Copyright2015byMarkUrizar;El-SayedAbdelMonemSayedAbdelHalim.

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ISBN:Softcover978-1-5035-0237-6

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CONTENTSForeword

AbbreviationsandTerms

Chapter1ProjectManagementinConstruction

ConstructionProjects

ConstructionSupervision

TheCSsRole

Monitoring,Recording,andReporting

CertificationofConstructionWorks

ProjectKnowledgeAreas(Q-STC-CHRIPS)

QualityManagement

ScopeManagement

Time(Schedule)Management

CostManagement

CommunicationManagement

ResourceManagement

RiskManagement

HSE(Health,Safety,andEnvironment)

HSEControl

Chapter26D(Data,Information,andDecision-Making)

PerformanceMonitoringandManagement

Chapter3Phase1:Pre-ConstructionInitiatingandPlanningtheSupervisionWorks

TheConstructionSupervisionManagementPlan

Purpose

KeyAssumptions

KeyInputsandEssentialReferences

CSsRequirementsatEachPhaseofConstruction

Phase1:Pre-ConstructionPhase

Phase2:TheConstructionPhase

Phase3:TheClosingPhase

EstablishQSERequirements

CC-QSEManagementPlanSubmittal

Chapter4Phase2:TheConstructionPhaseMonitoringtheWorks

MonitoringforCompliance

CommunicatingwithCC

Meetings

RecordingandReporting

NoticesandInstructions

ApprovalNotices

AcceptanceNotice

Permission-to-UseNotice

CCConstructionPhaseWorkSubmittals

ITP(InspectionandTestPlan)

ShopDrawings

SWMS(SafeWorkMethodStatement)

Incidents,Accidents,andEvents

Chapter5PerformanceManagement

1D(DataGathering)

2D(DataProcessing)

3D(DescribedInformation)

4D(Described-InformationProcessing)

WorkActivity4DInformationPresentationExample

BuildingActivity4DInformationPresentationExample

LocationActivity4DInformationPresentationExample

ProjectActivity4DInformationPresentationExample

5D(DefinedKnowledge)

6D(Decision-Making)

Chapter6Phase3:TheClosingPhaseofConstruction

Cx(Commissioning)Works

TheCxA(CommissioningAgent)

TheCxManagementPlan

PurposeofCxPlan

KeyInputsandEssentialReferences

RoleandResponsibilities

SystemandEquipmenttoBeCommissioned

TheCxStagedProcess

Outputs

CxChecklistsandNotices

Cx-CA(CorrectiveAction)Notice

Defect-and-OmissionManagement

CCFinalSubmittals

As-BuiltDrawings

O&M(OperationandMaintenance)Manuals

CompletionandPost-CompletionActivities

AbouttheBookandAuthors

Frontcover:LabourersintheKingdomofSaudiArabiausingaprimitiveyetinnovativewaytobendspiralstirrupsforcircularcolumns.Anin-practiceexampleofhowdifficulttasksareaccomplishedon-site.

Helpme findaplaceoutside thisworld so I canmove theEarth.Andwhen I find thisplace,whyshouldIshareitwithyou?Useknowledgetofindyourownwaythere,asthis,myfriend,ishowyousucceed.

ProjectTitle(forsingleprojectuse):

FOREWORDImaginebeingtaskedwithsupervisingtheconstructionofanewcity,erectingmorethan1.5 million square meters of designed spaces. Added to this is the responsibility ofensuring complex technologies are appropriately embedded throughout the manycomplicated structures, all requiring compliance with strict quality standards. Such aproject existed, named the King Khalid Medical City (KKMC), located in Dammam,KingdomofSaudiArabia,andthisbookwaswritteninpreparationforthatproject.

The size and scopeof the project give a fair indicationof the complexity involved andeffort required.TheKKMCprojectwasvalued in thebillionsof dollars, and the scopeincludedtheconstructionofmanyparts:

mainhospitalbuildingwithlatestmedicalservices administrationwingwithtrainingfacilitiesandconferencecentre staffandvisitorresidentialtowerbuildings communitycentrewithmosque multi-storeyc arpark linked to themainhospitalbuilding, administrationwing, and residential

towers.

Themanypartsoftheconstructionscopeandultimatelythecity,likemostothersimilarprojects,hadafast-trackprogrammeand,thereby,arapidlyapproachingcompletiondate.Substantialupfrontplanningwasthereforerequired,notonlytoensureresourceswereinplaceandactivitieswereappropriatelyscheduled,butalsotoensurethatprocesseswereinplaceastohowdataandinformationwastobemanaged.Onceworkstarted,itwouldbedifficult to manage any change, considering that a continued focused effort would berequiredtoensurewhatwasdoneandhowitwasdonewereinaccordancetospecificationand,mostimportantly,toensureerrorswereminimisedandreworkanddelaysavoided.

Key to monitoring and controlling construction works is the role of the constructionsupervisor. The construction supervisor (or CS as referred to in the book) is often anindependent third party who is appointed to verify works, confirm what is done is inaccordancewithcontractrequirements,andensurethatthespecifiedoutputsareachieved.As explained in this book, construction supervision becomesmost effective when it isappropriatelyinterfacedandsyncedwithbothsiteactivitiesandmanagementoversightasthis provides themeans tomake effective andongoingperformancedecisionsbasedonwhat is occurring on-site. And with effective decision-making, the work effort can bedirectedtowardsdoingtherightthingsattherighttime.

The construction supervision practices and methodology outlined in this book are

applicable toboth the consultant and contractor as both are taskedwith supervising theworks undertaken. This book details how the supervision role could be planned andutilised,listingthemanyaspectsthatshouldbeconsideredasconstructionworksproceedsandastheyarecompleted.Itprovidesusefulreferenceswithachecklistofwhatneedstobe done along each step and phase of the construction path, from pre-construction tocommissioningofcompletedworksandpost-constructionorclosingphase.Italsooutlineswhat raw data to be collected from site activities; how it should be processed,interpreted,interrogated;andhowitshouldbeusedtoassessworkperformance,therebymakingappropriate informeddecisions.Constructionsupervision is,afterall,a role thatoversees constructionworks inorder to ensure the right things aredone to the requiredstandard and, where required, also provide the means to make timely informedinformationthatcanensuretherequiredperformanceisachieved.

ABBREVIATIONSANDTERMSBelowarethelistofabbreviationsandtermsusedthroughoutthisbook.

4M Manpower,Materials,Machinery, andMeAwel (an Arabic wordforsubcontractor),thefourfactorsthatareusedtoinvestigateanddetermine root causes of issues identified during constructionworks.

6DorDCycle A six-step process that enables effective decision-making. Thestepsincludedatagathering(1D),dataprocessing(2D),describedinformation (3D), described-informationprocessing (4D),definedknowledge(5D),anddecision-making(6D).

ABCD The contract documents, the key input documents to theconstruction processnamely, Agreement, Bill of Quantities,ConstructionSpecification,andDrawings.

Acceptance/CompliantTerms used to confirm work is conforming to constructionspecificationandinaccordancewiththequalityrequirements.

Accuracy Termusedtodefinethedegreeofcorrectnessandalignmentwiththetargetvalue.

Approval Term used for matters relating to agreed changes to contract,scope,costs,and/orschedule.

As-Builts Contract drawings incorporating agreed changes that occurredduring the construction process. These can also be referred to asRecordDrawingsorAs-ConstructedDrawings.

Audit Asystematicandindependentexaminationconductedagainstasetof predefined criteria, with results used to determine whethercompliancewas achieved in relation toquality andHSEmatters.Auditscanalsobeused todeterminewhetherarrangementswereeffectivelyimplementedandwhetherthesewereinlinewithpolicyrequirementsandabletoachievethedesiredobjectives.

BuildingCertifier Thirdparty taskedwithundertaking complianceverificationwithstatutoryrequirementsandissuingpermittooccupyatcompletion,alsoreferredtoasbuildingsurveyor.

CA Corrective Action, the additional works or rework required toachievecompliance.This termcanalsobedefinedas thecostof

poorquality.

CAdmin ContractAdministrator,thepersonwhoseroleistoadministertheconstructioncontract.

CC ConstructionContractororcontractor

CO ChangeOrder,aninstructionissuedtochangeaQ-STCitem.

CommissioningPlan Adocumentthatdetailsthescheduleandresourcestobeallocatedor sourced with required actions to complete the commissioningprocess.

ConstructionDrawings

Drawings that were prepared for and issued for construction,usuallyaspartofthecontractdocuments(seeABCD).

ContinuousImprovement

Defined as a Plan, Do, Check, Act (or PDCA) process asdevelopedbyW.EdwardDeming.

CPI CostPerformanceIndex(associatedwithearnedvalue).

CS Construction Supervisor, the person who undertakes the role ofregularly monitoring site work and ensuring quality and HSEcompliance(constructionsupervisionwork isusuallynot theroleof Project Managers or the Contractor Administrator as thesepositionshavemanagementresponsibilities).

Cx Commissioning, the process of verifying and documentingbuildings energy-related systems and ensuring these wereinstalled, calibrated, tested, and performed according to thepredefinedrequirementsspecifiedincontractdocuments.

CxA Commissioning Agency/Agent, person tasked with undertakingcommissioningworksonequipmentandsystemsinstalledpriortocommencingoperations.

CxPI CommissioningPre-Inspection.

FPT FunctioningPerformanceTest.

Hazard Asourceor situationwithpotential tocauseharm,human injury,ill health, damage to property, damage to the environment, or acombinationofthese.

HoldPoint A point in the schedule where work may not proceed withoutauthorisationbyadministeringparty(whomaybeCAdmin,CS,or

Statutory Authority). Hold Points are usually denoted as H onITPs.

HR HumanResources.

HSE Health,Safety,andEnvironment.

HWPs HoldandWitnessPoints.

IEQ IndoorEnvironmentalQuality.ThisrelatestoQSEaspectofpost-construction, where the internal built environment can influencethe health and well-being of occupants. IEQ requirements aregenerallyspecifiedwithincontractdocumentsandachievedbytheCxprocess.

Inspection Activity used to ensure conformance with specified or agreedrequirements, including compliance with occupational health,safety,andenvironmentallegislation(toensureQSEcompliance).

IO ImprovementOpportunity,partofqualitymanagement(continuousimprovement).

ISO International Organization for Standardization. This issuesworldwideproprietary,industrialandcommercialstandards.

ITP InspectionandTestPlan.

IPEMC PMI-defined project processes that include Initiation, Planning,Execution,Monitoring, and Controlling, and Closing, commonlyusedtomanagethelifecycleofprojects.

JSA JobSafetyAnalysis/Assessment.

Grade Definesthecharacteristicoftheproduct.

