M-14 Conduct On Site Supervision of BEI

On–site Building Electrical Installation Level IV
Based on November, 2018 Version 2 Occupational Standard
Module Title: Conducting On-Site Supervision of

Building Electrical Installation Projects
LG Code: EIS OBE4 M14 LO (1-4) LG (55-58)
TTLM Code: EIS OBE4 TTLM 0221 v1
February, 2021
Adama, Ethiopia
Contents LO #1- Supervise the administration of claims and payment
processes………………………………………………………………………4
Information Sheet 1- Preparing Contract payments accordance with the contract
allowance. ........................................................................................................... 5
Self-Check -1 ................................................................................................. 12
Information Sheet 2- Carrying out Drawings against allowances. ...................... 13
Self-Check -2 ................................................................................................. 15
Information Sheet 3. Authorizing Variations to contracts and Taking corrective
action. ............................................................................................................... 16
Self-Check 3................................................................................................... 19
Information Sheet 4- Apply Back-charges.......................................................... 20
Self-Check -4 ................................................................................................. 22
Information Sheet 5. Authorizing Payment of invoices for material supply. ........ 23
Self-Check 5................................................................................................... 24
Information Sheet 6. Completing and processing Insurance claims for site loss or
damage. ............................................................................................................ 25
Self-Check 6................................................................................................... 30
Information Sheet 7. Conducting and supervising Administrative processes with
reference to regulatory and organizational requirements. .................................. 31
Self-Check 7................................................................................................... 39
LO #2- Supervise and maintain on-site communications ...................... 40

Information Sheet 1 Maintain on-site communication Diary and events ............. 41
Self-Check 1................................................................................................... 58
Information Sheet 2 Preparing and issuing File notes detailing specific instructions.
.......................................................................................................................... 59
Self-Check 2................................................................................................... 61
Information Sheet 3. Preparing and keeping Site reports detailing specific
supervisory inspections ..................................................................................... 62
Self-Check .3 .................................................................................................. 64
Information Sheet 4. Communicating Variation requests. .................................. 65
Self-Check 4................................................................................................... 71
Information Sheet 5. Communicate Requests for extensions of time. ................ 72
Self-Check 5................................................................................................... 75
Information Sheet 6 Communicate in writing Notice of unsatisfactory work ........ 76
Self-Check 6................................................................................................... 78
Information Sheet 7. Conducting and supervise Administrative processes. ....... 79
Self-Check 7................................................................................................... 84
LO #3. Ensure management of and compliance with quality control

procedures. ............................................................................................. 85
Information Sheet 1. Identifying relevant quality control procedures .................. 86
TVET program title- On-site Building Version -1

Page 2 of 172 Federal TVET Agency
Electrical Installation -Level-IV
Author/Copyright February 2021
Self-Check 1................................................................................................. 100
Information Sheet-2. Using and complete Site checklists detailing specific items.
........................................................................................................................ 101
Self-Check 2................................................................................................. 107
Information Sheet 3. Using Industry and organizational quality manuals and
procedures. ..................................................................................................... 108
Self-Check 3................................................................................................. 110
Information Sheet 4. Arranging Local authority inspections. ............................ 111
Self-Check 4................................................................................................. 112
Information Sheet 5. Communicating Quality requirements to assess against
construction standards. ................................................................................... 113
Self-Check 5................................................................................................. 120
Information Sheet 6. Processes on-site work supervises ................................. 122
Self-Check 6................................................................................................. 125
Information Sheet 7. Meet Contractual quality standards. ................................ 126
Self-Check 7................................................................................................. 130
LO #4. Complete project administration processes. ........................................... 132

Information Sheet 1. Carrying out Project administration processes and
preparation for practical completion. ................................................................ 133
Self-Check 1................................................................................................. 147
Information Sheet-2. Identifying Practical completion inspection procedure. .... 149
Self-Check 2................................................................................................. 153
Information Sheet 3. Identifying and carried out Handover procedures ............ 154
Self-Check 3................................................................................................. 156
Information Sheet 4. Providing Certificates and appropriate client information at
handover. ........................................................................................................ 157
Self-Check 4................................................................................................. 159
Information Sheet 5. Obtaining Defects liability items. ..................................... 160
Self-Check 5................................................................................................. 162
Information Sheet 6. Rectifying Defects and Obtaining client sign-off .............. 163
Self-Check 6................................................................................................. 165
Information Sheet 7. Conducting and supervising Administrative processes. ... 166
Self-Check 7................................................................................................. 170
Address .................................................................................................. 171
References ............................................................................................ 172

