Construction management got learned on hotel renovations. On site, hotel after hotel, not from a book. From the building.
A renovation is a harsh teacher. The building already exists, so it argues back. Every wall opened is a discovery, every discovery moves a schedule, and every schedule moves money. There's no clean sheet, no ideal sequence. Just the daily work of coordinating trades around problems nobody drew.
That kind of schooling transfers. Hotels led to homes, homes led to ground-up, and the management muscle was the same one: sequence the trades, protect the schedule, keep the information moving faster than the problems. Ground-up construction actually felt simpler after renovations. When you've managed work inside a building that fights you, a bare site is a courtesy.
What the book versions miss is that construction management is mostly the management of surprises. The plan is real, the schedule is real, but the job is what happens when they meet the building. Judgment about surprises can't be transferred in writing; it accumulates one problem at a time, in person, on site.
Which is why "experience" on paper means less than which chair it was earned in, and why the operation trusts what it learned standing in hallways more than anything it ever read.