MSDS MaterialSafetyDataSheets.

NC Non-Conformance (or non-compliant). This is defined as notcomplying with agreed or specified criteria. The compliancecriteria is generally pre-established and specified within thecontractdocumentsandbylegislationorregulation.NCitemsareusually identified by surveillance, inspections, observation, andaudits,wheretheminimumspecifiedrequirementhasnotbeenmetand rectification is required to attain the specified quality orstandard.

OHS Occupation,Health,andSafety.

O&M OperationsandMaintenance.

RFI RequestforInspection,noticeissuedbyconstructioncontractorasstipulatedincontract.

ServiceProvider Organisation providing appropriately skilled personnel toundertakecertainroles,suchasCxA,CS,CAdmin,andPM.

ShopDrawings Documents prepared by the construction contractor to illustrateportions of the work in more detail than shown in the contractdocuments to enable specific items to be manufactured orconstructed.

SMARTA Acronymused tospecifyperformancerequirements, i.e.Specific,Measurable,Achievable,Relevant,TimeFrame,andAgreed.

SPI SchedulePerformanceIndex(associatedwithearnedvalue).

Surveillance Periodic observation, investigation, or confirmation of contractactivities to either identify unsafe practices or determineconformance with certain requirements. Surveillance occurs at apointintimeandisnotusuallycontinuousasinspections.

SWMS SafeWorkMethod Statement,workmethod statement combinedwithJSA(jobsafetyassessment).

TAB Testing,Adjusting,andBalancing(associatedwithcommissioningofequipmentandsystems).

TOC TableofContents.

Tolerance Specified range of limits, statistical boundaries that define theacceptable range of variation for item or for performance to becompliant.

Top20percent DerivedfromtheParetoprinciple,wherethetop20percentissuesandproblemscause80percentoferrors.

PA PreventativeAction.

PermissiontoUse Direction given to proceed,without transferring responsibility orliability.

PDCA Demings Cycle. Plan, Do, Check, Act (see also Continuous

Improvement).

PPE PersonalProtectiveEquipment,itemsthatshouldbeworntomakeworksafe.Thiscanincludehardhats,safetyvests,andshoes.

Precision Consistencyofoutput, achieving required toleranceswith actionstaken.

Prevention Proactive approach which keeps errors out of the process byeliminatingmistakesandpotentialdefects.Thecostofpreventionis far less than the potential cost of rework associatedwith poorquality.

Project KnowledgeAreas

PMI-defined aspects that include Quality, Scope, Time, Cost,Communications, HR, Risk, Integration,Procurement, andStakeholdermanagement1,alsonotedasQ-STC-CHRIPS

ProjectManagement The process used to manage a temporary endeavour, a project,from its commencement to when the required outcome iscompleted,suchasanewlyconstructedbuilding.

PM ProjectManager.

PMI ProjectManagementInstitute,refertowww.pmi.org.

ProjectProcesses ProcessesdefinedinaccordancewithPMI(seealsoIPEMC).

QA QualityAssurance(seebelow).

Q-STC-CHRIPS PMI knowledge areas, which are Quality, Scope, Time, Cost,Communications, HR, Risks, Integration, Procurement, andStakeholdermanagement.

QSEorQC+HSE Quality Control, Occupational Health and Safety (OHS), andEnvironment.

Quality A term used to define the standard, attribute, or characteristic ofsomethingasmeasuredagainstotherthingsofasimilarkind.

QualityAssurance Processusedtodemonstratethedeliveredworkisinconformancewiththestatedrequirements.

QC Quality Control, activity used to ensure correctness and qualityrequirements are met. QC is part of the Quality Managementprocessand,thereby,isinfluencedbytheapproachtoqualityandthemanagementprocessesinplacetoensuretherequiredstandard

http://www.pmi.org

isachieved.

QM Quality Manager. The position can also be referred to asConstructionSupervisor.

QualityMetrics Specificsusedtomeasurequalityandensurequalitycontrol.

Value For construction, it canbedefinedasqualityover cost and time.For works, it can be assessed in terms of cost, time spent,experience applied, and degree of quality achieved with outputproduced.

WitnessPoint Apoint in theschedulewhereaparticularactivity isatastateofcompletionorreadinessforobservationbytheadministeringparty.WitnessPointsareusuallydenotedasWonITPs.

Work Activities as specified within the contract documents or asamended. Work must be compliant with QSE requirements andinclusive of all 4M aspects. It is performed by the constructioncontractorinordertoachievetherequiredresult.

WBS Work Breakdown Structure. It describes project work at theactivitylevelasworkpackages.

CHAPTER1

ProjectManagementinConstructionAproject is a temporary endeavour that is used to create a unique product, service, orresultwithinasetperiod. Ithasabeginning that isestablishedbyasetcommencementdateandhasadefinitiveendthat isreachedwhenall requiredworksarecompletedandtheoutcomeemerges.Projectmanagement is theprocess that ensures theprojectworksoccurefficiently,anditisadisciplinethatemploys

certain management tools that facilitate the delivery of the project outcome. Themanagementtools,asdefinedbyPMI,includetheprocessgroups,whichareasInitiation,Planning, Executing, Monitoring and controlling, and Closing phases (abbreviated toIPEMC), and the knowledge areas, which are the Quality, Scope, Time, Cost,Communications, HR, Risks, Integration, Procurement, and Stakeholder managementaspects(abbreviatedtoQ-STC-CHRIPS).

Understanding both the IPEMC processes and Q-STC-CHRIPS knowledge areas isimportant as theseprovide themeans to effectivelymanageprojectworks.The IPEMCprocesses, in essence, relate toW.EdwardDemings Start, Plan,Do,Check, andAct(withtheadditionofanendprocess),andcanbesummarisedintothefollowingphases:

phase 1: initiation, the start, where resources are mobilised to commence theprojectworksandwheretheworksisplanned

phase2:executingandmonitoring,thedo-check-actpartoftheworks phase3:closingorendingtheworksand,thereby,theproject.

The initiation phase refers to project start-up activities, where decisions are made toundertaketheworksandmobilisekeyresourcestocommencetheworks.Onceinitiationactivitiesarecompleted, theprojectmoves to theplanningstage,where it isdeterminedhowbest toexecute theworks.As theplan isexecutedandworkcommences, then it isimportant tomonitor theworks andensure these areundertakenasplanned soprogressremainsasperscheduleinaccordancewithpre-establishedbaseline.

The planned outcomemust also be structured to anticipate the possibility of issues andchangesarisingwithrespecttotheQ-STC(quality,scope,time,andcosts)aspectsoftheworks.Thisrequiresthemonitoringprocessestoincorporatedataevaluationprocessessothe data gathered can be systematically assessed, understood, and appropriate decisionsmade. Similarly,whenmajor changes are contemplated or required, then theremust besufficiently robustprocesses inplace that allow theworks (orpartsof theworks) tobereplanned,altered,oradjustedalongwiththebaseline.Insuchinstance,afurtheranalysis

mayalsobenecessarytofullydeterminewhetheritwouldbepreferabletoundertaketheproposedworksasaseparateproject.

Asconstructionworksnearcompletion, theprojectmovesinto theclosingphase,wherethe focus is shifted to commissioningand readyingequipment andplant foroperationaluse, completing outstanding works and omissions, and rectifying defects. Once themajority of these are completed and the client accepts the works, then the post-constructionperiodcommences.Thisisthefinalphaseoftheconstructionworks,wheretheclient transitions thebuilt formintooperationsandwherethemaintenanceperiodofthe constructed commences.Completionof theproject occurswhen all defectiveworksarerectified,omissionscompleted,andtheliabilityperiodexpires.

Theknowledgeareas,notedasQ-STC-CHRIPS,set theframeworkfor themanagementprocesses.Fromthese,theprojectconstraintsaretheQ-STCandHR(quality,scope,time,cost, resources, and risks) and any other factor that may limit options, such as client-specificrequirements.Setdates,wheremilestonesmustbeachieved,andperceivedrisksare two examples of project constraints that require effective management. As furtherconstraints are evaluated, it is important to also consider their possible influence andimpact on the remaining knowledge areas. For instance, it is unlikely that the schedule(time) can shorten without increasing risks and causing negative impacts on cost andquality.

For the purposes of construction supervision, this book focuses on the Q-STC-CHR(quality, scope, time, cost, communication, resources and risk) aspects. The remainingaspects, which include integration, procurement, and stakeholder management, are notcovered as these are regarded as not relevant to the supervision process. However,additional to these and essential to the construction management and supervisionprocesses are the HSE (Health, Safety, and Environment) aspects and informationmanagement,whichareconsideredintegralpartsoftheknowledgeareaswithinthisbook.

ConstructionProjects

Construction projects are generally contracted out to suitably experienced companieswhich have the capacity and capability to undertake the required works. The requiredworksaregenerallyoutlined inseriesofdocumentations thatconstitute theconstructioncontract,alsoreferredtoascontractdocumentsorABCD(anabbreviationofAgreement,BillofQuantities,ConstructionSpecification,andDrawings).Thesesetoutthescopeofworksand requirements, specifying suchaspectsas thenature, terms,andconditionsofthearrangement.

Once these are agreed and contract is executed, then the construction contract becomeslegallyenforceable,whereeachpartyhascontractualobligations to fulfil. It is thereforeessentialthateachpartyinvestsufficienttimetoreviewthetermsandconditionspriortocontract execution and ensure that they are clear as to what the contract, scope, and

corresponding conditions entail. Fully understanding these can reduce the likelihood oflater disputes or disagreements and thereby also ensure parties to the contract becomecommittedtoachievingtherequiredoutcome.

Aside from the contractual obligations, rights, and responsibilities, the true aim of anyconstruction contract is to complete the scoped works within scheduled time frame,allocatedbudget,andspecifiedquality.Possiblythemostimportantandcrucialoftheseisachievingthespecifiedqualityasthiswillavoiddelaysandtheaddedcostsofreworkandwastedmaterials.

Oncethecontractisexecuted,itbecomesessentialfortheclienttoensurethecontractiseffectively administered and performance monitored as only this will ensure contractconditions and contractual obligations are fully fulfilled. Similarly, it is important tomaintain ongoing dialogue and cooperation between parties involved in executing thecontract as each party has a responsibility to facilitate progress and, where required,impartknowledgeandprovideguidanceashowbesttoproceedandcompletetheworkswithinthecontract-specificrequirements.