L #55 LO #1- Supervise the administration of claims and payment
processes.
Instruction sheet
This learning guide is developed to provide you the necessary information regarding the following
content coverage and topics:
 Preparing Contract payments accordance with the contract allowance.
 Carrying out Drawings against allowances.
 Authorizing and corrective action for Variations to contracts
 Apply Back-charges.
 Authorizing Payment of invoices for material supply.
 Completing and processing Insurance claims for site loss or damage.
 Conducting and supervising Administrative processes with reference to regulatory and
organizational requirements
This guide will also assist you to attain the learning outcomes stated in the cover page. Specifically,
upon completion of this learning guide, you will be able to:
 Prepare Contract payments in accordance with the contract allowance or orders.
 Carry out Drawings against allowances in accordance with organization policy and
procedures.
 Authorize variations to contracts and Take corrective action where necessary.
 Apply Back-charges in accordance with policy guidelines.
 Authorize Payment of invoices for material supply.
 Complete and Process Insurance claims for site loss or damage are.
 Conduct Administrative processes and Supervise with reference to relevant regulatory and
organizational requirements.
Learning Instructions:
1. Read the specific objectives of this Learning Guide.
2. Follow the instructions described below.
3. Read the information written in the “Information Sheets”. Try to understand what are being
discussed. Ask your trainer for assistance if you have hard time understanding them.
4. Accomplish the “Self-checks” which are placed following all information sheets.
5. Ask from your trainer the key to correction (key answers) or you can request your trainer to
correct your work. (You are to get the key answer only after you finished answering the Self-
checks).
6. If you earned a satisfactory evaluation proceed to the next “learning guide”.
7. If your performance is unsatisfactory, see your trainer for further instructions or go back to Self-
checks).

Information Sheet 1- Preparing Contract payments accordance with the contract
allowance.
1.1. Contract
A contract is a mutual or legally binding agreement between two parties based on policies
and conditions recorded in document form. The two parties involved are one or more
property owners and one or more contractors. The owner, often referred to as the
'employer' or the 'client, has full authority to decide what type of contract should be used
for a specific development to be constructed and to set out the legally-binding terms and
conditions in a contractual agreement. A construction contract is an important document
as it outlines the scope of work, risks, duties and legal rights of both the contractor and
the owner.
1.1.1. Types of construction contract
There are three main types of construction contract, identified according to the
mechanism for calculating the sum due to be paid by the employer: lump sum contracts,
re-measurement contracts and cost-reimbursable contracts. The different types vary
primarily with regard to who takes the risks involved, which party has to pay for the cost
over runs, and which party can keep the savings if the project costs are less than the
estimated costs.
Other types of contract and descriptions of contractual purpose include:
 Commercial contract
 Domestic building contract
 Percentage rate contract
 Item rate contract or Unit price contract
 Lump sum and scheduled contract
 Cost plus fixed fee contract
 Cost plus percentage of cost contract
 Subcontract agreement
 Special contracts

Lump sum contract
Under a lump sum contract, an owner agrees to pay a contractor a specified lump sum
after the completion of work without a cost breakdown. After work is complete, no detailed
measurement is required.
Lump sum and scheduled contract
In lump sum contract the complete work as per plan and specifications is carried out by
contractor for certain fixed amount as per agreement. The owner provides required
information and contractor charges certain amount.
This contract is suitable when the number of items are limited or when it is possible to
work out exact quantities of work to be executed.
The detailed specifications of all items of work, plans and detail drawings, security
deposit, penalty, progress and other condition of contract are included in agreement.
Though it is lump sum and scheduled contract, contractor will be paid at regular interval of
2–3 months as per progress of work on the basis of certificate issued by engineer in
charge. A scheduled of rate is included in agreement for making payment of extra items.
Under a lump sum contract, a “fixed price” for the work to be done is agreed upon by the
client and contractor before the work begins. This contract can also be applied to both
home building and commercial contracts. It can be more of a risk to the contractor as
there are fewer mechanisms to allow them to vary their price.
Percentage rate contract
When the lowest rate and comparative position among the contractors are already
specified prior to the opening of the tender, then the percentage rate contract is used.
Percentage contract is a type of contract where there is no possibility of unbalanced
tender.
Cost plus fixed fee contract
In cost plus fixed fee, the owner pays the contractor an agreed amount over and above
the documented cost of work.
This is a negotiated type of contract where actual and direct costs are paid for and
additional fee is given for overhead and profit is normally negotiated among parties. The
owner is in more control of the project; however, the risks are transferred to the owner.

