site management and project supervision tutor guides '10[1]

8/6/2019 Site Management and Project Supervision Tutor Guides '10[1]

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Site Management and ProjectSupervision

Tutor Guides

[D39MG]

School of the Built Environment Heriot-Watt University 2008


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Module leader:

Dr Fiona Grant

School of the Built Environment

Heriot-Watt University

RiccartonEdinburgh

EH14 4AS

UK

Tel: +44 (0) 131 451 4662

Fax: +44 (0) 131 451 3161

e-mail: [email protected]

Author:Dr Fiona Grant BSc PhD FRICS, MCIOB FInsCPD FHEA

School of the Built Environment

Heriot-Watt University

Riccarton

Edinburgh

EH14 4AS

UK

First published November 2008


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Unit 1

Unit 1 focuses on one of the most significant aspects of any project tenderplanning processes and procedures. It describes how planning activities areintegrated into a construction companys strategic goals and competencies and

goes to the heart of any business involved in contracting (i.e. winning contracts).

Given the four basic reasons for project planning are to eliminate or reduceuncertainty, to improve efficiency of the operations, to obtain a betterunderstanding of the projects objectives and to provide a basis for monitoringand controlling work; this unit seeks to give the students an understanding of howcompanies set about managing their contracting businesses.

Clearly, if a company does not undertake this professional approach orsomething similar, it will have no idea how it can make money from any tender itsubmits and wins

The efforts of all the staff and supply chain members involved in the tender areinvariably utilised by the project management team if the tender is successful.These form the base-line for all the site strategies but they will be modified,refined and even replaced by methods and procedures adopted by the site staffto suit the conditions and their experience, in an effort to improve efficiency andprofitability.

The units that follow describe the transition of a successful tender into asuccessful project


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Unit 2

Unit 2 sets out to show the student the organisational approaches andtechniques to manage the fragmented elements that go into the construction

process, not least in providing an understanding of the different roles of theorganisations and professionals involved in a project. To be a successful projectyou need to understand the goals and the key success criteria and know how tomanage these elements. During this planning and design phase, major costsavings may be obtained during the eventual construction and operation phases.

Students need to know that the time, cost and quality of every constructionelement must be understood and managed, in a safe and sustainable manner.They also need to understand that there are a number of tried and trustedtechniques to achieve this and that they must use the best techniques to suit theproject environment, and that that may not necessarily be the same as the

proposal developed by the tender team

This unit provides an overview of the construction management and designprocess and the specific functions and techniques useful for projectmanagement, including project planning, risk assessment, cost estimation,forecasting and economic evaluation and it addresses programming andfinancing issues, such as contracting and bidding for services, financing,organising communication and ensuring effective use of information includingtechniques for the control of time, cost and quality during the construction phase.


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Unit 3

Unit 3 describes effective management of construction and the application ofsound management principles, theoretical knowledge and practical experience

by those working in the industry. It gives the student guidance on marketplacemethodologies, techniques and documentation that are used to control projectkey constituents; labour, plant, materials and sub-contractors

Unit 3 is developing the theories outlined in unit 2 into practice guidance and thedevelopment of tools to improve the likelihood of a successful outcome of aproject.

This is not a definitive guide as to how to run a construction site because no twosites are identical. It should be stressed that project management is all about theadaptation of good techniques to suit the one-off project environment

The unit also introduces aspects of the legal liability for the project manager andemphasises the importance of maintaining a safe working environment on theproject.


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Unit 4

Unit 4 introduces the student to the processes and that are used on site tomanage the spending of costs on the project works and the recovery of the value

from the client. First off there is a practical version of the cost managementtheory that has been employed to minimise spending and recording the costsspent on activities. Then there is a methodology for looking at the variance fromthe projects financial targets.

It is important to understand that time is money on a construction project andthat costs on their own do not describe the full picture. Being on cost target anda particular moment in time would be meaningless if the works were way behindprogramme, which would result in excessive cost later in the project, eitherthrough running late or by accelerating to make up the lost time on the project

The unit looks at the important subject of change on projects and themethodology for ensuring costs involved in changes are properly estimated,recorded and recovered. The importance of managing change should beemphasised and the ability to estimate the full impact of any change cannot beover emphasised.

The unit then goes on to the counterparty to cost value. These are effectivelyunconnected but the relationship must be stressed. Costs and values arereconciled on site on an ongoing basis to give a developing picture of howprofitable the project is (and projecting end of project outcomes), allowingmanagement to take steps to enhance profitability (or reduce losses) on

individual activities as well as the overall project figures. This is another tool forthe project manager to utilise to establish how well a project is going.


