The comination of extensive construction and project experience, team facilitation and sophisticated

planning and cost control systems combines to fulfill Client expectations. For most assignments, our
clients measure us by dollars, time, quality and Client satisfaction. This is usually a combination of the
satisfaction of the project sponsor/Client, and in the case of assignments completed through a
Corporate Facility Department, the satisfaction of an Internal Client business unit.

BML gives unbiased input in refining project objectives and parameters, value engineering, cost
estimating, risk qualification and mitigation, and pragmatic input on construction options and strategies.
We follow through with succinct and easy to understand planning, budgeting and scheduling to ensure
proper communication and approval from the client prior to the commencement of construction. During
construction we focus on coordination and construction activities, resolution of any design or delivery
issues and open book reporting to the client.

For a given construction project, there are five different ways of approaching the assignment, be it for
construction of an office building or completion of interior tenant improvements. As a practical matter
however the size and scope of the assignment usually limit the number of choices to two or three.

Construction Management


The key to a successful Construction Management (CM) approach is having the owner/client appoint the
manager at the same time as the architects, engineers and designers. In this manner, the owner
receives maximum value from all the key members of the team and protects themselves from conflicts
resulting from an owner/architect "facing off" against a construction manager over a cost or design
issue.

By having the owner assemble the best team at the commencement of the project all members can
work together for solutions that best fit the client's requirements. For example based on recent
experience with trades or construction practices the Construction Manager may be able to make
suggestions regarding materials, construction techniques or material costs based on more recent
information than the other team members.

Additionally Construction Management yields a scheduling advantage, and therefore a time saving, over
a lump sum tender option. Since cost estimating and budgeting can be completed at the same time as
the design is being finalized, budgets can be better refined prior to the final Client approval. The
relationship of the parties is better shown in the following chart.


Project Management

The primary difference between the Construction Management approach presented in the previous
page and Project Management (PM) is that with PM, the owner needs only to turn to a single point of
contact that is responsible for all aspects of the project and its construction.

The PM has overall responsibility for coordinating the activities of all other team members through a
construction manager/general contractor who is reponsible for all aspects of the project and its
construction.

The PM has overall responsibility for coordinating the activities of all other team members including
architects, design consultants, mechanical & electrical contractors and the trades either through a
general contractor or the construction manager. The PM consolidates all scheduling, budgeting, design
and construction issues from all members of the team and provides one concise and thorough reporting
package to the owner.

Design Build

Typically employed on base building project, a Design/Build approach is distinguished by the additional
financial and building ownership issues that are typically addressed for such projects. Land acquisition,
sale/leaseback, synthetic leases, provision on on-going building maintenance and feasibility studies are
all part of providing a Design/Build service.

When compared to the other typical methods of completing construction, a Design/Build process can
yield one of the shortest overall construction periods. This is possible because of the resources and
specialised in-house design services brought together under a single organisation. Because of the
range of skills required, many Design/Build contractors strive for economies within their organisation by
specialising on a specific product type best suited to this construction method such as multi-tenant
industrial or single tenant suburban office buildings.

BML has successfully completed projects by using this method, including interior projects. BML does not
have its own on-house designers as it gives flexibility to our clients. We choose a design team that suits
our client's needs.

Fixed Lump Sum Contract

We find that the most advantageous way to execute a contract for our client(s) is to work as a
Construction Manager until all the trade prices are received and then to convert to a Fixed Price Lump
Sum Contract. This gives the client the saving from the trades pricing and benefit of a "risk free" Fixed
Price Lump Sum Contract.

The only exposure the Client has is to changes that are made. This type of contract is worry free for the
client and has no risk.
G.M.P./Cost Plus

Under Guaranteed Maximum Price (GMP) and Cost Plus contracts, attempts are made to pull the
advantages from one or more of the preceding methods while eliminating the pitfalls.

The GMP contract provides the owner a little bit more comfort with the final budget as in addition to
being responsible for pricing the work and collecting a fee on the total, the contractor provides a
maximum price that he guarantees the project will not exceed. If the project comes in under the GMP,
the savings are shared between the owner and the contractor. While this provides some comfort to the
owner, they must be wary of two things. Firstly, as the project price approaches and even exceeds the
GMP, the gap between the owner's motivations and that of the contractor widens, causing tension.
Secondly, since the contractor shares in the "savings" there is motivation for the contractor to make the
GMP as high as reasonably possible within the competitive environment to yield a windfall payment at
the end of the project.

Nabil
Nabil A.
Research Scholar
Project Management :

Project Management is the conventional method of construction administration.Owner has
direct,contractual relationships with both the Consultant and the Contractor and
ultimately makes all decisions

Construction Management :

Construction Management is a progressive, more "convenient" method of construction
project administration.Owner has direct, contractual relationship with the Consultant. Owner has only
third-party
relationship with the Contractor.