Constructionprojectsareunique,unlikeanyotherproject.Theiruniquenessisduetothespecificnatureofconstructionworksandthefollowingattributes:

Constructionworkcannotbepurchasedofftheshelforimportedfromelsewhere. Constructionworkgenerallyoccursinopenareas. Constructioncontractshaveveryspecifictermssuchasacontractperiod,usually

measured in years, and thereby alsomany associated time risks that can includetechnological,financialandpoliticalrisks

Constructioncontractscanbehighlycomplexduetothefollowing:

- the large number of different disciplines involved, which can includearchitecture,civil,MEP,andbuildingspecialists

- thelargenumberofpeoplebroughttogether,manyofwhichhaveneverworkedtogetherbefore

- the high degree of specialised works, requiring specialist disciplines to bothconstructandsupervisetheworks

- theuseofuneducatedlabour- theuseofdifferentnationalitiesofworkersanddifferentworkstandards(which

iscommonplaceinregionssuchastheMiddleEast).

Eachpartytotheconstructioncontracthasdifferentandoftenconflictinginterests

- Theownerisfocusedondeliveringtheprojectatminimumcost,highestquality,andleasttime.

- Thecontractorisfocusedonmaximisingprofitsandnotgenerallycaringaboutquality.

- Theconsultantsinterestmayvaryanddependonarrangementswiththeclient;iffeesarebasedonpercentagecosts,thentheymaybeincentivisedtomaximisetheirincomebyincreasingprojectcosts.

Each of these differences adds complexity and risks to theworks.Each also influenceshow the works can be and are undertaken. Therefore, it is essential that the inherentcomplexitiesbe taken intoaccountprior toundertaking theconstructionworks.Tofullyappreciate these requires sufficient and broad understanding as to how constructionprojects can and should be managed, underpinned by an understanding of the manyrequiredaspectsoftheworksandhowtheseshouldbroughttogether.

ConstructionSupervision

Why do we need Construction Supervision, and why do we need to establish qualitycontrol?

ConstructionsupervisionisboththeclientandCCsresponsibility.However,asinvariablytheCCspredominantfocusisonachievingcompletionoftheworksquicklyatthelowestpossiblecost,theclientmustplacesomeemphasisonensuringtheworksareconstructedasdesigned,documented,andarecompletedincompliancewiththecontractdocuments.Toachievethis,theclienthastwooptions,whichareeitherofthefollowing:

toallow theCC to self-certify,possiblyalsowith randomauditsperformedbyathirdparty

toemployanindependentpartytosupervisetheworksasitproceedsandensureitiscompliant.

Theself-certificationoptionisofhighrisk.Toreducetheinherentriskswiththisoption,theclientmustensuretheCCishonest,capable,andsuitablyexperiencedtoundertaketheworksandcertification.TheCCmusthaveaprovenabilitytomeettherequiredstandards,which is best assessed by reviewing works previously completed. Equal considerationmust also be given to the inclusion of special contractual provisions, such as therequirementforCCtoemployathirdpartytoreviewandconfirmthatthekeystagesandphases ofworks are compliant and the provision to have an extend liability period forworks.Otherwise,itislikelythatcompliancewillonlybemetforthoseitemsrequiredbylawtoreceivecertificatetooccupancy,inessence,achievingcertificationwithoutqualitycontrol.

Theoptiontoemployanindependentpartytomonitortheworkscanaddsomecostand

complexity to the contractual arrangements, requiring the appointment of suitablyqualifiedpersonnel(PM,CAdmin,CS);however,whenconsideredfully, theseadditionsare inconsequential to thepotential riskof failure andoverallproject cost.Constructionoversightprovides theassurance thatworksundertakenwillmeet the specifiedstandardandtheeventualoutcomewillbeasdesignedanddocumentedand, thereby,achievethedesigned operational life.And should any future building issues arise, then the recordsproducedbytheoversightteamcanbeusedtoinforminvestigationsastowhetherfailureswere due to design or due to construction error, which is important in apportioningliability.

Constructionsupervision isaprocessused tomonitorandreviewtheworksundertaken,capture relevant data of what has occurred, confirming (and ensuring) compliance andproviding an insight as to how theCC is performing. To be effective, the constructionsupervision processmust be proactive and follow the dictum Prevention is better thancureasthiswillensureasuccessfulcompletion.

TheCSsRole

Informedinspectionlinksconstructionwithdesign.

TheCSskeytaskistooverseeconstructionworkandensureitisinaccordancewiththedesignandcontractdocuments.Whilstoverseeing theworks, theCS is also required toensureQSEaspectsarecompliant,recordandreportfindingstotheCAdminandPM.Toeffectivelyfulfilthisrole,theCSmusthavethefollowing:

constructionexperiencewithknowledgeofbuildingscience anunderstandingoftherequiredsequencethatconstructionworksmustundergo familiarityandexperiencewiththestatutoryandcontractualHSErequirements skills and experience in interpreting schedules, drawings, specifications, and

reviewofshopandas-builtdrawings skillinanticipatingpossibleproblems,issues,andrisks abilitytosystematicallyconductinspectionofworks understandingofitemsrequiringinspectionsandtests regularaccesstoaccurateverticalandhorizontal(control)surveyinginformationto

checkdimensionsandaccuracyofconstructionworks abilitytokeepandmaintainaccurateanddetailedsupervisionrecords.

TheappointmentoftheCSshouldbebasedonabilitytoeffectivelyfulfilroleobligationsand specific requirements for theworks. It is also preferable that theCS also has priorexperience in the same type of works as being undertaken. For QSE matters, it is,however, essential to have relevant past experience (and training) as this will ensurecomplianceisachievedandwillfacilitatetheworksprogress.

TheCSsrolecanbeestablishedfromthefollowingchecklist.

CSsRoleChecklist /X

GeneralRequirements

GeneralrequirementsforCSaretoincludethefollowing:

Be thoroughly familiar with the works and understand the requirementscontained in contract documents (ABCD), as required undertake thefollowing:

- Regularlyreadandrefertothecontractdocuments.Ofimportancearetheagreementsspecialprovisionsandspecificationsastheseareessentialforthe constructionworks (and it is unlikely that theCSwould remembertheseindetail).

- Clarifyanyissue,anomaly,and/orconcernswiththeCAdmin.- Studyandcarefullycheckthedrawings,notingthefollowing:o materialrequirementstoensurequalityandquantityofmaterialo discrepanciesforclarificationwithCAdmininordertoreduceerrorso quantityitemsnecessarytoassessprogresso required methods, procedures, schedules, and manufacturers

requirements.- Collect reference material for specialised techniques to determine

compliancerequirements.- Attendmeeting, report activities, and direct all communication through

specifiedchannels.

Understandtheroleandrequirementsofsupervisionandnotethefollowing:- Inputtedeffortwillbereflectedinthequalityofconstruction.- Errors or neglect can lead to non-compliant work and possibly even

unsafeconditions.- Being fair and firm at start of construction is important as this sets the

tonetheremainderoftheconstructionworks.- Anincorrectlyappliedmethodorproceduremustbecorrectedatthefirst

time.- Conditions that may lead to unsatisfactory work should be anticipated

whenever possible and when identified should be communicated(preferablyinwriting)totheCCatearliestopportunitytoavoidwasteofmaterials,labour,andstrainrelations.

- During the works, the CS should not delay the CC unnecessarily norinterfere with the CCs methods unless it is evident that unacceptableworkwillresult.

- Cooperation with CC, such as conducting inspections promptly and

thoroughly,isessentialtofacilitatetheworksprocess.

MonitorQSEaspectsandrecordactivities,includethefollowing:- Be present on-site regularly during the CCs daily working hours (in

accordancewithITPs/HWPsandtoensureSWMScompliance).- Visit the testing laboratory to verify that appropriate test standards are

being applied and ensure all test results are reported and recordedcorrectly.

- Ensureadherencetothedesignspecificationandrequirement,andensuredeparturesdonotcompromisethedesignperformancetargets.

- Arrangeissueofnoticesfornon-compliances(NC,CA,PA).- Ensure all requirements as specified within contract documents are

achieved.

Monitoranddocument4Mitems,notingthefollowing:- Manpower.Checkthenumberofworkerson-siteperactivity.- Materials. Check for compliance, damage, contamination, production

materialsarethesameasthosetested,sourceofmaterials,storage.Ensurealso,whereapplicable,thatmaterialtagsandlabelsaremaintained.

- Machinery. Check the number, type, and compliance with HSErequirements.

Report results and progress, and if required, assist with performanceassessmenttodeterminethefollowing:

- progress payments with respect to the amount of work that CC hascompleted

- whetherworksareonschedule(inaccordancewithbaselineprogramme)- QSE rate of compliance, advising on rework, additionalwork required,

timelost,numberofincidents.

ContractualRequirements

TheCSshouldunderstandtherolerequirementsasdefinedbythecontract,whichincludethefollowing:

Responsibility tomonitor theCCs site activities andcheckwhether theseareinaccordancewiththecontractdocuments.

EnsuringtheCCsupervisesandconductsqualitycontroloftheworkswhilstappreciating that the CC is entitled to complete the works at the lowestpossiblecostaslongasthecontractrequirementsarefulfilled

Applyinggoodjudgementwithreferencetocontractdocuments.- actingimpartiallyandexercisingroleindependently- avoiding forming any noticeable habits of procedure thatmight then be

anticipatedbytheworkmen,inspectionsshouldbeconductedatirregularintervals

- notmakingadditionaldemandsonCC,whicharenotinaccordancewiththecontractdocuments.

Limitsofauthority.

- CSisnottomakedecisionsthathavefinancial,contractual,timeimpactontheprojectasonlyclienthastherighttovarycontract.

- CS isnot toprovidedesign,planningor technical solutionsas thesearetheresponsibilitiesofother.

- When CC issues clarification or request to deviate from contractdocuments,theCSistoseekdirectionfromtheCAdmin.

Providingadviceandinputtocontractualmatters.- CSevaluatesdecisionsandrequestsmadebyclientthathavetimeorcost

implicationandadvisesonprojectimpact.- Ifthecontractdocumentspermitsachoiceofmethodstobeused,theCS

mayoffersuggestionsifrequestedandshouldnotarbitrarilydemandthatanygivenmethodbeemployed.

LimitingcommunicationswithCC.- NeveradviseCCofwhatneedstobedone.- NeverinstructtheCCtostoporsuspendworksunlessabsolutelyessential

asthiswillraisemajorcontractualissueswhichcanresultinmajorclaimsbyCC.

If the CC proposes departure from contract documents that appear to bereasonable, the CS may accept the proposal for on-forwarding to theCAdminforreviewandfinaldecision.

ProvidingQSESiteOversight

TheCSisrequiredtoreviewallQSEworkaspectstoensurethefollowing:

Siteestablishmentisappropriate,confirmingthefollowing:- HSE site requirements as assessed and as documented in management

plansareplaced.- Security of site, with control points having required registers, site

inductionprogramme,andrecords.- Amenitiesprovidedaresuitableforthenumberofworkers- Firstaidandemergencysystemsareinplace.- Requiredsitesignageandnoticesareposted.- QCandHSErepresentativesareappointed.- Job-specific safety plan is approved and enacted, with SWMS/JSAs

approved for all trades and works perceived as having safety risk orrequiringworkpermit.

