Solutions Manual For Construction Jobsite Management 5th Edition By William Mincks, Hal Johnston

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 1: Introduction to Project Management

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 1: INTRODUCTION TO PROJECT MANAGEMENT

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1. What are five attributes of construction projects that require project management techniques?

Answer: Any five of the following attributes: • Unique, one-of-a-kind project • Finite project duration • Remote projects • Separate project management necessary • Single source of responsibility for each project • Separate accounting for each project • Complexity of each project • Substantial purchases and custom fabrications • Substantial subcontracting • Several projects simultaneously in progress • Single customer for each project • Separate security and safety problems at each site 2. Compare a manufacturing firm, in a single location with a single product, to a construction firm with several projects. What are the primary differences between these firms? Why is a different management approach needed for each firm?

Answer: The first difference pertains to location. Since the manufacturer has a single location and the contractor has several locations, the contractor must provide separate management staff, equipment, crew, and management plans for each project. Second, a single manufactured product facilitates tighter controls than the unique, one-of-a-kind construction project. Third, the finite duration and unique cost-accounting of each construction project further contribute to the need for project-specific management.

3. What are the typical goals of a construction project?

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 1: Introduction to Project Management

Answer: • Successful: completed on time, within acceptable quality, satisfies the customer, no continuing liability.

• Profitable: makes at least the profit estimated or the optimum profit.

4. Discuss the purpose of five techniques used in project management. Describe how these techniques help managers achieve the goals mentioned in the previous questions.

Answer: • Organization of the project delivery system: planned project success; able to control the unique project in a systematic, but flexible way.

• Leadership: Because the project is unique and in a remote location, the project management personnel must assume leadership to complete the project.

• Problem solving: Each problem is unique and needs to be solved quickly and efficiently.

• Reporting and record keeping: Since the project is a separate entity, complete records must be kept.

• Planning and scheduling: As a unique entity, the project needs to be planned and controlled for duration and efficiency of construction.

• Cost control: Cost control is necessary to achieve profitability.

• Quality management: The unique character of the project requires special attention to the quality of the project. The number of pieces, purchases, and subcontracts requires special attention to the quality of the project.

• Safety management: Each project needs separate safety management due to the field fabrication and unique aspects of each project.

• Contract compliance: The satisfaction of the customer is essential, and the project is one-of-a-kind. Therefore, close adherence to contract requirements is necessary.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 2: The Project Team

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 2: THE PROJECT TEAM

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

In the traditional contract delivery system, what are the direct contract relationships between the three principal parties?

Answer: Owner—Architect: for design and administration of the project Owner—Contractor: for the construction of the project

2. What are the responsibilities of the owner, architect, and contractor under the traditional delivery system?

Answer: Owner: Pays for the project, provides coordination of the project, provides the site, and provides necessary design input to the architect and project description documents to the contractor.

Architect: Provides design and construction documents; acts as owner’s agent during construction; provides interpretation of the documents.

Contractor: Provides labor, material, equipment and expertise to build project; responsible to develop and implement plan to complete project on or before the scheduled completion date; responsible for coordinating subcontractors.

3. Describe some of the duties of the following positions in the traditional delivery system: owner’s representative, architect’s contract administrator, and contractor’s project manager Answer: Owner’s representative: Prime contact for architect and contractor; conduit of information to the owner; directs architect and contractor.

Architect’s contract administrator: Specialist in projects under construction; processes shop drawings, progress payments, RFIs, change orders, and correspondence; contact for contractor; field observations (if no inspector).

Contractor’s project manager: Manages contractor’s team; responsible for implementing cost, time, and quality controls; representative with owner and architect.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 2: The Project Team

4. What are the lines of communication for a subcontractor who has a concern about the constructability of a system shown and described in the construction documents?

Answer: The subcontractor must go through contract lines and express concerns to the superintendent or project manager, who will then correspond with the architect, who will correspond with the owner.

5. What are the primary roles of the construction manager in Agency CM? Answer: The CM administers the contracts, provides services such as value engineering and constructability reviews, and manages the project.

6. What is the difference between an Agency CM and the CM-at-Risk?

Answer: The Agency CM performs no work on the jobsite and is mostly a manager for the owner.

The CM-at-risk provides a guaranteed maximum price (GMP) and actually controls the construction process, even performing some of the work. The CM-at-risk is also involved in the preconstruction activities, which separates the CM-at-risk from the typical contractor in the traditional process.

7. Describe the responsibilities of a design-build firm.

Answer: A design-build firm provides the design, construction documents, and construction of the facility to the owner under one contract. The design-build firm is responsible to provide a facility that will meet the owner’s needs and coordinates design and construction within a quality level, time frame, and budget.

8. What type of delivery system is E-P-C? Answer: E-P-C represents “engineering-procurement-construction,” which is basically a designbuild system used for industrial and heavy construction projects.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 3: Use of Construction Documents on the Jobsite

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 3: USE OF CONSTRUCTION DOCUMENTS ON THE JOBSITE

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

What are some items of information that a contractor might obtain from the Advertisement/Invitation to Bid that would influence the decision to bid a project?

Answer: • Project description • Owner • Architect/engineer • Bid date • Restrictions on bidders • Anticipated price range of the project • Anticipated project duration

2. What type of information is found in the Instructions to Bidders?

Answer: Information about the specific bid procedures used for the particular project.

3. What is the purpose of the General Conditions of the Contract?

Answer: The General Conditions provide the “rules of the game.” They establish the relationship between the owner, its agents, and the contract. They establish the terms of the legal contract between the owner and the contractor.

4. What is the standard form of the General Conditions of the Contract used in building construction?

Answer: AIA Form A201 5. What is the purpose of the Supplementary Conditions?

