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Construction Project Management Handbook, F T a Report No. 0015
Construction Project Management Handbook MARCH 2012 FTA Report No. 0015 Federal Transit Administration PREPARED BY Kam Shadan, P.E. Gannett Fleming, Inc. COVER PHOTO Edwin Adilson Rodriguez, Federal Transit Administration DISCLAIMER This document is intended as a technical assistance product. It is disseminated under the sponsorship of the U.S. Department of Transportation in the interest of information exchange. The United States Government assumes no liability for its contents or use thereof. The United States Government does not endorse products of manufacturers. Trade or manufacturers’ names appear herein solely because they are considered essential to the objective of this report. This Handbook is intended to be a general reference document for use by public transportation agencies responsible for the management of capital projects involving construction of a transit facility or system. This document is disseminated under the sponsorship of the U.S. Department of Transportation in the interest of information exchange. The United States Government and the Contractor, Gannett Fleming, Inc., assume no liability for the contents or use thereof. The United States Government does not endorse manufacturers or products. Trade or manufacturers names appear herein solely because they are considered essential to the objective of this report. Construction Project Management Handbook MARCH 2012 FTA Report No. 0015 PREPARED BY Kam Shadan, P.E. Gannett Fleming, Inc. 591 Redwood Highway Mill Valley, CA 94941-3064 http://www.gannettfleming.com SPONSORED -
Real Estate Development
For the non real estate professional An introductory case study of the building of a Transit Oriented Development Views from For Profit vs. Non-Profit Developers For Profit Developer Non-Profit Developer FAR- Floor area ratio, the ratio of square footage of building to square footage of land Entitlements- All federal, state and local approvals and permits required to develop project. Building Coverage- the ration of the building footprint to the square footage of the development parcel Parking Ratio- Parking spaces required per residential unit or square feet of commercial space. Capital Stack- Equity, finance and grants required to fund project Net Operating Income- The net of rental revenue after operating expense, before debt service Operating Expense- Ongoing costs for the property including management, maintenance, insurance, taxes, marketing, etc. Debt Service Coverage- The ratio of net operating income allowed to service the debt of the project. Hard Costs- Site work and vertical construction cost of development Soft Costs- Architectural\engineering\legal\marketing\permitting\ finance\ and project management costs of development. Reserves- Escrow accounts established for interest, operating deficits, and capital improvements. Tax Credits- (LIHTC) Income tax credits created through the development of qualified low income housing developments. Tax credits are sold to investors and used for equity for development. Soft Loans- Loans or grants available to non profit developers used for the pursuit of low income housing developments. Newburyport MBTA Commuter Rail Station, Newburyport , MA The property consists of five parcels of land that total approximately 11.11 acres of land adjacent to the MBTA Newburyport Commuter Rail Station. The property is bounded by business/industrial uses on the west and north, a private garage and MBTA commuter parking on the south, and the rail right-of-way and Station on the east with retail use on the other side of the tracks. -
Application of the Design Structure Matrix (DSM) to the Real Estate Development Process Using Modular Construction Methods
Application of the Design Structure Matrix (DSM) to the Real Estate Development Process using Modular Construction Methods By Steven V. Bonelli AND Adrian M. Gonzale z Gue rra B.S., Business Administration, 2000 B.S., Industrial Engineering, 2006 University of Vermont Northwe stern University Maste r of Business Administration, 2011 University of Michigan Submitted to the Program in Real Estate Development in Conjunction with the Center for Real Estate in Partial Fulfillment of the Requirements for the Degree of Master of Science in Real Estate Development at the Massachusetts Institute of Technology September, 2012 ©2012 Steven V. Bonelli, Adrian M. Gonzalez Guerra All rights reserved The authors hereby grant to MIT permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part in any medium now known or hereafter created. Signature of Author_________________________________________________________ (Steven V. Bonelli) Center for Real Estate July 30, 2012 Signature of Author_________________________________________________________ (Adrian M. Gonzale z Gue rra) Ce nter for Real Estate July 30, 2012 Certified by_______________________________________________________________ Steven D. Eppinger Professor of Management Science and Innovation Sloan School of Management Thesis Supervisor Accepted by______________________________________________________________ David Ge ltne r Chair, MSRED Committee Interdepartmental Degree Program in Real Estate Development This page intentionally left -
SENIOR CONSTRUCTION PROJECT MANAGER DEFINITION to Plan
