Assignment 2 - Construction Management

Assignment 2 – Construction Management

Textbook: construction project management 4th edition - Gould

Instructions: 

All assignments must have your name, assignment number, course name, date, and it must be word format.

Essay Responses: All questions need to be answered in essay format (must be typed, doubled spaced, Times New Roman, 12 point font, with 1" margins, and all sources must be sited).

Mathematical Responses: Students must show all the formulas and all procedures. Answers only will not be accepted, make sure to show all your work. Answers must be typed, double spaced, Times New Roman, 12 point font, with 1" margins).  

Chapter 3: Exercise # 2, Discussion Questions 1 and 2 page 71

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Exercise #2

2. History is full of great leaders. Research someone whose leadership style you admire. Identify some of the pesonal qualities of this great leader. What is about this person’s lead-ership style that is so effective? In your report define the nature of the business this person is part of and whether you feel this person’s leadership approach would translate well into the construction industry.

Discussion 1 & 2

1. Talking to on-campus recruiters, strong leadership skills is the most frequently mentioned attribute sought in college graduates. Discuss the importance of leadership to the effective management of construction projects. What differentiates management and leadership? What makes a good leader? Share an example of good or bad leadership that you have personally experienced. Lastly, where do you stand in your personal growth as a leader? What skills do you seek to improve before graduation?

 

2. The manner in which information flows continues to evolve. What was once communi-cated face to face or on the phone happens through e-mail or a text message? An owner report that was once published and submitted in hard multiple copies on a monthly basis is now posted electronically on the Web for all to see. Project information is now available instantly and automatically. Decisions that once needed to occur in the home office can now happen in the field. Describe what you see as the organizational and managerial chal-lenges to the creation and distribution of large quantities of project information. Take an example (say a daily report) and describe what you see as the protocol that should be used to safely and expeditiously distribute this information. In your answer identify in what form this report should be sent, who approves it, who sees it.

 

Chapter 4: Exercise # 2,  Discussion Questions 1 and 2 page 104 

Exercise #2

2. Research a local project and report on the following:

a. The delivery method employed

b. The type of contract employed and between which parties (diagram the organizational relationships and types of contracts in a and b)

c. When the concept phase for the project began and on what dates the designer and con-structor were hired

d. The number of subcontractors used and under what type of contract they were hired

e. Project risk and how the delivery method and contract types were able to shift it.

 

Discussion

1. Constructors that move from an “At Risk” project to one where they are working as a CM agent need to adopt a different mindset. They are no longer protecting their bid or their GMP, but are now working totally in the owner’s best interest. Many would say that this is too great an organizational cultural change to make on a project basis and companies are best adopting one approach only. Comment.

2. Integrated Project Delivery grew out of a contract type called Project Alliancing. One of the first documented Alliance projects was the National Museum of Canberra, in Australia. (Check out the Victoria Practitioner’s Guide at www.dtf.vic.gov.au—click on the Project Alliancing tab.) The successful Canberra Museum project was completed over10 years ago, and although there have been several other successful alliance projects in Australia, the process has not spread widely as all thought it would. Carey Lyon, past president of the Royal Australian Institute of Architects, states possible reasons include the reluctance of Australian contractors to give up the adversarial approach that is “built into their business model.” Integrated Project Delivery seems to be suffering from a simi-lar fate. Please comment. Do you feel times have changed?

 

Chapter 5: Exercise # 1, 2,  Discussion Questions 1 and 2 page 119 

 

Exercises

1. Analyze an actual project recently built in your area. Identify the major activities that occurred in each of the project phases and who accomplished them. Develop a flowchart or network diagram and present it to your class.

2. Class members should each examine a different local project and determine the following:The scope of the project (work included and work not included)Project cost per square footEconomic lifeDesign–construction timeIncome in dollars per square footCompare the viability of different project types at different interest rates.

 

Discussion

1. Most projects now utilize building information modeling (BIM) and other methodologies that collaboratively share exchange electronic design and project information. Discuss how these electronic strategies have the potential to alter the chronology of a project. In your answer discuss how the participant roles might change and what work may now be done concurrently.

2. Assume for the moment that your construction firm has been hired early in the design stage to provide preconstruction support on a complicated law school renovation. Assuming all goes well, your firm will eventually negotiate a GMP and complete the con-struction “at risk.” Discuss the specific tasks you can envision your firm conducting during

each design stage; conceptual, schematic, design development, and contract documents. Could you see value in engaging a specific subcontractor or vendor?