research areas in construction engineering and management

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Construction Management and Engineering Research

Construction education in the United States produces some of the best construction managers (CM) in history. The CM’s have the greatest technology, the most information, the best communications, and advanced knowledge of control techniques that have ever been available. Yet, most construction projects, especially public-owned construction projects, will be delivered over budget and behind schedule. Why? The cause is a decrease in productivity in the most general sense. This decrease has accelerated because of the movement in making construction an adversarial element of the economy. The intent of the Center for Construction Management Innovation is to reverse this trend. 

We are taking a two-pronged approach to improving construction productivity. Improving project delivery methods and contractual relationships is an aim in our courses and research in Leadership. Leadership theory, principles, and skills are interwoven in the curriculum. The second thrust is to be on the leading edge of construction technology.  We have pioneered in the application of building information models in the management of construction.

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Construction Engineering and Management

The Construction Engineering and Management area of study prepares students to manage design, construction and operation of sustainable buildings and infrastructure systems in the increasingly global construction industry.

Degrees Offered

• B.S. Degree in Civil Engineering (Construction Engineering and Management)
• M.S. Degree in Civil Engineering ( 3-Semester M.S. Program  / 11-month M.S. Program , Construction Engineering and Management)
• Global Leaders Program (5-year BS + MS degrees, University of Illinois undergraduate students only)
• Joint M.S. Degrees in Civil Engineering (Construction) and Architecture
• Ph.D. Degree in Civil Engineering (Construction Engineering and Management)

Learn More About the Construction Engineering and Management Program

The Construction Engineering and Management faculty maintains strong ties to industry and to Illinois alumni working on high-profile projects around the world. Students benefit from this real-world perspective through opportunities for construction site visits, internships and participation in research with immediate application, and opportunities for entrepreneurship.

Information technology tools, and specifically Building Information Modeling (BIM), are of particular value to the construction practitioners for planning, scheduling, fiscal control, inventory, estimating and production rate forecasting. The Construction Engineering and Management faculty includes world-class experts in creating cutting-edge theories, methods and tools, and also devising workflows on their use for greater efficiency and better collaboration during construction projects.

A unique feature of this area is the  Global Leaders in Construction Management  program, a graduate degree program designed to develop tomorrow’s industry leaders through rigorous study and international experience.

Research interests of the Construction Engineering and Management faculty include:

• Optimization of resource utilization during the construction and rehabilitation of critical infrastructure systems
• Productivity assessment and improvement
• Construction equipment, methods, and safety
• Sustainable construction
• Building Information Modeling (BIM)
• Semantic systems, ontologies, interoperability, and mergers
• Construction process modeling, simulation, and integration
• Visual sensing and analytics for project controls
• Facility lifecycle management

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Research Focus Area: Construction Engineering & Management

Construction engineering faculty and students research an array of construction engineering and management-related topics. Current research projects seek solutions to the three functional areas of construction engineering and management: management techniques, construction operations and construction methods.

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Advancing Innovation Through Research

The discovery of new practices and the development of new ideas to improve the engineering-construction industry characterize the Construction Engineering and Management (CEM) program research objectives. The CEM program actively engages in a diverse research agenda providing graduate and undergraduate students unique opportunities to participate in leading-edge research efforts. Funding from sources including the National Science Foundation, the Federal Highway Administration, the Department of Energy, the Construction Industry Institute and private industry provide faculty and graduate students with continuous opportunities to explore the latest issues and challenges in the industry.

To learn more about recent projects and areas of research that are studied by Construction Engineering Management faculty, please visit our faculty websites.

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Technology and management applied in construction engineering projects.

1. Introduction

2. contributions, 3. conclusions, author contributions, institutional review board statement, informed consent statement, data availability statement, acknowledgments, conflicts of interest.

• Przywara, D.; Rak, A. Monitoring of Time and Cost Variances of Schedule Using Simple Earned Value Method Indicators. Appl. Sci. 2022 , 12 , 1357. [ Google Scholar ] [ CrossRef ]
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Share and Cite

Szóstak, M.; Konior, J.; Sawicki, M. Technology and Management Applied in Construction Engineering Projects. Appl. Sci. 2022 , 12 , 11823. https://doi.org/10.3390/app122211823

Szóstak M, Konior J, Sawicki M. Technology and Management Applied in Construction Engineering Projects. Applied Sciences . 2022; 12(22):11823. https://doi.org/10.3390/app122211823

Szóstak, Mariusz, Jarosław Konior, and Marek Sawicki. 2022. "Technology and Management Applied in Construction Engineering Projects" Applied Sciences 12, no. 22: 11823. https://doi.org/10.3390/app122211823

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Kumar Construction Engineering and Project Management Program

The Construction Engineering and Project Management (CEPM) graduate program integrates the technical skills gained through an engineering education with the competencies attained through the study of business management. The result is a graduate degree that equips leaders with the ability to change and improve the capital projects industry.

CEPM Students have the opportunity to work on a variety of concepts during their time here through coursework and the opportunity to directly interact with industry professionals in hands-on research such as:

• Hone Building Information Modeling skills
• Improve the reliability and throughput of projects within complex systems
• Address coordination issues, create pre-planning strategies, and address regulatory barriers
• Groundbreaking research on constructability and industry best practices
• Create technology for intelligent and automated job sites, knowledge discovery and transfer
• Quantify ways to improve mega-projects both domestically and on an international field
• Examine social issues that affect systems of systems
• Increase productivity through Advanced Work Packaging

The CEPM program is strengthened by the relationship between the faculty and associated research centers. Several faculty members in the CEPM program have received the Researcher of the Year Award from CII and added support from NSF, NIST, TxDOT, EPA and other industry leaders. This crossover from the classroom to research projects adds to our students' experiences as they take on a research project and work with industry practitioners.

Carlos Caldas

Kasey Faust

Anthony Gonzales

Fernanda Leite

William O'Brien

James O'Connor

Christopher Rausch

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Labs and Research

Cem students impact the world by solving the most complex infrastructure challenges..

Academic and industrial breakthroughs happen when students, faculty, and the construction industry work together.

Studies show that students who engage in research are more likely to graduate, are more likely to go on to graduate school, and have more successful careers after graduation.

Purdue has a number of ways for students to get involved with research within the construction engineering field including:

Discover first-hand how research contributes to the advancement of human knowledge, experience a change of pace from formal classroom activities and gain skills applicable to both research and non-research careers.

