




































    

 Academic Journal of Science, Engineering and Technology 

Vol. 9, Issue 3; May-June 2024; 

ISSN: 2837-2964 

Impact Factor: 6.67 

1252 Columbia Rd NW, Washington DC, United States 

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20 | A c a d e m i c  J o u r n a l  o f  S c i e n c e ,  E n g i n e e r i n g  a n d  T e c h n o l o g y  

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CONSTRUCTION MANAGEMENT FOR ARCHITECTS AND BUILDERS: PANACEA 

FOR SUSTAINABLE PEACE AND CONFLICT RESOLUTION IN DEVELOPING 

NATIONS 

 
 
1Francis O. Uzuegbunam, 2Eziyi O. Ibem, and 3Lawrence A. Isiofia 
1,2 Department of Architecture, University of Nigeria, Enugu Campus, 400006, Enugu. Enugu State, Nigeria. 
3Department of Architecture, Faculty of Environmental Sciences, Enugu State University of Science and 

Technology (ESUT), Agbani. Enugu State, Nigeria. 

DOI: https://doi.org/10.5281/zenodo.11174558 

 

Abstract: This paper focused attention on how the content and nature of study of construction management could 

be used to create harmonious environment in a construction engagement, free of the usual rancour and acrimony 

of human nature. It examined the operations of the professionals, supervisors and craftsmen with a view to 

realising the goals of construction management, which is both social and technical. The analysis of the future for 

construction management showed that the integration demanded of the industry is at both emotional and 

operational levels. The ability to coordinate several project activities at once, while analysing and resolving 

specific problems, is essential for construction management, as is an understanding of engineering, architectural, 

and other construction management drawings. The environment and man that lives in it act systematically with 

man as the one in control of the system. He can therefore choose to maintain a balance to this set of interconnected 

things or parts, to achieve unity, or live with confusion. It therefore becomes imperative that these diverse 

disciplines and multitude of People must be managed and harmonized in order to optimize the resources available 

for the benefit of society, in realizing the building project, within the constraints of function, time and cost. That 

is the basic premise of construction economics, management of man, material and money. 

Keywords: Construction Management; Sustainable Peace; Conflict Resolution; 

 

Introduction     

A construction project is a highly emotional place. It is typically a temporary gathering of an average of one 

hundred people, who come together from various places, for parts of about eighteen months, to assemble and 

install the products of several manufacturers. Those manufacturers are generally larger and often somewhat 

indifferent to the firms to which they are selling their products. The firms or on-site contractors that actually 

convert the plans and specifications into a finished project, usually an average of about fifteen in number. Some 

of the fifteen will be the leaders in their trade, while others will be marginal, even insolvent. Every type of person 

will show up at the job site. Contrary to all the contract requirements in force on the project, communication at 

the job site is essentially done on an oral basis. The most successful jobs are those that are set up with as few tiers 

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 Academic Journal of Science, Engineering and Technology 

Vol. 9, Issue 3; May-June 2024; 

ISSN: 2837-2964 

Impact Factor: 6.67 

1252 Columbia Rd NW, Washington DC, United States 

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21 | A c a d e m i c  J o u r n a l  o f  S c i e n c e ,  E n g i n e e r i n g  a n d  T e c h n o l o g y  

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of vertical hierarchy as possible. The job site conversation will loop around the project. Discussions and directions 

will emanate from the person in charge of the field. Someone will leave the job office and give a direction, a 

huddle will occur, and the one in charge of the work will write out his idea on a lunch bag, piece of sheet rock, 

lumber or some other handy transportable surface that will take a mark. Someone will round up a truck, crane, 

dolly, wheel barrow, and so on, and then forage for what is needed, and the work will get done. Communication 

at the site is verbal. No matter how complicated or technological the design may be, its installation must be first 

turned into spoken, instructional words to people who are not paper oriented. The typical mechanic has no time 

for paper. Many cannot read and interpret plans, none can read specifications and all of them regard the man with 

the necktie from any office with distrust. 

Types of Construction Management Contract 

There are two major management systems used in projects: the general contractor system, and the construction 

management system. In the general contractor system, the owner hires a general contractor to manage all activities 

(also known as turnkey projects). Working for the general contractor, construction managers oversees the 

completion of all construction in accordance with the engineers and architect’s drawings and specifications under 

prevailing building codes. They arrange for trade contractors to perform specialised craftwork or other specified 

construction work. On small projects such as remodelling a home, self-employed and construction manager or 

skilled trade worker who directs and oversees employees often is referred to as the construction “contractor”. 

