The South African Council for the Project and Construction Management Professions

CONSTRUCTION PROJECT MANAGER

IDENTIFICATION OF WORK AND SCOPE OF SERVICES FOR

CONSTRUCTION PROJECT MANAGERS REGISTERED IN TERMS OF
THE PROJECT AND CONSTRUCTION MANAGEMENT PROFESSIONS
ACT NO. 48 OF 2000

AUGUST 2006
 TABLE OF CONTENTS

PAGE

1 INTRODUCTION 3

2 DEFINITIONS 3

3 GENERAL PREAMBLES 5

3.1 Nature and Type of Projects 5

3.2 Application of the Provision of this Document 5

3.3 Project Work Stages 5

3.4 General Notes 5

4 CONSTRUCTION PROJECT MANAGEMENT WORK 6

5 MINIMUM COMPETENCIES REQUIRED 14

6 PROVISIONS OF THE PROJECT AND CONSTRUCTION MANAGEMENT 16

PROFESSIONS ACT

6.1 Compliance with the Project and Construction Management 16

Professions Act, 2000

6.2 Improper Conduct 16

7 OVERLAPS WITH OTHER COUNCILS 16

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1.0 INTRODUCTION

The following are detailed descriptions of standard services (activities and functions)
inherent in delivering professional Construction Project Management (CPM) services. In
essence, this document defines the work set aside for persons registered as Construction
Project Managers (Pr. CPM) in terms of section 26 of the Act, 48 of 2000. The standard
services described in this document have been drafted to follow the identified generic
Project Stages in a typical project.

2.0 DEFINITIONS

“Built Environment” refers to the functional area in which registered persons practice.
The Built Environment includes all structures that are planned and/or erected above or
underground, as well as the land utilized for the purpose and supporting infrastructure.

“Construction Management” is the management of the physical construction process

within the built environment and includes the co-ordination, administration, and
management of resources. The Construction Manager is the one point of responsibility in
this regard.

“Construction Project Management” is the management of projects within the built

environment from conception to completion, including management of related professional
services. The Construction Project Manager is the one point of responsibility in this
regard.

“Project” means the total development envisaged by the client, including the professional
services.

“Works” means all work executed or intended to be executed in accordance with the
construction contracts.

‘Principal Agent” means the person or entity appointed by the client and who has full
authority and obligation to act in terms of the construction contracts.

“Principal Consultant” means the person or entity appointed by the client to manage and
administer the services of all other consultants.

“Cost Consultant” means the person or entity appointed by the client to establish and
agree all budgets, and implement and manage the necessary cost control on the project.

“Contractor” means any person or legal entity entering into contract with the client for
the execution of the works or part thereof.

“Nominated Subcontractors” are specialist and other subcontractor executing work or

supplying and fixing any goods who may be nominated by the Principal Consultant.

“Selected Subcontractors” are specialist and other subcontractor executing work or

supplying and fixing any goods and who are selected by the contractor in consultation with
the Principal Consultant.

“Domestic Subcontractors” are specialist and other subcontractor executing work or

supplying and fixing any goods and who are selected by the contractor.

“Direct Contractors” are contractors appointed by the client to execute work other than
the works.

“Suppliers” mean a person or entity appointed by the client to supply goods and products
for incorporating into the project.

“Construction Programme” is the programme for the works indicating the logic sequence
and duration of all activities to be completed by the contractors, subcontractors, and
suppliers in appropriate detail for the monitoring of progress on the works.

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 “Contract programme” is the construction programme for the works agreed between the
contractor and the Principal Agent.

“Procurement Programme” is the programme indicating the timeous purchasing

requirements for the project, including but not limited to the services of consultants,
contractors, subcontractors, and suppliers required for the execution of the execution of
the project programme.

“Project Initiation programme” is the programme devised by the Principal Consultant in

consultation with the client and other consultants for all the work necessary to be
completed prior to commencement of work by the contractors.

“Documentation programme” is schedule prepared by the Principal Consultant and

agreed to by other consultants indicating the timeous provision of all necessary design
documentation required by the contractors and subcontractors for the construction of the
works.

“The South African Council for the Project and construction Management
Professions’ means the South African Council for the Project and Construction
Management Professions established by section 2 of the Project and Construction
Management Professions Act, 2000 (Act No. 48 of 2000), and “SACPCMP” has the same
meaning.

“Project and Construction Management Professions Act” means the Project and
Construction Management Professions Act, 2000 (Act No. 48 of 2000).

