JOSEPH WAMUI NJOROGE

EACR/00674/2016
BACHELOR OF CONSTRUCTION MANAGEMENT
PROJECT A
TEAM BUILING AND DESIGN PROGRAM

RENTAL APARTEMENTS

REVISED BY:
MR. MICHEAL ACHIENG
MR. JOACHIM WAFULA
MR. H WACHIRA

1|Page
Contents
1.0 TEAM BUILDING....................................................................................................................3
1.1 HISTORY OF TEAM BUILDING.......................................................................................3
1.2 TYPES OF TEAM.................................................................................................................4
1.3 PROJECT TEAMS................................................................................................................4
1.4 Functional Teams...............................................................................................................4
1.5 Cross-functional Teams.....................................................................................................5
1.6 Matrix Teams.....................................................................................................................5
1.7 Contract Teams..................................................................................................................5
1.8 SELF-MANAGED TEAMS..................................................................................................6
1.9 VIRTUAL TEAMS...............................................................................................................6
2.0 OPERATIONAL TEAMS.....................................................................................................7
2.1 QUALITIES OF GREAT TEAM MEMBERS.........................................................................7
STAGES OF TEAM DEVELOPMENT.....................................................................................8
2.2 CHOOSING OF TEAM MEMBERS........................................................................................9
ADVANTAGES OF TEAM BUILDING.................................................................................11
BARRIERS TO EFFECTIVE TEAM BUILDING...................................................................11
2.3 METHODS USED TO IMPROVE TEAM PERFORMANCE..............................................12
2.3 HIERACHY OF CONSULTANTS.........................................................................................14
2.4 ROLES AND RESPONSIBILTIES OF DIFFERENT CONSTRUCTION TEAM
MEMBERS....................................................................................................................................15
2.5 CLIENT...........................................................................................................................16
2.6 PROJECT MANAGER...................................................................................................16
2.7 DESIGNERS...................................................................................................................18
2.8 ARCHITECTS.................................................................................................................19
2.9 QUANTITY SURVEYOR..............................................................................................20

2|Page
 3.0 STRUCTURAL ENGINEER..........................................................................................21
3.2 MAIN CONTRACTOR...................................................................................................22
Real Estate Agents.....................................................................................................................24
Property Manager......................................................................................................................25
Facility Manager........................................................................................................................25
3.3 CLERK OF WORKS.......................................................................................................26
3.4 CIVIL ENGINEER..........................................................................................................27
Design Program.............................................................................................................................28
CONCLUSION AND RECOMMENDATION.................................................................29
REFERENCES..............................................................................................................................30

1.0 TEAM BUILDING

A team can be defined as a group of people with different skills and different tasks, who work
together on a common project, service, or goal, with a meshing of functions and mutual support.
Team building refers to the various activities/steps undertaken to motivate the team members and
increase the overall performance of the team.

1.1 HISTORY OF TEAM BUILDING

The Hawthorne Studies are a series of experiments which happened in the years of 1924 and
1932 at the Western Electric Factory in Illinois in the United States by Elton Mayo, an
Australian born psychologist. The studies started off focusing on manipulating the levels in the
working environment to find out if it would have any sort of effect on workers’ productivity.
Usually Elton Mayo split workers into two groups, he would then change the lighting and work
structure such as working hours and break times of one group and keep the other groups (the
control group) the same. An increase in the productivity of the first group was observed.
However, when they dimmed the lights back down the productivity of the first group remained
high for the majority of the experiment and then gradually dropped back down again. Elton
Mayo (1933), pointed out certain critical conditions which were:
 The manager had a personal interest in each person’s achievements.
 The manager took pride in the record of the group.
 The manager helped the group work together to set its own conditions of work.
 The manager faithfully posted the feedback on performance.
 The group took pride in its own achievement and had the satisfaction of outsiders
showing interest in what they did.

3|Page
  The group did not feel they were being pressured to change.
 Before changes were made, the group was consulted.
 The group developed a sense of confidence and candour.
The Hawthorne Effect
After a careful analysis of his data, Mayo couldn’t help but admit that what he observed was not
a direct effect of the particular variables he introduced. Rather, productivity improved due to the
unintended effects of the experiment’s set-up. The workers increased the effort they put into their
work simply because their managers were showing an interest in their well-being and a
willingness to improve their working conditions. Productivity was also boosted by the mere
change of environment, because it acted as a break in the routine of their daily work. The
combination of the resulting change of behaviour came to be known as the Hawthorne Effect.
The change in productivity was also ascribed to the fact that somebody was there, observing the
workers.

