MODULE THREE

SITE PLANNING, SITE OFFICE ADMINISTRATION

AND DOCUMENTATION

SUBJECT: CONSTRUCTION MANAGEMENT III

SUBJECT CODE: CMN306D

DEPARTMENT OF CONSTRUCTION MANAGEMENT AND QUANTITY SURVEYING

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OBJECTIVES OF THIS MODULE

1. After studying the notes and working through the given examples the student must be
able to:

* list the records kept on site

* summarise the types of storage facilities required on site by writing a paragraph on
each one
* state how he would site static and mobile plant
* summarise the advantages and disadvantages of the different types of subcontractors.
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MODULE 3

OFFICE AND SITE ADMINISTRATION AND

DOCUMENTATION

SITE ADMINISTRATION

The first contact a prospective builder has with a future site is the Pre-Tender visit. If the
contractors tender is successful and he is a awarded the contract a date will be set whereby the
actual site will be handed over to the contractor by the architect. On the specified day and time
the contractor, usually represented by the contracts manager and the site agent/supervisor, will
meet the architect and the consulting engineer on site and the boundary pegs with the relevant
datum levels will be indicated to the contractor. Once the site has been formally handed over the
contract construction period begins. The contractors first duty is to check that the boundary pegs
and datum levels as shown by the engineer is in fact correct. If the contractor does not query
their validity with the architect within 7 days they will be taken as correct with all the
responsibilities of correct setting out etc. resting on the contractor.

Once the site has been successfully handed over it is up to the contractor to set out his site
according to layout. This site layout can be summarised under the following headings:

(i) ACCESS AND TRAFFIC ROUTES

Needs vary with the type of project and the stage of the job, but access from the main
road should be duplicated where possible, with short direct routes and one-way traffic
to encourage flow=. Alternative access by rail or canal can be used for bulk deliveries
or lengthy components. Short term approaches may be constructed of hardcore, sleepers,
concrete, proprietary track or transportable mats for mechanical navies, but wherever
possible, advantage should be taken of any permanent works for siting temporary roads
or hard standings. Ramps or bridges of interchangeable Bailey units or special
fabrications may be necessary, while adequate drainage and maintenance of road
surfaces is essential. Similarly, routes to spoil tips must be repaired and attended; cross-
overs must be provided for tracked vechile negotiating metalled roads; and
excavated material must be regularly cleared from adjacent highways. Traffic routes may
be treated as clearways, or deliberately spanned by cranes for offloading purposes,
and, on extensive sites, vehicle checkpoints may be necessary for security reasons.

Permission must be obtained from the local authority for access over, or encroachment
on public footpaths, and the police must be notified if roads are to be closed or diverted.
The erection of fences or hoardings may be required, watching and lighting supplied,
rights of way kept open, pedestrian walkways installed or vehicles tracks provided over
trenches.
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(ii) MATERIALS STORAGE AND HANDLING

The object here is to minimise the wastage and losses arising from careless handling,
bad storage or theft, and to reduce costs by obviating double handling or unnecessary
movement. Stores and compounds must be provided for tools and equipment, plant
spares, and breakable or attractive components or materials. Racks must be constructed
for scaffolding and stillages built from oil drums, while storage areas must be designated
for bulk items such as bricks. Special attention must be paid to materials like cement or
hardboards which must be protected against moisture, and goods which require careful
stacking to prevent deformation, e.g. Metal windows and stove-enamelled panels. Newly
completed buildings or rooms can often be utilised, and it may be helpful to construct
garages, etc., early in the programme for this specific purpose. A site plan should show
not only the locations but sizes of stacks, dates required, planned routes for distribution
and the eventual destinations. Methods study techniques such as string diagrams may be
used to ensure optimum convenience. Tidiness earns the twin rewards of safety and
convenience, by helping to eliminate accidents such as nails in the feet, and facilitating
the sorting of cut and bent reinforcement, etc.

Sub-contractors needs must be remembered, and suitable space allotted for their huts and
materials. Security must be considered, including locked buildings, adequate fences with gates,
the careful location of checkers huts, the installation of a weighbridge if warranted, procedures
for stores receipts and issued, fire precautions and the employment of a night watchman, guard
dog or visiting patrolman.

There is a need for three types of storage.

1. A secure store for valuable items which may be pilfered and therefore require strict
control.
2. A weatherproof store for materials which may deteriorate due to the affects of weather.
3. Storage for materials in the open. Stocks must be adequate to maintain production
schedules.

