Relevant bibliographies by topics / Construction manager

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
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Academic literature on the topic 'Construction manager'

Author: Grafiati
Published: 4 June 2021
Last updated: 12 February 2022

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Journal articles on the topic "Construction manager"

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Jabar, Izatul Laili, Faridah Ismail, and Nur Mardhiyah Aziz. "Managing IBS Project: The evolving roles and competencies of project manager." Asian Journal of Behavioural Studies 3, no. 11 (May 20, 2018): 117. http://dx.doi.org/10.21834/ajbes.v3i11.107.

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The purpose of this paper is to investigate the initial information related to the roles and competencies required for a project manager who managed IBS construction projects in the Malaysian construction industry. Semi-structured interviews were conducted with the project managers who have experience in managing an IBS construction project. The finding reveals unanimously agreed that the project managers who managed IBS construction projects have to undertake extra roles which required additional competency as compared to the generic construction projects. It is hoped that the findings from this research will assist the project managers in their career development. Keywords: Competence; Construction; Project manager; Industrialized building systemeISSN 2398-4295 © 2018. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open-access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. http://dx.doi.org/10.21834/ajbes.v3i11.107
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Gagne, Jean-François. "L’importance des ressources dans la construction identitaire du manager." Management international 20, no. 3 (September 12, 2018): 12–26. http://dx.doi.org/10.7202/1051303ar.

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La recherche sur la construction identitaire du manager a mis l’accent sur les constructions narratives offertes par le discours organisationnel, qui vont lui permettre de retrouver de l’autonomie et une capacité d’adaptation. Mais ces constructions identitaires restent fragiles et instables, soulignant l’importance de schémas disponibles pour les managers dans leur interaction avec l’environnement. Cette recherche explore en quoi les ressources, définies au sens d’actifs renouvelables qui aident l’individu dans son interaction avec le monde et regroupées autour de trois formes principales - ressources personnelles, ressources d’emploi et ressources relationnelles - sont contributives de la construction identitaire du manager.
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Jang, Hyounseung, Jeffrey S. Russell, and June Seong Yi. "A project manager's level of satisfaction in construction logistics." Canadian Journal of Civil Engineering 30, no. 6 (December 1, 2003): 1133–42. http://dx.doi.org/10.1139/l03-068.

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Customer satisfaction and continuous improvement are the fundamental goals of construction logistics. While much research has been focusing on exploring the relationship between the contractors and the ultimate customers, known as the owner, to improve the understanding of the significance of customer satisfaction, the need to examine the relationship between material suppliers and contractors is highly in demand. The purpose of this study is to extend the framework for construction material logistics in customer satisfaction from owner to project manager level. This paper examines how construction logistics affect a project manager's level of satisfaction. A survey established the general importance that a project manager must place on the construction logistics. Accordingly, the most significantly correlated factors in customer satisfaction were obtained from a project manager's point of view. Two hundred twenty-three experienced project managers provided valuable data to the study. Five important factors related to satisfaction were found through interviews with project managers and a literature review. These included personnel, material flow, schedule adherence, contractor's organization, and information flow. The study results suggest that material flow and information flow are worthy of the most attention. Satisfying the above factors will greatly improve the construction logistics that will, as a result, immensely increase the project manager's level of satisfaction.Key words: construction logistics, customer satisfaction, project manager, survey.
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Rumbarar, Hermerilia, Dirarini Sudarwadi, and Yulius Heri Saptomo. "PENGARUH KUALITAS MANAJER PROYEK TERHADAP KINERJA PROYEK KONSTRUKSI DI KABUPATEN MANOKWARI SELATAN (Studi Kasus Kontraktor di Distrik Ransiki)." Cakrawala Management Business Journal 2, no. 1 (July 4, 2019): 204. http://dx.doi.org/10.30862/cm-bj.v2i1.14.

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Construction project activities certainly involve a lot of human resource. The scope of work large and complex projects requires the ability of project managers to manage them well. The quality of project managers has an important role to smooth a construction project. Dedication in this profession requires the project manager to carry out the work goes according to plan. This study aims to determine whether the quality of project managers affect the performance of construction project in Southern Manokwari Regency (case study contactor in Ransiki District). This study uses a sample of 40 contractors flying at the Gapensi association of South Manokwari Regency. Method of data analysis is used in this research are simple regression analysis , t test and r square. The results of this study indicate that the quality of project managers affect the performance of construction projects in South Manokwari Regency. The results of data processing on the test coefficient of determination variable quality project manager is equal to 0.217 or 21,7%, t test results show that the variable quality of project managers affect the performance this is evindenced by the results of t test show significance value smaller than 0,05 ( 0,001 < 0,05) so the results of research indicate the variable of project manager quality influence to construction project performance in South Manokwari Regency.
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Sang, Peidong, Jinjian Liu, Lin Zhang, Lingqiao Zheng, Haona Yao, and Yanjie Wang. "Effects of Project Manager Competency on Green Construction Performance: The Chinese Context." Sustainability 10, no. 10 (September 25, 2018): 3406. http://dx.doi.org/10.3390/su10103406.

