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CITATION

Levy, Sidney. Project Management in Construction, Sixth Edition. US: McGraw-Hill Professional, 2011.

Project Management in Construction, Sixth Edition

Authors: Sidney Levy

Published:  August 2011

eISBN: 9780071753098 0071753095 | ISBN: 9780071753104
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  • Contents
  • Preface
  • Chapter 1. An Introduction to the Construction Industry
  • Critical Issues Facing Contractors in This New Millennium
  • How our industry is perceived
  • Information technology
  • Human resources—the changing workforce
  • Undocumented immigrant problem
  • Productivity
  • Quality control
  • Project delivery systems
  • The organization
  • Construction technology
  • Safety
  • The changing marketplace
  • Chapter 2. The Start of the Construction Process
  • The Letter of Intent
  • Defining costs in the letter of intent
  • Subcontractor commitments via the letter of intent
  • The letter of intent termination clause
  • Prevalent Types of Construction Contracts
  • Cost of the work plus a fee
  • The stipulated or lump-sum contract
  • The cost-plus-a-fee with a GMP contract
  • Construction manager contracts
  • Program manager
  • The joint venture agreement
  • Turnkey contracts
  • Build-operate-transfer
  • Contracts with government agencies
  • Chapter 3. The General Conditions to the Construction Contract
  • AIA A201—General Conditions of the Contract for Construction
  • Article 1: General provisions
  • Article 2: Owner
  • Article 3: Contractor
  • Article 4: The architect
  • Article 5: Subcontractors
  • Article 6: Construction by owner or by separate contractors
  • Article 7: Changes in the work
  • Article 8: Time
  • Article 9: Payments and completion
  • Article 10: Protection of persons and property
  • Article 11: Insurance and bonds
  • Article 12: Uncovering and correction of work
  • Article 13: Miscellaneous provisions
  • Article 14: Termination or suspension of the contract
  • Article 15: Claims and disputes
  • AIA Document A232—General Conditions for the Construction Manager Contract
  • A Word to the Wise
  • Chapter 4. ConsensusDOCS, Integrated Project Delivery, and Lean Construction Contracts
  • The American Institute of Architects—AIA Integrated Delivery Project
  • C191-2009, Standard Form Multi-Party Agreement for Integrated Project Delivery
  • C195-2008, Standard Form Single Purpose Entity Agreement for Integrated Project Delivery
  • Exploring the Limited Liability Company Concept
  • ConsensusDOCS
  • ConsensusDOCS 200, Standard Agreement and General Conditions Between Owner and Contractor (Where the Contract Price Is a Lump Sum)
  • ConsensusDOCS 200.1, Potentially Time and Price Impacted Materials
  • ConsensusDOCS 200.2, Electronic Protocol Addendum
  • ConsensusDOCS 300, Standard Form of Tri-Party Agreement for Collaborative Delivery
  • ConsensusDOCS 400, Standard Design-Build Agreement and General Conditions Between Owner and Design-Builder (Where the Basis of Payment Is the Cost of the Work with a GMP)
  • ConsensusDOCS 500, Standard Agreement and General Conditions Between Owner and Construction Manager (Where the Basis of Payment Is a Guaranteed Maximum Price with an Option for Pre-Construction Services)
  • ConsensusDOCS 750, Standard Form of Agreement Between Contractor and Subcontractor
  • Lean Construction
  • Section 3, Relationship of the Parties
  • Section 4, Formation and Functioning of the Core Group
  • Section 5, Collaboration and Integrated Preconstruction Services
  • Section 6, Project Planning and Scheduling
  • Section 10, Development of Design Documents
  • Section 11, Value Engineering, Constructability, and Work Structuring
  • Section 12, Guaranteed Maximum Price Proposal and Contract Time
  • Section 13, Financial Responsibilities and Project Contingencies
  • Section 15, Construction Phase Operations
  • Section 27, Quality of Work and Services
  • These New Documents Raise Insurance, Legal, and Claims Concerns
  • The Legal Concerns
  • Chapter 5. Bonds and Insurance
  • This Risky Business
  • Bonds for Projects in Government Projects—The Miller Act
  • Why Contractors Fail
  • Bonds and the Bonding Process
  • The terminology of bonds
  • Ten things you should know about surety bonding
  • The letter of credit
  • The bonding process
  • Prequalifying for a bond
  • Insurance
  • Builder’s risk
  • Workers’ compensation insurance
  • Subcontractor default insurance
  • Subguard®-Default Insurance for Subcontractors
  • Controlled insurance programs
  • Insurance terms
  • Are New Insurance Requirements on the Horizon?
  • Chapter 6. Organizing the Project Team
  • Organizing the Job in the Office
  • Changing CSI specification division numbering
  • Addenda and bulletins
  • Project files
  • Organizing the Estimate
  • Investigating allowance and bid alternates
  • Alternates
  • Shop drawings and the shop drawing log
  • Informational copies
  • The RFI log
  • Job scheduling
  • The critical path method (CPM)
  • Activity duration times
  • The importance of float and who owns it