The storage of materials will require some control. Usually, a time-keeper doubled as a storeman
and therefore some small provision for an office and issue counter may be needed. For control
purposes this should be provided close to the site entrance but not if it leads to uneconomic
activity due to the location.

The items to be placed in secure storage should be numbered. This will indicate the quantity of
items which will then be allocated shelf or bin space. Once the shelf space areas are known, the
size of the secure store hut can be calculated.

Those materials requiring protection from the weather will include items such as cement, timber
components and plasterboard. They may be placed in an open barn or in a locked full-sided shed.
The access to such material must be adequate and enable a first in first out = policy to be
practised. Should mechanised handling be used, then space must be provided for loading.
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Materials to be stored in the open such as bricks, drainage goods and other materials may require
a sheet covering. It should be determined whether the materials should be placed in a compound
or stored on site at the place of work.

MATERIALS HANDLING

It is of the utmost importance that any material delivered to site is checked before it is off loaded
and stored and used. This checking is usually done by the time clerk or storeman. On a small
site the foreman may do the checking. The checking consists of:

(a) A QUANTITY CHECK: to ensure that the delivery note supplied by the driver of the
delivery vehicle corresponds with the actual quantity of goods delivered. If the
quantities correspond the delivery note is signed, and one copy is kept by the
contractor. The supplier then invoices the contractor based on the quantities signed
for on the delivery note. It is up to the contractor to reconcile the delivery note with
the invoice before payment is made to the supplier.

(b) A QUALITY CHECK: it is essential that the materials be checked for correct quality
before use. If the quality is found to be inferior, i.e. Badly chipped face bricks, then
the contractor must contact the supplier immediately and arrange for credit and the
delivery of correct material.

(c) CORRECT ORDER CHECK: the contractor must ensure that the material delivered
are the same as have been ordered based on architect drawings and specifications. If
there is to be a long delay due to the unavailability of specified materials the contractor
would be advised to approach the architect with the problem and possibly suggest an
alternative material.

(iii) SITE ESTABLISHMENT AND STORAGE PLANNING

Before any site offices, toilets etc. are erected it is essential that the site management
structure is agreed with the number of persons requiring offices and the type of office
required. Sub-contractors’ requirements must also be allowed for. The maximum
number of labourers and artisans must also be established in order to calculate toilet and
change room facilities.

This office establishment must take into account the relationships between various
members of the management team.

In many building contracts the client will ask the contractor to provide a room in which
to hold all site meetings etc. and an office for his site representative.

The site agent/foremans office must have a desk, hanging space for drawings and a
plan chest.

All these pre-determined offices must have safe, permanent access and must be
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maintained and kept in a sanitary condition.

The offices must be situated on site in a position where the management staff has a
good view over the site. A compromise between the location of the offices and amount
of noise, dust and smells must be established.

(iv) PLANT, WORKSHOPS AND SERVICES

The choice of major items of plant is of real consequence on most sites, including
weighing the merits of such alternatives as central batching versus individual concrete
mixers, and cranes compared with hoists. Cranes must be superimposed on the scale
plan to ensure that the required reach is available and drawn to scale on vertical sections
to check that obstructions are cleared. The type of scaffold to be used must also be
decided, and quantities calculated.

Workshops for joiners and fitters, etc, must be decided and located, balancing easy
access and short routes to the scene of construction with the necessity to avoid congestion
of the site. Existing services must be pin-pointed to obviate disruption, and the routes
new ones considered when siting buildings and roads. The installation of temporary petrol
pumps, electric power and telephone lines, water and compressed air mains, etc., requires
negotiation with the relevant authority and co-ordination with the general scheme of
work.

Availability of water pressure or electricity characteristics may affect the size and cycle
of mixers, choice of drive, and number of hand tools that can be powered.

LOCATION OF PLANT

The siting of static plant and the parking of mobile plant should be given careful
consideration.

1) CRANE
Static plant such as hoists or tower cranes should be sited so that maximum
utilisation is achieved. The radius of the crane should be used to cover the
maximum area of the site. The crane should have access to the major materials
storage area, the vehicle unloading area and any other location in which its
loads my lie. The heavier loads should be stored close to the mast because the
capacity of a crane diminishes with the operation radius.

2) HOIST
The hoist is static and needs materials delivered to it across the horizontal plane.
It is essential that adequate access and loading space is provided at the foot and
each delivery point of the hoist.