1.2 TYPES OF TEAM

A team’s focus is collective performance, with both individual and mutual accountability. A
well-planned team improves motivation and flow of communication. Teams can be divided into
four main groups: project teams, self-managed teams, virtual teams, and operational teams.
1.3 PROJECT TEAMS
Project teams are groups of employees who work collectively toward shared goals. This type of
team allows you to structure work in a specific, measurable, and time-constrained way. There are
four main types of project teams:
1.4 Functional Teams
These teams are permanent and always include members of the same department with different
responsibilities. A manager is responsible for everything, and everyone reports to him. These
types of teams are more likely to be found in companies that incorporate traditional project
management.
Advantages of functional teams:
a. Handles routine work
b. Line management has control of projects
c. Pools technical and professional expertise
Disadvantages of functional teams:
a. Difficult communication across areas
b. Pushing the decision-making process upwards
c. Inflexible

4|Page
1.5 Cross-functional Teams
Cross-functional teams are made up of members from various departments. These teams tackle
specific tasks that require different inputs and expertise. Even though cross-functional teams are
becoming increasingly popular worldwide, a recent study has proven that a whopping 75% of all
cross-functional teams are dysfunctional.
Advantages of cross-functional teams:
a. Greater speed of task completion
b. Can handle a wide array of projects
c. Source of unconventional ideas
Disadvantages of cross-functional teams:
a. Takes long to develop cohesion
b. Management can prove to be challenging
c. Diversity can cause conflict

1.6 Matrix Teams

These teams are characterized by a “two-boss system”, where an individual report to a different
manager for various aspects of his work. This type of team is the product of Matrix management
approach.
Advantages of matrix teams:
a. Acceptable to traditional managers
b. Flexibility for assigned personnel
c. Top management controls projects, stays out of daily activities
Disadvantages of matrix teams:
a. Dual reporting
b. The team leader is usually unable to choose who will be on the project
c. Difficult performance appraisal
1.7 Contract Teams
Contract teams are outsourced teams that are tied down by a contract and brought in to complete
a part of a project. After the project is completed and the contract has ended, the client can cut all
ties to the team, no questions asked.
The project manager is the key to success when it comes to contract teams. The project manager
has to:
 maintain constant communication between the team and the client,
 compensate for the lack of a team’s physical presence (given that most contract teams
work remotely),
 bear full responsibility for the success or failure of a project

5|Page
Advantages of Contract Teams
a. Easy employment of experts
b. A team can use the existing management structure
c. No need for client training
Disadvantages of Contract Teams:
a. Difficult assessment of project progress for the client
b. Difficult to resolve political and organizational issues
c. The client is the only judge of success

1.8 SELF-MANAGED TEAMS

Typically, members of self-managed teams are employees of the same organization who work
together, and even though they have a wide array of objectives, their aim is to reach a common
goal. There is no manager nor authority figure, so it is up to members to determine rules and
expectations, to solve problems when they arise, and to carry shared responsibility for the results.

The two important parameters of a self-managed team are:

 Levels of responsibility
 Autonomy that is given to the self-managed team
Research has shown that employees in self-managed teams feel more useful on the job and find
their jobs more challenging, although there is no proof that they are actually more productive.
Advantages of Self-Managed Teams:
a. Autonomy improves employee motivation;
b. Team members can manage their own time and handle tasks when it suits them;
c. You don’t have to pay for an office;
d. Shared responsibility instils pride in team accomplishments.
Disadvantages of Self-Managed Teams:
a. The lack of hierarchical authority can put personal relationships over good judgment;
b. It can lead to conformity that suppresses creativity and critical thinking;
c. An added layer of responsibility is time-consuming and requires skills that some people
simply don’t have;
d. Training time and costs are higher due to a broader scope of duties.

1.9 VIRTUAL TEAMS

Virtual teams are made up of people who work in different physical locations and who rely
heavily on collaboration tools to get things done together. Virtual teams provide members with
better life-work balance and allow business owners to employ the best experts in the field.

6|Page
Types of virtual teams
According to the Manager’s guide to virtual teams, virtual teams are characterized by three
dimensions:
1. Time – They define when people work. They could work during different hours, on
different shifts, or in different time-zones.
2. Space - They define where people work. They could be working right next to each other
or hundreds of miles away.
3. Culture – They define how and whom people work for. ‘Culture’ dimension includes
factors such as gender, race, language, profession, education, nationality, as well as
political, social, religious, and economic factors.

2.0 OPERATIONAL TEAMS

Operational teams support other types of teams. They are formed to make sure that all office
processes go smoothly. An operational team deal with supporting other types of teams. It is
formed to make sure that all office processes go smoothly. Operational teams may have their
own projects and function as they also have well-defined roles and responsibilities.

2.1 QUALITIES OF GREAT TEAM MEMBERS

1. Good communicators
Team members must be able to express their thoughts and ideas with clarity, honesty, and
respect. They must be good listeners as well, so they can understand instructions and solve
problems. Keep in mind that miscommunication can prevent the progress of a project and even
its success. In addition, you need to hire people who can take constructive criticisms without
taking it personally. If your members are not open to feedback, your team won’t grow and
improve.
2. Reliable and committed
To meet an organization’s commitments, team members should be always reliable. This is where
commitment comes in. When they are committed to the team, they will always show up,
accomplish their tasks, and motivate the other members to do the same.
3. Organized and knowledgeable
Team members must have the basic knowledge of project management principles. This includes
leveraging basic tactics and tools. Also, consider choosing highly-organized members.
Organized people have the ability to work efficiently, even under stress.
4. Engaged

7|Page
Engaged members are excellent team players. They participate in team meetings and share their
ideas in discussions. They are not afraid to volunteer for assignments and they are willing to step
up when necessary.
5. Cooperative
Great employees assist and help their fellow members. They are cooperative, and they figure out
ways to solve problems together. Also, it’s best to have people who share their knowledge and
experiences. Selfless members can help your other employees improve their skills and abilities.
6. Flexible
Sometimes, the team needs to try new ideas, tools, or take new directions in order to thrive.
Because of this, it’s beneficial to have team members who adapt to ever-changing conditions.
People who complain or resist to change can cripple the team and prevent it from moving
forward.