Nasir
Nasir M.
I/C Construction Management, EPC Projects
To minimize a local operating preconceptions and to get hold of global construction industry's norms,
Lets see this discussion on a bigger perspective, may be another dimension to see it differently, I hope
this discussion would be aligned with global axis. If just consider the contract model, for instance , we
take an example of EPC project i.e. Engineering, Procurement & Construction, that is gaining growing
popularity, the project management role has become more vital since the contracts have evolved from
item rate packages to lump sum fixed price bidding contracts, slowly the onus of project management
has shifted from the owner/ developer to the contractor, now the the risk of time and cost has totally
been shifted to the contractor, now again there are several types of construction contracts that are used.
While some are still item rate-based contracts, others provide pass through escalations and inflation
protection to the contractor. Some contracts include the clients design requirements, but others place
the onus of designing on the contractor. Such contractor, with varying but specific contracts wherein
the onus to deliver the facility for guaranteed price with a fixed period, with performance on the basis
of pre committed standards, lies with contractor are categorized as .......turnkey contracts.
These are therefore awarded either on a package or turnkey basis or a combination of the two.
Under the package-based model, time and cost overrun risks may lie with the owner or developer.
Under the turnkey model, failure to comply with any of the requirements would necessarily have an
adverse impact on the contractor. This model has gained popularity since it places the responsibility for
designing, procurement and construction on the contractor. Simultaneously, it also ensures efficiency
and mitigates project completion time and costs, since it places the onus of successful project delivery
on the contractor, that means it places project management responsibility on to him, where construction
management is just a phase generally. So the project management in a global perspective is leading the
construction management most of the time.


Nasir
Nasir M.
I/C Construction Management, EPC Projects
Project Management is the conventional method of construction administration. The Owner has direct
contracts with both the Consultant and the Contractor.
The Owner is able to retain direct control over all aspects and the quality of the project. This process
allows the Owner more flexibility in decision-making. The Owner ultimately makes the final decisions.
In addition, the Owner may realize the benefit of competitive bidding.
Construction Management is a progressive, more "convenient" method of construction project
administration. The Owner has only one direct contract, with the Construction Manager. The
Contractor becomes a subcontractor to the Construction Manager. The Owner is not bothered by
having to make every decision and may realize a time reduction in the completion of the job. Finally,
the Owner's accounts payable department only has to deal with one company.
Having said all that there does not seems a distinct boundary to define both, It all depends on the
contract type, the owner choice and to many extent the local applicable by laws. Despite the fact there
is another aspect which is perhaps would have a paradigm shift of the above discussion and
understanding over the coming years because, construction remains hugely important as an industry, as
companies seek to carry out projects as efficiently and effectively as possible. The construction
industry has seen many rapid changes in recent years, with the advent of new technologies and the
extensive use of computer-based techniques. Added to this are developments in new materials with
enhanced performance and new construction techniques. There is also the interdisciplinary challenge,
with a blurring of boundaries taking place between traditional roles, both in construction and project
management. So I think this definition would be ever changing from geographical locations,
contractual requirements and control over fast track projects with the advent of gadgets and
technologies

Russell
Russell M.
Project manager
In my experience a project manager will manage plan review, site development, permitting, customer
relation and will manage the construction manager. The construction manager will handle the day to
day schedule,inspection process, quality control of project and trade relation.

Mohammad
Mohammad A.
Resident Engineer at Aldiyar Consulting Company
Project Management is having the skills to manage any type of project from start to finish. Even though
it is preferred to be in the field of ones expertise it shouldn't matter if one has gathered the tools of
management therefore managing the team to the success of any project.
Construction Manger is required to look after all construction aspects like QC/QA, progress reviews,
Planning,Scheduling,material planning, requirements and usage,safety and economy and man
management at site.Generally a Construction Manager reports to PM.

Nasir
Nasir M.
I/C Construction Management, EPC Projects
In terms of project management frame work, its difficult to differentiate between project management
and construction management, because both are treated as project in the perspective of project
management frame work. However, on a same project considering both equivalents in terms of frame
works but differ in terms of its scope. Once can say construction management is a subset of project
management and mainly it involves project execution related management works like,
o Quality Assurance/Control Plans
o Construction Management & Control system
o Construction Execution Plan
o Sub-Contract Strategies & Management
o Management resources and Craft Labors
o Construction Execution Plan
o Construction Procedures & Strategies
o Pre Commissioning & Commissioning management
o System Turnover Plans
Where as project management deals in totality all the management aspect (5 groups x 9 knowledge
areas) of project including construction management as one phase.
Job definitions have broadened in the last few years with many titles defining overlapping
responsibilities. Construction managers oversee the day-to-day operations involved when constructing
facilities, buildings, road systems or homes. Project managers usually oversee business systems and
processes, but can also oversee a construction project from inception to completion.
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Construction Manager
A construction manager is involved in personnel management at the construction site. He ensures that
materials are delivered on time and that tools are available on the work site. He also administers the
construction budget. He will request work order changes and make decisions as to building practices in
compliance with building codes. He could also be responsible for meeting with consultants, clients,
engineers and inspectors.
Project Manager
The title of project manager has taken on broader dimensions since 2000. Project managers oversee all
elements of a project, which could include manufacturing, construction and marketing. In a large
corporation, for example, a company might have a multiphase construction project. The project
manager would oversee the administrative needs of the project, including budgeting and funding, but
would have an on-site construction manager involved in the day-to-day personnel and site supervision.
The project manager becomes the "face" of the project.
Related Reading: Job Description for a Construction Project Engineer
Project Management
A project manager might oversee a new line of vehicles for an auto manufacturer, or the building of a
new telescope to be launched into space. In retail construction, a project manager would be involved in
planning, construction and final opening phases of the facility. The construction manager's role covers
just the construction phase of the project.
Differences
The main difference between these two roles is the level of authority. The construction manager
directly oversees the day-to-day construction activities, while the project manager might supervise the
construction manager. The project manager has more authority and responsibility than a construction
manager typically does because he leads and motivates a team of managers or workers. The project
manager oversees a project from inception to completion, while the construction manager is involved
with just the construction phase.