Academic Breakthroughs showcases research innovations in construction engineering and management by synthesizing relevant information from PhD dissertations and displays them in the form of fact sheets.

The ACSyL is the center of activity for construction research in the Division of Construction Engineering and Management. The mission of ACSyL is to identify areas of need and conduct research that produces both short and long term innovations for the construction industry.

The breadth of research conducted in the ACSyL extends beyond construction automation and robotics to include construction equipment and methods as well as project management and project delivery.

The 66,000 square-foot Robert L. and Terry L. Bowen Laboratory for Large-Scale Civil Engineering Research provides the space and technical capability needed to investigate the behavior of large structural models and elements subjected to loads representing extreme events—such as earthquakes, blasts, and impact. This helps ensure future structures will be designed to better withstand these extreme events.

The Emerging Construction Technologies research group in the Division of Construction Engineering and Management at Purdue University researches and evaluates new technologies that could produce a high impact in the construction industry.

These technologies can be categorized into eight areas of focus: Civil, Mechanical, Internet-Based, Electrical, Housing Systems, Safety, Sensor, and Other.

Each technology is analyzed and presented in an ECT Fact Sheet that describes the following: The Need, The Technology, The Benefits, Status, Barriers, Points of Contact, and References.

The Global Leadership Forum for Construction Engineering and Management Programs (GLF-CEM ) is intended to bring together professors from leading universities around the world who play a leadership and/or administrator role in their respective programs.

The objective of this forum is to establish a body of academic leadership in the area of Construction Engineering and Management to discuss and share issues of common concern in Research, Teaching, Academic Administration, and Opportunities for Collaboration.

All CEM offices and labs are located in Purdue's modern Hampton Hall of Civil Engineering building. Space is ample for student and faculty needs, and the building houses student study spaces, lounges, and student organization rooms in addition to classrooms, labs, and lecture halls.

The vision for the LCIII is a world-class research lab composed of highly talented scholars, modern equipment, and frontier research to address civil infrastructure challenges.

The mission of the LCIII is to contribute to sustainable, resilient, and intelligent civil infrastructure by creating computer-integrated tools and solutions to support decision-making throughout the entire life cycle of civil infrastructure.

The Lyles Construction Computer Laboratory is a facility within the Division of Construction Engineering and Management that provides a rich environment to support both teaching and research activities for undergraduate and graduate students.

The lab contains hardware and software to perform multimedia development and research for Construction Engineering and Management students.

Pi-C is a portal for the construction industry to enable data driven policy development and strategic decision making.

The Solutions for Profitability and Assessment of Risk in Construction Lab was founded by Dr. Mark Hastak at Purdue University in August 2002. The broad aim of the SPARC Laboratory is to cultivate new forms of knowledge and research in the area of risk management in construction engineering and management.

Currently, the lab's objectives include:

• To pursue outstanding research directed toward understanding, assessment, and management of risk in construction
• To improve understanding of profitability in the construction industry
• Disaster Impact Assessment and Hazard Risk Reduction
• Infrastructure management

You will make a difference and solve the most complex infrastructure challenges.

Research Areas

Construction Engineering

Through their novel research, our construction engineering faculty build a solid foundation for the community and our current and future students. Here are a few of their research areas:

• Construction project management
• Green building and infrastructure systems
• Sustainability 
• Construction automation
• Simulation of construction operations

Environmental Engineering

With a passion for the earth, our faculty find new ways to nurture our natural resources. These are just a few of the areas our environmental engineers explore:

• Air quality monitoring
• Coastal engineering
• Wastewater treatment
• Biofilm and corrosion in drinking water
• Water distribution system infrastructure

Geotechnical Engineering

Our faculty explore the properties and behaviors of soil and rock to build solid and sound foundations for community infrastructure. These are a few of the topics they mine through:

• Geotechnical earthquake engineering
• Behavior of soils
• Sinkholes, soil erosion and sediment control
• Landslide hazard assessment and mitigation
• Geospatial modeling

Structural Engineering

Our structural engineering researchers aim to find new ways to preserve the integrity of the infrastructure in the Central Florida community and beyond. Here are a few of the areas they support:

• Multi-hazard assessment and design
• Seismic connection
• Sensing and monitoring
• Hollow structural sections
• Advanced materials for infrastructure repair and design

Transportation Engineering

Our faculty continue to drive forward new innovations to enhance roadways, decrease traffic and keep travelers safe. This is just some of the terrain they cover through their research in transportation engineering:

• Transportation planning
• Travel behavior analysis
• Pedestrian and bicycle safety
• Electric vehicle integration
• Sustainable mobility adoption

Water Resources Engineering

In a state studded with lakes and surrounded by miles of coastline, it only makes sense that UCF is home to some of the top experts in water resources engineering. Here are some of the areas they specialize in:

• Coastal flood risk
• Storm surges
• Sediment transport
• Ecohydraulics
• Groundwater and hydrologic modeling

Faculty Clusters and Initiatives

The faculty in the Department of Civil, Environmental and Construction Engineering not only manage their own labs but collaborate with researchers across the university through faculty clusters and research initiatives. Learn more below. 

Future City Initiative

The Future City initiative at UCF is a group of researchers who have a vision to synergistically explore the wide-ranging technological advances towards better serving urban residents. The initiative is unique due to its interdisciplinary composition, strong team of reputed experts, access to rapid economic and population growth, and nexus of world-class simulation, space technology and tourism industries co-located in the Central Florida region.

REACT Faculty Cluster

UCF’s Renewable Energy and Chemical Transformation Cluster, or REACT , is developing new, alternative materials for catalysis to power technology and chemical processes that are safe for people and the environment.

The production of electricity from renewable sources, like solar, is a cost-competitive alternative to fossil-fuel-generated electricity, and alternatively powered forms of transportation are rapidly gaining acceptance.

RISES Research Center

UCF’s Resilient, Intelligent and Sustainable Energy Systems Center, or RISES , works to develop sustainable and resilient energy systems and storage to make sure we have power and stay connected when disasters strike.

This center, which has grown from it’s original cluster origination, focuses upon holistic analysis, design, development and deployment of distributed renewable energy resources, including advanced information, communication, control and optimization technologies and the economic and management policies that go along with them.

