the project owner and immediate neighbors. For instance, utility companies
must be consulted to mitigate service disruptions, and leaders of construction
projects to follow must receive regular updates. Keeping all stakeholders on
the same page requires e;ective communication, such as sharing daily status
reports with the site manager so he or she can immediately escalate any issue
that could lead to project delays.
To facilitate collaboration on demolition projects, Tony Marchese, PMP,
project development director, M+W Group, Atlanta, Georgia, USA, brings
together key pre-construction and construction team members with the design
sta; as early as possible. Depending on the size of the project, they hold at
least three execution strategy sessions with major stakeholders—including the
sponsor, demolition team, design team and construction team—to coordinate
resources and review mitigation tactics to address any concerns that arise. ;e
project manager works with the owner to hold stakeholders and the project
team accountable for all tasks.
A project to build a 2,500-seat stadium in Eugene, Oregon, USA required the
owner, Eugene Civic Alliance, to choose a demolition team to clear abandoned
buildings on the site. Communication skills were a top priority in the selection
process, says Carole Knapel, project manager and principal of Knapel & Associates in Eugene. Among other things, the demolition contractor had to be able to
engage the owner on decisions about cost estimation, materials and work schedule—and be ready to communicate changes as issues arose, Ms. Knapel says.
;e weekly meetings with the general contractor, demolition subcontractor
and owner representatives turned out to be critical to success when the project scope changed. Plans to build the stadium around an existing grandstand
shifted when the grandstand burned down in 2015. ;e demolition team quickly
changed its focus to demolishing the grandstand’s remains and cleaning up the
site. A new design was created in February 2016, and the project is set to complete in the third quarter of 2018. ;e demolition team’s fast action and communication skills kept the project on schedule, Ms. Knapel says.
“We have been able to schedule demolition of the structures without impacting the schedule for construction of the new facility.”
Demolition project managers must anticipate known and unknown risks—and
the sooner the better. Proactive risk management is necessary to prevent prob-
A project manager’s responsibilities don’t end when the demolition
action is over. Here are three steps
project teams must take before
the post-demolition site inspection
and handoff to facilitate an effective transition to the construction
Review requirements. Field
inspections help ensure that scope
is completed, including removal
of hazardous materials. Also check
that all contracts and documentation for the demolition phase have
been completed and satisfied.
Share the knowledge.
Transferring demolition documentation—
such as how hazardous materials
were removed or how demolished
materials were recycled—will help
the construction team mitigate
risks, including removing any
containments discovered on future
Keep risk front of mind. Take
steps to maintain the integrity
of the demolition team’s work.
For instance, use a fence or other
agreed-upon mechanism to protect
the site against damage, vandalism
or unauthorized use.
An overnight bridge demolition
in Cambridge, Ontario, Canada
closed roads for just 9. 5 hours.