Answer: The Supplementary Conditions provide additions and modifications to the General Conditions and also provide project or owner-specific clauses.

6. Name the 49 Divisions of the MasterFormat for the technical specifications.

Answer: Division 1: General Requirements Division 2: Site Work Division 3: Concrete

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 3: Use of Construction Documents on the Jobsite

Division 4: Masonry Division 5: Metals Division 6: Wood and Plastics Division 7: Thermal and Moisture Protection Division 8: Doors and Windows Division 9: Finishes Division 10: Specialties Division 11: Equipment Division 12: Furnishings Division 13: Special Construction Division 14: Conveying Systems Division 15: Mechanical Division 16: Electrical 7. What type of information is specified in Section 1, General Requirements?

Answer: Project-related overhead items for the particular project that are of a general nature and relate to all phases of the work rather than an individual activity or subcontract. Examples include insurance requirements, supervision requirements, submittal requirements, temporary facilities, cleaning, closeout procedures, and temporary controls.

8. What are the three parts of each technical specification section?

Answer: • General • Products • Execution 9. What are addenda?

Answer: Bulletins of additional information that are germane to the contract documents issued during the bid period.

10. Organize the following drawing types into the most likely organization in a set of construction drawings.

• Mechanical • Index, Symbols, General Information • Electrical • Structural Drawings • Site Plans • Wall Sections • Schedules • Interior Elevations • Roof Plans • Building Sections • Floor Plans • Ceiling Plans Answer: 1. Index, Symbols, General Information

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 3: Use of Construction Documents on the Jobsite

2. Site Plans 3. Floor Plans 4. Roof Plans 5. Ceiling Plans 6. Building Sections 7. Wall Sections 8. Schedules 9. Interior Elevations 10. Structural Drawings 11. Mechanical 12. Electrical 11. Assume that you are the field engineer on a project. The foreman for a painting contractor is unsure of the paint colors for the walls in office 110. Trace your steps to use the construction documents to find the answers.

Answer: a. Check interior elevations for notes. b. Look at Finish Schedule for information c. Look at a subsection of Division 09 Finishes for additional information, including paint type, number of coats, inspection procedures d. Look at paint submittal (not a contract document) from painting subcontractor, including paint manufacturer, color, and number.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

3

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 4: Submittals, Samples, and Shop Drawings

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 4: SUBMITTALS, SAMPLES, AND SHOP DRAWINGS

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

What is the purpose of product data submittals, samples, and shop drawings?

Answer: For the architect/engineer to verify that the correct products and equipment will be installed on the project; selection of colors, patterns, types of materials; verification of details; furnishing of dimensions.

2. What are five types of information provided on a product data submittal?

Answer: • Manufacturer, trade name, model, or type number • Description of use and performance characteristics • Size and physical characteristics • Finish characteristics • Request for jobsite dimensions 3. What are two purposes of the shop drawing, other than for A/E approval?

Answer: • Information for fabrication of the items • Information for handling and placement of the items at the jobsite 4. When samples are required, what characteristics are usually examined by the architect?

Answer: Actual color, pattern, texture—generally finishes 5. What is the process for approval of submittals?

Answer: Refer to the flowchart in Figure 4–3.

6. What is a procurement schedule?

Answer: A schedule of approvals and delivery dates for each submittal and material.

7. Why would a contractor prepare a procurement schedule?

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 4: Submittals, Samples, and Shop Drawings

Answer: A contractor prepares a procurement schedule to be in compliance with the General Conditions of the contract and to control the delivery of material on the jobsite to meet the construction schedule.

8. What information would be included in a procurement schedule?

Answer: Section number, item description, dates: to the contractor, to the architect, order, delivery.

9. What additional information would be added to the procurement schedule for a submittal log?

Answer: Actual dates along with the scheduled dates 10. What are five uses of submittals during the construction process?

Answer: • Information for opening sizes and fitting with adjoining materials • Quality control information to ensure the correct material is installed • Placement instructions for material • Necessary handling or placement of equipment • Continual jobsite reference for owner, architect, and contractor

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 5: Documentation and Record Keeping at the Jobsite

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 5: DOCUMENTATION AND RECORD KEEPING AT THE JOBSITE

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

What are six keys to effective jobsite documentation and communication?

Answer: • Objectivity and truthfulness • Timeliness • Retrievability • Appropriate distribution • Standard, uniform information • Complete and comprehensive information

2. What types of activities in the construction project need to be documented?

Answer: • Events and occurrences • Conversations • Costs • Correspondence • Contractual requirements • Meeting minutes 3. What is the purpose of maintaining daily reports?

Answer: Daily reports provide a consecutive record of events on the jobsite.

4. What are some important items that need to be recorded in the daily report?

Answer: • Weather: temperature, precipitation, wind • Description of activities in progress at the site • Contractor labor on jobsite • Subcontractor labor on jobsite • Equipment at the jobsite • Material deliveries to the jobsite • Visitors to the jobsite • Occurrences at the jobsite (other than description of work)

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 5: Documentation and Record Keeping at the Jobsite

5. What are the purposes of weekly and monthly reports?

Answer: These are summary reports for management and for external reporting to the owner, or architect.

6. What is the purpose of a jobsite diary?

Answer: A jobsite diary records conversations and events, so it could be subjective as it is based on observations.

7. Name several logs that could be kept on the jobsite.

Answer: • Telephone log • Visitor log • Subcontractor log • Document control log 8. What are some items of information that should be recorded concerning jobsite photographs?

Answer: • Date and time photograph taken • Location on the project • Subject of the photograph 9. What are some instances where the use of video recordings is useful?

