This paper examines the multifaceted role of the modern construction manager in today's competitive and complex construction industry. Drawing on peer-reviewed and scholarly literature, it explores the range of skills, educational backgrounds, and professional experience that effective construction managers must possess. The paper reviews standard occupational responsibilities as defined by the U.S. government's Standard Occupational Classification system, discusses the importance of communication and leadership on job sites, and analyzes emerging approaches such as the construction manager at-risk (CMAR) model. Cost management strategies, value engineering, and tools for maintaining project schedules are also examined.
The paper demonstrates effective synthesis of multiple sources around a central argument. Rather than summarizing each source separately, the author weaves them together to progressively build the case that construction managers require a unique blend of technical expertise, interpersonal skills, and hands-on experience. Quotations are introduced purposefully and followed by analysis that connects them back to the paper's thesis.
The paper opens with a brief contextual introduction establishing the importance of the topic, followed by a single extended review-and-analysis section that covers qualifications, responsibilities, leadership, and cost management. A concluding section synthesizes the major findings. This structure is typical of a focused literature review paper, where depth of analysis within a single body section replaces a more elaborately subdivided format.
Today, the construction industry has become enormously competitive and complex. A wide range of new construction materials are available that require specialized knowledge in their application, and major construction projects demand careful budgeting and scheduling expertise. In addition, individuals working in the construction industry must be able to communicate with a number of professionals and workers in other fields, and the use of sophisticated project management software applications is becoming increasingly commonplace. Furthermore, strict building codes and safety standards are in place across the country that must be followed to ensure compliance with a project's legal requirements. In this environment, the role of the modern construction manager has clearly assumed a new level of importance and relevance to the construction industry. To determine the role of the construction manager in the 21st century, this paper provides a review of the relevant peer-reviewed and scholarly literature concerning this issue, followed by a summary of the research and important findings in the conclusion.
By any measure, managing a construction project today requires a high degree of specialized knowledge and training in order to avoid unnecessary delays, legal infractions, cost overruns, and injuries on the job site. According to Arain and Pheng (2006), "The construction process is influenced by highly changing variables and unpredictable factors that could result from different sources" (p. 59). The different sources of influence on construction projects range from the varying performance of construction crews, the availability of needed resources, environmental conditions, and the level of involvement of others, as well as contractual relations (Arain & Pheng, 2006).
Given this wide range of influences on a construction project's management and outcome, it is little wonder that problems can arise. Arain and Pheng emphasize, "As a consequence of these sources, the construction of projects may face problems which could cause delay in the project completion time" (p. 59). In their analysis of the main reasons for significant problems arising during construction projects, Arain and Pheng cite the "lack of a specialized construction manager" among the most frequently cited issues by construction industry professionals (p. 60). In reality, though, most construction managers will need to possess a wide range of skills, knowledge, and experience in order to be successful even in a highly specialized field. As Sebestyen (1998) points out, "No one would deny that human talent and experience will continue to be of critical importance in construction management in the future. On the other hand, one should not readily give up the idea that the science of management can usefully complement empirical skills and instinct" (p. 241).
According to Ratcliffe, Stubbs, and Shepherd (2003), while the reasons for using a construction manager will vary from project to project, there are some commonalities in those cases where they are used. Ratcliffe and his colleagues report that, "The appointment of a construction manager is most common where the developer acts in the capacity of total project manager and, for reasons of either managerial efficiency or lack of technical expertise, or both, prefers to delegate responsibility for overseeing all the construction activity to another" (p. 269).
Although the typical construction manager may have trained specifically for this position, construction managers can also be professionals in other construction-related fields. As Ratcliffe et al. note, "The construction manager might be an architect, a builder, an engineer, a building surveyor or a quantity surveyor, and extensive practical experience in the type of project being built is essential" (p. 269). Some of the skills required of modern construction managers include the following:
1. It is important to have a strong technical background with a sound understanding of construction techniques, forms of construction, legal requirements, safety, and quality systems.
2. An ability to motivate and lead different teams — not only the site team, but also the client and design teams, all of which may have a different vision of what they expect from the completed building.
3. An ability to manage these expectations while also ensuring that the budget is maintained (Jones, 2008, p. 32).
Whatever their background and specialty area, in order to manage others in a highly complex environment, construction managers must possess the right combination of education and professional experience. Most people do not become construction managers overnight, even if they hold a college degree in construction science. Rather, many construction managers first use their education in combination with hands-on experience across a variety of roles in the construction industry. Applebaum (1999) reports that although a college degree in construction science is not an absolute prerequisite, a growing number of construction managers have completed formal education in the industry. According to Applebaum, "College graduates may advance to positions as assistant manager, construction manager, general superintendent, cost estimator, construction building inspector, general manager and top executive, contractor, or consultant" (p. 9).
Although all construction managers will perform different responsibilities depending on the type of project involved, some insights concerning typical responsibilities can be gained from a review of the U.S. government's Standard Occupational Classification Code (11-9021.00) for construction managers, which includes the following major elements:
1. Plan, direct, coordinate, or budget — usually through subordinate supervisory personnel — activities concerned with the construction and maintenance of structures, facilities, and systems. Participate in the conceptual development of a construction project and oversee its organization, scheduling, and implementation.
2. Schedule the project in logical steps and budget the time required to meet deadlines.
3. Determine labor requirements and dispatch workers to construction sites.
4. Inspect and review projects to monitor compliance with building and safety codes and other regulations.
5. Interpret and explain plans and contract terms to administrative staff, workers, and clients, representing the owner or developer.
6. Prepare contracts and negotiate revisions, changes, and additions to contractual agreements with architects, consultants, clients, suppliers, and subcontractors.
7. Obtain all necessary permits and licenses.
8. Direct and supervise workers.
9. Study job specifications to determine appropriate construction methods.
10. Select, contract, and oversee workers who complete specific pieces of the project, such as painting or plumbing.
11. Requisition supplies and materials to complete construction projects.
The research showed that modern construction managers wear a number of "hats" besides their hard hats in a typical construction project today. Construction managers may be specifically trained for the profession, or they may be architects, surveyors, design engineers, or other professional members of the construction industry who serve in this capacity for a given project or several projects. The research also showed that a college degree in construction science represents a good starting point for those who aspire to become construction managers, but most individuals do not walk out of the college door and into the role right away. Rather, in many cases, individuals have paid their dues by performing a number of other jobs within the construction industry that ultimately contribute to their effectiveness as construction managers.
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