3) CONCRETE MIXERS
The other major piece of static plant is the concrete and mortar mixing equipment.
Even where most of the concrete is ready-mixed a small mortar mixing area is
required. The main item to be considered is the storage of aggregates. These take
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up quite a large area and temporary works are required for the mixer base and to
retain these materials, and if necessary for bulk cement storage.

(v) SPECIAL PROBLEMS

Particular attention may have to be paid to additional factors if special circumstances

exist, such as the following:

(a) Confined sites may involve parking restrictions, one-way traffic on approach
roads, restricted delivery time-tables for materials, two storey offices or gantries
over pavements, etc.

(b) Tall buildings require special arrangements for clocking on and off, the siting of
canteens perhaps half-way up, and the installation of passenger lifts or hoists.

(c) Staged completions involving the piecemeal hand-over of buildings or sections

and the removal or re-location of temporary installations, necessitates detailed
planning of the time and manner of such change-oversee, in order to avoid double-
handling and disrupting delays.

(d) Adjoining property can introduce complications particularly where demolition

is concerned, perhaps the diversion of services, shoring of under-pinning, and
precautions such as photographs to forestall possible claims for damage.

SUMMARY

PLANNING THE LAYOUT

The layout will depend on size of proposed building and the space to be left about that building.
The main principles should be, to avoid any area where building is to eventually take place, any
underground services, any area which may interfere with production, safety or profitability.

SITE OFFICE ROUTINE

DRAWINGS
Three sets of all drawings must be handed to the site by the architect. Any further copies will be
at the contractor’s expense. One copy of all drawings must be available at all times to the
architect or Q.S for use on the site. Care should be taken that drawings are not mishandled, and
the one copy should be carefully filed to prevent damage or removal.

The copies of drawings on site are usually distributed as follows:

(a) one copy in office for architect or clerk of works properly filed and not removed for
other use;
(b) one copy in office of general foreman/site manager usually mounted and not for use by
workmen;
(c) one copy mounted on hardboard or other boarding and used by workmen for setting
out and construction.
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Copies of drawings are also forwarded to sub-contractors which relates to their particular work.

DRAWING REGISTER
A register must be kept on site of all drawings received noting the latest amendment numbers.
Any drawings issued during the construction of the work must also be noted on the drawing
register. Drawings that are superseded must be noted on the register.

FURTHER DRAWINGS
The architect normally issues drawings during the construction of the work which could be an
amended drawing or a new drawing containing detail of work which was not issued at the start of
the work.These drawings must be similarly treated as previously described. In certain instances
the site may require detail drawings or schedules of certain aspects of the work and it is up to the
site staff to request such drawings well in advance to obviate delay in the work.

When revised drawings are issued by the architect, the drawings which are superseded must be
handed back to the architect or destroyed. Care must be taken that all out of date drawings are
removed from circulation on site to prevent different persons working from different drawings.

"AS BUILT DRAWINGS"

All drawings received should be stamped and the date received entered on the drawing. At least
one copy of each drawing must be retained for final account purposes so that the "as built"
drawing could be compared with the original drawings issued. In certain cases it is advisable to
mark the architect's instructions on such drawings to record the specific instruction.

THE USE OF DRAWINGS

Drawings are fragile, and all precautions should be taken to avoid tearing or fading. Sunlight
tends to fade the drawings and it should not be placed where it would be exposed to sunlight. An
astute site supervisor will ensure that the architect never finds an old, tatty drawing being used to
'set out' new, critical work.
The edges of the drawing can be bound ensuring that they do not tear or fray.

CONTRACT DOCUMENTS
Various documents in the contract form the basis on which the legal contract is signed. As such
these documents must be accurate and supplement one another. All these documents are signed
when the contract is signed by the contractor and the client.

1. The drawings indicate in diagrammatic form what is to be done under the contract.

2. The specifications indicate how the work is to be done and describes the materials
and workmanship required to do the work.

3. The Bill of Quantities shows how much work is to be done with full descriptions of the
work and is based on the drawings and spec.
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Both latter documents are based on the drawings and serves to amplify the drawings describing
the items that could not be shown on the drawings. They are therefore supplementary and
complementary with the drawings.
On the site it is necessary to consult all three documents for the purpose of doing the work to
ascertain the exact nature of the work.

If a discrepancy is found between any of the documents, it must be referred to the architect for
clarification e.g. the drawing may show the concrete in columns to be 25 MPA and the B of Q
gives it as 20 MPA then it must be referred to the architect. If the architect decides it must be 25
MPA then the price must be adjusted, and it would be treated as an extra to the contract. This
adjustment must be made in the final account. Because of this the site must, at all times, look for
such differences and pass it on to the person concerned at head office. At times the description of
an item in the B of Q is not completely in line with the work to be done. This requires also
recording and notifying head office e.g. the bill may describe shuttering to columns not
indicating the shape where in fact the shape of the columns should stated.