UCF Coastal Research Center

UCF Coastal focuses on integrating science and societal needs to address coastal issues and teach students conservation and resource management.

This center, which has grown from its original cluster origination, works to understand complex local, national and global problems related to natural changes in coastal systems and those caused by humans.

Areas of Emphasis

VCEMP faculty have active research programs that span all phases of the construction life cycle.

• project management and delivery systems;
• simulation, visualization and modeling;
• visual sensing, semantic analysis, and integrated visualization;
• infrastructure asset management, financing and investment decision making;
• infrastructure monitoring, maintenance, and management;
• cyberinfrastructure of national pipeline health;
• best practices in field operations;
• construction equipment;
• information technology in construction;
• hazard control and risk reduction;
• indoor environmental quality;
• worker safety and health;
• construction leadership;

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Construction engineering and management program

The CU Denver Construction Engineering and Management (CEM) program includes two undergraduate degrees, an undergraduate Construction Management (CM) minor available to any degree major, several graduate degrees, and two graduate level certificates.

CU Denver’s campus is located in heart of Denver, a thriving urban environment and construction community, and employment rates for graduates remain consistently high. The program caters to nontraditional and working students through condensed and flexible academic offerings. Coursework is purposefully interdisciplinary to address and lead the future of construction.

The CEM program has a strong relationship with the construction industry through an advisory board, guest speakers, field trips, student clubs, and assistance to students in finding internships and careers.

___________________

 Mission

• Educate and support students to excel in the construction engineering and management profession
• Empower students with knowledge and skills using latest technology, industry engagement, and interdisciplinary curriculum of engineering, architecture, and business to support, lead and advance industry.
• Advance construction engineering and management education and knowledge using state-of-the-art research and innovative methods that leverage industry partnership, and interdisciplinary research and curriculum to prepare professionals of the future, serve the community, and improve existing processes and technologies.   

CEM graduate degrees

Students interested in construction engineering and management may pursue the  master of science ,  master of engineering ,  online master's degree ,  PhD  or various  graduate-level certificates .

For specific information on the CEM masters degrees, please open the curriculum tab below.

Construction undergraduate degrees

Students interested in construction degrees may pursue a bachelor of science in  construction engineering and management  or in  construction manageme nt . Details for each program can be found on the  civil engineering undergraduate program  pages.

BS in Construction Engineering and Management here  

BS in Construction Management here  

For MEng and MS in Construction Engineering and Management curriculum see below.

CEM Master of Engineering

This degree will have the degree of Master of Engineering (MEng) in Civil Engineering with an expertise in Construction Engineering and Management on the final transcript. The MEng degree at CU Denver is intended for students who have non-engineering undergraduate degrees or students with engineering undergraduate degrees but no interest in research.

The CEM MEng degree requires the three core CEM courses, four CEM electives, and three courses from another related field. Graduate level courses must be completed with a B- or better to receive credit.

Core courses

Students must successfully complete the three required core courses:

• CEMT 5231 - Construction Materials and Methods
• CEMT 5232 - Construction Planning and Control
• CEMT 5233 - Construction Cost Estimating

CEM electives

Students must take four additional program courses from those listed below or other CEMT graduate level courses,

• CEMT 5087 - Engineering Contracts
• CEMT 5234 - Sustainable Construction
• CEMT 5235- Advanced Construction Engineering
• CEMT 5236 - Project Management Systems
• CEMT 5237 - Advanced Project Management
• CEMT 5238 - Integrated Construction Leadership
• CEMT 5240 - Building Information Modeling (BIM)
• CEMT 5242 - Construction Safety

Another related field

Students must take three additional graduate courses from a related field. Typically, students select courses from the CU Denver Business School, College of Architecture and Planning, or other engineering courses. Students typically select an area of interest to focus on, for example sustainable architecture, entrepreneurship, or structural engineering. Students must meet course prerequisites before enrolling. Work with your advisor to select appropriate courses.

CEM Master of Science

This degree will have the degree of Master of Science (MS) in Civil Engineering with an expertise in Construction Engineering and Management on the final transcript. The MS degree at CU Denver is intended for students who have previously earned an undergraduate degree in engineering.

The CEM MS degree requires the four core CEM courses, three CEM electives, and three courses from another related field. Graduate level courses must be completed with a B- or better to receive credit.

Students must successfully complete the four required core courses:

• CEMT 5960 – Master’s Report (3 cr hrs), or Master’s Thesis (6 cr hr)

Students must take three additional program courses from those listed below or other CEMT graduate level courses,

Students must take three additional graduate courses from a related field. Typically, students select courses from CU Denver engineering programs, the Business School, or College of Architecture and Planning. Students typically select an area of interest to focus on, for example structural engineering, sustainable architecture, or entrepreneurship. Students must meet course prerequisites before enrolling. Work with your advisor to select appropriate courses.

Typical CEM Graduate Course Availability

Notes: Extended studies (ES) are online, asynchronous.  Register for them through extended studies.

Graduate course descriptions

CEMT 5231 Construction Materials and Methods  This course presents information regarding the primary materials and methods used to design and construct the majority of buildings in the United States including concrete, wood and steel. Students explore processes related to the specification, ordering and installation of various construction materials, as well as analyze various materials’ performance characteristics.

CEMT 5232 Construction Planning and Controls  This course presents knowledge and techniques used in planning and controlling of construction projects, including basics of construction planning, bar chart, network scheduling, uncertainty in scheduling, limited resources scheduling, resource leveling, line of balance, time-cost trade-off analysis, cash flow analysis, integrated time-cost control and value engineering. Students will work on a project throughout the semester to apply the skills they learn in class.

CEMT 5233 Construction Cost Estimating  This course presents the application of scientific principles to rough and detailed cost estimating; bid document preparation; quantity take off; concepts and statistical measurements of the factors involved in direct costs, overhead costs, cost markups and profits; and computerized estimating. Course participants will gain knowledge about quantity take offs and construction cost estimating through lectures, exercises and group activities. Guest speakers will share firsthand experience regarding current approaches to cost estimating in real-world, professional practice. Students will complete a cost estimate of an actual project.

CEMT 5234 Sustainable Construction  This course serves as an introduction to major components and technologies used in sustainable design and construction to create healthy, environmentally sensitive built environments. Content focuses on construction processes, renewable energy systems, healthy buildings, natural and cultural resources and traditional as well as cutting-edge building strategies.

