Client-Side Construction Management.
Director of Construction Management.
Client representative for large design-build projects begins with the assignment of an experienced leader with expert knowledge in areas of preconstruction, design, strategic planning, budget development, risk analysis, tender, and contract management. Advanced communication skills, exceptional leadership qualities, team-building skills, and cultural awareness are essential to establishing and maintaining an efficient design-build process for the project or program.
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Director of Construction Management leading architects, engineers, administrators, and contractors in establishing effective planning, communications, and execution on behalf of clients and stakeholders.
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​Cross-functional expertise in areas that include contract administrative management, architectural and MEP design, cost management, various contract mechanisms, relationship management, risk, and human resources. This high level of knowledge and experience provides the client’s organization with a cache of organizational process assets, lessons learned, and an understanding of the inherent risks and resources necessary for developing the strategic plan, and project management plan.
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The construction management professional PMP is an advisor to the owner with a responsibility to identify and control risk before it impacts project performance. Capable to identify opportunities that will improve schedule and cost performance. Technical expertise and advanced communications are essential to lead in this role.
The Client - Owner
The owner or project sponsor supports the construction manager in the development of the strategic plan by providing information that includes the project charter, requirements, the project design concept, project duration, project budget, constraints, and the preliminary organizational structure and stakeholders. Additional information may include the business plan, challenges, priorities, political insight, known risks, issues, and potential opportunities.
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The project team will keep the client informed of new opportunities and threat and timely recommendations. The team will keep the executive team advised of high level information including planned and actual performance reports.
The owner and construction manager or project director establish a trusting relationship intended to identify the project objectives and secure the best interests of the investors and stakeholders. This process begins with the project charter, and through meeting requirements, the strategic plan and the project management plan are developed. Expert judgment, effective communications, and organizational process assets are applied to support project development.