Relevant bibliographies by topics / Construction manager/general contractor

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Construction manager/general contractor'

Author: Grafiati
Published: 4 June 2021
Last updated: 17 February 2022

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Journal articles on the topic "Construction manager/general contractor"

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Gransberg, Douglas D. "Comparing Construction Manager–General Contractor and Federal Early Contractor Involvement Project Delivery Methods." Transportation Research Record: Journal of the Transportation Research Board 2573, no. 1 (January 2016): 18–25. http://dx.doi.org/10.3141/2573-03.

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West, Nicola, Douglas D. Gransberg, and James McMinimee. "Effective Tools for Projects Delivered by Construction Manager–General Contractor Method." Transportation Research Record: Journal of the Transportation Research Board 2268, no. 1 (January 2012): 33–39. http://dx.doi.org/10.3141/2268-05.

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Gransberg, Douglas D. "Applying Alternative Technical Concepts to Construction Manager–General Contractor Project Delivery." Transportation Research Record: Journal of the Transportation Research Board 2408, no. 1 (January 2014): 10–16. http://dx.doi.org/10.3141/2408-02.

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Alleman, Douglas, Richard B. Duval, and Keith R. Molenaar. "Roles and Responsibilities of Independent Cost Estimator in Construction Manager–General Contractor Highway Construction." Transportation Research Record: Journal of the Transportation Research Board 2630, no. 1 (January 2017): 15–22. http://dx.doi.org/10.3141/2630-03.

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The use of construction manager–general contractor (CM-GC) project delivery is gaining momentum with highway projects across the United States. This project delivery process is different from the traditional design–bid–build (D-B-B) process in that an agency works with one CM-GC to develop the construction cost. To ensure that agencies receive fair market value, many agencies employ an independent cost estimator (ICE) in lieu of competitive bidding. The findings of a research effort to explore ICE roles, responsibilities, and best practices within highway construction are presented. The findings were derived through a review of previous literature, current agency CM-GC ICE policies, surveys of 25 completed CM-GC projects, and in-depth interviews with highway agency officials on six of the projects. The six projects were selected for interviews from the set of completed projects to allow for cross-case comparison. Although multiple best practices are identified, the two key findings of the research are that the ICE should have construction experience and local knowledge and should be an involved team member throughout the design process. In summary, all of the reviewed agencies found the ICE role to be essential in establishing a competitive construction contract cost and thereby gaining value through early contractor involvement. Some agencies found that the ICE added value beyond the costing process as a team member throughout design, but this practice was not found to be universal across all projects studied.
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Alleman, Douglas, Dean Papajohn, Douglas D. Gransberg, Mounir El Asmar, and Keith R. Molenaar. "Exploration of Early Work Packaging in Construction Manager–General Contractor Highway Projects." Transportation Research Record: Journal of the Transportation Research Board 2630, no. 1 (January 2017): 68–75. http://dx.doi.org/10.3141/2630-09.

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State agencies have been successfully implementing construction manager–general contractor (CM-GC) delivery on highway projects. Although early work packaging is frequently cited in the literature as a primary benefit of CM-GC projects, there is limited research to substantiate or refute these benefits. In addition, agencies need a better understanding of the current state of the practice of early work packaging in the CM-GC process to help with effective implementation. In an ongoing FHWA research project, 12 of 34 completed CM-GC projects reported the use of early work packaging; these projects will be the focus of this study. Research methods used within this study include literature review, content review of agency manuals and instructions, project surveys, agency interviews, and case studies. Triangulated findings suggest that early work packaging can contribute to expediting project completion, mitigating project risk, reducing project cost, and minimizing public impacts. To achieve these outcomes, agencies must perform detailed planning to generate severable and independent packages that take into account all potential impacts to the project. Trends in data indicate that early work packages can lead to cost savings, yet the sample size does not provide statistical significance. Future research should explore the performance of a larger data set of CM-GC projects with and without early work packaging along with a cost–benefit analysis of early work packages.
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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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Gransberg, Douglas D., and Jennifer S. Shane. "Defining Best Value for Construction Manager/General Contractor Projects: The CMGC Learning Curve." Journal of Management in Engineering 31, no. 4 (July 2015): 04014060. http://dx.doi.org/10.1061/(asce)me.1943-5479.0000275.

