UNESCONIGERIATECHNICAL&VOCATIONAL

EDUCATIONREVITALISATIONPROJECTPHASEII

NATIONALDIPLOMAIN
BUILDINGTECHNOLOGY

SITEMANAGEMENTII



COURSECODE:BLD210



YEAR2SEMESTERII
THEORY
Version1:December2008

i
 SITEMANAGEMENTII

TABLEOFCONTENTS

WEEK1 SITEMANAGEMENT
(1.1) Organisation

WEEK2 PRINCIPALCHARACTERISTICSOFLARGEMEDIUMANDSMALLCONSTRUCTION
COMPANIES
(1.1) SmallConstructionCompanies

WEEK3 MAKINGTHERIGHTDECISIONS
(2.1) DecisionMaking

WEEK4 MAKINGTHERIGHTDECISION(CONTD)
(2.1) Decisionsunderconditionsofuncertainty

WEEK5 MAKINGTHERIGHTDECISIONS(CONTD)
(2.1) TheNeedforDecisionsonProjects

WEEK6 COMMUNICATION
(3.1) DefinitionsandProcessesofCommunication

WEEK7 COMMUNICATION(CONTD)
(3.1) WrittenFormsofCommunication

WEEK8 COMMUNICATION(CONTD)
(3.1) CommunicationSkills

WEEK9 THEPROCESSOFMANAGEMENT
(1.1;4.1)BackgroundtoPlanningControl

WEEK10 THEPLANNINGPROCESS
(4.2) PlanningProceduresintheConstructionIndustry

WEEK11 THEPLANNINGPROCESS(CONTD)
(4.2) PlanningTechniques

WEEK12 THEPLANNINGPROCESS(CONTD)
(4.2) TypesofProgrammes

WEEK13 THEPLANNINGPROCESS(CONTD)
(4.2) TypesofProgrammes(contd)

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WEEK14 WORKSTUDY
(5.1) MeaningofWorkStudyandAssociatedTerms

WEEK15 WORKSTUDY(CONTD)
(5.2) BenefitsofWorkStudy

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WEEK 1: SITE MANAGEMENT

(1.1) Organisation

To meet the growing demand for accurate and competitive tendering which is the main

method of obtaining work in the building industry, and to the satisfactory completion

of projects, organisation must be the key word. This is done in many and varied ways,

but all have one thing in common: the breaking down of the whole organisation into

groups, sections or departments each of which would have certain given tasks or

objectives, as laid down in the objectives and policy of the firm. This is called an

organisational structure. Each section will have a leader who must ensure that the work

of his group is co-ordinated with the efforts of the other sections.

This organisational structure is on formal lines and must be if the objectives are to be

carried out. Each sections objectives must be clearly defined in writing so that actions

and decisions can be laid at the correct door quickly, enabling answers to be given in a

short space of time, when they will be most effective. This can only lead to a better

performance of all round and reduce the feeling of frustration that can arise through

delay. Although organisational structure is rigid in its concept, informal relationships

will develop between the members of the organisation at all levels. This must be

allowed to thrive so that a happy team spirit is built up with all the worthwhile benefits

to the individual and the company as a whole that this will bring as long as the formal

organisation is never forgotten or misused. In practice, the organisational structure

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generally will take a shallow or deep form and resemble pyramids when laid down in

print. They are known as hierarchical bureaucracies.

Fig 1.0 Typical Organisational Structure For Medium Size Firm

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Typical Types of Organisational Structure or Patterns

There are several different types of organisation structures, the commonest are:-

1) Shallow Structure

For small firms;

Maximum of 25 operatives

Its advantage is that it makes communication easier from top to operatives as there are no

officers between. While its disadvantage is that it makes the organisation very vulnerable, as

there is likely to be breakdown of operation of the principal is indisposed.

Fig 1.2 Shallow Structure

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 2) Deep or Military Structure:

Used when bigger set up working to much finer limits is desirable, requiring more departments

or groups for ease of control.

.
manager

Supervisors

GeneralForemen

O P E R A T I V E S

Fig 1.1 Deep Military Structure

3)Line and Staff Pattern:-

This is a combination of shallow and deep military structure. It combines most of the advantages

of the two systems and less of the disadvantages.

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Planningdepartment Safetyandtrainingoffice

Plantmanager
Surveyor

Buyer
Engineer

Transport
Agent

joiner Bonussurveyor

Fig 1.2 Line and Staff Pattern

Span of Control

Within the limit of an organisation, the groups, section or department will be ruled and guided by

a leader who will have the responsibility of ensuring that his section carries out it objectives to a

final satisfactory conclusion with a greater number of person and under once control efficiency

and production can be affected due to:

a. Poor communication and co-ordination, which in turn may lead to:

b. Lowering of morale and the breaking down of team spirit or;

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 c. Unofficial sub-groups forming within the main group;

d. Lowering of standard of work due to lack of correct of supervision;

e. Poor time keeping and lengthy breaks, etc.

