Addis Ababa Tegbare-id Poly-Technique

College

CONSTRUCTION MANAGEMENT

NTQF LEVEL V

Unit of Competence: Supervise Planning of On-site Construction Works

Module Title: Supervising Planning of On-site Construction Works
LG Code: CON CM5 M02 0521 Lo1-Lo6
TTLM Code: CON CM5 TTLM 0521 v1

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MODULE DESCRIPTION:
This module provides the skills, attitudes and knowledge required in supervising the
planning process and the organization of on-site construction operations including medium-rise
commercial and wide span projects according to Ethiopian construction codes of standard.
LEARNING OUTCOMES:
At the end of the module the trainee will be able to:
LO1 Appraise the contractual documentation and delegate the planning of operational
requirements
LO2 Initiate strategies and delegate the implementation of medium-rise construction operations
LO3 Supervise the preparation of project schedules
LO4 Ensure the provision of all the resources required for the project
LO5 Review existing onsite structures
LO6 Supervise staff and maintain an effective work environment

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LO1 Appraise the contractual documentation and delegate the planning of operational
requirements
INTRODUCTION
Supervision
Monitoring and regulating of processes, or delegated activities, responsibilities, or tasks.
Management by overseeing the performance or operation of a person or group.

Construction Supervision

Construction supervision provides the critical link between project management and skilled
workers who perform building tasks.
Benefits

❖ Helps to reach project goals

❖ Supervises that construction projects are executed properly
❖ Ensures quality, functioning and standard conformity of materials, equipment and
systems
❖ Enhances safety on the site
❖ Makes sure that regulations are followed

Construction supervision ensures that projects are built according to design and
specification takes care of the quality of construction, oversees on the safety of the works.
Execution planning and monitoring, quantity surveying and cost monitoring services are
fundamental issues of the assignment.

Construction management

Construction management or construction project management (CPM) is the overall

planning, coordination, and control of a project from beginning to completion. CPM is aimed at
meeting a client's requirement in order to produce a functionally and financially viable project.
The construction industry is composed of five sectors: residential, commercial, and heavy
civil, industrial, and environmental. A construction manager holds the same responsibilities and
completes the same processes in each sector. All that separates a construction manager in one

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sector from one in another is the knowledge of the construction site. This may include different
types of equipment, materials, subcontractors, and possibly locations.

Functions

The functions of construction management typically include the following:

1. Specifying project objectives and plans including delineation of scope, budgeting,

scheduling, setting performance requirements, and selecting project participants.
2. Maximizing the resource efficiency through procurement of labor, materials and
equipment.
3. Implementing various operations through proper coordination and control of planning,
design, estimating, contracting and construction in the entire process.
4. Developing effective communications and mechanisms for resolving conflicts.

Planning

Planning: Deciding what needs to happen in the future and generating plans for action (deciding
in advance).

The construction industry is the largest industry in the world. It is more of a service than
a manufacturing industry. Growth in this industry in fact is an indicator of the economic
Conditions of a country. This is because the construction industry consumes a wide employment
circle of labor. While the manufacturing industry exhibit high-quality products, timelines of
service delivery, reasonable cost of service, and low failure rates, the construction industry, on
the other hand, is generally the opposite. Most projects exhibit cost overruns, time extensions,
and conflicts among parties.

In general, the construction industry is more challenging than other industries due to: its
unique nature; every project is one-of a kind; many conflicting parties are involved; projects are
constrained by time, money and quality; and high risk.
The Construction Project
A project is defined, whether it is in construction or not, by the following characteristics:
➢ A defined goal or objective.

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 ➢ Specific tasks to be performed.
➢ A defined beginning and end.
➢ Resources being consumed.
The goal of construction project is to build something. What differentiate the construction
industry from other industries is that its projects are large, built on-site, and generally unique.
Time, money, labor, equipment, and, materials are all examples of the kinds of resources that are
consumed by the project.
Most construction operations are carried out on buildings and structures, or could be
works forming part of the land. The operations fall into six main areas of work; Construction,
alteration, repair, extension, demolition and dismantling.
Installation of systems such as air conditioning, lifts etc, is included as a construction
operation, but the manufacture, delivery, repair or maintenance of those systems isn’t included.
Communication
is the activity of conveying information through the exchange of ideas, feelings,
intentions, attitudes, expectations, perceptions or commands, as by speech, non-verbal gestures,
writings, behavior and possibly by other means such as electromagnetic, chemical or physical
phenomena and smell. It is the meaningful exchange of information between two or more
participants (machines, organisms or their parts).
Communication requires a sender, a message, a medium and a recipient, although the
receiver does not have to be present or aware of the sender's intent to communicate at the time of
communication; thus communication can occur across vast distances in time and space.
Communication requires that the communicating parties share an area of communicative
commonality. The communication process is complete once the receiver understands the sender's
message.
Communicating with others involves three primary steps
✓ Thought: First, information exists in the mind of the sender. This can be a concept, idea,
information, or feeling.
✓ Encoding: Next, a message is sent to a receiver in words or other symbols.
✓ Decoding: Lastly, the receiver translates the words or symbols into a concept or
information that a person can understand.