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Papajohn, Dean, Mounir El Asmar, and Keith R. Molenaar. "Contract Administration Tools for Design-Build and Construction Manager/General Contractor Highway Projects." Journal of Management in Engineering 35, no. 6 (November 2019): 04019028. http://dx.doi.org/10.1061/(asce)me.1943-5479.0000718.

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Alleman, Douglas, Arthur Antoine, Douglas D. Gransberg, and Keith R. Molenaar. "Comparison of Qualifications-Based Selection and Best-Value Procurement for Construction Manager–General Contractor Highway Construction." Transportation Research Record: Journal of the Transportation Research Board 2630, no. 1 (January 2017): 59–67. http://dx.doi.org/10.3141/2630-08.

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Faster project delivery and the infusion of contractor knowledge into design are the primary drivers for choosing construction manager–general contractor (CM-GC) project delivery. This study focuses on the use of qualifications-based selection (QBS) and best-value (BV) procurement approaches, how and why agencies use each approach, and their associated opportunities and obstacles. Data for this study were obtained from a majority of federally funded CM-GC projects completed between 2004 and 2015. It was found that the use of BV procurement versus QBS procurement had no statistically significant difference in project characteristics or in performance of the projects in the data set. The choice of BV or QBS procurement coincided with an agency’s CM-GC stage of organizational development and influences of nonagency stakeholders on the CM-GC process. When agencies and the local industry were new to CM-GC, they were found to use BV procurement because it is closer to the traditional procurement culture and is perceived to result in a fair market project price. Alternatively, agencies and local industry partners with an established history of using CM-GC projects were found to choose QBS procurement. Because of the low level of design at the time of procurement, assumptions relating to risk, production rates, materials sources, and other aspects may be too preliminary to secure a reliable price. The use of BV procurement was found to pose a risk to innovation and to increase negotiation efforts. Qualitative trends from the project data, interviews, and the literature point to agencies using QBS procurement for the majority of CM-GC projects and BV procurement for CM-GC projects with lesser complexity or more highly developed designs at the time of selection.
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Gransberg, Douglas D., and Keith R. Molenaar. "Critical Comparison of Progressive Design-Build and Construction Manager/General Contractor Project Delivery Methods." Transportation Research Record: Journal of the Transportation Research Board 2673, no. 1 (January 2019): 261–68. http://dx.doi.org/10.1177/0361198118822315.

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Progressive design-build (PDB) is an emerging variation of alternative contracting methods (ACMs) in the highway construction industry. It is widely used in water/wastewater and airport projects, but it is new to federally-funded highway projects. A few state department of transportations (DOTs) have begun to experiment with the method, using their experience with qualification-based selection (QBS) and a subsequent negotiated construction price from construction manager/general contractor (CMGC) contracting. There has been little written that provides guidance to public highway agencies who are interested in implementing PDB. Therefore, the purpose of this paper is to first describe the mechanics of PDB project delivery to provide consistent foundation information from which DOTs can inform their decision as to when to use it. The paper also provides a comparative analysis of PDB with CMGC and finds that they are nearly identical with regard to format, differing only in whether the owner retains the design responsibility in CMGC or assigns it to the design-builder in PDB. It also finds that PDB is more appropriate than traditional design-build (DB) for projects in which the owner needs to engage the design-builder in the preliminary engineering and environmental permitting process.
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Dissertations / Theses on the topic "Construction manager/general contractor"

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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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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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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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Josse, Walid, and Borhan Hosseini. "Platschefens arbete i total- och generalentreprenad." Thesis, KTH, Byggvetenskap, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-174833.