In normal circumstances, between five and seven is the maximum number of persons to

effectively come under a persons span of control.

Factors to Consider Before Assigning Span Of Control.

The following conditions must be considered when assigning span of control:-

a. The method of communication

b. The speed in which decision most be made and there are importance

c. Whether the work is competitive or complex in nature

d. The leader himself considering the load he has to carry in relation to his character and the

stability.

Relationship in Organization Structure

In any organisation structure or span of control certain relationships exist . These are expressed

as;

a. Lateral relationship; persons being on equal footing, e.g. two general foremen.

b. Direct relationships: one person able to give an instruction or order that must be

carried out, e.g. foreman to operative.

c. Staff relationship: no authority but gives assistance generally found in large

concerns, e .g assistant to managing director.

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Self Assessment Questions.

Q1. Define the term Organisational Structure ?

Q2. List the various types of Organisational Structure known to you.

Q3. Draw any three types of Organisational Structure known to you.

Q4. Define any three types of relationships within an organisation.

Q5. State five factors that can affect control efficiency within an organisation

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WEEK 2: PRINCIPAL CHARACTERISTICS OF LARGE, MEDIUM AND
SMALL CONSTRUCTION COMPANIES

(1.1) Small Construction Firms

This category of contracting organisation employs up to twenty five staff and operatives(see fig
2.1). Usually they base the overall contract period on past experience. In such cases a simple bar-
chart programme format usually meets their planning requirements.

The owner is responsible for:

Obtaining work: developing contacts with new clients

Preparation of estimates
Planning preparation of contract programme when applicable
Coordination of subcontractors and suppliers
Direct labour control
Preparation and submission of accounts
Overall company control
As expansion takes place, responsibility for various facets of the organisation may be
delegated. For the surveying and estimating function for example.

Fig 2.1 Small Sized Firm

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Medium Sized Firm
Medium size contractor usually employs between 26 and 300 staff, and operatives and often
have an organisational structure which does not incorporate a planning department (see fig 2.2).
The planning function is usually undertaken by the contract directors or contract manager. Here
again, the bar chart form of presentation is widely adopted as it is already understood at site
management level and acceptable to the client.
Typical work undertaken by a medium sized firm includes housing modernisation work,
industrial development work etc. One-off office type development can readily be planned, again
using bar-chart. The company has a small work division and sometimes is active in speculative
housing section.

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 Chairman

Managing director

Financial director Small works Estimating buying Surveying director Sales directors
directors director

Responsibilitiesfor:
Preparationofmasterprogramme;in
Linisonwithcontractscontractmanager;
financialcontroldirectorofproject;linison
witharchitectsoverallprojectcontrol

Contract manager

Responsibilities for:
Assisting contracts directors with preparation of master
programme; in Licison resources between sites, attendance at
monthly site meetings; monthly reports.

Responsibilities for:
Short term planning on site, coordination of S It
S i t e e
MM a naa n
g ear ger
labour, and resources subcontractors; linison
with buying department, material control
weekly site planning meeting and progress
reports /site diary.

Fig 2.2 Structure of a Medium Sized Firm

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 Large Construction Firms

They usually employ above 500 staff and operatives, undertaking complex multi-million
naira projects with a large array of plants and equipment(see fig 2.3).

The planning techniques adopted by the company depends upon the techniques which
best suits its planning needs. A contractor undertaking work involving speculative and
local authority housing projects may adopt the line of balance techniques may be adopted
for complex one off type projects while less complex may be planned using bar charts.

They often have adequate provision for in services training courses to keep site
management aware of planning and construction development. The introduction of
computers make networks techniques a more viable planning proposition both as a head
office and site planning took. Most forms of planning tools are now used in computer
software form.

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 Fig 2.3 Large Sized Firm
Chairman

Managingdirector

Minor work Operation dept.

Account Plants dept.
dept. Surveying department department
Contracts
The planning dept. Forms an integrated part of
the contracts dept. And is controlled by the
contracts director as shown in the relationship.

Contracts Director

Senior planning Director

Contract Director
Contract Director

Site Construction manager

Site Construction manager

Planning engineers/ production contract directors are allocated to major projects to provide site
based planning services to site Construction managers.
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Self Assessment Questions
Q1. State three types of construction companies.

Q2. State the principal characteristics of a small firm.

Q3. What are the major functions of a medium construction firm?

Q4. What are the characteristics of a large construction firm?