Answer: • Discovery of an unknown condition • Showing a construction process • Recording existing conditions • Areas where both video and sound are helpful • Special instructions • Maintenance and operating instructions 10. What are the two primary purposes of jobsite cost documentation?

Answer: • For accounting purposes—disbursement of funds • For cost control purposes—to compare actual cost with estimated cost 11. What are five basic elements of any correspondence?

Answer: • Reference • Description and location • Objective of correspondence • Summary • Signature 12. What is an RFI?

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 5: Documentation and Record Keeping at the Jobsite

Answer: Request for Information, a brief request for clarification or additional information concerning a work activity 13. What are some items that would be included in the project meeting minutes?

Answer: • Project designation • Meeting date, time, location • Parties in attendance • Additions or corrections to minutes from previous meeting • A summary of project progress • Submittal summary, discussion • Change order summary, discussion • Discussion of old business • Discussion of new business • Time meeting adjourned • Date, time, and location of next meeting

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

3

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 6: Jobsite Layout and Control

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 6: JOBSITE LAYOUT AND CONTROL

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

What are some aspects of the jobsite layout plan?

Answer: • Jobsite space allocation • Jobsite access • Material handling considerations • Worker transportation • Temporary facilities • Jobsite security • Signage and barricades

2. What factors would you consider to increase productivity by efficient material handling?

Answer: • Move material with the least expensive labor • Deliver material close to the point of installation • Deliver material to its location with delivery people • Deliver from truck to installation • Avoid moving material more than once • Plan for moving and lifting • Use the optimum equipment in moving and lifting • Store material systematically 3. What factors would you consider when determining the optimum equipment for moving material?

Answer: • Cost • Availability • Equipment capacity • Safety • Quantity of material • Access to point of use • Delivery routes

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 6: Jobsite Layout and Control

•

Coordination of deliveries

4. What plans could you implement on a jobsite to reduce wasted time for the crew?

Answer: • Quick access to the work areas • Sanitary facilities close to work areas • Dry shack close to work areas • Material placed close to work areas • Enhanced communication methods with superintendent 5. What are some factors you would examine to determine the type of jobsite office?

Answer: • Cost • Space at the jobsite • Availability 6. What are some temporary facilities that you will need to plan for the jobsite?

Answer: • Jobsite office • Jobsite storage • Sanitary facilities • Water • Power • Weather protection • Fencing/security 7. What factors would you consider necessary for construction of access roads?

Answer: • Provide direct access to work and delivery areas • Built to withstand jobsite conditions • Built to accommodate size of vehicle • Avoid disruption during construction • Need to avoid dust 8. Site drainage and storm water control can be critical items in jobsite layout. How would you determine the necessary requirements?

Answer: Municipal regulations; Department of Ecology requirements (state and federal) 9. What are some useful references when laying out the jobsite plan?

Answer: • General Requirements in the contract documents • Plans in contract documents, including mechanical and electrical • Construction schedule • Capacity charts for equipment selection • Local codes

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 6: Jobsite Layout and Control

• • • •

Safety standards Lift load data Subcontractor needs Budgets allowed in estimate for temporary facilities

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

3

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 7: Meetings, Negotiations, and Dispute Resolution

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 7: MEETINGS, NEGOTIATIONS , AND DISPUTE RESOLUTION

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

Why would an owner wish to have a partnering meeting and workshop on their project? Which party of the project teams should attend?

Answer: Partnering is a team-building process that builds trust between major project participants. The initial partnering workshop could involve the owner’s representatives, architects and engineers, construction managers, contractors, and occasionally subcontractors.

2. Name five different types of meetings and list the primary goal or objective for having each meeting listed.

Answer: • Partnering meeting: Team building • Contractor’s preconstruction planning and organization meeting: In-house planning and organization • Preconstruction meeting with subcontractors: Organizing the subcontractors • Preconstruction meeting: “Kicks off” the project • Project meeting (weekly or biweekly): Answers to the daily/weekly problems • Subcontractor coordination: Stating of subcontractor questions • Schedule meeting: Review and schedules • Safety meeting: Focuses on the issues of safety • Specialized meetings: Specific issue meetings • Project closeout meeting: Define closeout procedures • Post-project review and evaluation: Last chance to save project information 3. Who should attend the project preconstruction meeting?

Answer: This meeting should be attended by the owner’s representative, the architect and their consultants, the contractor’s superintendent and project manager, major subcontractors, and major equipment suppliers.

4. Write a typical agenda for a project meeting.

Answer: • Review of the last meeting minutes • Review of the submittal status

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 7: Meetings, Negotiations, and Dispute Resolution

• • • • • •

Review of the schedule Review of the RFIs Review of substitutions Review of changes Discussion of new issues Field observations

5. Why does the construction industry use the process of negotiating?

Answer: The process of negotiating is meant to resolve an issue, not to position one party against another party for possible financial gain. Resolving problems leads to the successful completion of the construction project.

6. Are there any trends in contract language in the area of dispute resolution, and, if so, what are they?

Answer: Yes, several alternatives for dispute resolution are emerging. Many owners are adding formal nonbinding mediation clauses in their contracts along with the standard arbitration clauses.

7. If your contract included AIA Document A201, what section determines when arbitration may be demanded and what is the time frame required by this clause?

Answer: Section 4.5.4 defines when arbitration may be demanded. Demand for arbitration may not be made until the earlier of: (1) the date on which the architect has rendered a final written decision on the claim; (2) the tenth day after the parties have presented evidence to the architect or have been given reasonable opportunity to do so, if the architect has not rendered a final written decision by that date, or (3) any of the five events described in Paragraph 4.3.2.