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Problemformulering:  Hur påverkas platschefen i sitt arbete i ett byggprojekt utifrån entreprenadformerna total- och generalentreprenad? Hur kan platschefens arbete utformas och avgränsas för att förbättra ledningen av ett byggprojekt utifrån aktuell entreprenadform?   Syfte:                            Syftet med studien är att undersöka hur platschefens arbete påverkas av total- och generalentreprenad och sedan presentera förslag på hur det kan utformas utifrån aktuella entreprenadformer.   Metod:                          Metoden är en kvalitativ analys. Intervjuer är huvudsakliga tillvägagångssättet och sju platschefer och en affärsområdeschef har intervjuats. Litteraturstudier av tidigare examensarbeten och forskningsrapporter samt skrifter och artiklar från branschen har studerats.   Slutsatser:                    Det finns viktigare faktorer för platschefens arbete än själva entreprenadformen i sig. Dessa är bl.a. kvaliteten på handlingarna, projektets storlek, arbetslagets erfarenheter och sammansvetsning, den egna organisationen och tillgängliga stödresurser samt platschefens egna erfarenheter och kunskaper. Entreprenadformen är dock inte utan betydelse. I en totalentreprenad bör platschefen ges möjlighet till att delta i projekteringen för att kunna bidra med sina praktiska byggkunskaper och styra handlingarna mot att bli produktionsvänligare. I en generalentreprenad bör en organisation för hantering av ÄTA-arbeten finnas då det tar mycket tid från platschefen och entreprenören tappar pengar på ÄTA eftersom dem generellt är dåliga på att ta betalt för ÄTA.
Problem:                      How is the job of the site manager effected by the contract forms turnkey and general contract? How can the work of the site manager be designed and defined based on the contract form?   Purpose:                       The purpose of this essay is to study how the site managers’ work is effected by turnkey and general contract and to present suggestions on how the site managers’ work can be designed based on the contract form.   Method:                       The method is qualitative analysis. Interviews are the main approach and seven managers and a business area manager were interviewed. Literature studies of previous theses and research papers as well as publications and articles from the construction industry have been studied.   Conclusion:                  There are more important factors for site managers’ work than the contract form itself. These include the quality of the drawings and documents, the size of the project, the work teams’ experience and how well they function as a team, the organization and the available support resources and the site managers’ own experience and knowledge. The contract form is however not without significance. In a turnkey, the site managers should be given the opportunity to participate in the project design and planning in order to contribute with their practical building skills and guiding documents to be more construction-friendly. In a general contract there should be an organization for the management of CAW because it takes a lot of time from the site manager and entrepreneurs lose money on CAW because contractors generally are bad at charging for CAW.
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Patterson, Donald A. "An Investigation of Project Delivery Methods Relating to Repetitive Commercial Construction." BYU ScholarsArchive, 2014. https://scholarsarchive.byu.edu/etd/4218.

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The Design/Bid/Build (DBB) delivery method has historically been the most popular and the most effective means of determining the least cost for building a project based upon a set of construction documents. In recent years, however, other project delivery methods, including but limited to Construction Manager/General Contractor (CM/GC) and Design/Build (DB), have slowly taken a share of the construction market away from the DBB delivery method. The choice of delivery method that will produce the best value for an owner in the measurements of efficiency in quality, cost, and timeliness depends upon the type of project and the business culture of the project owner. A unique opportunity for a comparative study was presented by the Meetinghouse Facilities Department (MFD) of the Church of Jesus Christ of Latter-day Saints. The MFD completed over 200 repetitive meetinghouse projects in the U.S. over a five-year period (1999-2003), contracting approximately two-thirds of the projects using a CM/GC delivery method with an attached partnering agreement. The remaining meetinghouses were contracted using a DBB delivery method. A comprehensive comparison was conducted measuring all of the efficiencies created by the selection of delivery method, including short- and long-term costs, direct and indirect costs, construction cycle time, and quality assessment scores. After identifying and then adjusting for several confounding variables in the historical data, the statistical analysis provided evidence that the CM/GC delivery method proved to be the best value for the MFD by producing a total cost savings of over 5.5 percent on the meetinghouse projects when compared to the DBB meetinghouse projects. Construction cycle time was 20% shorter on the CM/GC meetinghouse projects and quality assessment (QA) scores were consistently higher. In regards to a 10-year life cycle repair costs, the CM/GC delivery method produced a higher quality meetinghouse, reducing repair costs by 34% when compared to the DBB meetinghouse projects.
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Fenn, James Ellis. "The Purposes and Evaluation Methods for State Residential General Contractor Licensing." Diss., CLICK HERE for online access, 2005. http://contentdm.lib.byu.edu/ETD/image/etd708.pdf.

