ch.1_notes 1_several topics (2)

8/13/2019 Ch.1_Notes 1_Several Topics (2)

1/53

1

SITE MANAGEMENT

Project Management

The overall planning, control and co-ordination of a project frominception to completion, aimed at meeting the Client requirements andensuring completion on time, within cost and to the required quality

standards

providing a completed project which fully satisfies the Clientoriginal aims and budget

advising and guiding the Client at the conception stage on financing,land acquisition, preparing the brief and appointing consultants and

selecting contractor(s) planning and control and direction of the project in accordance with

the brief

motivating and co-ordinating all participants to achieve the completionof the project to programme and within the budget cost

Site Management

the production of construction works which satisfy the Clientfunctional requirements

the completion of the project within specified cost limits, i.e. profit ofthe construction company

the completion of the project within specified time limits, i.e.liquidated damage if delay occur

the preservation of the health ( i.e. Noise control ) and safety of thepeople involved

Essential Element of Effective Site Management

(1)Organisational structure(2)Span of control(3)Responsibility and authority(4)Discipline & Respect(5)Leadership(6)Team spirit(7)Motivation(8)Decision making(9)Site supervision


2/53


3/53

2

(1) Organisational structure

breaking down of the whole into groups or sections each of which willhave certain given tasks or objectives, as laid down in the objectivesand policy of the company

each section will have a leader who must ensure that the work of hisgroup is co-ordinated with the efforts of the other sections

each section objectives must be clearly defined in writing so thatactions and decisions can be laid at the correct door quickly, enabling

answers to be given in a short space of time, when they will be most

effective

although organisational structure is rigid in its concept, informalrelationships will develop between the members of the organisation atall levels

Type of Organisation Structure :

A.Shallow Pattern small organisation having up to about 25 operatives making communications very easy and quick as the lines between

principal and operatives are short and direct

authority and responsibility is too concentrated, i.e. directorB.Deep Pattern medium to large organisation proper delegation of authority and responsibility can taken place communication difficult may occurC. Factor for Selecting the Organisation Structure :

size of the organisation complexity of the work task


4/53


5/53

4

(4) Discipline & Respect

always be sure of the facts no favouritism or discrimination do not lose your temper, keep self control always discipline in private and not in the presence of others be fair but firm decisions and behaviour must be consistent with the offences be prepared to let people present their side of the story if error is on your side, admit it without a sense of discipline, a slack anti-cooperative situation will

arise, resulting in lower production, poor teamwork and a general loss

of control

(5) Leadership

anyone in a position or controlling or or-ordination men requires anunderstanding of how to get the best out of them, and this ability is

generally referred to a leadership

born leader who will come out in any group, mainly through imposinga strong personality

self- confidence is of great importance, without it the men under himwill soon lack confidence in his orders, for the leader will be

continually changing his mind because he is not sure of his ownknowledge. A leader must be positive in his thinking

good temper, a quick or irregular temper will soon lose the respect ofthe men. Temper should be even and controlled, a cheerful interest for

the work with consideration and fair play for others will contribute agreat deal towards success

respect, a leader needs the respect of all those with whom he isworking, not only subordinates but also superiors which can be

achieved through consideration for others

technical skill, a leader knows the method suggested in theory and canrelate these through his acquired knowledge of practical application

other including tidiness, punctuality, intelligence, integrity, energy andtact, etc.


6/53

5

(6) Team Spirit

the building industry relies a great deal upon the co-ordinated andteamwork of relatively small group

all concerned will have to work together in goodwill and harmony team spirit depends to a very large extent upon the ability of the leader ensuring that the feelings, personalities, likes and dislikes of all the

parties in a team are welded into one efficient working unit

a leader must know his team, men must be treated as individuals andnot just as a number or a machine

(7) Motivation

the art of getting someone to want to work introduce a feeling of belonging achieved by informing the team as to the progress of the firm or site help encourage a sense of participation which in its turn tends to create

a feeling of keenness and loyalty

economical rewards must be a major consideration other including security, status, welfare and good opportunities(8) Decision Making

A) What is a decision making :

a decision is a statement of what is to be done there will be only one decision to be taken on each situation taking decision is a passive job which involves taking care of a

situation, reporting on it, applying technical skills and / or precedentsi.e. previous experiences

B) Difference between decision and solution :

Decision Solution

relate to action to be taken relate to past events

there is only one decision for one there may be several solutions

situation for the same problems

there must be a decision before there can be no solution,action can be taken but action can also be taken


