Milestone Builders is a Luxury Project Management Company that aims to simply build and design dream living spaces, eliminating the stress of building for families and working professionals. We use our unique Milestone Method to ensure our projects are designed and built to perfection. 

 Poor communication is the death knell for any project, so is not having a strong engagement with the project owner and stakeholders. This is true in any project, and construction project management needs to always be aware of resource allocation, as there tends to be a lot of materials and equipment to manage.

 Construction project management is a popular project management profession focusing on building or construction projects. The industry is fast growing and is projected to grow 11 percent between 2020 and 2030 [1]. Construction managers in the US also earn an annual wage of 98,890 as of May 2021 [2].

 Construction project management jobs vary and cover a range of construction work, from small-scale builds to large-scale construction projects. You can expect to find positions at varying levels and stages of a construction process, with the required skills, qualifications, and certifications.

 Construction project management handles the various stages of a construction project. Projects can be anything from residential or commercial buildings to bridges, roads, and eco builds. Different roles correlate with different stages of the project’s development.

 Whatever the construction project, the leadership role of a construction project manager (CPM) has a wide scope, often managing a team and processes. A construction project management career involves expertise in the areas that are essential in project management, such as:

 Managing a construction process is considered high-level project management, demanding skills and capabilities above the average project management position. There are six stages involved that construction project managers oversee.

 This is the start of the project that establishes whether the build is feasible and designs are achievable. This step also accounts if the location is suitable and costs are realistic. At this stage, as the construction project manager, you will work with an engineer or architect to draw up plans and blueprints that meet all required standards. If everything is in order, you will draw up a project initiation document (PID) detailing the business needs and case for the construction and start the tendering process for the contract.

 Before construction can begin, the pre-construction or planning phase occurs. You put together a project management plan (PMP), a roadmap for what’s to come. This considers factors like visiting the site, conducting relevant tests like soil tests, ordering material, selecting a team, assigning roles, and deciding on appropriate project management software.

 The PMP outlines the project deliverables and milestones, a communication plan to ensure minimal conflicts and a risk management plan, ensuring little disturbances and adjustments are needed if problems arise.

 This is where the construction project begins. Now the plans should be in place, materials should be ready, and a team is in place to carry out the work. This is the most significant part of all the stages and relies heavily on how well you have executed the previous stages.

 This stage follows the execution stage, although much monitoring happens concurrently to measure progress and quality. Now is the time to test what’s been built, address any errors or safety concerns, and train staff on how to use and maintain systems within the building or structure. It’s also a great time to register any challenges that may help future projects.

 At this stage, the owners of the new building or structure are in the warranty phase. These may be contractual warranties or warranties that are in effect as part of the law for the building

 This is the end of the project. The building work is complete. Construction project managers hold meetings to discuss the build and to address any areas that didn’t meet objectives and how this was addressed. Final budgets and reports are issued.

 In any construction project, construction project managers are responsible for several tasks that go above and beyond a general project manager. They require specialist knowledge and experience.

 During the construction phase, you are responsible for all bidding and tendering, as well as contracting workers and negotiating with contractors to secure preferable prices.

 Change management is a skill that a construction project manager needs to possess. No matter how good the planning stage is, things still need to be adapted. Unforeseen circumstances will result in changes, and a construction project manager has contingency plans for different eventualities. With so many processes and people to manage, changes will likely be needed.

 Part of your role is monitoring progress, conducting inspections, quality control exercises, and ensuring safety. A construction project manager records any problems or deficiencies with strategies for improvement.

 Monitoring and controlling costs are essential in a project where costs can quickly add up unexpectedly, and processes are subject to change. A construction project manager's role is to budget effectively and monitor progress to ensure budgets are upheld, and everything is on schedule so extra costs can be avoided.

 Construction project managers are responsible for keeping records on building work, any problems or safety concerns that need addressing, changes in budgets, and monitoring for improvements. Agreements must be reached and kept with contractors, you must write contracts, which also need to be documented.

Self build in the United Kingdom

 A construction project management career requires a broad focus and skill in various areas to complete projects at a high level. Construction project managers train and gain experience to undertake projects and cover the following throughout each project they manage:

 Construction project management is high-level project management, and the role requires a top level of skills and qualifications. Experience is essential, as well as proving that you have the right level of academic ability needed to do the job.

 It’s possible to work your way up to a construction project management position from an entry-level construction role, but a bachelor’s degree is commonly required, especially for large-scale projects with large firms. The most effective degrees are in construction management or similar, but you can also enter the profession with a degree in civil engineering.