8. According to the AAA Construction Industry Arbitration Rules, how many tracks are available? What are their names and what is the main determining factor as to which track is used?

Answer: There are three tracks: Fast Track, Regular Track, and Large Complex Construction Case Track. The main factor in determining which track will be used is the monetary value of the project.

9. Using Figure 7–6 in the text, after an event occurs or is first recognized, giving rise to a claim, when can arbitration occur if a mechanic’s lien has been filed?

Answer: If a mechanic’s lien is filed, the case may proceed immediately to arbitration.

10. Meeting minutes are an effective way to record the content of meetings. What other major reason is there to have meeting minutes?

Answer: Meeting minutes are also very effective in holding individuals accountable for their statements.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 8: Jobsite Labor Relations and Control

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 8: JOBSITE LABOR RELATIONS AND CONTROL

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

Many different factors can affect labor productivity. List 10 different factors that affect labor productivity.

Answer: Any 10 items from the list in Chapter 8, Jobsite Labor Relations and Control.

• Lack of supervision or poor supervision • Lack of coordination of subcontractors with work activities • Improper or insufficient material available for tasks • Poor jobsite layout • Lack of proper tools for work activities • Congested work areas • Poor housekeeping • Accidents and unsafe conditions on the jobsite • Excessive moving of craftspeople from project to project • Adverse weather conditions • Poor lighting in the work area • Inadequate heat or ventilation in the work area • Tardiness or excessive absenteeism • Uncontrolled starting time, quitting time, coffee breaks, and lunch breaks • Shortage and location of close parking, changing rooms, restrooms, and drinking water • High employee turnover • Use of improperly or poorly trained craftspeople • Supervisors not making timely decisions • Poor attitude among employees • Poor use of multiple shifts or overtime • Construction mistakes caused by complexity, poor drawings, or lack of communication • Impact of changes on production work

2. Discuss the potential impact of changes of productivity.

Answer: Key phases that should be included in this answer: • Disruption of the workflow • Delay of the work activity can occur if the activity has been started

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 8: Jobsite Labor Relations and Control

• • •

Consume field personnel time Confusion in crews Motivation of crews can change when work has to be redone.

3. Describe the difference between a journeyman, an apprentice, and a helper.

Answer: Of the three job roles, the craftspeople with highest level of skill and training in a specific trade are called journeymen. The definition of an apprentice is one who is in training in a particular craft. A helper is an unskilled person who has no training and is not enrolled in a training program for a specific trade.

4. Put the following labor categories into a generally accepted hierarchy: lead craftsman, apprentice, superintendent, journeyman craftsman, and labor foreman.

Answer: a. Superintendent b. Labor foreman c. Lead craftsman d. Journeyman craftsman e. Apprentice 5. What is a labor agreement, and to what type of contractor (union or nonunion) does it apply?

Answer: A labor agreement exists between the union contractor and the union, and it requires certain responsibilities of both parties. In general, the union agrees to provide trained craftspeople and the contractor agrees to provide specific wage rate, fringe benefits, and working conditions.

6. Make a list of the typical items found in a labor agreement.

Answer: • Statement of purpose • Parties’ and management’s rights • Rules governing strikes, lockouts, and slowdowns • Agreement’s area of jurisdiction • Issue of using only subcontractors who are also signatory • Definition of pay day, holidays, and so on • Agreement on how grievances will be settled • Employee substance abuse, safety and accident prevention issues • Wage rates • Hiring hall procedures • Apprenticeship training and classification 7. What is the title of the position that the authors describe as quite often the only person who can truly control costs, time, and quality?

Answer: Superintendent 8. What is the title of the position that the authors describe as the one who “pushes” the work? Also, what is the definition of “pushing the work”?

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 8: Jobsite Labor Relations and Control

Answer: Foreman. “Pushing the work” can be defined as evaluating the personnel, making sure that his skills fit the work, and that they aggressively complete the work at hand.

9. Diagram where the information flows from the employee’s time card.

Answer: Refer to Figure 8–6.

10. A weekly labor cost report needs information from two different sources. What are the names of these two different sources?

Answer: • Weekly quantity report • Weekly time card 11. What are cost codes, and how are they used?

Answer: Cost codes are the accounts against which the different activities are recorded. They are used to compare actual labor with the amount of work or quantity of work accomplished in a given period. Budget comparison can also be done using cost codes.

12. What are the major issues concerning labor today as opposed to past decades?

Answer: Today’s workforce is more diverse, not as mobile; supervisors may have less technical knowledge; craftspeople are not motivated by the same techniques used in the past.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

3

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 9: Personnel and Safety Management

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 9: PERSONNEL AND SAFETY MANAGEMENT

TABLE OF CONTENTS Chapter Questions ...............................................................................................................1

CHAPTER QUESTIONS 1.

Why does construction have a high rate of injuries, illnesses, and fatalities?

Key ideas: • Hazardous nature of construction work.

• Confusion about safe methods to accomplish work activities due to the many methods and types of operations.

• Each construction project is unique, posing separate circumstances and safety hazards.

• Each construction activity has a relatively short duration; thus, safety procedures are normally not well-established.

• Construction is a mobile industry, the workforce changes frequently with a varied level of competence and expertise.

2. What does OSHA stand for, when was it first passed, and does it permit states to pass and implement their own state bills?

Answer: The Occupational Safety and Health Act, passed by Congress in 1970, also allows states to pass and implement their state OSHA bills using the federal act as a minimum standard.

3. Are construction firms required to create and implement a safety and health program, and what are the key elements?

Answer: Yes, firms are required to have written safety and health programs. The key elements are management commitment, hazard assessment and control, safety planning, rules, and work procedures, and safety and health training.