7/53

6

C) Type of decisions :

( I ) Policy decision / executive or procedural decisions

policy decision is also called a directive, and it affects the policyof the whole company. For example, a construction companymade a decision to expand her business in other region, i.e.

regionalization, in addition to the local business so as to minimise

the effect of the profit of the company due to the fluctuation of the

local work load

executive or procedure decision affects part of the company only.For example, a decision is made to purchase a new model of

tower crane for a particular site

( II ) Ad hoc decision

apply to the immediate situation and appear to have no particularrelevance to other situation. For example, those precaution action

on site as decided to be done when the typhoon is coming

( III ) Planned / standard decision

taken at about the time expected, or covering in situation whichwas expected to arise, though the detail could not be foreseen.

Decision on standard is a kind of planned decision, for example,the decision to select which subcontractor for a particular trade

work

standard decisions tend to be of the planned variety because theyrefer to standard set by the company, and they cover a group of

objects or situation which used working through systematically,

for example, the procedure and factors to be considered when

select a subcontractor for a particular trade ( price and the

previous working relationship, etc. )

planned decision may be split. For example, decisions needed toimprove the cost planning service offered by a Q.S. company such

as determining the method of selecting or storing cost data, and

the method of applying it in the form of advice to the design

office

Remark : the absence of a decision does not necessarily mean that

the matter has been deferred. A sensible decision to do nothing is

none the less a decision, sometimes the right one and often as

difficult to take. However, such a decision should be announcedwithout any delay if this is possible. Indeed all kinds of decisions


8/53

7

should be announced at once so that management is seen to be

alert and responsive

D. The method of implementing decisions :

small company where the owners knows everyone and with nointermediate manager - oral communication

large or public company - decisions conveyed in writing incirculars which give the reasons and carry a request to act on

them from a given date, and then a direct discussion betweensenior and subordinates to be followed up, ensure that it has been

read, understood and that action is taking place

methods of communication in use include - circulars , to everyone memo, to a smaller number of individuals meeting minutes, to those present and other necessary person notices on board

E. Decision as a response to a formal proposal :

the channels for proposal ( upward ) and decisions ( downward )

are determined by the formal structure of the organisation.Proposals to the highest bodies such as the Board tend to be of

policy or about highly sensitive subjects. Decisions issued on

these may require sub-decisions to be taken lower down the

structure and, most would be implemented at lower levels

F. Making a decision is a relatively simple, but determining how to

make a decision is complex. A decision can be a simple yes or

no. A decision can be the choice of an alternative. The difficulty

lies in what analysis precedes making the decision of yes or no or

the choice of a specific alternative.

G. The eight steps in the decision process are:

(i) Recognition and analysis of problem(s).(ii) Determining workable solutions (alternatives).

(iii) Identifying key uncertainties.

(iv) Gathering data.

(v) Estimating the value of each alternative or workable solution

(vi) Decision (choosing a solution).

(vii) Acting upon decision.

(viii) Following up on decision process.


9/53

8

(9) Site Supervision

primarily to ensure that the Clients requirements as expressed in thecontract documents are correctly interpreted and carried out by the

contractor responsibility for supervision is shared between the contractor ( by

the conditions of contract ) and architect ( an obligation under theconditions of engagement )

the amount of supervision required depend on the size and complexityof the works


10/53


11/53


12/53


13/53


14/53


15/53


16/53


17/53


18/53


19/53


20/53


21/53

1

SITE RESOURCES

site resources include the human resources, material resources and plant &equipment resources

(1) Human resources

the responsibility for recruitment of all personnel within a company generallylies with the personnel officer, i.e. the Personnel Department

usually, the operative staffs are recruited on site, i.e. the responsibility of sitesupervisor

engagement of unsuitable operatives can lead to a reduction of output and anincrease in accidents

recruitment techniques include - job analysis - whathas to be done ?

whereis to be done ?

howis to be done ?

whodoes it ?

whendoes it need to be done ?

a better understanding of the work / problem in hand which help in

finding a solution

job evaluation - study the degree of skill, mental effort, physical effort,responsibility and working condition required to undertake the job

job specification - details obtained from the job analysis and evaluationabout the job and the expected qualities of an individual to do the job

advertisement -- application selection -- interview engagement(2) Material Resources

no construction project can be proceeded without a satisfactory supply of rawmaterial

supplier can be classified as domestic supplier or nominated supplier ( specifiedby the architect )

it is to the contractor advantage that a good relationship with his suppliers ismaintained, many of them will have been selected due to their fulfilment of

orders to the standard required and meeting of delivery times over a number of

years


22/53

2

selection of supplier depend on - whether the supplier has been used before if so, was he reliable is the material suitable for the project can the material be maintained in quality delivery dates price including trade discount, cash discount and bulk discount comply with British Standard or other required tests any special considerations

