Ques.

#1

1. 1.7.6 Anticipation of Award / Post Tender Submission (Stage 5)

There are numerous factors for both client and consultants to consider prior
to the official award of a contract, with the financial bid being but one of them. A contractor
will have to maintain a good track record of its past and
current projects, a clean bill of legal health, strong (if not, adequate)
financial standing…etc. in order to ‘win’ the client and his team over.
It is during this post-tender submission stage when the contractor may be
called by either the client or his consultants for a tender clarification
interview, which in most cases presents a not-to-be-missed opportunity for
the contractor to present itself in the best possible light in front of the tender
evaluation committee. This invitation may come before or after the official
release of the provisional tender result (‘Provisional’ because the list reports
purely the exact amounts as bided. Only upon confirmation of award to a
particular tenderer, could the result be deemed ‘final’.). Regardless
however, should the contractor be sincere and eager to clinch the job, it will
prime its own tender team to handle anticipated enquires articulately and to
speak supportively as a team. Also, it may be worthwhile to craft a simple
electronic presentation to introduce the company to the tender evaluation
team and to highlight the strengths of the company, as well as the
contractor’s contract knowledge and commitment to the proposed project.
(Once again, the presentation should be kept simple and minimal, to provide
effective and non-distracting support to the company’s spokesperson.)

2. 2.7.1 The Gantt Chart

A useful graphical representation tool is a bar or Gantt chart illustrating the
programmed time for each activity. Although extensively used, is a static
means of illustrating what is a dynamic process, which can be devised on a
scientific basis.
Some of its characteristics are as follow:
• Simple and easily read plan of operations
• Plot all site personnel against actual performances
• Only takes into account one of the resources, time
• Does not inform on the critical relationships between the various
Activities

The bar chart lists activities and shows their programmed start, finish and
Duration. Activities are listed in the vertical axis of this figure, while time since project
commencement is shown along the horizontal axis. During the course of monitoring a
project, useful additions to the basic bar chart include a vertical line to indicate the current
time plus small marks to indicate the current state of work on each activity.
Bar charts are particularly helpful for communicating the current state and
schedule of activities on a project. As such, they have found wide
acceptance as a project representation tool in the field. For planning purposes, bar charts do
indicate the precedence relationships among activities.
3. The Critical Path Method (CPM)
Arguably the most widely used programming technique is the critical path
method (CPM) for programming, often referred to as critical path
programming. This method calculates the minimum completion time for a
project along with the possible start and finish times for the project activities.
The critical path itself represents the set or sequence of
predecessor/successor activities that will take the longest time to complete.
The duration of the critical path is the sum of the activities’ durations along
the path. Thus, the critical path can be defined as the longest possible path
through the ‘network’ of project activities, as described earlier. The duration
of the critical path represents the minimum time required to complete a
project. Any delays along the critical path would imply that additional time would be
required to complete the project.

4. Programme Evaluation Review Technique (PERT)

The PERT method of drawing and computing with network analysis was
devised to take account of the difficulty of estimating the duration of
activities which cannot be established conclusively from past experience e.g. research and
development work, and mass-excavation PERT methods consider activities which are likely
to have a
wide range of durations. The duration of an activity could range from 2 to
18 days, and another activity could be 8 to 15 days. No distinction between
these two types of activities is made in CPM, if the expected duration was
stated as 10 days.
PERT is also an event-orientated method, certain events are selected
throughout the programme to act as milestones. There are events important
to the overall programme against which progress is measured (e.g.
completion of all foundation work). When the milestones are established,
they are linked together with arrow networks as CPM. The expenditure of
resources is assumed to occur on the activity arrow in PERT as in CPM. The method of
estimating duration in PERT uses elementary probability
 Ques.#2