Hazardoussubstancesareappropriatelymanaged,confirmingthefollowing:- Riskassessmentarecompletedandimplemented.

- Hazardoussubstancesareidentified,andsiteregisterisinplace.- MSDS (material safety data sheets) for all hazardous substances are

availableon-site.- Trainingandinformationareprovidedtoemployees.- Recordsarekept.

Dangerousgoodsareappropriatelymanaged,confirmingthefollowing:- Dangerousgoodsareidentifiedandmanagementrequirementsinplace.- Flammable and combustible liquids are identified and stored, including

explosivesandLPG.- Activities such as welding have SWMS approved in place prior to

commencement.

Publicsafetyismaintained,confirmingthefollowing:- Compliancewithlocalgovernmentrequirements.- Sitesecurity.- Trafficmanagementplanapprovedandimplemented.- Publicisprotectedfromdustanddebris.- Workonpublicspaceisproperlymanaged.- Publicliabilityinsurancecoverageinplace.

PPE(personalprotectionequipment)requirementsareenforced,confirmingthefollowing:

- WorkerPPEneedsaredeterminedforeachactivity.- PPEsignsarepostedwherenecessary.- PPEisprovidedwithneedsregularlyreviewed.- WorkersunderstandtheneedforandaretrainedtousePPE.- PPE application is adequately monitored, with regular inspection, and

PPEisreplacedasnecessary. Sitecontrolismaintained,confirmingthefollowing:- Access routes and disposal area arrangements are implemented as

approved.- Stockpilinglocationsaresuitableandapproved.- Requiredenvironmentalcontrolmeasuresareinplace.- Excavationsaresafeandcompliantbyensuringthefollowing:o Proposals fordeepexcavations, shoring,andcofferdamsareapproved

bysuitablyqualifiedregisteredprofessional.o Excavation and in situ material are monitored and protected where

exposedtoweatherandwater.o Elevation and dimensions are surveyed for compliance, with any

excavationextendingbeyondrequireddepthreviewedandrecorded.o Cuttingorfillingofslopesisminimised.o Safetymeetingheldpriortocommencingdeepexcavations,shoring,or

cofferdamstoreview,identifyhazards,andconfirmsafetyprocedure.

o Footing excavations are approved (ensuring bottom of excavation iscompactedsoil)priortotheplacementofconcrete.

Site personnel certification andqualification requirements are enforcedbyensuringthefollowing:

- Siteregisterisinplace.- Sitepersonnel,suchasscaffolders,dogmen,riggers,craneoperators,hoist

operators, forklift operators, earthmoving-equipment operators, welders,plumbers,andelectricians,arecertifiedandlicensedtoundertakework.

- Alltraineesareadequatelysupervisedbyqualifiedassessors.

ExampleofCSsReviewofTemporarySupports

TheCCshouldbe required to submit temporary supportworksproposal for reviewandpermissiontousepriortocommencement.TheCSshouldthenbetaskedwithreviewingthesubmittalproposal,ensuringitincludesthefollowing:

condition assessment report of existing structure noting support requirements,damagetoberectified,cracking,andareaswherepotentialfailuremayoccur

hazard and risk assessment with appropriate mitigation measures so it is incompliancewithQSErequirements

shopdrawingsofproposedsupportswithproposedfixingstostructure engineeringcertificateoftemporarysupport.

This example highlights that there are inherent risks associated with each part of theconstruction works. During installation and the works, the CC should therefore berequired to provide ongoing and confirmatory information of adequacy of proposal,detailingrequiredchangesorremedialactionundertaken,accompaniedwithengineeringcertificate.

A suitably experienced CS with sufficient knowledge of the required works should beconfident to take a firm stand on something known to be deficient or non-compliant.Firmnesswithimmediateactionismostoftenrequiredtopreventnon-compliancesfromoccurring. If non-compliances are allowed to occur, the required corrective actionmayconsumesubstantial resources(time,cost,and labour)andmoresignificantlyso if thesearerepeatedorcoveredupforlaterdiscovery.ItisthereforeimportantforboththeCSandCCtoremainfocusedonensuring theworksareundertakenandcompletedas required,firsttimeandeverytime.

Monitoring,Recording,andReporting

TheCSworkrecordformshouldincludethefollowinginformation.

CSWorkRecordChecklist

Checkingdates:. By:..

ItemIdentifier:

SupervisorItems

ItemstoBeChecked SupervisorNotes

ABCDItems

Agreement Schedule,compliancerequirements,notices,andapprovals

BillofQuantities

Quantity,quality,andcost

ConstructionSpecification

Standards,codes,specialisation,coordination,tolerance,specificrequirements

Drawings Configuration,height,level,placement,coordinates

4MItems

Manpower No.ofpersonson-sitepertask,managementandcontrol,CCsactualandplannedresources,resource-loadinghistograms

Materials Quantity,size,grade,uniformity,source,supplier,testedandcertified,placement

Machinery Equipment,capacity,maintenance,licencerequiredtouse,maintenance,safety

Subcontractors Coordinationbetweentrades,workpermit

Q-STCItems

ITP,Samples,Testing

HSEItems

OccupationalHealth

SWMS,PPE,induction

Safety Equipmentandtagging,fireprotection,barriers,workpermit

Environment Sitecontrol:cleansite,sitetrafficaccessandplanning,noise,vibration,dust,asbestos,airquality,waterquality,dischargetopublicsewersandnaturalwatercourse,hazardouswaste

CertificationofConstructionWorks

Inmostinstances,thirdpartycertificationofnewconstructionworksisnecessarywhilstmonitoringandqualitycontrolisoptional.Theconstructionsupervisorensuresthelatteris achieved, whilst the building surveyor ensure the built form complies with statutorycodes,regulations,anditsrequirements.

Abuildingsurveyor (buildingcertifier),unlikeCS, is required toundertakecertificationworksoftheproject,certifytheconstructionworks,andissueanoccupancycertificateatthecompletionof theworks.During theconstructionphase, thebuilding surveyormustboth manage and coordinate the administrative requirements of the building act andregulations,fulfillingthefollowingtasks:

Reviewstatutoryapproveddocuments(specificationsanddrawings). Ensurebuiltworksareincompliancewithapproveddocuments. Reviewrequiredperformanceforfiresafetyandaccess. Undertakeon-siteinspections,andconductperformanceassessments. Prepareon-siteinspectionreportsthataddresskeyperformanceissuesasnecessary. Conduct inspections to assess suitability for building to beoccupiedon a staged

basisorasawholeasmayberequiredforissueofoccupancypermit.

SpecialistInput

Invariably, during the constructionprocess, therewill be certainworks thatwill requirespecialistinputinorderforthesetobecorrectlyassessed,tested,andtherebyensuretheseareincompliancewithcontractdocuments.ThisspecialistinputisinadditiontotheCSsoversightprovidedandinadditiontothecapabilitiesthatwouldbeexpectedfromaCS.

The specialist input required will depend on the type and size of the project and theavailable skills within the supervision team, whichmay necessitate the inclusion skillsrelatingtothefollowing:

soilsandearthwork concreteandasphalt structuralsteel,bolt-up weldingworks,non-destructiveexaminationandtesting electricaltesting hazardousmaterialidentificationandtesting complianceandcertification,includingauditfortesting plant and equipment Cx (commissioning) to provide oversight or witness of

commissioningofequipmentandessentialservicessubsystems.

AllowanceshouldthereforebemadetoemployallnecessaryspecialiststosupporttheCSin completing the works and to assist the building surveyor to certify the works ascompliant. Where required, the appointed specialist should prepare all necessary

inspectionreportstosupportthecertificationprocessbyconfirmingcompliance.Thismaybecomeessentialinordertoobtaintherequiredpermitsandcertificationoftheworks.

ProjectKnowledgeAreas(Q-STC-CHRIPS)

ThePMIsQ-STC-CHRIPSaspectsdefinethemainareasthatmustbeconsideredwhenundertakingprojectwork.The effectivemanagementof these ten aspects is essential toachieveprojectsuccess.KeytoconstructionworksistheQ-STC(quality,scope,time,andcost)aspectsas theseboth influenceandconstrainhowandwhenworksare toproceedand be undertaken. These aspects, therefore, require careful and effectivemanagement.Thetablebelowsummarisestheoversightresponsibilitiesofalltheknowledgeaspectsforconstructionworks.

KnowledgeArea Phase1 Phase2 Phase3

Initiation/Planning Execution MonitoringandVerifyingWorks

ChangeManagement

Closing

Q Quality PM CAdmin/CS CS,CxA PM/CAdmin CS,CxA

S Scope PM CAdmin/CS CS,CxA PM/CAdmin CS,CxA

T Time PM CAdmin CAdmin PM/CAdmin CAdmin

C Cost PM CAdmin CAdmin PM/CAdmin CAdmin

C Communications PM PM PM PM/CAdmin PM

H HumanResources PM PM/CAdmin PM/CAdmin PM/CAdmin PM/CAdmin

R Risk PM PM/CAdmin PM/CAdmin PM/CAdmin PM/CAdmin

I Integration PM PM PM PM/CAdmin PM

P Procurement PM PM/CAdmin PM/CAdmin PM/CAdmin PM/CAdmin

S StakeholderManagement

PM PM PM PM PM

HSE PM CAdmin/CS CAdmin/CS CAdmin/CS CAdmin/CS

InformationManagement

PM PM/CAdmin/CS CAdmin/CS PM/CAdmin/CS PM/CAdmin/CS

Figure1.1Constructionprojectkeyareasofresponsibility.

Legend: PM:ProjectManager

CAdmin:ContractAdministrator

CS:ConstructionSupervisor

CxA:CommissioningAgent

From the above figure, theCS shouldpredominantlybe focusedonactivities related toquality,scope,HSE,andinformationmanagementsduringtheexecution,monitoring,andclosingphases.It isimportantthatthisfocusnotbeplacedorshiftedtothetimeorcostaspectsasthiswillinvariablyinfluencehowbothqualityandscopeareoverseen.

Figure1.2TheQ-STCknowledgeareaswithkeyareashighlightedrequiringCSoversight.

QualityManagement

Qualityisaconstraintthatmustbecarefullyplannedandmanaged,preferablyachievedthroughprocessesratherthaninspection.

Thepurposeofqualitymanagementisultimatelytoincreasecertaintywithwhatisbeingproduced.Itreducestheamountofrequiredreworkandtheriskoffailure,anditprovidestheopportunitytoimproveoutputperformancewithcontinuousimprovement.

