Construction Program Management and Inspection Guide

5. Summary
▼ Construction program management includes
stewardship, oversight, leadership and technical support,
and promotion of continuous quality improvement and
new technologies.
▼ Construction program oversight has evolved from a
project-specific to program-level emphasis. In the
process, a variety of inspection techniques have been
developed and should be considered for use under
appropriate circumstances. While overall program
guidance is provided in regulations and by FHWA’s
headquarters, division administrators have been given
flexibility to manage their programs. Along with this
delegation of authority comes responsibility and
accountability. Much of this has been passed along to
the individual division construction program manager
(district engineer or equivalent staff position).
▼ Public agency oversight requires accountability that
should be documented. The division should maintain a
record of significant findings, recommendations, and
their resolution. This is typically a portion of the
division office’s stewardship procedures.
▼ In addition to inspecting construction projects for
acceptance purposes, inspections are required to obtain
up-to-date information on problems and changes; to
evaluate the work and the State’s project management;
to provide technical assistance and promote programs;
to gather information for special reports; and to
maintain rapport with STA project personnel.
▼ The reporting of construction inspection activities is
necessary to document FHWA’s efforts to carry out its
assigned responsibilities to convey information about
projects to appropriate parties within FHWA and the
STA in accordance with Federal law and regulations.
▼ Inspection activities included in the division office’s
construction management program should be planned
and scheduled using an appropriate combination of
inspection techniques, in keeping with directives and
guidelines that have been established, and in
consideration of individual State characteristics and
conditions.
Summary
CONSTRUCTION PROGRAM MANAGEMENT AND INSPECTION GUIDE (5/01/04)
▼ All inspections should have a review objective and a
review plan, the form and comprehensiveness of which
will vary with the type and detail of the review. Review
guidelines and preliminary review activities will also
contribute to a successful inspection.
▼ The list of possible items to be covered on an
inspection is extensive. Possible items for inspection
coverage and a list of work items for the reviewer’s
consideration are listed in the text and in the sidebar on
page 4–2.
▼ Supportable facts, observations, opinions, hearsay,
conclusions, and recommendations are all of value in
construction inspection reports, but the inspecting
engineer should be specific in identifying each.
Unsupported hearsay should be avoided.
▼ The use of specific inspection report forms has been
suggested for ease of report identification (see Appendix
G). Following a reasonable consistent format for report
writing helps to make the report orderly and easy to
follow.
▼ An effort should be made to make reports reasonably
self-sufficient without making them overly bulky. The
inclusion of photographs and sketches can frequently be
of value. Suggestions for writing quality reports are
included in the text and in Appendix F.
▼ Division offices should route reports to appropriate
parties internally and externally to ensure that they are
informed of significant construction program activities.
▼ Engineers making findings and recommendations on
construction projects have the responsibility to prepare
a timely report.
▼ Technology transfer and quality assurance program
activities are important integral elements of the total
construction inspection program.
The key to a successful construction management program is
the acceptance of responsibility and accountability by the
field engineer and support from FHWA management.
5–1