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Unit 5

Unit 5 introduces the student to the site, to its organisation, to staff organisationand to motivation of the workforce. It looks at some very typical organisation

structures and shows who is involved and how the chain of command develops.It is important to stress that each site will have its own unique staffingrequirements and that no standard organisation will be appropriate

Students need to learn how the site management primarily aims to marshal thecontractors current and potential resources so as to undertake to fulfil a contractwithin its agreed parameters of time, cost and quality.

Learning how Site Staff need to manage the project and achieve productionefficiency in the field is an important part of this unit and understanding thattheoretical production levels in the industry, differs greatly from its counter part in

the manufacturing industry (i.e. factory production line operations). The unit endswith a practical methodology for making comparison between different sites tofeedback to managers and bosses, the efficiency levels that can be achieved onsites undertaking differing construction activities. This unit describes aninherently unpredictable construction industry that has common variables rangingfrom competitiveness of tender bids, consistency of production rates, fluctuationsof the economy, force majeure, to name but a few.


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Unit 6

Unit 6 is a very important unit for any project manager who wants to manage aconstruction project. A basic knowledge of the principles of contract law and its

application to construction contracts and administration, including an examinationof main terms and conditions, potential problem areas and risk factors is afundamental management skill. Project Managers do not need to be lawyers butthey need to know how and why contracts are structured in the way they are, andhow obligations can be both explicit and implicit in the contract

This unit looks at contract principles and the impact these have in our StandardContracts. It also looks at some of the Standard Contracts and provides aninsight as to the level of contract knowledge that a project manager needs tounderstand to undertake a construction project

Also provided are copies of the latest standard JCT contracts for PrincipalContractors and for sub contractors. A quick review of both documents shouldbe undertaken flagging up the similarities (pass-through) clauses and differencesin clauses. This allows the site manager to understand his obligations and thoseof his supply chain.


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Unit 7

Unit 7 is designed to build on unit 5 and explain to students the need tounderstand that the way the site support accommodation and facilities are

arranged and the methodology for accessing the building can greatly influencethe profitability and safety of the project and to ensure the regular progress of theworks

Once on the ground the site staff have a lot to do, mobilising the workforce(through direct labour or by sub-contracting) and organising for the delivery ofplant and materials in the correct order and onto a site that is organised to dealwith all the resources in an efficient and effective manner

Construction executives must be able to deal with extraordinary scenarios bypre-empting and factoring them into proposed designs, time schedules and

method statements, so as to enable adaptable strategies that couldaccommodate the necessary eventualities.

The unit suggests standard methodology to conceptualise and plan from thebeginning a construction project to avoid impractical situations on site, and howto include contingency plans for the unforeseen circumstances that will occurfrom time to time.

An important element of the unit is studying the phasing diagrams in theappendix and ensuring the students understand the importance of preplanningthe sequencing of the works to prevent works being suspended while new

access or storage processes and procedures are implemented.


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Unit 8

Unit 8 looks at quality in construction in an industry that has a poor reputation forperformance in respect to its product quality, the time required for completion and

the overall costs involved and this unit looks at the many reasons for this.

Students need to understand that this reputation is changing slowly in terms ofthe control of the quality and the current industry has embraced more innovationsand achieved higher degrees of competence than previously before, due tomodifications and developments in mechanisation, industrialisation andprefabrication. The enhancement of managerial resources and skills plays astrong role in determining quality and efficiency but the importance of qualitymanagement in the construction process, strategic planning and the appropriateappointment of management personnel in every project is the key to improving.

The development of quality systems and philosophies are examined and thereuse at site level explained.

The link between quality and cost is examined in the unit too and students needto realise that good quality saves money if managed effectively


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Unit 9

This unit looks at the four main site functions of temporary works, namely:access, support, protection and groundwork and it is important for th student to

understand there are tried and trusted methods for construction which havedeveloped over the centuries. They do not have to reinvent the wheel whenthey go to undertake a construction project.

Students must understand the role of temporary works on construction projectsbeing generally any non-permanent facilities installed on site to help fulfil theexecution of the actual (permanent) contract works, and which will bedismantled/removed from site upon fulfilment of their respective purposes.

Frequently, temporary works play multiple roles and their selection would bebased on the primary project requirements. Clearly the more roles they can fulfil

effectively, the more cost effective there implementation will be. E.g. a towercrane will service many elements of the project but they can be costly to installand expensive to run if not used frequently. They also may restrict progress ifcompeting sub-contrtactors cannot get the hook-time they require.

This unit details not only a typical examples of the intertwined functions oftemporary works to be expected on modern sites, but more importantly,describes the indispensable roles that they typically function in every constructionproject; roles that usually account for a significant percentage of the projectsrunning costs.

