Barbara J. Jackson - Construction Management JumpStart

Table 2.1 Risks Allocation Table

Although it is very important for a construction manager to be trained in all the functions listed earlier, the two most important skills needed to succeed in construction management are decision making and problem solving. I'm sure you have determined by now that construction is not an industry for the weak of heart. The stakes are enormously high on every project, and the environment is very unpredictable.

Throughout this book, I will provide “Real World Scenario” sidebars to give you a little taste of the decision making and problem solving that relate to the various functions. What I want you to understand is that the solutions to many construction issues cannot be found in a book or relayed in a seminar—they are discovered by using critical and creative thinking skills and by being very resourceful.

Although being skilled in estimating, scheduling, or project administration will provide you with the tools to evaluate and assess situations, it will be your ability to think on your feet, make tough decisions, and find solutions that may never have been tested before that will actually carry the day.

By this time, you are probably in one of three places. You are very excited about what you have learned so far, you are not quite sure what to make of this thing called construction management , or you are wondering who in their right mind would ever get themselves involved in such a business! So before I take you any further, maybe this would be a good time to discuss exactly what it takes to be a construction manager.

The Bureau of Labor Statistics presents the following character synopsis in its Occupational Outlook Handbook when describing the necessary attributes of the construction manager:

Construction managers should be flexible and work effectively in a fast-paced environment. They should be decisive and work well under pressure, particularly when faced with unexpected occurrences or delays. The ability to coordinate several major activities at once, while analyzing and resolving specific problems, is essential, as is an understanding of engineering, architectural, and other construction drawings. Good oral and written communication skills also are important, as are leadership skills. Managers must be able to establish a good working relationship with many different people, including owners, other managers, designers, supervisors, and craft workers.

Although this profile pretty much hits the nail on the head, so to speak, I would have to add a few more attributes to the list. I have found most construction managers to have a strong work ethic and an enthusiastic and highly motivated nature. They are tenacious and very results oriented. And, above all else, they are noted for being risk takers.

It is also very important for the construction manager to actually know something about building. It is much easier to manage a process when you have an appreciation for what it actually takes to get the work done, and believe me, you will have a greater appreciation for it after you dig a couple of ditches and manhandle some 90-pound sacks of mortar all day long. The best way to get this experience is simply to go out there and do the job.

Most companies look for individuals with both industry work experience and formal training or education in construction management. Therefore, it is not uncommon for construction management programs to require (or highly recommend) summer jobs and internships in the field for exactly this reason. I grew up in a family of carpenters and electricians, so I was lucky enough to be exposed to the building side of construction very early on. Even if you have never been on a construction site before, it is very important to get this experience and not be intimidated by the environment.

If you are interested in pursuing a career in construction management but think that your lack of hands-on field experience might hold you back, then you might try volunteering with such organizations as Habitat for Humanity or AmeriCorps.

Business knowledge is another factor that can really influence your capabilities and chances for success in construction management. After all, building is first and foremost a business, and all the criteria needed to flourish in business are required to flourish in construction.

And last but not least is having a good grasp of technology. An understanding of computers and software is vital to a career in construction management. Today, every function associated with construction management involves a computer application.

A typical career track for an entry-level construction manager might look something like this:

Although there are many excellent companies to select from, I chose to use the Hensel Phelps Construction Company career path model because of its reputation for consistent performance and reliability. Hensel Phelps is consistently ranked among the top general contractors and construction managers in the nation by the Engineering News Record (ENR).

Job titles and job descriptions vary across company types and sizes, but most organizations will offer field engineer, project engineer, superintendent, project manager, and estimator positions. The following list will give you a clear understanding of what it takes to become a full-fledged construction management professional and give you some sense of the depth of knowledge and experience needed to achieve that goal. These descriptions convey a typical chain of command scenario for a large, national construction firm.

Field engineer This is an entry-level position. This individual works directly for the project superintendent. The field engineer (by title only; not actually an engineer) is responsible for project layout and dimensional accuracy of the project, interpretation of the project plans and specifications, communication with the craftspeople and subcontractors, jobwide safety, production of detailed concrete form work drawings for field use, and tracking and reporting of daily job production.

Office engineer This is an entry-level position. An office engineer (again, an engineer in title only) acts as the chief assistant to the project engineer and as support for the field. The office engineer's responsibilities include all procurement and timely delivery of materials to the project, review of shop drawings, processing of material submittals and requests for information, and assisting the project engineer.