Describes the problems and inequities present in traditionally managed construction projects. Agrees that adopting a team management approach and using a construction manager will not only save money and shorten the time, but will provide the owner with greater control over the project. (Author)

Provides legal principles of which prospective owners should be aware. The author points out the particular legal problems of projects involving third party construction managers. Topics covered are (1) substantial performance, (2) interpretations of time, (3) impossibility of performance, (4) third party impairments, (5) reliance on promises, (6)…

Describes how one school district was able to efficiently install fragile telecommunication cabling throughout its high school and save thousands of dollars. Discusses solutions to some common cable-management problems. (GR)

Describes the Internet-based information system that has provided effective communications and reporting for the upgrade to K-12 schools in Scottsdale, Arizona. The Website and software applications created valuable communications in the construction process and improved reporting on progress. (SLD)

Discusses planning for phased school construction projects, including effects on occupancy (for example, construction adjacent to occupied space, construction procedure safety zones near occupied areas, and code-complying means of egress), effects on building systems (such as heating and cooling equipment and power distribution), and contract…

Discusses five steps to address in preplanning for public support and effective management of a multiyear school building program: examine board policies and procedures, engage all appropriate stakeholders, update educational specifications, review technical specifications, and evaluate industry-imposed challenges. (EV)

Offers guidelines to ensure a smooth school construction project: (1) validate the program and budget; (2) create a management plan; (3) develop a reporting system; (4) qualify designers; (5) manage the design phase; (6) put the schedule in bidding documents; and (6) closely manage the construction phase. (EV)

Written in response to the frequent budget overruns experienced by higher education facilities when renovating and expanding laboratories, provides an overview of possible problems and presents a series of procedures and checklists to manage activities associated with such a move or renovation. (EV)

Lists in outline form 12 steps that ensure success of a construction program. (MLF)

Reviews the literature concerning practical computer-based simulation systems for the management of construction projects and/or firms and describes a conceptual model of a prototype system that simulates the decision making of construction site management. Research and development required to produce the system for use in industry is discussed.…

Presents expert opinion on school construction management communication concerning educational needs, obtaining consensus among diverse groups, and envisioning what schools must offer in the future. Why furniture issues are also important is highlighted. (GR)

Discusses how budget modeling and early cost estimating can help schools control spending on construction projects. Elements involved in estimating the costs of a project are listed, and the unique characteristics that need to be considered when estimating costs for educational construction are highlighted. (GR)

Discusses how subsurface analysis can take the guesswork out of a building project and can save time and money. The basics of subsurface exploration are explained. (GR)

Discusses the increasing use of construction and project managers in school construction projects and the benefits that can be realized from the expertise and experience they bring. The fees they charge, including the recent innovation of satisfaction fees, are explained. (GR)

Explains the difference between construction manager (CM) and construction manager at-risk and explores management versus delivery aspects of both. Concluding comments address why the a decision on CM vs. CM at-risk is not an either/or process. (GR)