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1、SECTIONSEVENTEENCONSTRUCTIONPROJECTMANAGEMENTRobertF.BorgChairman,KreislerBorgFlormanGeneralConstructionCompanyScarsdale,NewYorkConstructionprojectmanagementencompassesorganizingthefieldforcesandbackuppersonnelinadministrativeandengineeringpositionsnecessaryforsu
2、per-visinglabor,awardingsubcontracts,purchasingmaterials,recordkeeping,andfi-nancialandothermanagementfunctionstoensureprofitableandtimelyperform-anceofthejob.Thecombinationofmanagerialtalentsrequiredpresupposestrainingandexperience,bothinfieldandofficeoperationofac
3、onstructionjob.Properconstructionprojectmanagementwillspellthedifferencebetweenasuc-cessfulbuildingorcontractingorganizationandafailure.Thissectionoutlinespracticalconsiderationsinconstructionprojectmanagementbasedontheoperationsofafunctioninggeneralcontractingo
4、rganization.Whereverpossible,inillustrationsgiven,theformsarefromactualfilesforspecificjobs.Theseforms,therefore,notonlyillustratevariousmanagementtechniques,butalsogivespecificdetailsastheyapplytoparticularsituations.17.1TYPESOFCONSTRUCTIONCOMPANIESTheprinciplesof
5、constructionprojectmanagement,asoutlinedinthisarticle,applyequallytothoseengagedinsubcontractingandthoseengagedingeneralcontract-ing.SmallRenovationContractors.Thesecompaniesgenerallyworkonjobsre-quiringsmallamountsofcapitalandthetypeofworkthatdoesnotrequiremuch
6、estimatingoralargeconstructionorganization.Theyusuallyperformhomealter-ationsorsmallcommercialandofficework.Manysmallrenovationcontractorshavetheirofficesintheirhomesandperformthe‘‘paperwork’’atnightoronweekendsafterworkingwiththetoolsoftheirtradeduringtheday.Thea
7、bilitytogrowfromthistypeofcontractortoageneralcontractordependsmainlyonthetrainingandbusinessabilityoftheindividual.Generally,ifoneisintelligentenough17.117.2SECTIONSEVENTEENtobeagoodsmallrenovationcontractor,thatpersonmaybeexpectedtoeventuallymoveintothefieldofl
8、argerwork.GeneralContractors.Thesecompaniesoftenareexpertsineithernewbuildingsoralterationwork.Manybuildingcontractorssubcontractamajorportionoftheirwork,whilealterat