4. Name six additional subcategories to the key elements.

Answer: Any six of the following: • Corporate policy on safety • Safe practice and operations code • First aid • Fire protection • Substance abuse • Personal protective equipment requirements

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 9: Personnel and Safety Management

• • • • •

Protection of the general public Hazardous materials communication and safety communication Project surveys Accident reporting and investigation OSHA records and regulations

5. What is the intent of a toolbox meeting?

Answer: The intent is to increase communications about safety issues so future accidents can be prevented.

6. Flame cutting and welding are major causes of site fires. Describe the ways of lowering the risk of fire from these activities.

Answer: Flame cutting and welding should be isolated from combustible materials.

Many projects require the contractors to obtain special mandatory cutting and burning permits before beginning this activity.

7. Which of the following is/are considered to be substance abuse, and which is/are considered to be a sickness requiring outside treatment?

• Alcoholic beverages • Legal drugs • Illegal drugs Answer: All three are categories under substance abuse and quite often habitual abuse is a sickness that requires outside treatment.

8. What are the three elements of a substance abuse program?

Answer: • Standard of conduct • Employee awareness • Assistance program 9. Name the five necessary steps in a right-to-know program.

Answer: • Inventory all chemical products on the jobsite.

• Label hazardous chemical containers.

• Material Safety Data Sheet.

• Inform all employees about the hazard communication program, then identify and train employees who may be exposed to hazardous chemicals.

• Develop and maintain at the jobsite a written program that explains how employees are informed and trained about hazardous chemicals in the workplace.

10. Draw a flowchart that could provide a guide for recordability of cases under the OSHA Act. Answer: See Figure 9–15.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 9: Personnel and Safety Management

11. Should environmental protection and safety be included in a company’s safety considerations? Explain your answer.

Answer: Yes. It is important that we look at safety holistically and include a discussion of the key environmental requirements for construction. Protection against environmental accidents should be considered part of a holistic safety program. Our concern for employee safety does not end when an environmental accident happens.

An employee might not feel the full effect of an environmental accident for many years. For example, exposure to asbestos can take years to present with cancer symptoms.

12. Is it recommended to use an off-the-shelf safety inspection checklist, or should companies create their own custom checklists?

Answer: It is recommended that companies create their own custom checklists. Offthe-shelf forms often include many items that are not appropriate for the type of work being performed. These forms are often discarded because they do not directly relate to the work at hand.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

3

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 10: Subcontracting and Purchasing

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 10: SUBCONTRACTING AND PURCHASING

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

Name the four factors that the field personnel should understand about each subcontractor.

Answer: • Nature of the subcontractor’s business • Scheduling demands on the subcontractor • Risks the subcontractor is facing on the project • Equipment and safety concerns of the subcontractor

2. In the past, general contractors used subcontractors only to perform specialized tasks.

What are current-day general contractors doing differently in this area?

Answer: Current general contractors are subcontracting more of the project work and providing primary supervision for the construction project.

3. Why are subcontractors used on construction projects?

Answer: • Specialized labor for particular construction tasks • Lower cost for subcontract work • Reduced risk for the contractor 4. Define the term purchasing and explain how it differs from subcontracting.

Answer: Purchasing is the activity of procuring material or equipment for the project.

The primary difference between purchases and subcontracts is that purchases do not contain jobsite labor, whereas subcontracts always contain jobsite labor. The Uniform Commercial Code applies to purchases.

5. What is the major risk the general contractor tries to avoid by subcontracting work?

Answer: The risk of labor productivity.

6. Define “bid shopping,” and state the consequence to the subcontractor.

Answer: Bid shopping is the practice whereby contractors supply bid amounts from one subcontractor to other subcontractors. This practice tends to decrease subcontractor bids to cost or below cost, resulting in potential jobsite problems.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 10: Subcontracting and Purchasing

7. List the major articles or areas that a subcontract should contain.

Answer: • Preamble and date/parties to the agreement • Reference to the construction documents and applicable sections of the specifications • Scope of work • Subcontract price • Payment provisions • Changes, claims, and delays • Insurance provisions • Bonding provisions • Materials and workmanship • Time and schedule • Obligations of the contractor and subcontractor • Labor provisions • Contractual requirements, indemnifications, and recourse by the contractor • Remedy for solution of disputes • Termination of the agreement 8. What are the major keys to successful subcontract management, and why is it considered so important?

Answer: The proper scope definition in the subcontract agreement is the key to successful subcontractor management. When a subcontract has well-defined scope statements, the parties can avoid unnecessary arguments about who will handle certain items. This also reduces change orders and gives the project management team tools to control the cost, time, and quality of the project.

9. Why would a contractor “back charge” a subcontractor?

Answer: Back charges are costs that have been incurred by the contractor that should have been the subcontractor’s responsibility.

10. What is the major difference between a subcontract, a material contract, and a purchase order?

Answer: General contractors use subcontracts when the general contractor is buying labor. The subcontract usually includes the materials and incidentals required by the subcontractor’s labor. The material contract and purchase orders are used to purchase materials from vendors exclusive of labor. The material contract is more detailed than the purchase order and is often used for major purchases.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 11: Project Quality Management

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 11: PROJECT QUALITY MANAGEMENT

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

Define the word quality.

Answer: Quality is the characteristic element of an item that can be evaluated as meeting a standard.

2. List the standards of quality used in construction.

Answer: • Appearance • Structural ability • Composition • Durability • Suitability • Quality of workmanship 3. List the elements that a construction quality management program might include.