Toachievetherequiredquality,everyonemustparticipate.Whilstmanagers,suchasthePM,CAdmin,andCC(constructioncontractor),areresponsibleforproductoutputquality(to varying degrees), everyone else involved in works, from individuals to teams, isrequired to perform and produce to the required (specified) standard of work. It isthereforeessentialfromtheoutsettoestablishandconveythework-specificrequirementsandstandards thatare tobeachievedas thiswillensureparticipation inachieving theserequirements.

Theproject-specificqualityrequirementsshouldinitiallyemergefromthedesignprocessandshouldlaterbebasedondecisionsthatbalancetherequiredfunctionalityandamenitywithconstraints,suchascostandtime.Inevitably,itwillbetherequiredoutcomethatwilldeterminetheeffortrequired,whatneedstobedone,andhow.

Key to quality management is the contractual conditions and systems to be applied asthese set the QC (quality control) measures and verification processes that are to beemployed.Thiswilldependonthetypeofcontractadoptedconstruct-only,design-and-construct, or performance type of contractas each has a different focuswith varyingconditions relating to quality. Equally as important are the adopted company qualitysystem and processes as these establish the framework for how work should beundertaken. The company QA (quality assurance) processes, such as monitoring andcontrolling processes,will provide themeans to achieve consistency, ensuring the rightthingsaredone,improvingthecertaintyofachievingtherequiredstandardofworks.

Key to achieving the QA requirements is the appointment of the CS (constructionsupervisor), whomust be taskedwith ensuring CC achieves the specified standard. Tofacilitate the process and achieve the specified outcome, the CS must thoroughlyunderstand the contract documents and know (from experience) the level of effortrequired,beingmindfulalsothatexceedingthestatedqualityrequirementsunnecessarilymayaddbothcostandtimetotheproject(alsoreferredtoasgold-platingbyPMI).Toachievetheserequirements,theCSmustadoptacustomisedapproachthatisspecificallytailoredtosuittheworks.

Figure1.3Qualitymanagementsystemstructure.

Oncethespecificqualityrequirementsof theprojectareestablished, then thesemustbeprecisely articulated in the contract documents (ABCD) as these will then set theminimumstandardfortheworks.Oncetheseareplacedandcontractisawarded,thentheCC is obliged to conform to the described standards and meet at least the minimumacceptance criteria as detailed in the contract documents.And as long as compliance isachieved,theCAdminandCSshouldallowtheCCthefreedomtochoosetheexecutionmethodsfortheworks.

ConstructionQualityPlan

The construction quality plan is an essential submittal document produced by the CC.Oncereceived,thisdocumentshouldbethoroughlyreviewedtoensureitcoversallmajoraspectsoftheworksanddetailshowtheproject-specifiedqualityrequirementsaretobemet.Thisplanmaynotguaranteethattheprojectwillsucceed,butitwillensurequalityaspectsareaddressedinaconsistent,logical,andauditableway.

Theconstructionqualitymanagementplanshouldprovidethefollowinginformation.

ConstructionQualityManagementPlanChecklist /X

Purpose

Establishthepurposeforthequalitymanagementplan.Statethepurpose, includethefollowing:

commitmenttoachievingrequiredkeyqualityrequirements outlineofqualitymanagementprocessestobeapplied.

KeyInputs

Listkeyinputsandessentialreferences,includethefollowing:

contractdocuments(ABCD),listingthequality-specificrequirements,suchas:

- acceptanceandtolerancecriteria- requiredqualitystandardforworkitems- requiredapprovalprocessesforworkactivities(HWPs)- CCssubmittals(ITPs).

systems and processes to be employed, such as companyQA and projectplans

referencedbenchmarkinformation,listingapplicablerequirements,suchasworldbestpractice,bestpractice,goodpractice,orcommonpractice.2

QualityManagementProcesses

Detailthequalitymanagementprocessthatwillbeadopted,includethefollowing:

qualityplanning qualityassurance qualitycontrol qualityimprovement.

QualityPlanning

Undertakequalityplanningtoensurecompliance,establishingthefollowing:

work-specific quality assurance processes and schedules, include thefollowing:

- logofqualityrequirementsandacceptancecriteria

2

ConstructionQualityManagementPlanChecklist /X

- listofrequiredinspections,audits,andreviews- listofprocessesspecifiedinthecontractdocument- required registers to keep track and record activities and processes as

theseareundertaken.

work-specificqualitycontrolrequirementsandprocesses change-managementprocessesrelatedtoquality qualityimprovementprocesses.

QualityAssurance

Adoptcompanyorthird-partysystemthatcanensureanddemonstratecomplianceofworkwithcontractrequirements,ensuringthefollowing:

Proceduresandprocessestobeappliedincludethefollowing:- verification processes for compliance checkingwith specified standards

andcontractrequirementsandtovalidatequalityprocessesareeffective- change-management processes to deal with changes in quality

requirementsandstandards.

Informationmanagementprocedures,includethefollowing:- data control: procedures for recording, compiling, processing, reporting,

andcommunicatinginformationgained- documentcontrol:namingandnumberingconvention,informativecodes,

andprocedureforstorage- documentreviewso priortoissueo on receipt of contractor submittals, samples, shop drawings, and as-

builtdocumentation.

Compliancereviewprocessesincludethefollowing:- activityreviews,checksateachstageagainstagreedmethodology- performancemonitoringandreviewsagainstbaseline

- auditsandproceduresforconductingQConworkcompleted- 4M resource reviews, which include appointment processes to ensure

people with the right skills and relevant experience are selected andprocurementprocessesforrequiredequipmentandmaterials.

Systemhasprocesses thatareable to identifypotentialproblemareasanddeterminemitigationmeasures

Approvalprocessesincludethefollowing:- approvalbyauthorities- certificationofworksasitproceedsandatcompletion- requiredsign-offsforworkscompletedincludingforfinalcommissioning- requiredsign-offsforinspectionsandcertifications.

QualityControl

SetQC(qualitycontrol)measure,detailingthefollowing:

checklists of processes required to ensure correct implementation and toattainspecifiedquality

activitiesandworkstobeinspected processestoensuredesiredqualityisattained(utiliseplan,do,check,and

actcycle),whichincludethefollowing:- rectification process through notices and inspections, NC (non-

conformance), CA (corrective action), and PA (preventative action)processes,detailinghowtheseareactioned

- authorisation process and procedures to be followed (including forrejectingworks).

testingandretestingrequirements(inaccordancetoITP) acceptancecriteriaforcompliancetospecificgrade,accuracy,precision,and

tolerance,suchasforconcrete,specifyingconcretecubestrength,concretepulloutresistance,dowelpulloutresistance,coatingthickness

evaluationprocesstodetermineeffectivenessofcontrolmeasures.

QualityImprovement

Outlinehowcontinuousimprovementistobeachieved,includethefollowing:

Identifyandrectifyperformanceissues(byissueofnoticessuchasNC,CA) applypreventativeaction(PA) implementqualityimprovementprocesses(IO).

Therearemanypossiblebenefits that canbederived from implementinga constructionqualityplan,includingthefollowing:

enablingimprovement,whichcanresultinthefollowing:- workscompletedwithfewdefectsorzerodefects- reductionofreworkingandsavingsinbothtimeandcost.

achievingeffectiveinformationmanagementbyprovidingthefollowing:- accuratedataandinformationformoreeffectivedecision-making- processesthatcanpromptlyresolveemergingissues- processestoreviewcomplianceofworksagainstcontractdocuments- solutionssuchasPAandCOsthatareverifiedforbuildability.

theassuranceofachievingcompliance,bythefollowing:- monitoring and verifying construction works until contract requirements are

completed- commissioningandeffectivelyplanningandactioningthehandoverprocessuntil

completed

the avoidance of gold-plating by not undertaking additional works that is notrequiredtoachievecompliance.

Possibly, the key benefit of implementing a construction quality plan is the certainty itprovides that the specified quality will be met. Quality is, after all, a key clientrequirementandanessentialitemtoachievethedesiredoutcome.

QC(QualityControl)

Sohowshouldconstructionworksbemonitoredandcontrolledsospecifiedoutcomesareachieved?

QC (quality control) is required to ensure the required work and output standards areachieved. TheQC requirements can be derived from the qualitymanagement plan andcompliance requirement and structured to suit both the works and company in-placesystems.Thisprovidesthemeansforeachcompanytothecontracttouseitsexistingandknownprocesses,and therebyensure therequiredquality isachieved.Refer to the tablebelowforconstructionQCplanchecklist.

ConstructionQCPlanChecklist /X

GeneralOutline

ListgeneralconstructionQCrequirement,includethefollowing:

monitoringandcontrolmeasures,notingthefollowing:

- establishedbaselinerequirements- processesandprocedures- howandwhenthesearetobeconducted- plannedaudits- recordingandreportingrequirements.

complianceandcertificationrequirements.

Inputs

Listrequiredinputs,includethefollowing:

contract requirements, work acceptance criteria, listing items to beinspected,HWPS

companyqualitysystem,processes,andprocedures(asapplicable).

QCPlan

EnsuretheQCplanincludesthefollowing:

descriptionoftheworks organisational chart, indicating roles and responsibilities and levels of

authority(diagrammatic) methodologystatement,indicatingsteps,controlpoints,andactivities ITPs, testing requirements, including instrumentation, equipment,

calibration, listing tests and trials formaterials andworksoff-site,on-site,andduringcommissioningphase

timescheduleforkeyactivities,notingHWPS HWPSapprovalprocessandsign-offrequirements vendorandsubcontractorlist,notification,clearances,andrequirements QA/QCkeypersonnel,experience,andqualification qualityauditschedule,auditreportrequirements inspection schedule, including submittals requirements for pre-inspection,

RFI,shopdrawings reportingrequirements,includingthefollowing:- inspection/fabricationstatusreport- pre-inspectionmeetingreports- vendorinspectionreports(foreachvisitconductedbycontractor).

Outputs

ListCCrequiredQCsubmittals,includethefollowing:

ITPs shopdrawings RFIsandschedule.

Prior to starting the works, it is necessary to review work requirements, sequences of

activities, andequipment andask What if?This is essential to identifyproblemareas,possiblehazards,andalsodeterminewhat,ifany,preventativeactionshouldbetaken(forhowinformationistobeprocessed,see5Dchecklist,Chapter5).KeytotheseistheHSEaspects,namelytheitemsthatcanpotentiallyharmworkershealthandtheenvironment.

ScopeManagement

Scopeistheworkspecifiedtocompleteaproject.