  • The project meeting minutes
  • Other forms to consider when getting organized
  • Lien waivers—for progress and final payment
  • Organizing in the Field
  • Shop Drawing Organization
  • The Future of Project Organization
  • Chapter 7. Successful Project Completion Demands a Successful Start
  • Starting Off on the Right Foot
  • Controlling the Project Start
  • Review of the Contract with the Owner
  • Review of the Project Specifications
  • Specific items to look for when reviewing the specifications
  • Record Drawings
  • Inspections and Test Reports (Other Than Those Required by Local Officials)
  • Operations and Maintenance Manuals
  • Commissioning and TAB
  • TAB—A Procedure That Requires Special Attention
  • Commissioning
  • The Punch List
  • Is it a punch list or a warranty item?
  • Attic stock, special tools, and spare parts
  • Material safety data sheets
  • Preparing for that First Project Meeting with the Subcontractors
  • That Dangerous End-of-Project Syndrome
  • A Building Systems Commissioning Checklist
  • Chapter 8. Estimating
  • The 2010 Edition of CSI’s MasterFormat®
  • Acquiring a Database
  • The purchased database
  • Acquiring the in-house database
  • The weekly field labor report
  • Combining cost codes and daily reports to produce the database
  • Analyzing Unit Costs
  • Displaying unit costs
  • Monitoring the reporting of costs
  • When disparities in costs appear
  • Bundling to create a unit cost
  • Conceptual Estimating
  • The various stages of the process
  • The Postconstruction Project Review
  • Mining Completed Projects to Enhance the Database
  • The Project Parameter Cost Model Form
  • The preparation of a project cost model data sheet
  • Sources of Conceptual Estimating Data
  • Cost index data
  • Order-of-Magnitude Estimating
  • Order-of-magnitude issues to consider
  • Special Requirements Associated with Office Building Estimating
  • Core and shell
  • The Tenant Work Letter
  • The Developer’s Responsibility
  • Subcontractor Responsibilities as They Relate to Tenant Fit-Ups
  • Chapter 9. Buying Out the Job
  • Reread the Contract with the Owner
  • Awarding Subcontracts
  • The subcontract interview form
  • The Bid Summary Sheet
  • Unit Prices
  • Other items to consider during the solicitation of prices
  • Combining Work to Best Advantage
  • Subcontract or Do It Ourselves?
  • The “we can do it cheaper” syndrome
  • Key Questions to Ask Subcontractors during Negotiations
  • Pitfalls to Avoid in Mechanical and Electrical Contract Negotiations
  • Who Is the Contractor?
  • Issues to Be Addressed
  • Temporary light and temporary power
  • Installation of underground utilities
  • Designing to local utility standards
  • Warranties and Guarantees
  • Spare Parts, Special Tools, and “Attic” Stock
  • Job Cleaning and the Contract
  • Communicating the Terms and Conditions of the Subcontract Agreement
  • Importance of lien waiver requirements in the subcontract agreement
  • Purchase Orders
  • Ordering when exact quantities are not known
  • Price protection and the purchase order
  • Pitfalls to Avoid When Issuing Subcontracts and Purchase Orders
  • Do Your Subcontract Agreements Include These Key Provisions?
  • Chapter 10. The Change Orders
  • A Cardinal Rule
  • Starting off on the right foot
  • Other questions to consider as potential costs in addition to those above
  • Reviewing the Important Contents of a Change-Order Request
  • Time and material work
  • The verbal authorization to proceed
  • What Constitutes “Cost”
  • Watch Those Hourly Payroll Costs
  • Completion Time and the Change Order
  • Consequential damages
  • Will contract time remain the same, be reduced, or be extended?
  • Small-tool costs
  • What costs other than bricks and mortar should be considered?
  • What overhead and profit fees can be included in change-order work?
  • When credits and charges both apply
  • The construction change directive—the CCD
  • Be alert to other contract provisions relating to change-order work
  • Public Works and the Change-Order Process
  • Will this change affect productivity or overtime?
  • Roadblocks to Acceptance of Change Orders
  • The owner’s perspective
  • The contractor’s perspective
  • The architect and engineer’s perspective
  • Liquidated Damages and the Change-Order Process
  • A typical liquidated damages clause
  • Change Orders Reflecting Costs due to Job Delays
  • Excusable delays
  • Concurrent delays
  • Compensable delays
  • Documenting compensable delays
  • The cost impact associated with delays, interruptions, suspension of work
  • When submitting the change order
  • Pitfalls to Avoid when Preparing Change Orders
  • The Change-Order Cost Checklist
  • Effective Change-Order Control
  • Chapter 11. Quality Control and Quality Assurance
  • Quality Begins with Quality Design
  • Strategies for Change
  • Total Quality Management
  • Benchmarking
  • The International Standards Organization
  • The Six Sigma Approach to Quality
  • From Theory to Practice
  • Quality control by observation