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Elsayah, Othoman S. "A framework for improvement of contractor selection procedures on major construction project in Libya." Thesis, Edinburgh Napier University, 2016. http://researchrepository.napier.ac.uk/Output/453191.

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The construction sector constitutes one of the most important sectors in the economy of any country. Contractor selection is a critical decision that is undertaken by client organisations and is central to the success of any construction project. For major construction projects, final contractor selection often follows the contractor selection stage. Contractor selection is a process which involves investigating, screening and determining whether candidate contractors have the technical and financial capability to be accepted to formally tender for construction work. The process should be conducted prior to the award of contract, characterized by many factors such as: contactor's skills, experience on similar projects, track- record in the industry, and financial stability. Several models and approaches have been developed to assist client organisations in the contractor selection decision making process. This thesis evaluates the current state of knowledge in relation to contractor selection models. The key features, strengths and limitations of each of these methods are critically evaluated. The key factors of particular interest to client organisations are assessed. This thesis reports on-going research which aims to develop improved contractor selection criteria and methods with specific application to make construction projects in the Libyan context. The aim of this thesis is to build a framework for contractor selection process in the Libyan Construction Industry (LCI) and to find out the major obstacles constraining its operations which so far have not yet been taken into account by the Libyan researchers. However, to address that, a huge investigation has taken place about the current statues for contractor selection in Libya, as well as, in developed and well developed countries. To achieve that, both, theoretical and empirical research was carried out between 2010 and 2013 in Libya. The theoretical study concentrated on the sector of construction industry (Cl) and its key issues, whereas the empirical study focused and explored on the Libyan Construction Industry (LCI) as the context for the study. Two case studies were utilized in this research. The case studies were used to provide more information about the current situation of the LCI and to identify the contractor selection procedures of construction projects in. Also, it assist the researcher to identify key research questions that can later be used in a questionnaire survey. This research was implemented through the administration of a questionnaire survey based on research questions that are required for the building of a framework for contractor selection procedure and the identification of the challenges and obstacles that are facing the clients in the selection process. The development of the framework includes, but is not limited to, contractor selection criteria, decision makers, consultant, clients and sub-contractor. Therefore, the data collection is based on responses from the public and private sector (clients, consultants, contractors and others that are involved in and are knowledgeable about the contractor selection process in the Libyan construction projects). Mean and analysis of variance (independent T-test) were used to manipulate the data from the questionnaire within the SPSS v.20 software environment. The resulting framework was subjected to a validation procedure which involved a structured Delphi technique process based on a focus group consisting of experts who were selected to help with validation of the framework and establishing the extent to which the framework is practical, clear, applicable and comprehensive. This research uses an integrated approach that combines AHP (Analytic Hierarchy Process) method and TOPSIS (Technique for Order Performance by Similarity to Ideal Solution) method to evaluate and investigate the current existing practice of contractor selection in Libya. Also, the Delphi technique was used to establish a road map for contractor selection process. Twelve participants were selected to help with validation of the framework. Overall, this research found that the LCI was suffering from a total absence of contractor selection frameworks. This directly impacts on client satisfaction as well as government planning in the reconstruction of the country after the civil war in particular. To close this gap, this research was embarked upon to identify and explore the various contractor selection methods and frameworks that are utilized to support the guidance of contractor selection process toward success. As a consequence of this study, the Contractor Selection Process (CSP) is now very comprehensive and can now be a reference for any problem. Furthermore, this research will help decision makers and others involved to be more aware of and have a better understanding of the selection procedure in the LCI. This new understanding will help decision makers to make more efficacious decisions and to adopt good short and long term policies for contractor selection planning which can then be put into procedure. Even though this framework is built for the LCI, the research can be utilised in other countries that have a similar construction industry environment.
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Johnson, Conrad C. "Significant Trade Contractor Performance Characteristics as Evaluated by Big-D Construction." Diss., CLICK HERE for online access, 2007. http://contentdm.lib.byu.edu/ETD/image/etd1764.pdf.

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Thompson, Roxene Marie II. "Efforts to Manage Disputes in the Construction Industry: A Comparison of the New Engineering Contract and the Dispute Review Board." Thesis, Virginia Tech, 1998. http://hdl.handle.net/10919/36625.