The unit also looks at the various categories, methods and systems of groundexcavation, trench supports and hydro-geological control techniques and otherbelow ground methods of construction. The student should be advised this isspecialised work and is often designed, supplied and installed by a singleorganisation, however a knowledge of the risks in every technique are useful tothe project manager as they are overall responsible for a construction site


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Unit 10

Unit 10 looks at how material are manoeuvred by various types of plant on aconstruction site. This has been developing areas in construction over the past

50 years as labour becomes relatively more expensive and there is need toreduce cost and improve productivity.

Students should understand that things are going to continue to developthroughout their careers and they will need to understand the range of plant itemand which are multi-use flexible and which are suitable for only 1 task e.g. rooftile hoist v teleporter hoist.

The student must also understand that the construction site cannot be operatedlike a factory (i.e.) under strict and controlled conditions, due to the uniqueness ofevery project.

The selection of plant and the negotiation of the costs is an important part of asite managers role and he needs to have a clear picture of what he intends to do,almost prior to setting foot on the site because the way he goes aboutconstructing the project will directly relate to the plant he needs to ustilise


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Site Visit Guide

If a site visit is organised (and the importance of this cannot be over stressed) itshould ideally come about 1/3 of the way through the projects programme whenthe site is well underway not in its start-up mobilisation phase and not in its

completion phase. This should take place after Unit 7.

The object is not to look at what is being constructed but how it is beingconstructed. In particular they should identify

how the site is accessed and any restrictions to what would be ideal where the material laydown areas are and if they are strategically located where the compound is and if it is in a position to control the site look at the quality of the site hutting and consider if it provides an

environment conducive to efficient working

look at how plant will be secured at night Look at the temporary works and consider its safety and efficiency Look at the plant being used and consider its safety and efficiency Look at how the workforce access the site with and without materials and

tools and consider its safety and efficiency Look at the generally housekeeping of the site and consider if the site

staff and workforce have pride in their workplace Consider if you feel safe as you walk about the site Look at the way material are handled and protected consider if you think

the quality control is being applied

Look at how materials are being used, do you think it is in a sustainableway

Look what materials are being used, do you think it is a sustainable design Consider the atmosphere on site, do you think the workforce and happy

and motivated Finally consider whether this site is practicing anything of the lessons you

have learned to date on the course.


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Module Aims and Objectives

The aim of this module is to give the student of Project Supervision and sitemanagement an appreciation of the skill and practice of preparing and managingconstruction projects and the place of management techniques and strategies in

the overall project supervision process.

Objects which will be achieved on successful completion of study are:

Module aims and objectives

The Module aims and objectives are to enhance understanding of the following:

Unit 1: Company operational policies and how they relate to project tendering;the main participants in construction contracts; tendering procedures andprocesses; and the risks involved in construction contracts and how these are

negotiated

Unit 2: Project success criteria and its impact on management approaches:contemporary management techniques like TQM; planning theory and practiceincluding formulation methodology; and the people most involved or dependenton the planning and its outcomes

Unit 3:The preparation and documentation of control information; managing theprogramming and the planning; and managing safety as part of the overall siteplanning

Unit 4:Typical cost management systems; how to deal with changes to theconstruction requirements; the difference between cost and value and how theycompare; and the key documentation necessary to control costs

Unit 5:Site organisations and staff responsibilities; site welfare provisions andobligations; how to improve workforce and management productivity; andmethodologies for comparing the productivity in different projects

Unit 6: The principles of contract law and construction contracting law; UK formsof contracts, their legal requirements and how they perform; the contrast betweentraditional forms of contract and modern type of contracts; and what elements of

the contract the site managers need to be familiar with

Unit 7:Setting up a site and enabling works to progress; how to run aconstruction site; procurement undertaken on a construction site; and pre-contract and site mobilisation procedures;


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Unit 8:Quality management systems used in the construction process; qualitysystem concepts and the processes that support the system; and themanagement of materials on site

Unit 9:The various categories, methods and systems of temporary access,

falsework and formwork supports; the various categories, methods and systemsof ground excavation, trench supports and hydro-geological control techniques;the various categories, methods and systems of temporary structural shoring,permanent underpinning and demolition techniques;and the various categoriesand types of plants and equipment; and

Unit 10: Ancillary costs associated with negotiating plant hire; and many siteplant types, their capabilities and likely uses on site

Site Visits:

Recommended Textbooks

The principal texts are:

1) Dennis Lock Project Management, Gower

2) Kerzner, H. Project Management: A Systems Approach to Planning,

Scheduling and Controlling, John Wiley & Sons

3) Illingworth J.R. (1993) Construction Methods & Planning, E & FN Spon

4) F. Harris Construction Plant Excavating and Materials Handling:

Equipment and Methods, Garland Pub

5) R. E. Calvert, G. Bailey & D. Coles Introduction to Building Management,

Laxtons

site management and project supervision tutor guides '10[1]

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