case study for construction management

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101 Case Studies in Construction Management 1st Edition

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This book provides 101 real-life construction management case studies from an author with over 40 years’ experience in the construction industry and as a lecturer in construction management. Over 14 chapters, Len Holm has included case studies from real jobsites that cover organization, procurement, estimating, scheduling, subcontractors, communications, quality and cost control, change orders, claims and disputes, safety, and close-outs. Other hot topics covered include BIM, sustainability, and lean.

Each case is written in straightforward language and designed to test the reader’s independent and critical thinking skills to develop their real-world problem-solving ability. The cases are open to interpretation, and students will need to develop their own opinions of what’s presented to them in order to reach a satisfactory solution.

The cases are ideal for use in the classroom or flipped classroom, for individual or group exercises, and to encourage research, writing, and presenting skills in all manner of applied construction management situations. Such a broad and useful selection of cases studies cannot be found anywhere else. While there is often no "right" answer, the author has provided model solutions to instructors through the online eResource.

• ISBN-10 081536198X
• ISBN-13 978-0815361985
• Edition 1st
• Publisher Routledge
• Publication date September 18, 2018
• Language English
• Dimensions 6.14 x 0.41 x 9.21 inches
• Print length 164 pages
• See all details

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About the author.

Len Holm is a Senior Lecturer at the University of Washington, USA. He has over 40 years’ construction industry experience at all levels and owns his own construction management firm. He is the author of numerous books on construction, including Management of Construction Projects: A Constructor's Perspective , 2nd edition, also published by Routledge.

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• Publisher ‏ : ‎ Routledge; 1st edition (September 18, 2018)
• Language ‏ : ‎ English
• Paperback ‏ : ‎ 164 pages
• ISBN-10 ‏ : ‎ 081536198X
• ISBN-13 ‏ : ‎ 978-0815361985
• Item Weight ‏ : ‎ 9.1 ounces
• Dimensions ‏ : ‎ 6.14 x 0.41 x 9.21 inches
• #334 in Technical Project Management (Books)
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The Constructor

3 important cases of building collapse due to poor construction management.

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Construction is perhaps the most critical stage in the life cycle of structures, mainly because of the danger of failure and the high chances of underestimating construction loads.

A report developed by the American Society of Civil Engineers, based on their study of around 600 failed structures, found that around 40% of the structures failed during the construction stage, 36% of the structures failed during the pre-construction stage due to flawed designs, and 24% failed during their operational stage.

The failure of a structure is described as the propagation of local collapse from one segment to another segment, eventually resulting in the failure of an entire building or its lopsided part. It could be a product of natural disasters, for example, seismic tremors, floods, or coincidental acts such as an explosion in the service system or terrorist bombings.

Analyzing the reasons for explicit structural failures and proposing measures to relieve their effects is a successful measure to lessen risks and improve the safety of structures. Therefore, this article discusses the failure of some major structures, their root causes, and the lessons learned. 

1. The Skyline Plaza Apartment Building, Virginia, US

The design plan of the Skyline Plaza complex included six office buildings, eight apartment buildings, shops, and one hotel. The project was a $200 million residential-commercial complex and was situated in Fairfax County, Virginia. During the construction of the skyline plaza complex, one of the apartment buildings under construction collapsed. A total of 15 labors were killed, and 40 were injured.

Design drawings of the collapsed building included the construction of 26 stories, a penthouse, and a four-story storm basement for parking. The building design was of a reinforced concrete flat plate with a 200 mm thick concrete slab. The height between each story was 2.7 m. 

1.1 Investigation Findings 

On 2 nd March 1973, some portion of the apartment building collapsed during construction. The collapse began on the 23 rd floor when the slab of the 24 th floor was being cast. On the 23 rd floor, the slab started showing cracks and the failure of the building occurred vertically along the full height of the building, including the basement levels. Also, the adjacent post-tensioned reinforced concrete car parking structure collapsed. 

Specialists concurred that the concrete had not acquired sufficient strength to carry the construction loads applied during the construction process. Investigators confirmed that the original design plan had no deficiencies. The most probable reason for the collapse of the building was the punching shear failure on the 23 rd floor of the building.  

After the collapse, a team from the Occupational Safety and Health Administration (OSHA) came to the site and started an investigation. Further, a detailed investigation was conducted by the National Bureau of Standards (NBS). 

NBS and OSHA mentioned in their reports that the collapse of the building was directly related to poorly managed construction processes. The court found that the contractor and the site engineer were guilty of negligence as the contractor didn't follow the building code requirement and the site engineer didn't inspect the work properly. 

