Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 1: Introduction to
Project Management
Solution and Answer Guide
William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943;
CHAPTER 1: INTRODUCTION TO PROJECT MANAGEMENT
TABLE OF CONTENTS
Review Questions..........................................................................................................1
REVIEW QUESTIONS
1. What are five attributes of construction projects that require project management techniques?
Answer: Any five of the following attributes:
Unique, one-of-a-kind project
Finite project duration
Remote projects
Separate project management necessary
Single source of responsibility for each project
Separate accounting for each project
Complexity of each project
Substantial purchases and custom fabrications
Substantial subcontracting
Several projects simultaneously in progress
Single customer for each project
Separate security and safety problems at each site
2. Compare a manufacturing firm, in a single location with a single product, to a construction firm
with several projects. What are the primary differences between these firms? Why is a different
management approach needed for each firm?
Answer: The first difference pertains to location. Since the manufacturer has a single location
and the contractor has several locations, the contractor must provide separate management staff,
equipment, crew, and management plans for each project. Second, a single manufactured product
facilitates tighter controls than the unique, one-of-a-kind construction project. Third, the finite
duration and unique cost-accounting of each construction project further contribute to the need
for project-specific management.
3. What are the typical goals of a construction project?
Answer:
Successful: completed on time, within acceptable quality, satisfies the customer, no
continuing liability.
Profitable: makes at least the profit estimated or the optimum profit.
© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 1
website, in whole or in part.
,Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 1: Introduction to
Project Management
4. Discuss the purpose of five techniques used in project management. Describe how these
techniques help managers achieve the goals mentioned in the previous questions.
Answer:
Organization of the project delivery system: planned project success; able to
control the unique project in a systematic, but flexible way.
Leadership: Because the project is unique and in a remote location, the project
management personnel must assume leadership to complete the project.
Problem solving: Each problem is unique and needs to be solved quickly and efficiently.
Reporting and record keeping: Since the project is a separate entity, complete records
must be kept.
Planning and scheduling: As a unique entity, the project needs to be planned and
controlled for duration and efficiency of construction.
Cost control: Cost control is necessary to achieve profitability.
Quality management: The unique character of the project requires special attention to
the quality of the project. The number of pieces, purchases, and subcontracts requires special
attention to the quality of the project.
Safety management: Each project needs separate safety management due to the field
fabrication and unique aspects of each project.
Contract compliance: The satisfaction of the customer is essential, and the project is
one-of-a-kind. Therefore, close adherence to contract requirements is necessary.
© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 2
website, in whole or in part.
,Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 2: The Project Team
Solution and Answer Guide
William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943;
CHAPTER 2: THE PROJECT TEAM
TABLE OF CONTENTS
Review Questions..........................................................................................................1
REVIEW QUESTIONS
1. In the traditional contract delivery system, what are the direct contract relationships between the three
principal parties?
Answer:
Owner—Architect: for design and administration of the project
Owner—Contractor: for the construction of the project
2. What are the responsibilities of the owner, architect, and contractor under the traditional delivery system?
Answer:
Owner: Pays for the project, provides coordination of the project, provides the site, and provides
necessary design input to the architect and project description documents to the contractor.
Architect: Provides design and construction documents; acts as owner’s agent during construction;
provides interpretation of the documents.
Contractor: Provides labor, material, equipment and expertise to build project; responsible to develop
and implement plan to complete project on or before the scheduled completion date; responsible for
coordinating subcontractors.
3. Describe some of the duties of the following positions in the traditional delivery system: owner’s
representative, architect’s contract administrator, and contractor’s project manager
Answer:
Owner’s representative: Prime contact for architect and contractor; conduit of information to the
owner; directs architect and contractor.
Architect’s contract administrator: Specialist in projects under construction; processes shop
drawings, progress payments, RFIs, change orders, and correspondence; contact for contractor; field
observations (if no inspector).
Contractor’s project manager: Manages contractor’s team; responsible for implementing cost, time,
and quality controls; representative with owner and architect.
4. What are the lines of communication for a subcontractor who has a concern about the constructability of a
system shown and described in the construction documents?
Answer:
© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 1
website, in whole or in part.
, Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 2: The Project Team
The subcontractor must go through contract lines and express concerns to the superintendent or project
manager, who will then correspond with the architect, who will correspond with the owner.
5. What are the primary roles of the construction manager in Agency CM?
Answer:
The CM administers the contracts, provides services such as value engineering and constructability
reviews, and manages the project.
6. What is the difference between an Agency CM and the CM-at-Risk?
Answer:
The Agency CM performs no work on the jobsite and is mostly a manager for the owner.
The CM-at-risk provides a guaranteed maximum price (GMP) and actually controls the construction
process, even performing some of the work. The CM-at-risk is also involved in the preconstruction
activities, which separates the CM-at-risk from the typical contractor in the traditional process.
7. Describe the responsibilities of a design-build firm.
Answer:
A design-build firm provides the design, construction documents, and construction of the facility to the
owner under one contract. The design-build firm is responsible to provide a facility that will meet the
owner’s needs and coordinates design and construction within a quality level, time frame, and budget.
8. What type of delivery system is E-P-C?
Answer:
E-P-C represents “engineering-procurement-construction,” which is basically a design-build system used
for industrial and heavy construction projects.
© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 2
website, in whole or in part.
