,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?
© 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
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.
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.
© 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.
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?
© 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
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.
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.
© 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.