CONSTRUCTION PROJECT MANAGER/ SENIOR CONSTRUCTION PROJECT MANAGER DEFINITION To plan, organize, direct and supervise public works construction projects and inspection operations within the Engineering Division. Manage the planning, execution, supervision and coordination of technical aspects of field engineering assignments including development and maintenance of schedules, contracts, budgets, means and methods. Exercise discretion and independent judgment with respect to assigned duties. DISTINGUISHING CHARACTERISTICS The Senior Construction Project Manager position is an advance journey level professional position and is distinguished from the Construction Project Manager by higher level performance and depth of involvement in the management of construction projects, and participation in the long-range planning and administrative functions within the Engineering Department. SUPERVISION RECEIVED AND EXERCISED Receives general direction from Principal Civil Engineer or other supervisory staff. Exercises direct supervision over construction inspection staff, outside contractors, and/or other paraprofessional staff, as assigned. EXAMPLE OF DUTIES: The following are typical illustrations of duties encompassed by the job class, not an all inclusive or limiting list: ESSENTIAL JOB FUNCTIONS Plan, organize, coordinate, and direct the work of construction projects within the Engineering Division to include the construction of streets, storm drains, parks, traffic control systems, water and wastewater facilities and other Capital Improvement Program (CIP) projects. Provide direction and management for multiple large and complex public works construction and CIP projects. Ensure on-schedule completion within budget in accordance with contract documents and City, State and Federal requirements. 1 Construction Project Manager/ Senior Construction Project Manager Perform difficult and complex field assignments involving the development, execution, supervision, and coordination of all technical aspects of a construction project. -
Curriculum Standard for Construction
Curriculum Standard for Construction: Architecture & Construction Technology Career Cluster: Architecture and Construction** Cluster Description: Programs that prepare individuals to apply technical knowledge and skills related to the fields of architecture, construction, and associated professions. Includes instruction that can be applied to a variety of careers in the design-construction industry, including employment with architectural and engineering firms, residential and commercial builders/contractors, and other construction related occupations. Pathway: Construction Effective Term: Fall 2013 (2013*03) Program Majors Under Pathway Program Major / Classification of Instruction Programs (CIP) Code Credential Level(s) Program Major Offered Code Architectural Technology CIP Code 15.0101 AAS/Diploma/Certificate A40100 Building Construction Technology CIP Code: 46.0499 AAS/Diploma/Certificate A35140 Carpentry CIP Code: 46.0201 Diploma/Certificate D35180 Construction Management Technology CIP Code 46.0401 AAS/Diploma/Certificate A35190 Masonry CIP Code: 46.0101 Diploma/Certificate D35280 Plumbing CIP Code: 46.0503 Diploma/Certificate D35300 Pathway Description: These curriculums are designed to prepare individuals to apply technical knowledge and skills to the fields of architecture, construction, construction management, and other associated professions. Course work includes instruction in sustainable building and design, print reading, building codes, estimating, construction materials and methods, and other topics related to design -
B.S. in Construction Management Course Descriptions
B.S. in Construction Management Course Descriptions CMGT-101 - Construction Graphics Course Description Students will be introduced to the graphical language of construction and design through a combination of interactive lecture\demonstration classes, graphic exercises and practical studio/field exercises. The studio exercises will include the reading and interpretation of graphics. Graphic and Field exercises will present a variety of opportunities for student understanding and expression of both visible field conditions and conceptual details as well as immersing the students in the use of graphics to accurately describe existing built conditions. Course Learning Outcomes Read and interpret the graphical expression used in a full spectrum of construction drawings, details, and sketches to include, architectural, structural, civil, mechanical, electrical, disciplines. Locate information within a set of construction drawings with regard to form, size, distance, quantity of elements, and interrelation of elements Convey drawing information completely and accurately, in a narrative form, to those not familiar with construction graphics. Express their understanding of drawings and field conditions using accurate free hand sketches of existing field conditions and suggested details. CMGT-102 – Introduction to the Construction Industry Course Description This course is intended to explore the multiple participants, construction manager’s roles, duties, and typical tasks performed during the life a construction project. Students will be -
Design Guide: Real Estate Development Designing and Developing Real Estate and Community