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Communication Flow in the Workplace
Workplace communication is the transmitting of information between one person or
group and another person or group in an organization. It can include emails, text messages,
voicemails, notes, etc.
Communication flow is directional. Communication can be downward, upward, or
horizontal along the workplace hierarchy. When your boss shares information with you, it’s
downward communication, because your boss, as your supervisor, is communicating with you as
an employee. Conversely, when you give your supervisor feedback about a new system or
patron, it’s upward communication. When you share information with a coworker, it’s horizontal
communication because it is along the same hierarchical plane. However, communication often
isn’t so clear-cut. Your boss may tell you about a new policy, but your feedback to your boss is
communication, too. In situations like this there is simultaneously upward and downward
communication.
Communication flow is formal or informal. Formal communication messages are official
workplace statements. These can include publications, official memos, and annual performance
evaluations. Informal communication is all workplace communication that is not official in
nature. This includes phone calls, quick e-mails, and water cooler discussions. Today’s
information environment can sometimes cause confusion. E-mail may span formal and informal
communication, allowing for the formality of a written record but also the informality of a quick
chat. This may lead to miscommunication if the sender believes a message to be more or less
formal than the recipient.
Communication flow takes place along networks. Just as the nature of communication
can be formal or informal, networks can also be formal or informal. Formal networks are
established by the institution and include hierarchical organization, departmental groups, and
team structures. Informal networks are formed by employees along social lines and may emerge
as “the grapevine” or cliques. Both formal and informal networks play important roles in
workplace interaction. Formal networks communicate official information, policies, and goals
for the organization, while informal networks allow for sharing information that’s not official,
such as workplace norms and social mores.

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LO2 Initiate strategies and delegate the implementation of medium-rise construction
operations
Planning Manpower Requirements
Manpower Planning

Estimating or projecting the number of personnel with different skills required over
time or for a project, and detailing how and when they will be acquired.

Manpower Planning which is also called as Human Resource Planning consists of putting
right number of people, right kind of people at the right place, right time, doing the right things
for which they are suited for the achievement of goals of the organization.

Steps in Manpower Planning

1. Analyzing the current manpower inventory- Before a manager makes forecast of

future manpower, the current manpower status has to be analyzed. For this the
following things have to be noted-
• Type of organization
• Number of departments
• Number and quantity of such departments
• Employees in these work units

Once these factors are registered by a manager, he goes for the future forecasting.

2. Making future manpower forecasts- Once the factors affecting the future manpower
forecasts are known, planning can be done for the future manpower requirements in
several work units.

The Manpower forecasting techniques commonly employed by the organizations

are as follows:

i. Expert Forecasts: This includes informal decisions, formal expert surveys and
Delphi technique.
ii. Trend Analysis: Manpower needs can be projected through extrapolation
(projecting past trends), indexation (using base year as basis), and statistical
analysis (central tendency measure).
iii. Work Load Analysis: It is dependent upon the nature of work load in a
department, in a branch or in a division.
iv. Work Force Analysis: Whenever production and time period has to be analyzed,
due allowances have to be made for getting net manpower requirements.
v. Other methods: Several Mathematical models, with the aid of computers are
used to forecast manpower needs, like budget and planning analysis, regression,
new venture analysis.
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 3. Developing employment programs- Once the current inventory is compared with future
forecasts, the employment programs can be framed and developed accordingly, which
will include recruitment, selection procedures and placement plans.
4. Design training programs- These will be based upon extent of diversification,
expansion plans, development programs, etc. Training programs depend upon the extent
of improvement in technology and advancement to take place. It is also done to improve
upon the skills, capabilities, knowledge of the workers.