SITE RECORDS
Site records evolve mainly around the various things and operations that take place on site. The
following are the main site records that should be kept and maintained on site:

(a) Site Diary

This is normally kept by the foreman and in which he will enter on a daily basis what is
happening on site. Such as:

2 March Started setting out.

3 March Completed setting out of ground floor. Ordered sand, stone and cement.
4 March Started digging foundation
5 March Stone arrived on site. excavation. for foundation proceeding. Contracts
manager paid a visit to site.
6 March Concrete mixer arrived on site. Sand and cement delivered. Notified
Man. inspector to inspect.
9 March Inspector passed excavations. Started pouring concrete footings.

(b) Labour Records

An accurate record is kept of all labourers, handymen, operators or artisans on site. Also
date and time of arrival on site or removal from site and any persons
taken on at site stating grade pension number, tax number, salary etc.

(c) Weather Records

The type of weather conditions for each day must be recorded with minimum and
maximum temperature, rain etc.

(d) Hold-ups
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A proper record must be kept of any hold-ups in the progress of the work and reason for
hold-up such as rain, waiting for approval of engineer, strikes, shortage of material etc.

(e) Visitors
Anybody visiting the site either from head office, the architect, the quantity surveyor, the
engineer or public such as students from Technikon must be noted for future references.

MATERIAL RECORDS
Orders for materials are generally placed by the Buying Office from the material list compiled
from the Bills of Quantities. Due to lack of storage facilities on site the material is not delivered
in one large delivery but as required on site. It is up to the site staff to ask the supplier to deliver
the materials in quantities as required on site.

To control the amount of material delivered against the quantities as calculated on the material
schedule it is necessary that the site keep records of all materials received. This can be done by:

(a) weekly returns of materials received wherein the site will notify head office of all
materials received in that particular week;

(b) materials record book used to record all materials received on site. The entries are
made from the delivery note prior to sending the delivery note to head office. A page
could be used for each type of material indicating the material and total quantity at the
head of the page. A running total can be kept for comparison purposes. A column can
also be introduced for the amount used on site so that the difference between amount used
on site so that the difference between amount delivered and amount used can be checked
against the stock on site. Material delivery boards are often used on site especially for
bulk materials such as sand, stone, bricks, cement etc., where the amount received is
entered and the board will show when new deliveries should be made.

The main reason for material control on site is to ensure that sufficient material is at hand to
keep the work flowing and no hold-ups will occur due to shortage of material. A periodic check
must be made to ascertain if materials have not deteriorated (cement) been stolen or misused
(excessive waste). The control on delivery is very important because short deliveries and
materials not conforming to the specification will greatly affect the progress and cost of the work.

Certain items, such as ironmongery, should be carefully stored and locked to avoid stealing and
one person on site should be made responsible for issuing such materials.

Materials transferred from one site to another must be accurately recorded and the necessary
credit notes for such materials must be incorporated in the cost structure.

SITE SCHEDULES
Schedules are either

(a) issued by the architect

(b) prepared by contractor
(c) issued by engineers
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The architect will issue various schedules such as:

1. bending schedules which indicate the type of reinforcing steel, the size and the shape of
the steel for various structural components;
2. Finishing scheduled which will indicate the type of finish for each room;
3. ironmongery schedules which details the ironmongery to various doors;
4. door schedules which will detail all doors and frames and joinery work relevant thereto;
5. window schedules which will give details of the window, the glass, the ironmongery,
lintels, jambs and cills.

These schedules are not necessarily issued with the contract documents but because they
are detailed they will supersede small scale drawings. Procedure for these schedules are
the same as for drawings at dealt with before. Care must be taken that the schedules are
forwarded to the relevant manufacturers of these item.

(b) Schedules prepared by the contractor should be any or all of the following from the
program:

1. Plant schedules
This would indicate if plant is used from the contractor's own plant resources or if hired.
The date and time required must be noted so that prior arrangements can be made to
reserve the item of plant for the time required. Any variation in program must be
notified to the plant supplier. Plant can be:

(a) mechanical such as concrete mixer, excavation equipment, cranes, etc.

(b) non-mechanical such as scaffold huts, furniture, barrows, ladders, tarpaulins, etc.

2. Site supervision and admin staff

This schedule would show how many and the time supervision is required to ensure that
the required supervision is able and on site.