A cost plus contract states that a client agrees to reimburse a construction company for
building expenses such as labor, materials, and other costs, plus additional payment
usually stated as a percentage of the contract’s full price.
Cost plus a percentage of cost contract
In cost plus percentage, the owner pays greater than 100 percent of the documented
cost, usually requiring detailed expense accounting. In this type of contract, contractor is
paid the actual cost of work plus certain percentage as profit.
Various contract documents, drawing, specifications are not necessary at the time of
signing the agreement. The contractor has to keep all records for cost of material and
labour and contractor will be paid accordingly to engineer in charge. This type of contract
is suitable for emergency work like difficulties in foundation conditions, construction of
expensive structure etc.
Re-measurement contract
Under a re-measurement (or Re-measurement) contract, the price to be paid for the
whole work is to be ascertained by measurement in detail of the various parts of the work
and the valuation of the work done by reference to a schedule of prices included in the
contract.
Subcontract agreement
A subcontractor agreement is a contract primarily between a builder or a principal

contractor and subcontractor. It outlines the perimeters of specialist work to be done for
the construction project.
Unit Cost Contract
This contract is based on units put in place rather than a single price. The payment is
calculated at a specific rate for each item such as cubic yard for concrete times quantity
put in place. “The contractor quotes an owner a price for a particular task or scope of
work, though at the time of contracting the parties may not know the actual number of the
units of work to be completed.

1.1.2. Features of construction contracts
 Base date
A "base date" is a reference date from which changes in conditions can be assessed. In a
construction contract, the inclusion of a base date is generally used as a mechanism for
the allocation of risk between the owner and contractor for changes which might occur in
the period between the contractor pricing the tender and the signing of the contract. This
period can potentially be very long and changes that occur may have a significant impact
on the costs of the works.
 Practical completion
Practical completion occurs when the contractor returns possession of the site to the
owner, usually at the time when the work has been completed and accepted by the client.
A certificate of practical completion usually confirms this acceptance. Typically half of the
retention monies are released, the contractor’s potential liability for liquidated damages
ends and the defects rectification period begins.
 Retention
A retention is a sum of money withheld by the owner under the contract to act as security
against incomplete or defective works.
 Sectional completion
Sectional completion refers to a provision within a construction contract which allows

different completion dates for different sections of the works. This is common in larger
projects which are completed in stages, allowing the client to take possession of the
completed parts whilst construction continues on others.
 Snagging
Snagging refers to a process where the owner or the owner's agent checks for any
defects, which the contractor needs to put right before the final payment is made. The UK
consumer organization which? States that the most common issues picked up by
snagging surveys for residential properties tend to be concerned with the completion of
plastering, tiling, skirting boards and external brickwork.

1.1.3. Conditions in a Contract
A condition in a contract is an event or act that obligates a party to perform an action or
render a performance as specified in the contract. Basically, it's a certain qualification
that's placed on a promise.
The types of conditions in a contract can vary, but common ones include:
1. Conditions precedent.
2. Conditions concurrent.
3. Conditions subsequent.
1. Condition Precedent
A condition precedent specifies an event that must happen before a person is obligated to
perform the duties specified in the contract. An example of this is if an employer tells an
employee they will receive a bonus of $600 if they complete an accounting course. Until
the employee completes the course, the employer is not liable to pay the employee.
However, once the employee completes the course, the employer has to pay up.
When put in the context of sale and purchase agreements, some condition precedents
might include:
 Obtaining clearances from regulatory authorities.

 Obtaining consents from a supplier.
 Passing resolutions between the seller or buyer.
 No material changes in relation to the target company.
You can also use condition precedents in real estate transactions. An example here
might include matters related to financing a mortgage or the physical condition of the
property being sold.
2. Condition Concurrent
A condition concurrent is required when the two parties in an agreement need to take
actions at the same time. Because of this, neither party is legally obligated to perform
their part of the contract until the other side starts performing their part of the contract.

