The Management Life Cycle of a Construction Manager

Managing a construction project involves overseeing numerous moving parts, stakeholders, and phases that all need different skills to ensure success. Effective management in construction doesn’t just mean applying the same approach throughout the entire process; instead, it requires adapting and honing specific skillsets at each phase of the project life cycle. Each phase presents unique challenges, and understanding how to manage these different stages is essential for ensuring a smooth, on-time, and on-budget project delivery.

One model that illustrates the dynamic nature of construction project management is the 7 C’s of the project life cycle: Client, Conception, Commencement (Pre-Construction), Construction, Commissioning, Closeout, and Completion. In this article, we’ll explore why distinct management expertise is necessary for each phase of a project.  Understanding how these various roles and responsibilities change will create a deeper comprehension of what skills will be necessary to manage each phase of Construction Project Life Cycle.  

What Are the 7 C's of a Project Life Cycle?

Before diving into the specific management skills required for each phase, it’s important to know what the 7 C’s entails:

• Client: This phase represents the project’s owner or stakeholder and initiates the entire process.
• Conception: The project’s scope and design are initially defined.
• Commencement (Pre-Construction): The planning stage where team assembly, research, budgeting, and scheduling occur.
• Construction: The actual build-out and physical assembly of the project components.
• Commissioning: Testing systems, final inspections, and ensuring all elements are working as intended.
• Closeout: Punch lists, final touches, and preparing for the project’s transfer to the owner.
• Completion: The project is handed over to the owner, and the team’s involvement winds down.

Some of these phases will overlap and depending on the chosen Delivery Method, may even change the duties to be performed in any singular phase.  Nonetheless, this is a good place to start to provide a well-rounded idea of the big picture of management responsibilities of a Construction Manager in a Project.  Each of these phases not only requires distinct sets of management skills but also introduces shifting roles and responsibilities for key project participants: contractors, subcontractors, inspectors, construction managers, architects, consultants, and owners.

Project Manager vs Construction Manager?

A Project Manager (PM) and a Construction Manager (CM) can each play different roles depending on whether they are working for the Owner, Architect, General Contractor, or Subcontractor, and these roles will vary based on the interests of the entity they represent. From the perspective of an Agency CM, which is a neutral third party acting in the owner's best interest, the distinction between the two roles becomes critical for managing complex projects.

A Project Manager typically operates at a high level, overseeing the entire project lifecycle. Whether employed by the Owner, Architect, or General Contractor, their primary focus is managing the overall scope, budget, and schedule, ensuring that all phases of the project—design, pre-construction, construction, commissioning, and closeout—are executed according to the plan. In an Agency CM structure, the PM working for the Owner or Architect focuses heavily on keeping the design intent and owner's vision intact, while balancing the constraints of safety, quality, cost and time. When employed by the General Contractor or Subcontractor, the PM may focus more on ensuring the build is profitable and efficient, managing multiple projects at once by relying on updates from CMs in the field.

In contrast, the Construction Manager is more involved in the day-to-day operations of the construction phase. Their responsibilities shift depending on who they work for. A CM working for the General Contractor or Subcontractor manages RFIs, change orders, submittals, and daily construction reports. They ensure that the project stays on schedule and within the budget, while directly reporting to the PM. In an Agency CM role, the Construction Manager represents the owner's interests on the job site, overseeing and working as a facilitation conduit for the General Contractor or Subcontractors to ensure that information is transparent, collaborative, available, and project goals are met. They handle all on-site coordination, administration and management of construction documents, and help gather closeout documents, making sure the project transitions smoothly to the final handover.

Whether working for the Owner, Architect, or a Contractor, the roles of the Project Manager and Construction Manager shift to meet the priorities of the entity they represent. In the Agency CM model, the goal is to balance these various interests to keep the project aligned with the owner’s vision, budget, and schedule, while navigating the complex relationships between all parties involved.

Why Are Different Management Skills Necessary?

The purpose for identifying that each phase of a project requires different skills is to bring awareness to the fact that everyone has to start somewhere and just because you do not have experience in the specific phase you are managing does not mean that you cannot be capable of managing that phase.  A project is like a baby, your baby – God gives us an infant so that we may grow together through the experiences, mistakes, rewards, at every stage – one building on the last.  A project also builds one phase on the next which is why it is so incredibly important to get it right in the beginning by intentionally and strategic planning how you want this project to turn out by having a clear vision of the end deliverable. 

However, like having a child, the more experience you gain, presuming, the better you will be at your job, the better the result will be, the easier your job is, the more you will know what to avoid, what to do, where to go.  And anyone who has ever raised more than one child knows…….that this has no guarantees.  Outside influences, unknown circumstances, unique, meta distinctions can cause every situation to become a different animal no matter how identical we try to make it and how many repeatable systems are put in place.

