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To oversee the design process, the contractor should hire a trained and experienced individual.

To assess the design and make sure that the information is released in accordance with the project schedule, regular meetings with the design team should be performed. Additionally, it's important to make sure the client doesn't expand the project's scope, alter the design's specifications, or unduly delay design and drawing approvals at this time.

Design-build projects give the contractor the chance to create a design that not only satisfies the client's objectives but is also feasible and cost-effective to build utilising the contractor's resources and experience.

Site amenities and services

Site amenities including offices, restrooms, and lunchrooms must be positioned in a convenient location to the work areas yet out of the way of any future developments.

2. be secure, solidly constructed, and weatherproof 3. have adequate ventilation and lighting

4. be in good shape and constructed properly to project a positive picture of the business.

5. be cost-effective 6. adhere to all applicable regulations, including labour agreements and local ordinances

7. have space to accommodate the anticipated peak number of visitors, with room to grow if necessary.

8. Obtain the client's approval of their design

9. be simple to remove at the end of the project 10. Take into account the client's and subcontractor's requirements, if applicable 11. be swiftly set up so that work can begin on the project 12. have offices that are cosy enough for personnel to work in, with enough furniture and storage space

13. possess sufficient communication

14. Maintain secure storage for sensitive documents

15. have internet connectivity and computer servers as information technology access points

Existing structures and facilities can occasionally be used and modified, which can save costs and save time.

Site facilities need to be kept tidy and clean since doing so improves productivity, safety, and the company's reputation.

Site utilities like water and electricity must: 1. accommodate peak demand, taking into account all the subcontractors' and commissioning needs

2. adhere to statutory requirements

3. be designed to avoid obstructing construction efforts and to prevent harm

4. account for potential supply disruptions (where necessary additional storage or backup facilities may have to be installed)

5. if the contractor is paying for usage, be metered


The success of the project may depend significantly on the performance of subcontractors. It's crucial that subcontractors aren't picked just based on cost. Equally crucial is the subcontractor's capacity to complete the project on schedule while maintaining the necessary levels of quality and safety. I've worked on projects when choosing the least costly subcontractor resulted in the project being overbudget rather than underbudget.

Clients perceive subcontractors as an extension of the contractor, and a subcontractor's failure can damage the firm's reputation.

When managing subcontractors, it's imperative to remember to: 1. The subcontractor's manager at the contractor is aware of:

1. The subcontractor's area of responsibility; 2. Who is in charge of providing what 3. the procedure for paying the subcontractor

The second party:

1. meets the requirements for safety 2. provides work of a sufficient calibre; 3. adheres to the project timeline

3. Access and information are provided to the subcontractor on time or earlier, and neither the contractor nor other subcontractors cause a delay.

4. Regular meetings with the subcontractor are held to discuss environmental, quality, and safety issues as well as project progress, delays, and claims, and minutes of these sessions are sent to the appropriate parties.

5. Subcontractors confirm receiving the designs and information provided to them by signing a receipt.

6. The subcontractor, where applicable, provides shop drawings in line with the project schedule, enabling for receiving the necessary approvals from the customer or the contractor.

7. Any contractual communication with the subcontractor must be in writing (any verbal instructions should be followed up in writing)

8. The contractor only communicates with the subcontractor through its designated responsible personnel

9. As soon as it seems that the subcontractor might be in trouble, action is done.

10. The contractor's intention to charge more is disclosed to the subcontractor.

11. The subcontractor is paid in accordance with the contract for the work or services that were performed for them by the contractor and that these costs are invoiced on a regular basis.

12. Prior to the delivery of the final payment, all guarantees and warranties are in place.

13. The subcontractor is in compliance with the project's criteria for quality, safety, the environment, and labour relations.

14. Subcontractors do not start working until a contract has been executed and they have provided the necessary sureties and insurances.

15. The contractor approves the subcontractor's personnel, tools, and independent subcontractors

16. Employees from the subcontractor attend the contractor's project induction 17. Subcontractor correspondence is immediately handled

Recognize the deal

Because their Project Managers didn't grasp the contract or didn't act in accordance with it, many contractors lose money. Among these failures are the following:

1. failing to deliver valuations on time or with the appropriate supporting materials

3. performing work outside the project's scope 2. failing to ensure the contractor is paid on time

4. failing to make sure the client complies with their contractual responsibilities 5. submitting claims and variations after the deadline

6. failing to adhere to the proper insurance claim procedures 7. Not completing the project's milestones

It is crucial that the Project Manager thoroughly reviews the contract, marking any significant clauses, and seeking counsel whenever they have any questions.

quality assurance

Rework because of subpar materials and craftsmanship results in significant additional costs. It is crucial that the right processes are put in place from the beginning of the project to monitor and regulate quality.