DESIGN GUIDE: REAL ESTATE DEVELOPMENT DESIGNING AND DEVELOPING REAL ESTATE AND COMMUNITY DESIGN DEVELOPMENT HOW DESIGN SUPPORTS DESIGNING ACCESSIBLE, DEVELOPMENT WELCOMING, & SUSTAINABLE PLACES 2 DESIGN GUIDE: REAL ESTATE DEVELOPMENT DESIGNING AND DEVELOPING REAL ESTATE AND COMMUNITY DESIGN DEVELOPMENT HOW DESIGN SUPPORTS DESIGNING ACCESSIBLE, DEVELOPMENT WELCOMING, & SUSTAINABLE PLACES 4 SECTION 1 WHAT IS DESIGN? 12 Design Disciplines 15 What a Designer Does 16 Design Principles 18 Design Solutions 19 Design Should Inspire 20 Beyond Aesthetics 10-33 24 Hiring the Right Designer SECTION 2 REAL ESTATE DEVELOPMENT 37 Who Is a Developer? 37 Types of Projects 42 Policy Shapes Development 44 Development Shapes a City’s Identity 34-55 49 Prioritizing Development Outcomes SECTION 3 HOW DESIGN SUPPORTS DEVELOPMENT 59 The People Involved 60 Setting Yourself Up for Success 62 Phases of the Development Journey 56-93 63 How Designers Support the Development Process Design Core Detroit 5 SECTION 4 DESIGNING ACCESSIBLE, WELCOMING, & SUSTAINABLE PLACES 97 Universal Design 103 Inclusive Design 94-111 110 Sustainable Design SECTION 5 Estate Guide: Real Design CASE STUDIES 115 Grace in Action 118 Allied Media Projects “LOVE” Building 121 Core City Developments 124 Commonwealth Single-Family House Infill 126 B. Siegel Building 112-129 128 Foundation Hotel 130 Conclusion 134 Glossary 142 Appendices 155 Resources 160 Acknowledgments 162 References 130-162 6 Strengthening the Built Environment Through Design This Guide was produced by Design Core Detroit as one of a series of Guides to help people understand design and how it can help them be more successful in their endeavors. It seeks to inspire, inform, and advise. -
Sustainable Construction Investment, Real Estate Development, and COVID-19: a Review of Literature in the Field
sustainability Review Sustainable Construction Investment, Real Estate Development, and COVID-19: A Review of Literature in the Field Arturas Kaklauskas 1,*, Edmundas Kazimieras Zavadskas 2,* , Natalija Lepkova 1 , Saulius Raslanas 1, Kestutis Dauksys 1, Ingrida Vetloviene 2 and Ieva Ubarte 2 1 Department of Construction Management and Real Estate, Vilnius Gediminas Technical University, LT-10223 Vilnius, Lithuania; [email protected] (N.L.); [email protected] (S.R.); [email protected] (K.D.) 2 Institute of Sustainable Construction, Vilnius Gediminas Technical University, LT-10223 Vilnius, Lithuania; [email protected] (I.V.); [email protected] (I.U.) * Correspondence: [email protected] (A.K.); [email protected] (E.K.Z.) Abstract: Aspects of sustainable construction investment and real estate development (CIRED) and their interrelations during the period pre-, intra-, and post-COVID-19, are presented in the research. Applications of the topic model, environmental psychology theory, building life cycle method, and certain elements of bibliometrics, webometrics, article level metrics, altmetrics, and scientometrics make it possible to perform a quantitative analysis on CIRED. The CIRED topic model was developed in seven steps. This paper aims to present a literature review on CIRED throughout the pandemic and to look at the responses from the real estate and construction sector. This sector is a field that appears to be rapidly expanding, judging from the volume of current research papers. This review focuses on last year’s leading peer-reviewed journals. A combination of various keywords was Citation: Kaklauskas, A.; Zavadskas, applied for the review and the criteria for paper selections included construction investment, real E.K.; Lepkova, N.; Raslanas, S.; estate development, civil engineering, COVID-19, and sustainability, as well as residential, industrial, Dauksys, K.; Vetloviene, I.; Ubarte, I. -
Design-Build Manual
DISTRICT OF COLUMBIA DEPARTMENT OF TRANSPORTATION DESIGN BUILD MANUAL May 2014 DISTRICT OF COLUMBIA DEPARTMENT OF TRANSPORTATION MATTHEW BROWN - ACTING DIRECTOR MUHAMMED KHALID, P.E. – INTERIM CHIEF ENGINEER ACKNOWLEDGEMENTS M. ADIL RIZVI, P.E. RONALDO NICHOLSON, P.E. MUHAMMED KHALID, P.E. RAVINDRA GANVIR, P.E. SANJAY KUMAR, P.E. RICHARD KENNEY, P.E. KEITH FOXX, P.E. E.J. SIMIE, P.E. WASI KHAN, P.E. FEDERAL HIGHWAY ADMINISTRATION Design-Build Manual Table of Contents 1.0 Overview ...................................................................................................................... 1 1.1. Introduction .................................................................................................................................. 1 1.2. Authority and Applicability ........................................................................................................... 1 1.3. Future Changes and Revisions ...................................................................................................... 1 2.0 Project Delivery Methods .............................................................................................. 2 2.1. Design Bid Build ............................................................................................................................ 2 2.2. Design‐Build .................................................................................................................................. 3 2.3. Design‐Build Operate Maintain.................................................................................................... -
Construction Management