1. Safety Control
Safety represent increasingly important concerns for project managers. Failures in
constructed facilities can result in very large costs. Even with minor defects, reconstruction
may be required and facility operations impaired. Increased costs and
delays are the result. In the worst case, failures may cause personal injuries or fatalities.
Accidents during the construction process can similarly result in personal injuries and
large costs. Indirect costs of insurance, inspection and regulation are increasing rapidly
due to these increased direct costs. Project managers have always got to try to ensure
that the job is done right the first time and that no major accidents occur on the project.
Safety during the construction project is influenced by decisions made during the
planning and design process. Some designs or construction plans are inherently difficult
and dangerous to implement, whereas other, comparable plans may considerably reduce
the possibility of accidents. For example, clear separation of traffic from construction
zones during roadway rehabilitation can greatly reduce the possibility of accidental
collisions. Beyond these design decisions, safety largely depends upon education,
vigilance and cooperation during the construction process. Workers should be
constantly alert to the possibilities of accidents and avoid taken unnecessary risks.
In large organisations, departments dedicated to safety might assign specific individuals
to assume responsibility for these functions on particular projects. For smaller projects,
the project manager or an assistant might assume these and other responsibilities. Safety
assurance is a concern of the project manager in overall charge of the project in addition
to the concerns of personnel, cost, time and other management issues.
Safety inspectors will be involved in a project to represent a variety of different
organisations. Common examples are inspectors for the local government's building
department, for environmental agencies, and for occupational health and safety
agencies. In addition to on-site inspections, samples of materials will commonly be
tested by specialised laboratories to ensure compliance to regulatory standards.
3.8.1 Liability on Contractors
Construction is a relatively hazardous undertaking. There are significantly more injuries
and lost workdays due to injuries or illnesses in construction than in virtually any other
industry. These work related injuries and illnesses are exceedingly costly. Included in
the total are direct costs (medical costs, premiums for workers' compensation benefits,
liability and property losses) as well as indirect costs (reduced worker productivity,
delays in projects, administrative time, and damage to equipment and the facility). In
contrast to most industrial accidents, innocent bystanders may also be injured by
construction accidents. Several crane collapses from high rise buildings under
construction have resulted in fatalities to passer-by. Prudent project managers and
clients would like to reduce accidents, injuries and illnesses as much as possible.
As with all the other costs of construction, it is a mistake for clients to ignore a
significant category of costs such as injury and illnesses. While contractors may pay
insurance premiums directly, these costs are reflected in bid prices or contract amounts.
42 of 89
Delays caused by injuries and illnesses can present significant opportunity costs to
clients. In the long run, the clients of constructed facilities must pay all the costs of
construction. For the case of injuries and illnesses, this general principle might be
slightly qualified since significant costs are borne by workers themselves or society at
large. However, court judgements and insurance payments compensate for individual
losses and are ultimately borne by the clients.
Various measures are available to improve jobsite safety in construction. Several of the
most important occur before construction is undertaken. These include design, choice of
technology and education. By altering facility designs, particular structures can be safer
or more hazardous to construct. For example, parapets can be designed to appropriate
heights for construction worker safety, rather than the minimum height required by building
codes.
Educating workers and managers in proper procedures and hazards can have a direct
impact on jobsite safety. The realization of the large costs involved in construction
injuries and illnesses provides a considerable motivation for awareness and education.
Regular safety inspections and safety meetings have become standard practices on most
job sites.
Pre-qualification of contractors and sub-contractors with regard to safety is another
important avenue for safety improvement. If contractors are only invited to bid or enter
negotiations if they have an acceptable record of safety (as well as quality performance),
then a direct incentive is provided to insure adequate safety on the part of contractors.
During the construction process itself, the most important safety related measures are to
insure vigilance and cooperation on the part of managers, inspectors and workers.
Vigilance involves considering the risks of different working practices. In also involves
maintaining temporary physical safeguards such as barricades, braces, guy lines, railings, toe
boards and the like. Sets of standard practices are also important, such asthe mandatory rule of
wearing Personal Protective Equipment (PPE) whenever one is within site boundaries.