STAGES OF TEAM DEVELOPMENT

Stage 1: Forming

The "forming" stage takes place when the team first meets each other. In this first meeting, team
members are introduced to each. They learn about the project they will be working on, discuss
the project's objectives/goals and start to think about what role they will play on the project team.

Stage 2: Storming

As the team begins to work together, they move into the "storming" stage. They have different
opinions on what should be done and how it should be done - which causes conflict within the
team. As they go progress through this stage, with the guidance of the team leader, they learn
how to solve problems together.

Stage 3: Norming

When the team moves into the "norming" stage, they are beginning to work more effectively as a
team. They are no longer focused on their individual goals, but rather are focused on developing
a way of working together.

8|Page
Stage 4: Performing

In this stage, teams are functioning at a very high level. The focus is on reaching the goal as a
group. The team members have gotten to know each other, trust each other and rely on each
other.

Stage 5: Adjourning

In the "adjourning" stage the project is coming to an end and the team members are moving off
into different directions. This stage looks at the team from the perspective of the well-being of
the team rather than from the perspective of managing a team through the original four stages of
team growth. Adjourning

In the "adjourning" stage the project is coming to an end and the team members are moving off
into different directions. This stage looks at the team from the perspective of the well-being of

9|Page
the team rather than from the perspective of managing a team through the original four stages of

2.2 CHOOSING OF TEAM MEMBERS

1. Define the needs of the project
Before forming the construction team, the project manager needs to define the skills and qualities
that are critical to the success of the project. For example, if your project involves high contract
sum a contractor with the necessary requirements for carrying out the works may be selected.
 Defining the goals of the project and the nature of each task lets the project manager find
the right candidates. And when the right people are in the team, the project manager can
assure that each of them is valuable and will be able to contribute.
2. Assess and Interview

10 | P a g e
There are many potential candidates for the succession completion of a project, hence interviews
are vitals in identifying the best fit for the project. Refences from other employers are crucial and
resume give the qualifications of different team members. Members with better qualifications are
employed. Interviews are important as well because they assist you in selecting the right person
for the job. They let you identify and validate important information such as qualifications and
backgrounds. They also give you a chance to assess the candidate’s personality, attitude, and
competitiveness.

3. Clarify the team’s goals and your expectations

The team members need to understand the goals they have to meet and the roles they will play.
It’s vital that you clarify their responsibilities, the nature of the project, and your expectations.
Clarification is important before entering into contractual agreements with team members. This
way, the project manager can ensure that everyone is on the same page and target a common
goal.
4. Hire the Best Fit for the Role
This clearly affects the project if the best team member is not hired as experience and skill will
not be brought to the project.
5. Look for Resourceful and Influential Individuals
The team should be comprised of some people who have professional connections with different
organizations, individuals, and/or clients. Ideally, they should be influential, meaning that people
will recognize them as an authority in their corresponding field.

6. The project manager should carry out effective research.

Hiring team members that don’t actually fit the job role and the team will waste time, money,
and energy, and the relationships can often end up in conflict.

7. Seek Proactive Members

Pro activity is an essential component of each successful team. Your project heavily depends on
the activity of each of your team member combined. Employees that take action on their own are
helpful assets. Seek this in your employees, and your project will run smoother and faster than
you would expect.
9. Prioritize Skills and Knowledge Over Certifications
Seek skills, knowledge, and experience over certifications. Never choose solely based on
certifications, as you risk getting unskilled and inexperienced project members that will only ruin
your plans. The candidate should prove they are capable of being productive by displaying their

11 | P a g e
skills and knowledge, and not just a paper that only states the achievement of finishing college or
courses.
ADVANTAGES OF TEAM BUILDING
a) Develop problem solving skills
Problems encountered by the team members are efficiently solved through team building.

b) Keep employees motivated

This helps the general morale of the team members and they continue carrying out their works
efficiently. Simply running a team building activity sends a message to your staff that you care
about their success. Events designed to help them grow and develop new skills indicate that a
company is committed to its employees.
c) Increase productivity
The collaborative nature of a team building challenge teaches people how to work together more
effectively. It allows staff to see that everyone has different skills and approaches to a problem.
d) Improve communication
Team building exercises can help to foster better communication skills in staff and develop their
ability to co-operate well
BARRIERS TO EFFECTIVE TEAM BUILDING
1. Poor Communication
Poor communication generally affects a project as problems such as delays and claims arise from
poor communication.
2. Mistrust of Project Team Members
One key reason why the Project Team lacks team spirit is usually because they have trust issues.
Mistrust can stem from a variety of reasons and the Project manager must strive to understand
these reasons before he can attempt to solve them.
3. Conflict among the Project Team Members
There are internal disputes and professional disagreements on the how and this occurrence is
even more common with a very specialized and technical team. People with experience may
come with their ego baggage and may not take kindly to being corrected.
4. Failure to understand the roles of other Team Members
There may be team members in a project who may feel that the other groups working in the
Project team are doing something useless or something that is not adding value to the project.
For example, if your team of engineers feels that the finance committee is an unnecessary bother,

