Page 43 - Urban Construction Project Management

18 Chapter One
representative should take an unbiased point of view in resolving any potential dis-
pute. However, like all stakeholders of a construction project, each party has a bias to
protect their own turf. The owner’s representative is no different and thus the CM/GC
must be aware of this situation when dealing with the stakeholders.

The owner’s representative usually has expertise in the areas of construction, architec-
ture, or engineering. The owner’s representative can be very helpful in obtaining infor-
mation that may be required from the owner and in expediting items such as shop
drawings, response to RFIs, payment of requisitions, and obtaining final payment.

Some of the responsibilities of the owner’s representative include:

1. Review the drawings with the design team.
2. Attend all construction meetings.
3. Review and comment on schedules.
4. Review and comment on all costs submitted.
5. Review and approve all requisitions.
6. Review and approve all change orders.
7. Inspect the project during construction.
8. Make sure the CM/GC conforms to the construction documents.
9. Review and approve all value engineering items submitted by the design team and
the CM/GC.
10. Review and try to expedite shop drawings, submittals, and RFI resolution.
11. Obtain all owner’s furnishing and equipment for the project per the schedule.
12. Review the commissioning process.
13. Involve in the punch list process.
14. Assimilate all close-out documents.
15. Responsible for final payment.
16. Move into the project.

SUMMARY

• The project organization must be planned for each project to determine which per-
sonnel will be assigned to the project and work in the office, versus those who will
be assigned directly to the project site.
• Qualified and professional personnel must be assigned to each phase of the project—
preconstruction, construction, and project close-out—to ensure the success of the
project.
• There needs to be continuity in the team members throughout each phase of the
project.
• Personnel assigned to a project site will often have two superiors, the project exec-
utive for the project and the departmental manager in the home office. This creates
a matrix management arrangement, which must be managed by all parties.