In the construction management system, the owner hires a firm to oversee all aspects of the project. The 

management firm will then hire a general contractor to run the construction process and oversee construction of 

the structure. The manor difference from the general contractor system is that the hired management firm, rather 

than the owner, works with the individual construction manager. In the design build system, the owners, 

architects, general contractors and major subcontractors are brought together to cooperatively plan and design the 

project. The design build group may be from an individual firm or a conglomeration of separate entities. The 

construction manager participates during the design process and may be in charge of the construction project one 

the design is agreed upon. Construction manager may be owners or salaried employees of a construction 

management or contracting firm, or may work under contract or as a salaried employee of the owner, developer, 

contractor, or management firm overseeing the construction project. 

There are different types of construction management contracts. The type of tendering method adopted by the 

client/architect influences these contracts. The tendering may by an open tender, which have the advantage of 

allowing a lot of interested firms, or selective tendering, where a list of firms are invited to bid. 

The Types of Construction Management Contracts: 

 Negotiated Contracts 

 Lump Sum Contract 

 Contract With Price Variation 

 Package Deal 

Negotiated Contracts 

Instead of inviting competitive bidding, private owners often choose to award construction contracts with one or 

more selected contractors. A major reason for using negotiated contracts is the flexibility of this type of pricing 

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 Academic Journal of Science, Engineering and Technology 

Vol. 9, Issue 3; May-June 2024; 

ISSN: 2837-2964 

Impact Factor: 6.67 

1252 Columbia Rd NW, Washington DC, United States 

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arrangement, particularly for projects of large size and great complexity or for projects, which substantially 

duplicate previous facilities sponsored by the owner. An owner may value the expertise and integrity of a 

particular contractor who has a good reputation or had successfully worked for the owner in the past. If it becomes 

necessary to meet a deadline for completion of the project, the construction of a project may proceed without 

waiting for the completion of the detailed plans and specifications with a contractor that the owner can trust. 

However, the owner’s staff must be highly knowledgeable and competent in evaluating contractor proposals and 

monitoring performances. The fixed percentage of fixed fee is determined at the outset of the project, while 

variable fee and target estimates are used as an incentive to reduce costs by sharing any cost savings. A guaranteed 

maximum cost arrangement imposes a penalty on a contractor for cost overrun s and failure to complete the 

project on time. With a guaranteed maximum price contract, amounts below the maximum are typically shared 

between the owner and the contractor, while the contractor is responsible for costs above the maximum. 

Generally, negotiated contracts require the reimbursement of direct project cost plus the contractor’s fee as 

determined by one of the following methods: 

1. Cost plus fixed percentage 

2. Cost plus fixed fee 

3. Cost plus variable fee 

4. Target estimate 

5. Guaranteed maximum price or cost 

Cost plus Fixed Fee 

After calculations, using the basic rates for materials, labour and subcontract, a fixed fee is added and agreed on. 

Cost plus Contract 

In this mode, after using the schedules of rates to arrive at a certain cost, an additional percentage is added for the 

contractor. 

There is little incentive in this and the Cost Plus Fixed Fee type for the contractor to minimize wastages in the 

use of materials, as the higher the cost the higher the fee. 

Target Cost (with variable fee) 

The contractor’s fee or profit in this case is not fixed with a percentage or an agreed sum. It is allowed to be 

flexible depending on the performance of the contractor or depending on agreed varying amounts. Thus the 

builder may end up with a sizeable bonus if he performed efficiently or the client may obtain a discount if the 

contractor was evidently wasteful. 

Target Estimate Contract 

This is another form of contract, which specifies a penalty or reward to a contractor, depending on whether the 

actual cost is greater than or less than the contractors’ estimate direct job cost. Usually, the percentage of savings 

or overrun to be shared by the owner and the contractor are predetermined and the project duration is specified in 

the contract. Bonuses or penalties may be stipulated for different project completion dates. 

Guaranteed Maximum Cost Contract 

When the project scope is well defined, an owner may choose to ask the contractor to take all the risks, both in 

terms of actual cost and project time. Any work change orders from the owner must be extremely minor if at all, 

since performance specifications are provided to the owner at the outset of construction. The owner and the 

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 Academic Journal of Science, Engineering and Technology 

Vol. 9, Issue 3; May-June 2024; 

ISSN: 2837-2964 

Impact Factor: 6.67 

1252 Columbia Rd NW, Washington DC, United States 

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contractor agree to a project cost guaranteed by the contractor as maximum. There may be or may not be additional 

provisions to share any savings if any in the contract. This type of contract is particularly suitable for turnkey 

operation 

Lump Sum Contract 
A lump sum contract is placed either with a bill of quantities or with drawings and specifications. The contract is 

let on an agreed fixed amount. Where there is no BOQ, the drawings and specifications have to be very detailed. 