Q5. With the aid of a diagram briefly describe a large firm.

xvi
WEEK 3: MAKING THE RIGHT DECISIONS

(2.1) Decision Making

Whatever policy is laid down, it must be the result of deliberation and discussion. Hence the
making of right decisions is fundamental to good management practice.
The decision maker. Although policy emanate from the board of directors they may originate
from any level of management in the form of recommendations upward to the board. Such
policy decisions are usually actions , that are the responsibility of management at the point of
impact. Thus the managing director, or other top executive, lays down guide lines for others
to follow, in harmony with the objectives and board policy generally.
At top management level the decisions to be taken are not usually numerous, but they may be
far-reaching in effect and costly if based on an error of judgment. Problems arising at lower
levels can be dealt with as and when they occur, provided that they are within the
discretionary limits of responsibility and authority of those concerned.
Problems of a wider nature are passed upwards for decisions within the more extensive
mandates of line management above. Thus there may be a series of filters with the mesh
progressively narrowing as problems pass though for higher decisions. Those which survive
to the top are clearly of special importance or difficulty. At that level the critical factor is to
determine the points of principles involved. If they are within the framework of the
objectives and board policy, a firm decisions can be made and communicated. Should new
policy be invoked, however, then the matters concerned may need a special report, with
appropriate recommendation, and a place on an early board agenda.

The decisions maker may be a single individual, but often enough there is added value in
consultation, perhaps trying it on the dog first; and even using the collective wisdom of a
formal or informal committee. In this context it is important to have regard to the personality
and temperament of the decision-maker. Is he, for instances, an incurable optimist or a
cautious pessimist? Does he still prefer hunch to scientific method? Do his decisions suffer
from inconsistency? It is here that, despite the usual arguments against committee decisions,
there is a chance of levelling out any undue bias.

xvii
In every company there are a number of important issues that requires the attention of top
management, in this context the board of directors. There are the fundamental policies that
emerge from the basic objectives, which can be conveniently divided up into:
a. Marketing and policies
b. Production policies
c. Financial policies
d. Personnel polices.

Policies decision as laid down in statement form set out the standing answers to each of the
main questions likely to be raised, so that all staff concerned are able to know exactly what is
expected of them in any normal set of circumstances. Situations that arise regularly can be
dealt with automatically by references tot he standard rules made in advance. This ensures
that all action taken will be in accordance with the wishes of the board and a step nearer
attaining the desired objectives.

The laying down of basic policy clearly helps to achieve uniformity of action throughout the
company and consistency from one event to another. Furthermore, it helps with delegations,
as subordinates reasonably expected to know the rules, which helps co-ordination.
These rules can be put in writing as manuals of procedure, office instructions and
memoranda, provided that adequate provision is made for them to be kept up to data and to
be flexible enough to cope with special or local circumstances. There may even be unwritten
rules well appreciated and observed by all concerned. The important factor is that all policy
decisions should be understood throughout the organisation as a vital part of its existence and
as a means of achieving consistency in action.

Some policy decisions, of course have to be made to deal with exceptional circumstances or
emergencies, and these require special treatment as described later.

xviii
 WEEK 4: DECISION MAKING (CONTD)

(2.1) Decisions Under Conditions Of Uncertainty

In the previous section consideration was given to making the right decisions but more
often than not decision have to be based on imperfect knowledge. Although analytical
skill can be developed, and the chances of success strengthened, it is seldom possible to
obtain all the information one would like to have. There are many types of decision, but
at least those having a long time span and therefore looking well into the future have to
be made under conditions of uncertainty.

Quite apart from the dynamic environment and the problems of forecasting, it is difficulty
to know, for example, what competitors are planning to do in the same basic situation.
Despite industrial espionage and the poaching of informed executives, it can still be
possible for several boards of directors to be meeting at virtually the same time, each
arriving at similar policy decisions likely to make a significant impact on the others. This
kind of situation can, to some extent, be offset by top management representative or,
more formally, through a relevant trade association. Even so, there are still likely to be
key policy decisions which remain closely guarded for as long as possible, if only in the
interest of cooperate survival.

In management education today considerable prominence is given to the quantitative

aspects of business. This relates basically to using such measurement tools as
mathematics, statistics etc. inevitably linked to the computer, specifically electronic data
processing or EDP for short. The use of these tools is of particular importance to the
consideration of strategic decisions, especially those which have to be made well ahead in
an atmosphere of uncertainty and risk. These tools include;

Probability techniques

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 Operational research
Statistical analysis
Queuing theory
Linear programming
Simulation
Stock control systems
Decision tree theory
Sensitivity analysis etc

.
Self Assessment Questions
Q1. What makes taking decision difficult?
Q2. Briefly discuss how decisions are made in an atmosphere of uncertainty.
Q3. State any five tools used for decision making in an uncertain condition.