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The construction industry has been plagued with an increasing number of claims and high litigation costs. How do we reduce conflict and litigation in the construction process? On one hand, leaders of the construction industry in the United States (US) focused their efforts on improving alternative dispute resolution mechanisms. For instance, the American Society of Civil Engineers has introduced the Dispute Review Board (DRB) as a complementary provision to standard US construction practices. The establishment of the DRB to solve construction disputes on the job, avoid claims, and reduce project costs has proven considerable success. On the other hand, construction industry leaders in the United Kingdom (UK) have focused some of their efforts on improving general contract conditions. The Council of the Institution of Civil Engineers of the UK has introduced the New Engineering Contract (NEC) to the construction industry as an alternative to presently used contracts. The NEC proposes to be an innovative, non-adversarial mechanism to resolve disputes on the job, avoid and reduce claims, and to assuage rising litigation costs in the construction industry. It too has proven considerable success in its efforts. This research concentrates on the DRB and the NEC as attempts by construction leaders to modernize and improve construction practices. In summary, the research compares the success stories of the DRB and the NEC as approaches to combating the adversarial nature, increasing number of disputes and rising litigation costs in the construction industry. The main conclusions ascertained in this research are as follows. Despite coming from similar business environments, construction industry leaders in the US and the UK embarked on different methods to address the issues plaguing the industry and to improve construction practices. Both in the US and the UK, construction leaders were mostly influenced to proactively seek and implement change in construction practices by experts from within the engineering and construction industry vanguard. The undertaking of these changes have shown similar success stories and the results have produced substantial impacts on the construction process. In conclusion, the efforts of construction leaders to implement the DRB and the NEC have provided effective mechanisms in improving communication and relations, and managing disputes in a timely fashion at the job site level.
Master of Science
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Tagg, Morgan Christian. "The State of BIM-Based Quantity Take-Off Implementation Among Commercial General Contractors." BYU ScholarsArchive, 2017. https://scholarsarchive.byu.edu/etd/6607.

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Building Information Modeling (BIM) plays an important role in today's construction industry. Models are tools that help stakeholders communicate, visualize building geometry, perform trade coordination and clash detection among others. A less popular aspect of BIM that shows high potential is the quantity take-off (QTO) feature. Yet, its implementation among commercial general contractors (GC) has not received as much attention. The purpose of this study was to identify how the BIM QTO features were being implemented among commercial general contractors, what challenges they faced and how they worked to overcome those challenges. Through a three-step process including semi structured interviews with estimators, preconstruction, BIM and Virtual Design Construction (VDC) managers, valuable insights on the BIM QTO implementation state among general contractors were gathered and analyzed. Links between BIM QTO benefits, project design phases and delivery methods, software, training, leadership and jurisdictions were discussed. The data indicated that BIM QTO's benefits were best leveraged through early general contractor involvement, the adequate contract framework, trained BIM QTO estimators, and early and strategic communication between owners, designers and estimators. The conditions for increased efficiency were discussed along with the solutions to the common BIM-based QTO challenges.
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Books on the topic "Construction manager/general contractor"

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Washington (State). Legislature. Joint Legislative Audit and Review Committee. An assessment of general contractor/construction manager contracting procedures. Olympia, WA: State of Washington Joint Legislative Audit and Review Committee, 2005.

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Minchin, Edward, Lourdes Ptschelinzew, Giovanni C. Migliaccio, Umberto Gatti, Ken Atkins, Tom Warn, Gregg Hostetler, and Sylvester Asiamah. Guide for Design Management on Design-Build and Construction Manager/General Contractor Projects. Washington, D.C.: Transportation Research Board, 2014. http://dx.doi.org/10.17226/22273.

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Molenaar, Keith R., Douglas Alleman, Allen Therrien, Kelly Sheeran, Mounir El Asmar, and Dean Papajohn. Guidebooks for Post-Award Contract Administration for Highway Projects Delivered Using Alternative Contracting Methods, Volume 2: Construction Managerâ€"General Contractor Delivery. Washington, D.C.: Transportation Research Board, 2020. http://dx.doi.org/10.17226/25829.