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Project manager competency is a key factor determining the success of a project. With the deterioration of the environment, green buildings have come into being. Compared to traditional buildings, green buildings encounter more complex problems during the construction process, and project managers are faced with greater challenges. Existing research on the evaluation of project manager competency based on green building construction (GBC) is scarce. Thus, the aim of this paper is to evaluate project manager competency for green construction. By means of a literature review and a focus group meeting, the key success factors of green buildings and project manager competency were determined. Thereafter, a questionnaire survey was used to investigate people’s understanding of the importance of project manager skills. Structural equation modeling was selected to test the hypotheses. The results demonstrate that China is in the infancy of GBC development. Leadership and organization, target management, and emotional intelligence of project managers are considered to be important factors that affect green construction performance. The results of this study provide a theoretical basis for the selection of excellent project managers for GBC.
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Shohet, Igal M., and Shay Frydman. "Communication Patterns in Construction at Construction Manager Level." Journal of Construction Engineering and Management 129, no. 5 (October 2003): 570–77. http://dx.doi.org/10.1061/(asce)0733-9364(2003)129:5(570).

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von Knorring, Mia, Kristina Alexanderson, and Miriam A. Eliasson. "Healthcare managers’ construction of the manager role in relation to the medical profession." Journal of Health Organization and Management 30, no. 3 (May 16, 2016): 421–40. http://dx.doi.org/10.1108/jhom-11-2014-0192.

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Purpose – The purpose of this paper is to explore how healthcare managers construct the manager role in relation to the medical profession in their organisations. Design/methodology/approach – In total, 18 of Sweden’s 20 healthcare chief executive officers (CEOs) and 20 clinical department managers (CDMs) were interviewed about their views on management of physicians. Interviews were performed in the context of one aspect of healthcare management; i.e., management of physicians’ sickness certification practice. A discourse analysis approach was used for data analysis. Findings – Few managers used a management-based discourse to construct the manager role. Instead, a profession-based discourse dominated and managers frequently used the attributes “physician” or “non-physician” to categorise themselves or other managers in their managerial roles. Some managers, both CEOs and CDMs, shifted between the management- and profession-based discourses, resulting in a kind of “yes, but […]” approach to management in the organisations. The dominating profession-based discourse served to reproduce the power and status of physicians within the organisation, thereby rendering the manager role weaker than the medical profession for both physician and non-physician managers. Research limitations/implications – Further studies are needed to explore the impact of gender, managerial level, and basic profession on how managers construct the manager role in relation to physicians. Practical implications – The results suggest that there is a need to address the organisational conditions for managers’ role taking in healthcare organisations. Originality/value – Despite the general strengthening of the manager position in healthcare through political reforms during the last decades, this study shows that a profession-based discourse clearly dominated in how the managers constructed the manager role in relation to the medical profession on the workplace level in their organisations.
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Puspa Negara, Kartika, Fiona Lamari, Connie Susilawati, and Bambang Trigunarsyah. "Identifying client project manager competency in Indonesian construction project." MATEC Web of Conferences 276 (2019): 02007. http://dx.doi.org/10.1051/matecconf/201927602007.

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The influence of active client involvement towards project construction success is gaining recognition in the last few decades. The growing concern on the client involvement has drifted the perception towards client away from the passive role into contributor of project success. During client involvement in the construction project, a representative from client or client project manager (CPM) should be complemented with certain competencies in order to succeed in commissioning construction projects. Evidence shows that some public construction projects in Indonesia failed due to the lack of competency of client project managers. Whilst most of the previous studies concern on the competency of general project managers, this paper specifically investigates competency of project manager from client side who works as a civil servant, and commissioning public construction sectors. This paper aims to identify the important competencies required by CPM in construction projects in Indonesia and examine current Indonesian CPM competency standard. Relative Importance Index (RII) was employed to assess the important level of competencies. The findings will enrich understanding on client project manager competency and become a basis to undergird further empirical research in client project manager development areas.
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Leontev, Mikhail. "Influence of construction organization project managers’ personal qualities on their professional efficiency." MATEC Web of Conferences 193 (2018): 05015. http://dx.doi.org/10.1051/matecconf/201819305015.