Material submission and ordering schedule :

a schedule which indicate all the material which will be used for the projectwith the scheduled submission date ( often allow for more than one submission,

i.e. resubmission ) and the latest approval date to ensure that all the materialordered will be to the quality required

all the material will be submitted for approval through a formal MaterialSubmission Form to the architect

the quantities required will be filled in by the Q.S. with the latest order date andrequired delivery date indicated

a similar schedule should be prepared by the nominated subcontractors andmonitored by the contractor so as to ensure the material use by the NSC will

comply with the quality required and deliver on time

once order is place, monitoring of the delivery is requiredMaterial storage and protection :

adequate storage location must be provided through a well planned, clear andall agreed site layout plan to indicate the location for reception, storage, etc.

Taking account of the possibility of using one location for several materials

used at different stages of the project

the most appropriate type of storage should be provided for material whichdepend upon their value, i.e. brick and sanitary fitting, etc. proper protection should be provided to the material such as cement ( water ) or

sanitary fitting ( damage )

material transport should be planned so as to avoid unnecessary disturbance


23/53

3

Material issuing and distributing :

an efficient store keeping system needs to be set up on site as soon as possibleto ensure the operatives are issued, when required, with the correct quantity and

quality of materials. In addition, those issuing and distributing must be properly

recorded

Material quality control :

material used should conform to the types and standards laid down in thespecifications and to the approved standards

all delivered materials should be checked by those taking receipt of them withthe approved specification and sample

checking of material can be done by visual inspection or some simple test onsite

Material security :

practical site security with fencing if necessary must be arranged. Fencingshould be adequate for the purpose and compounds must be secure as possible

means of controlling the movement of people on and off the site should beinstituted

arrangement must be made to the spot-check vehicles arriving and leaving,goods transfer form must be provided for material transportation off site andrecords should be kept of all leaving

Material delivery :

materials with long delivery dates should be have a review procedure to allowfor revision to the programme if the dates are not eventually met

a subcontractor schedule should also be produced for their materials to ensureadequate reception and the interrelationship with storage of other materials

the arrival of goods must be supervised so that they are off-load carefully andstacked on a good surface where they will not be damaged by passing transport,

and are accessible for future movement to the workplace

damaged materials should be noted when they are off-load and proper recordand identified. Any sub-standard material must be rejected and report to the

superior. In either case, an immediate complaint must be made to the company.


24/53


25/53


26/53

4

Material control to reduce waste :

material control can save money. The cost of materials and handling to thepoint of fixing is about 50 % of the money spent by a contractor on a typical

traditional contract

material control measures must be cost effective, the savings from both wasteand reduce delay in building operations must be greater than the cost of

implementing the measures

a named person ( full or part-time ) should be responsible for implementing andsupervising material control polices. Each site should be visited to advise the

site manager on steps to reduce waste and to maintain the waste levels allowed

for in the tender. Ideally, a written report should be prepared for each visit

at the start of a contract, the site manager must ensuring that material control iscarried out by responsible persons who can clearly understand the requirements.Authority must be adequately defined and understand by personnel as must the

procedures to be adopted; these include : recording the goods delivered, their

checking and arrival and ensuring that appropriate loads are left in the correct

positions

the design should be examined to identify work which will likely causeconsequential waste

direct labour contracts should include a limit allowable penalty clauses forlosses above that figure and bonus clauses for less waste, i.e. steel fixing, etc.

Direct and indirect waste :

direct waste - the complete loss of materials such as when they are irreparablydamage or just lost from the site. Direct loss can occur at every stage of

material handling but the principal loss centres are where materials are stacked

and at the place of work

indirect waste - where materials are used either for purposes other than thosespecified or in excess of measured quantities to meet the dictates of production,i.e. not physically loss


27/53

5

( I ) Direct waste

transport and delivery waste site storage and internal site transit waste conversion waste cutting waste application and residue waste waste caused by other trade criminal waste waste due to the wrong use learning waste management waste( II ) Indirect waste

substitution production waste negligent waste(3) Plant & equipment resources :