3. Labour schedule
Labour schedule will indicate the number of workmen in each trade required at a specific
point of time and to be able to keep up with the program. This will enable the contracts
manager to plan ahead in transferring labour from one job to another or to take on more
labour.

4. Schedule of sub-contractors
Schedule of sub-contractors which is normally divided into 3 groups:
(a) nominated; and
(b) own sub-contractors
(c) selected sub-contractor

The schedule should show starting and finishing dates which are usually mutually agreed
according to the program.
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5. Material schedule
Material schedule which has been dealt with before.

6. Drawing schedule
Has been dealt with before.

To be able to use the schedules to the full advantage of site it is important to change such
schedules according to the progress of the work and notify the relevant instances of the
changes. The progress of each of the items scheduled must also be monitored to ascertain
what effect the relevant item has on the progress so that corrective steps may be taken.

E.g. not enough labour (artisans) available at a certain point of time

OR
sub-contractors not starting on time or performing adequately.

LABOUR RETURNS
It is the responsibility of the site manager to forward details of time worked by tradesmen and
labourers to the head office for compiling wages of all labour. The labour returns must show in
detail all names and numbers of workmen together with number of hours worked each day of the
week, overtime worked and new labour taken on at site. As soon as a worker is taken on at site
the head office must be notified so that a number disc can be issued in respect of the worker. All
labour working on site must be carefully checked and controlled and must balance with labour
returns.

Labour allocation sheets are filled in conjunction with labour returns noting the operation on
which the operative was employed for costing purposes. This is normally done by coding the
various operations and allocating the operative to a certain code in which he was employed -
carpenter 007. J/A 008.

Labour transferred to and from the site must be noted on the labour returns as well as jobs from
which the labour was transferred or to which it was transferred.

Records must also be kept in respect of apprentices and minors showing time worked and
remuneration with details of training.

VARIATION ORDERS AND DAY WORKS

The architect will issue variation orders from time to time. This can be done on a pre-printed
variation order form, but it could also be in the form of a site instruction. In either case the
architect has to sign the order, or it may be signed by his representative (CoW). In the case of an
oral site instruction the contractor must confirm the instruction in writing within 7 days to the
architect. If the architect does not dispute the confirmation within 7 days, then the confirmation
by the contractor will be considered as an architect's instruction.

Because variation orders involve adjustment to the contract price it is important to file the
variation orders and keep it safe for purpose of drawing up the final account. A copy of all
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variations must be forwarded to the head office where the Quantity Surveying Department will
work up the rates and prices. A note must be made of the state of the contract at the time VO is
received.
A variation order can be issued to change:

(a) the design of the building (drawings)

(b) the quantity of work (bills of quotes)
(c) the quality of the work (spec and B of Q)

Any change in a P.C. sum or as P.S. dealt with separately and the value of such variation must be
given by the architect. (Prime Cost/Provisional sum.)

When calculating the value of a variation the basis of determining the value of the variation is on
the prices quoted in the B of Q where these prices are applicable as follows:

(a) using existing B of Q rates

(b) a fair valuation of the work based on B of Q rates
(c) new prices agreed between architect and contractors.
(d) day work basis

All variations must be measured and priced within three months after completion of the work.

SUB- CONTRACTORS
The problem of keeping the specialised workmen busy all the time will require sufficient work in
that particular line of work and this id not always possible. Another factor of specialisation is that
the work can be done cheaper due to experience and continuity of work.

Sub-contractors fall into 3 categories:

1. Own sub-contractors
` * labour only
* supply and fix- domestic
- non-nominated

2. Nominated sub-contractors:
3. Selected sub-contractors

1. OWN SUB-CONTRACTORS

A. LABOUR ONLY SUB-CONTRACTORS

Contractors' doing work where only the labour for the work is supplied but no materials or plant.
This type of sub-contractor does not require and is usually confined to certain trades such as
brickwork, plastering, etc. Because of their ability to produce the work on a specialised basis the
work is usually done quickly and efficiently.
The benefit to the main contractor is that:

(a) Work is done quickly.

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(b) Supervision is kept to a minimum.

(c) Administrative work is reduced because he does not have to make up wages etc. for
these workmen.
(d) Financing of work is reduced
(e) main contractor can claim attendance profit on materials

Disadvantage

(a) The main contractor is responsible for adequate supply of materials.