12 | P a g e
they are far less likely to cooperate with the finance committee and may trying squirreling their
duties with regard to the finance committee.
5. Lack of consensus when making Project Decisions
Team building is a slow process and is disrupted when decisions are made without taking the
input of the team. Since the team has to do all the work after the planning, it makes sense to give
them some say in the planning.

2.3 METHODS USED TO IMPROVE TEAM PERFORMANCE

No matter how efficient and productive A team is, there are always ways that to make it even
more productive and efficient. some effective ways to improve team efficiency and productivity.
1. Set and track attainable goals.
Define key goals and take into consideration your team’s capacity to execute on them. Make sure
processes are well defined, to track your progress. In the meantime, don’t forget to keep the
goals attainable. Assigning one large project even with a reasonable deadline could be
overwhelming. Alternatively, breaking large projects into smaller iterations shows clear progress
and motivates teammates as they move toward the final product.
2. Clarify roles and tasks
Clarification of roles is important as each individual understands what is expected from them and
hence chances of failure are minimised.
3. Give and receive feedback
Feedbacks are crucial in a project as members clearly understand how effectively they are
carrying out there works and defects can be made efficiently and on time
Performance management software helps make sure the process is effective and all employees
are performing to the best of their ability.

4. Delegate responsibility
Members being responsible for certain roles helps in ensuring that work flows on smoothly in the
project.
5. Communicate effectively
Communication is key for better flow of information and hence project delays can be avoided if
the communication flows effectively throughout the project.
6. Knowing the team members’ strength and wee their strengths and weaknesses

13 | P a g e
Everyone has their strengths and weaknesses at work. The more you know about your
employees, the easier it will be for you to match the right employees with certain tasks. For
instance, if you have an employee who likes to think outside of the box, let them use their
creativity to pitch new ideas to clients.
7. Give them incentives
Everyone works better when they know that there are extra incentives involved. Sure, it may be a
part your role but it is nice to be rewarded for a job well done once in a while. Offering
incentives will help increase productivity.

8. Eliminate excess
When employees have small, tedious tasks to take care of, they don’t spend enough time or
thought on the more important tasks. The project manager should try not to give them a lot of
small tasks that aren’t really necessary and give them time to focus on the important tasks.
9. The project manager should be a good example
As a leader of a team, it is important to set an example and show them that you are ultimately a
member of the team. The team leader should be able to take on the little jobs that he may might
want to assign to others.
10. Integrate technology
As a team leader, you need to take advantage of the latest software, hardware, and information
technology. The more tools you have, the easier it is going to be to be productive and efficient.

2.3 HIERACHY OF CONSULTANTS

14 | P a g e
 Client

Project
Manager

Civil Mechanical Quantity Electical Interior Landscape

Architect
Engineer Engineer Surveyor Engineer Design Architect

Clerk of Resident
works Engineer
Main
Contractor

Sub
Suppliers
Contactors

Contractual Structure

CLIENT

PROJECT
MANAGER

GENERAL
DESIGN TEAM
CONTRACTOR

SUB
CONTRACTOR

15 | P a g e
Communication flow between the various parties in a construction

2.4 ROLES AND RESPONSIBILTIES OF DIFFERENT CONSTRUCTION TEAM

MEMBERS

2.5 CLIENT
The client plays a major role in a construction as they are owner of the project. Taking on client
responsibilities in most asset projects is combined with being the actual owner/manager
afterwards.

The main duties of the client on all construction projects are to:

1. Ensure that suitable management arrangements are made for the project
2. Notify the relevant enforcing authority of certain projects
3. Give out the necessary documents before construction works starts, for example, title
deed
4. Finance the project and provide the necessary payments during construction works.
5. Select and appoint a competent and resourced Principal Designer.
6. Select and appoint a competent and resourced Principal contractor.
7. Ensure sufficient time and resources are allowed for all stages of the project.

16 | P a g e
 8. Provide the pre-construction information to the designers and contractors.
9. Verify the sufficiency of the construction phase plan prior to construction
commencement.
10. Verify that suitable welfare facilities are in place prior to construction commencement.
11. Ensure co-operation and co-ordination between the client's employees and client
contractors with the project contractors where the client's work activities overlap the
construction work and to enable others to perform their duties.