A lump sum contract usually does not allow for fluctuation claims. For it to be successfully managed, alteration 

or additions must be kept at a minimum. 

Contract with Price Variation 

This can also be called a fluctuation contract. This kind of contract is usually placed with BOQs, drawings, 

contract conditions, articles of agreement and details of sub contract works. A clause in the articles of agreement, 

dealing with fluctuations allow the contract price to be varied once the price of the basic materials and rate of 

wages change from those listed in the “schedule of price and basic materials and labour rates” at the end of the 

BOQ. Depending on the particular agreement, most contracts that do not exceed 12 calendar months in duration 

are not usually allowed to fluctuate in stable economies. 

Package Deal 

The package deal contract is also known as turnkey contract. The contracting firm’s designers prepare the design 

and these are used in building works. The client thus pays the firm for all services. The design professional in this 

case works for the contractor and not the client. This system reduces the volume of communications to the 

minimum since most actors on the scene are under the same roof. 

Types of Management Contracts  

Let us at this juncture look at some Diagrams of functional relationships in the charts below: The full lines 

represent the contractual relationships, while the dotted lines, represent the day to day interfaces for project 

implementation. 

1. Management Contract (Traditional Building Industry) 

                                                      

                                                         Client Project Management  

 

            ----------------------------------                                         --------------------------------------- 

            Design                                                                                                          Management 

           Function             -------------------------------------------------------------       Contractor 

 

 

                                               Fig. 1                            

Construction 

                                                                                                                        Contractors 

 

Client carries out overall project management but in this case the project is constructed by using multiple 

construction contracts led and managed by the Management Contractor with the approval of the Client. 

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 Academic Journal of Science, Engineering and Technology 

Vol. 9, Issue 3; May-June 2024; 

ISSN: 2837-2964 

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2. Construction Management Contract 

 

                                                          Client project Management 

 

 

                 ---------------------------                                                              ---------------------------------     

 

 Design                                                                                                              Construction 

 Function                   Management 

                                                                                                                           Contractor 

 

 

                        

                                                         

Fig. 2 

Client carries out overall project management but in this case the project is constructed using construction 

contracts let by the client. He relates directly with the contractors. The Construction Manager carries out overall 

management of the construction phase only acting on a supervisory capacity. 

3.  Design and Management Contract 

 

                                                 

                    -----------------------                                         ------------------------------------- 

                                                                                                          Design & 

                      Management 

                                                                                                              Contractor 

 

                                                                                                                                 

                                                                                                                                    

                                            Fig. 3 

In this case client passes to the Design and Management not only the construction but the detailed design and 

engineering which has to be developed using conceptual designs which the client has established 

 

 

 

 

Construction 
Contractors 

 Client Project Management 

 Client Project Management 

 Process/ 

Conceptual 

 Design 

 Design & 

management 

Contractor 

Construction 

Contractor 

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 Academic Journal of Science, Engineering and Technology 

Vol. 9, Issue 3; May-June 2024; 

ISSN: 2837-2964 

Impact Factor: 6.67 

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4. Process Plant Engineering, Procurement and Construction Contract (E.P.C.) 

 

          Client Project Management 
 

             -----------                                ----------------------- 

 Process/ 

 Conceptual        -------------------       E.P.C. 

 Design                                               Contractor 

 

                          --------------------------------------------------------------------------- 
 Engineering         -------------        Procurement         --------       Construction 

 

                          -------                                    --------                      -----------                            ------------ 
 Specialist&                                      Vendors                Direct Hire              Sub Contractors 

 Sub contractors 

                                                              

                                                          Fig. 4 

Clients hence mat vary the contractor element of the project depending on their own expertise and resource 

availability. 

Clients will have a group of their own project management personnel monitoring the execution of the work by 

the Contractor and providing the approvals, etc. required by the Contractor from time to time. 

The Contractor is responsible for the management and execution of the work within his scope to meet the overall 

project objectives set by the client’s project management group. 