Answer: • Establish company awareness of the intended quality standard • Develop and implement the continuous training of superintendents and project managers • Develop and train skilled craftspeople • Staff projects with an adequate number of workers so all management functions can be performed • Systems that will document and control the construction process, from purchasing through installation • Require superintendents to perform preliminary punch lists throughout the project • Use subcontractors that have reputations for high quality work • Hold discussions about quality with subcontractors • Inspect materials for damage as they arrive on the site and ensure that they meet specifications • Work with inspection agencies so they can perform their job efficiently and accurately

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 11: Project Quality Management

4. What is total quality management, and who is credited for its growth?

Answer: Total quality management is a process of bringing quality to the construction project, and Dr. W. Edwards Deming is credited for its growth.

5. What are the six broad steps that define the process of continuous improvement?

Answer: • Make suggestions for areas of improvement • Break down into parts and provide measurement tools • Create solutions to the suggestions • Implement and observe the solutions at work • Acknowledge the individuals and award their ingenuity • Incorporate the solutions on a broad scale 6. Name the type of codes used by municipalities.

Answer: Each municipality or local code authority has its own building code, which is normally based on a standard code. These building codes have been established, written, and continuously updated by national or regional code organizations. The primary building codes currently used in the United States are the International Building Code and the International Residential Code.

7. Draw a flowchart for the building permit process.

Answer: See Figure 11–5.

8. Discuss the responsibilities of a building inspector.

Answer: Paragraph should contain the following statements: • Inspectors should be trained personnel in the specific area of inspection.

• Inspectors should be independent and should not enjoy any type of gain from their decisions.

• Inspectors should not direct the contractor.

• Inspectors must make decisions regarding conformance to specification or codes.

• Inspectors can accept or reject work 9. Name five areas that could require outside laboratory and inspection services.

Answer: • Soil testing • Concrete testing • Reinforcing steel placement • Welding testing/inspection • Bolt torque • Aggregate testing • Asphalt testing • Layout and vertical alignment

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 12: Time and Cost Control

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 12: TIME AND COST CONTROL

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

What are some considerations in preparing the project plan?

Answer: • Project activities • Duration of the activities • Sequence of the activities • Interrelationship of subcontract activities • Equipment required for project • Utilization of subcontractors • Field management personnel • Crew size and project staffing • Anticipated delivery dates • Anticipated weather • Anticipated delays • Alternatives to sequencing

2. What are some considerations that are necessary to determine duration of activities?

Answer: • Needs to be relative to the amount of labor estimated • Should relate to the quantity of work • Weather concerns should be considered • Material delivery dates • Amount of subcontractor involvement in the activity 3. What are some information items the contractor uses from the project schedule?

Answer: • Relationship of activities • Current status of activities • Relationship of material delivery dates to activities • Schedule of subcontractor activities • Duration of activities for crew scheduling • Opportunities to condense construction duration

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 12: Time and Cost Control

• •

Opportunities to level crew size Activities that are or going to be behind schedule

4. What schedule information should be sent to subcontractors?

Answer: • Expected schedule for activities • Date required on jobsite • Duration allowed for activities • Relationship of activities that relate to subcontractor’s activities • Current status of activities • Relationship of material delivery to activities 5. What are the three primary methods to use to get the project back on schedule?

Answer: • Alter the sequence of activities • Alter the duration of activities • Reevaluate the duration of successor activities 6. What is the comparison made in cost control?

Answer: The comparison is made between estimated costs and actual costs.

7. What are some of the reasons a cost control system is used for a construction firm?

Answer: • Determine project or partial project profitability.

• Determine source of overruns; allow immediate steps or measures on future projects.

• Compare work activity actual cost to the estimated cost for that activity. Analysis of this information can help determine crew productivity levels.

• Identify the problem (several productivity problems/solutions are listed later in this chapter).

• Ways to solve the problem during the process, limiting or eliminating potential losses.

• Use the comparison data for historical data.

• Compare costs incurred to the baseline estimate to determine which costs are within the initial project scope and which costs are additional costs. This comparison is used to isolate costs for change orders, or the necessary compilation of additional costs.

8. What are the major considerations for a cost control system?

Answer: • Cost control accounts should be of the appropriate scope.

• Crew assignments should be made to the cost control activity.

• Cost control data should be able to be used for historical cost data.

• Field personnel should accurately report data.

• Cost comparisons need to be made immediately.

• Feedback system is necessary for reasons of variances.

• Positive crew encouragement increases productivity.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 12: Time and Cost Control

9. What would be some solutions to the following productivity problems?

• Incorrect installation techniques • Insufficient shop drawings • Poor crew attitude • Unknown conditions’ Answer: • Incorrect installation techniques: field management should provide training to crew.

• Insufficient shop drawings: contact supplier, revise drawings • Poor crew attitude: field management needs to find source of problem and address it immediately, including personnel changes if necessary.

• Unknown conditions: field management to notify architect; may result in change order.

Other productivity problems and solutions can be found in Figure 12–9.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

3

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 13: Waste and Environmental Management and Sustainable Construction Practices

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 13: WASTE AND ENVIRONMENTAL MANAGEMENT AND SUSTAINABLE CONSTRUCTION PRACTICES

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

Name four waste management activities that can be determined during the design phase.

Answer: • Choose the optimal material for use • Create specification reflecting what the owner is intending to accomplish • Schedule waste generation • Create green alternatives

2. What is a typical outline for a waste management plan?

Answer: • Waste management goals and planning • Communication and education plan • Evaluation plan • Specific topics 3. What are the waste management inquiries that need to be asked during purchasing for the project?

Answer: • How is the material packaged?

• Is the packaging material green?

• Can the packaging material be used in other ways?

• How is the material shipped?

• Is there a plan or a buyback program for returning pallets and containers and/or excess material?