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The work was aimed at studying the personal characteristics of project managers that affect the effectiveness of their professional activities. The study involved project managers working in construction companies, with different work experience. In the course of the research, the questionnaire "Satisfaction with the work of manager" was used to assess the level of satisfaction of project managers with their professional activities, the following methods were used to study personal qualities: the COS technique (communicative and organizational propensities), the technique of diagnosing a personality for motivating success and avoiding failures of T. Ehlers, "Big Five" test, multi-level personal questionnaire "Adaptability". To effectively perform their professional activities, the project manager should have a number of social and psychological knowledge and skills, knowledge of the industry's activities and the market in which the company specializes. According to the results of the research, such personal qualities as communicative and organizational abilities, motivational orientation of the person, consciousness, emotional stability, extraversion, openness, tendency to work in a team contribute to increase of the efficiency of the project manager's work.
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Brioso, Xavier, and Antonio Humero. "Incorporating Lean Construction agent into the Building Standards Act: the Spanish case study." Organization, Technology and Management in Construction: an International Journal 8, no. 1 (December 1, 2016): 1511–17. http://dx.doi.org/10.1515/otmcj-2016-0010.

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Abstract There is a demand for lean construction in Europe; even though lean construction is still an emerging field and there is growing interest, there are no regulations on this topic. The main objective of this research is to regulate this role when in a project and to define and develop a building agent structure, according to the Building Standards Act (LOE by its acronym in Spanish), to be able to incorporate it into the Spanish law, protecting it from civil liabilities. In Spain, there is jurisprudence in civil jurisdiction based on the LOE to acquit or convict building agents, who are defined in the courts as “constructive managers” or similar. For this reason, courts could establish in the future several liabilities for the lean construction specialist and other agents of the project, depending on their actions and based on the implementation of the lean project delivery system, the target value design and the integrated project delivery. Conversely, it is possible that the level of action of the lean construction specialist may comprise design management, construction management and contract management. Accordingly, one or more building agents should be appropriately incorporated into the LOE according to their functions and responsibilities and based on the levels of action of the lean construction specialist. The creation of the following agents is proposed: design manager, construction manager and contract manager, definitions that are developed in this study. These agents are loosely defined, because any project manager, building information modeling manager or similar may act as one or as more-than-one of them. Finally, the creation of the lean construction manager is also proposed, as the agent who takes on the role of the design manager, construction manager and contract manager, but focused on the lean production principles.
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Dissertations / Theses on the topic "Construction manager"

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Alho, Yasser, and Eillas Rostam Usef. "Learning time for graduated project manager." Thesis, Linköpings universitet, Kommunikations- och transportsystem, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-131974.

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Byggbranschen står idag inför stora utmaningar gällande rekrytering av erfarna projektledare. Företagen har upplevt svårigheter med att hitta erfarna projektledare, detta beror på att det saknas nästan två generationer av projektledare samt att många går i pension. En lösning till problemet är att anställa nyexaminerade projektledare för att fylla luckan. Problemet med nyutexaminerade är att de saknar erfarenhet när de kommer ut i arbetslivet. Det är en utmaning för konsultföretagen, eftersom inlärningstiden för att bli projektledare vanligtvis är långa perioder. Syftet med denna studie är att förtydliga inlärningstiden för de nyutexaminerade projektledare samt att ge organisationen ett underlag för att de ska kunna se vad de bör skapa för förutsättningar och metoder. Huvudfrågorna som behandlas i vår studie är ”Vad innebär det att vara projektledare?” och ”Vad krävs för att man skall gå från att vara en nyutexaminerade byggingenjör till att bli projektledare?” Undersökningen är en kvalitativ studie som genomförts på WSP Management Östergötland. Den empiriska datainsamlingen har skett via personliga intervjuer med elva respondenter fördelade på Norrköping och Linköping kontoren. Studien visar på att vara projektledare kan variera mycket beroende på hur man väljer att tolka det, men inom byggbranschen handlar det om att leverera en produkt eller ett resultat till en begränsad budget och till en bestämd tid. Som projektledare är man beställarens ”högra hand” och ska uppfylla kundens önskemål i projektet. För att detta ska gå ihop krävs ständig kommunikation så att man förstår varandra och undviker missförstånd. Med utgångspunkt från undersökningen har vi även konstaterat att det som krävs för att man ska gå från att vara nyexaminerad byggingenjör till att bli projektledare inom området management, är rätt metod, rätt organisatoriska- och individuella förutsättningar samt att man övervinner krav och hinder som ställs från beställarsidan.
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Mlčoch, Ondřej. "Formy a metody motivace manažera ve stavebnictví." Master's thesis, Vysoké učení technické v Brně. Fakulta stavební, 2014. http://www.nusl.cz/ntk/nusl-227051.