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General contractor. New York: Cavendish Square Publishing, 2016.

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Somervill, Barbara A. Green general contractor. Ann Arbor, Mich: Cherry Lake Pub., 2011.

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

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Cook, Paul J. Bidding for the general contractor. Kingston, MA: R.S. Means Co., 1985.

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Cook, Paul J. Business management for the general contractor. Kingston, MA: R.S. Means Co., 1988.

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Barr, Ronald S. General construction contractor bidding strategy variations based on market conditions. Springfield, Va: Available from the National Technical Information Service, 1990.

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Shepherd, James M. Beyour own contractor!: Building your dream house, creating new spaces, managing the project yourself or using a general contractor. Chicago: Dearborn Financial, 1992.

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Book chapters on the topic "Construction manager/general contractor"

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Holm, Len, and John E. Schaufelberger. "Pricing balance of general contractor self-performed work." In Construction Cost Estimating, 147–57. First edition. | Abingdon, Oxon ; New York : Routledge/Taylor & Francis Group, 2021. | Substantial re-write from previous estimating text: Construction Cost Estimating, Process and Practices by Holm, Schaufelberger, Griffin, and Cole; Pearson, 2005.: Routledge, 2021. http://dx.doi.org/10.1201/9781003023494-15.

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Espion, B., and M. Provost. "TRABEKA – General contractor in Africa and Belgium (1924–39)." In History of Construction Cultures, 530–37. London: CRC Press, 2021. http://dx.doi.org/10.1201/9781003173359-69.

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Mustapha, Zakari, Clinton Aigbavboa, and Wellington Thwala. "General Introduction." In Contractor Health and Safety Compliance for Small to Medium-Sized Construction Companies, 3–10. Boca Raton : Taylor & Francis, CRC Press, 2017.: CRC Press, 2017. http://dx.doi.org/10.1201/b22259-1.

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Collins, Wesley, Paul Holley, Abhay Chavan, and Anoop Sattineni. "General Contractor Knowledge of Infection Control Requirements on Hospital Renovation Construction Projects." In Collaboration and Integration in Construction, Engineering, Management and Technology, 63–67. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48465-1_11.

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Lin, Yu-Cheng, and Ya-Ting Hsu. "Enhancing the Visualization of Problems Tracking and Management Integrated BIM Technology for General Contractor in Construction." In Collaboration and Integration in Construction, Engineering, Management and Technology, 427–32. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48465-1_71.

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Borms, Samuel, Kris Boudt, Frederiek Van Holle, and Joeri Willems. "Semi-supervised Text Mining for Monitoring the News About the ESG Performance of Companies." In Data Science for Economics and Finance, 217–39. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-66891-4_10.

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AbstractWe present a general monitoring methodology to summarize news about predefined entities and topics into tractable time-varying indices. The approach embeds text mining techniques to transform news data into numerical data, which entails the querying and selection of relevant news articles and the construction of frequency- and sentiment-based indicators. Word embeddings are used to achieve maximally informative news selection and scoring. We apply the methodology from the viewpoint of a sustainable asset manager wanting to actively follow news covering environmental, social, and governance (ESG) aspects. In an empirical analysis, using a Dutch-written news corpus, we create news-based ESG signals for a large list of companies and compare these to scores from an external data provider. We find preliminary evidence of abnormal news dynamics leading up to downward score adjustments and of efficient portfolio screening.
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"General Contractor Responsibilities." In Construction Management, 439–46. CRC Press, 2009. http://dx.doi.org/10.1201/9781439809426-69.

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"General Contractor Responsibilities." In Construction Management, 421–30. CRC Press, 2009. http://dx.doi.org/10.1201/9781439809426-c48.

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Mustapha, Zakari, Clinton Aigbavboa, and Wellington Thwala. "General Introduction." In Contractor Health and Safety Compliance for Small to Medium-Sized Construction Companies, 3–10. Routledge, 2017. http://dx.doi.org/10.1201/9781315112817-2.

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"Electrical Contractor Work Comparisons." In Business Strategies for Electrical Infrastructure Engineering, 295–325. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-2839-7.ch011.

