This document discusses what makes a successful construction manager. It notes that a successful construction manager works as a project partner with clients and stakeholders, utilizes highly skilled and committed people, and ensures the client's best interests are served. It also emphasizes program and cost certainty, embracing processes and procedures, structured team management, going the extra mile, engaging at the right project stages, and having health and safety as the top priority.

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Becoming a Successful Construction Manager
SACPCMP
5th Construction
Summit
Ben J Coster
29 June 2016

2. Core services
Programme and Project
Management
Construction DeliveryCost Consultancy Facilities Management
Complementary services
 Architectural Services
 Asset Management
 CDM Consultancy
 Community Regeneration
 Design Management
 Development Management
 Due Diligence
 Fund Monitoring
 Health and Safety
Management
 ICT Consultancy
 Information Management
 Logistics Management
 Mechanical and Electrical Services
 Preconstruction Services
 Risk Management
 Sustainability Consultancy
 Strategic Planning

3. Arts and Culture Commercial Offices Education Energy and Utilities
Health and Social Care Hotels, Leisure and
Sport
Public Estates Regeneration
Residential Retail Science and Technology Transport
Core sectors

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Tall Complex Structures
Radiant Sub-floor Heating

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Client Satisfaction
Objectives Achieved by, through
• Work with the Client and Stakeholders as a ‘Project
Partner’ to define the detailed parameters required of
the delivery services to be provided. • Utilising highly skilled people that are
absolutely committed to delivering the
best quality product.
• Utilise a wealth of experience, whilst
training and developing the cession of
new talent
• Provide flexible teams that can
accommodate any reasonable request
• Ensure the Client’s best interests are catered for at
every level of the delivery
• Integrate into the ‘One Team Approach’ to provide a
seamless Development, Project Management and
Construction Delivery Team
• Provide the Client with the confidence that the Project
is being well taken care of

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Programme Certainty
• Master programme based on a thorough understanding of Client’s
operational and development needs
• Programme with the logic benchmarked utilising realistic and
achievable activity durations
• Early understanding of the key and critical activities
• Effective and continuous review of the programme performance to
identify early items for resolution
• ‘What if’ iterations to analyse, mitigate critical path activities that
threaten the primary activities and key dates

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Cost Certainty
• Translating the Client’s requirements and managing the Works in line
with the Cost Plan based upon realistic base line, current cost data
• Control the sequence and coordination of the Works on-site
• Effective information required and procurement programme, which
fully considers the commercial climate with realistic contingences
• Close monitoring of construction phase to identify stumbling blocks to
progress that could become costly and develop a mitigation plan
• Control change to minimise cost increases and programme effects

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Embrace Processes and Procedures
• Financial control and management
• Strategic Planning and Logistical management
• Procurement
• Project administration
• Engineering and design
• Programme administration
• Health and Safety
• Quality assurance

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Structured Management ‘One Team’
• Provide a structured management approach to facilitate team working
across contractual boundaries.
• Fundamental components include
• Formalised mutual objectives
• Prompt problem resolution methods
• Continuous measurable improvements
• A critical success factor for any project, is the commitment of all those
involved at all levels to make the project a success.

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Go the extra mile to deliver
• Challenge the norms, push the boundaries
• Embrace change
• Integrate with the wider team
• A balanced approach towards risk

15. When to Engage
Handover
Procurement and Construction
Design and
Engineering
Conceptual Planning and Feasibility
Studies
Construction CostAbility to Influence Costs
100% 100%
0%
0%
Start
LevelOfInfluenceOnCost
ConstructionCost
Project Time
Operation and
Maintenance

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Health & Safety
Safety first. Second nature
At Mace, our mission is to be the safest in
our industry. We are driven to occupy this
position because only by being the best
can we set new standards, fully protect
our clients’ investments, and most
importantly, have absolute confidence in
our ability to protect the wellbeing of our
people and the people on our sites.

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A Successful Construction Manager
Is proud of what they do and what sets
them apart from their competitors.
They work diligently to ensure that the
industries assets and skills are nurtured
and preserved, in the delivery of the best
in class time after time…