(b) Excessive waste usually occurs.
(c) Plant has to be supplied which is not always handled properly and damaged.
(d) Difficult to get sub-contract to repair damaged work or rectify work that has been
condemned.
(e) Maintenance is held on main contract but not usually on labour only on sub-contract.

Administration
The appointment of a labour only subcontractors is usually on a verbal basis because the
contractor involved in a labour only contract is not aware of the legal aspects and requirements of
the contract.
He has to get on with the job, finish it, get paid and start the next job.
There are however certain legal aspects that should be kept in mind such as:
1. Work condemned or not acceptable.
2. Cleaning up afterwards
3. Repair work after plumbers etc.
4. Maintenance work

It is therefore clear that a certain type of contract should exist between the main contractor and
the labour only SC which will clearly spell out the responsibilities of the various parties
regarding payment, method of valuating the work for payment, making good unacceptable work,
etc.

B. SUPPLY AND FIX SUB-CONTRACTORS

These are specialised firms who will do certain items of work on behalf of the main contractor
and involves labour and material. They have workmen especially skilled in the type of work they
are doing and can usually produce the work cheaper. As a result of competition, the prices are
usually very keen.

The work that is given to these sub-contractors is fully measured in the B of Q and the estimator
will receive quotations based on the measured quantities from the various firms. These prices are
then included in the priced bills of quantities. On acceptance of the tender the order may be
placed with the lowest sub-contractor. The contractor requires that the names of all sub-
contractors must be submitted to the architect for approval. The contractor is therefore not
allowed to employ or place an order with a sub-contractor before the architect has approved of
such a sub-contract. The order is usually placed on a special sub-contract order form which is
signed by both parties (contractor and sub-contractor) and sets out in detail the work to be done
usually quoting B of Q page and item numbers. The order will also have an order number and
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state that same conditions, applicable to the contractor, applies to the sub-contractor.

He is thus also bound by the contract conditions such as penalties, maintenance, retention, etc.

Own sub-contractors can also be used for only the supply of items such as windows, doors,
frames, etc. This often leads to controversy because such sub-contractors consider themselves as
suppliers and not sub-contractors in which case (supplier) they are not subject to retention.

The rates included in the B of Q for this work is considered to be the rates quoted by the
contractor even though the rates are supplied by the sub-contractor. In the final account the
measured work will be finalised with the contractor in turn will settle the account with the sub-
contractor. Any extras claimed by the sub-contractor must be submitted by the contractor to the
Q.S. for inclusion in the final account before the final account is drawn up and agreed.

The fact that the sub-contractor is bound by the same conditions of contract as the contractor does
not relieve the contractor from the fact that the sub-contractor's work and performance is solely
the responsibility of the contractor. All work done is done on behalf of the contractor and it is up
to him to see that the work is done in a proper manner and on time.

Programming should be done to incorporate the sub-contractor so that he will know exactly when
he should start and when he should finish. Any variation in the program must be passed on to the
sub-contractor.

The final account for the sub-contractor is solely between the contractor and the sub-contractor.

2. NOMINATED SUB-CONTRACTORS

They are also firms who will do certain specialised work on behalf of the contractor. Whereas
own sub-contractors are selected and appointed by the contractor with the approval of the
architect, the nominated sub-contractor is appointed and selected by the architect and approved
by the contractor.

This fact does not relieve the contractor of his responsibility that the nominated sub-contractor is
his sub-contractor and he is solely responsible for his work and performance.

The method of appointing a nominated sub-contractor is as follows:

1. The architect will prepare tender documents for the specialist work.
2. Tenders are invited usually based on drawings of the specialised work
3. The architect selects the successful tenderer
4. The architect will write to the contractor advising him to place an order for the
specialist work with Messrs XYZ for the work for the sum of R......
5. The contractor can reject the nominated sub-contractor if he has valid reasons.
6. The contractor is also asked to enter into a sub-contractor agreement on the
prescribed sub-contract form.
7. The nominated sub-contractor now becomes a sub-contractor to the contractor and
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is the responsibility of the contractor.

8. The final account of the nominated sub-contractor is the responsibility of the architect.

3. SELECTED SUB-CONTRACTORS

This is a type of Sub-contractor introduced with the standard conditions of contract issued
in 1991. The main contractor and the design team will select the Sub-contractor
together. This Sub-contractor normally replaces the nominated Sub-contractor. The only
difference is that the architect cannot be obligated due to malperformance of the Sub-
contractor.

BIBLIOGRAPHY:
George Foster., Construction site studies, Production, administration and personnel. Longman 1989
RE Calvert, Introduction to Building Management. Butterworth 1981