4. What are the typical local and state requirements for material recycling and salvage?

Answer: • Location of disposal sites • Proximity to the job site • Types of waste that is accepted for disposal or recycling • Availability of waste services © 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 13: Waste and Environmental Management and Sustainable Construction Practices

5. Why is the contractor qualified to suggest “green materials” alternatives?

Answer: Contractors understand their material and are using green materials on a dayto-day basis.

6. What does SWPPP stand for?

Answer: Storm Water Pollution Prevention Plan 7. What are the key elements of a construction air quality plan?

Answer: • Exclude pollution sources • Choose nonpolluting material • Manage moisture and humidity • Ventilate effectively • Protect the material and equipment to be installed from fabrication, delivery, and installation • Document both by photographs and by written descriptions • Create a method to measure the effectiveness of the plan 8. What is building commissioning?

Answer: Building commissioning is the systematic process used to verify that the completed building and the systems that comprise it operate in accordance with the owner’s project requirements that were documented during the planning stage of the project and served as the basis of design.

9. When considering commissioning on the complete building, list the different phases.

Answer: • Predesign Phase • Design Phase • Construction Phase • Occupancy and Operations Phase 10. According to the example of specification for HVAC commissioning provided by the AGC guidelines in this text, what is the purpose of the commissioning process?

Answer: The purpose of the commissioning process is to provide the owner/operator of the facility with assurance that the mechanical systems have been installed according to the contract documents, and operate within the performance guidelines set out in the design intent documents.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 14: Computerized Project Administration

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 14: COMPUTERIZED PROJECT ADMINISTRATION

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

What is meant by the term “Building Information Modeling”?

Answer: Building Information Modeling (BIM) is a computerized system representing the construction process. It uses three-dimensional (3D) drawings, with additional information provided within the system, which includes description of qualities, specifications, cost components, and schedule.

2. What are weak points of the conventional 2D construction document system?

Answer: Construction owners don’t always have expertise in reading construction documents. As the customer and users have varied backgrounds, they aren’t always able to adequately communicate the design of the project to those who will use the project.

3. How can 3D drawings enhance communications between the construction owner and the project designers?

Answer: With the use of the 3D BIM model during the design period, the architect/engineer is able to more accurately communicate their interpretation of the owner’s needs in the facility.

4. What advantages are available with 3D drawings with the construction crew?

Answer: BIM can provide additional information to enable constructors to be able to accurately estimate, layout, problem solve during construction, and manage the construction process.

5. What additional information is provided in the Building Information Model?

Answer: • Materials • Systems • Contracts • Specifications • Cost • Schedule current progress

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 14: Computerized Project Administration

6. What possible cost savings can be realized during construction with BIM? Answer: Use of BIM improves owner/designer communication, resulting in fewer changes during the construction process which, in turn reduce project costs.

7. What are RFID tags and how can they be used with BIM? Answer: RFID is an acronym for radio-frequency identification. RFID tags can be used as material equipment identifiers which can be incorporated and tracked in the BIM, enhancing accurate depiction of the construction progress.

8. How can the BIM model facilitate accurate dimensioning of the construction work?

Answer: The BIM model can produce exact dimensions for daily use in construction activities. The model can produce additional dimensions, such as vertical dimension and diagonals, both of which reduce the time of installation and increase the accuracy of the installation.

9. How can the BIM model of the project can be used after the completion of construction?

Answer: The BIM model can be used by the facility manage during the operation of the facility for many maintenance and operations activities. The BIM model can provide accurate as-built information. As material information is embedded in the model necessary information is easily available by accessing the model. Operations and maintenance information can also be embedded within the model, providing full information for facility operators.

10. Describe some of the ways BIM can be accessed at the jobsite.

Answer: • Office-based computers • Laptop computers • Mobile devices and tablets • Gang boxes with computers and large electronic screens

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 16: Changes and Claims

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 15: CHANGES AND CLAIMS

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

Do all changes cost money or add time to a project? Explain.

Answer: Changes can be made at no cost and with no change in duration to a project.

Changes come in many different forms from small clarifications to drawings and specifications to refining a construction detail or an installation method. However, all changes should be documented.

2. Define a change order and state one reason that it often carries a cost penalty.

Answer: A change order is a formal adjustment to the contract; it is a settlement of a negotiation on the impact of a clarification or change made to the project scope. It occurs when the scope of a project needs to be modified. The optimum price on construction work for the owner is contained in the original bid, the costs of change order work is much like buying a building one piece at a time. Moreover, the cost of this work should reflect the lack of production that occurs on a one-time item or the disruption of productivity to other work activities.

3. Discuss in general the reasons that changes can occur.

Answer: Changes can be caused when an owner adds work to or deducts work from a project (owner directed changed of scope); the architect of owner can cause the contractor to perform work outside their contract (constructive change); impact from other changes (consequential changes), subsurface conditions are different from that described (differing site conditions), changes from outside agencies (code revisions), and coordination between items not in the contract and the general contractor’s work (vendor coordination) are all ways changes to a contract occur.

4. What are liquidated damages, and are they a penalty to the contractor?

Answer: A liquidated damage is an amount stipulated in the contract document that states that the owner receive compensation for impacted costs of late completion of a project. Liquidated damages are not considered a penalty to the contractor but rather are compensation to the owner for impact costs of not being able to use the facility when expected and contracted for.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 16: Changes and Claims

5. Draw a flowchart for the change order process.

Answer: Refer to Figure 16–6, Change Order Process.

6. When would a claim occur?

Answer: A claim is an unresolved change request. If the owner and architect disagree with the contractor’s proposal, the contractor has three options: to revise the proposal, to withdraw the proposal, or to pursue the proposal as submitted. As this process continues, the change proposal becomes a claim.