“Construction Project Management Work” means the work identified under section 4 of
this document

“Construction Management Work” means the work identified under section 4 of the
Identification of work document for Construction Managers

“Improper Conduct” as contemplated in section 27(3) of the Project and Construction

Management Professions Act, means failure to comply with the code of conduct for
registered persons.

“Public” means any person or group of persons who is, or whose environment is, either
directly or indirectly affected by any project and construction management activity, or by a
product, outcome or influence of a project and construction management activity, which
may impact on the health, safety and interest of such person or group of persons.

“Substantially Practise” means regularly and consistently carry out project and
construction management work identified in section 4 of this document, and charging
professional fee for such work and accruing professional responsibility to a client or an
employer for the performance of such functions.

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 ‘The Council” means the Council for the Built Environment established under section 2 of
the Council for the Built Environment Act, 200 (Act No 43 of 2000)

3.0 GENERAL PREAMBLES

3.1. Nature and Type of Projects

The nature and type of projects to be implemented in terms of the identification of

work shall be all construction work within the built environment.

3.2. Application of the Provisions of this Document

The provisions of this document shall be applicable in respect of :-

.1 Any project and construction management work performed within the borders
of the Republic of South Africa (RSA), whether or not the intended outcome of
such work is be executed outside the RSA.

.2 Any person who is not ordinarily resident in the Republic of South Africa, but
who performs project and construction management work within the RSA.

3.3. Project Work Stages

The following Project Work Stages have been identified for typical construction
projects:

PROJECT STAGES DESCRIPTION

1 Project Initiation and Briefing

2 Concept and Feasibility
3 Design Development
4 Tender Documentation and Procurement
5 Construction Documentation and Management
6 Project Close Out

3.4. General Notes

.1 As these stages might overlap, the Standard Services stated hereunder may be
required to be undertaken during any one of the Project Work Stages

.2 The order of the Standard Services does not necessarily reflect the actual
sequence of implementation

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4.0 CONSTRUCTION PROJECT MANAGEMENT WORK

IDENTIFICATION OF WORK FOR CONSTRUCTION PROJECT MANAGERS

STANDARD SERVICES

Construction Project Managers shall perform the following standard services under the following
stages:

1.0 STAGE 1 - PROJECT INITIATION AND BRIEFING

Definition

Agreeing client requirements and preferences, assessing user needs and options,
appointment of necessary consultants in establishing project brief, objectives, priorities,
constraints, assumptions and strategies in consultation with the client.

Standard Services

1.1. Facilitate the development of a Clear Project Brief

1.2. Establish the client’s procurement policy for the project

1.3. Assist the client in the procurement of the necessary and appropriate consultants
including the clear definition of their roles, responsibilities and liabilities.

1.4. Establish in conjunction with the client, consultants, and all relevant authorities
the site characteristics necessary for the proper design and approval of the intended
project

1.5. Manage the integration of the preliminary design to form the basis for the initial
viability assessment of the project

1.6. Prepare, co-ordinate and monitor a Project Initiation Programme

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 1.7. Facilitate the preparation of the Preliminary Viability Assessment of the project

1.8. Facilitate client approval of all Stage 1 documentation

Project Management Deliverables

ƒ Project Brief

ƒ Project Procurement Policy

ƒ Signed Consultant/Client Agreements

ƒ Project Initiation Programme

ƒ Record of all meetings

ƒ Approval by Client to proceed to Stage 2

2.0 STAGE 2 - CONCEPT AND FEASIBILITY

Definition

Finalization of the project concept and feasibility

Standard Services

2.1. Assist the client in the procurement of the necessary and appropriate consultants
including the clear definition of their roles, responsibilities and liabilities.

2.2. Advise the client on the requirement to appoint a Health and Safety Consultant

2.3. Communicate the project brief to the consultants and monitor the development of
the Concept and Feasibility within the agreed brief

2.4. Co-ordinate and integrate the income stream requirements of the client into the
concept design and feasibility

2.5. Agree the format and procedures for cost control and reporting by the cost
consultants on the project.

2.6. Manage and monitor the preparation of the project costing by other consultants

2.7. Prepare and co-ordinate an Indicative Project Documentation and Construction

Programme

2.8. Manage and integrate the concept and feasibility documentation for presentation to
the client for approval

2.9. Facilitate client approval of all Stage 2 documentation

Deliverables

ƒ Signed Consultant/Client Agreements

ƒ Indicative Project Documentation and Construction Programme.

ƒ Approval by Client to proceed to Stage 3

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3.0 STAGE 3 - DESIGN DEVELOPMENT

Definition

Manage, co-ordinate and integrate the detail design development process within the project
scope, time, cost and quality parameters.