The main reason different management skills are needed across the phases is that construction projects are highly dynamic. Early-stage planning differs fundamentally from hands-on building or final closeout activities. Failing to adapt to these transitions can lead to delays, cost overruns, and poor-quality work. Construction managers, in particular, must transition seamlessly between strategic thinking, technical oversight, problem-solving, and people management. Each stage brings its own set of challenges, requiring the right expertise at the right time.

1. Client Phase: The Construction Manager as a Liaison

In the Client phase, in a CM Agency delivery, the Construction Manager will be an intermittent player with the Project Manager taking on most of the heavy lifting.  The Construction Manager can contribute by educating the Client/Owner about the construction process.  The construction manager will be developing their relationship with the client/owner to build confidence and trust when the CM acts as the primary liaison between the project owner and the rest of the project team during the construction process. At this stage, the intuition and anticipation of a construction manager is critical while contemplating the requested scope of work and how it will be prosecuted. Communication, visionary, and planning skills are crucial. The construction manager’s role revolves around understanding the client’s needs, goals, and constraints.

• Responsibilities: Establish a clear line of communication with the client to define the scope, budget, and timeline. Translate the client’s vision into practical project objectives. Align expectations between the client and the proposed project team, ensuring that all parties understand the desired outcomes and potential challenges.

A construction manager must be a great listener and interpreter at this phase, ensuring that the client’s vision is clearly understood and realistically translated into the following phases of the project.

2. Conception Phase: Facilitating Design and Feasibility

During the Conception phase, the project begins to take shape through preliminary designs and feasibility studies. The construction manager works closely with architects, consultants, and engineers to ensure the project is feasible from a practical, technical, and financial standpoint. During this phase a construction manager must sharpen their estimating/budgeting skills, understand value engineering and how it impacts the cost of the project and the scope of other aspects of the project downstream from the modified scope.  Additionally, negotiating, having foresight, beginning to intentionally and strategically identify project challenges/contingency plans, means & methods of how large scopes of work will be performed, and begin creating a collaboration plan of how the construction manager plans on leading their team through this project.  Feasibility also becomes a huge part of the process during this phase.  Being honest about the cost to do the project, whether the design is realistic, will play into how the construction manager can contribute with previous constructability experience.

• Responsibilities: Review preliminary designs to ensure they meet client expectations and can be executed within budgetary and technical constraints. Collaborate with designers and architects to assess feasibility, taking into account material availability, site conditions, and construction methods. Provide input on construction methods, material choices, and project timelines to ensure practical execution.

At this stage, the construction manager’s role is advisory, ensuring that the project's early designs align with practical realities and constraints.

3. Commencement (Pre-Construction) Phase: Planning and Organizing

The Commencement (Pre-Construction) phase is where the construction manager’s organizational and planning skills come to the forefront. This phase is crucial for laying the groundwork for a successful build. Experience in Pre-Qualifying contractors, relationships developed with suppliers, manufacturers, and keeping a pulse on current trends will all play valuable in this phase of the project life cycle.  A construction manager needs to be reviewing and participating in the structure of contracts that the construction manager will be asked to administer.  Moreover, creating proposed work schedules, procurement schedules, deep diving into the specifications should be conducted during this phase where the construction manager has time to do this.  This early preparation minimizes risk when the actual construction is being performed.  

• Responsibilities: Assemble the project team, including subcontractors, suppliers, and key stakeholders. Develop the project’s master schedule, identifying critical milestones and deadlines. Oversee the creation of a detailed budget, ensuring that all cost elements are accounted for, and allocating resources appropriately. Ensure compliance with local regulations, safety requirements, and environmental considerations. Initiate procurement of materials, equipment, and subcontractors.

Effective management at this stage involves attention to detail, as any missteps in planning or budgeting could have significant consequences during the construction phase.

4. Construction Phase: Execution and Coordination

YEAH!!!!  FINALLY – the work starts!  The Construction phase is where the bulk of the physical construction work takes place, and the construction manager takes on the role of a hands-on leader and facilitator of information.  The construction manager is responsible for making sure that everyone has what they need to do their job(s).  Managing all contract documents including submittals, daily reports, meeting minutes, submittals, change orders, financial budgets, insurances, licenses, etc.. The construction manager will be responsible for managing money and time. Having the perspective and comprehension of every position on the team, knowing everyone’s roles and responsibilities, and being able to coordinate and collaborate on the work is essential during this project phase. The construction manager becomes a generalist wearing many hard hats – a researcher, a cheerleader, a problem solver, financial advisor, communicator, negotiator, a journalist, a historian, an interpreter, and storyteller.  Here, the focus shifts to execution, ensuring that everything proceeds according to plan while addressing any challenges that arise.

