1 Introduction

Designing and constructing buildings, civil structures, industrial facilities, interior design projects, and other structures and facilities is one of humankind's most difficult endeavors in spite of the fact that it is a common activity. All facilities start as a project that takes a journey through a sophisticated and complex process in order to come into being. Talented individuals with advanced education, specialized knowledge, well-developed decision-making abilities, and in some cases professional licenses are required to manage, direct, and monitor the process. All that talent and skill has to be marshaled and brought together to converge on a common goal of producing a project. Then a considerable amount of both time and money are required to accomplish the goal. Yet out of the need for shelter, protection, and comfort, we design and construct facilities to house the activities of our private and public lives, both individually and socially. We aspire to create facilities that are useful, functional, visually pleasing, and enjoyable to occupy.

This journey is called the project delivery process, and this practice guide presents the many pieces and parts that compose that process. While this practice guide is not about creating and designing facilities, it is about the logistics of project delivery from conception to occupancy. It provides insight into the vast array of activities that are either required or necessary in the delivery process. Not every concept presented in this practice guide will be necessary for every project. The information contained in the practice guide is useful to anyone, at any level, who owns, designs, engineers, constructs, installs, supplies, or manages a facility.

1.2 Understanding Project Delivery as Foundational Knowledge

The purpose of this practice guide is to educate individuals about project delivery from the global, or big picture, perspective. Project delivery is not specialized, like designing or constructing; it is generalized. Understanding the concepts of project delivery allows stakeholders and participants to be able to provide more effective services no matter what delivery path the project takes. While there are six project delivery methods identified in this practice guide, the reality is that there are as many variations of these project delivery methods as there are individuals that make project decisions.

This practice guide is the foundation for all of the other practice guides developed and published by CSI. The ideas, concepts, and information presented in the other practice guides builds on this practice guide to present more specialized information about other topics. For example, developing a working understanding of TheCSI ConstructionSpecifications Practice Guide and The CSIConstruction Contract Administration Practice Guide depends on first understanding the information of TheCSIProject Delivery Practice Guide.

Every individual that is a stakeholder or participant in the design and construction of anything in the built environment should have a foundational understanding of how projects are delivered. An understanding of the information in this practice guide as an introduction to project delivery is important. Much of what design and construction professionals do is founded on the information presented in these chapters.

As will be seen, successful project delivery depends on the melding of the following aspects into a process with a specific purpose:

An owner that has a defined plan for a facilityIndividuals, firms, and companies to produce the design and make the appropriate decisionsContracts that comprehensively and effectively establish and define the roles and responsibilities of the stakeholders and participantsWell-developed and sufficient construction documentation Organized construction project management and schedulingIndividuals and companies to provide and install the required materials

1.3 Magnitude of Design and Construction Information Available

Information that is available about the design and construction of projects and facilities has advanced light-years over the last several decades. For example, in the 1970s, when information was needed about a product, material, or construction technique—if it existed at all and could be found by telephone calls to possible sources—it was only as immediately available as waiting on the mail to be delivered. There were few books, few periodicals, and few resources, and the information that was available was not easily found.

Today, there is an enormous amount of design and construction information available instantly, and it is growing at an astonishing rate. Individuals are being flooded every day with an ocean of information from many sources. For those random instances when information is not immediately available, it can usually be generated in a short time and immediately made available to the one requesting the information. Essentially, there are numerous sources for everything anyone would want to know at any time.

There is a relatively small and exclusive class of inventions that has fundamentally changed society's ability to communicate, which has revolutionized the nature of information, knowledge, and understanding. The printing press, electricity and the countless devices it powers, capturing and creating images (photography, television, recordings, etc.), and wired and wireless communication capabilities are a few of the most significant inventions. A case could be made that information overload began with Gutenberg's invention of the printing press. Now, the amount of information that is available through the Internet is staggering—it has forever changed the nature of knowledge. One of the reasons the Internet is significant is that information is now available to anyone, anywhere, anytime. The Internet has become the preferred method for accessing information about the design and construction of the built environment.

1.3.1 Books

Throughout human history, there have always been those that want to make their knowledge available to others. However, the opportunity to do so has been limited by the means of producing it for consumption by others. We know that the printing press fundamentally changed that. Today, the technology to publish books is widely available, and there is now a huge volume of books available on a limitless number of topics from many different sources. While the breadth of knowledge may not be as extensive as the Internet, there is nevertheless a massive amount of information available.