POLICY STATEMENT
Trinity Construction Plc (Hereinafter to be known as ‘The Company’) through the Chief
Executive and senior management accepts its responsibility as an employer for ensuring
as far as is reasonably practical; the health, safety and welfare of all it employees
(regardless of status) while at work, and any other person who may be affected by its
acts, work activities or services.
Additionally, the Company recognises that high standards of Health and Safety
performance not only preserve human and physical resources, but also reduce costs and
exposure to liability.
OBJECTIVES
The Company’s objectives in fulfilment of this Policy are:
To develop a positive Health And Safety culture in all activities that will secure the
commitment and participation of all employees, trainees and board members and the
control of risks.
To adopt a planned and systematic approach to Health and Safety that identifies and
assesses the risks created by work activities or service provision with the aim of
eliminating or controlling the risk as far as is reasonably practical.
To develop, maintain and operate within standards (i.e. Policies, procedures and
codes of safe working practice) which will at least meet statutory requirements for
Health and Safety and protection of the environment.
To provide adequate resources to implement the Policy.
To ensure that mechanisms are established, and are used for joint consultation with
Health and Safety representatives and to provide them with assistance and facilities
to enable them to carry out their function.
To monitor, review and audit Health and Safety performance so as to ensure that
 standards are maintained.
To ensure all employees are properly informed of their responsibilities for health
and discharge them effectively, and are encouraged to contribute and participate in
the prevention of accidents and protection of health.

Ques. #3

1. The key to motivating construction labourers and foremen appears to lie in

organising the project and its resources to enable individuals to be
productive. More than anything else, this promotes job satisfaction and
provides an incentive for individuals to increase their productivity. One of
the most important perceptions for management in devising ways to hitch
worker motivation to improved productivity is to understand that a lot of
items, if mishandled, can produce the opposite result from that intended.
Consider safety and project planning for example, both generally regarded
as motivating forces. Handled poorly, however, they can turn into
demotivators.
Motivators such as the work itself or clearly defined goals are less effective
when such negatives as disrespectful treatment or unavailability of
materials, tools and equipment are present. On the other hand, even when no
specific motivators are provided, but when these demotivators are
eliminated, workers fall into a more productive routine. When both sets of
needs are met, workers feel that their jobs are challenging and important and
generally are prompted toward higher productivity.

1) Instil Pride In Workers

In any case, the construction firm and its supervisor are very dependent
on the attitude of the construction worker. For example, if a worker
completes the work assigned to him, he may hunt for more work to do,
or simply stand idle waiting for work to be assigned to him. The
difference in his attitude could be the difference between a productive,
profitable job and non-productive, unprofitable job.
2) Recognition - The personnel management efforts of the supervisor are
the key to helping the worker view himself as working for the firm. In his attempt to develop
positive worker attitudes and align the workers to the construction firm as well as the job, the
supervisor should begin by instilling pride in each and every worker.
3)Improve Communications - Effective supervisory communication entails taking the time
to properly explain the work process to the
worker.
4) Lay Out A Productive Jobsite - One of the more important and often
overlooked organisational tasks of a planner is the laying out of the project site.
5) Challenge The Work Process - The role of the construction supervisor
has historically been more of a policeman and less that of an analyst –someone that is always
looking for a better way to do things.
the following
questions can lead to the identification of a more productive work
process:
• Why are we doing it this way?
• Where is the best place to do it?
• When is the best time to do it?
• Which equipment is best for the job?
• Who is best qualified to do the work?
• What are we ultimately trying to accomplish?

6) Social Activities - Social activities can help overcome demotivation

because of the lack of identification on projects. Involving families on a
project tour is a useful motivational tool which increases the pride of
craftsmen in their work. A dinner for selected awardees is a very
effective way to give recognition to the work force. Sports teams,
project manager luncheons, or fishing trips can be good techniques to
develop more harmonious relationships between management,
supervisors, and the work force.

7) Extended Work Hours - When engineering is not progressing fast

enough to let construction proceed on program, many demotivators
are apt to plague on-site work. Any delay can cause lost time for much
of the work force. Improving the flow of the project can have a very
positive effect on worker motivation. Where overtime is required in the
office, the most productive plan is ten hour days, if they are limited to
no more than eight days in a row.
An alternative is flexible working hours. For example, if the work force
completes a major portion of the work ahead of programme, they would
receive time off in recognition of their extra effort. Allowing craftsmen
time off leaves them free to pursue other activities during their bonus
time.
Ques. #4