Importance of Manpower Planning

1. Key to managerial functions- The four managerial functions, i.e., planning, organizing,
directing and controlling are based upon the manpower. Human resources help in the
implementation of all these managerial activities. Therefore, staffing becomes a key to all
managerial functions.
2. Efficient utilization- Efficient management of personnel becomes an important function
in the industrialization world of today. Setting of large scale enterprises requires
management of large scale manpower. It can be effectively done through staffing
function.
3. Motivation- Staffing function not only includes putting right men on right job, but it also
comprises of motivational programs, i.e., incentive plans to be framed for further
participation and employment of employees in a concern. Therefore, all types of
incentive plans become an integral part of staffing function.
4. Better human relations- A concern can stabilize itself if human relations develop and
are strong. Human relations become strong trough effective control, clear
communication, effective supervision and leadership in a concern. Staffing function also
looks after training and development of the work force which leads to co-operation and
better human relations.
5. Higher productivity- Productivity level increases when resources are utilized in best
possible manner. Higher productivity is a result of minimum wastage of time, money,
efforts and energies. This is possible through the staffing and its related activities
(Performance appraisal, training and development, remuneration)

Need of Manpower Planning

Manpower Planning is a two-phased process because manpower planning not only analyses the
current human resources but also makes manpower forecasts and thereby draw employment
programs. Manpower Planning is advantageous to firm in following manner:

1. Shortages and surpluses can be identified so that quick action can be taken wherever
required.
2. All the recruitment and selection programs are based on manpower planning.
3. It also helps to reduce the labor cost as excess staff can be identified and thereby
overstaffing can be avoided.
4. It also helps to identify the available talents in a concern and accordingly training
programs can be chalked out to develop those talents.

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 5. It helps in growth and diversification of business. Through manpower planning, human
resources can be readily available and they can be utilized in best manner.
6. It helps the organization to realize the importance of manpower management which
ultimately helps in the stability of a concern.

Process of Manpower Planning:

It may be rightly regarded as a multi-step process, including various issues, such as:
(A) Deciding goals or objectives
(B) Auditing of the internal resources
(C) Formulation of the recruitment plan
(D) Estimating future organizational structure and manpower requirements
(E) Developing a human resource plan
Factors Affecting Manpower Planning:
Manpower planning exercise is not an easy tube because it is imposed by various factors
such as:
1. It suffers from inaccuracy because it is very difficult to forecast long-range requirements of
personnel.

2. Manpower planning depends basically on organization planning. Overall planning is itself is a

difficult task because of changes in economic conditions, which make long term manpower
planning difficult.

3. It is difficult to forecast about the personnel with the organization at a future date. While
vacancies caused by retirements can be predicted accurately other factors like resignation, deaths
are difficult to forecast.

4. Lack of top management support also frustrates those in charge of manpower planning
because in the absence of top management support, the system does not work properly.

5. The problem of forecast becomes more occur in the context of key personnel because their
replacement cannot be arranged in short period of time.

Human resources planning

The process that links the human resource needs of an organization to its strategic plan to ensure
that staffing is sufficient, qualified, and competent enough to achieve the organization's
objectives. HR planning is becoming a vital organizational element for maintaining
a competitive advantage and reducing employee turnover.

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LO3 Supervise the preparation of project schedules
Preparation of Construction Schedule
Scheduling is placing of the plan on a calendar and showing the allocation of the
equipment and manpower that will put the plan into effect;
▪ establish the start and finish time of each and every activity and the overall project

Construction project management (CPM)

▪ Is the overall planning, coordination, and control of a project from inception to completion
aimed at meeting a client’s requirements in order to produce a functionally and financially
viable project

Project Management
A project is ‘a temporary endeavor to produce a unique product, service, or result. Project
management (PM) techniques were originally developed for waterfall-type projects like
building construction.PM focuses on planning, scheduling, monitoring, and controlling the
complex interdependencies among subtasks.
Project management tasks
Need to figure out:
• What needs to be done
• What order they can be done
• How long each will take
• How long the whole project must take in principle
• How long the whole project is expected to take, given finite resources
Work Breakdown Structure
A WBS is a diagram showing the major subtasks of the project:
▪ What? a deliverable-oriented hierarchical decomposition of the works to be executed by
the project team to accomplish the project objectives and create the project deliverables

▪ How? via systematic decomposition of the overall job into smaller chunks which are
easily manageable

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 ▪ It is a methodology for converting a large-scale project into detailed schedules for its
thousands of activities for planning, scheduling, and control purpose

The objective of developing a WBS is to study the elemental components of a project in detail

▪ Using a WBS, a large project may be broken down into smaller subprojects which may,
in turn, be further subdivided into another, lower level of more detailed sub component
activities, and so on.

