Earnings of salaried construction managers and self-employed independent construction contractors vary depending upon the size and nature of the construction project, its geographic location, and economic conditions. In addition to typical benefits, many salaried construction managers receive benefits such as bonuses and use of company motor vehicles.
Median annual earnings of construction managers in 2002 were $63,500. The middle 50 percent earned between $48,720 and $84,080. The lowest 10 percent earned less than $38,130, and the highest 10 percent earned more than $112,810. Median annual earnings in the industries employing the largest numbers of construction managers in 2002 were:
| Nonresidential building construction | $66,280 |
| Foundation, structure, and building exterior contractors | 60,020 |
| Building finishing contractors | 59,950 |
| Residential building construction | 59,900 |
| Other specialty trade contractors | 58,860 |
According to a 2003 salary survey by the National Association of Colleges and Employers, candidates with a bachelorŐs degree in construction science/management received job offers averaging $42,229 a year.
Construction managers plan and coordinate construction projects. They may have job titles such as constructor, construction superintendent, general superintendent, project engineer, project manager, general construction manager, or executive construction manager. Construction managers 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. They may plan and direct a whole project or just a part of a project. The Handbook uses the term "construction managerÓ to describe salaried or self-employed managers who oversee construction supervisors and workers.
In contrast with the Handbook definition, "construction managerÓ is defined more narrowly within the construction industry to denote a management firm, or an individual employed by such a firm, involved in managerial oversight of a construction project. Under this definition, construction managers usually represent the owner or developer along with other workers throughout the project. Although they usually play no direct role in the actual construction of a structure, they typically schedule and coordinate all design and construction processes, including the selection, hiring, and oversight of specialty trade contractors.
Managers who work in the construction industry, such as general managers, project engineers, and others, increasingly are called constructors. Constructors manage, coordinate, and supervise the construction process from the conceptual development stage through final construction on a timely and economical basis. Given designs for buildings, roads, bridges, or other projects, constructors oversee the organization, scheduling, and implementation of the project to execute those designs. They are responsible for coordinating and managing people, materials, and equipment; budgets, schedules, and contracts; and safety of employees and the general public.
On large projects, several different management systems may be used. In the general contractor system, the owner hires a general contractor to manage all activities. Working for the general contractor, construction managers oversee the completion of all construction in accordance with the engineerŐs and architectŐs drawings and specifications and prevailing building codes. They arrange for trade contractors to perform specialized craftwork or other specified construction work. On small projects, such as remodeling a home, a self-employed construction manager or skilled trades worker who directs and oversees employees often is referred to as the construction "contractor.Ó 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 major 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 once the design is agreed upon.
Large construction projects, such as an office building or industrial complex, are too complicated for one person to manage. These projects are divided into many segments: Site preparation, including land clearing and earth moving; sewage systems; landscaping and road construction; building construction, including excavation and laying of foundations, as well as erection of structural framework, floors, walls, and roofs; and building systems, including fire-protection, electrical, plumbing, air-conditioning, and heating.
Construction managers evaluate and determine appropriate construction methods and the most cost-effective plan and schedule. They divide all required construction site activities into logical steps, budgeting the time required to meet established deadlines. This may require sophisticated estimating and scheduling techniques and use of computers with specialized software. (See the statement on cost estimators elsewhere in the Handbook.) They oversee the selection of trade contractors to complete specific pieces of the project—which could include everything from structural metalworking and plumbing to painting and carpet installation. Construction managers determine the labor requirements and, in some cases, supervise or monitor the hiring and dismissal of workers. They oversee the performance of all trade contractors and are responsible for ensuring that all work is completed on schedule.
Construction managers direct and monitor the progress of construction activities, sometimes through construction supervisors or other construction managers. They oversee the delivery and use of materials, tools, and equipment; and the quality of construction, worker productivity, and safety. They are responsible for obtaining all necessary permits and licenses and, depending upon the contractual arrangements, direct or monitor compliance with building and safety codes and other regulations. They may have several subordinates, such as assistant managers or superintendents, field engineers, or crew supervisors, reporting to them.
Construction managers regularly review engineering and architectural drawings and specifications to monitor progress and ensure compliance with plans and schedules. They track and control construction costs against the project budget to avoid cost overruns. Based upon direct observation and reports by subordinate supervisors, managers may prepare daily reports of progress and requirements for labor, material, machinery, and equipment at the construction site. They meet regularly with owners, other constructors, trade contractors, vendors, architects, engineers, and others to monitor and coordinate all phases of the construction project.