While books capture knowledge, one of their major limitations is that books only capture knowledge through a specific point in time (usually six months or so prior to publication because of prepublication production). It is not until a new edition is published that the knowledge contained in a book can be advanced, improved, updated, or expanded. Other limitations include the distribution and availability of books. Unless a book is purchased via the Internet, the availability of books still depends on shipping, stocking, and shelf display to be available to purchasers. Books face an uncertain future and will in all likelihood give way to Internet-based information.

1.3.2 Periodicals

There are a number of periodicals available for a vast range of specialized design and construction topics. In fact, a periodical can probably be found for just about any subject. Increasingly, they are available on the Internet as well as in printed editions. Unlike books, periodicals are published frequently and have the capability to be more current. An asset of periodicals is that they can be archived and thus accumulate a sizeable body of specialized knowledge. Many professional and trade associations publish periodicals for their members, and their periodicals are usually available to anyone who is interested.

1.3.3 Professional Associations, Societies, and Institutes

A profession is a vocation or occupation in which individuals obtain specialized, extensive, and advanced education or training for the purpose of supplying unbiased counsel or service to others for compensation. A license is frequently required, based on a competency examination that is administered by a governmental jurisdiction (usually a state), before an individual can be legally identified as a professional of a particular discipline. The same jurisdiction establishes and enforces licensing laws that regulate professional practice and conduct. Once licensed, a professional is legally obligated to practice in such a manner as to protect the public and to perform services within the scope of the licensing laws. Professionals should exercise reasonable care and competence by applying the same technical knowledge and skill ordinarily applied by reasonably prudent professionals practicing under similar conditions and circumstances.

An association is a group of professionals, and those aspiring to be professionals, who voluntarily agree to be a part of an organization for the purpose of pursuing common interests and to promote the status of the membership. Also known as societies and institutes, a professional association is composed of professionals who are practitioners of a particular occupation, skill, or discipline who promote the advancement of knowledge of their profession. Since professionals are licensed by a jurisdiction, a professional association complements the jurisdiction by providing oversight of their members and monitoring professional activities.

The advancement of specialized knowledge is important to a professional association. Significant effort is expended to develop, collect, evaluate, and disseminate intrinsic knowledge for the benefit of professionals and the public. Because professionals are usually involved with disciplines in which knowledge evolves based on research, experience, and technical developments, most professional associations, as well as licensing jurisdictions, require a commitment from professionals to continuing their education to remain aware of new developments as well as issues and challenges facing the profession.

1.3.4 Standards

Standards establish uniform guidelines, criteria, methods, processes, and practices for a particular building product, assembly, or technology and are covered in more detail in Chapter 4.

1.3.5 Trade Associations

Trade associations are organizations of companies that compete with each other in a particular business or industry and are primarily interested in advancing their products and services. Activities of trade associations include the development of management practices, enforcement of ethics, promotion of their members, and public relations. Trade associations often establish and maintain skill certifications for technicians and they provide a valuable service to society by policing their respective businesses and industries.

Trade associations make an important contribution to the design and construction of facilities because they frequently originate, maintain, and distribute technical standards that, while voluntary, govern the manufacture, fabrication, and installation of products, materials, and equipment. Also, technical publications, newsletters, and customer service departments may be available for the purpose of education and advancing an understanding of practices that may be unique to an industry. Because they have the most knowledge and understanding of their products and work, trade associations are considered to be the authority of that industry. Their standards are frequently the basis of construction specifications.

1.3.6 Manufacturer Associations

In some industries, manufacturer associations are similar to professional and trade associations except they are a consortium of manufacturers that promote the interests of their industry through member distributors, wholesalers, retailers, other associations, and installers. Through consensus among members, they work to improve the quality of their products.

1.3.7 Research Agencies

While not as extensive as trade and manufacturer associations, there are independent agencies that research building products, materials, and equipment. Effort is expended for the purpose of understanding and improving the nature of the design and construction of facilities.

1.3.8 Manufacturers

Manufacturers that supply materials, products, and equipment for the construction of facilities are a vastly diversified group and are essentially spread over the entire planet. In addition to being in the business of selling their products, manufacturers are motivated to advance a better understanding of the products they manufacture and they make a significant contribution to the advancement of knowledge of the design and construction of facilities. Manufacturers have a vested interest in purchasers and users understanding the qualities, characteristics, and potentials of their products. Manufacturer representatives are a crucial part of communicating technical information, and they provide a valuable service to other stakeholders and participants.

One of the most noticeable manifestations of the explosion of information in the design and construction professions and industries directly involves manufacturers. In years past, the most effective method of making information available was the distribution of hundreds of product information ring binders that have become synonymous with designers. Today, the number of ring binders in offices is decreasing as manufacturers make their information available over the Internet.