Project Management
Solution and Answer Guide
William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943;
CHAPTER 1: INTRODUCTION TO PROJECT MANAGEMENT
TABLE OF CONTENTS
Review Questions..........................................................................................................1
REVIEW QUESTIONS
1. What are five attributes of construction projects that require project management techniques?
Answer: Any five of the following attributes:
Unique, one-of-a-kind project
Finite project duration
Remote projects
Separate project management necessary
Single source of responsibility for each project
Separate accounting for each project
Complexity of each project
Substantial purchases and custom fabrications
Substantial subcontracting
Several projects simultaneously in progress
Single customer for each project
Separate security and safety problems at each site
2. Compare a manufacturing firm, in a single location with a single product, to a construction firm
with several projects. What are the primary differences between these firms? Why is a different
management approach needed for each firm?
Answer: The first difference pertains to location. Since the manufacturer has a single location
and the contractor has several locations, the contractor must provide separate management staff,
equipment, crew, and management plans for each project. Second, a single manufactured product
facilitates tighter controls than the unique, one-of-a-kind construction project. Third, the finite
duration and unique cost-accounting of each construction project further contribute to the need
for project-specific management.
3. What are the typical goals of a construction project?
Answer:
Successful: completed on time, within acceptable quality, satisfies the customer, no
continuing liability.
Profitable: makes at least the profit estimated or the optimum profit.
© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 1
website, in whole or in part.
,Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 1: Introduction to
Project Management
4. Discuss the purpose of five techniques used in project management. Describe how these
techniques help managers achieve the goals mentioned in the previous questions.
Answer:
Organization of the project delivery system: planned project success; able to
control the unique project in a systematic, but flexible way.
Leadership: Because the project is unique and in a remote location, the project
management personnel must assume leadership to complete the project.
Problem solving: Each problem is unique and needs to be solved quickly and efficiently.
Reporting and record keeping: Since the project is a separate entity, complete records
must be kept.
Planning and scheduling: As a unique entity, the project needs to be planned and
controlled for duration and efficiency of construction.
Cost control: Cost control is necessary to achieve profitability.
Quality management: The unique character of the project requires special attention to
the quality of the project. The number of pieces, purchases, and subcontracts requires special
attention to the quality of the project.
Safety management: Each project needs separate safety management due to the field
fabrication and unique aspects of each project.
Contract compliance: The satisfaction of the customer is essential, and the project is
one-of-a-kind. Therefore, close adherence to contract requirements is necessary.
© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 2
website, in whole or in part.
,Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 2: The Project Team
Solution and Answer Guide
William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943;
CHAPTER 2: THE PROJECT TEAM
TABLE OF CONTENTS
Review Questions..........................................................................................................1
REVIEW QUESTIONS
1. In the traditional contract delivery system, what are the direct contract relationships between the three
principal parties?
Answer:
Owner—Architect: for design and administration of the project
Owner—Contractor: for the construction of the project
2. What are the responsibilities of the owner, architect, and contractor under the traditional delivery system?
Answer:
Owner: Pays for the project, provides coordination of the project, provides the site, and provides
necessary design input to the architect and project description documents to the contractor.
Architect: Provides design and construction documents; acts as owner’s agent during construction;
provides interpretation of the documents.
Contractor: Provides labor, material, equipment and expertise to build project; responsible to develop
and implement plan to complete project on or before the scheduled completion date; responsible for
coordinating subcontractors.
3. Describe some of the duties of the following positions in the traditional delivery system: owner’s
representative, architect’s contract administrator, and contractor’s project manager
Answer:
Owner’s representative: Prime contact for architect and contractor; conduit of information to the
owner; directs architect and contractor.
Architect’s contract administrator: Specialist in projects under construction; processes shop
drawings, progress payments, RFIs, change orders, and correspondence; contact for contractor; field
observations (if no inspector).
Contractor’s project manager: Manages contractor’s team; responsible for implementing cost, time,
and quality controls; representative with owner and architect.
4. What are the lines of communication for a subcontractor who has a concern about the constructability of a
system shown and described in the construction documents?
Answer:
© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 1
website, in whole or in part.
, Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 2: The Project Team
The subcontractor must go through contract lines and express concerns to the superintendent or project
manager, who will then correspond with the architect, who will correspond with the owner.
5. What are the primary roles of the construction manager in Agency CM?
Answer:
The CM administers the contracts, provides services such as value engineering and constructability
reviews, and manages the project.
6. What is the difference between an Agency CM and the CM-at-Risk?
Answer:
The Agency CM performs no work on the jobsite and is mostly a manager for the owner.
The CM-at-risk provides a guaranteed maximum price (GMP) and actually controls the construction
process, even performing some of the work. The CM-at-risk is also involved in the preconstruction
activities, which separates the CM-at-risk from the typical contractor in the traditional process.
7. Describe the responsibilities of a design-build firm.
Answer:
A design-build firm provides the design, construction documents, and construction of the facility to the
owner under one contract. The design-build firm is responsible to provide a facility that will meet the
owner’s needs and coordinates design and construction within a quality level, time frame, and budget.
8. What type of delivery system is E-P-C?
Answer:
E-P-C represents “engineering-procurement-construction,” which is basically a design-build system used
for industrial and heavy construction projects.
© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible 2
website, in whole or in part.