▪ Eventually, all the tasks for every activity are identified, commonalities are discovered,
and unnecessary duplication can be eliminated.

▪ Thus by applying the WBS approach, the overall project planning and control can be
improved.

▪ Individual components in a WBS are referred to as WBS elements and the hierarchy of
each is designated by a level identifier.

▪ Elements at the same level of subdivision are said to be the same WBS level.

▪ Descending levels provide increasingly detailed definition of project tasks. The

complexity of project and the degree of control desired determine the number of levels in
the WBS.

▪ Each WBS component is successively broken down into smaller details at lower levels.

WBS: Level of divisions

▪ To the level that estimates and forecasts about the resources required, durations and
activity relationships are realistically estimated for each activity;
– Sub-project level: Sub projects are derived by dividing a large project, usually
termed a programme, into independent large-volume mini projects.
– Task level: A task is an identifiable and deliverable major work which can be
performed without major interference from other tasks.
– Work package level: A work package contains a sizeable, identifiable,
measurable, costable and controllable package of work.

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 – Activity level: An activity is a sub division of a work package and is defined as a
work which has a definite start and end and consumes resources.

Operations level. Operations are sub-divisions of activities and generally are comprised of
particular types and a fixed group of resources associated with it

Schedule development
▪ Scheduling

▪ Placing of the plan on a calendar and showing the allocation of the equipment and
manpower that will put the plan into effect;

▪ What? establish the start and finish time of each and every activity and the overall project

▪ How?

▪ The Bar Charts

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 ▪ Line of Balance Chart

▪ The Networking Schedule Technique

– The Critical Path Method (CPM),

– The Performance Evaluation & Review Technique (PERT)

– Critical Chain Method

Gantt chart
Henry Gantt is the father of the Gantt chart. Gantt chart is a bar chart used to illustrate a project
schedule, including start and finish dates of activities and a summary of activities of a project.
These activities form what is usually called the work breakdown structure of a specific
construction project.

▪ Henry Gantt is the father of the Gantt chart. Gantt charts are used to illustrate the start and
finish dates of tasks that make up a project. Gantt charts use colored bars to visualize the
individual and summary elements that make up the project. The tasks and summary tasks
comprise the work breakdown structure of a project. Gantt charts today can be used to show
percent complete, dependencies and a "today" indicator to visualize the current health of a
project.

Gantt chart Advantages

Using a Gantt chart offers the following advantages:

• Gantt charts can be used to represent phases and activities of a project so they can be
understood by general audience.
• It can be useful to indicate the critical points on the chart with bold or colored outlines of the
bars.
• An updated Gantt chart helps manage the project and head off schedule problems.
▪ Computer software can simplify constructing and updating a Gantt chart.

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Drawbacks of Gantt Charts

Gantt charts can also have some setbacks:

• A Gantt charts is not recommended to define the work and the schedule activities at the same
time.
• It has some limitations for large projects, or projects having more than 30 activities.
• Gantt charts are not useful if they are intended to display information.
• Gantt charts do not represent the complexity of a project.
• Horizontal bars of Gantt charts misrepresent the actual resource requirements of a project.
• Gantt chart with percent-complete shading may actually miscommunications the true
schedule performance status.

Gantt Charts: When to Use It

Gantt charts have a variety of uses among construction professionals. Gantt charts must be used
under the following circumstances:

• To communicate plan or status of a construction project.

• To monitor tasks within a project.
• To express the sequence and duration of specific tasks or process from a construction project,
• To demonstrate which tasks, depend on completion of previous tasks.

Gantt Chart Basic Procedure

The basic procedure must be followed to build a Gantt chart.

1. Identify the steps or activities needed to complete the project.

2. Identify milestones within the project.
3. Identify the expected time required to complete each task.
4. Identify the sequence of tasks and the order of precedence of tasks.
5. Draw a horizontal time axis on the bottom of a page.