There are several other important contributions made by manufacturers. It is common for manufacturers to make their research-and-development departments available for inquiries, and they strive to provide high-quality customer service not only for owners, but for designers and constructors as well. Some manufacturers demonstrate a commitment to the quality of their products by certifying, licensing, or approving those individuals and companies that install them.

1.3.9 Continuing Education Opportunities

Common to all of the organizations described above are the continuing education opportunities available for individual or in-office presentations; local, regional, state, and national conferences; Internet webinars, and design or trade publications. Most professionals are required by professional associations and licensing jurisdictions to take a specified number of continuing education sessions. The number of opportunities available is extensive and easily accessible.

One of the longest-running programs, offering continuing education since 1949, is the Department of Engineering Professional Development program at the University of Wisconsin at Madison. There are many classes offered covering building codes; commissioning; construction; heating, ventilating, and air conditioning (HVAC); electrical; plumbing; fire protection; structural; high-performance buildings; and green buildings.

1.4 Managing Information

It is well known that information is one of our most valuable commodities, and it is expanding at what seems to be a logarithmic pace. Information about the design and construction of facilities is no exception. We live in a time when the amount of knowledge we need to possess about what we do increases every day. Like never before, it is of utmost importance to understand how to manage the information that is required of stakeholders and participants in the design and construction of facilities. This process is information intensive from project conception to occupancy, and continues for the life of the facility. The need for information management is especially important for product representatives and specifiers.

A computer and a connection to the Internet empowers individuals in profound ways and permits an ability to seek knowledge without limitation. Therefore, managing information has become a common part of the life of a professional. Managing information requires skill in finding, filtering, evaluating, and storing the information necessary to accomplish the design and construction of a facility. Important considerations for managing information and converting it to knowledge include the following:

Is the information relevant sufficient, and accurate?Is the information timely?Is the information from a trustable source?Is the information a fact (verifiable), opinion (requires interpretation), or propaganda (not verifiable)?Is the information supported by other information or evidence?Is the information related to authoritative sources, such as a standard?

Knowledge empowers individuals, and acquiring knowledge is an individual responsibility. The knowledge necessary to succeed in any endeavor can be found in four realms:

1.What We Know. Personal education and training; lessons learned from personal experiences; resources we absorb and understand

2.Resources within Reach. Books, periodicals, articles, and research in our personal libraries

3.Accessible Information. Information accessible over the Internet or from others

4.Whom We Know. Colleagues, manufacturers, manufacturer's representatives, and research agencies

1.5 The Nature of the Project and Facility

The terms project and facility are used throughout this practice guide, and while they appear to have the same meaning, they are actually distinctively different.

Project describes the process of planning, designing, documenting for procurement and construction, procuring, contracting, and constructing a facility for delivery to its owner. The goal of a project is the facility, and this practice guide is largely about the process of that delivery. The term project can refer to the object of the delivery process or the delivery process itself. The design and construction (delivery process) of a project is a unique combination of a scope of work (extent), its budget (cost), and its schedule (time).Facility is the completed project as a constructed entity intended for a specific purpose and function.

Philosophically, the process to deliver a facility is the confluence of an owner that wants a new facility with those that provide the aesthetic and technical design and those that construct that design. An owner wants something, it is designed, and then it is constructed. Around this simple conceptual idea is a large number of individuals, professionals, firms, companies, and agencies that work toward that goal.

Chapter 2

Stakeholders and Participants

2.1 Introduction

The design and construction of a project that, upon completion, becomes a facility, requires the merging of the collective needs, ideas, talents, knowledge, and services of a widely diverse group of individuals and businesses that provide specialized services. Positive interaction among the teams begins with understanding the basic responsibilities of each team throughout the process and taking into consideration what each can do to contribute to another's success.

The Owner Team wants or needs a new or renovated facility.

The Architect/Engineer (A/E) Team provides design services addressing project requirements and designing the facility wanted or needed.

The Contractor Team provides construction services and is responsible for the many forces that are necessary to build the designed facility.

The Supplier Team provides technical and knowledgeable information to the other three teams and furnishes the materials and products required to build the designed facility.

In addition to being part of one of these teams, every individual is either a stakeholder or a participant based on the interests they have in the course of the project.

Stakeholders are those individuals or organizations that are actively involved in a major portion of the project delivery process and have some type of interest in the project, such as investment, operational, or reputation, which may be positively or negatively affected by the constructed facility.Participants are those individuals or organizations that are active in only a portion of the project delivery process and have indirect interests that are not affected by the constructed facility.

The design and construction of every project has a unique personality because it is performed by a distinct group of individuals organized in the four teams described earlier that have never existed before and will most likely never exist again in the same arrangement.

