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85 <br />qualified and possess unquestionable integrity.140 <br />Who makes a better construction manager is another issue <br />to be considered in evaluating firms. The choice is between <br />those who possess field experience versus those who possess <br />technical /administrative know -how. Field experience is <br />usually possessed by people or firms who have served in the <br />capacity of general contractors. <br />Foxhall identifies two cautions when considering GC's as <br />CM's. The first is that many GC's do not have cost exper- <br />tise due to their heavy reliance on subcontractors for <br />pricing. The second concern is that the array of services <br />implicit in construction management and a professional orien- <br />tation of those services to the client are simply not a part <br />of the general contractor's inherent resources.141 <br />Thomsen states that GC's are typically best during <br />construction, but they can be weak during the design phase <br />of a CM project. Design professionals were good during <br />design due to their conceptual estimating and other comput- <br />er -based management systems, but can be short on field <br />experience.142 To resolve this issue, track records of <br />the firms under consideration will be the best gauge of <br />140 <br />141 <br />142 <br />Happened <br />Barrie and Paulson, op. cit., 49. <br />Foxhall, op. cit., 26. <br />Thomsen, "Construction Management: What's <br />To It ?" op. cit., 39. <br />34 <br />