Читать книгу Construction Management JumpStart - Barbara J. Jackson - Страница 142

You are now aware of exactly what it is that you are supposed to be managing as a construction manager—cost, time, quality, and safety, right? And basically your job is to mitigate the risks associated with each of these factors and optimize project performance. But there's more. Before you have anything to manage, you must first compete for the opportunity to actually build the project. I haven't yet talked about one definitely critical task associated with construction management: actually getting the work in the first place. (Chapter 3, “How We Get the Work,” is dedicated solely to this aspect of the process.)

So to clarify, the flow of events in construction management is to first get the work and then to do the work, and as we do the work, we must keep score by assessing our progress toward meeting the project goals for time, cost, and quality. Eight basic functions are performed to accomplish these three tasks. Some of them address only one of the primary tasks, while others overlap and apply to more than one task. Although each of the 10 functions is covered in Chapters 6 through 14, I'll introduce you to them now so that you can get an overall sense of just what construction managers do before I discuss what it actually takes to be one.

 Managing the project team

 Performing pre-construction services

 Estimating the project

 Administering the contract

 Managing job site and construction operations

 Planning and scheduling the project

 Monitoring project performance

 Managing project quality

 Managing project safety

 Assessing and managing project risks