2.2 The Owner Team

The term owner is the universal designation given to the entity that starts a sophisticated process of design and construction that will satisfy their need for a new or renovated building or facility. The owner initiates the project, assumes the risk, provides funding, controls and manages the design and construction process, approves of design and construction activities, and is the principal stakeholder. Unless the owner is an individual, typically one or more people will be charged with the responsibility to represent the interests of the owner and to orchestrate the activities of all four teams simultaneously.

The owner may or may not ultimately occupy the facility. The owner is usually the occupant of a residential project; however, for some projects, the owner is not always the occupant, as can be seen from the following:

Administrators of the facilities department of a school district might have schools designed and constructed for the children of the families that live in the district.A developer builds multifamily apartments to rent, condominiums to sell, or other types of facilities for an owner to lease. The principals of a business might have a new building designed and constructed as the regional branch of the business.A state department of transportation might have new streets and infrastructure designed and constructed for a new or existing neighborhood.

In some instances, a project may be so large and complex that there might be two or more entities that are the owners. An example would be a sports stadium in which a facility management company, ownership representatives of a basketball team, and ownership representatives of a hockey team each have an interest in the project, contribute to its funding, and are the principal stakeholders. Sometimes a municipality, county, or state may also be a stakeholder. For projects of this complexity, the stakeholders might retain another company to manage the process, represent their interests, and direct the design and construction process.

2.2.1 Private Owners

The first of the two owner classifications involves facilities that will be owned by entities in the private sector. The distinguishing factor of the private sector is that the funding does not include money derived from taxation, and the user is not a public entity, unless a facility is constructed to be leased or purchased by a governing agency.

An individual is the most basic type of owner. Depending on their financial resources, individuals can own any one of many different types of facilities that are built to produce income or to house their business.

There are many private institutions that might build a facility for a particular function. An example would be facilities constructed by the board of directors of a private school or university. In many instances, individuals do not own the facility; instead the owner may be a company, a corporation, or a board of trustees.

Real estate development companies initiate and complete projects that are eventually either income-producing investments or will be sold to other individuals, companies, or investors. Development companies might focus on multifamily residential projects, hotels, health care facilities, office buildings, or complete neighborhood developments.

A company or a corporation might also be the owner of a building or facility. In addition, a group of companies or corporations might join forces to own a facility, as in the example of the large sports venue discussed above.

2.2.2 Public Owner

The second of the two owner classifications involves facilities that will be owned by entities in the public sector. The distinguishing factor of the public sector is that the funding is derived from some type of taxation. Public entities can be in many forms (i.e., federal, state, county, city, or town). They can also be a governing agency, a department of a public entity, or a centralized agency that initiates and manages the design and construction, such as the General Services Administration of the federal government.

It is not uncommon for a governing agency to dictate the design and construction process of any of the project delivery methods by their own rules or regulations. Examples of aspects of the process that may be different from the same process in the private sector include the following:

How design work is awardedUse of drawings, conventions, and specifications required by the agencyHow the architect's construction administration and the contractor's project management will be conductedHow applications for payment are processedWarranties and guarantees

2.2.3 Advisers

Owners frequently require the services of other individuals and businesses to assist with their role and responsibilities in controlling and managing the design and construction process. Advisers to the owner may include the following:

Financial institutions, which arrange project financingAttorneys, who coordinate legal and contractual issuesInsurance companies, which provide risk coverageReal estate agents, who assist with property acquisitionAppraisers, who advise about specific sites, costs, and market typesMarketing companies, which assist with advertising

2.2.4 Design Team Consultants Retained by Owner

Since the land on which the facility will be designed and constructed is owned by the project owner, there are several consultants the owner may engage to provide important information to the A/E and contractor teams.

2.2.4.1 Surveyors

Surveyors examine and survey the site and document the existing condition of the land. They also determine and document the ground surface topography and existing natural and constructed improvements that are either above ground or below ground.

2.2.4.2 Environmental Engineers

If the land on which the project will rest includes unique geographical assets, environmental engineers might be required to assist the owner in being environmentally sensitive to the assets.

2.2.4.3 Geotechnical Engineers

Geotechnical engineers examine the soil strata beneath the surface and the subsurface geological formation, and make recommendations for the design of the building foundations.

2.2.4.4 Hazardous Materials and Abatement Consultant

The hazardous materials and abatement consultant examines existing buildings for the presence of hazardous materials, such as asbestos, and prepares remediation recommendations and/or documents.

2.2.4.5 Traffic Engineers

Traffic engineers examine traffic usage and patterns over existing freeways, streets, and roads in anticipation of their expansion. They recommend facilities that would accommodate existing and future traffic.