2.6 PROJECT MANAGER

The construction manager oversees and leads the consultants from beginning of the project to the
end. The project manager will have many responsibilities and these include the following:

1. Activity and resource planning

Planning is instrumental for meeting project deadlines, and many projects fail due to poor
planning. First and foremost, good project managers define the project’s scope and determine
available resources. Project managers realistically set time estimates and evaluate the team or
teams’ capabilities. They then create a clear and concise plan to both execute the project and
monitor its progress. Projects are naturally unpredictable, so good project managers know how to
make adjustments along the way as needed before the project reaches its final stages.
2. Organizing and motivating a project team
Project managers ensure that they don’t get their teams bogged down with elaborate
spreadsheets, long checklists, and whiteboards. Instead, they put their teams front and centre.
They develop clear, straightforward plans that stimulate their teams to reach their full potential.
They cut down on bureaucracy and steer their teams down a clear path to the final goal.
3. Controlling time management
Clients usually judge a project’s success or failure on whether it has been delivered on time.
Therefore, meeting deadlines is non-negotiable. Project managers set realistic deadlines, and set
effective ways to communicate them to their teams.
They know how to effectively do the following:
 Define activity
 Sequence activity
 Estimate the duration of activity

17 | P a g e
  Develop a schedule
 Maintain a schedule
4. Cost estimating and developing the budget
Project managers ensure that certain a project is within its set budget. Even if a project meets a
client’s expectations and is delivered on time, it will still be a failure if it goes wildly over-
budget. Therefore, project managers frequently review the budget and plan ahead to avoid
massive budget overruns.
5. Ensuring customer satisfaction
In the end, a project is only a success if the client is satisfied. One of the key responsibilities of
every project manager is to minimize uncertainty, avoid any unwanted defects and involve their
clients in the project as much as is reasonably possible. Project managers ensure that they
maintain effective communication and keep the company’s clients up-to-date.
6. Analysing and managing project risk
The bigger the project is, the more likely there are to be hurdles and pitfalls that weren’t part of
the initial plan. Hiccups are inevitable, but good project managers know how meticulously and
almost intuitively, identify and evaluate potential risks before the project begins. They ensure
that they avoid risks or at least minimize their impact.
7. Monitoring progress
During the initial stages, project managers and their teams have a clear vision and high hopes of
producing the desired result. However, the path to the finish line is never without some bumps
along the way. When things don’t go according to a plan, a project manager needs to monitor
and analyse both expenditures and team performance and to always efficiently take corrective
measures.
8. Managing reports and necessary documentation
Finally, experienced project managers know how essential final reports and proper
documentation are. Good project managers can present comprehensive reports documenting that
all project requirements were fulfilled, as well as the projects’ history, including what was done,
who was involved, and what could be done better in the future.

18 | P a g e
2.7 DESIGNERS
A designer is an organization or individual whose business involves preparing or modifying
designs for construction projects, or arranging for, or instructing, others to do this. Designers can
be architects, consulting engineers, quantity surveyors and interior designers, or anyone who
specifies and alters designs as part of their work.

Designers must:

1. Brief the client duties to the client before starting design work.
2. take account of any pre-construction information provided by the client
3. eliminate foreseeable health and safety risks to anyone affected by the project
4. take steps to reduce or control any risks that cannot be eliminated
5. provide design information to:
6. the client and principal contractor to help them comply with their duties, such as ensuring
a construction phase plan is prepared
7. communicate, cooperate and coordinate with:
8. any other designers so that all designs are compatible and ensure health and safety, both
during the project and beyond
9. all contractors to take account of their knowledge and experience of building designs

2.8 ARCHITECTS

The architect is charge of design and they work hand-in-hand with other professionals such as
civil engineers to deliver qualified design. Other roles performed by an architect might include:

1. Advise the clients, study the client’s needs, prepare, direct and co-ordinate design and to
supervise works executed under a building contract.
2. Give such periodic supervision and inspection as may be necessary to ensure that the
works are being executed in general accordance with the contract; constant supervision
does not form part of his normal duties.
3. Amend and revise drawings when changes are made to the existing architectural design
and additional works are added.

19 | P a g e
 4. Advising on the need to appoint other professionals to the consultant team, independent
client advisers, specialist designers and specialist contractors.
5. The bidding of the tender and allowing the building contract can be carried out with the
architect’s assistance. This helps the client to choose the correct procurement form. This
way the whole contract procedure is well coordinated.
6. After receiving the tender, the architect carries out a tender analysis report. These results
are compared with the client’s expectations and budget. Preparing the concept design
and detailed design.
7. Advising on the rectification of defects during construction or after the general
completion of construction works.
8. Preparing applications for statutory approvals.
9. Preparing production information.
10. Reviewing designs prepared by others.
11. Acting as contract administrator.

2.9 QUANTITY SURVEYOR

A quantity surveyor is a construction industry professional with expert knowledge on

construction costs and contracts. Their role is to keep a close eye on project finances and
contractual relationships. They make sure that the financial position of construction projects is
accurately reported and controlled effectively. Other tasks and Duties include:

1. Advising on the potential of a site and working out what a client can afford to build, they
carry out feasibility studies.
2. Prepare tender documents, contracts, budgets, bills of quantities and other documentation
3. Presenting detailed information on the cost of particular elements of work on a periodic
basis to enable payment for those works carried out to date. They carry out valuation
works.
4. Dealing with contractual and legal matters.
5. Managing costs to make sure that the initial budget isn’t exceeded. Prepare reports about
projected building costs for clients
6. Arranging staff payments and, at the end of a job, settling the final accounts.