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The decision theory approach determines the optimal configuration by minimizing its cost for a given risk environment. Prioritization is necessary, as is some quantity of information. Supplementary information gathering may add value, but this depends on how much data the Project Manager already has and how much new information is to be gathered with analytic resources available. The payoff from spending time on project decision analysis is already high, even with the brute force approach of analyzing all projects. The payoff could be higher if project decision analyses plans are focused by taking advantage of knowledge about the general characteristics of a project even before individual projects are assessed. The objectives of the study are to identify the cost structures, utilizing simplistic management science mechanisms, in the contractual work arena. A comparison between The Premium Select’s actual contractual costs against competitively-bid similar projects by other contractors forms the basis of this investigation.
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Conference papers on the topic "Construction manager/general contractor"

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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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Adamtey, Simon. "Current Practices of Construction Manager/General Contractor Delivery Method in the Transportation Industry." In International Conference on Transportation and Development 2019. Reston, VA: American Society of Civil Engineers, 2019. http://dx.doi.org/10.1061/9780784482575.038.

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Hessler, Peter G. "Construction Management for Today’s Power Plant Outage (Or, How to Keep Those Shut-Downs on Target)." In International Joint Power Generation Conference collocated with TurboExpo 2003. ASMEDC, 2003. http://dx.doi.org/10.1115/ijpgc2003-40190.

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Today’s power plant outages are much more time, quality and dollar sensitive than ever before. At $600,000 of lost revenues per calendar day, along with the multi-million dollar outage costs for a 500 MW unit while out of service, today’s owners want to know that everything possible is being done to return their units back on-line, on target. It is the outage manager, working in close concert with his labor force and outside contractors, who is usually charged with making this happen. His job is tough, it’s stressful and in these days of leaner staffs, he needs all of the support he can get. That’s the objective of this paper, to offer him that support and ideas on how to keep those shut-downs on target. In this paper, outage management skills are addressed, from the perspective of the owner and his general contractor as well as from their various contractors’ perspectives. Starting with the initial specification development, the bidding process is reviewed. Then, the structuring of the construction contract is discussed with the objective of devising a win-win document. Properly setting up the site operations and then managing the work within the constraints of the originally defined scope, schedule and budget are reviewed. And finally, specific tools and techniques are introduced to keep the plan in focus. Managing a power plant outage can be a daunting undertaking and if not properly managed, from the conceptual phase right through to the final completion, the outage target dates will never be assured. However, this paper shows that if properly structured and properly managed, a very successful project can result.
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Rios, Daniel, Behzad Rouhanizadeh, Sharareh Kermanshachi, and Reza Akhavian. "General Contractor Superintendent Skills and Attributes for Career Success." In Construction Research Congress 2020. Reston, VA: American Society of Civil Engineers, 2020. http://dx.doi.org/10.1061/9780784482889.051.

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Oprach, Svenja, Felix Sonnabend, and Shervin Haghsheno. "The General Contractor Response to Platform Ecosystems." In 27th Annual Conference of the International Group for Lean Construction (IGLC). International Group for Lean Construction, 2019. http://dx.doi.org/10.24928/2019/0211.

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Field, David P., and Jim Stephens. "Japanese-Russian Arms Reduction Co-Operation Barge Mounted Low Level Liquid Waste Treatment Plant — Suzuran/Landysh." In ASME 2003 9th International Conference on Radioactive Waste Management and Environmental Remediation. ASMEDC, 2003. http://dx.doi.org/10.1115/icem2003-4867.

