Construction management

Cost Costs were estimated at 4.5 million, which includes soil importation, revegetation, quality control and assurance, construction management, and installation and operation of moisture monitoring systems. 

Q. Dr. Ambros, I show you NI 14309. I ask you whether this memorandum, dated May 1943, refreshes your recollection as to whether the construction management of I.G. Farben exercised full control over the use of concentration-camp inmates it assigned to the sub-construction Arms. 

Q. Does it not state in the third from the last paragraph, that the office you are talking about was the I.G. Farben construction management ... 

A. Well, the firms demanded labor. This agency [the construction management merely collected the demands and passed them on. 

Q. Now let s talk about the Farben construction management. Dr. Ambros, the prosecution offers NI 14291. I show you this exhibit and I ask you whether it refreshes your recollection that you contacted Pohl to procure concentration-camp inmates. .. for the building of your Seework poison-gas plant also at Auschwitzl. It s the very first sentence, Dr. Ambros, the very first sentence. 

Walter Duerrfeld Director and construction manager of Far-ben s Auschwitz plant. 

The three tenders submitted were all of a very high standard and achieved Orica s requirements and specifications. The tender selected was therefore based on lowest net operating cost and was awarded to Kvaerner Chemetics in conjunction with Chlorine Engineers Corporation for electrolyser supply. Kvaerner Chemetics also separately contracted Kvaerner Process Australia to provide local construction management and some local design expertise. 

Total capital required (TCR) includes TCC, design, inspection, project management, construction management, management reserve, and contingency. 

Kirchner and Pemak (2004) investigated building material and analyzed indoor air for phenolic compounds in several buildings in East Berlin, Germany. Their work was done because of complaints of users, construction workers and the construction management about odor annoyance and health problems like headache and discomfort Phenolic compounds in indoor air summed up to concentrations between 15 and 105 ggm 3 with 4-ethylphenol and 2.4-dimethylphenol as most abundant. Although presumably not all substances responsible for the malodor may have been found, the main sources were identified. These were... 

In one reported case, a construction manager reviewed the drawings of a gas compressor building before construction. He observed that very weak clips were specified to secure the plastic sheets to the structure. He apparently did not understand the concept, because he decided they were too weak and replaced the specified clips with more robust clips. 

On April 30, 1992 (page 471 of the court transcript), expert Jagschitz explained that in a letter dated March 6, 1943, the Chief of the Central Construction Management / Waffen-SS, a man by the name of Bischoff, had ordered preheating facilities for mortuary I, with ventilation and aeration from crematoria II and III in the concentration camp of Auschwitz-Birkenau. The court expert now takes this order as proof that mortuary I was in fact a gas chamber,... 

Letter of Bischoff, Chief of the Central Construction Management, Waffen-SS, dated March 6, 1943, published, e.g., in J.-C. Pressac, Auschwitz Technique and Operation of the Gas Chambers, Beate Klarsfeld Foundation, New York 1989, p. 221. 

In spring 1943, the Central Construction Management of Auschwitz ordered 10 gas detectors from the oven manufacturing firm of Topf and Sons.39 If these gas detectors had had anything to do with hydrogen cyanide they would have been ordered by the appropriate health authorities from the company DEGESCH, not by the Central Construction Management from the oven manufacturer Topf and Sons. 

From the text of the order placed by the Central Construction Management ( Ship 10 gas detectors immediately, as discussed [...] quote price later ) it also becomes clear that after a discussion with the firm of Topf and Sons the Central Construction Management was in a position to expect that the devices would be shipped without delay and that the price would be up to Topf. Both, however, could only have been the case for products that were part of Topf s standard stock, and thus not possibly for hydrogen cyanide residue detectors. The latter is also clearly apparent from Topf s reply, which indicates the necessity for laborious research to locate the manufacturers of these detectors. 

The oven for Mauthausen (near Linz, Austria) was ordered from the Topf firm on October 16, 1941, but the SS Office for Construction Management hesitated for a long time before having it built. The components of the oven were shipped to Mauthausen between February 6, 1942 and January 12, 1943,89 but the decision to assemble it was not made until late 1944.90 The oven was finally built in January-February 1945, which explains the fact that it is relatively well preserved. 

Subcontractors on the jobsite should be responsible for start-up as well as installation of equipment. Equipment manufacturers typically have personnel available to ensure appropriate start-up procedures are followed. If several trades are involved in the installation of a particular piece of equipment, then one trade should be assigned, by contract, as having coordinating responsibility for that piece of equipment. This will minimize finger pointing when equipment does not start or operate properly. This can be a sensitive issue and a construction manager can set the tone for cooperation in this area. 

An independent contractor responsible to the construction manager or owner should do testing and balancing (TAB) of mechanical systems. All start-up should be complete and initial valve or damper settings made (and recorded) by the subcontractor before testing and balancing begins. The TAB contractor should not have to repair equipment or troubleshoot inoperative equipment but rather only adjust and verify performance of equipment. 

Fellows, R., Langford, D., Newcombe, R., and Urry, S. 2002. Construction Management in Practice. Oxford, UK Blackwell Publishing. 

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