Therefore, if the two parties are serious about the deal, one of them needs to take action
to get the ball rolling. Usually, concurrent conditions are used when selling goods and in
the conveyance of land.
3. Condition Subsequent
A condition subsequent always stipulates a condition that happens after the formation of a
contract. It relates to a specific incident that can release one party from the actions listed
in the contract. You might know it better as an escape clause, and it terminates the
contract if specific circumstances arise.
Condition subsequent can be used in deeds to real property. In this case, they might
describe an event which would terminate a person's interest in the property, such as a
divorce.
An example of a condition subsequent in action could be an insurance contract. Imagine

this contract stipulates the insured must file a claim within one year of a loss. If the
insured's building burns down, they must file their suit with the insurer during this time
frame, otherwise the condition subsequent will end the insurer's liability to take action.
As a building contractor you will need to master contract administration. Not only do you
need a good understanding of contracts and the conditions that control the operation of
the project, you need to have or develop good interpersonal skills when interacting with
clients, architects, subcontractors, suppliers etc.
The contract between the client and building contractor is used as the ‘book of rules’ in
administering the work and working towards completing the contract by performance. By
‘performance’ we mean fulfilling your obligations under the contract conditions and
meeting or exceeding the expectations of the client or architect in respect of time, cost,
quality and customer service.

Communication is a fundamental element of good administration. Too often this aspect is
ignored and can lead to costly disputes that can take years to resolve and may even cost
you and your business.
The preparation of forms can simplify the process. Examples of the more common forms
used in residential construction are included in this unit.
These forms include:-
 tender letter
 variations
 extensions of time
 site instructions
 progress payments
 final account
Disputes with clients are often due to a need for better administration of the overall
contract as well as onsite activities. Small matters have a tendency to escalate in
importance if left unresolved. Good communication and interpersonal skills will develop
the trust shown by the client in awarding you construction of the project in the first place.
The job is made easier if you have good organizational skills and procedures in place to
properly document the project. Your project file should accurately record the history of the
job and should make your task of finalizing the project much easier.
Contract administration is not about one thing. It’s about:-
 communication
 organization
 procedures
 supervision
 quality
 customer service
 documentation
It is about establishing and maintaining your organization’s image and reputation as a

professional building company.

Self-Check -1 Written Test
Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page:
Part I. Choose the best answer (each 2 point)
1. ___________is a mutual or legally binding agreement between two parties based on
policies and conditions recorded in document form.
A. Construction penalty C. Construction Contract
B. Construction Parties D. All
2. Under __________Contract an owner agrees to pay a contractor a specified lump sum
after the completion of work without a cost breakdown.
A. Percentage rate Contract C. Commercial Contract
B. Special Contract D. Lump Sum Contract
3. _________ is an event or act that obligates a party to perform an action or render a
performance as specified in the contract.
A. Conflict in contract C. Life in Contract
B. Condition in contract D. None
4. Contract administration is not about one thing, its about:
A. Communication C. procedures
B. Organization D. All
Part II: fill the blank space

1. Write down the three common type of condition in contract 3 point)
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
2. Write down about five features of Construction contract ( 5 point)
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
Answer the following question!
Note: Satisfactory rating -16 points Unsatisfactory - below 16 points
You can ask you teacher for the copy of the correct answers.
Score = ___________
Answer Sheet
Rating: ____________
Name: _________________________ Date: ______________

Information Sheet 2- Carrying out Drawings against allowances.
2.1 Drawings against allowances

As -Built Drawings
As-built drawings are documents that allow a compare and contrast between the
designed versus final specifications, and provide a detailed blueprint of the building and
the land around it as actually constructed in the end. Also known as record drawings and
red-line drawings.
An as-built drawing is a revised drawing created and submitted by a contractor after a

construction project is finished. They contain any changes made from the initial drawings
during the construction process, and provide an exact rendering of the building and
property as it appears upon completion.
As-built renderings should detail the shape, dimensions, and precise locations of any and
all elements within the scope of the project. Any modifications, whether minor or major,
should be included, along with a record of approvals to go along with the changes.
As-built are a “revised set of drawings submitted by a contractor upon completion of a

project or a particular job. They reflect all changes made in the specifications and working
drawings during the construction process, and show the exact dimensions, geometry and
location of all elements of the work completed under the contract.”
The final as-built drawings include any and all of the following, as well as every other
change made during the construction phase of a project:
 Modifications
 Field changes
 Shop drawing changes
 Design changes
 Extra works
As-built drawings go hand-in-hand with as-built surveys, also called as-built maps. These
are used during the construction phase to continually track how the land and building is
changing as work progresses.