2.2.4.6 Sustainability Consultants

Sustainability consultants recommend opportunities for being environmentally sensitive and advise about the sustainability properties of materials and products. If the project is seeking a specific Green Building rating, sustainability consultants assist with evaluations and decision making to achieve the rating. They may participate in construction administration.

2.2.4.7 Wetlands Biologists

Wetlands biologists examine existing wetlands in the path of development, identify and evaluate environmentally sensitive areas, and make recommendations for minimizing damage to the wetlands by construction.

2.2.4.8 Wildlife Biologists

Wildlife biologists examine existing wildlife that would be affected by development and makes recommendations for minimizing its impact.

There are some instances when the owner retains other consultants to provide services to the A/E and contractor teams for various reasons. Such consultants may include the following:

2.2.4.9 Design Engineers

Some owners may retain some or all of the engineers and consultants that are traditionally retained as part of the A/E team.

2.2.4.10 Testing and Inspection Agencies

For the purpose of ensuring that certain portions of the facility are being constructed according to project requirements, these agencies provide the owner with quality assurance (QA) and quality control (QC) by verifying that specific project elements and components comply with the contract documents and code requirements.

2.2.4.11 Commissioning Authority

Evaluates, tests, and analyzes newly constructed building mechanical and electrical systems, and operational equipment, to determine if they will function according to the project design criteria. See discussion later in this chapter.

2.2.5 Occupants

After construction of a facility is completed, there are a variety of occupants that include the following:

2.2.5.1 Facility Manager

Commercial facilities typically have an individual, either a staff member or a service company, that implements maintenance and operations programs to ensure that the facility continues to function according to its intended purposes during occupancy and use. The facility manager may participate in the planning and design of the project or subsequent alteration, renovation, or addition projects.

2.2.5.2 Facility Users

Facility users are the people for which the facility was designed and constructed to conduct activities in accordance with its intended purpose. In some complex facilities, such as hospitals, the users may provide valuable input to the A/E team and assist with designing a facility that will meet spatial and functional requirements.

2.2.5.3 Visitors

In addition to the needs and requirements of the facility users, consideration must be given to those that visit the facility.

2.2.6 Utility Service Providers

Utility service providers are not part of the owner team in the same sense as those described above; however, this category is included here because the relationship between the providers and the owner continues for the life of the facility.

The owner arranges and contracts for the various public and regulated private utility providers that will furnish electrical power, natural gas, domestic water, sewerage removal, stormwater control, and communications services to the completed facility. After the owner has entered into the appropriate agreements, the design and contractor teams assist with the coordination of these utility services.

2.2.7 Authorities Having Jurisdiction

Like the utility service providers, authorities having jurisdiction are also not part of the owner team but the relationship continues after construction.

Authorities having jurisdiction (AHJs) include building code officials, zoning officials, inspectors, and regulatory agencies. They protect the public's health, safety, and welfare by administering laws, codes, and other regulations governing the project.

2.3 The Design Team

The design team works with the owner to deliver a facility meeting the owner's vision and requirements. The process of transforming the owner's vision and requirements, as expressed in the decisions and conclusions composing the project conception, from original concepts, visions, and ideas to the documentation required for construction, requires various disciplines of aesthetic and technical design services. Normally, A/E services are obtained by the owner separately or may be included as a part of a delivery method, such as the design-build (D-B) project delivery method. Design services may involve only one discipline or be very complex and require an A/E and various consultants with specific expertise. Using specialized design skills, the design team is usually responsible for the following services:

Addressing the planning issues, including those involving the AHJsAssisting the owner in determining the design program and requirementsDesigning a project that reflects the owner's visions and meets the design program and requirementsIdentifying codes and regulations applicable to the design Researching, evaluating, and selecting productsProducing the procurement and construction documentsAdministering the construction contractProviding QA procedures and QC reviews

Selection of A/E design services is usually based on qualifications, experience, and/or unique design skills or abilities, and not simply lowest price. It is prudent to select A/E design services that are appropriate for the project requirements and are consistent with the owner's vision of the facility desired. For example, small firms will not have the experience, staff, or capabilities to provide design services for a very large project, such as a sports venue, hotel, office complex, or high-rise building. Also, a large firm may provide far too many services for a small project or produce a creative and technical design that is more suited for a large project rather than a small project.