20 | P a g e
 7. Acting as financial advisors and monitoring progress for the client.
8. track changes to the design and/or construction work and adjust budget projections
accordingly
9. Visit building sites to monitor to progress and to check that the work is to budget
10. Recalculate costs if the design or material changes
11. procure or agree the services of contractors and/or subcontractors who work on the
construction of the project Prepare a statement of final account recording the actual costs
of the project
12. liaise with the client and other construction professionals, such as site managers, project
managers and site engineers
13. Prepare bank reports and offer financial advice to clients.

3.0 STRUCTURAL ENGINEER

Structural design engineer performs various roles and responsibilities in a construction project
providing technical details for the activities to be performed at construction site. Structural
engineers analyze, design, plan, and research structural components and structural systems to
achieve design goals and ensure the safety and comfort of users or occupants.

Their roles and responsibilities of structural engineers include:

1. Technical delivery of Structural Engineering Design on various types of the projects that
you are assigned of. This can include commercial buildings, offices, mixed-use
development projects, warehouse, and villa to name a few. Even though Structural
Designers has its own specialties, generally you should have no limits at least and know
how to handle any kind of design whether concrete, steel or precast elements.
2. Produced a structural system and developed Finite Element Analysis models, design and
interpret design results with the aid of structural design programs for the assigned project
in view of safety and stability of the structure in accordance with the governing codes. To
know more about structural design software that a structural engineer should know, you
can follow this link.

21 | P a g e
 3. Optimize designs to meet the needs of the project and clearly defend and explain
approaches to a design team and you should at least know how to perform analyses using
hand calculations if required.
4. A structural design engineer is also responsible for the preparation of a structural design
report. Further details on structural report preparation can be found on this link.
5. Furnished a full structural plan and detailed drawings according to the design results
coordinated with the Architectural and MEP department for authority submission and
approval. This can be done with the help of structural draftsmen, so you should know
also how to manage their team.
6. Discussed the assigned project submitted, with the authority having the jurisdiction and
addressed the comments until successfully get the project approval and building permit.
7. Throughout the course of the above duties, you are also in charge of liaison with the
Clients, Contractors, Sub-Contractors, Governmental Authorities, and other related
authorities and project follow-up and approval. So, expect a lot of coordination meeting
during this journey.
8. Although we have structural engineers available at the site, sometimes we need to visit
sites to address design related issues, inspection of works carried out on site and monitors
quality to ensure that the contractor met the standard of construction with compliance to
approved drawings.

3.2 MAIN CONTRACTOR

A general contractor, main contractor or prime contractor is responsible for the day-to-day
oversight of a construction site, management of vendors and trades, and the communication of
information to all involved parties throughout the course of a building project. The main
contractor roles can be categorized into:

Role of A Contractor in Project Planning

Based on the project completion date, the project management team make a master schedule for
the project. To complete the project on time as per master schedule, the contractor has a huge
role in planning.

22 | P a g e
Responsibilities of A Contractor in Project Planning

1. The contractor should plan ahead all the crucial project development and
implementation details.
2. Identifying and estimating various project issues like the required materials,
equipment, and personal needs.
3. Forecasting any potential changes.
4. Implementing a reliable communication strategy among all involved stakeholders.
5. Highlighting all legal and regulatory issues and requirements.
6. Outlining an effective safety policy.

Responsibilities of A Contractor in Project Management

1. Arranging funds to complete construction tasks.

2. Arranging materials for various tasks as estimated.
3. Providing required construction equipment.
4. Hiring required subcontractors to complete the job.
5. Raise bills for the completed tasks as termed in the contract.

Role of A Contractor in Project Monitoring

To complete the project as per specifications and mitigate various issues in the project, a
contractor has a huge role in project monitoring. He normally needs to carry out some key
responsibilities in this field.

Responsibility of A Contractor in Project Monitoring

1. Monitoring time schedule.

2. Implementing cost-effective methods.
3. Monitoring work quality.
4. Implementing materials management system.

23 | P a g e
 5. Monitoring safety related issues.
6. Roles and Responsibilities of a Contractor in Construction

Role of a Contractor in Legal and Regulatory Issues

The contractor also has a role in legal and regulatory issues. Under this role, he has some
responsibilities to make sure the project isn’t violating any legal terms.

Legal and Regulatory Responsibilities of a Contractor in A Building Construction Project

1. Making sure the project is in compliance with all the necessary legal and regulatory
issues.
2. Acquiring all the necessary permits before proceeding with the project.
3. Paying or ensuring to pay all the fees and taxes required to complete the project.

Role of A Contractor in Health and Safety Issues

As health and safety is a big issue in construction, a contractor also needs to carry out a huge role
in this. He generally needs to carry out following responsibilities in the role.

1. Ensuring health and safety in the workplace.

2. Implementing a safety procedure and standards for the project.
3. Ensuring the usage of safety equipment in the project.
4. Implementing effective risk management and communication strategies.
5. Ensuring safety awareness among workers.

