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Construction Operations Manual of Policies and Procedures 5th Edition by Sidney M. Levy and Andrew M. Civitello | PDF Free Download.
Sidney M. Levy has 40 years of experience in commercial, institutional, and public works construction.
For the past ten years he has been a private consultant working with owners, general contractors, and developers assisting in contract administration and compliance and dispute and claims resolution.
Mr. Levy is the author of 30 books relating to project management, international construction, construction materials and their application, and infrastructure development, including Total Construction Project Management, Second Edition and Project Management in Construction, Sixth Edition.
Andrew Civitello, JR., owns his own construction management consulting company, with offices in Florida and Connecticut, specializing in project management, scheduling, and construction claims. Previously, he was President of Civitello Building Company in Connecticut.
Mr. Civitello is the author of Construction Manager and Complete Contracting
The first edition of this book was published in 1994. Since then, the world of design and construction has experienced a revolution in the approach to project development, design, and execution.
Design professionals using Building Information Modeling (BIM) have either eliminated, or significantly reduced, many of the problems that formerly plagued both their professions and the contractors they work with.
Coordination of the work of the various design disciplines, and steep declines in the number of conflicts among architectural, structural, and mechanical components, have sharply reduced misunderstandings, vagaries, change orders, and temper tantrums.
There is a new awareness that working together and sharing risks and rewards is a better approach to achieving the goal of each member of the team.
New contract formats reflect this trend; by stressing collaboration and a desire to work together to solve problems, the process has become memorialized.
Today, the computer is ubiquitous: in the home office, in the field office, and in the pocket of the Project Manager and Superintendent.
The speed of communication among all key members of the construction process is limited only by the time it takes to tap out a few words, snap a photograph, and press the “Send” key.
Problems encountered in the field can be easily and quickly passed on to the appropriate parties; solutions can be discussed, agreed upon, and set in place, in many cases within hours of the problem being brought to light.
But one thing has not changed over these past 20 years, and that is the role of the Project Manager and the Field Superintendent in managing ever more complex construction projects and bringing them to completion “within budget and on time.” One can add to that duo: “while ensuring an end project of high quality.”
This aspect of the Project Manager or Field Superintendent’s job remains one of control: control of each one of those previously listed objectives of budget, time, and quality. And these objectives or goals require full-time attention and always expecting the unexpected.
Today’s managers of construction must be technically competent and possessed of managerial skills (or the ability to learn them quickly), so that they can direct teams of skilled tradespersons and legions of subcontractors who must interact effectively and cooperatively.
But Project Managers and Field Supervisors must also have a smattering of accounting and have both feet in cost control.
They must be aware of the legal aspects involved in nearly everything they do, from interpreting intricate construction contracts to dealing with the mosaic of local, state, and federal rules and regulations, and to the ongoing documentation that details the daily events taking place on a construction site.
These details can play an important role in settling the disputes that may arise whenever a complex endeavor such as a construction project travels from start to finish.
This fifth edition of Construction Operations Manual of Policies and Procedures, updated to fit into today’s design and construction environment, contains a series of new contract formats, checklists, forms, sample letters, and advice and suggestions gleaned from the coauthors’ decades-long experience in the construction industry.
We hope that this fifth edition of Construction Operations Manual of Policies and Procedures will provide you with some new insights to assist you in managing your new construction project more effectively.
Throughout the decade of the 1990s, there was an increasing awareness among construction professionals at every level of the need for efficient, coordinated management methods, procedures, and techniques that will effectively deal with the incredible complexity of our special brand of business.
As we have progressed as an industry, the focus necessarily was forced to divide between these proactive management ideals and that dubious category of managerial responsibilities—“risk management.”
Simply stated, the management of risk as far as an ongoing construction or construction management firm is concerned begins with an acknowledgment of the complex relationships among the various parties to every construction contract that must be aggressively pursued on a daily basis.
We don’t have “cracks” for things to fall through in our business—we have open crevices into which things get sucked into a vacuum if you let them.
And so the “management of risk” begins with focusing our attention on not only the development of procedures and methods that address all of the activities that need to be performed, but also on those forms, procedures,
follow-up, and accountability mechanisms that will create and encourage a discipline within the organization that will encourage all of these activities to regularly be performed—completely—every day.
From there, effective operations management combined with an appropriate “risk management” perspective should not limit itself to the management cliches that are offered throughout too many “authoritative” books on the subject.
We need to grab the reality quickly and deal with all of the pleasant and unpleasant realities of our work environment. In other words, it does no good to formulate our management procedures and our daily operations with the idea of “construction in heaven”—as it “should” be.
We cannot plan and operate our companies anticipating a work environment as we wish it to be, rather than as we know it truly is.
We need to approach our work environments with a significant —and genuinely healthy—consideration of the realities of our business relationships.
In this way, if we actually proceed with the expectation of routine misfires, miscommunication, and plain mistakes, our management systems will automatically be designed to include safety nets, follow-up, and instruction or guidance that will work to close all those crevices (or at least close them to the size of normal “cracks”).
This is not at all to say that we must all proceed through our work days with cynicism and pessimism.
This is only to say that if we proceed with the expectation that some number of our business associates, subordinates, and contracting parties do deal in wishful thinking, possess wide ranges of knowledge and competence, and operate with “diverse” motives, we simply will see the problems coming and deal with them all more in stride.
Just as a pilot anticipates various potential malfunctions and each phase of flight—and gives each possibility very specific attention as he or she prepares and executes each phase— we as managers should learn to do the very same thing in the management of our construction contracts.
We should recognize at the onset that these types of acknowledgments of human nature as applied to the construction industry do not need to be just one more source of pressure, or a new layer of stress.
Instead, we must realize that the higher up the ladder of managerial responsibility that we may aspire to, the greater percentage of our work day will be devoted to dealing with exceptions to management routine.
At the lower rungs of the project administration ladder, greater percentages of the complete work are characterized by routine (or at least “normal”) process and procedure. Submittals are checked against contract requirements, various log forms are produced and maintained, and so on.
As our responsibilities move up the managerial ladder, our jobs have an increasing requirement to introduce judgment into the process. Our judgment is presumably based upon our “experience.”
It follows that the only reason why “judgment” and “experience” are needed at higher-level positions are to allow one to deal with the inevitable exceptions to the smooth-running processes outlined in the procedure manual for construction in heaven.
Because of these forces that work every day against our carefully planned efforts, it has become absolutely crucial that all categories of field information be reported accurately, quickly, and completely.
Administrative activities must be orchestrated, implemented, monitored, and adjusted. Late starts, mistakes, omissions, and inappropriate actions must be exposed and dealt with quickly and decisively.
The success or failure of this entire effort translates directly into either containment of costs and maximization of profit, or into huge financial losses.
Dramatic and even exponential increases in the cost of doing business combined with intensifying competitive pressures dictate that managerial, administrative, and supervisory operations must be streamlined for maximum efficiency.
Despite our increasing information control and reporting requirements, duplication of effort must be eliminated if overhead is to be controlled.
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