The role of the site manager on site has of responsibility form as early as taking possession of the site
to after site establishment and beyond.
• The site manager must visit the site to gain some insight in preparing or evaluating the
proposal of its layout for erecting temporary facilities and the field office, by verifying:-
• access roads and water
• electrical and other service utilities in the immediate vicinity
• He can also observe any interferences of existing facilities with construction and develop a
plan for site security during construction.
• He must pay particular attention to environmental factors such as drainage, groundwater and
the possibility of floods.
• Of particular concern is the possible presence of hazardous waste materials from previous
uses as cleaning up or controlling hazardous wastes can be extremely expensive.
• Based on the contract’s health and safety policy, the site manager has to ensure strict
adherences wherever possible, and to consult with the relevant authorities when in doubt
• Vandalism and trespass are common problems and every effort should be made by the site
manager to ensure that the site is secure throughout the active contract duration, particularly
where large temporary openings may be necessary.
• The manager must ensure that there are experienced skilled workers on the site to do the job.
Discovery and subsequent confirmation of inexperienced workmen on site, akin to a major
safety breach, may result in the immediate stoppage of site works pending HSE
investigations, with hefty fines and possible imprisonment of the contractor’s top
management for failure in exercising good supervision and control that led to a statutory
breach.

Site manager’s duties

 When an individual accepts the site responsibility of a contract, he must be prepared to accept
the full responsibility for everything that takes place on the site, both directly, and in many
cases, indirectly.
 It is essential that he must be given authority to implement his responsibility.
 The individual has to be an empowered as a ‘site manager’ who shall represent, act and
decide for and on behalf of the contractor.
 Being human, all parties concerned with a contract are subject to acts of omission and
mistakes. It is therefore the site manager’s duty to ensure that all essential notifications and
applications have been made to the relevant contract parties and authorities
 The site manager and his office planning staff will conceptualise in-house plans outlining
schedules, details and guidelines to control the day to day running of the contract on its
project site.
 The site management team must familiarise themselves with the contracted scope of works,
from which execution guidelines such as detailed project schedules and method statements
could then be produced, with lists highlighting procurement strategies, essential statutory
submissions, insurance coverage and the like.
 Thorough clarifications must always be sought by the contractor from all relevant contract
parties and authorities in order to minimise possible ambiguities arising from
misinterpretations of the main contract documents
 Site administrative work is important and could help in all productive aspects of construction,
and proper documentation enables not only a comprehensive archive for future benchmarking
purposes and an invaluable source of documentary support in the unfortunate event of a legal
dispute.
 The site manager has to first outline the various paperwork and templates commonly used
and required by his company, and tailor a system to suit the needs of the contract; a system
designed to help comply with the law, and to operate the site efficiently and safely
Site documentation and forms
The manager must ensure that all proper site documents are developed either from
previous sites or from scratch,
• site induction list,
• contractor’s registers and records,
• site set-up checklist,
• daily safety checklist,
• pre-work checklist,
• site works and safety diary,
• training records,
• minutes of meetings,
• first aid checklists and registers,
• visitors book,
• accident book…etc.,
• inspection forms recording lifting inspections, scaffold inspections
• Quality assurance forms and records
Licences and Permits

• These are issued to allow certain types of work in a control procedure which may be issued
for virtually any nature of works such as hot works, roof works, confined spaces, mechanical
and electrical works, excavation works, piling works etc. They are issued by and returned to
senior site management and enables the site manager to maintain a close track of when
potentially hazardous work is being carried out and by whom, so as to ensure a safe method
of work
Site Procurement
 Many people on a construction site are involved in procurement processes, so it is necessary
to ensure that the Project Manager is fully aware of what everyone is doing in this process as
he is responsible for all cost expenditure and value on a project
Site Staff recruitment
 It is unlikely that the company will be able to fill all the site staff positions from internal
transfers and so the site manager will have to recruit and train other staff members.
Documentation
Documentation enables communication of intent and consistency of action. Its use
contributes to:
• Achievement of conformity to customer requirements and quality improvement
• Provision of appropriate training
• Repeatability and traceability
• Provision of objective evidence, and
• Evaluation of the effectiveness and continuing suitability of the quality management
system.
The following types of document are used in quality management systems:
• Documents that provide consistent information, both internally and externally, about
the organisation's quality management system; such documents are referred to as
quality manuals
• Documents. that describe how the quality management system is applied to a
specific product, project or contract; such documents are referred to as quality plans
• Documents stating requirements; such documents are referred to as specifications
• Documents stating recommendations or suggestions; such documents are referred to
as guidelines
• Documents that provide information about how to perform activities and processes
consistently; such documents can include documented procedures, work instructions
and drawings
• Documents that provide objective evidence of activities performed or results
achieved; such documents are referred to as records.