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 WEEK 5: DECISION MAKING (CONTD)

(2.1) The Need for Decisions on Projects

Before tendering for projects there is a need for the firm to take a critical look at a
number of things before bidding:

It will be necessary to see if the company resources can match the works load required
bearing in mind the amount of work load already committed to.
One must also consider the project in relation to the location of the project and other
restrictions such as access to site, nature of the site, setting out, temporary offices for
employers, time require for project, order of works, sectional completion, liquidates and
ascertained damages, retention fee, form of payment and site security.
The amount of work that can be handled by the firm and the amount that will have to be
sublet to sub contractors must be determined.
The current work load in the estimating department and how well they can cope with
new one to meet the time of submission must also be considered.
It will be useful to have knowledge of the competition also.
It is important to evaluate the values of currently accepted tenders within the year.
To evaluate the values of currently accepted tenders within the year.
Can the items descriptions be priced i.e. do they adequately describe the work involved.
Is any of the various contract documents contradictory?
It is also important to asses the amount of prime cost and provisional sums indicating the
number of nominated sub-contractors and how well the documents have been pre-
planned. Usually the prime cost (PC) sums are sums allowed for nominated sub-
contractors or suppliers.
It will be necessary to see if there are alterations or divisions or standard clauses or
supplementary clauses in the tender documents.
Also to asses the strength of plants and labour requirements

xxi
 Finally one needs to consider if the company wishes to carryout work for the client or the
representatives.

Self Assessment Question

Discuss the various issues that need to be considered by a contractor before bidding for a
construction projects.

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WEEK 6: COMMUNICATION

(3.1) Definitions and processes of communication

Communication is the process of passing ideas and meanings (information) to members of the

organisation and beyond, using the relevant communication method.

It is as old as time itself-a relationship between sender and receiver-that elicits response from the

receiver. It is of vital importance in the controlling, co-ordinating and motivating of people. Just

as important as communication is that, the person or people receiving it should be able to

understand, for errors can be costly. Communication in the building industry normally takes one

of the three forms;

i. Oral instruction

ii. Written instruction

iii. Drawn details

Which ever method is adopted, certain considerations relate to all, they should be:

a. Precise: the communication should be clear, straight forward as simple as possible,

accurate in every details, well through out.

b. Not too long: so that parts may be forgotten, misunderstood or misinterpreted.

c. Definite: so that no doubt is left as what the message means; should not be changed

once it has been given.

d. Situational communication should suit both the situation and the person receiving it.

Oral Instruction

These should be given (oral) in a manner that reflects efficiency and enthusiasm. The posture

should be upright but relaxed; the speech clear, calm, yet communicating. The verbal instructions

xxiii
should be given directly to the person concerned; otherwise the message could become distorted

with passing on. The face to face talk will generally have far more success than the written

word; it will also enable questions to be asked and queries rose without delay. It should always

be remembered that most people are prepared to be asked to do something rather than be ordered

to do something.

Written instruction

Written words come in many forms of communication found in the building industries such as:

a. Letters

b. Reports

c. Minutes of meetings

d. General documentation

i. Memorandum (memo): printed forms used to convey written or typed messages

within the organisation or structure e.g. plumbing department to estimate a typical

memo heading will be as shown.

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 A.NANOTHERLIMITED
MEMO
From............................................. To................................
Date..............................
Subject.......................................
Message..................................................................message................................
Message......................................................message..........................................































Signatureofsender

Fig6.1 A Typical Memo Format

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Letters: there are many occasions and the circumstances which require the written of letter to

convey message to people outside the structure of the company.

A.NANOTHERLIMITED
BUILDINGCONTRACTOR
1762BLOCKROAD,
KAWOKADUNA
Telephone:062078596
Ourref:oj/56/08 date:080808
Yourref:kb/52/08
Address:jkblockltd,
Buildermerchantaliu
Akiluroad,
Kaduna.

Dearsir,
Order1672/08
Withreferencetotheaboveorder,wehavetoadviceyouthatfourof
theplasticlightfittingwerefoundtobebrokenuponreceiptofthe
orderat31July2008.
Weshallbepleasedifyouwillreplacetheseassoonaspossible.
Yoursfaithfully

Isahkan

FIG 6.2 A Typical Format for a Letter

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General Considerations When Writing Letters.

The followings are the points to consider when writing letters;-

use organisations official note paper

take care of the English, punctuation and spellings

ensure any references are quoted

all letters should be dated and signed

Letters should be on firms headed paper giving full name, address and telephone

number.

Date: should be typed in full just below the letter heading.

Reference: generally on the left- hand side, opposite date.

Addressees name and address: typed just below the reference.

Subject: handing in centre of the sheet and usually underline.

Salutation: always on left hand side of letter and generally either:

a. Dear Sir (so) or Madam (strictly business) always end up with yours faithfully.

b. Dear Mr. Aboki - (less formal) always ends up with yours sincerely.

c. Dear Mrs. Aboki - (less formal)

d. Dear Miss Atine

e. Dear Aboki - (more personal)

i. Body of letter: if of a business nature should be short and to the point care been taken

not to omit relevant information.

ii. Complimentary clause: toward the lower right hand side f sheet should be

compliment of salutations i.e.