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Basic Technical Details: Displacement: 5000 tonnes; Width: 23.2m; Height: 6.6m; Length: 65m; Draught: 3.5m; Processing Throughput: 7000m3/year. In October 1993, the Governments of Japan and the Russian Federation signed an Intergovernmental Agreement to reduce the threat of nuclear weapons in the Former Soviet Union. Towards achieving this goal, the Japanese Government had initially allotted $100 million towards, which was increased to $200 million in 1999. The main objective of the Suzuran project is to process low-level liquid radioactive waste, which has been in storage for some years, and prevent it from being dumped into the seas shared by Japan and Russia. The construction and completion of the Suzuran, in the Russian Far East, is the brainchild of the Japanese Government, and is the first successful international project of its kind in Russia. Suzuran neatly solves the problem of making safe the liquid radioactive waste being derived from general purpose and missile nuclear submarines of the Russian Pacific Fleet as they are decommissioned and dismantled. The project was administered by the Technical Secretariat of the Japan-Russia Committee for Co-operation on Reducing Nuclear Weapons, who appointed Crown Agents as their agent and RWE NUKEM as their Technical Consultants to manage the project on a day to day basis and oversee the tender, construction and commissioning. This project is unique and complex in that it is, in reality, two projects. Firstly, the construction of a sea-going barge and, secondly, the construction of a complex radioactive liquid waste processing facility. Changes in the Russian Radiation Regulations during the course of the project, required the design to be altered significantly; for example, the facility had to be mounted within the structure of the vessel. Numerous regulators, design and testing institutes were involved throughout the project, to ensure it complied with both Russian and International regulations. Suzuran is the only floating complex that can operate independently for up to 30 days away from base. It is also exceptional in having the greatest throughput capacity of any project of its type and in being fully actively commissioned and licensed to operate, as part of the original contract. Other similar projects, which have a lower throughput and are land-based, have been handed over prior to completion of active commissioning. The international project was particularly complex since it involved not only Japan and Russia but also a Japanese-American contractor, who subcontracted the construction work to Russian shipyards. The Amurski Shipyard at Komsomolsk-na-Amur constructed the Vessel and the processing Facility was constructed in America and shipped to Russia where it was installed on the Barge. The Barge was then towed down the Amur River and down the Russian East Coast to Bolshoi Kamen where it was inactively and actively commissioned. The completed Barge was completed and is now operating, following a one-year warranty period. The project required everyone’s close co-operation and understanding. Particularly onerous was the need to comply with comprehensive Russian regulations, both for sea-going vessels as well as for nuclear facilities. This is a success story in itself. The official Handover ceremony of Suzuran was held in November 2000 and is now operating at the Far Eastern Shipyard, Zvezda. This paper will describe the history and process involved in establishing the Barge project for the treatment of Low Level Liquid Radioactive Waste.
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Zhang, Lianying, and Guannan Xi. "Cooperation in Engineering, Procurement, and Construction (EPC) Project Team: The Impact of Ethical Climate among General Contractor." In Construction Research Congress 2018. Reston, VA: American Society of Civil Engineers, 2018. http://dx.doi.org/10.1061/9780784481271.049.

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Gordon, Elizabeth, Keila Rawlinson, Ebrahim Eldamnhoury, Marton Marosszeky, and Dean Reed. "The Impact of Implementing a System Approach to Quality: A General Contractor Case Study." In 29th Annual Conference of the International Group for Lean Construction (IGLC). International Group for Lean Construction, 2021. http://dx.doi.org/10.24928/2021/0193.

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Holland, Howard W., and Sally Fathulla. "Improved Generating Reliability of Mature Technology Gas Turbines for Supplying Critical Industrial and Commercial Loads for General Electric Company of Libya (GECOL)." In ASME Turbo Expo 2014: Turbine Technical Conference and Exposition. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/gt2014-25028.

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Contractors can add value for their clients when they effectively manage operating risks within their areas of core competence. General Electric Company of Libya (GECOL) had operated its mature gas turbine generating plants at maximum output with severely constrained maintenance budgets for years. GECOL prolonged operation of many of its facilities supplying critical industrial and commercial loads until material failures shut them down. In addition, facilities under construction suffered from a lack of technical due diligence and quality assurance scrutiny. This paper covers the loss-of-load risk management techniques recommended following a Willbros assessment of GECOL’s major combustion turbine generating facilities. The assessment was completed immediately prior to the recent regime change and resulted in recommended strategies for managing new construction and outage work under existing maintenance budget constraints. Plants assessed included Zawia, Khoms, Tripoli South, Western Mountain, Benghazi North and Zewitena.
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Yin, Hong-lian, Zhi-yi Chen, Yong-zhen Yang, Yu-zhuo Sun, and Jian Wu. "Research on profit incentive mechanism of general contractor and subcontractors dynamic alliance in construction project." In EM 2011). IEEE, 2011. http://dx.doi.org/10.1109/icieem.2011.6035443.

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