Construction management

The ABT construction manager is the director of the design and construction process. The construction manager takes care of an effective project process within the predefined framework. Risk management forms an essential part of this. The construction manager also ensures that all parties involved cooperate in an effective way and that the right mind-set is created. The ABT construction manager fulfils the following tasks:

• Contract management;
• Design management;
• Operational management;
• Risk management;
• Environmental management.

The construction manager maintains an overview, creates space for everyone and keeps the common purpose in mind. Good cooperation leads to better products and results, more efficient time use and satisfaction for all those concerned. Apart from the ‘soft’ side, the construction manager will direct towards an efficient process as well as excellent content in accordance with the ‘GROTIK’ method: Money, Risk, Organization, Time, Information and Quality. The ‘R’ of Risk is included in this abbreviation. Risks are mapped out by means of risk sessions and made controllable. All aspects are monitored during each phase. They are the subject of interim reports and are laid down per phase in a phase document.

Below a few projects are listed for which ABT has taken care of the construction management.

• Groninger Forum 
• HollandPTC Delft
• Stadskantoor Zwolle
• Erasmus Medisch Centrum Rotterdam
• Het Mauritshuis Den Haag

Contract management

The contract manager is the client’s discussion partner and consultant for balanced decision-making with respect to the construction organization and the corresponding contract choice. 

Modern contract management concerns all the phases of integrated contracts. Together with the contract specialist the contract manager is the person who directs the implementation of integrated contracts. Principles such as Systems Engineering are applied more and more in order to come to a usually functional specification of the client’s question in a transparent and systematic way.

After the tendering phase the contract manager will ensure that the focus remains on the client’s goal during the process of contract management. The principles of System-oriented contract management are applied here. Our vision is not based on management from a distance but on offering added value out of substantive involvement. For the assessment of design and execution one can, supported by a test coordinator, make use of the broad and thorough knowledge of ABT as a multidisciplinary consultancy.

Design management

Design supervision is essential for being able to direct and control the design process in such a way that optimum result is obtained. The design manager ensures together with the design team that the programme is interpreted correctly and converted into a design. The design manager seeks to bring out the best in everyone as far as creativity, solution orientation and cooperation are concerned. Good communication is the basis of fruitful cooperation among all parties. This way the design manager creates the preconditions for obtaining a maximum design result. 

Operational management

Do you get what you bought? This is the essence of operational management! With respect to operational management (usually on the basis of UAV - Dutch uniform administrative conditions for construction works) it is important that the agreements between client and contractor are complied with. Directing takes place on the basis of process as well as technology! 

With its technical background and ample experience ABT sees and makes the most of opportunities. ABT also provides insight into risks and makes them controllable (see Risk management). By involving execution specialists as early as during the design phase it is possible to give specific input for the execution (makeability). This approach facilitates the execution phase.

Central point of attention is the optimal usability for the client. Vision and ambition are translated into feasible and workable solutions. Processes are set up specifically for the project, with goal-oriented (co)operation as core value. We direct the process proactively within the frameworks and responsibilities of the contract. Operational management is about observing the contract terms, but also about obtaining the result without major risks for the client.

Risk management

Risk management forms an actual part of the standard baggage and job responsibilities of the construction manager. Risk management is never a goal in itself but a facilitating process with regard to risk consciousness, balanced decision-making and control of major uncertainties concerning process and project.

There is also an increasing demand for risk management as a separate discipline. An auxiliary risk manager can be of added value to the construction manager as far as creating consciousness and support are concerned. The risk manager may also play an important role in activating the parties involved (stakeholders) permanently and allowing insight by means of supplying concise and clear management information.

Apart from the application of risk management within our own organization (quality control system) risk management provides added value in all phases of the project. Risk management is an ongoing process which identifies, assesses and implements risks by taking control measures. This means that the appointment of a risk manager will contribute to the success of the project.

Environmental management

Environmental management and communication are strongly interwoven with the tasks of the construction manager. Involvement of the right stakeholders at the right moment is crucial. 

We work with force field analyses and develop the communication strategy in consultation with the client. Joint sessions are an effective means of enhancing involvement. For however complex a project may be, its success depends on clear communication, sharing of knowledge and supplying the right information!