Ethiopian TVET-System

BUILDING
CONSTRUCTION MANAGEMENT
Level 4
HAWELTI AXUM POLY TECHNIC COLLEGE

Learning Guide
Unit of Competence: Managing Construction site Operations

2016ec pre. by MB

1
LO 1. Coordinate the use of resources
Coordination is an important function in the building process.
Coordination aims at an effective harmonization of the planned efforts for accomplishing goals.
‘‘Coordination is almost equivalent in meaning to ‘control,’ ‘planning’ or ‘management, ‘but is
more descriptive of the relating together of separate activities and their concerted direction
towards a common purpose’’
Coordination, in a more general context, as ‘‘combination in most suitable relation for most
effective or harmonious result: the functioning of parts in cooperation and normal sequence.’’
The project coordinator’s role as one of increases the project managers’ visibility for larger
projects. A coordinator is chartered as a representative of the project manager who proactively
ensures future events will occur as planned. They signal problem areas and recommend
solutions. Project coordinators:
 Know how the organization ‘‘works.’’
 Provide further help to the project and support organizations.
 Provide independent assessment of project information and status to the project manager.
 Ensure planning and miles ton (land mark)e are satisfied.
 Ensure control procedures are being adhered to
The planning chief’s roles in coordination function as follows:
• Communicating promptly the monitored information to all concerned for taking
corrective measures to prevent bad situations.
• Creating a climate of cooperation by avoiding interdepartmental conflicts and resolving
all issues affecting the progress of work.
• Providing a proper flow and record of the monitored information through monthly
information reports, minutes of meetings, project bulletins and liaison letters.
Pursuing all the planning and monitoring issues raised by the departments to their logical
completion
As a first step, the activities in this list were categorized under:
• Activities required to manage Tasks
• Activities required to manage Timing
• Activities required to manage Resources
• Activities required to manage Responsibilities

2
The arrangement of items under each subcategory was still found to be too large to properly
visualize activities that contribute to achieving construction coordination in each respect. Hence,
the authors further subdivided each subcategory as follows.
Planning was subdivided into
• Identify
• Communicate
• Analyze/plan/schedule
Organizing was subdivided into
• Lead
• Facilitate
• Information and records
Controlling was subdivided into
• Monitor
• Analyze
• Control/correct/maintain
• Record/communicate
Having sorted the coordination activities as above, each was further subdivided into
• Sequence of work
• operation of work
• Services, fixtures and builder’s work
• Cooperation
• Supervision, quality and safety
• Remedial works
• Attendance to others
Still the structure with so many subdivisions was judged too complex for presentation to industry
practitioners via the questionnaire. Therefore, by careful inspection of the present arrangement of
activities, it was possible for the authors to visualize that all the coordination activities can be
identified under just the five subheadings:
• Providing leadership
• Facilitating
• Controlling
• Communicating

3
 • Recording

1. Providing Leadership
• Translating documents into task assignments
• Identifying strategic activities and potential delays
• Identifying technical and workforce requirements
• Delegating the work
• Following up the delegated work
• Motivating
• Developing a team spirit
• Resolving differences/conflicts/confusions among participants
• Maintaining proper relationships with client, consultants, and the contractor
• Receiving constructive input from all participants in the project
• Establishing and maintaining an effective organizational structure and communication
channels
• Interfacing with other departments/managers in your organization outside the project
team
2. Facilitating
• Identifying/gathering information on requirements of all parties and consolidating for use
in planning
• Providing an organized means for gathering information and compiling
• Managing contractual issues
• Interpreting all contractual commitments and documents
• Interfacing/integrating the work on different subsystems
• Agreeing on detail methods of construction
• Improving/altering/eliminating activities and considering better alternatives that may
efficiently meet the project objectives
• Analyzing the project performance on time, cost and quality, detecting variances from the
schedule/ requirements, and dealing with their effects considering time and resource
constraints
• Estimating resource requirements
• Coordinating and rescheduling the sequence of onsite work