No two construction projects are ever the same. Therefore, substantial upfront effort isrequired to thoroughly understand thework and specific nature of the scope, completewithallitsconstraintsandrequirements.Todoso,thetotalscope,100percentofworksshould be decomposed into component parts, or work packages, limited to 80 hoursduration anddetailedwithin the schedule,with cost andquality information.This is anessentialCCrequirement,whoshouldsubmit this informationorganisedasWBS(workbreakdown structure) forCAdminandCS review, and forongoing referenceduring theworks.

TheWBShelpsvisualisetheextentofworksandtherebybetterunderstandtheprojectwithitsmanyparts.

Additional to each projects scope uniqueness are their specific construction contractrequirements.Theseare the terms inwhichworkpackagesand thereby theconstructionworksaretobedeliveredwiththeirQ-STCrequirements(quality,scope,time,andcost).Thecontractdocuments,inessence,linkthescope,theworkoutput,withthequalityandtime requirements. To ascertain these terms are met, monitoring and verification ofactivitiesarenecessary toensurecomplianceas thiswill in turndeterminealso thecostaspect,whetheraprogresspaymentshouldbemadeordelaypenaltiesapplied.

Thetablebelowoutlinesthekeycomponentsofcontractdocuments.3

ABCDSummary

A Agreement Contractconditions,usuallygenerictermswithproject-specificitemsandprovisions.

B BillofQuantities

Documentthatprovidesanitemisedaccountofallworkintermsofquantities,volume,numbersofmaterials,parts,andlabourwithCCspriceforeachitem.

C ConstructionSpecification

Technicalstandardwhichexplicitlysets therequirements formaterials,services,products,and theworkswhichmust be completed as part of the contract.Specifications aregenerally standard andcommerciallyavailabledocuments,suchasMasterFormat3,whichweredevelopedovermanyyearsandarepreciseinmeaning.

D Drawings Theworksshowndiagrammatically,detailingalldimensions,elevations,andspecificrequirements,

http://en.wikipedia.org/wiki/Building_material

suchasreinforcingsteellistsandbarmass.

It is important to note that all the constructionworks are specified within the contractdocuments(ABCD).Anyitemnotcoveredbythese,ornotincludedwithinthese,shouldnotbeundertakenwithoutwrittenconsentfromtheauthorisedparty.Neithershouldanyspecified itembedeletedor excludedwithout similar approval.Wherediscrepanciesdooccurbetweencertainitemsorterms,thengenerally,thepartthatrelatespecificallytotheworksshouldbeappliedunlessanalternateprecedenceorderisspecified(wherepriorityorderisspecifiedincontractdocuments).

Time(Schedule)Management

Since a project is a temporary endeavour, it has a schedule, a known time limit andthereby,alsoanenddate.

When time is allocated to a project, it must be managed. Project time is managed bysettingmilestoneswithinaworkschedule,whichalsoestablishes thebaselineforwhichtheworksmustbeundertaken.Theproject schedule isdevelopedas theprojectwork isdecomposedintoworkpackagesandaseachelementisallocatedtimeandsequencedwithrespecttothewholeworks.Oncecompleted,thisbaselinecanthenbemonitoredtoensurecompliance.Ofvitalimportanceisthecriticalpath4fortheworks.

The established critical path within the schedule set the time required to complete theproject.Alongthispatharethemostcriticalactivities,allrequiringspecialcaretoplan,execute, monitor, and control. Potential delays that might occur from poor quality andthereby requiring rectification or rework can be avoidedwith effectivemanagement ofthese critical activities. Effective management of these can also ensure the baselinescheduleismetandpossiblyreducetheoverallprojecttime.

Asactivitiesofworkpackagesareestablished toestimate the timerequired tocompletetheworkandsettheschedule,socantheircosts.Whilstthecostaspectsareessentialtotheproject,thesedonotgreatlyimpactthesupervisionprocess.Essentialtosupervisionistime,whenactivitiesaretooccur,asthisalsodetermineswhenmonitoringisrequiredtoensurecompliance.

CostManagement

TheconstructionworksQ-STC(quality,scope,timeandcost)aspectsareinterlinkedand,thereby,difficulttomanageeachinisolation.Whilstcostconcernsmaynotbepartofthesupervisionworks,thesedoinfluencequalityandprogressand,therefore,shouldbetakeninto consideration in all assessments undertaken. Key to these is the 4M factors(manpower,materials,machinery,andMeAwel/subcontractor),whichlargelydetermineswhatgetsdone,when,how,andbywhom,influencingalsothequality,progress,andcost

oftheworks.

CommunicationManagement

Constructionworksarereliantoneffectivelycommunicatingtimelyrelevantinformation.

Communicationscanbeformalorinformal,writtenorverbal,andacombinationofthese.However, for construction works and when communicating between the differentcontractingparties, it isadvisablethatallcommunicationsbebothformal(i.e. issuedbyauthorisedperson) andwritten. It however is necessary toundertake extensive informalandverbalcommunicationsinorderunderstandunderlyingcausesbehindemergingissuesand concerns, so these can be resolved amicably and quickly. Results from informaldiscussions should always be confirmed in writing, preferably as minutes of meeting,listingkeydiscussionitems,decisionsandinstructionsissued.

Typically,themostcommonformsofconstructioncommunicationsincludethefollowing:

informaltelephoneoremailcommunicationsusedtoconveyaquickmessageordecision

scheduledoradhocmeetingsheldtoprovideaforumtoinformanddiscusswithkey stakeholders project-specific information (accomplishments, milestones,plannedtasks,andissues)

presentationsused to inform key stakeholders of major milestone events andaccomplishments

formalwritten communications (project reports, directions, approvals, variations,andnotices)usedtoinformkeystakeholdersofprojectinformationanddecisionsinaccordancewithestablishedcommunicationprotocols.

Of greater importance than the form of communication is the relevance of informationcontainedwithinthemessage,whichislargelydependentonthedatagathered,howitisprocessed, interpreted, and assessed. See the section titled 6D (Data, Information, andDecision-Making)below.Themessagesignificant shouldalso influencehow it is tobedelivered. For instance, for priority and urgent messages, these should be relayedimmediately,wherepossible,inperson,byphone,orbytextandalwaysfollowedupwithformalnotice.Invariably, themostimportantinformationwillrelatetocontractualorQ-STC-HSEissuesathand,whichmustbecommunicatedthroughnoticesandinstructionsasfollows:

NC (non-compliance) noticeissued to rectify QSE concerns, usually alsofollowedwithCA,PA,IOnotices,requiringrectificationofunacceptableworksorsubstandard processes related to safety, site security, access, and environmentalprotectionmeasures

CO (changeorder)noticeissued for scopechange, either todirect reductionor

additionalworks time (schedule) concern noticeissued in relation to progress concerns with

respecttobaseline cost(paymentorclaim)noticeissuedinrelationtoassessedvalueofworks.

To ensure the intended message is communicated clearly and unambiguously, theSMARTAguidelinesshouldbeutilisedtoconstructthemessage.ThetablebelowprovidesanexampleforcommunicatingrectificationworksusingtheSMARTAacronymtool.

SMARTAExample

S Specificperformancerequirement.Definetheexpectedperformancetargetandrequiredbehaviourtoachievethetarget,e.g.rectifyset-outsofanOlympic-sizeswimmingpooltocomplywithtechnicalspecification.

M Measurable.Quantifythevolume,accuracy,time,andrequiredchange,e.g.thelengthoftherequiredpoolistobe50mwithtolerancenotexceeding+0.03minverticalplane.

A Achievable.Confirmthattheindividualorcontractingfirmbelievesthattherequiredtargetedperformancecanbeachievedeven if substantialadditionaleffort is required,e.g. thecontactoragreed toconstruct theOlympic-sizepoolwithin3months.

R Relevance.Statewhytheeffort isrequiredandhowitcontributestotheoverallobjective,e.g. theOlympic-sizepoolmustbeconstructedtointernationalstandardsforittobecertifiedasacompetitionpool.

T Timeframe.Set thecompletiondate for the taskwith requiredmilestone reviews,e.g.weeklymeetingswillbeheldtoreviewprogressandensuretheworksarecompletedwithintherequiredthreemonths.

A Agreed.Ensuretheindividualorcontractingfirmagrees,e.g.theagreementcanbeintheformofsignedminutesofthemeetingwithattachedscheduleofworkshowingrequiredcompletiondate.

Figure1.4SMARTAtoolexample.

Formalcommunicationsshouldonlyoccurbetweentheauthorisedrepresentativefromthecontractors side and clients side (CAdmin or PM) and be conducted along agreedchannels.Therulesforcommunicatingformalinformationarethefollowing:

Any matter of contractual significance or substance should be formallycommunicatedinwriting.

Verbal instructions should only be used for routinematters or for cautioning ofpossiblefailure(rectifyhazardoussituation).

Noinstructionshouldbegiveninrelationstohowtoperformorundertakespecificworkasthiscanleadtoacontractualclaimandtransferliabilityforthatportionofconstructiontotheadministeringparty.

Stop-worknoticesshouldonlybeissuedformatterrelatingtohighriskrelatingtoQSEitem,where there isan imminentdangerof injury topersonor topreventasevereenvironmentalincidentfromoccurring.

Details of communications are to be copied to all authorised persons and

administratorssupervisingtheworks. Only in special circumstances should theCS be allowed to issue instructions or

notices.Insuchevents,theCSshouldimmediatelyinformbothCAdminandPM.

Site communications should also avoid arguments; however, if these do occur, theseshould be immediately referred to the CAdmin for resolution. Any and allcommunicationsshouldbecourteousandfocusedontheworks,withcriticismsreframedascautionandwarningthatworkmaynotbecompliant.

ResourceManagement

Forconstructionworks,theprimaryfocusmustalwaysremainatmanagingresourcesfirstfollowedbyinformationmanagementandprocesses.

Invariably,itispeoplesactionsandtheirproductivitythatultimatelydetermineshowandwhen thingsgetdoneandwhat isproduced.To influenceand improveproductivity, themany individuals and, thereby, the team must be first coached, motivated, and thenmanagedtoensuretherequiredperformisachieved.

Constructionworkisalabour-extensiveprocess,requiringalargenumberofpeople,manytradesandprofessions.Toreducetheoverallcomplexityinvolvedwiththelargenumbers,an organisational chart is essential to diagrammatically show the many participants intermsoftheirplaceandrelativerankwithinthestructureandreportinglineswithothers.This chart also allows managers to easily identify, organise, coordinate the availableresourcestoproducetherequiredteameffortthatcanprogresstheconstructionworks.

Figure1.5Exampleofageneralisedorganisationchartshowingdisciplinesengagedinoverseeingconstructionworks.

