The notable difference between construction management and general contracting is the level of transparency and collaboration that takes place throughout the construction process. The general contracting delivery model tend to facilitate less transparency and collaboration due to the general contracting risk structure.  Owner representation is very critical to the success of a project in the general contracting context, especially if the owner lack familiarity with the construction process.



Every project starts with a set of parameters such as a defined budget and schedule.  Managing project controls is essentially reinforcing these parameters throughout the life of the project by conducting periodic reviews (BI-weekly or monthly) to foresee issues that can become problematic.  During the construction process, the level of transparency required to effectively manage project controls does not exist without periodic inquiries and dialogue discussing the impact of recent activities.  These inquiries and associated discussions are most effective when they are conduct by experienced professionals.


    One of the biggest benefits of facilitating a local small & minority business inclusion program is that it creates more employment options for members of the community, and consequently provides local employment for those who would otherwise have to relocate or file for unemployment.  The most responsible action an owner can take at the outset of their project is to realize the long term benefit of including these businesses in their capital outlay planning as a notable factor of ROI (return on investment).  The political challenges that often impact ‘inclusion’ programs are often difficult to reconcile resulting in programs that have little strength and effectiveness, or are non-existent.  This is especially problematic in the private construction sector.  However, there are some strong programs out there due their decision to treat community inclusion for capital improvement projects as a core value.