[ Revised: 03/09/21 ] CONSTRUCTION & MANUFACTURING CONSTRUCTION MANAGEMENT Delivery: Fully Online WORK ENVIRONMENT Start: Fall or Spring Semester, Full- or Part-Time Working in this field is likely to include both office and construction site work. Construction inspectors and plan reviewers spend considerable time inspecting worksites, reviewing plans for code compliance, AWARDS alone or as part of a team. Field inspectors may have to climb Construction Management A.S. Degree .................60 cr. ladders or crawl in tight spaces, whereas plan reviewers spend Construction Management A.A.S. Degree ...............60 cr. time in office settings and meetings. Most work full time during Construction Codes and Inspection Certificate ..........23 cr. regular business hours. MAJOR DESCRIPTION POTENTIAL JOB TITLES Construction Management prepares students for supervisory • Project Manager and management positions in the construction industry. The • Design Manager curriculum combines basic fundamentals with key courses in • Area Superintendent applied management, engineering, design and business that are required to manage complex construction projects. • Quantity Surveyor • Chief Estimator Construction management is an ideal career choice if you have • Building Official a strong, general interest in building and design plus an aptitude • Building Inspector for taking the lead role on big projects from start to finish. As a • Plan Reviewer construction manager, you’ll oversee all phases of a project, from • Building Official planning to budgeting to production. • Site Manager The Construction Codes and Inspection Certificate program is designed to prepare the student for a career as an inspector and/ SALARY DATA or plan reviewer in various areas of the construction inspection See latest data at careerwise.minnstate.edu. -
Exploring Gaps Between Real Estate Curriculum and Industry Needs: a Mapping Exercise
Exploring gaps between real estate curriculum and industry needs: A mapping exercise Abdul-Rasheed Amidu, Osahon Ogbesoyen, and Alirat Olayinka Agboola Abstract The objective of this paper is to explore the extent to which current real estate academic curriculum align with industry needs in order to identify key areas for reform. A case study of four Universities was undertaken in the study. These cases were randomly selected from the Midlands, Northern and Southern parts of the UK. Data for the study was collected through a desk-top review of real estate curriculum from the four selected Universities and analysed using mind mapping approach. The study revealed that though knowledge from real estate academic curriculum aligns with the industry in six out of nine knowledge base areas, there were gaps in knowledge in the three areas considered most significant to the needs of industry. The study, therefore argues that universities may have dedicated enormous resources to educating real estate graduates in modules that are not necessarily essential to their daily job roles thereby leaving graduates in a position to rely on industry during their early employment. This study presents the findings of a mind mapping exercise which identifies the key areas of actual curriculum that show gaps in real estate education offered by selected universities in the UK. The findings are significant and could inform future curriculum reform. Keywords: Academic curriculum, Industry needs, Mind mapping, Real estate, UK 1. Introduction The education of real estate graduates has always been of keen interest to the different stakeholders of the profession: academic providers, professional bodies like the Royal Institution of Chartered Surveyors (RICS) and industry employers. -
Construction Management and Engineering Consulting Services
U.S. General Services Administration Construction Management and Engineering Consulting Services Related to Real Property Implementation Guide Multiple Award Schedule - Professional Services Category Updated July 2020 The purpose of this guide is to define the scope and application of services covered under the Multiple Award Schedule (MAS) Special Item Number (SIN) 541330ENG, which includes construction management and engineering consulting services related to real property. For ease of reference, these services are referred throughout this document as Real Property Management Services (RPMS). Note: MAS does not include architect-engineer (A-E) services as defined in the Brooks Act and Federal Acquisition Regulation (FAR) Part 2 and 36. MAS does not include design or construction services as defined in FAR Part 2 and Part 36. MAS does not include Davis-Bacon Act work as described in FAR Subpart 22.4. Real Property Management Services (RPMS) are defined as services in which the RPMS contractor is responsible exclusively to the government agency and acts in the government agency's interests at every stage of the project. The government agency RPMS approach utilizes a firm (or team of firms) to temporarily expand the government agency’s capabilities, allowing government agencies to successfully accomplish their program or project. Schedule offerors must have project experience providing Engineering or Construction Management services as a third party to be considered for award. The RPMS contractor shall comply with the American Institute of Architects, the Associated General Contractors, and the National Society of Professional Engineers Standard Form of Agreements for Construction Management and the Construction Management Association of America (CMAA).