CEMT 5235/6235 Advanced Construction Engineering  This course includes a high-level overview of Construction Engineering Management including organizations involved, current approaches and industry challenges. The course investigates construction contracts, estimating and managing earthwork, temporary construction and others. This course serves as part of the Integrated Construction, Management and Leadership (ICML) Certificate. NOTE: This course is offered in a condensed 8-week format with an online component.

CEMT 5236 Project Management Systems  This course explores the fundamentals of the International Standard supported by the Project Management institute’s (PMI) Project Management Body of Knowledge. Using a range of case studies and project work, the course prepares students for PMI’s Certified Associate in Project Management (CAPM) or Project Management Professional (PMP) Certification tests.

CEMT 5237/6237 Advanced Topics in Project Management  This course builds on the International Standard in Project Management from PMI’s PMBOK and uses project experience and case studies to build experience and introduce advanced concepts in completing projects. Emphasis is put on sustainability in global projects to create healthy, environmentally sensitive communities. Partnerships with local and global partners add value to the students and the partners.

CEMT 5238/6238 Integrated Construction Leadership  This course is an integrated architecture, engineering and construction (AEC) business course bringing together executives, principals, and managers to current industry topics and provide students an opportunity to apply management and leadership principles from the various fields to case study projects. This course serves as part of the Integrated Construction, Management and Leadership (ICML) Certificate. NOTE: This course is offered in a condensed 8-week format with an online component; the course begins in mid March.

CEMT 5242 Construction Safety  This course is a study of safety practices in the construction industry and the specific safety procedures used in safety management of a construction project. Topics include safety risks inherent in construction projects, the roles of government, the judicial system, the insurance industry, designers and project owners in safety management and the economic impact of injures. Advanced topics include accident causation theory, economic modeling, safety risk quantification and analysis, design for safety and emerging technologies.

CVEN 5240 Building Information Modeling (BIM)  Building information modeling (BIM) software packages are increasingly used in the construction industry by architects, engineers, and clients to collaborate on the design of buildings and planning of construction projects. In this course, students will be introduced to the basics of current best-practices in BIM-enabled processes. Student will learn techniques and capabilities of specific modeling programs such as Revit and Navisworks; as well as gain first-hand knowledge and experience of the power of innovative, integrated BIM-based methods. Students will work on a project throughout the semester to apply the skills that they learn in class.

CEMT 5246/IWKS 4930 Construction, Business and Innovation  This course will provide an introduction to opportunities related to innovation, business and entrepreneurialism in professional building and construction engineering practice. Course participants will gain knowledge about effective creative skills and practices related to design and construction through active learning using state-of-the-art technologies (BIM, 3D printing, extreme engineering etc.).

Graduate program information

The interdisciplinary CU Denver Construction Engineering and Management (CEM) program leverages CU Denver’s accredited schools of engineering, architecture, and business to prepare students for today’s complex construction industry. Programs are designed to enable engineers, construction managers, architects, business majors, and others to advance within a wide variety of construction career paths or to transition into the dynamic, exciting, and high-paying building industry.

The interdisciplinary master of science/master of engineering in construction engineering and management at the University of Colorado Denver prepares the next generation of construction engineers with the requisite set of skills to be effective leaders and managers within this ever-evolving industry.

Graduates of the program are prepared to engage in responsibilities of construction engineers and construction managers, including building and site design, as well as engineering, planning and leading construction schedules, construction quality assurance and control, construction cost estimating and project management.

The program's core focuses on construction planning and controls, cost estimating and materials and methods. Elective courses include sustainable construction, project management, BIM and others. Additional advanced engineering courses are available in transportation, structures, soils, sustainability and more.

Faculty in the Business School provide expertise in leadership, managing for sustainability, entrepreneurship, legal and ethical business issues, data analysis, decision analysis, financial management and quality and process improvement. Faculty in the College of Architecture and Planning add expertise in design, green building technology, sustainable systems, construction documents and managing quality and risks.​

Hiring students and graduates

Hiring students and graduates – for employeers

The CU Denver CEM program has undergraduate and graduate level students and soon to be graduates looking for work experience, formal internships, and careers. The easiest way to find the new employee that you are looking for is to go to the CU Denver Career Center. Set up an account in Handshake and post your opportunities.

The Career Center also offers several career fairs each year. The easiest way to find out when the next one is to Google “CU Denver career fair”.

The CU Denver Experiential Center offers information on structured internships.

The CEM program offers focused career fairs for our Industry Advisory Board (IAB) members. If you are interested in joining our IAB or are on our IAB and want additional information please email Heidi Brothers. [email protected] u.

Work experience and internship

Student information

The CEM program highly encourages all students to gain work experience in the industry. Work experience affords you the opportunity to apply concepts studied in the classroom, explore other aspects of the industry, and gain profession experience. The CEM program provides the CEM career fairs, information on networking, preparing resumes, finding opportunities, and interview prep.

Work experience . Work experience is defined as working in the construction related industry. That can include working for a general contractor, specialty contractor, a design firm, a related supply or technology company, a company providing CM services, or the project management/ construction management part of a government or municipal agency. The work can be during breaks or part time during the school semesters.

Internship . Students working towards a BS degree in CM or CEM are required to complete an internship within the architecture, engineering and construction (AEC) industry. The internship must be at least 3 months (12 weeks, 480 hours of work) of fulltime internship with an AEC industry or government agency. Typically, the internships would occur during the summer months of the junior to senior year.

This internship is worth 1 credit hour and will be listed as CEMT 4939 on your transcript. Internships are to be completed within the last 2 years (or 4 semesters) before graduation.

Additional information:

• CEM Undergraduate Internship Policy
• CEM Graduate Internship Policy
• CEMT 4939 Internship Syllabus
• Steps to set up the summer internship course

Graduate Student Internships.   Students working towards a MS or MEng in CEM may complete a formal internship course(s) within AEC industry.  CVEN 5939 Internship.  1 credit possible per semester with a minimum of 200 hours of work, max of 3 credit hours. International graduate students should check within the International Student & Scholar Services before starting the process . 3 credit hours of CVEN 5939 will reduce the CEM elective or general elective requirements by one course. 

Contact your advisor for additional information.

How to find a job

This webpage is designed to help you land a job, work experience opportunity, internship, and/or career in construction management and related areas. Employers could potentially be general contractors, specialty contractors, design firms, government agencies, and others.