.Good employment opportunities for construction managers are expected through 2012 because the number of job openings should be sufficient to accommodate the number of qualified managers seeking to enter the occupation. Because the construction industry often is seen as having dirty, strenuous, and hazardous working conditions, even for managers, many potential managers choose other types of careers.
Employment of construction managers is projected to grow about as fast as the average for all occupations through 2012, as the level and complexity of construction activity continues to grow. Prospects in construction management, architectural and engineering services, and construction contracting firms should be best for persons who have a bachelorŐs or higher degree in construction science, construction management, or civil engineering, as well as practical experience working in construction. Employers prefer applicants with previous construction work experience who can combine a strong background in building technology with proven supervisory or managerial skills. In addition to those arising from job growth, many openings should result annually from the need to replace workers who transfer to other occupations or leave the labor force.
The increasing complexity of construction projects should boost demand for management-level personnel within the construction industry, as sophisticated technology and the proliferation of laws setting standards for buildings and construction materials, worker safety, energy efficiency, and environmental protection have further complicated the construction process. Advances in building materials and construction methods; the need to replace much of the NationŐs infrastructure; and the growing number of multipurpose buildings, electronically operated "smartÓ buildings, and energy-efficient structures will further add to the demand for more construction managers. However, employment of construction managers can be sensitive to the short-term nature of many projects and to cyclical fluctuations in construction activity.
.Persons interested in becoming a construction manager need a solid background in building science, business, and management, as well as related work experience within the construction industry. They need to understand contracts, plans, and specifications, and to be knowledgeable about construction methods, materials, and regulations. Familiarity with computers and software programs for job costing, online collaboration, scheduling, and estimating also is important.
Traditionally, persons advance to construction management positions after having substantial experience as construction craftworkers—, carpenters, masons, plumbers, or electricians, for example—or after having worked as construction supervisors or as owners of independent specialty contracting firms overseeing workers in one or more construction trades. However, employers—particularly large construction firms—increasingly prefer individuals who combine industry work experience with a bachelorŐs degree in construction science, construction management, or civil engineering. Practical industry experience also is very important, whether it is acquired through internships, cooperative education programs, or work experience in the industry.
Construction managers should be flexible and work effectively in a fast-paced environment. They should be decisive and work well under pressure, particularly when faced with unexpected occurrences or delays. The ability to coordinate several major activities at once, while analyzing and resolving specific problems, is essential, as is an understanding of engineering, architectural, and other construction drawings. Good oral and written communication skills also are important, as are leadership skills. Managers must be able to establish a good working relationship with many different people, including owners, other managers, designers, supervisors, and craftworkers.
Advancement opportunities for construction managers vary depending upon an individualŐs performance and the size and type of company for which they work. Within large firms, managers may eventually become top-level managers or executives. Highly experienced individuals may become independent consultants; some serve as expert witnesses in court or as arbitrators in disputes. Those with the required capital may establish their own construction management services, specialty contracting, or general contracting firm.
Many colleges and universities offer 4-year degree programs in construction management, construction science, and construction engineering. These programs include courses in project control and development, site planning, design, construction methods, construction materials, value analysis, cost estimating, scheduling, contract administration, accounting, business and financial management, safety, building codes and standards, inspection procedures, engineering and architectural sciences, mathematics, statistics, and information technology. Graduates from 4-year degree programs usually are hired as assistants to project managers, field engineers, schedulers, or cost estimators. An increasing number of graduates in related fields—engineering or architecture, for example—also enter construction management, often after acquiring substantial experience on construction projects or after completing graduate studies in construction management or building science.
Several colleges and universities offer a masterŐs degree program in construction management or construction science. MasterŐs degree recipients, especially those with work experience in construction, typically become construction managers in very large construction or construction management companies. Often, individuals who hold a bachelorŐs degree in an unrelated field seek a masterŐs degree in order to work in the construction industry. Some construction managers obtain a masterŐs degree in business administration or finance to further their career prospects. Doctoral degree recipients usually become college professors or conduct research.
Many individuals also attend training and educational programs sponsored by industry associations, often in collaboration with postsecondary institutions. A number of 2-year colleges throughout the country offer construction management or construction technology programs.
There is a growing movement towards certification of construction managers to ensure that a construction manager has a certain body of knowledge, abilities, and experience. Both the American Institute of Constructors (AIC) and the Construction Management Association of America (CMAA) have established voluntary certification programs for construction managers. Requirements combine written examinations with verification of education and professional experience. AIC awards the Associate Constructor (AC) and Certified Professional Constructor (CPC) designations to candidates who meet its requirements and pass appropriate construction examinations. CMAA awards the Certified Construction Manager (CCM) designation to practitioners who meet its requirements through work performed in a construction management firm and by passing a technical examination. Applicants for the CMAA certification also must complete a self-study course that covers a broad range of topics central to construction management, including the professional role of a construction manager, legal issues, and allocation of risk. Although certification is not required to work in the construction industry, voluntary certification can be valuable because it provides evidence of competence and experience.