The required skilled human resources are part of 4M (manpower,materials,machinery,andsubcontractors),alltherequiredresourcesfortheworks.HowtheCCplans,procures,utilises, and manages these 4M resources will largely determine how the works areprogressed.Tofacilitatetheworksandprogress,oversightaswellasguidanceshouldbeprovidedbytheadministeringparties(PM,CAdmin,andCS)totheCC.

The tablebelow listskey roles forCC (constructioncontractor),PM(projectmanager),CAdmin(ContractAdministrator)andCS(constructionsupervisor)foreachconstructionphase.

Process/Phase KeyAppointmentandRolesChecklist

CC PM CAdmin CS

Phase1:Initiation/Planning

Mobilise4Mtosite Manageprocurementprocess,appointcontractor

Assistinprocurementprocess

Nil

Phase2:ExecutionandMonitoring

Undertakeconstructionworks,Manageresources(4M),EnsureQSEcompliance,andmitigaterisks

Overseeconstructioncontract,ManageHR,communications,andinformation

Administerconstructioncontract

Monitor4MandQSEtoensurecompliance,

recordandreportsiteprogress

Phase3:Closing Undertakecommissioningofequipmentandplant,

Completeconstructionworks

Overseeclosingprocess,handover,andpost-constructionactivities;facilitatethetransitiontooperations

Administercontractcompletionprocessandclosecontract

Monitor4M,QSE,commissioningworks,anddefectrectificationstoensurecompliance

Figure1.6Rolesforkeyappointmentsduringconstructionworks.

Construction projects may use many different processes and have varying deliverymethods, rangeofproducts, and installationmethods;however, allhave incommon the4Mbaserequirement.Howthe4Maspectsareemployedwillultimatelydeterminehowtheworks are progressed,whether compliance is achievedwith respect toQSE aspectsandwhetheratimelycompletionwillbeachieved.

RiskManagement

Risk (and issue)management isgenerallyconductedby theadministeringpartiesof thecontract(CAdminandPM).However,toensurecomplianceandtherebyreducetheriskoffailure,workoversight is required.Oversightprovides themeans toensure the requiredriskpreventionandmitigationmeasuresareimplementedinplaceandthemeanstoreviewworksand identifyemerging risksand issues.Once risksand issuesare identified,onlythencantheseberesolved,hopefullypriortotheseescalatingtoevents.

The oversight role must ensure the planned is implemented and deficiencies areprogressivelyresolvedandcorrectedastheseoccur.ThisistheCSsrole,whichafterall,is to monitor, verify compliance, and thereby reduce the risk of failure. Ensuringcompliancewillinevitablyincreasethecertaintyofachievingasuccessfuloutcome.

HSE(Health,Safety,andEnvironment)

Aswithriskmanagement,HSEcontrolmeasuresarenecessarytoensurebothpersonnelsafety and environmental protection. It is essential for all HSEmatters to do the rightthingsasoftentherearesevereconsequencesfornon-compliance.MostHSEmattersaregovernedandenforcedbylaw5(inmostcountries)and,furthermore,wealsohavemoral

obligation not to cause harm. Therefore, even though HSE may not be specificallyincludedinthescope,thesemustbeconsideredasessentialpartsoftheworks.

AllpartiesassociatedwiththeconstructioncontractshouldbeawareoftheprojectsHSErequirements.EveryonehassomedutyofcaretoensureHSEcompliance.ThereexistsachainofresponsibilitywhichstartsfromtheworkerandextendsthroughtotheCC,CS,CAdmin, PM, and the clientall who are proportionally responsible to ensure HSEcompliance. Essential to HSE management is the ongoing assessment and monitoringprocess, which includes identifying, analysing and evaluating, responding, treating,controlling,andreportingHSEmatters.Thisassessmentprocess,whichissimilartoriskmanagement,shouldbeconductedbybothby theclientsadministeringpartiesandCC,witheachpartypreparingtheirownHSEmanagementplanandimplementingmeasuresatthepre-constructionphase,priortomobilisation,foruseduringtheconstructionworks.

ThetablebelowprovidesachecklistforestablishingtheHSErequirements.

HSERequirementsChecklist /X

InputsandKeyRequirements

Listkeyrequirementsfromthefollowing:

contractdocuments(ABCD);- HSEperformancetargets,includingincentivesforimprovement- HSE-requiredsubmittals,hazardassessment,HSEplan,andSWMS.

legislative and statutory conditions relating to OHS and environmentalprotection that have been placed on the works, requiring specific action,permits, approvals, licences, certificates (note that failure to comply canresultinfinesand/orprosecution).

HSEMeasuresforCompliance

EstablishHSEmeasurestoachieveandensurecompliance,includethefollowing:

Managementandoversighttoensurethefollowing:- Safeworkplacewithsafesystemsofwork.- Issues,risks,incidents,andeventsareaddressedastheseoccur.- Measures and processes adopted will achieve compliance and not

adverselyimpacthealthortheenvironment.- Effectivemanagementof4Maspects,includingthefollowing:

o Manpower.Workforce is suitably experienced, trained, informed, andequippedtoundertakeworkssafelyandwithoutincident.

o Materials.Appropriatemeasuresareinplacetoensurethesafedelivery,storage,movement,andinstallationofmaterials.

o Machinery.Toensuresafeoperationofsitemachinery.

o Subcontractors.Toensurecomplianceforworkscontractedtoothers.

Adoption of initial HSE control measure to make site safe prior tocommencingworks.

Adoptionofenvironmentalsafeguardstomitigateidentifiedconcerns. Site entry requirements, ensuring that all entry points have appropriate

signagedisplayedshowingentryrequirements,suchas:- PPE(personalprotectiveequipment)- siteinduction,requiringthefollowing:o all persons entering the site to be given general induction, including

subcontractors,visitors,andpersonscarryingoutnon-constructiontypeofwork,coveringthefollowing:

site location information, site orientation with emergency responseprocedure

site-specificHSEmeasuresinplace PPE (personal protective equipment) requirements, e.g. safety

helmet,safetyshoes,highvisibilityclothing anyotherrelevantinformation.

o specific inductions for work activity perceived as having high risk,giventopeopleinvolvedwithactivity

o records of each induction, where each inductee is issued with aninductioncardstatingtheinducteesfullname,employername,dateofinduction,anddateofexpiration.

The establishment of a site HSE committee that meet regularly, aresupportedbymanagement,andaretaskedwiththefollowing:

- reviewingcompliancerequirementsofcontract,regulation,andlegislation- ensuringthatallknownconcerns,issues,andrisksarecovered- ensuringthatasafeandhealthyworksiteenvironmentisestablishedand

maintained- encouraging employee innovation and involvement in achieving HSE

compliance.

Requirement for issue-specific safety procedure as work instructions orSWMS(safeworkmethodstatement)foralltasksandactivityperceivedashavingsafety risk.Activitiescan includeexcavations,concreteworks,useoftowercranes(outliningliftingcapacityandprecautionforliftingloads),confined-spacework,coldandhotwork.

Requirement for CC to monitor and confirm HSE compliance, to ensure

alsothefollowing:- Non-compliancesarepromptlyrectified.- Focusissetandremainsonpreventionofincidentsandaccidents.

SubmittalsofHSErecordsincludeHSEplans,SWMS,hazardous-substanceregister, reports, notices, and other documentation as required by contractandlegislation,ensuringthatthesearealsoreadilyavailableonrequest.

Implementation of site-specific emergency management plan to minimisetheriskof injury,property,andenvironmentdamage,ensuring thatplan isrehearsedonaregularbasis.

Outputs

Listrequiredoutputs,includingCCssubmittals(hazardassessment,HSEplan,andSWMSforactivitieswithsafetyrisk).

The benefit of listing the HSE requirements upfront is the establishment of a plannedapproach to manage the HSE aspects and ensure compliance. Adopting a plannedapproach has a potential to reduce potential accidents (health related) or incidents(environmental) and, thereby, maintain worker morale, reduce sick leave and staffturnover,andpossiblyenhancetheCCsreputation.

HSEControl

Theaimshouldbesetatachievingzeroaccident,zeronearmisses,andzeroincident.

Weareresponsibleforourownpersonalsafetyandundertakingwork inasafemanner;however,whenatwork, this responsibilityalsoextends toothers.Theduty toprovideasafe workplace starts with the CC and extends to overseers of the construction works,whichincludestheCS.TheCShastheresponsibilityofensuringtheCChasfulfilledtheobligationsof providing a safework environmentby implementing all safetymeasures,procedures,andprocessesasnotedinthesite-specificsafetyplan.

Toachieveasafeworkenvironment,allsitehazardsandrisksmustfirstbeidentifiedandthenassessedforthesetobeeffectivelymanagedandcontrolled.Theassessmentprocessmustevaluatethelikelihoodofeventsoccurringanddevelopstrategiesandmeasuresthateitherremoveorreducehazardstosafelevel.Oncemeasuresareimplemented,itisthenimportanttoverifyimplementationthroughmonitoring.Belowisthechecklistforhazardassessment.

HazardAssessmentFormChecklist /X

HazardIdentifier

Thehazardassessmentshouldincludethefollowinggeneralinformation:

hazard-itemidentifiernumber,insequence assessorsnameanddateofassessment.

DetailsofAssessment

Ensuresufficientdetailisprovidedtoundertakeassessment,includethefollowing:

hazarddetails(when,where,who,what) hazardassessmentintermsofthefollowing:- probability(high/moderate/low)- impact(high/moderate/low)- ranking(high/moderate/low).

immediatemeasurestobetaken,suchasnottocommenceworkifunsafeorislikelytobecomeunsafe

requiredactionstoremoveorreducehazardtosafelevel.

Monitoring,FollowingUp,andClosing

Follow up required actions during implementation of action items, include thefollowing:

measurestobeappliedandimplemented monitoringandcontrolrequirementstoverifyhazardisbroughttosafelevel closed-outdetails,rectificationdate,confirmedbynameandsignature follow-upverificationdetailsanddate.

Indeterminingwhatmeasuresshouldbeapplied,itisimportanttofirstgaugethelevelofrisk or hazard severity and then prioritise these in terms of severity, likelihood, andfrequency.Therequiredmeasurescanbedeterminedasfollows:

Forhigh-riskitems,likelytocausedeathorpermanentinjury,thesehazardsshouldbeeliminatedorremovedfromworkplace.

For medium-risk items, with possibility of causing serious injury, these hazardshouldbe:

- substituted,swappedwithhazardoflowerrisklevel- isolated or removed from employees or employees separated from the hazard

(requiringworkpermittoundertakeactivity)- re-engineered by physically altering the work environment to make it safer

(changeworkpractice)- administeredbyimplementingSWMS,byreducingemployeeexposures,byjob

rotation and restricting access to the work area, and by enforcing PPE inaccordancewithSWMS.