A very large number of projects have been produced in the past, and continue to be produced, utilizing traditional design services, which typically include the following broadly defined design services that can be used with any of the project delivery methods:

Originating the design conceptCreating the design schematicallyDeveloping the design in more detailPreparing the contract and/or construction documentation

While not always the case, this diversified collection of design professionals is directed, managed, and coordinated by a single professional or firm. This professional or firm is primarily responsible for the major portion of the design and subcontracts with other design professionals with specialized talents required to complete the design. Leadership of the design team could be provided by any of the following:

Buildings:Architect for the design-bid-build (D-B-B) and design-negotiate-build (D-N-B) delivery methodsDeveloper, contractor, or A/E for the D-B delivery methodOwner's program manager for complex projects, using any of the delivery methodsThe facilities department for a business that requires buildings in multiple geographic locations that might be built by any of the delivery methodsThe construction manager for the construction management delivery methodOwner for the owner-build (O-B) delivery methodCurtain wall consultant for the renovations of the exterior wall of an existing building for the D-B-B and D-N-B delivery methodsTenant Improvements. Interior designer for the D-B-B and D-N-B delivery methodsMunicipal Infrastructure. Civil engineer for the D-B-B delivery methodIndustrial Facilities. Mechanical engineer for any of the delivery methodsTransportation Improvements. Governmental agency's public works department

The design team is universally referred to as the A/E (architect/engineer). The A/E team may be composed of any of the design professionals named below. Each of these terms can be used to refer to any individual professional, or to the business firm, that provides those particular design services. In order to use the title of architect or engineer, an individual must have a college degree, pass a licensing examination, and be duly and currently licensed in the state in which the project is located. With the exception of individual residences and possibly some very small commercial projects, the work of architects and engineers must include a seal attached to their work products, which are also known as instruments of service. Consultants are individuals or firms that have specialized knowledge and a significant amount of experience in a design discipline and provide specialized design services. These individuals may or may not be required to be licensed.

The terms architect, engineer, and consultant reflect the education and specialized training, governmental licensure, and sphere of design in which they practice. These individuals may also have other titles that reflect their role within their respective businesses and the responsibility they have as one of the design professionals contributing to the design of a project. The roles and responsibilities discussed below for architects, engineers, and consultants are generally the same for any of the project delivery methods.

2.3.1 Architect

The architect is responsible for the aesthetic and technical design of a project and for managing the design services provided by engineers and consultants for utility systems and other systems and equipment in the building not traditionally part of the services of an architect. Roles and responsibilities vary within firms of varying sizes, but generally include the following positions:

2.3.1.1 Principal-in-Charge

The principal-in-charge (PIC):

Is typically an owner, principal, or officer of the firm that bears ultimate responsibility for the project and is final decision maker for the firmIs authorized to sign and commit the firm to binding contractsMay or may not seal the documentsProvides global “high-altitude” management and is not involved with day-to-day activitiesRepresents the firm to othersUsually is not involved in the details of design, documents, or construction Usually does not meet with product manufacturer representatives or suppliers

2.3.1.2 Project Manager

The project manager (PM):

May or may not be an owner or principal of the firm, but is usually an officerMay or may not be authorized to sign and commit the firm to binding contractsMay or may not seal the documentsProvides general “middle-altitude” management of the architect's staff, engineers, and consultants and is involved with day-to-day activitiesGuides the project through the design portion of the project delivery methodHas controlling responsibility for the various phases and activities of the design process May or may not meet with product manufacturer representatives or suppliers

2.3.1.3 Programmer

Services may be provided by a programming consultant outside the firm. The programmer:

Is generally reserved for large, complex projects such as hospitals Meets with the owner and user groups to interpret the design requirements and develop a program that will be used to arrange the spatial relationships between functions and areas of the projectUsually is not involved with the construction documents or construction administration Does not meet with product representatives or suppliers

2.3.1.4 Project Designer

The project designer:

Creates the aesthetic design for the project which may be limited to the exterior if an interior designer is part of the design teamMeets with product representatives or suppliersSelects materials and products and, subject to owner approval, has decision-making power for the exterior designUsually is not involved with the construction documents or construction administration

2.3.1.5 Interior Designer

Services may be provided by an interior design consultant outside the firm. The interior designer:

Creates the aesthetic design for the interiors of the projectMakes recommendations for interior finishes, including color coordinationDesigns interior spaces and furniture layoutsMeets with product representatives or suppliersSelects materials and products and, subject to owner approval, has decision-making power for the interior designMay or may not be involved with the construction documents or construction administration

2.3.1.6 Project Architect

The project architect (PA):

Provides some “low-altitude” management of the architect's staffDirects, manages, and coordinates the day-to-day activities of the production of the construction documentsCoordinates the construction documents with the engineers and consultantsMeets with product representatives or suppliersGenerally determines the assembly of materials and productsHas some amount of decision-making power, which is usually limited to the documents