1.2 Lessons Learned

After the collapse of the Skyline Plaza apartment building, a series of changes were made in the building code related to the progressive collapse failure. Special inspection procedures were added in the inspection section of the building codes. Design criteria were also changed for effective planning to reduce the possibility of failure due to progressive collapse. The following points describe the violations of specified construction requirements and standard practices: 

• Violation of prerequisites to completely shore the two stories underneath the floor being cast. 
• Failure to permit legitimate curing time before removing shoring. 
• Failure to conduct curing test on the concrete specimen in the field. 
• Use of out-of-plumb shoring. 
• Improper inspection during casting and formwork removal to check the strength of concrete.  
• Improper installation of the climbing crane. 

2. Ronan Point Tower, Canning Town ,   London

The need to give substitution lodging to homes destroyed in World War-II encouraged European engineers to develop innovative pre-assembled construction strategies. One such plan included the construction of high-rise buildings using pre-stressed concrete components made in factories.

The structural framework included the construction of load-bearing walls and each floor was directly stacked onto the walls. Grouted bearing surfaces were used to construct the joint between the wall and the floor. This process of construction was termed as system building. A skyscraper at Ronan Point, Canning Town, UK, was built using this system building technique. 

On 16 th May 1968, a blast occurred due to gas leakage in the kitchen of a house on the 18 th floor. Just after the blast, the kitchen walls collapsed, and in-turn, the walls above the 18 th floor caved in. This impacted the floors beneath and obliterated the entire corner of the structure. A total of 14 people were injured and three were killed. 

2.1 Investigation Findings 

The investigation team revealed that the building collapsed due to the non-availability of an alternative load path when one portion of the external wall collapsed. After the demolition of the building, it was also revealed that the quality of the grouted bearing surface for the joints between floors and the walls was poor.

Because of the unprecedented collapse, the government examined the safety of other buildings constructed using the same concept as the Ronan Point Tower. Many buildings were demolished well ahead of their life span. 

The concept of progressive collapse of structures was not much known to the engineers before the failure of the Ronan Point Tower. In such collapses, a local failure is followed by widespread collapse through a chain reaction. What was irregular on account of the failure of the Ronan Point Tower was that a minor gas blast set off the collapse of a huge portion of a finished structure.

2.2 Lessons Learned

The experience due to the failure of Ronan Point Tower re-emphasized the following points: 

• Progressive failure can also occur in fully constructed structures.
• A structure should have redundancies to reduce the possibility of progressive failure. 
• Quality control should strictly be followed in the construction processes. 

3. 2000 Commonwealth Avenue, Boston, US

On 25 th January 1971, a two-third portion of a 16-story residential building known as 2000-Commonwealth Avenue in Boston collapsed during construction, leading to the death of four workers. The building was under construction for more than six years. The collapse of the building generated approximately 8000 tons of debris. Luckily, the failure of the building was gradual, giving the workers some time to escape from the building site. 

The building was designed as a reinforced concrete structure and flat slabs were used for the roofing system with an elevator shaft provided in the center. This type of structural design is mainly famous for multi-story construction as it reduces the thickness of the slab and overall height between the floors. The thickness of flat slabs was between 160-190 mm for all the building areas except near the elevator core where it was 230 mm thick. The arrangement of the structural component constituted a height of 2.7 m for all the floors.    

The building, situated at 2000 Commonwealth Avenue, was intended to be 16 stories high with a mechanical room of height 1.5 m for the working of the lift at the rooftop. The plan area of the structure was 56 x 21 m 2 . The building additionally had underground parking of two levels. A pool, auxiliary spaces, and one flat were situated on the first floor, and a total of 132 flats were on the second through sixteen floors. At first, these flats were to be leased. However, the proprietors later chose to advertise them as apartment suites. 

At the hour of the collapse of the building, construction work was almost completed. The brickwork was finished up to the sixteenth floor, and the structure was generally encased from the second to the fifteenth floor. Heating, plumbing, and ventilation frameworks were introduced all through different floors of the structure. The interior work had also started on the lower floors. A temporary lift was constructed to help in moving equipment to various floors. It was assessed that 100 individuals were working in or around the structure at the hour of the collapse. 

The collapse of the building occurred in three stages. These stages were, failure due to punching shear in the rooftop at section E5, the failure of the slab, and in the end, the progressive failure of the structure. 