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 a. Yours faithfully coder as per salutation

b. Yours truly

c. Yours sincerely only the first word is capitalised.

iii. Signature and designation: person sending letters signs names, typed, with position

around infirm under.

Self Assessment Questions

Q1. Explain communication as is used in an organisation.

Q2. State the three types of communication

Q3. Using a memo write an instruction to a site agent of a building project on any subject of your

choice.

Q4. Explain the general conditions to consider when writing letters.

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WEEK 7: COMMUNICATION (CONTD)

(3.1) Written forms of communication

Notice Boards

A usefully means of conveying information if placed in a prominent position where every one

can see.

Handbooks and Regulation

Copies of such items are as the constructions regulation, building regulations, the working rule

agreement should be kept in a site in a position where they can be reached easily for point

reference.

Site Records

There are many site records which have to be made out each week regarding labour plant and

materials. It is important to remember that this document have a specific use and must therefore

always be filled in actually and when required, whether daily, weekly or monthly.

The Building Site Daily Diary

These are often proved to be the most useful document if well kept, with right type of

information recorded on it, its values in matters of disputes in the project can not be over

emphasised. The main one objective of the site diary should be record of event and information

that do not warrant special record been kept. As a general rule, items which might be well

recorded will be:-

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 Telephone promises from sub contractors and suppliers, etc.

Verbal instructions from architects

Visit to site by building owner, architect, quantity surveyor or factory inspector.

Detail of weather condition, especially in winter months, raining seasons, inclemently

weather conditions etc.

Delays in program due to late delivery of materials, late start of sub contractors, etc.

Verbal instructions from head office or contracts manager.

Any matters of unusual occurrence, decision or action, it is felt should be recorded.

What to Communicate to Help in Performance of Individual or Group Job Functions.

For effective construction management and to enable supervisors and operatives carry out their

function effectively, communication should take care of the following aspects:-

Information that will help in operations- only information which would help

operations should be transmitted.

Policies and regulations of the organisation it is necessary for these to be known to

all employees in your organisation.

Construction methods, situations, site layout alterations where such changes are

necessary and should be made known to supervisors and operatives.

Clearly defined roles, duties and obligations; do not leave workers guessing as to

what their roles, duties and obligations are. They should clearly know their roles and

standing in the firm or on the site.

xxx
 Keeping staff abreast of trends in the construction industry. This can be done through

a periodic issuance of a news letters or bulletins, meetings, seminars as well as on the

job training.

REPORTS

These are used to relate information to some one back to some, such as investigation, something

witnessed or subjected ideas, the main object of a report should be to disclose facts for

information/reaction without padding as used by a fiction writer. Superfluous wordings should

be avoided, but care must be taken to ensure readers fully understand what the report is meant to

convey.

A report can be divided into five sections:-

i. Heading

ii. Introduction to report its purpose

iii. The body of report used of sub-hierarchy and dividing information into section should

be the aim (useful quick reference)

iv. A conclusion or summary with any possible recommendations.

v. Any data, drawings, tables, charts, etc.

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 Self Assessment Questions

Q1. What is a report?

Q2. A report is divided into how many sections?

Q3. Mention three ways on how to communicate.

Q4. State the barriers to communication.

Q5. Describe the barriers to communication.

xxxii
WEEK 8: COMMUNICATION (CONTD)

(3.1) Communication skills

How to communicate
Timing it is essential that communication be done at the most auspicious time. It should do
the firm no good to pass on information long after such information may have been necessary for
the successful undertaking of a task. Such delay could lead to serious mistakes in construction
process or construction delays on site.
It would equally be bad if an information is set so early that when the time for its application
arrives every one would have long forgotten such communication ever took place. Good timing
is therefore crucial in communication.
Clarity Experts list seven essentials for clear communication which are candid, clear,
complete, concise, correct, courteous and concrete.
Listening-you may not appreciate the value of listening until you try taking to someone who
would just not listed. To be able to listen well, you need to; stop talking, remove distractions, be
patient, ask questions and show sympathy.
Barriers to Communication
There are three basic types of stumbling blocks that usually mar our best efforts in
communication.
Semantic barriers- languages often constitutes a problems in communication especially
where people differs in tongue. Even where both parties speak the same language, the levels of
perception and proficiency may vary widely and thus, create barriers. Some words have more
than one meaning and for good communication each word must have clearly understood
meaning to all parties involved.
Psychological barriers- some people listening without hearing and look without seeing.
Indeed many a manager ends up hearing what he expects to hear. Where there is lack of trust it
becomes difficult for managers to do open in communication with the suspect staff. When
employed believers or perceive their manager as being understanding, they tend to be more frank
and open with him.

xxxiii
Technical barriers relates to problems of timing information overload, short circulating
and cultural differences

SITE RELATIONS

Are covered under the following:-

All instructions should be in writing. Where they are oral seek confirmation in writing.

