As both a father and architect, Robinson Green Beretta Corp. Executive Vice President David L. DeQuattro understands the pitfalls of the phrase “some assembly required.”
In a typical construction project where a design is commissioned before the builder is brought in, the contractor is trying to “build someone else’s thoughts,” DeQuattro said. Just like building children’s toys from the manufacturer’s instructions, he said.
Beyond Cash Donations: How New Forms of Giving Are Transforming Not-for-Profit Accounting
Evolving Funding Landscape for Not-for-Profits Not-for-profit organizations are being asked to do more with less,…
Learn More
But in a construction management process – an emerging trend in the construction industry – which allows for a “design-build” process that brings the builder in during the planning phase of a project, the gap between ideas and execution is lessened.
Construction management can generally take on two forms, as defined by the Construction Management Association of America (CMAA).
In an “Agency CM” model, the manager provides a fee-based service and is responsible to the owner. Services provided include control of work scope, optimum use of money, project scheduling and avoidance of delays.
According to the association, this arrangement allows for the manager to conduct work with no conflict of interest.
An “At-Risk CM” model has the construction manager commit to completing a project within a guaranteed maximum price. The manager acts as a consultant to the developer during design and preconstruction, but as a contractor during construction. If the project comes in under budget, the CM and the developer split the savings. But if there are cost overruns, the CM is on the hook for them.
Larry Bacher, a project executive at construction management firm Gilbane Building Co., said the role of construction manager is beneficial for larger, more complex projects.
Additionally, the manager’s role in the design process benefits not only the designer, who gets to see the project through “a builder’s eyes,” but also the construction managers themselves.
“If the construction manager contributed no value during the design phase … it has to be a value to him just to have been steeped in the project to understand the design intent and to understand the owner’s goals in a way that a lump-sum bidder can’t,” Bacher said.
Bruce D’Agostino, executive director of CMAA, said the membership in the group has tripled in the last six years, to 3,400 nationwide.
He expects the growth in the industry to continue. Additionally, project management – construction management agreements for multiple projects, will continue growing, he said.
“You’re going to see not only more and more projects being managed by construction managers, but also large-scale programs,” D’Agostino said.
