ASSIGNMENT-3

CPM-100

JUNE 29, 2021

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4.1 Describe the Design-Bid-Build, Design-Build, Construction Management,

and Integrated Project Delivery models in terms of contractual relationships
using a hierarchy tree.

Fig: Contractual Relationship

Design-Bid-Build
It is the most used method for completing construction projects which consists of three
distinct phases: the design phase; the bid phase and the build phase. The design phase begins
with an owner hiring a designer, either an architect or an engineer, to design a new facility.
While designing the new building, the architect or engineer will prepare necessary drawings
and specifications that the contractor’s team will need to complete the construction work.

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Once the design work is finished, the project is opened for bids. During the bid phase, general
contractors will review construction documents and ask the architect or engineer questions in
order to prepare their bid. After all the general contractors have submitted their respective
bids, the designer will review each bid, ask the contractors for any additional information and,
ultimately, choose the bid they think best fits the owner’s needs. Once the winning bid is
selected, the build phase begins, and the general contractor’s team can get to work. A unique
feature of the Design-Bid-Build method is that the designer will oversee the work of the
general contractor and subcontractors which ensures owner receives a quality product. The
disadvantages include longer duration in project delivery, owner is responsible for final cost
changes, contractor has no input to project etc.
Design-Build
The Design-Build method was created to reduce the duration that often accompanies Design-
Bid-Build by replacing the designer and the contractor with a single party who fills both roles,
called a design-builder. The design-builder, who is usually a contractor, serves as the owner’s
single contact for the entirety of the project which allows for efficient communication. The
process initiates with an owner drafting an initial project design and asking for project
proposals from various design-builders. After the owner has chosen a specific proposal, the
design-builder’s team can get to work securing permits and beginning construction
immediately. The owners who choose this method for their projects lose the advantage of
having a separate party overseeing the quality of construction work. Instead, the design-
builder has complete autonomy in the construction phase therefore choosing trustworthy
design-builder is integral to success in Design-Build.
Construction Management
In Construction Management delivery, the owner hires a construction manager to provide pre-
construction advices and then undertake the actual construction by number of different trade
contractors. Here, the construction manager acts as an agent for the client, administering and
coordinating the works. There are two routes used in this method:
 Construction Management for services
In this method of delivery, the owner hires a construction manager who provides
advisory services along with administering and overseeing the contracts between the
owner and the trade contractor. The owner hires trade contractors directly to perform
the work. Here the Construction Management is not at risk.

 Construction Management for services and construction

In this method of delivery, the Construction Management is at risk where they provide
advisory services and engage trade contractors as well as subcontractors and is
responsible for their performance after being hired by the owner.
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Integrated Project Delivery

Integrated project delivery (IPD) is relatively new delivery method, having made significant
progress in the construction industry only in the last decade. In this delivery method the owner
selects an Architect/Engineer and CM prior the project design. A joint contract is signed between
the three entities after goals and objectives are finalized. Like the CMAR process, the owner
must remain highly involved in the project as a crucial member of the project team. In this
method of delivery, the owner, Architect/Engineer, and CM are legally bound into a single entity
so that risk normally assigned to one party is distributed to all parties. Integrated project delivery
provides opportunities for minimizing project costs and increasing efficiency through
cooperation of the team members. This type of delivery method is best suited for projects in the
private sector that are complex and under a tight schedule. Public entities normally cannot use
IPD method due to the lack of a bidding component.

4.2 Graphically describe the phase in which a construction project manager

gets involved for each type of project delivery model.

Design-Bid-Build

Fig: Design-Bid-Build

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Design-Build

Fig: Design-Build

Construction Management
 Construction Management for services (Not at Risk)

Fig: CM for services (not at risk)

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 Construction Management for services and construction (At Risk)

Fig: CM for services and construction (at risk)

Integrated Project Delivery

Fig: Integrated Project Delivery

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5.8 Define the role of Project's Manager’s assistant.