Avoid aggressive actions. Be tactful and not impetuous, sarcastic or snobbish.

Be sure to explain your position clearly to all parties. This happens best if you are

equipped with knowledge, not ignorance.

Seek clarification when in doubt

Mark out clearly whom among your staff show issue or receive instructions.

Investigate the cause of poor work early. Dont wait until a wall has been completed

before you ask it to be knocked down.

Call in a third party when there is a serious disagreement

Do not fake knowledge.

Be flexible and sensible where appropriate.

Never pretend you can not smile. Do so once in a while, at least.

Self Assessment Questions

Q1. State the stages of planning.

Q2. List the activities that take place at pre tender planning of a building project.
Q3. List the activities that take place at pre contract planning phase of a building project.
Q4. Enumerate the services to be planned for on a given project site.
Q5.Explain Policy Planning.

xxxiv
WEEK 9: THE PROCESS OF MANAGEMENT

(1.1; 4.1) Background to Planning and Controlling

Management is achieving stated objectives usually to produce goods and services by using

human and other resources towards those ends.

The process of management involves functions such as:-

Planning;

Organising;

Staffing;

Leading;

Controlling.

These functions are carried out sequentially in a given set up for management to be said to be

performing its functions. The process of production which is why management is undertaken is

to produce goods or provide services. These are achieved using resources by management. These

resources are made up of men, materials, machines, and money. They are sometimes referred to

as the 4Ms.The diagram in Fig 9.1 shows the production process.

xxxv
 Fig 9.1 Production Process

xxxvi
 Planning This is a predetermined course of action. It is a detailed method, formulated

beforehand, for doing or making something. Planning is deciding in advance what to do,

when to do it, and how do it (production). Planning aim is to lay down the direction in

which a move is made proving, taking into account the resources that are available.

Nothing can result without a plan in any form of production, as activities will not be

related and persons will go their own ways the result, chooses and disorder. Any plan

produced can only be a guess as to what is likely to happen, but by the use and collection

of all relevant information and its critical examination, this guess becomes much more

calculated one, with a high degree of accuracy and foresight of problems and possible

delays. Above all it will enable set standard to be allied down which will produce a

control system.

Planning can be categorised under the following headings:-

Policies

Strategies

Rules

Programmes

Budgets

Objectives

Missions

Purposes (aims)

Policy planning: Any organisation must look ahead to the future to assess trends, markets

and finances, this is generally the task of top management, the principal, board of directors, or in

xxxvii
some cases, a committee. This activity is termed policy planning and in most cases the success of

a company will depend a great deal upon its correct assessment.

The policy of a company should be laid down in writing and should cover the following topics:

a. The objectives of the business

b. Financial structure

c. Time scale

d. The overall activity of the business

e. Purchases

f. Organisation.

Planning for a construction work by the contractor is carried out in the three phases of the project

development and they are:

Pre-tender planning;

Pre-contract planning;

Construction planning.

Fig 9.2 shows the types of planning undertaken by the contractor in the execution of a building

project.

xxxviii
 Fig 9.2 Types of Planning by the Contractor in a Given Project.

Self Assessment Questions

Q1. Define Management and list the managerial functions.

Q2.List the items that make up resources used by managers in production.

Q3. Draw a diagram explaining the production process.

Q4. Define Planning and list the different types of plans.

Q5. Explain policy planning in an organisation.

Q6. Using neat diagram explain the different types planning undertaken by a the

contractor in a given building project.

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WEEK 10: THE PLANNING PROCESS (CONTD)

(4.2) Planning Procedures in the Construction Industry

Pre-tender planning: much of the builders work is obtained through the process of tender

and if a builder is to stay in business his estimates have to be competitive and a good percentage

of them successful. All facts that are collected should be processed and critically examined for

this objective to be achieved. Therefore the procedure of pre tender planning needs to be

planned so that a systematic approach can be made to ensure that all information and facts are

gathered on time.

The various activities carried during pre tender planning are as follows:-

The pre tender report (site investigation report).

Method statement

Plant schedule

Site organisation structure and site on cost

Sub contract and suppliers

Outline programmes.

Final estimate (usually prepared for board decision)

Pre-tender Report:

A document compiled to show in as comprehensive, form as possible all information regarding

the area and general site conditions.

The site investigation report will contain the following information:

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 I] SITE:

General description of the site

Report on local authority to the area

Access to the area

Report on the crossover

Report on the temporary roads that need not be provides

Report on the distances of site from the main road

Report on the working space for siting offices etc.