Each organisation determines the extent of documentation required and the media to be
used. This depends on factors such as the type and size of the organisation, the
complexity and interaction of processes, the complexity of products, customer
requirements, the applicable regulatory requirements, the demonstrated ability of
personnel, and the extent to which it is necessary to demonstrate fulfilment of quality
management system requirements.
Information Documentation - If a strict quality objective is to be followed, it should
follow that all quality inspection is fully documented. This, although time consuming,
can lead to cost saving in the future. If appropriate records are kept then they act as
proof of compliance and as a source for avoiding unnecessary remedial work should a
subsequent omission error occur. Often if one omission is discovered a client will ask
for proof that this has not been a systemic fault and if this cannot be provided then he will open up
the works to inspect for him self that the error does not reoccur. Proper information can prevent this.
Ques. #5

(1)Common scaffolds
Scaffolds are either of a timber or metal (steel or aluminium) construction.
As the use of timber scaffolds is fast becoming obsolete in many countries,
focus shall be on the metallic systems.
Unit 9 – (D39MG)
7 of 59
Despite being temporary structures, the design of scaffolds follows the
principles laid down for permanent structures. There must be no deviation
from sound structural principles. There is generally enough variety in
standard scaffold equipment to erect a platform to suit most work
requirements. Scaffolds are sometimes used for purposes other than access
(e.g.) as falsework supporting a formwork system (to be discussed later)
during concreting processes.
Two types of scaffold system commonly used in the industry (i.e. ‘Putlog’
and ‘Birdcage’) shall be further explained.

Putlog scaffolds
Putlog scaffolds are basically continuous segments of direct access and
working platforms erected around the perimeter face of a structure. This
system relies on vertical support from the structure against which they are
built, thus eliminating the need for rear support members in common
scaffold setup using pipe members (Figure 9.13), as through/wall-ties will
anchor the scaffold to the supporting walls.

Putlog scaffold is the most commonly seen site access (by the public)
in both retrofitting and new-build projects around the world.

Birdcage Scaffolds
Birdcage scaffolds are commonly used for access to soffit or ceiling, as well
as to provide heavy-duty and sturdy falsework support for horizontal slab
casting. Due to its modular assembly and adjustable members, the entire
mass of support components can be easily shaped to provide horizontal
support to massive areas, whilst promoting a more uniformly distributed
loading pattern throughout.

The system is flexible and adapts easily to most situations.

Scaffold – miscellaneous notes
Usually dependent on regulations, scaffolds are sometimes covered with
nylon sheeting or other forms of covering (comes in varying degrees of
permeability) so as to provide internal protection against the external
weather, to contain dust internally, and as a visual concealment from the
external environment.
(2) Selection of site plant
Items ranging from hand-held powered tools to monumental tower cranes can be considered for
use on the following basis:
• Increased Production;
• Reduction in Overall Construction Costs;
• Enable activities that cannot be effectively carried out by manual labour, thus saving both
time and costs whilst ensuring a better quality standard;
• Eliminate heavy manual work, thus reducing fatigue; and
• Improved control over consistency and quality of output

The general considerations to be assessed prior to any procurement and

deployment of site plant and equipment are summarised as follow:
• Is the plant/equipment a ‘necessity’ or a ‘want’?
• Could extra labour input and/or other plants/equipment in the company’s
possession take over its role?
• Bearing the (project’s) contract sum in mind, is it viable to procure the
plant/equipment solely for use in the project or should it be considered to
serve the company in a longer run?
• Will productivity on site be significantly increased?
• What is the most competitive price range (i.e. make, model & dealer) to
obtain equipment for its intended use, and what are the best procurement
methods (e.g. direct-purchase, hire-purchase, monthly rental…etc.)?
• A final check: Is it financially viable to even consider having the plant on
site, knowing its mechanical output, no. of operatives required,
maintenance requirements…etc.?
Once the site requirements are ascertained and the necessity