By organizing project operations, the Project Manager assists the Project Manager. The primary
duties include ensuring the continuity and efficiency of each project from inception to
completion by clearly articulating with all stakeholders. There are some main roles and
responsibilities of a Project Manager’s Assistant listed below:
 On behalf of the Project Manager, an assistant contacts owners, managers, renters,
subcontractors, and insurance adjusters.
 The biggest duty of an assistant is to help the Project Manager in the full implementation
of given projects from start to finish.
 An assistant is in duty of verifying that all papers are correct and that they are posted to
internal and external claim systems.
 Organization and customers and interactions are also handled by an assistant.
 It is the role of an assistant to ensure that all work has been allowed and that all required
credentials and papers have been received from the customer.
 A project assistant is in favor of monitoring track of any changes to the project and
presenting updated schedules.
 Internal scopes of work, estimates, budgets, letters, faxes, notes, and emails are all
prepared and proofread by an assistant.
 To ensure project success, an assistant creates a link between the customer and the
project manager.
 As instructed by the consultant, it is responsible for relaying any necessary information to
the customer.
 Throughout the project, an assistant asks inquiries and addresses concerns to the project
manager.

6.1 Define the role of each team member: Estimator, scheduler, project
manager, project coordinator, project administration, health and safety
manager, Superintendent, Foreman, Labourers and Carpenters.
Estimator
 A typical Estimator's role includes the following:
 To estimate costs by analyzing drawings, bills of materials, and other project paperwork.
 Obtain the best pricing and quotes from suppliers and subcontractors by conducting
research, researching, negotiating, and obtaining the best rates and quotations.
 Includes Develop the project's financial, technical, and operational risks.
 To compile data on the most recent regulatory and legislative requirements.
 Liaising with customers and suppliers as working closely with key members of the
project team.

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Scheduler
The following are the main functions of a Scheduler:
 Collaborate closely with the project team to create, monitor, and manage the project
schedule, which includes engineering, construction, supply chain, regulatory, and
financial operations.
 To guarantee that all activities are scheduled and forecasted in the same way.
 Throughout the project's lifespan, create expenditure curves and cash-flow predictions.
 Review the critical route, cost loading, schedule content, relationship and lag use,
restrictions, and milestones on a regular basis.
 Regularly give key stakeholders with schedule analysis and analytics.

Project Coordinator
The following are the main responsibilities of a Project Coordinator:
 Prepare contracts with architects, consultants, clients, suppliers, and subcontractors, as
well as negotiate contract modifications.
 Create and execute quality assurance processes.
 To prepare client progress reports.
 To oversee the purchasing of construction supplies as well as land acquisition.
 Hire and manage subcontractors and employees.

Project Administration
 Project Administration hires a Project Administrator to assist the Project Manager with
administrative activities and processes.
 Put rules and procedures into practice.
 Maintain a budget projection and track costs.
 Assist the project team with communication by acting as a point of contact.
 Collaborate with stakeholders and foster a favorable connection.

Health and Safety Manager

 Key responsibilities of a Health and Safety Manager include:
 Put in place new health and safety legislation.
 Conducting noise, light, and chemical substance Occupational Health and Safety
assessments.
 Provide health and safety awareness training.
 Conduct frequent preventative checks and keep track of the results.
 To conduct risk assessment and verify that all paperwork is current.

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Superintendent
The following are the tasks and responsibilities of a superintendent:
 Coordinate the scheduling of subcontractors, consultants, inspectors, and vendors to
ensure that each project is completed on schedule.
 Maintain open lines of communication with the project team and assist each
subcontractor in performing his or her job tasks successfully and efficiently.
 On the job site, keep a written daily diary of visitors, job actions, supplies used, and
problems handled.
 Identify and resolve problems and disputes, as needed, by convening meetings and
collaborating with team members in diverse positions.
 At various phases of the project, keep an eye on the work and materials to verify that
quality control requirements are met.

Foreman
The following are some functions of a Foreman:
 A Foreman's responsibilities include the following:
 Evaluate the employees based on their performance and talents.
 Ensure that the safety measures are adhered to.
 Set a time limit for jobs and make sure they are done within that time range.
 Provide weekly updates on the development of the project.