Trespass precautions

Police regulations

Concealed services

Nearest bench mark

Photographs

II] SUB STRATA

Types of soil

Stability

Anticipated water table

Sources of water

Pumping

Disposal of water

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 Pumping

Disposal of water

III] SERVICES AUTHORITY NEAREST SUPPLY

Water authority KSWBA Barnawa

Electricity PHCN Makera district

Gas NNPC Kakuri road

Telephone

TV

IV] LABOUR

Availability

Types of labour (skilled, semi skilled, unskilled)

V] TIPPING FACILITIES

VI] LOCAL SUB CONTRACTORS AVAILABLE

VII] OTHER SPECIAL DETAILS LIKE INTELLIGENCES REPORT.

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Method statement

Basically this indicates how the project is to be built, what plant is to be used and so on. Each

stage of the operation is studied to find the best method of completing, carefully weighing

alternatives method that could be adopted.

Plant schedule

This is carried out on the completion of method statement and is a detailed summary of all the

plant and equipment required to build a project, giving as much relevant detail as possible, such

as number and type of plant required and in number of weeks required (also availability whether

owned or hired, the nature of maintenance required etc).

Sub-contractors and suppliers

It is of great importance in this pre tender stages that a full list of required sub- contractors and

suppliers is drawn up it would then become necessary to send out an inquiry form not only to

obtain quotations but to ascertain whether or not the sub-contractors can be available on dates

required and can complete in whatever time has been roughly allocated on the pre-tender

programme. Enquires must be sent out to suppliers in much the same manner as sub

contractors out with consideration as to delivery date. Prices at this stage must also be taken into

account to ensure that supplies can be maintained regarding quantity and quality.

Outline programme

This should be produced as soon as possible from estimated information. This is not a detailed

plan but outlines the main operation and sub contractors work. The plan will enable all parties

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concerned in the pre-tender preparations to co-ordinate their activities and to assess time required

for plants use, use of site huts and supervisors durations on site.

Estimate

With all the information now available in the estimator can begin to allocate prices to items in

the bill of quantity (BOQ), estimating not only the direct cost but also the indirect cost. Upon the

completion of estimate, the estimator will present the persons concerned, with finalizing the

tender with a summary of the estimate with cost, enabling them to give approval or otherwise.

After the final completion and vetting of the estimate a figure is agreed and submitted. The

estimated price can now be put forward as the tender figures.

Self Assessment Question

Q1. List the various activities that are carried out during the pre tender planning.

Q2. Write out the items that the general description of site will carry in a site investigation

report.

Q3. What are the services to be reported on when writing a pre tender report?

Q4. Write explanatory notes on the following:-

a) Method Statement;

b) Plant Schedule.

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WEEK 11: THE PLANNING PROCESS (contd)

(4.2) Planning Techniques

It is suggested that reference to Programme in construction contract will require at least the
basic information of a list of verbal descriptions of activities or operations together with a list of
dates for commencement and completion of each activity. The extent of the list of activities will
depend upon the contract description of the programme.

Standard Forms of contract do not adopt a common approach to the description of programmes,
the role of the programme in the administration of the contract and the obligations and rights as
to programme. It is suggested that in the absence of a detailed description of the form and
content of the programme, it is necessary to identify the intended role of the programme in the
contract, in order to decide the type of programme required by the contract. This aspect is dealt
with in the Article The Role of the Programme. The obligations of the parties as to programme
is dealt with in the Article Obligations as to Programme.

A variety of programme techniques are available for use in the execution of building projects.
Among them are the following:-
Bar Chart(Gantt Chart);
Critical Path Method(CPM);
Precedence Network Diagram;
PERT;
Line of Balance, etc.
It should be remembered that the precise form in which construction programme is drawn either
manually or by computer will depend to some extent on the experience of the Builder, the
requirements contained in the conditions of contract and the National Building Code (in the case
of Nigeria).It is now desirable to prepare building programmes using computers in the execution
of building projects. The most common type of technique employed is the bar chart.

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Bar Chart or Gantt Chart

Kempners (1980) recognise that Henry Gantt first introduce bar charts in the early 1900s by
popularising the graphical presentations of work versus, time. Each operation is represented by a
block or bar drawn to a time scale. Bar charts are well suited to depicting construction sequence,
and are readily understood at all levels of management and are the most commonly used method
by small and sized construction firms. Development in project management computers software
has led to electronic bar charts relation s used on bar charts being used.
Fig 11.1 below shows an example of a bar chart programme.

The bar chart is a two dimensional chart. The x-axis of the chart shows the project timeline. The
y-axis of the chart is a list of specific activities that must be accomplished to complete the
project. These activities are typically listed in order of earliest start on the project. The content of
the bar chart are bars that show the planned (and/or actual) start and end times for each task.
Since the tasks are usually arranged from earliest to latest, most bar charts show a pattern of bars
that begin in the upper left of the chart and proceed to bars that complete the project displayed in
the bottom right of the chart.
For the activities, duration, and sequence shown in the table below, the related bar chart is
shown.