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Thesis „Forms and methods of motivation for manager in consruction engineering“ deals with motivation of leaders in construction companies. Theoretical part includes explanation, that is necessary to grasp basic view of motivation and management, motivation thesis and manager’s styles. Practical part analyzes current situation in building industry a recommends procedures for improving the working company environment.
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Mitra, John Paul, Joseph Shrestha, Jeremy Ross, and Jinseok Hong. "Analysis of Construction Cost Variation of Construction Manager General Contractor (CM/GC) Project." Digital Commons @ East Tennessee State University, 2019. https://dc.etsu.edu/etsu-works/5472.

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Cost overrun is prevalent in the construction industry. Usually, an owner sets a budget at the preliminary phase of a project which changes over time. Past studies are focused on analyzing the cost growth of design-bid-build projects during construction. Limited efforts have been made to analyze details of projects delivered with the Construction Manager General Contractor (CM/GC) method. This study tracks and analyzes the construction cost variation of a project from the conceptual phase to the design completion phase. The analysis is presented with a case study of a new stadium construction project. It identifies that the changes in the scope and design of the project due to the change in available budget were a major reason for variation in the cost estimates over time. Further, this study identifies a) trades with the highest variation in subcontractors’ bids, b) trades that were most overestimated, and c) trades that were most underestimated. The findings of this study is expected to aid owners, designers, and contractors of future projects in improving the preparation, planning, and estimating of future projects; reducing cost variation within trades; and optimizing the amount of contingency required to ensure the successful completion of similar projects.
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Cook, Paul Stephen. "Operation and Funding of the Regional Wartime Construction Manager." Thesis, Monterey, California: Naval Postgraduate School, 1990. http://hdl.handle.net/10945/43857.

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Approved for public release; distribution is unlimited
This thesis prepares a training exercise scenario for the Navy's Regional Wartime Construction Manager - Mediterranean (RWCM). The RWCM is a reserve organization which has the responsibility for wartime or contingency construction management. To aid in the training exercise cf the management of resources, a Resource Cost Model is developed. First, a context for the use of the model is provided by examining the two funds used in contingency construction; Operations and Maintenance (0 & M) and Military Construction (MILCON). Next, the policies of Titles 10 and 41 of the U.S. Code, which permit the use of unobligated MILCON funds and deficiency spending, are discussed. Finally, the direct labor and overhead costs of the RWCM1 staff, the deputy, and the area managers are estimated. The total cost is estimated to range from $12.5 to $15.2 million per year.
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Ayessaki, Winn-Yam Houdou. "Construction project manager health and safety interventions towards improving workers' performance." Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/12275.

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Optimum construction worker (CW) performance is required to achieve project delivery within project parameters. It is not always the case as CWs are regularly exposed to hazards, involved in accidents, their productivity is poor, they suffer from ill health, suffer from work-related musculoskeletal disorders (WMSDs) and contractors lack resources to allocate towards H&S. However, the lack or the absence of health and safety (H&S) measures, which the aforementioned depend on, has a negative impact on workers’ performance. Two descriptive surveys were conducted among professional construction project managers (CPMs) registered with the South African Council for Project and Construction Management Professions (SACPCMP) and general contractors (GCs) registered with the East Cape Master Builders Association (ECMBA). Interviews were also conducted with CPMs registered with the SACPCMP residing in the Nelson Mandela Bay metropolitan area. The salient findings include: • Accidents, which occur on construction sites, impact workers’ performance; • Inadequate H&S implementation affects both CW skills and motivation, which in turn affects their performance; • Poor constructability is relevant to H&S and CWs’ skills; • Provision and maintenance of welfare facilities are commonly inadequate and affect workers’ performance, and • Projects do not benefit from the adequate financial provision for H&S. It was concluded that exposure to hazards, poor site conditions, inadequate provision of welfare facilities, WMSDs, and insufficient financial provision for H&S affect workers’ performance by either incapacitating or demotivating them. Recommendations include : CPMs should make better use of their influence on clients; they should improve communication channels between project stakeholders; legislators need to raise awareness regarding H&S and worker welfare, and training and education institutions need to empower workers and professionals with H&S knowledge.
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Crespo, Luis Gaspar. "Project Manager Strategies to Improve the Delivery of Construction Projects." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6194.

