In this regard, Greenspan and his associates report that, "The construction manager at-risk, who also acts as the general contractor, is integrally involved in the design process, assisting with design, constructability reviews, cost estimating, and scheduling" (p. 14). In this emerging capacity, construction managers must possess a thorough knowledge of construction materials and be able to identify where cost savings can be achieved through alternative uses of different materials.

(Steamboats, incidentally, did even better.) Due to the heavy emphasis on steam transportation, especially by rail the government was better equipped to man and supply vast areas of the nation in combat. The train also traveled at a far greater speed than other more traditional forms of transport, as much as 5 times faster than the mule-drawn wagons of the day. Therefore fewer vehicles were needed and supplies and people

"Brainstorming, scenario planning, and expert interviews is the tools highway engineers commonly use in routine engineering and construction management tasks." (U.S. Department f Transportation 2007 P. 2). Table 3 reveals the summary of the tools and technique in the risk identification process. Table 3: Risk identification tools and techniques PROJECT-SPECIFIC DOCUMENTS PROGRAMMATIC DOCUMENTS TECHNIQUES Project description Work breakdown structure (WBS) Cost estimate Construction schedule Procurement plan Team issues and concerns Historic data Checklists Final project reports Risk response plans Organized lessons learned Published commercial databases Academic

Construction Daily Field Construction Report DeMatteis/Turner Construction Site Contractor: DeMatteis/Turner Report No: Weather Temperature Conditions a.MP.M Low Temperature: |_| Partly Cloudy . |_| High Temperature: 50F |_| Cloudy |_| |_| Windy |_| Notes ? |X| Rain |X| |_| Snow |_| |_| Other ? |_| Workmen/Visitors Total Total Total Abatement ? Field Staff ? Plasterers 1 Others: (list trade) Balancing ? Finish Carpenters 1 Plumbers ? 1 safety officer ? Carpenters 7 Flooring ? Roofers 1 laborer Caulking ? Insulator ? Sheet metal Ceiling Iron Workers ? Sheet rockers/Tapers Concrete Finishers

5.4: Accept Bullring team accepted some risks; however, the company developed the effective cost and schedule strategies to manage these risks. For example, the company allotted sufficient fund to militate against risks associated with the project costs and schedule. Table 2 presents the compressive list all the risks deemed to affect the outcome of the Bullring project. Table 2: Associated Risks on the Project Cost Related Risks: Index Scores Tight project schedule 0.67 Design variations 0.49 Project variations from

Controlling Construction Cost: It is seldom that the initial bid estimate to carry out a specific construction activity is the same as the actual cost of doing the work. Generally, the estimate cost tends to be higher or lower due to the various unforeseeable factors that contribute to the differences. Therefore, it is increasingly essential for the project manager and contractor to keep current on the costs of a project through