• Responsibilities: Oversee day-to-day operations on the construction site, ensuring that work is progressing according to schedule. Coordinate between various subcontractors, suppliers, and team members to maintain workflow efficiency. Implement and enforce safety protocols to protect workers and ensure compliance with local laws. Solve any logistical or technical problems that arise during construction. Monitor the project budget in real-time, making adjustments as necessary to prevent cost overruns.

During this phase, the construction manager must balance managing people, resources, and time while maintaining quality control and safety standards.

5. Commissioning Phase: Testing and Quality Assurance

Although many attribute this phase of the project life cycle as a final or closing phase, it really needs to run concurrent to all of the other phases. The Commissioning phase involves input in design, inspection, and quality control review.  Additionally, testing the project's systems and components to ensure everything is installed as designed and functioning as intended. It is imperative for the construction manager to hold parties responsible for ensuring this inclusive scope is completed properly. This phase requires a focus on detail and quality assurance and the construction manager is responsible for ensuring all parties perform their respective responsibilities.

• Responsibilities: Coordinate final inspections and testing of all systems (e.g., HVAC, electrical, plumbing) to ensure they meet operational requirements. Address any deficiencies identified during testing, working with subcontractors to make necessary corrections. Ensure that all regulatory inspections are passed and that the project meets the local building codes and standards. Prepare documentation and manuals that detail the operation of installed systems for the owner.

At this stage, the construction manager must ensure that the project is not only complete but also fully functional, safe, and ready for handover.

6. Closeout Phase: Wrapping Up Loose Ends

The Closeout phase is focused on tying up any loose ends, ensuring all tasks are completed, and handing over the project to the owner. However, the review of the required tasks in this phase should be concurrently reviewed with the Conception Phase wherein it is revealed what is needed in the Closeout Phase when you create a plan in the beginning with the end in mind.  The construction manager should have already developed a detailed closeout list from the contract, specifications and drawings identifying what will be needed at closeout.  This information should be presented to stakeholders throughout the project so that you are not trying to get information – like warranties and guarantees & operation and maintenance manuals – from contractors who have already completed their work and left the jobsite.  Collecting spare parts, making sure training for the new facility is being performed, and developing comprehensive punchlists will be part of the responsibilities during this phase. The construction manager needs to be very organized, focused and literally – like a bulldog during this phase of construction to keep it from lingering on which costs money for everyone left on the project. Here, the construction manager’s responsibilities shift toward finalizing paperwork and financial obligations.

• Responsibilities: Manage the completion of any remaining punch-list items, ensuring that all outstanding work is finished to the required standards. Coordinate final payments to subcontractors and suppliers based on the percentage of work completed. Ensure that all necessary documentation, including warranties, certificates, and operation manuals, is compiled and handed over to the owner.

This phase requires careful oversight to ensure that all contractual obligations are met and the project is ready for full handover to the client.

7. Completion Phase: Handover and Support

The Completion phase is the final stage of the project life cycle, where the project is officially handed over to the owner. The construction manager will be tying up any loose ends including the Certification of Substantial Completion, Owner Occupancy, and/or Notice of Completion. The construction manager is also preparing for the “after” project management of 48 Hr. Notices, the 11th month walkthrough, change out of construction filters – ensuring all aspects of the specification quality controls have been met, and organization of Owner move in. The construction manager’s role here involves ensuring a smooth transition and providing post-project support.

• Responsibilities: Organize a formal handover of the project to the owner, including the transfer of all documentation, warranties, and operation manuals. Train the owner or their team on how to operate and maintain any specialized systems. Be available for post-completion support, particularly for addressing any warranty issues or answering operational questions.

The construction manager’s goal at this phase is to ensure that the client is fully satisfied and that the project will continue to function smoothly after handover.

The Dynamic Role of a Construction Manager

The construction manager’s role evolves significantly throughout the 7 C’s of the project life cycle, requiring adaptability, expertise, and leadership at every stage. From initial client interactions and conceptual planning to the final handover and post-project support, the construction manager serves as the glue that holds the entire project together. Each phase demands different management skills, and understanding how to transition between these stages is key to delivering a successful project on time and within budget. Understanding your own strengths will be important in identifying phases of the construction management life cycle that you may need to lean on help from others.  We cannot know everything that needs to be known to manage every aspect of a project.  The more we do, the better we will get but as long as we follow repeatable systems, processes, and procedures, we will have a baseline to start from. Every project will be different …..and that is way we love construction so much!

COMING SOON!!!!!

THE MANAGEMENT LIFE CYCLE OF A CONSTRUCTION MANAGER CERTIFICATION

This Certification has been created to help construction managers gain a deeper comprehension of the roles and responsibilities of a Construction Manager in each phase of a Project Life Cycle. It is a Video Series of 10 short videos accompanied with an ebook and a few bonus templates to assist in the administration of your projects. To get on the Pre-Launch List please DM ME with the "CM CERT".