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The return on investment of construction organizations is at risk because construction managers fail to execute projects efficiently. The purpose of this single case study was to explore strategies that construction managers used to deliver projects efficiently. The selected population was 10 construction managers from a single construction organization operating in Panama. The conceptual framework for this study was the McKinsey 7S. Data were collected using semistructured interviews, observations, and a review of public documents. Collected data were compiled, disassembled, reassembled, interpreted, and then conclusions were reached, as noted in Yin's 5-step analysis. Themes that emerged from the study included project experience, communication, collaboration, and resource management. Construction managers noted that the review of needed project experience in alignment with the complexity of the project is a strategy to deliver projects efficiently. Leaders of construction organizations can increase strategic performance by implementing collaboration and leadership programs in accordance with the business objectives. By improving labor productivity, construction companies can complete construction projects faster and with lower construction costs. The findings of this study could contribute to positive social change by providing communication and collaboration strategies between construction organizations and local communities to source local staff and resources. Construction managers might benefit from the findings of this study by increasing their project management skills, an effect that could result in long-term employability.
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Seaman, R. Anthony (Richard Anthony) 1970. "Multi-organizational project teams and construction innovation : the role of general contractor and construction manager." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/9013.

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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Civil and Environmental Engineering, 2000.
Includes bibliographical references (p. 87-89).
With the advent of major advances in current information technology, many business leaders and academicians hail the arrival of a new decentralized economy based on globally networked teams. This dispersed "market-oriented" structure is a new reality for many current industrial organizations who must transform from fully-integrated, centralized organizations into loose networks of suppliers and sellers utilizing just-in-time collaboration to develop and manufacture new products and services world-wide. Recent trends in manufacturing, where companies are now pursuing ventures outside their own organizations, highlight the need for empirical studies on the nature of the collaborative innovative processes within multi-organizational project teams. In construction, temporary organizations of allied firms join together for the express purpose of completing large, complex projects. An analysis of the construction industry provides a unique opportunity to analyze the innovative nature of the multi organizational project team. A combination of organization, economic, and innovation theory is used to identify factors that enhance multi-organizational project team innovation. Various factors, including principal-agent relationships, cooperation mechanisms, learning mechanisms, and network utilization, are examined to determine their influence on multi-organizational project team innovation. Seven contracting companies are investigated in the performance of twenty-nine different construction projects. Project information is obtained from actual project team members. Fifty innovations are identified from the project sample and used for analysis. The innovations are measured by project in terms of their number and impact on the operations of the general contractor or construction manager. The analysis examines the correlation between various factors and the innovation activity found on each construction project. This research is a step towards understanding the nature of the multi-organizational project team and its capacity to innovate. Project leaders can use this information to better organize project teams for innovation while construction companies and other construction industry firms can use this information to evaluate their innovation strategy.
by R. Anthony Seaman.
S.M.
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Ayache, Magali. "La construction de la relation managériale : le manager et son supérieur." Paris 10, 2013. http://www.theses.fr/2013PA100154.

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Partant du constat que la littérature isole le manager de la hiérarchie ou se focalise sur la relation hiérarchique descendante, cette thèse vise à comprendre la construction de la relation hiérarchique ascendante entre le manager et son supérieur, en termes de dynamique et de qualité de la relation. Une démarche compréhensive reposant sur une méthodologie qualitative et abductive à deux coups est retenue. Deux campagnes d’entretiens semi-directifs avec vingt puis vingt-six managers d’organisations, de niveaux hiérarchiques et de fonctions variés sont menées. La première porte sur les questions d’autonomie et de rendu de compte et permet de faire émerger un modèle, réutilisé dans la seconde campagne. Un codage multithématique est réalisé. Il apparaît que le manager se montre très actif dans la construction de la relation avec son supérieur. Plusieurs phases de la relation, séparées de points de basculement, sont identifiées : (1) la phase de mise en route et d’apprentissage (durant laquelle le manager met en place des stratégies permettant de réduire l’incertitude quant aux attentes souvent floues du supérieur sur les tâches à accomplir et sur le mode de fonctionnement) ; (2) la phase d’établissement d’une confiance négative (caractérisée par des interactions peu fréquentes et peu développées, un feedback inexistant et un investissement minimal du manager dans la relation) ou positive (relation riche et auto-entretenue, se développant souvent sur le plan affectif et bien vécue par le manager) et (3) une phase de détérioration éventuelle
While academic literature focuses either on managers that are isolated from the hierarchy or on downward relationships, this doctoral research investigates the dynamics and the quality of the upward hierarchical relationship between a manager and his/her boss. A comprehensive research based on a qualitative and abductive double-loop methodology is conducted. We use two series of interviews with, respectively, twenty and twenty-six managers from various hierarchical levels and organizations. The first one examines autonomy and accountability issues. It leads us to propose a model of managerial relationship building on which second-stage interviews rely. We show that managers devote time and effort to building the relationship with their bosses. We identify a set of stages in which turning points mark the passage from one stage to another: (1) a seeding and learning stage during which the manager develops strategies aimed at reducing uncertainty about the superior’s expectations and way of functioning ; (2) the establishing of a “negative” (characterized by scarce interactions, low feedback and decreasing willingness of the manager to invest in the relationship) or “positive” trust (interactions are frequent and the relationship is emotionally-driven and self-sustaining) and (3) a potential decline stage
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Owens, Rebecca M. "The Performance of Risk Management and Innovation in Construction Manager/General Contractor Delivery in Civil Construction Applications." BYU ScholarsArchive, 2013. https://scholarsarchive.byu.edu/etd/3883.