Standard Services

3.1. Assist the client in the procurement of the balance of the consultants including the
clear definition of their roles, responsibilities and liabilities.

3.2. Establish and co-ordinate the formal and informal communication structure,
processes and procedures for the design development of the project.

3.3. Prepare, co-ordinate and agree a detailed Design and Documentation Programme,
based on an updated Indicative Construction Programme, with all consultants

3.4. Manage, co-ordinate and integrate the design by the consultants in a sequence to
suit the project design, documentation programme and quality requirements.

3.5. Conduct and record the appropriate planning, co-ordination and management
meetings

3.6. Facilitate any input from the design consultants required by Construction Manager
on constructability.

3.7. Facilitate any input from the design Consultants required by Health and Safety
consultant

3.8. Manage and monitor the timeous submission by the design team of all plans and
documentation to obtain the necessary statutory approvals

3.9. Establish responsibilities and monitor the information flow between the design
team, including the cost consultants.

3.10. Monitor the preparation by the cost consultants of cost estimates, budgets, and
cost reports

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 3.11. Monitor the cost control by the cost consultants to verify progressive design
compliance with approved budget, including necessary design reviews to achieve
budget compliance

3.12. Facilitate and monitor the timeous technical co-ordination of the design by the
design team

3.13. Facilitate client approval of all Stage 3 documentation

Deliverables

ƒ Signed Consultant/Client Agreements

ƒ Detailed Design & Documentation Programme

ƒ Updated Indicative Construction Programme

ƒ Record of all meetings

ƒ Approval by Client to proceed to Stage 4

4.0 STAGE 4 – TENDER DOCUMENTATION AND PROCUREMENT

Definition

The process of establishing and implementing procurement strategies and procedures,

including the preparation of necessary documentation, for effective and timeous execution of
the project.

Standard Services

4.1. Select, recommend and agree the procurement strategy for contractors,
subcontractors and suppliers with the client and consultants

4.2. Prepare and agree the Project Procurement Programme.

4.3. Co-ordinate and monitor the preparation of the tender documentation by the
consultants in accordance with the Project Procurement Programme.

4.4. Facilitate and monitor the preparation by the Health and Safety Consultant of the
Health and Safety Specification for the project

4.5. Manage the tender process in accordance with agreed procedures, including calling
for tenders, adjudication of tenders, and recommendation of appropriate
contractors for approval by the client.

4.6. Advice the client, in conjunction with other consultants on the appropriate
insurances required for the implementation of the project.

4.7. Monitor the reconciliation by the cost consultants of the tender prices with the
project budget

4.8. Agree the format and procedures for monitoring and control by the cost consultants
of the cost of the works.

4.9. Facilitate client approval of the tender recommendation(s).

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 Deliverables

ƒ Contractors, subcontractors, and suppliers Procurement Strategy

ƒ Project Procurement Programme

ƒ Project Tender/Contract Conditions

ƒ Record of all meetings

ƒ Approval by Client of tender recommendation(s).

5.0 STAGE 5 - CONSTRUCTION DOCUMENTION AND MANAGEMENT

Definition

The management and administration of the construction contracts and processes, including
the preparation and co-ordination of the necessary documentation to facilitate effective
execution of the works.

Standard Services

5.1. Appoint contractor(s) on behalf of the client including the finalization of all
agreements.

5.2. Instruct the contractor on behalf of the client to appoint subcontractors.

5.3. Receive, co-ordinate, review and obtain approval of all contract documentation
provided by the contractor, subcontractors, and suppliers for compliance with all of
the contract requirements.

5.4. Monitor the ongoing projects insurance requirements.

5.5. Facilitate the handover of the site to the contractor.

5.6. Establish and co-ordinate the formal and informal communication structure and
procedures for the construction process.

5.7. Regularly conduct and record the necessary site meetings

5.8. Monitor, review and approve the preparation of the Contract Programme by the
contractor.

5.9. Regularly monitor the performance of the contractor against the Contract
Programme.

5.10. Review and adjudicate circumstances and entitlements that may arise from any
changes required to the Contract Programme.

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 5.11. Monitor the preparation of the contractor’s Health and Safety Plan and approval
thereof by the Health and Safety Consultant.

5.12. Monitor the auditing of the Contractors’ Health and Safety Plan by the Health and
Safety Consultant.

5.13. Monitor the compliance by the contractors of the requirements of the Health and
Safety Consultant.

5.14. Monitor the production of the Health and Safety File by the Health and Safety
Consultant and contractors

5.15. Monitor the preparation by the Environmental Consultants of the Environmental

Management Plan

5.16. Establish the construction information distribution procedures.

5.17. Agree and monitor the Construction Documentation Schedule for timeous delivery
of required information to the contractors.