7. When can the contractor expect to receive payment for additional work, and why?

Answer: Payment will not be allowed until the official change order is processed. A firm price must be established and included in the contract amount before a progress payment request can be authorized.

8. Do all cost change orders require additional time? Explain your answer.

Answer: Not all change orders require additional time, but more often it does. Changes that add work that may be on the critical path of the contractor’s schedule will require additional time, but changes can also impact other work. This other work can be thrown out of sequence and productivity of other work can be changed, both requiring possible delays in all the other schedules.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 17: Progress Payments

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, 9780357452943; CHAPTER 16: PROGRESS PAYMENTS

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

What is retainage?

Answer: Retainage is an amount held from each progress payment to cover material and labor liens. Retainage is usually in the amount of 5 percent or 10 percent of the progress payment amount.

2. What is the schedule of values?

Answer: The schedule of values is a tabular list of amounts for activities of work to use as a basis for progress payments. Each item includes markup.

3. What are some items that would be included in a “mobilization” item in the schedule of values?

Answer: • Temporary facilities costs: power, water, and trailer • Performance bond premiums • Insurance premiums • Building permits 4. What is front-loading?

Answer: Front-loading is the allocation of markup to the schedule of values items that will be completed early in the project.

5. What is a cash flow projection?

Answer: A cash flow projection correlates the schedule of values and the construction schedule. It gives an idea of what payments will be requested at the payment periods.

6. Most owners will use which two AIA forms for progress payments?

Answer: G702 and G703 7. What is the process for progress payments?

Answer: Refer to the flowchart in Figure 16–21.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 18: Project Closeout

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, Edition: 5, 9780357452943; CHAPTER 17: PROJECT CLOSEOUT

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

Describe what is meant by project closeout.

Answer: Project closeout is the completion of project requirements: physical completion, repair of defective items, completion of the required paperwork, and financial resolution of the project.

2. What is the punch list procedure for completing a project?

Answer: See the flowchart in Figure 18–1 • Project work completed • Contractor makes punch list • Contractor and subcontractors complete punch list • Contractor notifies architect of completion of punch list and repair • Architect makes punch list • Punch list completed • Architect issues Certificate of Substantial Completion • Contractor completes contract requirements • Final payment and release of retainage 3. What is substantial completion?

Answer: Substantial completion is the point in the project when the architect has determined that the facility or a portion of the facility is acceptable for owner use and occupancy.

4. What establishes the start of the warranty period?

Answer: The warranty period is established by the date of substantial completion.

There can be several Certificates of Substantial Completion for portions of the project.

5. What are some final inspections required by public agencies?

Answer: • Building permit or Certificate of Occupancy • Plumbing • Electrical • Fire alarm/fire protection systems

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 18: Project Closeout

• • • • • •

HVAC equipment Elevator Environmental, storm water drainage Health Department ADA requirements Planning/zoning compliance

6. What type of information is contained in the O & M Manuals?

Answer: They contain manufacturer’s instructions about the equipment including diagrams and parts lists. Catalog information, installation instructions, operating instructions, and other information is included for operating equipment.

7. What is another term for record drawings?

Answer: As-built drawings 8. What is consent of surety?

Answer: A document executed by the bonding company, recognizing and approving that the contractor has received final payment 9. What are the four major areas that a contractor must determine to ensure financial resolution?

Answer: • Subcontract payment • Financial resolution with owner: change orders, claims, and final payments • Completion of cost control summaries • Archiving records

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 18: Project Closeout

Solution and Answer Guide

William R. Mincks, Hal Johnston, Construction Jobsite Management 5e, ©2025, Edition: 5, 9780357452943; CHAPTER 18: LEAN CONSTRUCTION

TABLE OF CONTENTS Review Questions ................................................................................................................1

REVIEW QUESTIONS 1.

Describe what makes lean construction unique in its overall philosophy.

Answer: Most contractors always intended to increase productivity. The result of increased productivity is increased profitability. Typical construction operations, however, can result in as much as 50% waste. Waste decreases productivity and, therefore, profitability. Lean construction involves analysis of tasks, determining their value to the project, eliminating waste, and maximizing value.

2. What are the six tenets of lean construction?

Answer: (1) Respect for people, (2) removal of waste, (3) focus on process and flow, (4) generation of value, (5) continuous improvement, (6) optimize the whole 3. What are the 5-S’s in lean construction?

Answer: Step one: “Sort,” Step two: “Set -to-Order,” Step three: “Shine,” Step four: “Standardize,” Step five: “Sustain.”

4. What makes pull-push scheduling different from normal scheduling techniques?

Answer: Using the “pull-planning” system, contractors and subcontractors collaborate, starting from milestone or completion point, pulling activities to the left. This type of scheduling is known as “backward” scheduling.

5. How are respect and collaboration defined under lean construction?

Answer: In lean construction, respect is defined as an acknowledgement that every participant in the construction is experienced and knowledgeable in construction. They all have knowledge that adds to innovative approaches in the construction process.

Leaders in the process need to provide opportunities for positive input to construction problems and situations. The attitudes of all the participants need to be positive and project-oriented.

In lean construction, collaboration refers to individuals of multiple different disciplines working together to provide a full view of problems and optimum value to projects.

Collaborative systems are very effective with cooperative and respectful participants.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1

Solution and Answer Guide: William R. Mincks, Hal Johnston, Construction Jobsite Management 2025, Edition: 5, 9780357452943; Chapter 18: Project Closeout

6. Define the process that is used to optimize the value in the construction project with lean construction?

Answer: The 5-S is the lean construction process that optimizes value in construction by eliminating waste.

© 2025 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2