5. Project Management Contract 

 

                                                                     Client 

 

 

                                                                                                                        Project 

                                                                                                                        Management 

                                                                                                               Contractor 
 

                            --------------------------------------------------------------------------- 

   Engineering                             Procurement                     Construction 

    Contractor                               Contractor                       Contractor 

 

                   -----------------------------          ------------                                     -------------- 
Fig. 5       Vendors & Subcontractors 

 

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 Academic Journal of Science, Engineering and Technology 

Vol. 9, Issue 3; May-June 2024; 

ISSN: 2837-2964 

Impact Factor: 6.67 

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The project management contractor provides the overall project management organization and personnel, 

manages the contractors on behalf of the client, although the contracts are directly between client and the 

contractors and/or vendors/subcontractors. 

6. Project Services Contractor 

                                  

                                      Client                                      Project 

                                    Project                                   Services 

                                     Management                       Contractor 

 

 

                                    ------------------------------------------------------------------------------ 

 Engineering                                   Procurement                            Construction 

            Contractor                                       Contractor                               Contractor 

         

 

              ---------                                                           ----------                                                    ------- 

 Contractors                                           Vendors                                          Contractors 

                    & 

 Construction 

 

                                                         Fig. 6 

The above examples are typical and will be varied from project to project to meet specific needs and 

circumstances. 

Building Contract Relationships 

Below are charts showing the varieties of relationships in building contracts. The relationships are indicated as 

dotted lines for functional and communications whereas the full lines represent the contractual relationship. Note 

that persons in the upper position in each set are responsible for control functions. 

(i) Traditional 

------------------------------Consultants---------------------------  

  

 

 

 Employer                                                                          Contractor 

 

                                               Fig. 7 

 

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 Academic Journal of Science, Engineering and Technology 

Vol. 9, Issue 3; May-June 2024; 

ISSN: 2837-2964 

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(ii) Project Management 

                     ------------------------------Project Manager--------------------- 

 

  

 

Employer                                Consultants                         Contractor 

 

                                                        Fig. 8 

 

(iii) Management  Contract 

                    ------------------------              CONTRACTOR      ----------------------------- 

              EMPLOYER   -------------------------------------------------------------- CONSULTANTS 

                                                            FIG.9 

 

(iv) Design and Build 

                

             Employer                                                                                        Contractor 

 

                                -------------------------------------------------------------------------- 

   -----------                                                                                         ------------- 

        

      Consultants                                                                        Consultants 

                                               Fig. 10 

 

Breakdown of Work Programme for Construction Management 

The Duties of Construction Management begins at The Conception of the Project through to the realisation or 

completion of the work in the field on to the onset of the facility management. These Duties are broken down into 

the following major categories: 

 The Pre-Design Phase 

 Onset of The Design Phase 

 The Middle of the Design Task and the Inception of Procurement 

 Completion of the Design, and Procurement of the Remaining Contracts 

 Project Financial Control, During Construction 

 Work in The Field 

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Vol. 9, Issue 3; May-June 2024; 

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The Pre-Design Phase 

Construction Management at The Pre-Design Phase includes, but not limited to, Project feasibility analysis and 

market surveys. Site investigations and recommendations. Master scheduling. Creation of the project cost control 

and estimating system. Review of applicable building codes, environmental regulations, and design criteria, local 

and federal regulations. Preparation of the environmental impact statement. 

Onset of the Design Phase 

Construction management at the onset of the design phase includes, but not limited to, Program clarifications. 

Methods and materials research. Contractor and supplier lists. On board design reviews. The concept level 

estimate. Using CPM for the design schedule. Creating the labour relations program. Creating the safety program. 

Value Analysis Step 1: criteria review and choice on main building systems. Tentative separation of bid packages. 

Customizing the general provisions. Identifying general conditions. Site boring and subsurface analysis. 

The Middle of the Design Task, and the Inception of Procurement  

Construction Management at this stage includes, but not limited to the choice of construction method, Traditional 

Construction Method, Phased Construction, Critical Part Method, or Project Evaluation Review Technique 

Method. Final establishment of bid packages. Tentative level estimates. Working Drawing estimates. Composing 

the project master schedule to include construction work. Preparing invitations for bids. Advertising and 

distributing bidding documents. Bid receipt: assisting the owner in establishing responsiveness and responsibility. 