Please start by working with the CU Denver Career Center. https://www.ucdenver.edu/lynxconnect/career-center  

The information available on this webpage includes 3 videos, some example resumes, and other information. Start by watching video 1 and the resume review video. Then look at the example resumes and write, revise, update, etc your resume. Video 2 focuses on networking, finding opportunities and interview prep. Note also the files on LinkedIn and Federal Resumes.

After you have written, revised, updated etc, your resume you may send it to me for additional help. I will also help you with interview preparation. Heidi Brothers - [email protected]

Couple of clarifications for the “How to find a job video 1”.  In this video, I had issues with screen sharing of the resume examples.  So, there is another video that goes over the resume examples. In the video, I talk about internships from the perspective of the required CEMT 4939 for the BS in CEM and CM.  Internships is a broad term that the design/construction industry uses for short, focused introductions to the work and the company.  Typically, they are about 3 months in the summer and some companies have a very structured program.  For example, GE Johnson brings all new interns in about the last week in May for a week or orientation and networking among the interns before being sent to their respective work locations.  In general, all internships are paid. 

Example resumes:

• Undergraduate example resume 1
• Undergraduate example resume 2
• Undergraduate example resume 3
• Graduate example resume 1
• Graduate example resume 2
• Resume Review Video
• Juan Tapia-Alamillo Summer 2021 Internship Video
• How To Find a Job Video 1
• How To Find a Job Video 2

Student clubs

Associated General Contractors Student Chapter

The construction engineering and management program has an active Associated General Contractors student chapter sponsored by the AGC of Colorado chapter. The student chapter has regular meetings, guest speakers from industry, tours construction sites, volunteers with Habitat with Humanity and participates in other activities.

This organization is open to any University of Colorado Denver students interested in construction.

Mission & Goals

The mission of AGC is to provide members a competitive edge through excellence in advocacy, collaboration, leadership, networking, workforce development, and services.

The goal of the student chapter is to support the development of future construction managers by building leadership, ethics, construction knowledge, and industry connections within the student population.

• For more information, contact assistant professor Heidi Brothers​ .​​​​

Construction Management Association of America (CMAA)

The construction engineering and management program has an active Construction Management Association of America (CMAA) student chapter sponsored by the regional CMAA chapter. The student chapter has regular meetings, hosts guest speakers from industry, tours construction sites, volunteers with Habitat with Humanity and participates in other activities.

This organization is open to any University of Colorado Denver students interested in the construction process.

Mission, Vision & Goals

The mission of CMAA is to promote the profession of construction management and the use of qualified construction managers on capital projects and programs. 

The vision of CMAA is that all owners will realize capital project and program success by using professionally qualified construction managers.

The goal of the student chapter is to support the development of future construction managers by building leadership, ethics, construction knowledge, and industry connections within the student population. 

For more information, contact assistant professor  Heidi Brothers ​.

Industry advisory board members

The Construction Engineering and Management (CEM) program is a professional master’s degree program created in partnership with Denver’s construction and engineering community. The CEM Advisory Board includes industry leader that have strong knowledge of industry work force needs and have reinforced the pressing need for a strong pipeline of engineers from CU Denver to become the industry’s future leaders.

CEM ADVISORY BOARD MEMBERS 

Tom Alford , Senior Vice President, Saunders Construction, Inc.  

Ryan Balakas , Vice President of Operations, Saunders Construction, Inc.  

Joe Bedford , Tactical Solutions Team Manager, Adolfson & Peterson Construction   

David Bennetts , Government Relationships Manager, Mile High Flood District

David Burczyk , Construction Robotics Lead, Building Construction Field Systems, Trimble  

Adam Burrington , Director of Business Development , McCarthy  Building Company

Scott Bustos , Business Development Manager, Turner Construction  

Mike Brown , Managing Director , PMA Consultants  

Jay Campbell, Associate Vice Chancellor, University of Colorado Anschutz

Robert Childers , D irector of Virtual Design & Construction, JHL Constructors  

Jeff Clevenger, SVP/National Practice league, Alternative Delivery Services

Cindy Colip, Director of Public Works, City of Aurora  

Dave Conover, Retired

Bryan Cook , Executive Director, AGC Foundation  

Kate Corrigan , Client Solution, JE Dunn  

Michelle Curry, District HRPD Manager, PCL Construction Services, Inc.

Conrad Dawes, Civil Technology, Inc.

Steve Eikanger , President, Flintco  

Dave Espinoza, M.A. Mortenson Company

David Frazier, Project Superintendent, CDM Constructors Inc.

Cheri Gerou, Owner, Gerou & Associates Civic Architecture

Greg Gidez , Director of Design Services , Hensel Phelps  

Kristi Graham Gitkind ,   Chief Human Resources Officer, Colorado Department of Transportation  

Richard Hepworth,

Norm Holden , Vice President/Territorial General Manager, Baker Concrete  

Kevin Mahoney , Director of Special Projects, GH Phipps Construction Companies  

William McConnell, Chief Executive Officer, VERTEX  

Jonathan McDonald , Construction Executive, GE Johnson  

Gary Meggison, Project Management, Rocky Mountain Mechanical Contractors Association

Jade Mercer, Project Executive, Swinerton Builders

Marsha Nelson , Chief Equity Officer, Colorado Department of Transportation  

Rico Nelson , CEO, Civil Technology, Inc.

Lance Olsen, Olsen and Olsen

Justin Peterson , Vice President Operations, McCarthy  Building Company

Charles Rountree , Vertical Integration Project Manager, City and County of Denver  

Jeff Scherlis, Project Coordinator, Triunity Engineering and Management

Danielle Smith , Central Region Director, Triunity Inc.  

Kristin Smith, Executive Liaison, Howell Construction

Zachery Tiggelaar , Account Executive, Olson & Olson  

Adam Trumbour, Managing Director, NV5

John Tryba, Leader, WSP USA

Del Walker, Vice President, Kiewit Development Company

Darcy Wojciechowski, FCI Constructors, Inc.

YOUNG ALUM, ADVISORY BOARD MEMBER  

Paola Figueroa Bergeman , BIM VDC Engineer, Baker Concrete Construction Ind.