.Construction managers participate in the conceptual development of a construction project and oversee its organization, scheduling, and implementation. Other workers who perform similar functions include architects, except landscape and naval; civil engineers; cost estimators; landscape architects; and engineering and natural sciences managers.
For information about constructor certification, contact:
For information about construction management and construction manager certification, contact:
Information on accredited construction science and management educational programs and accreditation requirements is available from:
The Handbook uses the term "construction manager" to encompass all supervisory-level salaried and self-employed construction managers who oversee construction supervisors and workers. In the construction industry, managers and other professionals active in the industry-general managers, project engineers, cost estimators, and others-are increasingly referred to as constructors. Given designs for buildings, roads, bridges, or other projects, constructors oversee the organization, scheduling, and implementation of the project to execute those designs. They determine the appropriate construction methods and schedule all required construction site activities into logical, specific steps, budgeting the time required to meet established deadlines. Management decisions regarding daily construction activities are usually made at the job site.
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This includes customer needs assessment, meeting quality standards for services, and evaluation of customer satisfaction. It does not involve solving the problem, only recognizing there is a problem. For example, an electrician must have completed three or four years of apprenticeship or several years of vocational training, and often must have passed a licensing exam, in order to perform the job. Job Training Employees in these occupations usually need one or two years of training involving both on-the-job experience and informal training with experienced workers. Many of the occupations require working outside, and do not involve a lot of paperwork or working closely with others.
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Construction managers may be either salaried employees or self-employed workers under contract with the owner, contractor, developer, or management firm overseeing the construction project. This Career Report discusses supervisory level salaried and self-employed construction managers who oversee construction supervisors and workers. On small construction projects -- for example, remodeling a home -- construction managers are usually self-employed construction contractors who directly oversee their employees. They are responsible for all necessary permits and licenses and, depending upon the contractual arrangements, direct or monitor compliance with safety codes and other labor or union regulations. completion of a bachelor's degree program in construction science with emphasis on construction management can greatly enhance one's opportunities in this occupation.
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Still another may work on the heating and air-conditioning systems. Who keeps a project running smoothly, on-time and within budget. Working on behalf of general contractors or construction management firms, they plan and oversee the construction of building projects from beginning to end. Several managers may work on large projects, each managing only one or two phases of construction. Talented and experienced trade managers might then find jobs as construction managers with general contractors or construction management firms.
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Supervisory level managers report to mid-level and top-level construction managers, who are included in the Handbook statement on general managers and top executives. A construction manager frequently acts as the owner's or developer's consultant regarding the scheduling and coordination of all design and construction processes over the life of the project. On small construction projects such as remodeling a home, construction managers are usually self-employed construction contractors who directly oversee their employees. The planning, often in collaboration with design professionals, requires sophisticated scheduling techniques with flow charts, bar charts, and other graphic presentations. Many worked as self-employed independent contractors in the specialty trades.
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Employers prefer individuals who combine construction industry work experience with a bachelorŐs degree in construction science, construction management, or civil engineering. Good employment opportunities are expected; however, employment can be sensitive to the short-term nature of many construction projects and to cyclical fluctuations in construction activity. They may have job titles such as constructor, construction superintendent, general superintendent, project engineer, project manager, general construction manager, or executive construction manager. The Handbook uses the term "construction managerÓ to describe salaried or self-employed managers who oversee construction supervisors and workers. Under this definition, construction managers usually represent the owner or developer along with other workers throughout the project.
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They receive the plans for a project and must figure out how to build it. They consider various construction methods and decide which one is best for the job. They plan how long each step of the project will take and when each team of workers will be needed. On big jobs, managers use computers to plan the construction. They like to make decisions and try out ideas on their own.
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On projects this complicated, teams of construction managers handle different steps. One team might be responsible for estimating costs. Another team might schedule the activities of the various subcontractors. And yet another team might work on-site supervising the construction work in progress. Make High School Count Work for a local construction company in the summers.
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Nature of the Work Construction managers plan and direct construction projects. Under this narrower definition, construction managers generally act as representatives of the owner or developer with other participants throughout the life of a project. Management decisions regarding daily construction activities are usually made at the job site. Familiarity with computers and software programs for job costing, scheduling, and estimating is increasingly important. In 1996, over 100 colleges and universities offered 4-year degree programs in construction management or construction science.
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