Construction Superintendents

Len Holm is a Senior Lecturer at the University of Washington, USA. He has over 40 years’ construction industry experience at all levels and owns his own construction management firm. He is the author of numerous books on construction, including Cost Accounting and Financial Management for Construction Project Managers, 101 Case Studies in Construction Management, and co-author of Introduction to Construction Project Engineering with Giovanni Migliaccio, also published by Routledge.John E. Schaufelberger is Dean Emeritus of the College of Built Environments at the University of Washington, USA. He is the co-author of Management of Construction Projects: A Constructor's Perspective with Len Holm, Construction Equipment Management, 2nd Edition with Giovanni Migliaccio, and Professional Ethics for the Construction Industry with Rebecca Mirsky, also published by Routledge.

"This very timely book fills a gap in many construction management curricula. As the role of superintendent on construction projects becomes more complex, the need for updated training has become more urgent. As with their other books, Holm and Schaufelberger provide clear and thorough explanations and relevant graphics in Construction Superintendents. The case study makes the content relatable and applicable to students, an increasing number of whom are interested in becoming superintendents."- Joseph Fradella, P.E., Senior Instructor, Oregon State University"I have been in the commercial construction industry for almost twenty years and a professor in construction management academia now for the past thirteen, this book is a long time coming. The construction site superintendents of today are much different than they were even ten years ago. The next generation of men and women need a certain skill set and education that has never been seen before. This book addressed a gap in our construction industry body-of-knowledge, combining the technology and human elements superintendents need to succeed in our industry."- Phil Barlow, Professor, Construction Management Department, Cal Poly San Luis Obispo"The success of any construction project is greatly dependent on the experience, knowledge, technical skills and people skills of the project superintendent. For many years superintendents started their career in the trades gaining experience through their apprenticeship, working with tools as a journeyman, supervising tradesmen and subcontractors as a foremen, and, finally, after many years they were qualified to be a project superintendent. Unfortunately, the well published shortage of construction workers today has reduced the ranks of potential superintendents. Contractors can no longer depend on an adequate supply of superintendents with a trade background and increasingly have looked to the universities to train the superintendents of the future.Construction Superintendents: Essential Skills for the Next Generation is an outstanding introduction to the role and responsibilities of the superintendent. This book goes well beyond the typical project management textbooks and dives into the unique skillset a successful superintendent must possess. This textbook should be required reading for all construction management students."- Ernie Emmert, Vice President Operations (retired), Howard S. Wright Constructors"We are very fortunate that Len Holm and John Schaufelberger have combined their valuable experience and significant industry resources to develop a practical text for the unique position of construction superintendent."- Ed Kommers, P.E., Executive Director, MCA of Western Washington"Based on my personal experience in career of over 37 years with Turner, I am enthused about the premise and subject matter of this book. It’s important for the ongoing success of our industry to understand that the performance of the Project Superintendent is key to any project’s success in the field. Today’s responsibility and leadership functions placed within this position warrant a foundational college education within the relevant professional curriculum, and I applaud Mr. Holm and Dr. Schaufelberger for their recognition of same through this publication."- Philip Lovell, P.E., Retired Vice President and Operations Manager, Turner Construction Company"Holm and Schaufelberger have always been visionaries in the construction industry. In the future construction superintendents will only be asked to do more with less, having more responsibilities and needing even more technical and personal skills. This book is the foundation for the construction superintendent of tomorrow."- Christian LaRocco, Partner, Development Manager, MJR Development"…[An] excellent volume [that]… provides an intimate and unique insight into the new century's adaptation of the theory and practice of modern management to address the ongoing professionalization and emerging specialized needs of the construction industry and its future leaders…" –S.R. Kahn, Choice