3.1 Investigation Findings 

The civic chairman of Boston appointed a commission to inquire about the collapse of the building. The commission discovered the following critical observations: 

• There was no signature of an architect or engineer found on a single drawing of the building. 
• The design engineer didn't give the computations supporting his structural drawings to the commission. No head or representative of the team of contractors held a building construction license of Boston city. 
• Ownership of the venture changed a few times, with changes in planners and architects. This scenario added to the general disarray and contributed to the abnormalities referred above. 
• The general contractual worker just had a solitary representative on location. Most subcontracts were given directly by the owner to the subcontractors and bypassed the general contractor. A total of seven subcontractors were involved in the construction. 
• The subcontractor, who was assigned to conduct the cold weather protection work on the structural concrete didn't carry out the assigned work. However, the structural engineer had indicated these measures. 
• There was no proof of any inspection of the work by a specialist despite the fact that the project particulars needed this. 
• The quality of construction material and quality inspections were poor. 
• The collapse of the building occurred due to the development of punching shear mechanism around column E5. Punching shear developed the flexural cracks around the roof slab located near the elevator core. Thus, the slab collapsed due to flexural yielding. 
• The design manual indicated a 28-day strength of 25 MPa. However, at the failure time, 47 days after casting work, the concrete couldn't seem to attain the necessary 28-day strength. 
• The most critical inadequacies were an absence of shoring under the slab at the roof and the quality of the concrete.

3.2 Lessons Learned

The following key factors describe the collapse of the multi-story building situated at 2000 Commonwealth Avenue: 

• Authorized design engineers should be chosen for the development of working drawings for construction. 
• Engineers and architects should be responsible for all the design-related calculations and their design work must be examined by the experts in that field from a government organization. 
• Ownership of a project should not change multiple times to reduce the confusion between the previous engineer and the newly appointed engineer. 
• Inspection at the construction site should be conducted regularly by government organizations, especially for cold weather work.  
• The quality of concrete work should be monitored throughout the project. 
• The construction work should conform to design documents and construction procedures.

The collapse of a building is characterized as the propagation of an initial local collapse from component to component, ultimately resulting in the collapse of a whole structure or a disproportionately large portion of it.

Construction is one of the most critical phases in the life cycle of buildings due to the risk of failure and the possibility of underestimating construction loads.

The structural framework included the construction of load-bearing walls and each floor was directly stacked on the walls. Grouted bearing surfaces were used to construct the joint between the wall and the floor. This process of construction was termed system building.

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Communication, coordination, decision-making and knowledge-sharing: a case study in construction management

• Department of Management
• Monash University Accident Research Centre

Research output : Contribution to journal › Article › Research › peer-review

Purpose: This paper aims to examine four key management processes, namely, communication, coordination, decision-making and knowledge-sharing, to determine how these impact on transportation infrastructure project success. The context for this study is the construction of a major highway in the United Arab Emirates. Design/methodology/approach: Multiple sources of data are used in this case study that include the following: examination of various documents relating to the project in question; interviews with ten key stakeholders involved with the construction of the project; observations made during the site visit and interviews conducted with four site engineers; a focus group conducted with six key stakeholders involved in the project; and finally interviews conducted with the Minister of Public Works and the Director-General of the Ministry of Public Works. Analysis was conducted using NVivo. Findings: Identification and involvement of key stakeholders, particularly in the early phases of a construction project, is found to be highly critical. Managers must develop detailed understanding of stakeholders’ influence in terms of their legitimacy, power and urgency in achieving effectiveness of the management processes. Originality/value: The study highlights how different stakeholders influence communication, coordination, decision-making and knowledge-sharing at different stages of the construction project. Hence, understanding stakeholder’s level of legitimacy, power and urgency across the different stages of a project is highly critical.

• Communication
• Construction industry
• Coordination
• Decision making
• Knowledge sharing

Access to Document

• 10.1108/JKM-08-2018-0503

Other files and links

• Link to publication in Scopus

T1 - Communication, coordination, decision-making and knowledge-sharing

T2 - a case study in construction management

AU - Al Nahyan, Moza Tahnoon

AU - Sohal, Amrik

AU - Hawas, Yaser

AU - Fildes, Brian

N2 - Purpose: This paper aims to examine four key management processes, namely, communication, coordination, decision-making and knowledge-sharing, to determine how these impact on transportation infrastructure project success. The context for this study is the construction of a major highway in the United Arab Emirates. Design/methodology/approach: Multiple sources of data are used in this case study that include the following: examination of various documents relating to the project in question; interviews with ten key stakeholders involved with the construction of the project; observations made during the site visit and interviews conducted with four site engineers; a focus group conducted with six key stakeholders involved in the project; and finally interviews conducted with the Minister of Public Works and the Director-General of the Ministry of Public Works. Analysis was conducted using NVivo. Findings: Identification and involvement of key stakeholders, particularly in the early phases of a construction project, is found to be highly critical. Managers must develop detailed understanding of stakeholders’ influence in terms of their legitimacy, power and urgency in achieving effectiveness of the management processes. Originality/value: The study highlights how different stakeholders influence communication, coordination, decision-making and knowledge-sharing at different stages of the construction project. Hence, understanding stakeholder’s level of legitimacy, power and urgency across the different stages of a project is highly critical.