Main reasons for electing to use item of plants :

increase rate of output reduce overall building costs carry out activities which cannot be done manually or to do them more

economically

eliminate heavy manual work thus reducing being tired and increasing theproductivity of manual workers

maintain a planned rate of production where there is a shortage of either skilledor unskilled labour

maintain the high standard often required by the present-day designs andspecifications especially when concerned with the structural engineering works

also,

the type of plant to be considered for selection will depend upon the tasksinvolved, the time element and the staff available

the person who selects the plant must be competent, the plant operator must bea trained man to obtain maximum efficiency

the manufacturers recommended maintenance schedule for the plant must befollowed


28/53

6

all the site layout and organisation must be planned with a knowledge of thecapabilities and requirements of the plants

Advantages of buying plant :

plant is available when required cost of idle time caused by inclement weather, work being planned programme

or delay in deliveries of materials will generally be less on owned plant than

hired plant

builder can allocate the plant cost to the various contracts using the plant by hisown chosen method

Advantages of hiring plant :

plant can be hired as required and for a short periods hire firm are responsible for repairs and replacements contractor is not left with expensive plant items on his hands after the

completion of the contract

hire rates can include operator, fuel and oilMaintenance of plant is essential because :

prevent accidents

maintain efficiency prevent frustrations in operatives enhances the value of plant, i.e. depreciation maintenance include servicing and cleaning, preventative maintenance and

planned maintenance


29/53


30/53


31/53


32/53

1

SITE ORGANISATION

Site layout

to ensure that a site is laid out in the most effective and efficient manner,much though and consideration must be given to the task before the work

actually starts

the most economically laid out site is the one which enables the optimum ofwork to be undertaken without unnecessary delays occurring due to the poor

distribution of labour and materials

the period after tender acceptance and actual starting, called the pre-construction stage , is the time to carry this exercise

a good site layout will utilise the space available economically, it also assistsin minimising plant, labour and materials movement during construction

work, and ensures that work on the building and other construction positions

is not hindered by the thoughtless storage of materials, etc. on these locations

a orderly site layout will shows new operatives that they are employed by anorganisation with planning care and consideration in mind

to the general public, a orderly site layout provide a impression of efficiency,which is a good advertisement

through the period of a project, a good tidy site will often reflect theefficiency of the site supervisor, reduce waste and purposeless movement of

plant and materials

factors to be considered : the physical features of the site and its surrounding, i.e. open-field

or confined site, height and distance of the surrounding buildings,

etc.

the form and nature of the work and it overall construction programme the means of access to the site the type of plant and equipment to be used the nature of material for the work, i.e. precast unit or large size unit

such as prefabricated curtain wall unit, etc. the type of temporary works to be provided


33/53

2

( I ) Site boundaries and adjoining properties

the contractor needs to ensure that the site boundaries are clearly defined andagreed with the contract drawings. He is contractually liable for the care of

the area within the boundaries and for any damage or injury arising fromweather, carelessness of work people or any other cause except otherwise

indicated in the Condition of Contract of the work

the contractor is also held responsible for the protection of any person orproperty adjoining the site and shall indemnify against any loss and claim for

injuries or damage which may arise out of or in consequence of the

execution of the work

if building work is carried out which may affect adversely any adjoining orother building or street, such building or street must be provided with

adequate support

it is also practicable to ensure against accidents and damage to existingadjoining property by taking photographs and recording any faults in order

to avoid legal fights later on if the owner accuses the contractor of causing

damage

the contractor is often obliged to erect fences, hoarding, covered walkwaysor gantries that may be necessary for the safety and convenience of passers-

by in the street, occupiers of adjoining premises, or any workman employed

on the work. Usually, a approval and consent for work is required for the

work

( II ) Site visit and investigation

it is always advisable to inspect and examine the site and its surroundingsbefore submitting tender as regards existing roads or other means of

communication with and access to the site, the nature of the ground and sub-soil and the materials to be excavated, the form and nature of the site, the

accommodation and temporary work that may be required, and the type of

plant and materials that are necessary for the completion of the work

underground obstructions ( usually noted in site investigation report or other,etc. ) and other features such as trees, overhead ( or underground ) services

that may have to be maintained and protected should be considered

the positions of public utility such as water, gas and electricity services, andtheir availability must be established as soon as possible and should be

shown on the site layout plan or be marked out immediately on site toprevent damages occurring during the construction stage. The depths and