2.3.1.7 Job Captain

The job captain:

Probably does not have client contactWorks primarily for the project architect to produce the construction drawings; may direct the work of the drafters, but has no other management responsibilitiesHas no decision-making power or influence over the aesthetic design, construction documents, or construction administration

2.3.1.8 Drafter

The drafter:

Does not have client contactWorks for the job captain on the construction drawings and has no management responsibilitiesHas no decision-making power or influence over the aesthetic design, construction documents, or construction administration

2.3.1.9 Specifier

Services may be provided by an independent specifications consultant. The specifier:

Provides material and product researchPrepares clear, concise, correct, and complete written specifications based on the design and tailored to the construction drawingsDoes not select, but may recommend or influence, the selection of the exterior and interior materials and products that are exposed to view; may select or influence the selection of materials and products that are not exposed to view Assists PM, PA, and others with decisions about the technical aspects of the aesthetic design and construction drawings

2.3.1.10 Construction Administrator

The construction administrator (CA):

Administers the construction contract Works with the owner and contractors during constructionGenerates and/or processes change orders, supplemental instructions, and change requestsReviews submittals, observes the work, responds to questions, and interprets the construction documentsReviews contractor's applications for payment and requests for substitutionsMay have limited decision-making power about the project design

Even though the preceding role and responsibility descriptions are for architectural firms, other design firms will have many of the same, or similar, roles and responsibilities. Also, not all of these roles will be found on every project. The size of the project will determine which are necessary. For example, the project manager may also be project designer and project architect for small projects, whereas large projects may need several project managers and a larger number of project architects.

2.3.2 Civil Engineer

The civil engineer:

Is responsible for the technical and engineering design of the site for the following:Improvements, such as streets, roads, paving, plazas, and retaining wallsService utilities, such as water, sewer, energy, communications, and storm drainageShaping the topography of the land, such as earthwork, cut and fillgradingProvides construction drawings and specificationsParticipates in construction administration

2.3.3 Structural Engineer

The structural engineer:

Is responsible for the technical and engineering design of the building structural support frame, including footings and foundationsProvides construction drawings and specificationsParticipates in construction administration

2.3.4 Mechanical Engineer

The mechanical engineer:

Is responsible for the technical and engineering design of the movement and distribution of heated and cooled air, ventilation, and removal of odors, including the necessary equipmentProvides construction drawings and specificationsParticipates in construction administration

2.3.5 Electrical Engineer

The electrical engineer:

Is responsible for the technical and engineering design of the supply and distribution of lighting, power, and communication systems, including the necessary equipmentProvides construction drawings and specificationsParticipates in construction administration

2.3.6 Plumbing Engineer

The plumbing engineer:

Is responsible for the technical and engineering design of the supply and distribution of domestic water, removal of sewerage, directing rainwater off the roof, and medical gas systems for hospitals, including the necessary equipmentProvides construction drawings and specificationsParticipates in construction administration

2.3.7 Landscape Architect

The landscape architect:

Is responsible for the aesthetic and technical design of the trees, shrubs, lawns, plants, furnishings, plazas, courtyards, and visual improvements to exterior areas of the siteProvides construction drawings and specificationsParticipates in construction administration

2.3.8 Fire Protection Engineer

The fire protection engineer:

Is responsible for the technical and engineering design of the supply and distribution of active fire suppression systems, including the necessary equipmentAdvises, assists, and makes recommendations for the following:Determining the need for passive fire protection materials and assemblies Functional design to protect life and propertyMay provide construction drawings and specificationsMay participate in construction administration

2.3.9 Exterior Enclosure Consultant

The exterior enclosure consultant:

Advises, assists, and makes recommendations for the aesthetic and technical design of the building envelope enclosure; may be responsible for, or influence, the selection of materials and productsMay provide construction drawings and specificationsMay participate in construction administration

2.3.10 Roofing and Waterproofing Consultant

The roofing and waterproofing consultant:

Advises, assists, and makes recommendations for the roofing and waterproofing systems; may be responsible for, or influence, the selection of materials and productsMay provide construction drawings and specificationsMay participate in construction administration

2.3.11 Cost Estimator

The cost estimator:

Prepares detailed estimates of probable construction cost of a projectMay be a professional in independent practice or on the staff of the contractor

2.3.12 Code Consultant

The code consultant:

Advises, assists, makes recommendations, and evaluates the design for compliance with the applicable building codesAssists with obtaining permits from AHJs

2.3.13 Sustainability Consultant

The sustainability consultant:

Advises, assists, and makes recommendations for being environmentally sensitive and for sustainable properties of materials and productsAssists with evaluations and decision making if the project is seeking a specific Green Building ratingMay participate in construction administration

2.3.14 Commissioning Consultant

See discussion later in this chapter.