Juan Tapia-Alamillo, Office Engineer, Hensel Phelps

FOUNDING CEM ADVISORY BOARD MEMBERS  

Dave Bennetts , Senior Project Engineering, Urban Drainage and Flood Control  

Dave Conover , Retired

Carlos A. deMoraes , Retired  

David Frazier , Retired  

Richard Hepworth , Retired

Jeffrey Kullman , Senior Vice President and Regional Director Mountain Region, Michael Baker International  

Gary Meggison , Advisor, Commercial Construction Advisory  

Keith Platte , Retired

Ongoing and emerging research

• Optimal building operation and renovation within limited upgrade budgets
• State-of-the-art techniques to optimize construction cost, duration, quality, safety, and sustainability
• Sustainability of existing and new buildings
• Optimization of commuting needs for businesses
• Repair, evaluation, maintenance, and rehabilitation of civil infrastructure such as dams, buildings, bridges, and street and street subsystems
• Use of building information modeling (BIM) to aid in creating optimal design, construction, and operation of buildings
• Promotion of sustainability and social quality of life in buildings
• Theories, methods, and tools for multidisciplinary systems thinking in high-performance building
• Construction worker health and productivity
• Construction innovation and enterprise

Faculty and staff

Associated programs.

Bachelor of science in construction engineering and management

Bachelor of science in construction management

Construction management minor

Master of science

Master of engineering

Online master's program

PhD in engineering and applied science

Construction project management certificate

Associated schools and colleges

College of Architecture and Planning, University of Colorado Denver

Business School, University of Colorado Denver

Caroline Clevenger, PhD

Professor, director of construction engineering and management programs, civil engineering.

Phone: 303-315-7567

Email: [email protected]

Moatassem Abdallah, PhD

Associate professor.

Phone: 303-315-7566

Email: [email protected]

Heidi Brothers, PhD

Assistant professor.

Phone:  719-640-1212

Email: [email protected]

Bob Kois, MBA

Email:   [email protected]

Bing Han, PhD

Email:   [email protected]

Liv Lindenberg, program manager

Program manager.

Phone : 303-315-7160

North Classroom

1200 Larimer Street

Denver, CO 80204

303-315-7170

• Scholarships
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Construction Project Management Tips And Best Practices

Published: Aug 28, 2024, 8:40am

Table of Contents

What is construction project management, why is project management important for construction, challenges in construction project management, 9 tips and best practices for construction project management, bottom line, frequently asked questions (faqs).

Whether it’s a single dwelling or a shopping complex, every construction project has multiple moving parts. Using construction project management can elevate the quality, efficiency and profitability of the projects through effective planning, execution and supervision.

These essential best practices can help guide your approach to managing construction projects successfully. From foundational principles to advanced strategies, our tips will enhance your skills and equip you with the knowledge to tackle challenges head-on, ensuring your projects meet and exceed expectations.

Construction project management is the disciplined approach to managing construction projects, encompassing a wide range of functions from inception to completion. It involves detailed planning, coordination, budget management, vendor management and problem-solving to ensure projects are completed on time, within budget and to the required quality standards.

Construction project management is a specialized form of project management that addresses the unique challenges of construction projects, including design complexities, regulatory compliance, material procurement, labor management and delivery management. By applying effective project management principles, construction managers can streamline processes, avoid common pitfalls and achieve their project objectives efficiently.

Key Stakeholders in Construction Projects

Here is a list of common roles and responsibilities in construction project management.

• Project Owner: The individual or entity that finances the project is the project owner. They have a vested interest in its successful completion within the agreed-upon budget and timeframe.
• Project Manager: This role oversees the project’s planning, execution, monitoring and closure. They are the link between the project’s operational team and the project owner.
• Architects and Design Engineers: These professionals are tasked with designing the project, ensuring the designs meet the owner’s requirements and complying with local regulations.
• Contractors and Subcontractors: Contractors manage the actual construction work, and subcontractors specialize in specific areas, such as electrical, plumbing or roofing.
• Suppliers: They provide the materials and equipment necessary for the construction project. Their timely delivery is crucial for project schedules.
• Local Government and Regulatory Bodies: These stakeholders ensure the project complies with all local, state and federal regulations, issuing necessary permits and conducting inspections.
• Community: The local community can be a stakeholder, especially if the construction project impacts local traffic, environment or economy.
• Financial Institutions: If the project is financed through loans, banks or other financial institutions, they become stakeholders. They are interested in the project’s timely completion and financial success.
• Legal Advisors: They provide counsel regarding contracts, regulations and potential disputes among stakeholders.
• Labor Unions: If the construction workforce is unionized, labor unions play a role in negotiations concerning wages, working conditions and labor practices.

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Effective project management is crucial for maintaining profitability, enhancing reputation and ensuring the long-term success of any business. It is especially critical for construction businesses because they have many teams and stakeholders involved in a given project.

Project management for construction projects provides a structured framework to enable teams to work more cohesively and effectively on projects of any size or complexity. Good project management ensures that projects are delivered on time and within budget while also meeting or exceeding industry standards and customer expectations. It minimizes risks, optimizes resource allocation and improves communication among stakeholders, thereby reducing the likelihood of project failures, delays and cost overruns.

Construction project management has challenges that can hinder project progress and affect overall success. Understanding these hurdles is critical for taking a proactive approach to problem-solving and adapting to changing conditions and requirements of construction management .

• Project Delays: Construction projects often face delays due to various factors such as weather conditions, unforeseen site issues, delays in material supply or labor shortages.
• Budget Overruns: Staying within the project budget is a significant challenge, with unexpected expenses often arising from changes in project scope, increased material costs or design modifications.
• Quality Control: Maintaining high standards of quality throughout the construction process is crucial. Issues related to workmanship, materials or noncompliance with specifications can lead to rework and affect the project timeline and budget.
• Safety Concerns: Construction sites are fraught with safety risks. Ensuring the safety of workers and compliance with occupational health and safety regulations is paramount.
• Communication Breakdowns: Effective communication among all stakeholders, including clients, contractors and team members, is key to the smooth execution of construction projects. Miscommunication can lead to errors, delays and dissatisfaction.
• Regulatory and Legal Issues: Navigating the complex landscape of regulatory compliance and legal requirements is another challenge. Staying informed about local, state and federal regulations and obtaining all necessary permits in advance is necessary for successful project completion.
• Technological Integration: While technology can significantly improve efficiency and productivity in construction project management, integrating new tools and systems can be challenging.
• Environmental Concerns: Environmental sustainability, which covers aspects such as waste management, pollution control and resource conservation, is becoming increasingly important in construction.
• Stakeholder Expectations: Balancing the expectations of various stakeholders, including clients, investors and community members, can be challenging.