Forlowrisksandhazardswithpotentialtocauseminorinjuryonly,theseshouldbemanagedaccordingly,withrespecttobestpractice.

Inassessingriskandhazard,itisimportantto:

consider cultural and personnel differences, such as height, weight, language,literacyskills,age,andexperience,asthesemayincreaselikelihoodofoccurrence

undertakeperiodicadditionalassessments,consideringthefollowing:- whether any additional hazards were introduced into the workplace with

measuresemployedorasworkisprogressed- effectivenessofmeasuresadoptedbymonitoringnumberofHSEincidentsand

losttime.

implement a range of solutions, combination of measures and controls as somehazardsmayneverbecompletelyeliminatedorreplacedwithsaferalternatives

prepareSWMS(safeworkmethodstatement)forallhighandmediumrisks,withmeasures aimed at reducing the potential riskwhilst, in contrast, low risks needonlybeminimisedasfaraspossible(andneedrequireaSWMS)

include the administration option of issuing PPE directives for all options, butregardingtheseasthelastchoiceinhazardcontrol.

BelowischecklisttableforassessingconstructionHSEmanagementplan.

ConstructionHSEManagementPlanChecklist /X

GeneralOutline

ListHSEcomplianceandcertificationrequirementsforthesiteandworks,includethefollowing:

requiredHSEcontrolmeasures tobe implemented(tomakesiteandworksafe)

legal and legislative compliance requirements (OHS and environmentalprotection)

designandengineeringsolutionstobeadoptedtoensuresafeconstruction managementandoversightthatwillbeadopted.

Inputs

Listrequiredinputs,includethefollowing:

contractrequirements,HSEperformancetargets hazardassessmentforworks organisational and project HSE system, processes, and procedures (as

applicable).

HSEManagementPlan

TheCCHSEplanshoulddetailthefollowing:

HSE policy, with measurable objectives, signed by CEO/owner andreviewedinthelast12months

project governance structure ensuring appointment of dedicated HSEresources

listofidentifiedsitehazardsforplannedconstructionworkswithproposedmitigationmeasures

HSEriskassessmentwithresponsestoidentifiedrisksandhazards inspectionschedule,includingHSEauditschedule reporting requirements, including incident notification procedure with

proposedresponses generalandspecificHSErequirementsforworks,outlinedasthefollowing:- siteinductionrequirementsandprocedures- sitesafetytraining- specific actions to comply with requirements and legislation, including

thefollowing:o detailedhealth,safety,andenvironmentalprotectionmanagementplanso implementationstrategyforrequiredmeasures, includingstafftraining

andmonitoringtoensurecompliance.- responsibilitiesandobligationsforeachpersonandactivity, listingHSE

keypersonnel,experience,andqualifications.

4Maspects,includingthefollowing:- manpowerrequirements forsitepersonnel (staff, labourers,employee),

detailingthefollowing:o rolesandresponsibilities,identifyingwhoisresponsibleforwhato experience,qualification,andtrainingrequiredtoundertakeworko workinformation,withinstructions,PPErequirements,andsupervision

- materialsrequirementsfordelivery,storage,movement,installation,andprocesses to ensure hazard substances are used in a safe manner withhazardouswastedisposalprocesses

- machineryrequirements for permanent and temporary machine,maintenance, movement within site to ensure safe operation of sitemachinery

- subcontractorsensureprocessesinplacetoachieveHSEcomplianceforworksaresimilartocontractedparties.

environmental-specificprotectionmeasures,includingthefollowing:- compliance with the legislative requirements, noting that failure to

complycanresultinfinesand/orprosecution- implementation of environmental safeguards to mitigate identified

concerns, risks, anddeliveryofwork,providingmeasures tocontrol (asapplicable)thefollowing:

o noiseo vibrationo dusto asbestoso sitetrafficaccessandplanningo airqualityo waterqualityo dischargetopublicsewersandnaturalwatercourseso protectionofendangeredspecieso protectionofculturalresourceso protectionofwetlands.

siteemergencyresponsemanagementplan,procedures,andrehearsalplans insurancecoverageasrequiredbycontract.

Outputs

ListrequiredkeyHSEsubmittals,includethefollowing:

hazardresponsibilitytabledetailingkeyappointments CCHSEmanagementplan SWMS.

There are commonalities between QC (quality control), OHS (occupational health andsafety),andenvironmentcontrol(QC+HSEorQSE).Eachiskeytoconstructionworks,and each requires a proactive management approach to achieve compliance. Byintegrating these with one management system, certain efficiencies can be gained asduplicationofeffortisreducedwithrespecttoplanning,implementation,monitoring,andcontrolling activities. It is therefore advantageous for CC to adopt an approach that isintegratedand is able to effectively linkqualitymanagement, safety, andenvironmentalprotection. Such an approachwould ensure prompt rectification action should any non-complianceoccur,includingincidentsoraccidents,therebyalsominimisinganypotentialdamageanddelay.

CHAPTER2

6D(Data,Information,andDecision-Making)

Knowledgeisgainedfrommanysources,frombooks,fromteachingandgainedfromtheexperience of doing. And with new insight, the existing current knowledge can betransformedintonew.

Relevantdataisrequiredtomakeinformeddecisions.Fordatatoberelevant,itmustbetimely,accurate,appropriatelycollated,andcorrectlyinterpretedsoitistransformedintomeaningful information and for it to become insightful knowledge. For constructionworks, theCSs role is key toobtaining relevantdata as theCS is, inpart, taskedwithrecording and reporting site activities as these occur. Once data is collected, theconversion process must be sufficiently comprehensive and robust enough so data isinterrogated and becomesmeaningful information that is readily applicable. The figurebelowliststhesixkeystepsofthe6D,ortheD-cycleprocess.

Figure2.1Thesixkeystepsof6D.

There are key differences between data, information, and knowledge. Data is typicallysourced from observations and measurements as undertaken by CS. Data is the rawmaterial of information. Once data is compiled, collated, and interpreted, it is givenmeaning, which transforms it into information. The data-gathering process is as muchabout recording and reporting site activities as these occur as it is about measuring toensurecompliance.Thisisaprocessthatrequiresobservationandtestingoftheworkstogainsufficientdataand,thereby,informationthatconfirmstherightthingsarebeingdoneasspecified.

The information generated may need to undergo many reviews for it to be correctlyinterpreted. As information is examined, interrogated, tested, analysed, applied, andconfirmed,knowledge iscreated.Knowledge is theawarenessorunderstandingof factsderivedfromtheinformationprocessedandfromtheselfthroughperception,experience,

and learning. And with knowledge of what is occurring, project practitioners have thepotential to make effective decisions that either maintain or improve constructionperformance.

Information is not knowledge.Theworld is drowning in informationbut is slow in theacquisitionofknowledge.Thereisnosubstituteforknowledge(W.EdwardsDeming).

Itisknowledgethatenableseffectivedecision-making.Knowledgeprovidesthenecessaryappliedenlightenmentthatallowsappropriatechoicestobemade,whichmustbemadeinatimelyfashion.Knowledge,however,istimesensitive,whereinanydelayintheuseofacquired knowledge or information reduces both its relevance and value. Through timeand inaction, the acquired knowledge can easily become irrelevant and revert to a fact,data.

Effectivedecision-makingcanbeachievedthroughasix-stepprocessknownas6D,orDcycle. This six-step process consists of data gathering (1D), data processing (2D),described information (3D), described-information processing (4D), defined knowledge(5D),anddecision-making(6D).Seediagrambelow.

Figure2.2The6D,orD-cycleprocess.

The decision-making process is, however, as important as how it is communicated.Alldecisions should therefore be communicated in a clear and understandable manner asinstructionsornotices issuedbyauthorisedpersons.Equally,all instructionsandnotices

should employ specific protocols, such as naming and numbering conventions so eachelement, activity, area, structure, zone, and project can be readily identified within themessageandtracked.

PerformanceMonitoringandManagement

TheprojectperformancerequirementsintermsofQSE-STC(quality+HSE,scope,time,cost)forconstructionworksaregenerallyestablishedbytheclientandarticulatedinthecontract documents. To confirm, the CC should provide a work baseline schedule thatdetailshowtherequiredperformanceforeachitemwillbeachieved.Thisbaselineshouldincludethefollowing:

quality,detailinghow thequality (withacceptanceand tolerancecriteria)willbeachieved

HSE, detailing how health and safety and environmental protection compliancewillbemet

scope,detailingtheworkstobeundertakenwithrequiredprocessesandstandardstobeappliedateachstep

schedule,proposedsequenceofconstruction cost,outlining4Mresourcestobeemployed,quantities,andmeasures

Withthese,boththeCCsperformancebaselineandperformancemonitoringplancanbeprepared.

Figure2.3QSEandknowledgeareas(STC-CHR),whichcaninfluenceperformanceandtheeventualoutcome.

Theperformancemonitoringplanmustoutlinewhatdataistobecaptured,howitistobeprocessed, and what information is required in order to predict progress and makeeffective decisions that will improve performance (see chapter 5). Performanceimprovement decisions will in turn ensure QSE compliance as well as achieving therequiredoutcomesintermsoftimeandcost.

CHAPTER3

Phase1:Pre-ConstructionInitiatingandPlanningtheSupervisionWorks

Prior to commencement of construction, it is important to determine and establish therequired management processes. One key aspect to consider is the monitoring andverification of construction worksconstruction supervision. This is the onlymanagementprocessthatcanverifyand, thereby,ensuretheright thingsaredonetothespecifiedstandard.

Thechoicetomonitorandverifyconstructionworkswillinevitablyinfluenceeveryotherdecisionfrom type of contract used, contractor selection, how site risks are to bemanaged andmitigated, howworks are to be inspected and supervised, and how non-compliances are tobe rectified.Equally, the typeof contract adoptedwill influence theconstruction supervision process by the set contract conditions. It is therefore useful toreviewthecontract,itsrequirements,anddeterminewhethertheseareappropriatefortheworkspriortoproceedingtoconstruction.

Oncethedecisionismadetosupervisetheworksandappropriatetermsareincludedintheconstruction contract, it is important to finalise the requirements. These requirementsinclude:

keyappointment,roles,andresponsibilities construction supervision process and requirements during various phase of

construction- pre-construction,pre-startrequirements- constructionphaserequirementso attendanceatmeetingso monitoringforQSEcomplianceo recordingandreportingo issueofnoticesandinstructionso reportingofincidents,accidents,andassistingineventmanagemento performancemonitoring.

- closingphaserequirements,withrespecttothefollowing:o Cx(Commissioning)workso Cxchecklistsandnoticeso constructioncompletion,handover,defect,andomissionmanagement.

AlltheseaspectsshouldbecapturedinaCSmanageme