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Project teams that deliver high risk, complex projects in the civil construction industry need tools to enable successful delivery. Construction Manager/General Contractor (CM/GC) is an innovative alternate delivery method, providing one such a tool. CM/GC furnishes public agencies with an attractive option for delivering projects in a less adversarial and more constructive manner by involving the contractor during design. The sophisticated public owner does not have to relinquish control of the details of the design in order to accelerate the schedule or see the benefits of real-time cost estimating data. There are also significant cost and schedule benefits with not degradation in quality. However, because CM/GC is relatively unknown to the civil construction industry much remains to be investigated about how CM/GC processes effect successful project delivery. This research investigated how CM/GC processes affect the three critical elements of construction process risks (including quality, schedule, cost and collaboration), project specific risks, and innovation. By identifying the processes that benefit these elements, successes can be repeated and increased. Additionally, an understanding of the differences in the perception of CM/GC processes, given by contractors, owners, and design engineers, provided perspective into improving the process. Analyzing data on current CM/GC projects and programs, as well as the compiled experience of field-experienced project teams, provided the information the industry needs to pursue implementation. Identified advantages of the process can be tied to strategies for successful delivery. Identified disadvantages expose barriers to implementation to be overcome by the project team. Project teams state that while the process does have disadvantages, many are perceptional and not fatal flaws to the method. Findings of this research link CM/GC processes to robust risk management results and the opportunity for successful innovation.
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Fan, Yu-kit. "A study of the participation of property manager in project management." Click to view the E-thesis via HKUTO, 2003. http://sunzi.lib.hku.hk/hkuto/record/B31969331.

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Books on the topic "Construction manager"

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McKeon, John J. Becoming a construction manager. Hoboken, N.J: Wiley, 2011.

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Levine, Stuart M. The construction manager: Course manual. [Washington, D.C.] (1120 20th St., NW, Washington, D.C. 20036): Federal Publications Inc., 1988.

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Levine, Stuart M. The construction manager: Course manual. [Washington, D.C.] (1120 20th St. NW, Washington 20036): Federal Publications Inc., 1989.

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Levine, Stuart M. The construction manager: Course manual. [Washington, D.C.] (1120 20th St., N.W., Washington 20036): Federal Publications Inc., 1987.

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Levine, Stuart M. The construction manager: Course manual. [Washington, D.C.] (1120 20th St., NW, Washington 20036): Federal Publications, 1986.

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A career as a construction manager. New York: Rosen Publishing, 2016.

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Walker, Frederick John. Construction project manager: The legal position. [s.l: The Author], 1993.

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Rourke, Dennis J. Construction management for the residential project manager. [Rockville, Md]: Management Practice Press, 1996.

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Maguire, Byron W. Deskbook for the contractor and manager. Englewood Cliffs, N.J: Prentice-Hall, 1986.

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Gransberg, Douglas D. Construction manager-at-risk project delivery for highway programs. Washington, D.C: Transportation Research Board, 2010.

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Book chapters on the topic "Construction manager"

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Patankar, Ajit K., and Arie Segev. "An architecture and construction of a business event manager." In Temporal Databases: Research and Practice, 257–80. Berlin, Heidelberg: Springer Berlin Heidelberg, 1998. http://dx.doi.org/10.1007/bfb0053706.