AB - Purpose: This paper aims to examine four key management processes, namely, communication, coordination, decision-making and knowledge-sharing, to determine how these impact on transportation infrastructure project success. The context for this study is the construction of a major highway in the United Arab Emirates. Design/methodology/approach: Multiple sources of data are used in this case study that include the following: examination of various documents relating to the project in question; interviews with ten key stakeholders involved with the construction of the project; observations made during the site visit and interviews conducted with four site engineers; a focus group conducted with six key stakeholders involved in the project; and finally interviews conducted with the Minister of Public Works and the Director-General of the Ministry of Public Works. Analysis was conducted using NVivo. Findings: Identification and involvement of key stakeholders, particularly in the early phases of a construction project, is found to be highly critical. Managers must develop detailed understanding of stakeholders’ influence in terms of their legitimacy, power and urgency in achieving effectiveness of the management processes. Originality/value: The study highlights how different stakeholders influence communication, coordination, decision-making and knowledge-sharing at different stages of the construction project. Hence, understanding stakeholder’s level of legitimacy, power and urgency across the different stages of a project is highly critical.

KW - Communication

KW - Construction industry

KW - Coordination

KW - Decision making

KW - Knowledge sharing

UR - http://www.scopus.com/inward/record.url?scp=85060941425&partnerID=8YFLogxK

U2 - 10.1108/JKM-08-2018-0503

DO - 10.1108/JKM-08-2018-0503

M3 - Article

AN - SCOPUS:85060941425

SN - 1367-3270

JO - Journal of Knowledge Management

JF - Journal of Knowledge Management

Construction management case study

The use of construction management can offer a flexible procurement method that supports the changing nature of the brief and the potential for the design to evolve.

You can download the construction management case study here or find the full text below.

Construction management is a procurement where the ‘traditional builder’ is replaced by a construction management organisation. Their responsibility is to work directly for the client in the management of the construction phase. A construction manager has expertise in both building and management and is contracted to the client to provide management services only. The works are completed by a series of trade contracts arranged by the construction manager, but entered into directly between each trade contractor and the client. A significant aspect of construction management is that the construction manager has no direct involvement in the payments to the trade contractors. The role of the design team and its relationship with the client and construction manager is very similar to the traditional contracts between architect, client and contractor. The design team is commonly novated to the construction manager.

Action to benefit good design

• Early involvement of the construction manager to assess buildability prior to commencing design development.
• Engage independent design advice from either a design champion, design quality team (DQT) or the OVGA to assist with design quality management in preparing the brief and contract development and at key project milestones.
• An established and positive working relationship between the construction management organisation and the sub-contractors.
• Ensure that the construction management fee is subject to achieving design benchmarks or assessment via Key Result Areas (KRAs) as assisted by independent design advice.
• Ensure that each trade contract agreement specifically refers to design quality and explains how it will be delivered.

Case study: Sidney Myer Music Bowl, Kings Domain, Melbourne

Project background.

Originally opened in 1959, the Sidney Myer Music Bowl is a celebrated, rare survivor of Melbourne’s heroic postwar period of architecture and is listed on the Victorian Heritage Register. Over time the Bowl was in need of significant restoration

and upgrade required to address its substantial functional deficiencies which made it inadequate to support performances. The upgrade required a change to sightlines, regarding of the grassy berm and flexibility in delivery of the project to avoid impacting the operation of key annual events, specifically the Royal Victorian Institute for the Blind’s Carols by Candlelight.

The brief required an upgrade of all facilities to integrate back of house production, catering artist change and warm up, theatre infrastructure and technologies, commercially supportive facilities, hire-out function spaces and a cafe. The refurbishment needed to respect the heritage value of the original structure, while rejuvenating its cultural life as one of Melbourne’s most loved venues. Apart from the original cable network and supporting columns, the existing fabric has been restored and reconstructed. The new work extends the original footprint, mainly underground. Major areas for refurbishment included replacing the canopy damaged by prolonged water penetration through the edges of the ‘Alumply’ panels which caused deterioration of the plywood, and some delamination of the aluminum cladding. The entire canopy was replaced with a new cladding system. The use of construction management offered a flexible procurement method that supported the changing nature of the brief and the potential for the design to evolve.