Laborers
The following is a list of laborer jobs:
 Operate construction equipment and machinery and keep them in good working order.
 Whenever possible, assist machine operators, carpenters, and other professional laborers.
 Transport building materials through loading and unloading.
 Adhere to supervisory directions.
 Cleaning impediments and dangers from construction sites.

Carpenter
 Fits and instals window frames, doors, door frames, door hardware, interior and exterior
trim, and other carpentry projects.
 Assembles buildings above ground level using scaffolding and ladders.
 Uses hand tools, machinery, or power saws to shape materials to certain measurements.

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6.2 Draw a hierarchy tree showing the levels of management for a

construction project team in 6.1 and the communication channels.

6.3 Explain how the construction project manager relies on each member of
their team member in 6.1.
 ESTIMATOR:
Because cost estimating in project management is the act of projecting the financial and
other resources needed to execute a project within a given scope, a construction Project
Manager relies on the estimator. Cost estimation generates a total number that defines a
project's budget by accounting for each aspect necessary for the project, from supplies to
labor. Project estimators, in other words, examine production methods to determine the
amount of time, money, and labor required for a project. In addition, an estimator

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examines proposals, drawings, and other papers in order to calculate the resources
required to complete a project.

 SCHEDULER:

A project manager relies on the scheduler since he or she is responsible for planning,
developing, and maintaining project schedules in collaboration with technical experts,
project leaders, and project managers. In addition, the Project Scheduler works as part of
a cross-functional team to design and oversee development and construction project
schedules. The following are some of the advantages of project scheduling: Assists with
progress monitoring, reporting, and communication. Ensures that everyone is on the same
page when it comes to tasks, dependencies, and deadlines, as well as highlighting
difficulties and concerns such a shortage of resources. In other words, the process of
identifying tasks, events, and milestones with a specified start and completion date is
known as scheduling in construction projects.

 PROJECT CO-ORDINATOR:

Under the supervision of a construction project manager, construction project

coordinators plan, coordinate, and direct the operations of a construction project. Project
coordinators collaborate with members of the project team as well as the client to define a
timetable, set schedules, and track progress to ensure that deadlines are fulfilled.
Spreadsheets are used by project organisers to keep track of budgets, deadlines, and other
details. While project managers oversee the entire process from start to finish, the project
coordinator's job is to execute particular phases of a plan.

 PROJECT ADMINISTRATION:

Project Administrators are in charge of the administrative aspects of a company's projects

and programs. They generally report to a Project Manager and manage the project's daily
operations to ensure deadlines and compliance requirements are followed. There is a lot
of documentation on every construction project, which is why it requires a dedicated
individual to deal with it, which is where the Project Manager comes in. The
Administrator is in charge of ensuring that all everyday activities run smoothly.

 HEALTHY AND SAFETY MANAGER:

A construction project manager hires a health and safety manager for a variety of reasons,
including assessing health and environmental risks in the project, providing project

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employees with safety education and training, recognising hazards and preparing safety
hazard avoidance plans, and conducting site safety inspections and audits. The Health &
Safety Manager is in charge of the workplace's safety, health, and quality control. They
oversee or coordinate work processes to guarantee that goods and services meet the
highest quality standards, as well as ensuring working conditions are safe and lawful.

 SUPERINTENDENT:

A Construction Superintendent is responsible for overseeing and coordinating all of the

activities of a construction site according to project blueprints and schedule plans. After
P.M.’s responsibilities end, the Superintendent’s role begins. The primary difference in a
construction superintendent versus a project manager is that construction
superintendent’s work on construction sites alongside their construction workers, while
project managers typically oversee the administrative aspects of a project and work off-
site.

 FOREMAN:

They are in charge of serving as a liaison between construction workers and supervisors.
Aforeman's major responsibilities include directing daily chores, arranging labour
schedules, overseeing site quality, and managing the budget. As a Construction Foreman,
your tasks and responsibilities include overseeing overall site operations and maintaining
a pleasant working environment. The foreman serves as a link between higher
management and the construction employees on the job site. The foreman has the
authority to delegate tasks to construction employees.

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