• List of FiguresList of TablesPrefaceAbbreviationsSection A: Introductory conceptsChapter 1 IntroductionSuperintendentsConstruction phasesPreconstruction planningStart-up and mobilizationConstruction operationsClose-outTerminology and conceptsCase studiesCase study 1, commercial construction projectCase study 2, heavy civil construction projectCase study 3, commercial - industrial hybrid construction projectReview questionsChapter 2 Construction management fundamentalsIntroductionContracting partiesProcurementProject deliveryTraditional project delivery methodAgency construction management project delivery methodConstruction management-at-risk delivery methodDesign-build project delivery methodBridging project delivery methodIntegrated project delivery methodPublic-private partnership project delivery methodPricing methodsContractsSummaryReview questionsExercisesChapter 3 Construction organizations and responsibilitiesIntroductionOrganizationsJobsite teamsResponsibilitiesHome office responsibilitiesSuperintendent responsibilitiesRemoval of stereotypesProject manager responsibilitiesOther team membersTeam cohesivenessSummaryReview questionsExercisesSection B: Preconstruction planningChapter 4 Preconstruction servicesIntroductionFormal and informal preconstruction processesDelivery method impacts, including IPDPreconstruction contracts and feesEstimatingSuperintendent’s role during preconstructionSummaryReview questionsExercisesChapter 5 Constructability analysisIntroductionDesign phasesProgrammingConceptual designSchematic designDesign developmentConstruction documentsConstructability inputValue engineeringSummaryReview questionsExercisesChapter 6 Schedule preparationIntroductionSchedule typesContract schedulesPlanning versus schedulingSchedule developmentSchedules as toolsSummaryReview questionsExercisesChapter 7 Superintendent preconstruction plansIntroductionRisk analysisSafety planningQuality control planningHoisting planTraffic planSummaryReview questionsExercisesSection C: Start-up and mobilizationChapter 8 Site logistics planningIntroductionSite logistics drawingMaterial managementLean constructionOff-site prefabricationJust-in-time deliveriesEnvironmental considerationsSummaryReview questionsExercisesChapter 9 Team developmentIntroductionSubcontractorsSubcontract agreementsForemenLabor relationsSummaryReview questionsExercisesChapter 10 Team buildingIntroductionSuperintendent and project owner relationsSuperintendent and design team relationsSuperintendent and city relationsSuperintendent and neighborhood and community relationsSummaryReview questionsExercisesChapter 11 MobilizationIntroductionSuperintendent’s mobilizationSite surveysLocating existing utilitiesSite campEquipment mobilizationPreconstruction meeting with the cityPre start-up activitiesProject manager’s mobilizationSummaryReview questionsExercisesSection D: Construction operationsChapter 12 Superintendent control systemsIntroductionSafety controlCost controlDirect labor managementWhole project direct work labor curveWork packagesCash flow managementChange order processingExtra work ordersBack chargesPay request processingDirect labor productivityRisk managementSummaryReview questionsExercisesChapter 13 Schedule controlIntroductionSchedule control techniquesContract schedule: Status, update and reviseLean construction techniques: Pull planningShort-interval schedulesSpecialty, area, system, and subcontract schedulesSummaryReview questionsExercisesChapter 14 Equipment managementIntroductionConstruction toolsEquipment choicesOwnershipInternally ownedContractor equipment companiesOutside ownershipSubcontractor ownershipContractingOperationSelf-operatedRented and subcontractor-operatedSubcontractor providedOwner-operatorsEquipment safetyEquipment costsMaintenance expenseSummaryReview questionsExercisesChapter 15 Communications and document controlIntroductionDaily job diaryMeetingsOwner-architect-contractor meetingsForemen coordination meetingsSafety meetingsRequests for informationSubmittalsTechnology tools including building information modelingSummaryReview questionsExercisesChapter 16 Quality management, including permit and inspection coordinationIntroductionPermit managementBuilding codesBuilding permitSpecialty permitsCity inspectionsQuality managementThird-party inspectionsSubcontractor start-up and testingSummaryReview questionsExercisesSection E: Construction close-out Chapter 17 Punch list supervisionIntroductionEarly inspections and in-process punch listsFormal punch list developmentPunch list correctionFinal inspections and approvalsCertificate of occupancyCertificate of substantial completionDemobilizationWarranty managementWarranty service requestsWarranty response as a customer serviceSummaryReview questionsExercisesChapter 18 Close-out documentationIntroductionAs-built drawingsOperation and maintenance manualsSustainability documentationProject manager’s close-outContract completionSummaryReview questionsExercisesSection F: Advanced topicsChapter 19 Superintendent leadersIntroductionHome office leadershipJobsite leadership Leadership stylesLeadership traitsMotivating subcontractors and craftsmenDeveloping leadership skills Jobsite ethicsSummaryReview questionsExercisesChapter 20 Training the next generation of superintendentsIntroductionFormal superintendent educational programsIn-house contractor training programsGender and diversity issuesRetirement and the next superintendent chapterLegacySummaryReview questionsExercisesAppendicesGlossaryReferencesIndex