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73 <br />able to turn the project around and bring it in well under <br />budget.121 <br />Thomas states that a CM is a surrogate owner. He points <br />out that it is not an easy job when you are acting on behalf <br />of someone else's interests. It becomes even more difficult <br />when those interests are unclear.122 Therefore, it is <br />critical that we, as owners, understand our own needs and <br />expectations before engaging the services of a construction <br />manager. It is also imperative that the relationship be- <br />tween parties is clearly understood in order that people may <br />function at maximum capacity. <br />2. Geographic limitations may make the use of construc- <br />tion management impractical. In some areas of the country, <br />qualified construction managers may not be readily <br />available. While firms can obviously be imported to assist <br />with a project, an appropriate dollar volume will be neces- <br />sary in order to make this venture worthwhile. <br />Another concern in this regard is that a construction <br />manager who is not familiar with a geographic area will not <br />possess the necessary knowledge to make proper decisions <br />regarding bid packaging. This is due to a lack of under- <br />121 Susan J. Zeloznicki, "Construction Management <br />Works for Municipal Projects," Public Works, October <br />1986, 58 -59. <br />122 Thomsen, "Construction Management: What's <br />Happened To It ?" op. cit., 41. <br />22 <br />