 The role of a construction project manager requires a broad range of technical skills, given that project management software systems are used, as well as programs to draw up blueprints and track costs. A construction project management professional generally has knowledge and experience in the following:

 A good construction project manager will have many project manager traits, but with the added expertise of the construction industry. If you are hoping to start your career in construction project management, consider how you will exhibit the following qualities:

 Although having a certification for a construction project management career isn't essential, some companies will ask for certifications specific to the job. When this isn’t the case, you can boost your resume and verify your credentials by taking one. Certifications include:

 Construction project management involves using various software and technical tools to monitor, test, track, and evaluate processes. These are essential, but which tools you use will depend on the nature of the project and the organization you work for. Some popular construction management software solutions include:

 Construction project management involves using various software and technical tools to monitor, test, track, and evaluate processes. These are essential, but which tools you use will depend on the nature of the project and the organization you work for. Some popular construction management software solutions include:

 A construction project management career can take many forms, depending on the niche you choose, your skills, experience, construction project management qualifications, and preferences. Here are some roles you can pursue in construction project management:

 Like the five blind men encountering different parts of an elephant, each of the numerous participants in the process of planning, designing, financing, constructing and operating physical facilities has a different perspective on project management for construction. Specialized knowledge can be very beneficial, particularly in large and complicated projects, since experts in various specialties can provide valuable services. However, it is advantageous to understand how the different parts of the process fit together. Waste, excessive cost and delays can result from poor coordination and communication among specialists. It is particularly in the interest of owners to insure that such problems do not occur. And it behooves all participants in the process to heed the interests of owners because, in the end, it is the owners who provide the resources and call the shots.

 By adopting the viewpoint of the owners, we can focus our attention on the complete process of project management for constructed facilities rather than the historical roles of various specialists such as planners, architects, engineering designers, constructors, fabricators, material suppliers, financial analysts and others. To be sure, each specialty has made important advances in developing new techniques and tools for efficient implementation of construction projects. However, it is through the understanding of the entire process of project management that these specialists can respond more effectively to the owner's desires for their services, in marketing their specialties, and in improving the productivity and quality of their work.

 The introduction of innovative and more effective project management for construction is not an academic exercise. As reported by the "Construction Industry Cost Effectiveness Project" of the Business Roundtable: [1]

 By common consensus and every available measure, the United States no longer gets it's money's worth in construction, the nation's largest industry ... The creeping erosion of construction efficiency and productivity is bad news for the entire U.S. economy. Construction is a particularly seminal industry. The price of every factory, office building, hotel or power plant that is built affects the price that must be charged for the goods or services produced in it or by it. And that effect generally persists for decades ... Too much of the industry remains tethered to the past, partly by inertia and partly by historic divisions...

 Improvement of project management not only can aid the construction industry, but may also be the engine for the national and world economy. However, if we are to make meaningful improvements, we must first understand the construction industry, its operating environment and the institutional constraints affecting its activities as well as the nature of project management.

 The acquisition of a constructed facility usually represents a major capital investment, whether its owner happens to be an individual, a private corporation or a public agency. Since the commitment of resources for such an investment is motivated by market demands or perceived needs, the facility is expected to satisfy certain objectives within the constraints specified by the owner and relevant regulations. With the exception of the speculative housing market, where the residential units may be sold as built by the real estate developer, most constructed facilities are custom made in consultation with the owners. A real estate developer may be regarded as the sponsor of building projects, as much as a government agency may be the sponsor of a public project and turns it over to another government unit upon its completion. From the viewpoint of project management, the terms "owner" and "sponsor" are synonymous because both have the ultimate authority to make all important decisions. Since an owner is essentially acquiring a facility on a promise in some form of agreement, it will be wise for any owner to have a clear understanding of the acquisition process in order to maintain firm control of the quality, timeliness and cost of the completed facility.

 From the perspective of an owner, the project life cycle for a constructed facility may be illustrated schematically in Figure 1-1. Essentially, a project is conceived to meet market demands or needs in a timely fashion. Various possibilities may be considered in the conceptual planning stage, and the technological and economic feasibility of each alternative will be assessed and compared in order to select the best possible project. The financing schemes for the proposed alternatives must also be examined, and the project will be programmed with respect to the timing for its completion and for available cash flows. After the scope of the project is clearly defined, detailed engineering design will provide the blueprint for construction, and the definitive cost estimate will serve as the baseline for cost control. In the procurement and construction stage, the delivery of materials and the erection of the project on site must be carefully planned and controlled. After the construction is completed, there is usually a brief period of start-up or shake-down of the constructed facility when it is first occupied. Finally, the management of the facility is turned over to the owner for full occupancy until the facility lives out its useful life and is designated for demolition or conversion.

 Of course, the stages of development in Figure 1-1 may not be strictly sequential. Some of the stages require iteration, and others may be carried out in parallel or with overlapping time frames, depending on the nature, size and urgency of the project. Furthermore, an owner may have in-house capacities to handle the work in every stage of the entire process, or it may seek professional advice and services for the work in all stages. Understandably, most owners choose to handle some of the work in-house and to contract outside professional services for other components of the work as needed. By examining the project life cycle from an owner's perspective we can focus on the proper roles of various activities and participants in all stages regardless of the contractual arrangements for different types of work.