4
 • Coordinating offsite fabrications and their delivery with the onsite work
• Coordinating the purchases, delivery, and storage of material
• Optimizing resource allocation and utilization Supporting own men and subcontractors
with tools, equipment, and resources
• Explaining and supporting the work of subcontractors
• Identifying or gathering information on defects, deficiencies, ambiguities, and conflicts in
drawings and specifications and having them resolved
• Obtaining further drawings, specifications, and technical details on time for execution
• Identifying and gathering information on builders work requirements (grouting-in,
openings, making good, etc.) of all relevant parties and coordinating the time and manner
of their execution
• Providing general attendance (storage space, testing facilities, scaffolding, plant, power,
water, illumination, etc.) to other parties
• Coordinating handover of work areas (service areas, plant rooms, service routes, etc.) to
other parties
• Caring for works of others by making staff and workmen aware, where relevant
providing covers, where possible changing the sequence of work, etc.
• In case of defect or damage, proposing remedial work methods and programs for
executing
• Arranging for compliance with site instructions/ directives from the engineer and revising
programs/ ordering material accordingly
• Arranging for timely carrying out of all tests or inspections and approval by the engineer
• Submitting material for approval by the engineer
• Applying good technical practices
• Applying good administrative procedures
• Facilitating payments to own employees and subcontractors

3. Controlling
• Managing the quality of all work carried out
• Ensuring the timeliness of all work carried out
• Ensuring effective utilization of manpower, plant, and material
• Managing the health, safety, and welfare of employees

5
 • Managing the maintenance and safety of plant and machinery
• Ensuring proper and safe delivery, storage, and handling of material
• Monitoring the budget on all activities and taking corrective action
• Controlling project finances
• Monitoring the overall functioning of each section and department of the project
• Ensuring discipline among all employees.
4. Communicating
• Acting as liaison with the client and the consultants
• Acting as liaison with specialist consultants, specialist subcontractors, nominated
subcontractors, etc.
• Contacting outside authorities
• Communicating project progress, financial/commercial status, plans, schedules, changes,
documents, etc., to all relevant participants
• Conducting regular meetings and project reviews
• Communicating instances of poor quality, dangerous or adverse incidents/situations to
relevant personnel
5. Recording
• Maintaining records of all drawings, information, directives, verbal instructions, and
documents received from the consultants and the client
• Maintaining records of work done outside the contract, variations, day works, and all
facts/data necessary to support claims
• Maintaining records of quantities of work done and details required for as-built drawings;
especially of the work that is to get covered up
• Maintaining records of price escalations, where the contract provides extra payments
• Maintaining records of principal deliveries to the site and general particulars of shortages
• Maintaining records of labor and plant deployment, working conditions (such as adverse
weather), plant breakdowns, accidents, etc.
• Maintaining records of all tests and inspections
• Publishing daily construction reports in the format required by the engineer
Coordination should be assured through regular on-the job meetings of the general contractor’s
authorized project representative and the on-site subcontractors’ authorized project
representatives. Additional meetings may be required for subcontractors whose work might

6
interfere with another at a given time. Minutes of such meetings should be prepared promptly
and distributed to all attendees and their home offices.
The general contractor should establish a comprehensive Site Logistics plan to support all phases
of the project .This plan should include, for example:
• Storage areas for all subcontractors at the appropriate time. Such areas should not
obstruct the work. Relocating materials is costly and should be avoided. Subcontractors
should store material in designated areas only.
• Adequate personnel lifts, when required, and cranes and hoists at times and places that
will minimize waiting time as much as possible, regardless of who is contractually
responsible.
• Adequate lighting, heating, weatherproofing, ventilating, fire protection, and cleanup is
provided in a timely manner regardless of who is contractually responsible.

The general contractor should monitor and expedite the processing of shop drawings, samples
and other submittals for approval. This procedure is especially important when change orders are
involved.

The general contractor and all subcontractors should respect one another’s work. When damage
or loss does occur, it should be reported immediately to the injured party, appropriate insurance
carriers, and the general contractor, and corrected promptly

LO 2. Managing processes
Definition of Management

What is management?

Management is a process

 A process of directing and facilitating the work of people who are organized for a
common purpose.
 Processes of combining the effort and resources of individuals with a common interest to
achieve a desired objective.

Management is a function

 A function of getting things done through the effort of others;

 The application of authority and the assumption of responsibility;

7
The concept of management

Management to be effective must be systematic

 Things can be done better by means of plan of action

Management to be successful must be scientific

 Application of scientific method to the study and analysis of the application of a

particular job

Management must be humanistic

Unlike machines, human can establish human relations, can be led by goals they accept as
justifiable, worthy and fair to all concerned.