exact locations are most important detail which would be obtainable from

separate utility company


34/53

3

a close look at the surrounding environment including traffic conditions willestablish a general appreciation of the problems which may be encountered,

and show the site is to be laid in detail

( III ) Access and traffic routes

the size of access should depend on how restricted the site is or the constrainof the locality of the site. It also depends on the probable size of the delivery

vehicles and the type of plant to be used on site

access must as far as possible not interfere with the free flow of traffic on thepublic road

application and approval must be obtained from relevant authorities foraccess directly approaching a busy road or access over on public footpaths

on restricted sites, parking of vehicles for loading and unloading of materialsmay be a problem. The construction of a temporary lay-by and delivery ofmaterials at off peak or at night hours may be necessary

in many cases, temporary routes of traffic may need to be allowed for. Thetypes will depend upon ground conditions and the sort of traffic anticipated.

Whether the access is of a permanent or temporary nature, adequate drainageand maintenance of road surfaces is essential to ensure that the site is open in

all weather, vehicle check points are necessary for security reasons

factors to be considered : number of access to site point (must be approved by relevant

authority)

access and exit road size for vehicles and plant movement and thethickness of the base depending whether it is permanent or temporary

methods of protecting the existing footpaths ramps which are necessary for delivery of materials and traffic flow

directions

( IV ) Material storage and handling

proper care of materials from damage, breakage, deterioration,contamination, theft and vandalism is an important feature in site layout

the protection of goods during transit is initially the responsibility of thesupplier, but immediately the goods are off-load at the site their protection

becomes the concern of the contractor. It is essential that stored protection be

given and that is suitable for the type of material

the correct use of handling equipment will markedly reduce the loss bydamage. For handling effectiveness, any material should be handled in itslargest convenient unit load

double handling should be kept to a minimum


35/53

4

( V ) Selection and siting of plant

suitable mechanical aids can result in reduced labour costs and in speedyconstruction, or operations that cannot be carried out physically or

economically by means of manual labour

plant in general use on building sites are those related to excavating, mixingand transporting of concrete, and handling of material and components

site conditions will have a considerable effect on the choice of plant. Forexample, there may be insufficient room or access for a large machine in a

confined sites or a horizontal jib crane cannot be used if the site is

surrounded by tall building

the choice of the most suitable plant for any particular operation necessitatesconsideration in conjunction with the construction programme, of the

capabilities, limitations and output of different types of plant available for

use, the length of time it is to be required and how it is to be co-ordinated.The decision must be an economic use

siting of plant is as important as the choice. For example, in order to plan theposition of a jib type crane efficiently, it is advisable to draw out the sweep

of the crane to the same scale as that of the site plan and determine a suitable

position ensuring every activity corner is accessible to the crane. Due

allowance must be made for both its erection and final dismantling


36/53


37/53


38/53

1

COMMUNICATION

communication is of vital importance in the controlling, co-ordinating andmotivating of people. Just as important as communication is that the person

or people receiving it should be able to understand, for errors can costly

the importance of good communication can readily be seen and is just asimportant for the survival of a company as it is nationally. There are manyand varied ways of communication but all must rely on the same basic

principle of whether the receiver can understand the sender

certain barrier exist that can cause the breakdown of this understanding : the physical distance between sender and receiver the method of communication that may suit one person may not have any

effect on another

superiors who simply dictate orders and are not prepared to listen fear of losing a job if disagreement over communication hurried instructions or details given without full though or understanding

as the finished result

the way the spoken word is given : the speaker may understand what he issaying, but can the receiver

all communication must be two way communication in the construction industry generally takes three forms :

1. oral instruction2. written instruction3. drawn details

whichever method of communication is adopted, certain considerationsrelate to all are :

precise - the communication should be clear, straight - forward, as simpleas possible, accurate in every detail, well though out

not too long - so that parts may be forgotten, misunderstood ormisinterpreted

definite - so that no doubt is left as to what the message means; shouldnot be changed once it has been given

it is beneficial for a site communication where head office and the sitesupervisor is a two way communication to show :

how work is progressing what problems have developed what information is required to ensure continuity of flow of work what materials and equipment are required to maintain progress


39/53

2

most of the communication flows from site because of the need to meetdeadlines, while the reminder is to keep management informed of every

reasonable detail so that they are as well placed to deal with an emergency as

the site supervisor

Verbal communication

Five Principles of Good Verbal communication

1. Correct

2. Complete

3. Clear

4. Concise

5. Courteous

Common Methods of Verbal Communication

1. Verbal instructions

2. Telephone calls

3. Interviews

a) General

b) Counselling

c) Conflict resolution

4. Meetings

Before giving job instructions, a site manager ought to know:

WHY the job has to be done. In this way the operations are motivated to

perform the job because they know the purpose and they are sure oftheir role.