Dedicated as-built surveys make as-built drawings much easier to construct in the end,
because of the greater level of detail recorded from every stage of the project.
Who Creates As-Built Drawings?
Typically, the architects or designers who originally designed the project will also create
the as-built. They are familiar with the original specifications and are therefore the most
qualified to reflect recorded changes.
Why Are As-Built Important?
As-built, in other words, ensure that as designers, architects and contracts move on from
the project and, a resource still exists beyond the original blueprints.
Overall, as-built are important for the two main reasons:
1. Assists the Facilities Team: With a full record of change, facility teams can meet
issues faster and owners can save money down the road due to improved operations and
speed
2. Improves the Renovation Process: With a full history of project changes, owners can
see exactly what has been built and do not have to invest heavily in learning about
existing conditions
What Should Be Included in As-Built?

In order to make your as-built as clear and useful as possible, you must include a wide
variety of details and documents. This information includes, but is not limited to:
 Recording changes in scale, or ideally using the same scale as the original
drawings
 Using clear labels and descriptions rather than vague phrases such as “similar” or
“equal to”
 Including changes in sizing, materials, dimensions, location, installation, fabrication
and so on
 Noting unexpected obstructions encountered, and the solutions decided upon
 Noting dates when changes were made
 Recording any changes made as a result of final inspection
 Attaching all related shop drawings and appendices
next page:
1. in project the drawings shouldn’t be used/kept by_________________
A. Site Office C. security guard
B. Supervisor D. All
2. before starting any project its possible to ensure that drawings are adequately detailed
and checked
A. False B. True C. None
3. The different means by which drawings could be produced to help building work
progress smoothly is________________
A. color coded C. large /small size
B. Laminated D. All
4. in Project careful attention must be paid as to how drawings are going to
be_____________
A. produced C. distributed
B. Checked D. All
Part II fill the blank space
1. What is As-built drawing? (3 point)
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
2. Write down the two main reasons which make as-built drawing important. . (4 point)
____________________________________________________________
_____________________________________________________________
______________________________________________________________
________ ______________________________________________________
. Answer the following question!

Note: Satisfactory rating - 15 points Unsatisfactory - below 15 points
Score = ___________
Rating: ____________
Answer Sheet
Name: _________________________ Date: _______________
Short Answer Question

Information Sheet 3. Authorizing Variations to contracts and Taking corrective
action.
3.1. Variations to contracts and corrective action.

3.1.1. Variation
A variation is a change to a contract. A variation to a contract could include, but not be
limited to, a change to the service level or type, product, delivery, timeframe, personnel,
contractor or price. As a contract constitutes a legal agreement between the parties, there
are both legal and cost considerations to be considered prior to executing any change.
How can you vary a contract?

Contracts usually contain specific clauses that outline the variations or changes allowable
under the contract. These clauses may also detail the process or procedure to follow,
often specifying the need for variations to be executed in writing. Whilst it is best practice
for any variation to be in writing, it must be noted that a change can inadvertently be
made to a contract by verbal agreement or conduct even when there are clauses
expressly stating variations are to be in writing.
When executing a variation it is important that any agency specific policy, procedure and
delegation is taken into consideration as there are usually only a limited number of
people, within an agency, who have the delegated authority to approve variations to
contracts (refer to your agency’s Procurement Delegation Schedule). Being aware of
agency and contractual requirements should help to minimize the risk of informal contract
variations. Refer also to the Contract Variation Flowchart.
What happens if there isn’t a variation clause in the contract?

Variation clauses are not always expressly called “variation clauses”. When considering
any proposed variation it is important to first review all of the documents that make up the
contract. If it is still unclear whether or not there is a clause covering a particular variation,
seek appropriate advice.

Why should variations be in writing?
If a contract is varied based on a verbal agreement it can be difficult to determine exactly
what was agreed, particularly if things go wrong. It is always best practice to ensure that
any variations are well thought out, formally approved and executed in writing.
Reasons for variations to be executed in writing include:

• It minimizes the chance of misunderstanding as expectations and requirements are
documented.
• There is evidence referencing what was agreed and who is responsible for what
• It minimizes the risk of unwanted surprises associated with “agreed changes”.
• It formalizes the process by providing a mechanism for an official approval or
signoff.
• It will be useful if/when planning future procurements.
What are some of the key issues that need to be considered?
Before considering any potential contract variation:-
• Ensure that the variation is allowable under the contract (be familiar with all the
contract documents and what the contract covers).
• Consider any agency specific policies, procedures, templates or forms relating to
variations
• Determine who has the authority to negotiate and approve contract variations
• Ensure that the full impact of the proposed variation has been assessed (e.g.
budget, scope, risk)
• Consider the total cumulative effect of all variations that have occurred since the
commencement of the Contract as it is important that the contract continues to
reflect the original scope and cost
• Ensure appropriate stakeholders are consulted regarding the change (where
applicable)
• If unsure with any aspect of a variation, seek appropriate advice, assistance and/or
clarification.
Remember, any variation to a contract should be fully considered (including the impact
and risks), appropriately documented, be formally approved and filed with the contract
documents.

Self-Check 3 Written Test
next page:
1. Which of the following is the reason why for variations to be executed in writing.
A. There is evidence referencing what was agreed and who is responsible for what.
B. It minimizes the risk of unwanted surprises associated with “agreed changes”.
C. It formalizes the process by providing a mechanism for an official approval or
signoff.
D. All
2. Which of the followings are the key issues that need to be considered before
considering any potential contract variation.
A. Ensure that the variation is allowable under the contract
B. Determine who has the authority to negotiate and approve contract variations
C. Ensure appropriate stakeholders are consulted regarding the change D. Lump
Sum Contract
D. All
3. _________ is the change to contract.
A. Conflict C. Variation
B. Condition in contract D. None
4. Any variation to a contract should be fully considered (including the impact and risks),
appropriately documented, be formally approved and filed with the contract documents.
A. True
B. False
C. None
5. Which of the followings are the cause from which the potential contract variation may
arise from.
A. An agency requirement (policy change)
B. Price variation
C. Change to service type and time frame
D. All

Note: Satisfactory rating 10 points Unsatisfactory - below 10 points
Answer Sheet Score = ___________

Rating: ____________
Name: _________________________ Date: _______________

Information Sheet 4- Apply Back-charges.
4.1. Back Charges” in building electrical installation project

A back charge is basically an offset for unexpected costs.
Contracts provide the opportunity to recover damages when one party fails to perform.
Damages are provided in order to “place the injured party in the position they would have
been had the contract been properly performed by all parties.” This same principle
applies to back charges.
Back charges can be incurred in a few different ways:-
 Defective work/materials (cost to properly complete/replace)
 Damage to a jobsite (cost of repair)
 Cleanup (costs incurred to maintain worker safety or compliance with OSHA)
 Use of equipment (rental/use costs)
When undertaking construction works there are often instances as a head contractor
when something on a client’s site might get damaged and needs to be repaired by the
owner of the property. In this situation and other similar situations it is clear there is a loss
to the owner.
There are ways in which the above scenarios can be resolved efficiently and quickly so
that it does not leave a bad taste in the mouth of the owner. Remember it is important to
keep up the reputation of the company even if it costs the company a little bit at that point
in time. The quick resolution of these issues can mean that the company’s reputation is
maintained.
So how do you resolve the situation?

1. The rectification can be paid for directly
2. The client can issue a negative variation and not pay this amount if this is agreed
between the parties is often the simplest resolution
Quite often it is a little bit more complex than withholding some money and more complex
scenarios arise the later into a construction project you get.
For example if there is a trade that shows up late and the cleaners have been through
and they start making a mess after the cleaners have finished... WHO PAYS? Is it right
that the builder should pay again? Is it right that the client should pay again? However the
cleaner needs to be paid and the only person to blame is the contractor that did not show
up on time.

How is this resolved?
Firstly, when dealing with Back charges, you must ensure that you have given every
opportunity for the contractor to fix the problem before getting it fixed. (in the above
example it would be necessary to ask the contractor to clean up the mess to the standard
that the cleaner left it so that the client can take over the property.)
Secondly, IN WRITING advise the contractor that they will be charged the cost of
cleaning up the mess. THIS IS IMPORTANT.
Thirdly, instruct the cleaner to do the works issuing a positive variation to the cleaner.
Fourthly, issue a negative variation to the contract sum to the contractor that made the
mess that the cleaners cleaned up.
4.2. Keys to Success with Back Charges