Executive function of manager

 To plan
 The conscious determination and direction of action for making things happen and
prevent to occur.
 Classified as
 objective of the enterprise
 Policies
 Procedures
 Budget
 Program
 To organize

Good organization structure is necessary which could give good performance

 To direct
 Guiding and overseeing subordinates
 Processes of directing
a) Leader ship
 The processes by which an executive imaginatively directs, guides or influence
the work of others in choosing and attaining particular ends.
b) Coordination

8
  The process where by an executive develops an orderly guide of group efforts
among sup ordinates.
 To control
 The processes by which an executive gets the performance of subordinates to correspond
closely as possible to chosen plans, orders, objectives or policies.
 Calls for the evaluation of results, comparison of those with established standards and the
taking of measures to correct discrepancies that appear.

Qualities of effective manager

 He studies, analyzes and break down his job

 He knows how to entrust the administrative details of his
 He is willing to delegate to and share with his subordinates the credit of a job well done
 He trains and develops his men to prepare them to assume delegated work
 He knows how to control and plan his time
 He institutes control for effective performance

Construction management (process and stakeholders)

Processes management

 Is a concept that integrates quality performance excellence in to the strategic management

of organization.
 Includes the following;
 Process design or engineering, which is the invention or new processes.
 Processes definition, which requires the description of existing processes;
 Processes documentation;
 Processes analysis and control
 Processes improvement

9
KEY GENERAL MANAGEMENT SKILLS

The Project Manager

The project manager is the individual charged with the overall coordination of the entire
construction program for the owner. These include planning, design, procurement, and
construction. Among his/her duties:
 Clear definitions of the goals of the project.
 Investigate alternative solutions for the problems.
 Develop a detailed plan to make the selected program reality.
 Implement the plan and control the project.
Construction Manager: The construction manager is a specialized firm or organization
which administrates the on-site erection activities and the consulting services required
by the owner from planning through design and construction to commissioning. The
construction manager is responsible for design coordination, proper selection of materials
and methods of construction, contracts preparation for award, cost and scheduling
information and control.

Project Management Processes

Project management is an integrative endeavor—an action, or failure to take action, in one area
will usually affect other areas.

10
General management is a broad subject dealing with every aspect of managing an ongoing enterprise.
Among other topics, it includes:
s Finance and accounting, sales and marketing, research and development, and manufacturing and
distribution.
s Strategic planning, tactical planning, and operational planning.
s Organizational structures, organizational behavior, personnel administration, compensation, benefits,
and career paths.
s Managing work relationships through motivation, delegation, supervision, team building, conflict
management, and other techniques.
s Managing oneself through personal time management, stress management, and other techniques.

11
 PROJECT PROCESSES

Project management processes can be organized into five groups of one or more processes each:
s Initiating processes—authorizing the project or phase.
s Planning processes—defining and refining objectives and selecting the best of the alternative courses of
action to attain the objectives that the project was undertaken to address.
s Executing processes—coordinating people and other resources to carry out the plan.
s Controlling processes—ensuring that project objectives are met by monitoring and measuring progress
regularly to identify variances from plan so that cor- rective action can be taken when necessary.
s Closing processes—formalizing acceptance of the project or phase and bringing it to an orderly end.
.

.
.

12
 LO 3. Facilitate process problem resolution
Projects are composed of processes. A process is “a series of actions bringing about a result” (1). Project
processes are performed by people and generally fall into one of two major categories:

Characteristics of Problem Solvers

To be optimally successful in using the CPS process, participants must show certain behaviors
and dispositions. Characteristics of Problem Solvers are described in this section:
• Problem solvers believe everyone is creative and has the capacity to solve problems.
• Problem solvers are optimistic(positive).
• Problem solvers alternate between divergent and convergent thinking.
• Problem solvers actively postpone and engage their judgment.
• Problem solvers encourage “unrestrictive” and fun.
• Problem solvers take action.

Problem Solving vs. Decision Making

To begin, let’s clarify what we mean by problem solving and decision making and how they relate
to one another.
 Problem solving is a set of activities designed to analyze a situation systematically and
generate, implement, and evaluate solutions.
 Decision making is a mechanism for making choices at each step of the problem-solving
process.
Decision making is part of problem solving, and decision making occurs at every step of the
problem-solving process.

