Читать книгу Construction Management JumpStart - Barbara J. Jackson - Страница 111

In 1996, a group of owners, architects, contractors, and engineers gathered in San Francisco to discuss common goals and opportunities for collaboration in the building industry. This group formally organized themselves as the Collaborative Process Institute (CPI). During their discussions, they came up with what I think are the best descriptors of the factors that need to be managed and controlled on a construction project in order to produce a successful outcome for the owner and all parties involved. They referred to these factors as the six dials of project value: cost, time, quality, safety, scope, and function.

The idea is that each of these dials has a most advantageous setting for any given project, and it is the project team's job to optimize these settings. As noted earlier, only the first four project values are within the traditional range of services provided by the construction management team: cost, time, quality, and safety. The last two, scope and function, are typically determined by the owner and their design team prior to the construction manager being involved. However, some project delivery methods bring the construction professionals onto the team early in the process so that they may assist with scope definition, overall function, and programming. I will discuss project delivery in greater detail later in this chapter.