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Smallwood, John. "Construction Project Manager (CPM) Contributions to Construction Health and Safety (H&S)." In Lecture Notes in Mechanical Engineering, 359–70. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-1910-9_30.

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Li, Jingru, Junpeng Li, and Ruirui Xia. "The Researches on Construction Project Manager Competency and Its Application." In Proceedings of the 21st International Symposium on Advancement of Construction Management and Real Estate, 1455–61. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-6190-5_128.

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van Heerden, Andries Hendrik Gustavus. "Soft Skills and the Construction Site Manager: The Chameleon Professional." In Advances in Intelligent Systems and Computing, 201–9. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-60828-0_21.

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Cao, Hui, and Changfa Xiang. "An Empirical Study on Performance Evaluation of Construction Project Manager." In 2012 International Conference on Information Technology and Management Science(ICITMS 2012) Proceedings, 373–82. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-34910-2_42.

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Ayessaki, W., and J. Smallwood. "Construction Project Manager Health and Safety Interventions Towards Improving Workers’ Performance." In Proceedings of the 21st International Symposium on Advancement of Construction Management and Real Estate, 513–21. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-6190-5_46.

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Bach, Marc. "The Project Coach: The New Role of the Project Manager for the Future Due to the News Tools Like Building Information Modelling, Integrated Project Delivery, Last Planner and Others." In Construction and Building Research, 43–48. Dordrecht: Springer Netherlands, 2014. http://dx.doi.org/10.1007/978-94-007-7790-3_6.

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Hahn, Corinne. "Linking Professional Experiences with Academic Knowledge: The Construction of Statistical Concepts by Sale Manager Apprentices." In New ICMI Study Series, 137–46. Cham: Springer International Publishing, 2013. http://dx.doi.org/10.1007/978-3-319-02270-3_12.

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Huang, Peng. "A Research on the Capacity Development of Chinese Construction Project Manager Based on Theory of Competency Model." In International Asia Conference on Industrial Engineering and Management Innovation (IEMI2012) Proceedings, 909–16. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-38445-5_95.

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Male, Steven, and Robert Stocks. "Managers and the Organisation." In The Management of Construction Firms, 93–107. London: Palgrave Macmillan UK, 1989. http://dx.doi.org/10.1007/978-1-349-13626-1_7.

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Conference papers on the topic "Construction manager"

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Gonzales, Kathryn, Somayeh Asadi, and Robert Leicht. "Exploring Project Manager Motivations in the Construction Industry." In Construction Research Congress 2016. Reston, VA: American Society of Civil Engineers, 2016. http://dx.doi.org/10.1061/9780784479827.191.

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Cao, Hui, Jiye Xiang, and Jing Lu. "Review on Performance of Construction Project Manager." In 2010 International Symposium on Information Science and Engineering (ISISE). IEEE, 2010. http://dx.doi.org/10.1109/isise.2010.66.

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Rezk, Sarah, Gary Whited, and Awad Hanna. "Quantitative Assessment of Project Manager Competencies for Wisconsin Department of Transportation." In Construction Research Congress 2018. Reston, VA: American Society of Civil Engineers, 2018. http://dx.doi.org/10.1061/9780784481295.070.

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Shane, Jennifer S., and Douglas D. Gransberg. "A Critical Analysis of Innovations in Construction Manager-at-Risk Project Delivery." In Construction Research Congress 2010. Reston, VA: American Society of Civil Engineers, 2010. http://dx.doi.org/10.1061/41109(373)83.

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Dang, Hongtao, and Jennifer Shane. "Construction Manager General Contractor (CMGC) Characteristics and Effective Practices in Transportation Sector." In Construction Research Congress 2018. Reston, VA: American Society of Civil Engineers, 2018. http://dx.doi.org/10.1061/9780784481271.072.

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Bock, T., and S. Ashida. "A Concept of the Robotoid Manager with AR." In 19th International Symposium on Automation and Robotics in Construction. International Association for Automation and Robotics in Construction (IAARC), 2002. http://dx.doi.org/10.22260/isarc2002/0084.

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Saseendran, Anusree, Mohammadreza Ostadalimakhmalbaf, Edelmiro Escamilla, Mohammad Abdulsalam Alsofiani, Ibukun Awolusi, John Nichols, Donna Farland-Smith, and Aditya Agrawal. "What Does a Construction Manager Look Like? Perceptions of Hispanic High School Students and Parents." In Construction Research Congress 2020. Reston, VA: American Society of Civil Engineers, 2020. http://dx.doi.org/10.1061/9780784482872.089.