WHAT has to be done? What back-up resources would support the

operators so that they know what kind of help is available when

performing their jobs?

WHO is in charge and who the operators can turn to for advice and help?

How the job is co-ordinated should be set out. The site manager

should always be the controller and co-ordinator.

HOW the job is to be done. A step-by-step guide should be provided if

necessary. Factors affecting the achievement of the purpose must be

considered. Priorities and sequence must be set.


40/53

3

( I ) Oral Instruction

the verbal instruction should be given directly to person concerned,otherwise the message could become distorted with passing on

the face to face talk will generally have far more success than the writtenword; it will enable questions to be asked and queries raised without delay

it should always be remembered that most people prefer to be asked to dosomething rather than be told or ordered. The person being ordered to carry

out the task may have no option but to do it, yet he will more willing and

possibly more efficiently do it if asked to do so in a polite and friendly tone

under the Standard Form of Building Contract, it stated that all instructionissued by the Architect shall be issued in writing. Any instruction issued

orally shall be of no immediate effect, but shall be confirmed in writing by

the Main Contractor to the Architect within seven days, and if not

dissented from in writing by the Architect to the Main contractor withinseven days from receipt of the Main contractors confirmation shall take

effect as from the expiration of the latter said seven days

under the SFBC, it also stated that if any directions are given to the MainContractor or his foreman upon the works by the Clerk of Works or the

Architects representative the same shall be of no effect unless given in

regard to a matter in respect of which the Architect is expressly

empowered by these Conditions to issue instructions and unless confirmed

in writing by the Architect within two working days of their being given. If

any such directions are so given and confirmed then as form the date ofconfirmation they shall be deemed to be Architects instructions

oral message or instructions are often given and received over thetelephone. The correct use of this instrument is important as it often

reflects an image to the person receiving the call, who may never have metthe caller

the person using the phone should speak clearly, without shouting,speaking in a normal conversational tone, giving the listener time to reply

to any matters arising

before dialling : it is always a good idea, before using the phone, to thinkabout the information required. A few notes can be made of relevant

details, as this prevents points being missed and saves the necessity of

phoning again


41/53

4

Written communication

Seven Principles of Good Written communication

1. Accuracy - reporting the situation as it is

2. Objectivity - reporting the facts

3. Completeness - reporting all the relevant facts

4. Relevance - reporting only the relevant facts

5. Impartiality - reporting all sides

6. Logic - drawing the right conclusions

7. Clarity - explaining in terms clear to readers

( II ) Written Instructions

written communication including letters, faxes, memos, reports, minutes ofmeetings, general documentation, etc.

paperwork generally has increased a great deal in modern industry, mainlydue to the much more careful control required to run a successful and

efficient business, for documentation provides the necessary links in the

chain of administration

all members of an organisation, large or small, should be made fully awareof the importance of correct paperwork in all its aspects, from letter

writing, that projects a firms image, to site documents that can be used for

future reference and control

for the purposes of communications it is customary for someone to designsuitable standard forms to be used in as many situations as is necessary and

which everyone finds easy to understand

standard forms, used within an organisation, help to reduce thinking timeand simplify clerical / administrative work.. The simplest way to present

information is to use a well designed from which enables individuals to beable to write down details without the need to think of the best way to

present them

well designed forms should : allow information to be easily illustrated simplify typing or clerical duties be designed to allow as much vital and relevant information to be

presented as is necessary

allow for ease of reading and extraction of information be designed to eliminate the unnecessary


42/53

5

( 1 ) Memoranda ( Memo ) :

printed forms used to convey written or typed messages within theorganisations own structure, i.e. planning department to estimate, etc.