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6. Select a proper time scale to represent the length of tasks.
7. Prepare a column on the left side of the paper; write down each activity and milestone of
the project in their corresponding order of occurrence.
8. Activities or milestones that occur at a specific point in time represent them using a
diamond under the time the activity must happen.
9. Activities that occur over a determined period of time draw horizontal bars, or an empty
rectangle starting from the first day the activity will take place and finishing the day the
activity ends. Do not fill inside the rectangle.
10. Each activity or tasks must be listed in the Gantt chart.
11. Fill up the diamond or the rectangle as each activity is being performed.
12. Use a weight or plumb as vertical marker to illustrate that actual time and progress of the
project.
Example project
Consider building a garden shed, which involves designing the shed, figuring out what materials
are needed, ordering or purchasing the materials, and putting together the various parts.

Some of these tasks depend on the others, some must be scheduled, some take labor, etc.

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 GANTT DAYS
PROJECT 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Design
Make materials
list
Order materials
Deliver materials
Site Preparation
Build foundation
Build frame
Install siding
Install roof
finishing

Program (Project) Evaluation and Review Technique (PERT)

Program (Project) Evaluation and Review Technique (PERT) is a project management tool used
to schedule, organize, and coordinate tasks within a project. It is basically a method to analyze
the tasks involved in completing a given project, especially the time needed to complete each
task, and to identify the minimum time needed to complete the total project.

PERT planning involves the following steps:

▪ Identify the specific activities and milestones.
▪ Determine the proper sequence of the activities.
▪ Construct a network diagram.
▪ Estimate the time required for each activity.
▪ Determine the critical path.
▪ Update the PERT chart as the project progresses.
PERT planning involves the following steps that are described below.
1. Identify the specific activities and milestones. The activities are the tasks required to
complete a project. The milestones are the events marking the beginning and the end of
one or more activities. It is helpful to list the tasks in a table that in later steps can be
expanded to include information on sequence and duration.

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2. Determine the proper sequence of the activities. This step may be combined with the
activity identification step since the activity sequence is evident for some tasks. Other
tasks may require more analysis to determine the exact order in which they must be
performed.

3. Construct a network diagram. Using the activity sequence information, a network

diagram can be drawn showing the sequence of the serial and parallel activities. Each
activity represents a node in the network, and the arrows represent the relation between
activities. Software packages simplify this step by automatically converting tabular
activity information into a network diagram.

4. Estimate the time required for each activity. Weeks are a commonly used unit of time
for activity completion, but any consistent unit of time can be used. A distinguishing
feature of PERT is its ability to deal with uncertainty in activity completion time. For
each activity, the model usually includes three-time estimates:

▪ Optimistic time – generally the shortest time in which the activity can be
completed. It is common practice to specify optimistic time to be three standards deviations
from the mean so that there is a approximately a 1% chance that the activity will be
completed within the optimistic time.

▪ most likely time – the completion time having the highest probability. Note that
this time is different from the expected time.

▪ Pessimistic time – the longest time that an activity might require. Three standard
deviations from the mean is commonly used for the pessimistic time.

5. Determine the critical path. The critical path is determined by adding the times for the
activities in each sequence and determining the longest path in the project. The critical
path determines the total calendar time required for the project. If activities outside the
critical path speed up or slow down (within limits), the total project time does not change.
The amount of time that a non – critical path activity can be delayed without the project
is referred to as a slack time.

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 BENEFITS of PERT
▪ PERT is useful because it provides the following information:

▪ Expected project completion time;

▪ Probability of completion before a specified date;

▪ The critical path activities that directly impact the completion time;

▪ The activities that have slack time and that can be lend resources to critical path activities;

▪ Activity start and end date.

Build Materials Order Deliver

Shed List Materials materials
1 Day 1 Day 1 Day 7 Days

Install
Siding
1 Day
Site Pour Build Finish
Preparation Foundation Frame 1 Day
1 Day 1 Day 2 Days
Install
Roof 2
Days

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 LO4 Ensure the provision of all the resources required for the project
For effective provision of resources in the project effective communication is required.
Supervising and maintaining on site communication.
Directing People on the Job
Office Orders
What is an order?
✓ A specific message conveyed by a leader to a follower for the purpose of influencing the
follower to take desired action;
✓ Has four (4) distinct categories;
a) A request
b) A suggestion
c) Asking for volunteers
d) A direct order
✓ Can either be verbal or written

➢ When to use verbal orders?