5.18. Expedite, review and monitor the timeous issue of construction information to the
contractors.

5.19. Manage the review and approval of all necessary shop details and product propriety
information by the design consultants.

5.20. Establish procedures for monitoring, controlling and agreeing all scope and cost
variations.

5.21. Agree the quality assurance procedures and monitor the implementation thereof by
the consultants and contractors.

5.22. Monitor, review, approve and certify monthly progress payments.

5.23. Receive, review and adjudicate any contractual claims.

5.24. Monitor the preparation the preparation of monthly cost reports by the cost
consultants.

5.25. Monitor long lead items and off-site production by the contractors and suppliers.

5.26. Prepare monthly project reports including submission to the client

5.27. Manage, co-ordinate and monitor all necessary testing and commissioning by
consultants and contractors.

5.28. Co-ordinate, monitor and issue the Practical Completion Lists and the Certificate of
Practical Completion.

5.29. Co-ordinate and monitor the preparation and issue of the Works Completion List by
the consultants to the contractors.

5.30. Monitor the execution by the contractors of the defect items to achieve Works
Completion.

5.31. Facilitate and co-ordinate adequate access with the occupant for the rectification of
defects by the contractors

Deliverables

ƒ Signed Contractor(s) Agreements

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 ƒ Agreed Contract Programme

ƒ Adjudication and award of contractual claims

ƒ Construction Documentation Schedule

ƒ Monthly progress payment certificates

ƒ Monthly project progress reports.

ƒ Record of all meetings

ƒ Certificates of Practical Completion.

6.0 STAGE 6 - PROJECT CLOSE OUT

Definition

The process of managing and administering the project closeout, including preparation and
co-ordination of the necessary documentation to facilitate the effective operation of the project

Standard Services

6.1. Issue the Works Completion Certificate

6.2. Manage, co-ordinate and expedite the preparation by the design consultants of all
as-built drawings and design documentation.

6.3. Manage and expedite the procurement of all operating and maintenance manuals
as well as all warrantees and guarantees.

6.4. Manage and expedite the procurement of all statutory compliance certificates and
documentation.

6.5. Manage the finalization of the Health and Safety File for submission to the Client.

6.6. Co-ordinate, monitor and manage the rectification of defects during the Defects
Liability Period.

6.7. Manage, co-ordinate and expedite the preparation and agreement of the final
account by the cost consultants with the relevant contractors.

6.8. Co-ordinate, monitor and issue the Final Completion Defects list and Certificate of
Final Completion.

6.9. Prepare and present Project Closeout Report.

Deliverables

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 ƒ Works Completion Certificate

ƒ Certificate of Final Completion

ƒ Record of all meetings

ƒ Project closeout report

SUPPLEMENTARY SERVICES

1.0 DEVELOPMENT MANAGEMENT SERVICES

The Project Construction Manager may by prior mutual consent provide the following
supplementary services. This will require agreement of both the Client and Project
Construction Manager on the adjustment of the fees and disbursements.

Definition : Development management

1.1. Facilitate the opportunity realisation process

1.2. Procuring of land and finance

1.3. Procuring of tenants, tenant co-ordination and tenant installations.

1.4. Drafting of appointment contracts for other members of the professional team.

1.5. Project management services in relation to direct contractors engaged by the client.
Such as those engaged for furniture, fittings and equipment

1.6. Mediation, arbitration proceedings and similar services. Such services will
commence upon the notification of a dispute or the initiation of such proceedings.

1.7. All work arising out of the failure of any consultant contractors, suppliers or other
external party to perform its obligations.

1.8. Services required in respect of damage to or destruction of the works, insurance

matters, postponement or cancellation of agreements.

1.9. Additional services resulting form changes by the client to previously issued
instructions.

1.10. Any other services not specifically incorporated in the identified scope of services
mentioned in this document.

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5.0 MINIMUM COMPETENCIES REQUIRED

The minimum competencies required for the effective execution of the identified for the
Construction Project Manager are noted below;