2.3.15 Food Service Consultant

The food service consultant:

Is responsible for planning and the technical design of commercial kitchens and the necessary equipmentMay prepare construction drawings and specificationsMay participate in construction administration

2.3.16 Building Transportation Consultant

The building transportation consultant:

Is responsible for performing traffic studies and selecting the equipment for elevators, escalators, moving walks, and dumbwaitersMay prepare construction drawings and specificationsMay participate in construction administration

2.3.17 Parking Consultant

The parking consultant:

Is responsible for the technical design and layout of parking areas and parking garagesMay prepare construction drawings and specificationsMay participate in construction administration

2.3.18 Swimming Pool, Fountain, and Water Feature Consultant

The swimming pool, fountain, and water feature consultant:

Is responsible for the aesthetic and technical design of the materials, products, finishes, and equipment to control water in a design feature May prepare construction drawings and specificationsMay participate in construction administration

2.3.19 Building Maintenance Equipment Consultant

The building maintenance equipment consultant:

Is responsible for determining how the exterior wall will be accessed for maintenance, such as window washing and selecting the equipmentMay prepare construction drawings and specificationsMay participate in construction administration

2.3.20 Acoustical Consultant

The acoustical consultant advises, assists, and makes recommendations for the control, improvement, and containment of sounds and noise within the facility.

2.3.21 Lighting Design Consultant

The lighting design consultant advises, assists, and makes recommendations for lighting portions of the facilities, frequently to emphasize the facility design or to focus on an accent.

2.4 The Contractor Team

Constructing a project involves significant time, money, and personnel to convert a project design into a physical facility. Construction services typically include the following:

Cost estimatingTime schedulingContractingProcurement (bidding, negotiating, purchasing) Management of construction

Unlike the selection of design services, selecting construction services could be exclusively based on being the lowest bidder of several contractors competitively bidding the project. Contractor selection may also be based on reputation, previous relationship with the owner or A/E, or special qualifications or experience constructing the specific type of project involved. The owner may select the contractor by a competitive bidding process or negotiation in which the basis of selection is more than construction cost alone. In such a process, the owner seeks proposals (negotiations) in which contractors state desired aspects of a proposed agreement rather than respond to the requirements of procurement documents as is normal in the D-B-B project delivery method.

As will be discussed in more detail in the chapters about the various project delivery methods, there are six primary project delivery methods, and several of variations are possible. One of the primary differences between the methods is in how the contractors, subcontractors, and suppliers are contracted for materials, products, and installation services.

Construction services may be combined with design services or may be obtained during or after the design process. Each type of project delivery will necessitate different sequencing of the construction process. When multiple contracts are involved, some contracts may be procured under a bidding process, while other services on the same project may be obtained through negotiated contracts or unit price contracts. Project delivery methods will be discussed, including the roles and responsibilities of the participants and whether construction services are obtained with complete construction documents or partial design documents. Regardless of how services are provided, it is prudent to obtain references and qualifications for the firm performing the actual construction. One of the most significant aspects of these qualifications is the financial capacity and bond capacity.

Project management services may be utilized early in the project delivery process to complement design services. These management services may simply involve establishing construction costs of the design or may be more formally established as project management or construction management. Construction expertise is extensive and diverse, and this expertise is offered similar to other professional services. Depending on the nature of these services, some jurisdictions may or may not require licensure of construction management services. Services such as estimating or management may not require licensing, whereas actual construction may require licensing to protect the public. Construction contractors with extensive experience can add tremendous value to any team.

Constructing a project requires knowledge of its numerous components as well as management skills to ensure that participants work together in harmony to complete a facility. Much construction is performed by specialists in many different trades. These specialists are usually employed by a contractor as subcontractors. A project may have numerous contractors and/or subcontractors, each performing a particular portion of the work. Each of these construction services may be provided under different types of agreements.

2.4.1 Contractor

The contractor enters into an agreement with the owner to build the facility described in the documents produced by the design team. The term contractor is used universally in this practice guide and is used to refer to the entity that constructs a facility. The contractor uses their management abilities to gather the various labor forces, subcontractors, and material, product, and equipment suppliers required to construct the facility.

Management expertise that contractors bring to the project delivery process includes the following:

Experience in the construction of facilitiesKnowledge of factors that influence cost, time, and qualityAbility to manage multiple subcontractors and suppliersAbility to manage complex construction operations and dynamic site activities