Mission, Vision, and Values


The mission of the school of Construction Management Technology is to accomplish the following:

  • Provide the educational opportunities that prepare students to become professional constructors/managers of the construction process
  • Engage in scholarly activities that keep the school at the state-of-the-art of application
  • Provide service and outreach activities to the construction profession


The vision of Construction Management Technology is to be a world class source of construction managers, concepts, and technologies through learning, engagement and discovery partnerships with business and industry.

The School of Construction Management Technology at Purdue University will be a preeminent world-class program in applied construction. As a world leader, the School of Construction Management Technology will be recognized for its excellence by:

  • Creating and delivering degree programs in applied construction through learning, discovery, and engagement that draw worldwide attention to their outcomes;
  • Designing programs for learners of exceptionally high intellectual and creative accomplishment;
  • Forging effective interdisciplinary and collaborative partnerships in the university community that create models for such endeavors;
  • Partnering with public and private enterprise in the state, nation and abroad as a model for serving common objectives; and
  • Recruiting, enhancing, and retaining a world-renowned faculty and staff.

Strategic Plan


The School of Construction Management Technology has its origins as a program that focuses on teaching construction technology. Early instructors, such as Dorsey Moss became well known as national leaders by promoting the scholarship of construction through the Associated Colleges of Construction and the Associated General Contractors.

As Bachelor of Science (B.S.) degree programs in construction began to be offered throughout the nation during the 1960's and 70's, a parallel need was established at Purdue University for the role of a College of Technology to address the on-going practical needs of area and regional construction technology programs. When the Purdue University College of Technology moved into Knoy Hall in the early 1980's, the Construction faculty was able to utilize new laboratories in surveying, estimating, project management, materials, and construction methods to better accommodate continued curriculum development in construction management.

Following the evolution of applied Building Construction Management, the Department expanded its mission to prepare highly skilled, and sought after, graduates with the capacity to apply their problem solving skills across a growing and diverse number construction specializations. To reflect this expanded mission, the department changed its name to the Department of Building Construction Management (BCM). BCM graduates are now employed in the construction industry throughout the world. The BCM Department continues to emphasize undergraduate education while offering an industry supported graduate program.

Purdue's reputation as a premiere institution in engineering, science, and technology, is well established both nationally and internationally. In a complimentary fashion, the Department of Building Construction Management is also establishing a respected reputation through the multidisciplinary application of construction. Contemporary BCM faculty members continue to be recognized as scholars, experts, and leaders in the evolution and dissemination of applied construction. As a result, the Department has been able to attract and recruit diverse, talented and professionally motivated faculty from around the country to expand its mission in becoming a pre-eminent program in preparing practitioners of applied construction.

The mission of Construction Management at Purdue University provides academic and applied educational opportunities designed to advance the profession of construction management.

The mission of the School of Construction Management Technology at Purdue University is to prepare practitioners, managers, and leaders in the field of applied construction through learning, discovery, and engagement.


The school of Construction Management Technology of the Purdue Polytechnic Institute has three primary goals that guide its work in learning, engagement, and discovery. Each of the three primary goals is detailed by a series of sub-goals that further define the scope of the desired achievement. Strategies are then used to communicate how the school seeks to achieve the goals and sub-goals. Some strategies are overarching, i.e., they will contribute to accomplishment in all three areas of achievement and some are specific to a single goal or sub-goal. Key overarching strategies are identified with the goal-specific strategies followed by the goals and sub-goals. Corresponding to each set of strategies, key metrics are identified to assess progress towards the goals and/or sub-goals. Appropriate targets/values for the metrics will be specified separately after initial measurements are made. These targets may also be adjusted over time based on progress achieved.


