About the Book
I have been managing construction projects since 1983. I studied books in college and read several of them afterwards to improve my Construction Management knowledge and skills. I learned a lot from these books, but what those books did not teach me was the real-life challenges in implementing these principles, what works and what doesn’t work.

In Real Life Construction Management Guide from A-Z, I will share with you the lessons I learned the hard way. This book will teach you the theoretical principles plus a real life in-sight, offering a practical guide of best practices to be a successful Construction Manager.

This book is a complete manual taking you through all phases of a project from its inception, through design, all the way to completion of construction. It will cover about all typical issues that you need to know and will face working as a Construction Manager, whether you are managing projects as an Owner’s representative, for a Contractor, if you are an Architect or an Owner who wishes to understand all aspects of projects.

Whether you just started or already a practicing professional, this book will benefit you.

Real Life Construction Management Guide from A-Z is an easy read stile that feels like a conversation more than a lecture.


1. Human nature, personalities and egos are big factors in managing construction projects. The physical construction is the easiest part of the fabric of a project. The challenge is how to navigate through the multiple personalities, politics and agendas, not to mention avoiding litigation in an industry that is very litigious.

2. A pre-bid meeting is a meeting with all the potential bidders and the owner’s team to discuss the specifics of the advertised project before submitting the bids. Here is how it works.

3. I am big advocate for using schedules as a main tool for managing the project. Unfortunately, I see a lot of bad practices and approaches to schedules that turn this wonderful tool into a bureaucratic process often used as tools for disputes and fights.


Chapter 1 – The Undisclosed Factors
Chapter 2 – History of Construction Management
Chapter 3 – The Anatomy of a Construction Project / Key Players
Chapter 4 – Construction Manager / Being an Owner’s Representative
Chapter 5 – Planning Phase
Chapter 6 – Design Phase
Chapter 7 – Various Project Delivery Methods
Chapter 8 – Bid/Award Phase

  • i. Bidding private sector projects
  • ii. Bidding public works projects
  • iii. Review of the Public Contract Code

Chapter 9 – Construction / Close out Phase

  • i. Typical staff on a Construction Project
  • ii. Job Start meetings – Notice to Proceed (NTP)
  • iii. Partnering
  • iv. Submittals
  • v. Mobilizing and starting construction
  • vi. Meetings
  • vii. Request for Information (RFI)
  • viii. Subcontractors
  • ix. Project / Relationship management
  • x. Cost Control
  • xi. Documentation – Communication
  • xii. Change Orders
  • xiii. Request For Proposal (RFP)
  • xiv. Inspections
  • xv. Pay Requests – Retention
  • xvi. Close out
  • xvii. Demobilization

Chapter 10 – Scheduling

  • i. History
  • ii. Basic terms
  • iii. Principals of CPM scheduling
  • iv. How to build a Schedule
  • v. Schedule as a Management Tool

Chapter 11 – Delay Analysis
Chapter 12 – Construction Claims – Various methods for dispute resolution
Chapter 13 – Conclusion

Pin It on Pinterest