Professional Construction Managementby Donald S. Barrie, (M.ASCE), Manager; Construction Management Dept., Kaiser Engrs., Oakland, Calif.,
Boyd C. Paulson, Jr., (M.ASCE), Asst. Prof. of Civ. Engrg.; Stanford Univ., Stanford, Calif.,
Serial Information: Journal of the Construction Division, 1976, Vol. 102, Issue 3, Pg. 425-436
Document Type: Journal Paper
This paper describes in part findings and conclusions of ASCE's Task Committee on Management of Construction Projects. This paper presents definitions of Professional Construction Management and Professional Construction Manager, explains the reasoning behind them, then describes the responsibilities of the Professional Construction Manager and his requirements in the planning and execution phases of a project. Professional Construction Management differs from conventional design-construct and traditional separate contractor and designer approaches in that there are by definition three separate and distinct members of the team (owner, designer, and manager) and the Professional Construction Manager does not perform significant design or construction work with his own forces. Professional Construction Management is not necessarily better or worse than other methods of procuring constructed facilities. However, the three-party-team approach is certainly a viable alternative to more traditional methods in many applications as its increasing use will demonstrate.
Subject Headings: Construction management | Project management | Managers | Terminology and definition | Professional practice | Construction methods | Management methods | Contractors and subcontractors
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