5.1. Technical Competencies

.1 Knowledge of Construction Science

i. Understanding Structures

ii. Understanding Construction and Building Sciences

iii. Understanding Construction and Building Finishes

iv. Knowledge of Building Materials

.2 Knowledge of Construction Science

i. Site, Plant and Equipment

ii. Formwork Systems

iii. Quality Management

iv. Health and Safety Management

v. Environmental Management

vi. Organisational / Management Structures

vii. General Building Sequences

viii. General Output and Production Factors

ix. Basic Knowledge of Building Trades

.3 Knowledge of the Design Processes

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 i. Sequence of Design Processes

ii. Time Required for Design Processes

.4 Knowledge of Financial and Cost Factors

i. Financial Processes

ii. Cost of Construction

5.2. Project Management Competences

.1 As Principal Consultants the CPM should have the Knowledge and Ability to:

i. Facilitate the development of a Clear Brief

ii. Clearly Define the Roles and Responsibilities of the Consulting Team

iii. Prepare Letters of Appointment for Consulting Team for the procurement
of Consulting Team.

iv. Establish and implement Time Management Processes on Projects with

respect to and not limited to the following;

ƒ Prepare, Co-ordinate and Monitor a Project Initiation Programme

ƒ Prepare Indicative Construction Programme

ƒ Prepare Documentation Programme/Schedule

ƒ Prepare Procurement Programme/Schedule

ƒ Agreed Contract Programme

ƒ Co-ordinate Documentation Programme with Contract Programme

v. Establish and recommend Professional Indemnity requirements

vi. Monitor and co-ordinate quality management of the design processes

vii. Establish and implement Communication Management Processes

including the preparation of agenda, chairing and preparing minutes of all
necessary meetings on the project.

viii. Co-ordinate and monitor cost control by the Cost Consultant

ix. Co-ordinate and monitor the preparation of Procurement documentation

x. Facilitate and Monitor the preparation of the Health and Safety

specifications

xi. Facilitate the preparation of all conditions of contracts

xii. Manage the pre-qualification, tendering, adjudication, recommendation

and appointment processes

.2 As Principal Agent the CPM should have :-

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 i. The ability to take responsibility for and perform the role of Principal Agent
on construction contracts.

ii. Knowledge and understanding of the Basic Principles of Law of Contracts

iii. Knowledge and understanding of Construction Contracts.

iv. The ability to build good relationships (Partnering) between client,

consulting and construction teams.

v. The ability to establish and implement Time Management Processes on

contracts with respect to and not limited to the following;

ƒ Agree and monitor contract programme and working programmes.

ƒ Monitor and review construction progress and programme updates.

vi. The ability to establish and implement Quality Management Processes on

contracts including quality control by the consulting and contracting
teams.

vii. The ability to establish and implement Cost Management Processes on

contracts including the issuing, costing and implementation of site
instructions and variations.

viii. The ability to co-ordinate and monitor interface between all contractors.

ix. The ability to facilitate and monitor implementation of Health and Safety
plan.

x. The ability to facilitate and co-ordinate the production of the Health and
Safety File.

xi. The ability to manage, resolve and certify progress and contractual claims.

xii. The ability to co-ordinate and monitor completion and handover processes
including and not limited to;

ƒ Oversee and co-ordinate preparation and issue of defects lists.

ƒ Monitor implementation of remedial work by contractors

ƒ Oversee and facilitate the agreement of final accounts

ƒ Expedite and co-ordinate project close out

6.0 PROVISIONS OF THE PROJECT AND CONSTRUCTION MANAGEMENT

PROFESSIONS ACT

6.1. Compliance with the Project and Construction management Professions Act, 2000

.1 Section 18(2) states that a person may not practise in any of the registration
categories unless he or she is registered in that category.

.2 Section 18(3) states that a person who is registered in the category of candidate
must perform work in the project and construction management professions
only under the supervision and control of a professional of a category as
prescribed.

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 .3 Section 26(3)(a) states that a person who is not registered in terms of this Act,
may not perform any kind of work identified for any category of registered
persons, however section 26(4) states clearly that this may not be construed as
prohibiting any person from performing work identified in terms of section 26,
if such work is performed in the service of or by order of and under the
direction, control, supervision of or in association with a registered person
entitled to perform the work identified and who must assume responsibility for
any work so performed.

6.2. Improper Conduct

Section 27(3) states that all registered persons must comply with the code of
conduct and failure to do so constitutes improper conduct.

7.0 OVERLAPS WITH OTHER COUNCILS

Section 26(1) of the Project and Construction Management Professions Act states that the
identification of the type of project and construction management work which may be
performed by persons registered in any of the categories referred to in section 18, should
include work which may fall within the scope of any other profession regulated by the
professions’ Act referred to in the Council for the Built Environment Act, 2000. It therefore
presuppose that there may be overlaps between the professions registered under the
various Built Environment Councils.

The CBE Policy Framework on Identification of Work recognises these potential overlaps
and suggests that the issue of overlaps be resolved by the professions. It is the view of the
SACPCMP that any person who substantially practises project and construction
management work should register with the SACPCMP.

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