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01 Construction Management Guidelines

01 Construction Management Guidelines

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Published by Wahib Garanba

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Published by: Wahib Garanba on Jul 10, 2011
Copyright:Attribution Non-commercial


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  • What you will find in these Guidelines
  • Why is good construction management practice important?
  • How should the entity behave when acting as a “main contractor”?
  • The construction process
  • What is construction?
  • What are the main objectives of a construction project?
  • What does a main contractor do?
  • Composition of a construction team
  • Common risks that need to be managed by the main contractor
  • Factors that determine success in construction
  • How can the entity learn more about being a contractor?
  • Choice of construction technology (structure and finishes)
  • pPlanning for execution of work
  • Deciding on the implementation approach and the construction methodology
  • Preliminary cost estimates vs. detail cost estimates
  • What is included in a main contractor’s price build-up?
  • Building up rates and building price from first principles
  • Estimating costs of material, labour and plant
  • Planning and programming of the works
  • eExecuting the work
  • Site layout and organisation
  • Materials supply and management
  • Management of labour
  • Management of plant, tools and equipment
  • Managing sub-contractors
  • Required tests, inspections, approvals and certificates
  • Health and safety
  • Security
  • Contract administration
  • Construction cost management
  • Cash-flow management (income and expenditure)
  • Construction finance (operating or working capital)
  • Reasons for community involvement in development projects
  • Community-based construction – the “development team” approach
  • Training
  • Training objectives
  • Planning and preparing for training
  • Who should be trained?
  • Pre-construction training
  • “Hard” building skills training
  • The experiences of some entities acting as “main contractors”
  • Construction of the houses
  • Organisation of the construction
  • Construction of the community facilities
  • Masisizane Women’s Housing Co-operative, Midrand, Gauteng
  • Introduction
  • Missionvale Community Housing Initiative and Sakhasonke Village, Port Elizabeth
  • bBadiri House, Hillbrow (high-rise inner city refurbishment)


Ad hoc unplanned training is a waste of time and resources. Stand-alone or once-
off training sessions have their place, but to be really effective, training should be
programmatic, and include the following:
1. Analysis of generic functions in a small and growing construction company
2. Identification of core competencies required for the above
3. Setting of unit standards for training in the above
4. Setting up guidelines for training and curricula
5. Identifying and accrediting training service providers
6. Obtaining funding
7. Calling for training proposals
8. Training on a progressive basis (with proper assessment criteria for the
advancement of candidates from one level to the next)
9. Post-training impact assessment and mentoring

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