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 Table11.1ACTIVITESTABLE

Duration
Activity Prior Activity
(work-weeks)

1 3 None

2 5 1

3 2 2

4 3 1

5 2 4

Fig 11.1 Bar Chart Programme

Here is a check list for creating effective Bar Charts:-

1) Label the x-axis in work days or week
2) Use ticks to show working weeks or months
3) Y-axis shows the start of the projects at a time = 0
4) Skip lines between bars

xlvii
 5) Print the activity name above each bar, if possible.

Self Assessment Questions

Q1. Name the various planning techniques known to you as they are used in programming of
building projects.
Q2. Explain with aid of diagram how a Bar- Chart is used in programming a simple building
project.
Q3. What are the check list for creating an effective Bar Chart?

xlviii
WEEK 12: THE PLANNING PROCESS (CONTD)

(4.2) Types Of Programmes.

Below are the different types of programmes that a contractor has to produce in the execution of
a building contract:-
A) Pre-tender Programme (Preliminary)-this is one of the activities that are performed
by the building contractor during the pre tender planning stage of the project as is shown on
Figure 12.1 below

Figure 12.1 Pre Tender Programme

B) The Master Programme- is the programme prepared by the main contractor for the
actual execution of the building work.Figures 12.2 and 12.3 below shows typical examples of
master programmes of building projects.

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Figure 12.2 Typical Master Programme

Figure 12.3 A Typical Master Programme

Self Assessment Question

Q1. Using a typical simple building project , prepare its preliminary and master programme.
Q2.Obbtain a preliminary and master programme of a typical project and try to read and
interpret them.
Q3. Prepare the resources schedules for Q2.

li
 WEEK 13: THE PLANNING PROCESS ( CONTD )

(4.2) Type of Programmes (contd).

C) Stage programmes(Short term)- This is the master programme that is broken

down further into Six weekly (see Figure 13.1); Weekly (see Figure 13.2); and Daily(see

Figure 13.3) programmes to allow for finer planning and facilitate effective control on the

utilisation of resources in project execution.

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 Figure 13.1 Six Weekly Programme

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Figure 13.2 Weekly Programme

liv


Figure 13.3 The Daily Programme

Self Assessment Questions

Using a typical master programme draw a six weekly programme from the it and extract the
weekly programme and subsequently the daily programme.

lv
 WEEK 14: WORK STUDY

(5.1) Meaning Of Work Study And Associated Terms.

The terms work study is defined in British standard 31.38:1969 glossary of term used in work

study as;

A management service based on those techniques, particularly method study and work

measurement, which are used in the examination of human work in all its context, and which

lead to the systematic investigation of all the resources and factors which affects the

efficiency and economy of the situation being reviewed, in order to effect improvement.

As thus defined the phrase work study is used to associate two distinct yet completely

interdependent groups of techniques. These groups have been subtitled method study and

work measurement respectively, the techniques to which they refer are concerned on the one

hand with the way in which work is done, and on the other with the value or work content

of the task itself. The distinction, although convenient for instructional purpose, should be

carried no further, for while in practice individual specialist may be spend the majority of

their time in one or other field, from the point of view of an organisation as a whole major

portion of the benefits of works study will be lost if attempts are made to use either groups of

techniques without adequate use of the other.

Method study is defined in British standard 31.38: 1969 as the systematic recording and

critical examination of the factors and resources involved in existing and proposed ways of

doing work, as a means of developing and applying easier and more effective methods and

reducing costs.

Work Measurement is the techniques used in the the investigation of human work with a

view of establishing the time it takes a qualified worker to perform a given task.

lvi
 WORK STUDY

Method Study Work

To Improve measurement
Methods Of To ensure human
Production effectiveness

Resulting in more Making possible

effective use of improve d planning and
material plant and control meaning and as
equipment a basis for sound
manpower incentive schemes

HIGHER PRODUCTIVITY

Fig 14.1 Work Study Diagram

Self Assessment Questions

Q1. Define the term Work Study.

Q2. List the two branches of Work Study.

Q3. Define the term Method Study.

lvii
 Q4. What do you understand by the term Work Measurement?

lviii
WEEK 15: WORK STUDY (CONTD)

(5.2) Benefits of Work Study

The benefit result of work study in an organisation like the construction industry is shared

broadly into there (3) categories namely:

Benefits to the organization itself

Benefits to the supervisor

Benefits to the operatives

Benefits to the Organisation

The reducing of cost resulting in bigger profits

More competitive tendering

Better control by management

Better use of resources

Collectively a better service to clients.

Benefits to the Supervisors

More efficient planning

Better control

Fewer bonus target disagreement

Easier overall supervisors

A more rewarding job.

Benefits to the operatives

lix
 Better working conditions

Satisfactory bonus targets steady high income

Less fatigue

Happier atmosphere and site relationship with foremen

More security- company successful.

Self Assessment Question

Discuss the benefits of having work study in an organisation to:-

a) the organisation;

b) the supervisor;

c) the operative.

lx