Back charges can be tricky if you’re not careful. The two main things to keep in mind are
communication and documentation. (Honestly, most construction disputes could be
resolved by the combination of communication and documentation but that’s a blog post
for another day!)
1. Communication
Best practice is to have any back charge notice requirements explicitly stated. Make sure
that the subcontract provides you with reasonable notice provisions. Meaning, if and
when you incur back charges, be sure you are notified of the charges and provided with
an ample amount of time to correct, repair, or clean up any issues caused by your team’s
work.
2. Documentation
Whether you are the General contractor (GC) or the sub contractor, proper and
meticulous documentation is key! For GC’s: include as much detail as possible when
sending notice of defective work. If the sub decides to take remedial action, take progress
photos for your records. If the back charges are challenged for any reason, it’s crucial to
have sufficient proof that it was caused or incurred directly by that specific sub.

next page:
1. ______ an offset for unexpected costs to cover damage
A. Back charge C. change to service delivery
B. Back change D. All
2. In which of the following different ways Back charges can incurred.
A. Defective work/materials (cost to properly complete/replace)
B. Damage to a jobsite (cost of repair)
C. Use of equipment (rental/use costs)
D. All
E. B & C are correct
3. Which of the followings are sentences discuss how back charge is resolved.
A. you must ensure that you have given every opportunity for the contractor to fix
the problem
B. IN WRITING advise the contractor that they will be charged the cost of cleaning
up the mess.
C. Instruct the cleaner to do the works issuing a positive variation to the cleaner.
D. All
1) Explain the two main things to keep in mind in order to success with Back charge.
(4 point)
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________

Note: Satisfactory rating 10 points Unsatisfactory below 10 points
Score = ___________
Answer Sheet Rating: ____________
Name: _________________________ Date: _______________

Information Sheet 5. Authorizing Payment of invoices for material supply.
5.1 Payment of invoices for material supply.

5.1.1. Payment of delivery Invoices
An invoice is a document issued by a vendor to a purchaser, setting out the products or
services that they have purchased (or have agreed to purchase) and the amount that is
payable. Invoices can be sent before or after the delivery of products or services, and
typically include a payment due date. An invoice can also be sent after a purchase order
has been agreed.
The information set out on an invoice will typically include:
 Date that the invoice was created.
 Names and addresses of customer and supplier.
 Description of items or services purchased.
 Prices and any added VAT.
 Terms of payment (i.e. how long the purchaser has to pay the invoice).
 Payment method (such as bank account details).
Late payment of invoices is a problem for most suppliers of goods and services. In tough
economic times the problem gets worse as cash retention becomes a greater priority.
Materials and supplies being delivered to the site need to be paid for as soon as possible
often the materials are delivered by companies that have accounts with the Builder.
Money can easily be lost if deliveries are overpaid or time can be lost if accounts are not
paid on time.
The question that we are going to examine is how you account for deliveries and track
payments whilst ensuring companies are not overpaid.
There are a number of pieces of paper that are involved with any delivery of materials or
supplies to a building site.
Each of these papers is interrelated. These are:
1) Order form or Purchase order docket this is produced by the builder prior to
delivery to site.
2) Delivery docket this arrives with the delivery and is signed for by the site manager
or similar. This should be cross checked against the purchase order or Order form.
3) Invoice for payment this arrives at the company office as opposed to the building
site and relates directly to the delivery docket.
This should be cross checked with the delivery docket ensuring that everything charged
for has been signed off as delivered and the order form ensuring that what was delivered
was ordered.

Quite often issues arise if some of the above steps are missed or not carried out correctly
resulting in arguments over payment and what was or was not delivered to site.
next page:
1._______ is a document issued by a vendor to a purchaser, setting out the products
or services that they have purchased and amount is payable.
A. An invoice C. Debit
B. Interest D. None
2. Which of the following is the information set out on an invoice:
A. Date that the invoice was created.
B. Names and addresses of customer and supplier.
C. Description of items or services purchased.
D. All
E. A & C are correct
3. Which of the following sentence is true about invoice.
A. Invoices can be sent before or after the delivery of products or services.
B. Typically include a payment due date.
C. An invoice can also be sent after a purchase order has been agreed.
D. All
E. None
1) Describe the three interrelated paper used for payment of delivery invoices (6 point)
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________

Score = ___________
Name: _________________________ Date: _______________

Short Answer Question
Information Sheet 6. Completing and processing Insurance claims for site
loss or damage.
6.1. Insurance claims or site loss or damage.