Key initiatives to protect the design quality

• Design advice early in the procurement process supported the management of design quality in contract and brief development.
• An early understanding of the complexity and heritage sensitivities of the site.
• Independent advice from the original architect Barry Patten.
• An “open book” approach offered transparency with preliminaries and profits declared.
• Use of Hooker Cockram as experienced sub-contractors, as the construction management organisation.

Constraints

• The breakdown of the project into two separate stages to facilitate the continuity of use for the Royal Victorian Institute for the Blind’s Carols by Candlelight.
• Unexpected change to the brief for required patron sightlines to the stage area.
• Unforseen industrial issues beyond the control of the client or construction management organisation.
• A change in government halfway through the project.

What worked well

• The flexibility of construction management as a procurement method supported the design changes required, including adjustment to audience sightlines, the need to raise the berm and additional fill.
• Efficient and effective resourcing of the project by Hooker Cockram as the construction management organisation.
• Major Projects Victoria (MPV) acting as design champion.

Updated 5 July 2023

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Case Studies

At Morgan Sindall Construction, our purpose is to create inspiring places that enhance the communities in which we all live, learn, work, play, care and protect.

Take a look at the case studies of just some of the projects our teams have delivered for our customers.

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Named after local Wakefield-born sculptor, Barbara Hepworth, the new building has allowed the University of Huddersfield’s Art, Design and Architecture Schools to be housed in one creative and technologically advanced hub.

Lambeth Town Hall

The ‘Your New Town Hall’ project has rejuvenated Lambeth’s historic Grade II-listed, Edwardian town hall, driven by the Council’s ambition to provide a modern, energy efficient worksplace while increasing public access and community use.

Woodside & Gorbals Health & Care Centres

Morgan Sindall Construction delivered two brand-new primary care facilities to modernise the services available to patients in the Glasgow and Clyde area.

Theatre extension and refurbishment, James Padget Hospital

In response to population growth and increased operation numbers, the James Paget University Hospitals NHS Foundation Trust commissioned the extension and refurbishment of its theatre complex at the James Paget Hospital in Great Yarmouth.

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Lydon Solutions

Construction Project Management Software Solutions

A Case Study on Using Microsoft 365 for Construction Project Management

Many organizations want to use Microsoft 365 to manage their construction projects. Unfortunately, figuring out where to start and how to bring all the Microsoft applications together into a cohesive solution can be overwhelming. We posted a three-part blog a little while back that includes some tips and considerations to help you on your way. You can check out that series here:

• How to Start Managing Construction Projects in Microsoft 365 – Part 1
• How to Start Managing Construction Projects in Microsoft 365 – Part 2
• How to Start Managing Construction Projects in Microsoft 365 – Part 3

Starting with this new post, we are kicking off a new series to describe a case study of a real-world implementation of Microsoft 365 for construction project management. We will detail the challenges, explain some of our decisions, provide sample deliverables, and reiterate critical takeaways that might help your organization develop its construction program management solution in Microsoft 365. In this first post, we will discuss the client’s challenge and then provide a detailed analysis in follow-up posts.

The client’s challenge: How to use Microsoft 365 for effective project management

The client in this case study contracted Lydon Solutions to develop a Microsoft 365 project management solution for a multi-billion-dollar program with over eighty active projects. Meeting the client’s requirements required re-engineering their current processes and tools to deliver a solution using out-of-the-box Microsoft 365 applications effectively.

Below are the requests by the client, the systems they were using, and the Microsoft 365 applications and approaches we are implementing to solve their unique challenges.

Before we dive into the solution space, we cannot stress enough the importance of collecting requirements. Without detailed requirements , it’s like building a house without a design. In many cases, we don’t have the luxury to perform a complete requirement gathering session since clients want a solution sooner rather than later, don’t have the resources to support the effort, and often see requirements gathering as unnecessary costs. Fortunately, we have the experience to work with whatever clients can provide and fill in the gaps where needed. But if you use a third-party vendor without this type of experience, you will end up with a disjointed solution that costs an arm and a leg to build.

In the next post, we will discuss how we approached and implemented a Project Online solution.

Lydon Solutions has been developing and implementing construction management solutions in Microsoft 365 since its inception way back in 2011. We also provide a turnkey construction management product called Construction Viz that can be quickly deployed into a client’s Microsoft 365 or hosted externally. You can check out a video of the CMAA product demo here .

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