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Francom, Tober, Mounir El Asmar, and Samuel T. Ariaratnam. "Schedule Performance of Construction Manager at Risk (CMAR) Delivery on Pipeline Engineering and Construction Projects." In Construction Research Congress 2016. Reston, VA: American Society of Civil Engineers, 2016. http://dx.doi.org/10.1061/9780784479827.058.

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Ichiki, Masaaki, Ken-ichi Sato, and Yuichi Nakagami. "For the Construction of Learning Opportunity for Program Manager -Trial Development of Open Club of Program Manager." In 2018 7th International Congress on Advanced Applied Informatics (IIAI-AAI). IEEE, 2018. http://dx.doi.org/10.1109/iiai-aai.2018.00089.

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Fajar Sitohang, Yohanes, Devi Pratami, and Achmad Fuad Bay. "Competency Evaluation of Project Manager Performance in Network Construction Projects." In 2020 Fifth International Conference on Informatics and Computing (ICIC). IEEE, 2020. http://dx.doi.org/10.1109/icic50835.2020.9288580.

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Reports on the topic "Construction manager"

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Riebsomer, Robert. Managed Category for Construction (MCC) On Boarding. Office of Scientific and Technical Information (OSTI), April 2021. http://dx.doi.org/10.2172/1778740.

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Segala, Kathye, and Rachel Schroeder. Managed Category for Construction (MCC) On Boarding. Office of Scientific and Technical Information (OSTI), April 2021. http://dx.doi.org/10.2172/1778738.

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Fuelberth, August S., Adam D. Smith, and Sunny E. Adams. Fort McCoy, Wisconsin Building 550 maintenance plan. Engineer Research and Development Center (U.S.), November 2020. http://dx.doi.org/10.21079/11681/38659.

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Building 550 (former World War II fire station) is located on Fort McCoy, Wisconsin, and was recommended eligible for the National Register of Historic Places (NRHP) in 2018 (Smith and Adams 2018). The building is currently vacant. It is an intact example of an 800 Series World War II fire station with character-defining features of its period of significance from 1939 to 1946 on its exterior and interior. All buildings, especially historic ones, require regular planned maintenance and repair. The most notable cause of historic building element failure and/or decay is not the fact that the historic building is old, but rather it is caused by incorrect or inappropriate repair and/or basic neglect of the historic building fabric. This document is a maintenance manual compiled with as-is conditions of construction materials of Building 550. The Secretary of Interior Guidelines on rehabilitation and repair per material are discussed to provide the cultural resources manager at Fort McCoy a guide to maintain this historic building. This report satisfies Section 110 of the National Historic Preservation Act (NHPA) of 1966 as amended and will help the Fort McCoy Cultural Resources Management office to manage this historic building.
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Miller, James, John Vavrin, and Samuel Stidwell IV. Study of maintenance of High Performance Sustainable Buildings (HPSB). Engineer Research and Development Center (U.S.), March 2021. http://dx.doi.org/10.21079/11681/40080.

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A study was performed by the Energy Branch of the US Army Engineer Research and Development Center, Construction Engineering Research Laboratory, on behalf of the US Army Installation Management Command under the Installation Technology Transition Program. The focus of the study was related to maintainability and operability issues associated with High Performance Sustainable Buildings (HPSBs). This study was conducted primarily based on information gleaned from telephone and web conference discussions with installation Directorate of Public Works personnel including Operation and Maintenance (O&M) Chiefs, energy managers, maintenance supervisors, and maintenance technicians. Experiences with HPSBs varied from installation to installation. For example, some installations had very positive experiences with photovoltaic (PV) arrays while other sites questioned their practicality due to maintainability problems. One site noted that PV technologies are changing so rapidly that procuring spare/repair parts becomes difficult or impossible when vendors discontinue supporting their older technologies or manufacturers go out of business. Based on discussions with the installation O&M personnel, a table of pro and con recommendations for 25 technologies, which are commonly implemented on HPSBs, was prepared and is included in this report.
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New Hampshire construction project manager dies when crushed by five ton concrete slab on Massachusetts construction site. U.S. Department of Health and Human Services, Public Health Service, Centers for Disease Control and Prevention, National Institute for Occupational Safety and Health, April 1995. http://dx.doi.org/10.26616/nioshsface94ma067.

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Port Moresby - Lot 10 Ogoa Street - Land purchased for construction of Manager's residence, view from this land of Ela Beach - July 1960. Reserve Bank of Australia, March 2021. http://dx.doi.org/10.47688/rba_archives_pn-004194.

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