Think about Module 6

safety measures

The execution of projects must be done safely and in accordance with applicable safety laws, client specifications, and the contractor's own safety standards.

The project's management and workers must adhere to the project's safety criteria, and safety must be properly set up and applied from the beginning.

Every project ought to have: 1. secure tools

2. Personal protection equipment that must be worn in work places that is suitable and appropriate

3. the proper warning signage

4. Adequate medical and firefighting supplies

5. having enough workers who are trained in first aid and can use the firefighting equipment.

6. Having access to a communication method in case of an accident

Emergency contact information is easily available, there are emergency response processes in place, and workers are aware of them.

9. Employees who are certified and properly trained to operate the machinery and plant in a secure manner

10. frequent tool-box meetings to review operational changes and safety concerns

11. measures taken to prevent drug and alcohol abuse

12. Adequate tagging processes to guarantee that the equipment is periodically inspected and in good condition

Lock-out procedures to prevent unauthorised usage of unsafe or under construction equipment 13. Safety awareness training

15. Safety committees are present on larger projects

Reporting and investigating incidents and accidents; warning staff about potential risks; and

18. Hazardous materials kept in a secure area with access to the material data sheets.

19. flammable liquids kept out of reach of flames in a well-ventilated space


Projects must adhere to environmental laws, the client's environmental plan, permit requirements, as well as the contractor's own environmental certifications and standards.

Suitable precautions must be taken to remove: 1. dust

2. noise

3. air toxicity

5. erosion and silt deposition 6. stormwater runoff

6. Spills involving hazardous materials such as chemicals, oil, and fuel 7. pollution of the surrounding area and the ground

8. The chance of a fire

9. the weeds spreading

10. waste (which should be recycled where possible)

It is important to take precautions to protect the fauna and flora, such as fencing off sensitive areas and enforcing worker adherence to designated work zones.


The success of the project depends on the effective and systematic control of the drawings.

1. It is necessary to set up and maintain a drawing register. Any differences should be immediately reported. This should be compared to the client's register.

2. Drawings should be distributed to staff, suppliers, and subcontractors under the cover of a transmission note, which the recipient must acknowledge and return.

3. The project site office shall have a master copy of each drawing. 1. These drawings must be properly filed by drawing number and, if necessary, in each of their numerous portions.

2. Never be eliminated from the master file unless a revision that replaces it does so.

3. remain in the office on the site 4. be kept up-to-date and superseded drawings should be marked "superseded" and removed. 5. not be damaged or written on.

6. be accessible on drawing tables so they can be quickly consulted. 4. The date of receipt must be stamped on all drawings.

5. Drawings must be given to the appropriate party.

6. In order to track drawing modifications as needed, a master set of all the superseded drawings should be retained in the site office.

7. The Project Manager needs to: 1. be knowledgeable about recently released drawings

2. Recognize the great illustrations and information 3. Ensure that drawings are distributed to the proper parties.

4. Ascertain that Supervisors are utilising the appropriate drawing revision 8. Supervisors should be able to set out their designs on a clean, dry table. 2. keep their drawings in a file so they don't get lost. 3. get rid of and clearly indicate any drawings that have been replaced. 4. Make sure they are using the most recent drawings.

5. notify their section manager or project manager of any issues or irregularities with the designs.

9. The client must receive a written notice of any drawing flaws, ambiguities, or disagreements.

10. Shop drawings should be: 1. Verified as accurate by the contractor

2. monitored and tracked to guarantee prompt submission to the customer and prompt return of all comments and changes to the original source


The contractor must complete the project on schedule. Failure to do so could lead to: 1. Penalties being assessed against the contractor

2. Extra expenses incurred by the contractor as a result of their prolonged involvement in the project

3. The contractor losing the client's trust

4. The contractor's access is impacted by and limited by the client's contractors and activities.

Therefore, it's crucial that Project Managers and project workers have a clear understanding of what has to be done to reach the milestones and, if necessary, monitor progress on the critical path every day.

The following steps may need to be taken if it looks that development is stalling on the crucial path or in an area that is necessary to meet a milestone:

1. using more resources

2. reallocating resources from less urgent regions 3. putting in extra time on important tasks

4. Prioritizing essential elements in the project's division of services, equipment, and materials; 5. Designating key personnel to the area

If it looks like the contractor won't make the deadline:

1. Talk with the customer about how they can receive a limited amount of access to satisfy their demands.

2. ask if the client can offer any assistance.