✓ When the order is simple and the message can be clearly heard;
✓ When privacy is important;
✓ When the follower is intelligent and reliable;
✓ When a demonstration is involved;
➢ When to have written orders?
✓ When precise figures or complicated details are involved;
✓ When orders must be passed on to someone else;
✓ When the workers involved are slow to understand and forgetful;
✓ When you want to hold the receiver strictly accountable;
✓ When particular sequence must be followed exactly;
✓ When a notice board can be suitably used;
✓ When you are quoting general instructions on higher authority;
✓ When record is desirable, perhaps the order may need to be referred to in the future;

Learning Guide Date: February, 2021 G.C Page 19 of 23

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro and Biruk Tibebu
 Categories
➢ Request
Must be used when you want specific actions from people like:
✓ Anyone who is interested in his work, or an older person;
✓ Someone who welcomes responsibility;
✓ Someone who is interested in advancement;
✓ A group of personnel with good morale;
✓ Someone whose initiative you want to develop;
➢ Ask for volunteers
You should ask for volunteers for:
✓ Jobs that are dangerous or disagreeable;
✓ For extra heavy work;
✓ For jobs that requires overtime;
✓ When you ask a skilled worker to do a special unskilled job;
➢ Direct order or command
One should only use a direct order under the following circumstances:
✓ In case of danger or extreme urgency;
✓ When haste (speed) is important;
✓ With lazy and indifferent workers, or chronic objectors;
✓ For careless workers;
✓ When all other methods have failed repeatedly
How to Give Effective Orders
➢ Clarify your objectives
➢ Obtain favorable attention
✓ Get his interested attention so that he will receive and correctly understand the
complete order;
➢ Make it simple and specific
✓ The order will only be clear and concise when it is simple and specific;
➢ Phrase it tactfully for best results
✓ Choose the most suitable kind of orders and phrase it in the way that will produce
the desired effect;
Learning Guide Date: February, 2021 G.C Page 20 of 23
Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro and Biruk Tibebu
 ➢ Explain why it should be done your way
➢ Let him have it
✓ Make sure you inspire his confidence in you and the correctness of your order;
➢ Note his readiness to act
✓ Watch his reaction to your order to see whether he has understood it correctly and
is ready to act on it;
➢ Give him faith i n his ability to carry it out
✓ He will perform at his best when he believes in his ability to do it. Show your faith
in his ability;
2.1. Supervising the administration of claims and payment processes

Process & Stakeholder Management

Stakeholder Management
➢ Is a process and control that must be planned and guided by underlying principles
➢ Supports an organization in achieving its strategic objectives by interpreting and
influencing both the external and internal environments and by creating positive
relationships with stakeholders through the appropriate management of their expectations
and agreed objectives;
➢ Prepares a strategy utilizing information or intelligence gathered during the following
common process;
✓ Stakeholder Identification
▪ Interested parties either internal or external to organization project. A stakeholder
map is helpful for identifying the stakeholders;
✓ Stakeholder Analysis
▪ Recognize and acknowledge stakeholder’s needs, concerns, wants, authority,
common relationship, interfaces and align this information within the Stakeholder
Matrix;
✓ Stakeholder Matrix
▪ Positioning stakeholders according to the level of influence, impact or enhancement
they may provide to the business or its projects;
✓ Stakeholder Engagement
Learning Guide Date: February, 2021 G.C Page 21 of 23
Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro and Biruk Tibebu
 ▪ Primarily focused at getting to know and understand each other, at the Executive
level;
▪ It is the opportunity to discuss and agree expectations of communication and
primarily agree a set of Values and Principles that all stakeholders will abide by;
✓ Communication Information;
▪ Expectations are established and agreed for the manner in which communications
are managed between stakeholders, who receives communication, when , how, and
to what level of detail;
▪ Protocols may be established including security and confidentiality classifications;
➢ Stakeholder Agreements;
A collection of agreed decisions between stakeholders which should be signed by key
stakeholder representatives

LO5 Review existing onsite structures (review the structural safety of construction
class rooms and workshop 15%)
LO6 Supervise staff and maintain an effective work environment (how we can build
an effective office environment? Explain. (5%)

Learning Guide Date: February, 2021 G.C Page 22 of 23

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro and Biruk Tibebu
Learning Guide Date: February, 2021 G.C Page 23 of 23
Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro and Biruk Tibebu