sometimes, this is a brief note of something which is to be remembered( 2 ) Circular :

a special letter which is sent around the firm for a number of persons toread. Generally speaking it is generated from a higher level

it may be a single copy which has to be signed once it has been read bythe intended individuals, or separate copies may be distributed to the

individuals

( 3 ) Notices :

these are normally displayed on a notice board so that all can read( 4 ) Letters :

business letter writing has two main objects : to enable transactions to be effected without personal contact to provide a record of all the significant facts of a transaction

indirectly, it can also create in the mind of the recipient a picture of thewriters office as an efficient and trustworthy concern

before a letter is written the writer, especially if he is reply to anotherletter, must know what he wants to say and the sequence in which he isgoing to say it

taking care in the choice of words, and be firm where required, orfriendly and understanding, Rude letters only contribute to resentment

on the part of the receiver leading to lack of co-operation. One should

be polite at all times even one is attempting to be firm and to the point

some points of layout and presentation :subject heading

there is no hard and fast rule as to when to use a heading but it willbe beneficial - if one has been used in previous correspondence on the same

subjects

if it helps to shorten the letter if the letters on of, or likely to lead to, a sequence of letters on the

same subject

opening

the opening paragraph should make clear why the letter is beingwritten

if it is in reply to a letter, its receipt should be acknowledged and thesubject matter should be recalled


43/53

6

conclusion

if the body of the letter has followed a logical sequence, a closingparagraph will rarely be necessary and then only to stress some point

or to sum up

signing

letters should be signed simple Yours faithfully followed by thewriters name, position and the name of the office typed beneath the

space for signature

standard letters can be complied for recurring situation. All thatrequires to be done is to type in the date, and the name and address

of an individuals

examples for standard letters such as - acknowledgements of receipts of letters or enquires from others notifications to unsuccessful job applications warnings for misconduct by employees

( III ) Site record

many site records have to be made out each week regarding labour, plantand materials

it is important to remember that these documents have a specific use anmust, therefore, always be filled in accurately and when required, whether

daily, weekly or monthly

( 1 ) Daily report :

this is often proved to be a most useful document and if well kept, withthe right type of information recorded in it, its value in matters of

dispute latter in the project cannot be over-emphasised

even long after project completion, it has often been of utmostimportance in cases that have gone to court

the main objective of the site daily report should be recorded eventsand information that do not warrant special records being kept

usually, the site daily report will include the information as follows the major activities, i.e. the location of work, a brief description of

work and the extent of work, etc. and the associated number of

labour

the number of plant and equipment on site the weather condition the number of management staff on site other necessary information .

the site daily report will be submitted to the Clerk of Works forsignature so as to act a true record of site activities and information

nominated subcontractors will prepare their own site daily report andsubmitted to the Main Contractor onward submission to the Architect


44/53


45/53


46/53

7

( 2 ) Drawings :

for construction industry, an important feature is that of the Architectsdrawing and details to enable the project to be built

in this form of communication great care is required to be exercised bythe Architect to present the drawing in such a fashion that it cannot be

misread or mistakes made on the other hand, the site staff have to have knowledge to understand

drawings in order to interpret them correctly

a proper location and method should be used for storing these plansand details, to ensure that they are do not become lost and badly

damaged

( 3 ) Filing :

an important aspect of communication is the storage of information.This covers a wide range of sources, from computers to normal filing we often have to look up data, refer to letters and documents of all

kinds, and it is the essential of a good filing system that the documents

we require are kept safely and can be found quickly

generally, documents are filed in one of three ways - alphabetically - telephone directory numerically - an index number system is required subject - similar to alphabetical filing but now information is

classified by its subject

whatever type of filing system is used, either at head office or site, thesame general principles will apply -

system should be simple to understand and use information should be obtained quickly should be compact to save space should be economical to install and maintain should allow for growth in relation to future needs


47/53

8

( IV ) Site Meetings

the smooth and efficient running of any organisation relies uponinformation being exchanged at all level. Therefore, meetings are arranged

to ensure that parties concerned or interested in events can meet and

discuss points

to be effective, meeting must be run correctly, in an orderly yet friendlymanner, without any unnecessary time-wasting

the reasons and objectives of site meetings are as follows : to review progress. The measurement of the quantity and quality of

work completed against the programme

to consider what further information may be required from the Architectand consultants

to review site resources and plan any adjustments required to labour,plant and materials

to consider particular site problems and provide a solution. Problemsmay be occasioned by constructional methods, constructional details,

inclement weather

to review site organisation, layout, safety, health and welfare. Suchreviews are regularly necessary on the non static situations met on sites

to review site communications and information flow, and to ensure withthe quantity surveyor that all work completed whether under contract,

daywork, or variation has been correctly recorded and submitted

the importance of careful preparation for site meetings should be stressed.All necessary information should be available for circulation to those

attending who should also be notified of the information they are required

to produce

detailed consideration should be given to the points to be discussed on theagenda ( minutes of meeting ) and to the representation at the meeting. The

attendance of first line supervisors is essential.