Here are some tips to help you navigate the challenges posed by construction projects.

1. Establish Clear Objectives and Scope

Defining clear objectives and a detailed project scope at the outset is crucial. This ensures that all team members understand the goals, deliverables and limitations of the project. A well-defined scope helps prevent scope creep, which can lead to project delays and budget overruns.

2. Implement Robust Planning and Scheduling

Effective planning and scheduling are key to a construction project’s success. Use tools such as Gantt charts or project management software to outline each phase of the project, from pre-construction to completion. Detailed schedules help track progress, manage timelines and allocate resources efficiently.

3. Embrace Technology and Software Solutions

Leveraging technology can significantly enhance project management efficiency. Construction management software offers tools for scheduling, budgeting, communication and documentation. Implementing the right technology streamlines processes, facilitates better communication and offers real-time insights into project progress.

4. Effective Resource Allocation

Optimal resource allocation, including labor, materials and equipment, is essential. Plan your resource use meticulously to avoid shortages or excesses that can lead to delays or increased costs. Regularly reviewing resource allocation throughout the project can help you make necessary adjustments promptly.

5. Ensure Strong Communication Channels

Maintaining open and effective communication channels among all stakeholders, including contractors, subcontractors, clients and team members, is vital. Clear communication prevents misunderstandings and ensures everyone is aligned with the project objectives and progress.

6. Risk Management and Mitigation

Identify potential risks early in the project and develop strategies to mitigate them. Risks might include safety hazards, supply chain issues or regulatory changes. Effective risk management involves continuous monitoring and being prepared to implement contingency plans as necessary.

7. Focus on Quality Control

Quality control is nonnegotiable in construction project management. Implement regular inspections and quality assurance procedures to ensure that all aspects of the project meet or exceed the required standards. Quality control affects not only the durability and safety of the construction but also the project’s overall success and client satisfaction.

8. Legal and Regulatory Compliance

Stay informed about and comply with all relevant laws, regulations and building codes. Noncompliance can result in legal penalties, project delays and additional costs. Understanding and adhering to legal requirements is crucial for smooth project execution.

9. Continuous Learning and Improvement

The construction industry is constantly evolving, with new techniques, materials and technologies emerging. Embrace a culture of continuous learning and improvement within your team. Encourage feedback, learn from each project and apply these lessons to enhance future project outcomes.

Clear objectives, robust planning and the right tools and technologies are essential for successfully managing any construction project. It is also important to optimize resource allocation, establish strong communication protocols and focus on quality control to navigate the complexities of construction projects. Adhering to legal requirements and meeting sustainability norms is vital for long-term success.

What are the four types of management in construction?

The four types of management are project management, cost management, time management and quality management. Project management oversees the planning, execution and completion of the project, ensuring it meets specified goals. Cost management involves budget planning, cost control and financial tracking to keep the project within the allocated budget. Time management focuses on schedule planning and tracking to ensure the project is completed on time. Quality management ensures that the construction meets or exceeds the required standards and specifications through quality planning, assurance and control.

What are the steps in construction project management?

The steps in construction project management are initiation, planning, execution, monitoring and controlling, and closing. Initiation involves defining the project at a broad level and obtaining necessary approvals. Planning encompasses detailing the project scope, schedule, budget and resources and identifying potential risks. In the execution phase, the project plan is put into action and the construction work begins. Monitoring and controlling involves tracking the project’s progress against the plan and making adjustments as necessary. Closing includes finalizing all activities, ensuring all contractual obligations are fulfilled and delivering and formally closing the project.

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RIT offers new master’s degrees in chemical engineering, biomedical engineering, and project management

Courses designed to give credit for prior related education and allows remote learning.

Scott Hamilton/RIT Photography

RIT has added three new master’s degrees to its portfolio: chemical engineering, biomedical engineering, and project management. Students pursuing graduate degrees are able to combine advanced coursework with hands-on opportunities in laboratories alongside faculty-researchers.

RIT is offering three new master’s degrees designed to meet industry needs.

Chemical engineering and biomedical engineering programs in the Kate Gleason College of Engineering will include new master’s degrees as part of the engineering portfolio this year to meet demands in increasing renewable energies, personalized healthcare technologies, and diagnostic system improvements.

National trends indicate a growing need for graduates with the combined skills in engineering and in the chemical and biological sciences, engineering processes, and ‘smart’ technologies.

The graduate programs will have a mix of students from the established undergraduate programs, as well as new-to-RIT students from regional, national, and international chemical engineering programs seeking advanced degrees. With the flexibility of the degree program, the department also is seeing interest and enrollments from students from other science disciplines such as physics , said Patricia Taboada-Serrano , Graduate Programs Director.

“This will be achieved through a bridge program designed to provide the appropriate engineering background required for successful completion of an advanced degree in chemical engineering,” she said.

A dozen students have been accepted for the new program and will begin chemical engineering courses this fall. There are also eight BS/MS students enrolled in the program who are completing undergraduate work.

There will be several emphasis areas: chemical and mechanical engineering applications; microelectronic focus on semiconductors, photovoltaics, microfabrication; microsystems and quantum level systems; materials science; and advanced mathematics and simulation.

“The strength of our program is the design of its curriculum, as we are able to provide depth in content and advanced skills in one year of studies in the case of full-time students,” said Taboada-Serrano, associate professor of chemical engineering. “The timeline of the completion of the graduate degree enables our MS graduates to rejoin the workforce quickly if they delayed or interrupted careers to obtain a graduate degree. The compactness of our curriculum also enables working professionals to pursue our MS degree and complete it in two to three years.”

Similar to chemical engineering, the biomedical engineering program has grown substantially since it began 10 years ago. Today, 15 students in biomedical engineering (BME) are being integrated into graduate study through the BS/MS options. There are five new students in the stand alone master's program . It is a one-year, course-based program that features a Capstone design sequence.

Biomedical engineers combine knowledge of engineering with biology, anatomy, and physiology to create devices and systems to address the need for sophisticated diagnostic and therapeutic equipment and solutions.

