Construction Completion
When building works are complete to the satisfaction of the Contract Administrator, the Contract Administrator will issue a Certificate of Practical Completion. This formally signifies that the construction activity associated with the site as complete and the building fit and safe to occupy and use. The ownership and responsibility for the building (in terms of security, insurance, safety, energy costs, etc) then passes to the client. It also marks the commencement of the Defects Liability Period (DLP - normally 12 months), during which the Contractor remains responsible for remedying defects that occur within the building and its systems. In some cases a partial handover may be carried out. On larger projects with phased completion, part of the building may be declared fit for occupation and can be handed to the client, whilst other areas remain in the contractor’s possession as building work continues.
If the construction works run to programme, the handover date will be either at or before the Date for Completion stated in the contract documents (if there have been legitimate delays, this date will of course be later) and in anticipation of this the Contract Administrator, accompanied by the Contractor, will compile a list of outstanding or unsatisfactory works (snagging list). Such works should be completed prior to the formal handover, although certain specific items may be addressed later, by agreement.
In addition to dealing with any outstanding or unsatisfactory works, the Contractor will also be required to demonstrate that all the buildings’ mechanical and electrical installations are safe and functioning as required (these include heating/ventilation systems, electrical (power and lighting) installations, gas and water installations and specialist items such as fire alarms, emergency lighting and security systems). This is normally undertaken by the relevant specialist subcontractors, together with the appropriate services engineers.
Contractual Completion
At this stage both parties must agree all consultant fees and expenses. Verbal orders must be valuated and measured to agree and recommend on claims.
Building Operation
If subcontractors are involved procedures such as health and safety on-site (managed by a site supervisor) must be organised. Resources necessary to operate the building must also be managed i.e. delivery of materials/equipment to the site.
Maintenance
Maintenance methods must be determined and how long after construction maintenance is carried out for (warranties). Also what materials are used must be organised. Maintenance work must be carried out and delegated work must be checked.
Performance appraisal
The performance appraisal or review is essentially an opportunity for the individual and those concerned with their performance – most usually their line manager - to get together to engage in a dialogue about the individual’s performance, development and the support required from the manager. It should not be a top down process or an opportunity for one person to ask questions and the other to reply. It should be a free flowing conversation in which a range of views are exchanged.
Performance appraisals usually review past behaviour and so provide an opportunity to reflect on past performance. But to be successful they should also be used as a basis for making development and improvement plans and reaching agreement about what should be done in the future
Improvement Disposal
Any final improvements must be dealt with and renewal works. Renewal works can be carried out to determine which is more cost-effective; to repair, demolish or sell.
Task 1.2
Quantity Surveyor
Those employed in the quantity surveying profession will work closely with other consultants such as architects, engineers etc. and with building contractors. They are regarded as the cost consultants for the construction industry, and their main services would include:
-Preparing estimates, feasibility studies and budgets for building projects.
-Preparing bills of quantities and other tender documentation for competitive tendering for projects. Negotiating building contracts.
-Advising on and preparing contract documentation.
-Monitoring and reporting on cost for the duration of projects.
-Determining final costs of projects.
-Preparing property valuations mainly for insurance purposes.
Some quantity surveying practices would also offer project and construction management services.
Quantity/building surveyors in the construction industry will also work closely with the building consultants including the professional quantity surveyor, but in addition, will have substantial contact with sub-contractors, suppliers and the like. Cost control will also be their primary function and their duties would include:
» Pricing/estimating for building projects.
» Negotiating building contracts.
» Preparing tender documentation mainly for sub-contracts.
» Monitoring and reporting on project costs.
» Controlling and managing subcontractors, suppliers, etc.
» Concluding contracts upon completion of projects.
Site Engineers
Site engineers perform a technical, organisational and supervisory role on construction and other site engineering projects. Beyond their technical role, they work as part of the site management team, sharing responsibility for site security, health and safety, and the organisation and supervision of material and human resources.
Projects may vary from small scale to multi-million pound ventures. Whatever the scale, a common source of job satisfaction is seeing a tangible end result.
Most site engineers work for contractors, but some consultancies also recruit their own resident site engineers. Clients include central and local government, developers and multinational corporations.
A site engineer acts as the main technical adviser on a construction site for subcontractors, crafts people and operatives.
The role typically includes the following tasks:
-Setting out (marking the position of structures) and levelling the site;
surveying the site;
-Checking drawings and quantities and ensuring that the calculations are accurate for the work;
-Overseeing the selection and requisition of materials and plant for use in the construction, and agreeing prices for items;
-Planning the work and efficiently organising the plant and site facilities in order to meet an agreed programme of deadlines;
-Liaising with any consultants and/or sub-contractors engaged in the project;
-Attending regular meetings with clients, architects and consultants, and keeping them informed of progress;
-Supervising and monitoring the site labour force and monitoring the work of any subcontractors;
-Overseeing quality control and safety matters on the site, and ensuring that regulations are adhered to;
-Resolving any unexpected technical difficulties, and other problems that may arise.
Site Manager/Officer
The site manager, often referred to as an agent, is the person in charge of a building contract and, as such, must be aware and in control of all aspects of site operations, including the planning of site progress. It is the manager/agent who has responsibility for both the profitability of operations and adherence to the agreed construction and cost plans.
Site managers/agents are employed by building and construction companies, civil engineering firms and contractors.
Typical work activities include:
-Leading regular site meetings with professionals, including quantity surveyors, building services engineers, foremen, subcontractors, and the client who has commissioned the building;
-Maintaining strict quality control procedures - this necessitates regular testing of materials, visual inspections of work, and frequent tours of the site;
-Conducting regular site safety checks;
-Ensuring the project runs to schedule and to budget, and finding solutions to problems that may cause delays, i.e. late arrival of materials.
Task 1.3
Head Office Structure
The head office structure is set out in a hierarchal format. The company’s main decisions are made at the top by the shareholders and the Board of Directors and are passed down the system. The Board of Directors make the key decisions. This is to ensure that all departments and teams work to the correct direction to make certain that all information is passed down or up in a sensible manner. As a company grows the workload from the top end can be passed down to create new posts. This allows the company to expand easily.
Any decisions at the top must be carefully made as any mistakes could have a possible knock-on effect down the hierarchy and could affect on the on-site team.
Site Management Structure
The site structure, mainly on a large contract, a site manager/surveyor is essential as he will give the instructions out to the site operatives e.g. joinery foreman/brickwork foreman/groundwork foreman. In case of the site manager’s absence the assistant would take responsibility. This structure is very direct; each person within this type of organisation will know exactly who they are working for.
General foremen disperse instruction to those working for them such as trade foremen. General foremen are the immediate superiors to the trade foremen.
This is a hierarchical organisation and the size of the structure solely depends on the size of the project.
Design Team Structure
This type of structure no-one makes the decision. The client employs (for example):
- Architect
- Structural engineer
- Building services engineer
- Planning supervisor
These different professions may work within the same company, or not, which is usually the case. All professions work alongside each other and meetings, phone calls etc are made to keep everyone informed of changes etc. Although no one is the decision maker, the client has the final say so on decisions, which can be sometimes difficult as the client may only have limited or no knowledge at all within professions and can cause problems between companies.
Design Team Structure
Head Office Organisation
Site Management Structure