action to follow through decisions taken at site meeting is essential chairman :

to produce result, meetings should be run on organised lines a chairman, whose role is to control the meeting generally summarising so that points raised during discussion are quite

clear to everyone

to see the agenda ( minutes of meeting ) is adhered to, and open andclose the meeting

at site meetings, the chairman is generally either the Architect or asenior site supervisor. For example, at an Architect site meeting, theArchitect would take the chair; at a contractors site meeting, the agent

or similar would take control


48/53


49/53

10

type of meeting in construction : project meetings - generally called by the Architect who may expect the

following individuals to attend : professional quantity surveyor, clerk of

works, consultants, main contractor representatives, nominatedsubcontractor and suppliers representatives

site meetings - called by the contracts manager when required to reviewprogress, etc., with representatives from subcontractors and suppliers,

site supervisor and other site staff

domestic site meetings - called by the site manager usually on a weeklybasis to plan and maintain progress or to discuss other site problems.

Those in attendance would be the foremen / supervisors, ganger, general

foremen, the contractor quantity surveyor, programmer and siteengineer

( V ) Reports

a report may be defined as a document in which a given problem isexamined for the purpose of conveying information, reporting findings,

putting forward ideas and, often making recommendations

a report serves as evidence of work done and, at the same time, is avaluable and essential record of that work

used as a basis for decision and action preparation stage :

( 1 ) define the purpose of the report -

the purpose of the report must be established at the outset and keptconstantly in mind

it will indicate its content and the most effective approach. Forexample, if it is being written in response to a request for

information a clear statement of facts is required; if reporting on

findings, some explanation and possibly some justification; if

making recommendations, a skilful and logical development of

arguments for and against if there is more than one purpose they should be set down in order of

priority


50/53

11

( 2 ) the reader -

the success of any form of communication depends ultimately on theresponse of the reader or listener

written report are the most fallible in this respect because nofeedback takes place whilst the message is being studied

carefully assess the knowledge, experience and attitude of his readerto determine the most appropriate style of writing; the kind of

terminology he can use; and the amount of interpretation necessary

anticipate possible lines of though which may arise in the readermind

if these are not covered, the validity of the report may be questionedand resulting decisions be delayed

( 3 ) collect and classify the material for the main text -

accuracy of facts must be checked and precise details of sourcenoted opinions should be separated from facts and their merits assessed assumptions and inferences should be distinguished from facts and

their basis judged

the method of classifying and recording the material must allow foreasy reference and sorting

arrangement :( 1 ) selection

( 2 ) ordering - selected items are grouped and given a heading to identify

and describe the subject matter with which they deal. A principle is

that he should be able to gather the sense of the report quickly

( 3 ) illustration -

photographs, as substantiation and proof diagrams, illustrate complicated ideas, mechanisms or procedures

and to show the relationships between parts tables, to present and compare statistics charts, as alternative to tables to show comparisons between

quantities ( bar chart ), functional relationship ( organisation charts )

and schematic sequences of operation ( networks )

graphs, show functions, trends, comparisons and fluctuations


51/53

12

presentation : structure - for a fuller report a formal structure helps the reader to find

his way easily and is an aid in producing a thorough treatment of the

subject

a frequently used structure is -( 1 ) title page( 2 ) tables of contents - enables the main heading to be read without

going right through the report

( 3 ) abstract or synopsis - include the statement of purpose, and a

broad picture of the findings, conclusions and recommendations

of the report as a whole

( 4 ) introduction - define the subject and scope of the report

( 5 ) main text

( 6 ) results, conclusions and recommendation( 7 ) references

( 8 ) appendices

( VI ) Communication with Subcontractors

( 1 ) Subcontractors head office :

the estimated duration of work, the labour strength, the earliest datefor work and period of notice should be agreed with the subcontractor

during the selection stage site manager will operate within these agreed conditions unless they

conflict with the contractor programme

a preliminary meeting to be arranged to discuss the detail approach towork, storage arrangements, communication channel and procedures,

submission and approval procedures. Also, a master programme will

issue to the subcontractors to prepare their detail work programme tosuit

( 2 ) Subcontractors site supervisor :

the subcontractor supervisor should attend the weekly productionmeeting, when all supervisors should be encouraged to contribute

toward the method and sequence for the coming weeks work

a good working relationship should be maintained so that commonobjectives can be achieved

daily co-ordination


52/53


53/53

ch.1_notes 1_several topics (2)

Documents