In addition to the advanced engineering degrees, 10 RIT students this semester are the first to enroll in classes for a project management master’s degree .

The 30-credit degree is approved for both in-person and online delivery.

Project management is a process for managing the successful execution of new initiatives within an organization for the sake of expanding the breadth of capabilities, services, and products offered.

“You can use this discipline in almost any field,” said Peter Boyd , senior lecturer and graduate programs director for RIT’s School of Individualized Study , which is overseeing the program. “It’s akin to software engineering in that you could work in numerous industries, from IT to construction to aviation or health care.”

“Project management is a growing discipline. There’s a growing demand in a wide range of industries,” Boyd said.

A  RITx MicroMasters in Project Management, offered by SOIS on the edX.org platform, is an additional pathway into the program that allows students to earn RIT course credit at a reduced cost, that can be applied toward the requirements for the MS in project management. 

RIT’s master’s degree in project management differs from others across the country because he said RIT developed a curriculum “that is responsive to a wide range of student academic and professional needs, employs non-traditional teaching models that place a greater emphasis on project-based learning, and similar active learning experiences.” RIT’s degree also promotes strong student/faculty mentor-mentee relationships and brings project management to industries that would benefit from it but have otherwise not traditionally embraced the discipline.

The degree program allows students to customize their courses for their degrees, providing a natural path of interdisciplinary study. This allows students the ability to better specialize to their specific interests, giving them a competitive edge in their field of interest and making them more valuable to an employer.

Of the 10 courses required to earn the MS degree, four are elective, so students may use advanced certificates or other courses already offered at RIT. The remaining six classes focus on the core topics of the project management discipline and align with the standards set by the Project Management Institute, the governing body for the field.  

One of those students is Dana Harp, who is taking the classes online from her home in Lewes, Del. She does clinical research remotely for Pfizer.

She received her edX project management MicroMasters in 2020 and transferred those credits toward a project management advanced certificate with RIT in 2021. She took a couple of years off from education and was pleasantly surprised when she learned RIT now offers a master’s in project management.

“I was always interested in getting my master’s degree,” Harp said. “My company has a great program to reimburse for education, so I have the opportunity to continue learning without having to pay for it all myself. And it will definitely open up more opportunities for promotion by having that degree. It will give me a leg up for the trajectory I want to be on. This is going to help me moving forward.”

Harp hopes to receive her master’s degree in the spring or next fall, and she’s excited to be one of the first students receiving the RIT degree.

“I’m lucky all of my earlier classes transferred over, and it’s really cool to see that some of the professors I’ve had in previous classes are teaching in this program as well,” she said. “I think it’s going to be really fun.”

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Quad Cities Manufacturing Institute Launched to Serve Defense, Manufacturing Sectors

Posted Aug 28, 2024

The Quad Cities Manufacturing Institute builds on Iowa State’s existing advanced materials and manufacturing research efforts in the Quad Cities area, including projects to develop new additive construction techniques. Photo by Ryan Riley/College of Engineering.

The Quad Cities Manufacturing Institute (QCMI) launched Friday, August 23, 2024, as a catalyst for the defense and manufacturing sectors across the Midwest. QCMI is a partnership between Western Illinois University , the  University of Illinois System  and Iowa State University that will focus on research and development, and workforce development in advanced manufacturing and materials.

“Iowa State University is proud to be part of this groundbreaking partnership to establish the Quad Cities Manufacturing Institute,” said Iowa State University President Wendy Wintersteen. “This initiative will bring to bear our strengths as a land-grant university – fostering collaboration, conducting advanced research and developing innovations that support the local workforce and drive economic growth.”

QCMI aims to foster collaboration between the  U.S. Army Rock Island Arsenal , businesses in the Quad Cities region, the participating universities and community colleges. The new entity will add a facility on WIU’s riverfront campus in Moline to its space at the Rock Island Arsenal.

“The University of Illinois System drives economic opportunity throughout the state by engaging in partnerships with the private sector and like-minded institutions of higher education,” system President Tim Killeen said. “The Quad Cities Manufacturing Institute is a powerful example, working with our partners from Western Illinois University and Iowa State University to seize a significant opportunity and leveraging our expertise to help deliver results that build a better future for all of us.”

The institute will focus on cutting-edge research and development in advanced and additive manufacturing and materials. QCMI will work closely with defense and industry partners to transition breakthroughs into the public realm, while also training and nurturing a skilled workforce.

“The launch of the Quad Cities Manufacturing Institute marks a pivotal moment in Western Illinois University’s commitment to innovation and workforce development,” WIU Interim President Kristi Mindrup said. “This collaboration between educational institutions and industry will drive technological advancements and nurture a highly skilled workforce for the Quad Cities region and beyond.”

QCMI’s work supports the  Department of Defense  and defense readiness by contributing to defense-related technologies and workforce development. The institute also works closely with private-sector partners and community organizations to create a dynamic regional innovation ecosystem.

An example of the work at the Quad Cities Manufacturing Institute is materials research for the defense department. Researchers led by William P. King, the Ralph A. Andersen Endowed Chair in the  Grainger College of Engineering  at the  University of Illinois Urbana-Champaign , and Peter Collins, the Stanley Chair in Interdisciplinary  Engineering  at Iowa State, are developing new materials to protect military troops, equipment and facilities. The materials are stronger and lighter than conventional materials while providing more protection.

The researchers are developing new technologies to design these materials and manufacture them at scale. In the future, such materials could be manufactured at the Rock Island Arsenal or by businesses in the local community for use in defense and non-defense applications. University researchers will work with the institute’s existing network of schools and industries to advance the state of the art in manufacturing and materials while helping to maintain and develop a world-class workforce.

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New substation Vorsha to provide electricity to a large factory in Vladimir Oblast

Russia, Vladimir Oblast: IDGC of Center and Volga Region (Rosseti) continues construction of a new 110/10/10 kV substation Vorsha which will supply a large factory for the production of buses and special vehicles Volgabas.

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The estimated cost of the project is RUB 297 million ($8 million). Two 40 MVA power transformers, gas-insulated circuit breakers and 110 kV will be installed in the second and third phases of the construction.

Currently, the foundation for the housing and fence around the substation area are being built. The operation is expected to start mid-2015.

Source: Rus Cable

#power transformers #power transformers #substation construction #Vladimir new power transformer #Vladimir Oblast new substation #Volgabas

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