Real Estate Agents

They rent, buy or sell property for clients. They perform duties, such as study property listings,
interview prospective clients, accompany clients to property site, discuss conditions of sale, draw
up real estate contracts. Includes agents who represent the buyer.

Their job tasks may include:

24 | P a g e
 1. Act as an intermediary in negotiation between buyers and sellers, generally representing
one or the other.
2. Compare a property with similar properties that have recently sold to determine its
competitive market price.
3. Accompany buyers during visits to and inspections of property, advising on the
property’s suitability and value of homes they are visiting.
4. Coordinate property closings, overseeing signing of documents and disbursement of
funds.
5. Contact property owners and advertise services to solicit property sales listing.
6. Arrange for title searches to determine whether the clients have clear property titles.
7. Display commercial, industrial, agricultural, and residential properties to clients and
explain their features.
8. Advise sellers on ways to make their properties more appealing.
9. Appraise properties to determine their market values.
10. Rent or lease properties on behalf of the clients.

Property Manager

They are hired by the property owner when in need of taking care of their properties and usually
come into the project after the project’s handover. They can be hired to collect rent, or
responsible for the operations of the rental property.

The roles the property manager can take on include:

1. Responsible for managing rents; such as setting rent, and adjusting rent.
2. Are responsible for managing tenants; may be responsible in the finding and screening of
prospective tenants. They also handle leases, complaints or emergencies, move outs and
deal with evictions.
3. Maintenance and repair roles; are responsible for the physical management of the
property, including regular maintenance and emergency repairs.
4. Have a knowledge of Landlord-Tenant Law; property managers should have an in-depth
knowledge of statewide and national laws regarding proper ways to screen a tenant,

25 | P a g e
 handle security deposits, terminate a lease, evict a tenant and comply with property
safety standards.
5. Supervising responsibilities; manage other employees and set their salaries and even fire
them; handling the vacant properties.
6. Responsible for managing the budget; they can be responsible for managing the budget
for the building and for maintaining all important records.
7. Responsible for taxes; they assist property owner with understanding how to file taxes
for the investment property and they can also file taxes for the property.

Facility Manager

Their individual responsibilities will include:

1. Taking charge of services including clearing, catering, hospitality, security and parking.
2. Ensure that the building functions smoothly throughout its operational life.
3. Frequently involved at the design stage of the project of a project to help avoid future
maintenance problems.
4. Liaise closely with the client, providing a fully managed, directly delivered customer
service center supported by market leading the IT software.
5. Providing an organization with a strategic and calculated management system.
6. Deliver and manage a comprehensive range of maintenance and support services for
organizations within both the private and public sectors.

3.3 CLERK OF WORKS

The role of clerk of works is primarily to represent the interests of the client under the directions
in regard to ensuring that the quality of both materials and workmanship are in accordance with
the design information such as specification and engineering drawings. Other duties include:

26 | P a g e
1. Carry out a thorough study of the drawings and specifications. He or she will check for
errors and discrepancies in the drawings and specifications and report to the Architect.
2. Carry out a thoroughly inspection of materials to be used in the works – e.g. cement
specified and storage of the same; steel – type and size, Aggregates if its ballast, grading
and cleanliness, sand – free from silt etc.-
3. Carry out a thorough inspection of workmanship – Skilled labour force and
knowledgeable and experienced site agent and foremen are key to good and acceptable
workmanship. The Clerk of Works should be able to detect workmanship and materials
that do not conform to the contract standards. Please note that details of specifics in
workmanship are a study for another day.
4. Ensure that proper setting out has been done. Levels in relationship to agreed datum
points are correct etc.
5. Ensure that Health and Safety regulations are observed on site. e.g. adequate and clean
site toilets, bathrooms, safe & clean drinking water, dust masks for those handling
cement, chutes for dropping down debris from heights, site cleanliness, barrier tapes to
define around excavated areas, warning signs, safety belts for those working at great
heights, Safety gear for workers etc.
6. The clerk of works should inform the Lead Consultant/Architect of problems arising and
decision required.
7. The clerk of works should confirm oral directions to contractor in writing with a copy to
Lead Consultant/ Architect
8. The clerk of works must ensure that the Contractor fully understands the drawings.
9. Carry out Detailed reporting and recording – the Clerk of works should keep the
Consultants, and Client fully informed on a regular basis. They should inform the lead
consultant on decisions required. The Clerk of works records must be very accurate – the
Consultants heavily rely on such records. E.g. measurements of works to be covered. The
Clerk of Works will also keep a record of the following: Labour force on site, Weather
conditions, Plant and machinery on site, Visitors to site, Drawings received, Deliveries of
materials, Instructions issued, Inspections by consultants, Details of significant events.