3. If it's absolutely impossible to achieve the milestone, as a last resort, give the client as much notice as you can (with sufficient notice the client may be able to adjust their dates, reducing the impact and costs caused by the delay)

The contractor must comprehend the conditions for the handover in order to reach a milestone, including: 1. what work needs to be finished 2. Commissioning specifications 3. connections to current services

Results of tests (for some projects, the facility may need to be finished and

Before the facility can be considered finished, its operations must be tested and then it is commissioned and run for a few days.

5. authorizations and permissions for use

6. Instructional and maintenance manuals, in addition to any other paperwork mentioned in the contract

7. establishing and finishing punch lists

8. educating the customer's operations and maintenance personnel 9. Providing spare parts

10. secure access for contractors and the client's equipment

11. the operation of any services that may be dependent on the completion of other components of the complex, such as power plants and water treatment facilities.

requirements for company management milestones and needed resources.

Ensure that you're focused

The project team is aware of how to accomplish them and has the

Everyday reports and records

All projects must have daily records, which must be the following: 1. Reliable

2. preferably bear the client's representative's signature 3. jot down the following details:

1. The environment

2. Personnel and equipment counts, including those supplied by subcontractors

3. pauses

4. significant material and equipment delivery 5. Important assignments finished

4. be finished every day

Should there be a disagreement or variation claim, these records may be crucial.

Meetings Regular meetings with the client for projects should be recorded in minutes. 1. If they haven't already, project managers should arrive at these sessions prepared with the data needed from the prior meeting.

2. check that the minutes accurately and fairly capture the meeting. 3. prepare a list of topics for discussion and bring them up in the appropriate meeting parts.

4. Make a list of the actions that need to be taken, and 5. As soon as you can, shut out the minutes.

6. As soon as you get back to work, take the meeting's action items.

7. check that the agenda for the meeting includes topics like access, information needed, unfinished drawings, variations, drawing approvals, delays, progress, other issues or worries, and payments.

Senior corporate management should, whenever possible, attend customer meetings because:

1. It provides a chance to interact with the client

2. It helps the Project Manager by offering support

3. It provides a chance to learn how the project is progressing and whether the client is satisfied with the contractor's work.

4. They can bring up concerns they have

5. When the contractor's senior management shows interest in the project, clients typically appreciate it.

6. It offers the customer the chance to discuss any issues they may have with the contractor's site management team.

Project photos Project photos are useful to: 1. track progress, especially if they include the date and time;

2. Display variety and extra effort 3. keep track of mishaps and events

4. notable insurance occurrences

5. document any materials or equipment that were harmed or in poor repair when they got on the scene.

6. assemble marketing materials 7. include in business newsletters so that other employees are aware of the project's scope 8. be included in presentations to potential clients, especially when seeking to win a bid for a project of a similar nature.

documents and licences

Before construction begins, confirm that all necessary licences are obtained and that they are kept current. Potentially if it is the client's responsibility to get the permits, the contractor should nonetheless confirm that they are available because if the permits are invalid, the project may be stopped, causing delays and even necessitating the contractor's demobilisation from the project. The project could be cancelled if the client is unable to secure the necessary permissions, which could put the client in financial difficulty and prevent the contractor from being paid for their expenses.

It is crucial that the contractor is informed of the most recent requirements and, if necessary, seeks suitable guidance. Permits and documents differ between locations.

keeping in touch with the estimates department

The estimating department should receive feedback from project managers on a regular basis. This commentary might consist of:

1. how well suppliers and subcontractors perform

2. Inaccuracies in the project's costing, both favourable and negative

3. Challenges or benefits of working with the client's design team 4. innovative building techniques or materials

Productivity of labour and equipment is 5.

Additionally, it's frequently helpful to invite the estimators to the project site so they can see firsthand how it is being built and contrast that with how it was tendered. When the Estimator visits the project, they might even see things the contractor is doing that aren't in line with the terms of the original quote and should be considered a variation.

completing the task

Many projects are profitable up to the point where costs abruptly become out of hand. The project's late completion is the primary cause of the additional expenditures. I mean completely finished when I say that something is finished, not merely given off. Many project managers solely concentrate on transferring the project. But a project typically involves more than this. Punch list completion, completion and submission of all paperwork (including as-built drawings, quality data pack