13
LO 4. Monitor process improvements and variations
.
4.1. Monitor process improvements
Monitoring is to observe, supervise, or keep under review; to measure or test at intervals,
especially for the purpose of regulation or control, or to check or regulate the technical quality of
something.
Monitoring is the systematic collection and analysis of information as a project progresses.
It is aimed at improving the efficiency and effectiveness of a project or organization. It is based
on targets set and activities planned during the planning phases of work. It helps to keep the
work on track, and can let management know when things are going wrong. If done properly, it
is an invaluable tool for good management, and it provides a useful base for evaluation. It
enables you to determine whether the resources you have available are sufficient and are being
well used, whether the capacity you have is sufficient and appropriate, and whether you are
doing what you planned to do.
4.2. Variations
Variation – Definition/
Meaning
The term ‘Variation’ as described and/or defined by various standard forms of contract differs
from one to another but in principle the definition and/or meaning is more or less similar. In
general, the term
‘Variation’ usually means a change, modification, alteration, revision or amendment to the
original intent of the contract and/or its works.
By and large mos t var iat ions occur due to changes in the client’s requirements, revisions or
modifications in the original design by the designer (Architect/Engineer/
.
If there is no variation provision in the contract, then any change would require the agreement of
the contracting parties, be it between the Employer and Contractor or Contractor and Sub-
contractor.
Variation order means the alteration, change or modification of design, quality or quantity of
work omission, addition or substitution of the work. It is also including the alteration of the kind

14
or standard of any of the materials or goods to be used in the work, and the removal from site of
any work, materials or goods which are not in accordance in the contract.
Any additions, deletions, or other revision to project goals and scopes are considered to be
variations, whether they increase or decrease the project cost or schedule. Most commonly, lack
of timely and effective communication, lack of integration, uncertainty, a changing environment,
and increasing project complexity are the drivers of project variation.

Types of variation
An effective analysis of variations and variation orders requires a comprehensive understanding
of the root causes of variations. There are many reasons why variations occur.
They may be due to extra work caused by subsurface conditions, additional quantities of works
or materials, reduction of work, errors in contract documents. The types of variation can be
classified according to their criteria, which are:
• The nature of the variation.
• The identity of the initiator.
• The effect of the variation.

The nature of the variation

The nature of a variation order can be determined by referring to both the reasons for their
occurrence and subsequent effects, distinguished two types of variation orders namely beneficial
and detrimental variation orders.
A beneficial variation order is one issued to improve the quality standard, reduce cost, schedule,
or degree of difficulty in a project. It eliminates unnecessary costs from a project and as a result
it optimizes the client’s benefits against the resource input by eliminating unnecessary costs. A
detrimental variation order is one that negatively impacts the client’s value or project
performance .A client who is experiencing financial problems may require the substitution of
quality standard expensive materials to sub-standard cheap materials.
Identity of the initiator
Classification per identity of initiator is a change made by any one or more principal parties:
consultant, contractor, nominated sub- contractors, nominated suppliers, and also contract
administrator.

15
The consultant directly initiates variations or the variations are required because the consultant
fails to fulfill certain requirements for carrying out the project. Some variations can happen
because of:
• Change in design.
• Errors and omissions in design.
• Conflicts between contract documents.
• Technology change.
• Inadequate scope of work for contractor.
• Lack of coordination.
• Design complexity.
• Inadequate working drawing details.
• Consultant’s lack of judgment and experience.
• Lack of consultant’s knowledge of available materials and equipment.

Effect of variation
The most frequent effect of variation orders is the increase in cost. Variation orders may affect
the project’s total direct and indirect costs. Therefore, any major addition or alteration in the
design may eventually increase the project cost.
Additional payment for contractor, increase in overhead expenses, rework and demolition were
considered as the most frequent effect of variation orders.
The management of variation orders of a project is considered successful if the variation orders
are resolved in a timely manner to the benefit of all the parties and the successful management of
variations demands awareness, preparation and input from the project owner as well as the
project contractors.
Factors influencing the variation
There are a number of reasons for the introduction of changes on building works and many
factors that influenced the variations like inadequate briefing from the client, inconsistent and
late instructions from the client, incomplete design, and lack of careful planning at the design
stage. The most important factors that influence the variation are:
• Client’s requirement.
• Change of end user’s management.
• difference between the works and legal requirement.

16
 • Poor management.
• Request by the contractor

Strategy action on minimizing variation order

Generally minimizing variation is not easy. Some situations are avoidable and some may be
unavoidable, but there are strategy actions that can be taken in order to minimize the variation in
different stages as:
a) More thorough detailing in design to reduce variation in future.
b) Contract document and adequate time for the Quantity Surveying to prepare the
document is important in order to avoid problem in future.
c) Clear and thorough project brief would assist in eliminating variations arising because
of the unclear scope of work for the contractor it will also help to reduce the
miscommunications between the parties.
d) Direct communication and continuous coordination will provide professionals an
opportunity to review the contract documents thoroughly that would help in eliminating
the variations arising because of conflicts in contract documents and also eliminate
design discrepancies and errors as well as omissions in design.

17