27 | P a g e
3.4 CIVIL ENGINEER
The civil engineer on site normally manages and supervises site structural work aspects to ensure
that everything is in compliance with the required or approved drawings in line with construction
standards and safety. Other duties and responsibilities are:

1. Managed the structural supervision and implementation of the site from the start of
mobilization to project hand over.
2. Review and approval of the subcontractor or contractor’s materials, documents and shop
drawings submittals. This can include method statements, calculations, pre-qualification
documents, etc.
3. A review of the proposed structural engineering changes received from the contractors
and advises the Resident Engineer of any potential issues.
4. Addressing RFI’s or request for information related to structural engineering raised by
the contractor about the project.
5. Responsible for the submission of Progress reports or Periodical Inspection Reports for
the projects involved. The civil engineer may also require conducting or support periodic
inspections if the structural inspector is not around to determine if structural works have
been done in accordance with contract specifications.
6. The civil engineer may be required to witness tests, such as soil compaction, moisture
content, aggregation, graduation, concrete slumps, air entrainment, concrete compression,
lines, and grades survey, bolt torques, and concrete coring and can call for additional
testing if necessary.
7. Civil engineers are responsible for making instruction, project follow-up on the
contractor’s tasks and perform another structural site engineering role as may be deemed
necessary.

Design Program
1. Client brief
It is one of the most important stage as the client gives his expectations to the project manager of
what he desired to construct on the available piece of land.
2. Feasibility study
It is the compressive study of the proposed project where past and similar projects are referenced
and cost estimations are made using various methods for example payback period
3. Appointment of consultants
With the client’s approval the project manager appoints the best skilled professionals to aid in
the carrying out of works of the project.
28 | P a g e
 4. Preliminary design
Preliminary Design means the preliminary flow diagrams, general arrangement drawings, and
Equipment sizing as described in the Design Contract. Preliminary Design means the submission
of Contractor's Documents which comprise the initial stage of the design phase.
5. Scheme design
Scheme Design stage will generally be used for Planning Submission Stage. The scheme design
will provide a developed stage of design that coordinates other design disciplines, such as
Structural, Civils and Services to such a level to enable Contractor Costs to be obtained
6. Statutory approvals
These approvals include: county government approvals, NEMA approvals and project
registration by National construction Authority (NCA)
7. Working drawings
A working drawing is a drawing or blueprint based on explanations. It is completed with a
thorough plan and views (details, notes, and dimensions) to ensure the product construction or
replication without any additional information.
8. Prequalification
It is the information gathering and assessment process that determines a contractor's capability,
capacity, resources, management processes, and performance.

9. Bill of quantities
It is the document prepared by a cost consultant (often a quantity surveyor) that provides project-
specific measured quantities of the items identified by drawings and specifications in the tender
documentation for construction works

10. Tendering action

Tendering is the process by which bids are invited from interested contractors to carry out
specific packages of construction work. Tendering can be in two types; open tendering and
selective tendering. The different activities carried out in tendering include Tender opening,
Tender Analysis, Tender Award.

11. Site Handover to main contractor

This gives site access to the main contractor in order to commence construction works.

29 | P a g e
 CONCLUSION AND RECOMMENDATION

Team building is vital to the successful completion of any projects as it has numerous benefits
such as boosting team members’ morale and allow effective flow of communication. The project
manager for the construction of the rental apartments owned by The Technical University of
Kenya will emphasize on team building to ensure that there will be minimum interruptions
during the execution of the project.

Team building in organizations is a common approach to improving performance. The Project

Manager needs to keep an eye on his team all the time. He/she needs to watch out for motivation
levels, conflicts and other problems that may arise.

30 | P a g e
REFERENCES
1. AIA (2007) Integrated Project Delivery: A Guide Sacramento, CA: The American
Institute of Architects, AIA California Council.
2. Alshawi, M and Ingirige, B (2003) Web-enabled project management: an emerging
paradigm in construction. Automation in Construction, 12(4), 349-64.
3. Cerić, A (2003) A Frameworks for Process-driven Risk Management in Construction
Projects, Ph.D. Thesis, University of Salford, Salford, UK.
4. Charoenngam, C, Ogunlana, S, Ning-Fu, K and Dey, P (2004) Re-engineering
construction communication in distance management framework. Business Process
Management Journal, 10, 645-72.
5. Cooper, R and Aouad, G (2004) Process Management in Design and Construction.
Blackwell Publishing.
6. Dainty, A R J, Moore, D, Murray, M and MyiLibrary (2005) Communication in
Construction:
7. Bamisile, Ayo. (2005): Building Production Management. Foresight press Ltd., Lagos,
Nigeria.
8. Aladejebi, F.J. (1985): Regulating building practice in Nigeria. Paper presented to the
Building Technology Students Association Symposium. Federal Polytechnic, Edo Ekiti,
Ekiti State.
9. Ferguson, Jan (2003): Building in Practice. Mitchell, London.
10. Ashford, J. “The Quality Balance” International Journal of Construction Management
and Technology, June1986.
11. Dennis, Lock Project management: The Gower Handbook of Management, 2nd Ed.
Heineman, London. 1990.
12. . Seel, C. (1984): “Contractual procedures for Building Students”
13. Griffith, Alvan. Quality Assurance in Building. Macmillan London. 2009.
14. https://hpdconsult.com/construction-approval-process/
15. http://www.millarmanagement.co.uk/architectural-design/scheme-design-services/
16. https://www.researchgate.net/_communication_within_construction_projects_a_commun
ication_breakdown_structure

31 | P a g e
32 | P a g e