The following are core values held by the faculty and staff of the School of Construction Management Technology:

  • Providing exceptional quality technology and management - intensive education that meets the high academic standards of Purdue University as well as the specific needs of the nation's workforce.
  • Actively engaging in applied research and development projects with government, business, and industry.
  • Taking existing and cutting edge technologies and applying them to the solution of problems.
  • Exploring and discovering new applications of existing and emerging technologies in a scholarly manner.
  • Providing students with exceptional quality, unique experiences, and highly interactive (student-to-professor) technology-intensive education.
  • Undertaking engagement and development projects that help to grow the economy of Indiana and provide avenues for applied research projects.
  • Becoming recognized nationally and internationally as a leading institution in the field of applied construction.
  • Integrating real-world problems and solutions within course projects.
  • Working with industry to integrate cutting edge technologies into the solution of problems.
  • Collaborating with other institutions of higher learning on applied research and educational projects.
  • Collaborating with colleagues, both within the Purdue Polytechnic Institute and across the University, as equal partners in ways that capitalize on each other's unique strengths.
  • Integrating graduate and undergraduate students within applied research projects.
  • Providing students with learning-centered experiences that prepare them to be innovative.
  • Engaging with the community, business, and industry partners served by the school.
  • Providing an educational environment characterized by equal access, inclusiveness, and cultural diversity.
  • Proactively updating the school curricula to meet the needs of student, Indiana, and the nation.


For planning purposes, Peer Programs were selected from universities having a College or College of Technology, granting the doctoral degree and having a Construction related baccalaureate degree programs accreditation by the National Association of Industrial Technology. The Peer Programs are:


Five strategic priorities have been identified for the School of Construction Management Technology based on the College of Technology Strategic Plan (2003-07). The priorities are as follows:

  • Recruit and retain outstanding faculty and staff to support Construction Management Technology learning, discovery, and engagement.
  • Continue to develop effective and relevant undergraduate curricula to prepare graduates for initial and career-long success in areas of industry need that enables learners to acquire core competencies in critical thinking, global communication skills, information literacy, visual information technology, business practices, and research methods.
  • Maintain and expand a program to enhance SCMT faculty performance in learning, discovery, and engagement.
  • Maintain and expand a program for alumni and SCMT patron development.
  • Maintain and expand Construction Management Technology Graduate Education.


  • Priority 1 Recruit and retain outstanding faculty and staff to support Construction Management Technology learning, discovery, and engagement.
  • Goal 1.1 Recruit and retain highly qualified Construction Management Technology faculty and staff through competitive salaries and benefits.
  • Metric 1.1: Benchmark comparison of salary and compensation with peer institutions or schools.
  • Baseline 1.1a Average SCMT Tenure Track Salary by Rank- Year
  • Goal 1.2 Attain a faculty and staff representative of the diversity of our society.
  • Metric 1.2: Diversity statistics of faculty and staff compared to the Indiana population.
  • Baseline 1.2: Approach the college and Purdue University percentages for Ethnicity/Gender.
  • Goal 1.3 Enhance learning, discovery, and engagement by increasing the number of SCMT faculty members
  • Metric 1.3: Number of SCMT faculty members.
  • Priority 2 Continue to develop effective and relevant undergraduate curricula to prepare graduates for initial and career-long success in areas of industry need
  • Goal 2.1 Maintain accreditation for the BS degree program in Construction Management.
  • Metric 2.1.1 Satisfactory completion of ACCE re-accreditation process.
  • Goal 2.2 Develop a strategic initiative in Health Care Construction Management and Demolition and rehabilitation Construction Management
  • Metric Hire a faculty member in each of these areas by 2007
  • Priority 3 Scholarship and applied research
  • Goal 3.1 Maintain and expand a program to enhance BCM faculty performance in learning, engagement, and discovery.
  • Metrics 3.1a Number of publication, presentations, textbooks, etc. to disseminate results of learning, engagement, and discovery
  • 3.1b Dollar amount of sponsored projects
  • Priority 4 - Fund raising and alumni development
  • Goal 4.1 Increase SCMT's fiscal resources

    • Metrics 4.1a Total giving to the dept. cash and gifts in kind
    • 4.1b Endowments for professorships
    • 4.1c Number and amount of endowments for scholarships
    • 4.1d Number of $500 donors to the school
  • Goal 4.2 Increase gifting by enhancing alumni relations

    • Metric 4.2 Participation rate of alumni giving
    • Priority 5 Develop a graduate program
  • Goal 5.1 Develop a masters degree program that reflect faculty member's area of expertise

    • Metric 5.1 Number of specialty areas offered to graduate students