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Construction Management Guidelines - 2006

Construction Management Guidelines - 2006

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Published by Francois-

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Published by: Francois- on Jan 21, 2010
Copyright:Attribution Non-commercial


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Ground floor, Milner Place32 Princess of Wales TerraceParktown, JohannesburgPostnet Suite 240Private Bag X30500Houghton, 2041Tel. (011) 274-6200Fax. (011) 642-2808www.shf.org.za
construction management good practice
g u i d e l i n e s
 0  0  6 
When a social housing institution, co-operative or private property developerhas to decide on an approach for the delivery of housing, it must askitself which strategy fits best, given its own and the client’s developmentalobjectives and constraints. One can deliver housing through any of thefollowing scenarios: Acting as building “client” or developer, but outsourcing the development function on a design-and-build (“turn-key”) package basis to aprofessional external developer Acting as developer, retaining overall management of the development function in-house, employing professionals for design and supervision,and using a main contractor for the actual construction work (“designby employer” method) Acting as “main contractor”, employing sub-contractors and/orcommunity-based labour to carry out the actual construction work;responsible for supervising and controlling the construction process andactivities, including all the required resourcesThe final choice of the approach will be determined by factors such as:The internal skills available and capacity to manage the respective optionsThe extent and cost of external expertise available to assist in managing the various optionsDevelopmental objectives (often in conjunction with sponsor and otherstakeholder requirements) such as local economic empowerment andavailability of local skillsThe risk “appetite” of the social housing institution, co-operative orprivate property developerThese guidelines focus on the scenario where a social housing institution,co-operative, private property developer or contractor acts as a “maincontractor”, taking on all the attendant risks and responsibilities that normally accompany the main contracting function. A main contractorplans, organises, co-ordinates, controls and leads activities on site during 
the actual construction process, including the management of resources,from the date of taking possession of the site until the final handover of completed units to the client.The guidelines take into account the decisions and actions that need to betaken during the construction planning and implementation phase, as thesehave an impact on the effectiveness of the hand-over of stock to the client,as well as the future management and maintenance of stock.The Social Housing Foundation is confident that this guide will be widelyused and will assist the development and growth of those social housing institutions, co-operatives, private property developers and contractorsacting as “main contractors”.
Brian Moholo
Managing Director, Social Housing Foundation

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