  • Quality starts with a thorough review of the contract documents
  • Quality Control and the Specifications
  • The F factor
  • Using trade organizations to learn about quality standards
  • The Preconstruction Conference—QC and QA
  • Sample panels and mock-ups
  • The punch list and QC/QA
  • Developing a Company QC/QA Program
  • The inspection checklist method
  • Chapter 12. Project Documentation
  • The Documentation Process
  • Documentation to the Owner
  • The unique provisions of a GMP contract with respect to documentation
  • Documentation to an owner from the construction manager
  • Documentation to the Architect and Engineer
  • Shop drawing submittals, review, returns, and logs
  • Requests for Clarification and Requests for Information
  • Field Conditions Documentation
  • The affect on “as-builts”
  • The Coordination Process
  • Other Important Documents
  • Cost proposal or cost estimate requests
  • Conditions that impact completion time
  • Documentation of close-out requirements
  • Documentation to the Subcontractors
  • Is the scope of the work fully understood by all?
  • Avoiding problems related to subcontractor misunderstandings
  • Linking the subcontract agreement with the owner’s contract
  • Subcontractor performance—the major concern
  • Danger signs and how to interpret them
  • That low subcontract bid—are problems waiting to surface?
  • Documentation When Major Drawing Revisions Are Made
  • What to do with all of those 8½ × 11s
  • What Impact Have These Major Revisions Had on Productivity?
  • Documentation Required When Contracting with Public Agencies
  • The Davis-Bacon Act
  • Complying with other government requirements
  • Project Documentation from the Field
  • The superintendent’s record of daily activities
  • Photographs: important documentary components
  • Chapter 13. Claims, Disputes, Arbitration, and Mediation
  • What Triggers Claims and Disputes?
  • The Bid Proposal Process and the Potential for Disputes
  • Do late bids count?
  • Other Potentials for Disputes
  • Oral contracts
  • Disputes regarding contract interpretation
  • Subsurface, changed, and differing conditions
  • What is different about “differing conditions”?
  • Differing Site Conditions (DSC)
  • Using geotechnical disclaimers to advantage
  • The court and differing site conditions
  • Shift Work and Its Impact on Productivity
  • Differing or changed conditions
  • Changed Conditions
  • Be wary of subcontractor input
  • A word about lost productivity
  • The courts and lost productivity issues
  • Claims against professionals
  • Acceleration: what it is and how it is used
  • Arbitration and Mediation
  • Mediation
  • The arbitration process
  • In Summation
  • Chapter 14. Safety in Construction
  • The Occupational Safety and Health Act (OSHA)
  • Factors Responsible for Declining Accident Rates
  • Safety Pays—in More Ways Than One
  • The positive effects of a good safety record
  • Workers’ compensation insurance
  • Developing the Company Safety Program
  • The statement of company policy
  • The safety director/safety coordinator
  • A hazard communication program
  • Chapter 15. Design-Build
  • What Is Design-Build?
  • Why has design-build garnered so much attention recently?
  • Developing a Design-Build Capability
  • Creating in-house design capability
  • The joint venture
  • The limited liability corporation—the LLC
  • An architect-or contractor-led design-build team?
  • Developing a Design-Build Program
  • Developing design-build proposals
  • The two-phase design-build proposal
  • The use of stipends
  • Another approach
  • How Owners Select Design-Builders
  • The selection process
  • Using Contract Incentives
  • Several forms of design-build contracts
  • The teaming agreement
  • Contract Provisions Unique to the Design-Build Process
  • Special provisions of design-build contracts
  • Contract provisions relating to defining the owner’s program
  • The role of the subcontractor in the design-build process
  • Design-Build in the Public Sector
  • Federal Design-Build Contracting
  • U.S. Department of Transportation (USDOT) Design-Build Effectiveness Study of January 2006
  • Evaluation of the phase two proposers
  • Chapter 16. Sustainability and Green Buildings
  • The Impact of Construction on the Environment
  • What Do We Mean by Sustainability?
  • What are some of these eco-friendly materials?
  • Whole-building design
  • Green buildings in the private sector
  • Some Design-Build/Sustainable Building Guidelines
  • Are green buildings more expensive than conventional construction?
  • Projected savings
  • Other revealing but not so apparent benefits of green buildings
  • The Greening of Existing Buildings
  • JohnsonDiversey Continues to Innovate
  • Chapter 17. Interoperability and Building Information Modeling (BIM)
  • Looking at the Last Several Decades
  • Contractors Slow to Embrace Technology
  • Interoperabilty—what is it and why is it so important?
  • The steel industry becomes a leader
  • What Is Building Information Modeling All About?
  • Coordination and interference issues addressed
  • Index