Construction Management is an idea whose time has come.

Construction

Management not only rationalizes the entire construction process, but it
provides us with an interdisciplinary approach for handling large and
complex projects. It pulls together a fragmented industry and allows
architect-engineer, construction manager, urban planner and a variety of
specialists to work together on a "project team."

The construction manager is the "renaissance man" on a project overseeing
it from the "cradle to the grave." The construction manager wears several
hats working closely with both the architect-engineer and the owner. To
the owner, an important difference between Construction Management and
more traditional construction procedures is that the owner--the man who
pays the bills--has control.

Effective management is the key to the construction industry's success in
the coming years. Construction Management gives us the tools we need to
modernize our management techniques and insure that they keep pace with
our rapidly expanding building technology. Through this publication, we
hope to inform industry, the public sector and other interested groups
about GSA's Construction Management program and philosophy. I encourage
everyone involved in the construction industry to read "The GSA System
for Construction Management" and consider the use of Construction Manage-
ment on their projects to the fullest extent possible.

Шашей

W. A. Meisen

Acting Commissioner

Public Buildings Service

UNIVERSITY OF MICHIGAN
LIBRARIES

FEB 13 1976

DEPOSITED BY THE

UNITED STATES OF AMERICA

RECENT ACTIONS

CHANGES IN PROCESS

TRENDS TO THE FUTURE

EXHIBITS

A. Construction Management Project Notice

B. Request for Qualifications Submission with:

(1) Construction Manager Questionnaire

(2) Construction Management Contract

C. Request for Priced Proposal with:

NOTE:

(1) Priced Proposal

(2) Lump Sum Contract Price Breakdown.

(3) Nonreimbursable Staff Listing

(4) Tentative Reimbursable Job-Site Staff Listing

The exhibits are current as of the date of this publication and are subject to subsequent change without notice.

One of the first significant steps, which the General Services Administration (GSA) has taken to effect an interdisciplinary approach, has been the implementation of construction management in its Federal buildings program.

A 1970 GSA study report revealed that the sequential method of contracting, then being employed by GSA, was resulting in a total design and construction time on major building projects of 59 months compared to 24 months for similar projects in the private sector. Inflationary cost escalation was rampant while numerous delays occurred between the many consecutive design steps, and subsequent construction steps. Not the least was a requirement for returning to the Congress for separate construction appropriations often after the design documents were completed and on the shelf awaiting funds. The report recommended that GSA abandon its outmoded procedures and use phased construction in conjunction with construction management in a new dynamic approach to its nationwide building program.

The NEW TEAM approach creates a different working relationship between Owner, Architect-Engineer, and Contractor, which now makes possible the early formulation of critical project decisions on a more coordinated and objective basis while drawing on the uninhibited experience and knowledge of the Architect-Engineer and the Construction Manager, both of whom are pledged to the Owner's best interests. The old antagonisms are laid to rest and a new cooperative spirit emerges.

principles

Phased Construction involves the overlapping of design and construction activities in a carefully planned, executed, and controlled order to permit the simultaneous construction of early-delivery elements while late-delivery elements are still under design. The dramatic time savings obtainable (possibly 1 1/2 to 2 years) with this method of using many separate construction contracts admittedly involve a risk factor. Interferences between work-in-place and subsequent design requirements are possible, but GSA believes the risks are acceptable and warranted. In fact, they provide a real-life technical challenge to the design-construct team to anticipate, minimize, and accommodate. The overall time savings

can:

• Greatly reduce the project exposure to escalating market costs; Satisfy GSA's client agencies with earlier occupancy of modern facilities constructed to better satisfy their current needs;

Make significant savings in interim rental and financing costs; and