Mobilizing the field operations physical requirements of the field offices. Primary general conditions: water, 

electricity, sanitation, access roads, heat. Establishing on site records management requirements, relocation the 

field staff, site surveys: establishing the footprint of the project. Setting procedures and standards of work 

inspection. Contractor payment: procedures and accounting controls. Detailed scheduling: incorporating 

contractors’ CPMs and cost breakdowns into the project management plan. 

Completion of the Design, and Procurement of Remaining Contracts 

This includes, but not limited to, Final working drawing estimates. Bringing the job within the budget testing the 

market, comparing estimates of the remaining packages with bids already received, value analysis task team 

studies to eliminate useless costs, adjusting scope to remaining funds, rework on packages still to go to bid. 

Preparing, advertising and awarding the last packages. After the buyout-reallocation contingencies and reserves. 

Project Financial Control during Construction 

This includes development of Managerial tools for accountability and efficient supervision to establish the limits 

in Holdbacks for defective work. Holdbacks for poor progress. Documenting the disallowances. Payment for 

partially, complete work items. Coordinating the payment survey, with the schedule update. Tracking the payment 

process. Changes, delays, value analysis and claims. Estimating negotiating and processing change orders, 

encouraging and processing contractors’ value analysis change proposals, keeping accurate track of the cause, 

duration, and effect of delays. Protecting the client against claims: records management, analysing the claims, 

preparing evidence, expert witness testimony. 

 

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 Academic Journal of Science, Engineering and Technology 

Vol. 9, Issue 3; May-June 2024; 

ISSN: 2837-2964 

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Work in the Field 

Controlling inter-contract relationships: the special problems of separate primes- coordination meetings, general 

conditions, understanding the two ways to keep order: diplomacy and back charges, making good use of 

insurances, convincing contractors to trade favours, quick ways to resolve tactical conflicts. Scheduling during 

construction. Incorporating contractors’ CPMs. Showing delays and change orders in the others. Demanding and 

incorporating contractors’ remedial plans. Day to day management of the trades. Regular routines for the field 

crew. Methods of inspection and testing. Diaries, punchiest memoranda and directives. The best way tom use 

photographs. Conversations between the construction manager’s inspectors and the contractors’ superintendents. 

Problems in pursuing the work: unexpected subsurface conditions, severe weather, ambiguous and incorrect 

document inexperienced contractor personnel, lack of coordination; How the construction manager can save time 

and money by helping to solve all of these difficulties. 

Conclusion 

The ability to coordinate several major activities at once, while analysing and resolving specific problems, is 

essential for Construction Management, as is an understanding of Engineering, Architectural, and other 

Construction Drawings. Good Oral and Written communication skills are also important, as are leadership skills. 

Construction Management involves the establishment of a good working relationship with many different people, 

the Owners, other Managers, Design Professionals, Supervisors and Crafts Men. The building industry could be 

seen as a disorganized conglomerate, employing the services of all manners of people and various professionals, 

to carry out one interest and one interest alone, the realization of building project. It therefore becomes imperative 

that these diverse disciplines and multitude of people must be managed and harmonized in order to optimize the 

resources available for the benefit of society in realizing the building project, within the constraints of function, 

time and cost. That is the basic premise of Construction Economics, Management of Man, Materials and Money.                                       

 Bibliography 

“Contact Provisions that Ensure Complete Cost Disclosures” 

 Cost Engineering, Vol. 29, No. 10, October 1987, pp. 10-14. 

 C.D. Sutliff and J.G. Zack, j.r., 

“Draw Up A Bulletproof Construction Contract” 

 By James and Morris Carey 

“Liability of Construction Managers” 

  New York Law Journal, June 30, 2003, Page: 9, Vol. 229 

  By Peter S Britell, Nancy Goldstein And Alina Das 

“Modern Construction Management”  5th Ed. 

By Frank Harris and Ronald McCaffer 

“NEUFERT ARCHITECTS DATA”   3rd Ed. 

  Ernest and Peter Neufert 

“The Management of Construction” 

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 Academic Journal of Science, Engineering and Technology 

Vol. 9, Issue 3; May-June 2024; 

ISSN: 2837-2964 

Impact Factor: 6.67 

1252 Columbia Rd NW, Washington DC, United States 

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30 | A c a d e m i c  J o u r n a l  o f  S c i e n c e ,  E n g i n e e r i n g  a n d  T e c h n o l o g y  

|  https://topjournals.org/index.php/AJSET 

 Nimo Bassey, 

“The Strategy of Contracting for Profit” 2nd Endition, 

  Prentice Hall, Englewood Cliffs, NJ, 1986. 

  Park, William R. 

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