6.1.1. Electrician & Electrical Business Insurance
If you work on electrical systems at residential and commercial job sites, you can face
dangerous situations. Running an electrician business means dealing with unique risks
because you handle:
 Live wires
 Active circuits
 Specialized equipment
On top of any issues unique to your business, you can also face other common risks that
small business owners deal with, like property damage or losing important documents.
Electrician and electrical contractor insurance can help protect your business from these
risks.
What Is Electrician Insurance?
Electrician insurance is business insurance for electrical contractors. It helps protect your
business from a wide range of risks.
Business Owner’s Policy (BOP) is a good place to start for your electrician insurance
plan, because it helps protect your electrician business the same way a homeowners
insurance policy helps protect your home and personal possessions.
BOP combines three coverage that are essential to many small business owners, so you
can save money on insurance rates while protecting your business with one policy.
Electrician liability insurance: This is also known as general liability insurance. It helps
protect your business from claims alleging bodily injury or property damage, like if a
customer gets hurt in your office or your employee damages their property while doing
electrical work at their home. General liability insurance for electrical contractors also
helps protect you from claims alleging libel and slander.

Commercial property insurance: This helps protect your business’ physical location. It
also helps cover the tools you use to conduct your business, such as ladders and voltage
meters, whether you own or lease your business’ property.
Business income insurance: This helps you recover your business’ lost income if you
can’t open because of covered property damage.
6.1.2. Completing and processing Insurance claims
Insurance claims
Accidents occur on building sites and occasionally they damage materials or the fabric of
a building. Sometimes they are caused by malpractice or negligence and sometimes by
mistakes during construction. The main question when damage to property, building
fabric or product occurs on a building site is who pays?
The above is the reasons why we have insurance policies that cover every step of the
building process. The biggest question is how you make an insurance claim.
This is quite often undertaken by the insurance company. It should be noted however that
there are a number of things that you can do to help make an insurance claim.
Steps Involved in Claims Processing:
Primarily, claims processing involves three important steps:
1. Claims Adjudication
2. Explanation of Benefits (EOBs)
3. Claims Settlement
As soon as the damage theft accident or whatever the scenario occurs it is important to
document the situation clearly and logically so that the insurance company can see proof.
This proof can be shown through photos or evidence of delivery and the subsequent
value of the product. Details in site diaries are very important.
Calling the insurance company and stating that you would like to make a claim quoting
the policy number and you can start the process rolling to recover the loss that has
occurred.

In some cases this will be money and in other cases it will be product or material.
Whatever the situation it is important to start the process as quickly as possible so that
the information can be passed onto the insurance company before it becomes vague.
If the damage was caused by vandals or there is theft it is essential that the police are
called and a police case report number is issued by the police and that this is given to the
insurance company.
How to Write an Injury Claim Notification Letter
Your injury claim starts with notifying the insurance company.
Most personal injury claims are settled by the at-fault party’s insurance carrier. Your claim
begins with notifying the insurance company of your intent to seek compensation for your
injuries. To write an impressive letter your notification letter should be simple and stick to
the facts.
 Your letter should include:

 Letter date
 Your full name and contact information
 Injury date and location
 Brief description of the incident, such as “car accident” or “slip and fall”
 The at-fault party’s name and contact information
The at-fault party’s insurance policy number, if available Make a copy of the signed letter
for your records.

Notification Letter Template
[YOUR FULL NAME]

[YOUR STREET]
[YOUR CITY, STATE]
[DATE OF LETTER]
Date the letter the same day you mail it, just as if the letter were coming from an
attorney’s office. Notice dates are an important part of your injury claim timeline.
[INSURANCE COMPANY NAME]
[INSURANCE COMPANY STREET]
[INSURANCE COMPANY CITY, STATE, ]
Attn: Claims Department
Your Insured: [AT-FAULT PARTY NAME]
[AT FAULT PARTY STREET]
[AT-FAULT PARTY CITY, STATE, ZIP]
Policy Number: [POLICY NUMBER]
Try to provide the full name and address of the at-faulty party. If you know their
insurance policy number, include it here.
Re: [TYPE OF CLAIM] injury on [DATE OF INCIDENT]
Name the type of incident and the date it happened, such as “Auto Accident on
February 12, 2020”
To Whom It May Concern:
On [DATE OF INJURY] at approximately [TIME OF DAY], I was injured by a
[TYPE OF CLAIM] that happened at [LOCATION].
Please provide written confirmation of your liability coverage for the insured
referenced above. You may contact me in writing at my above address, or
electronically at [YOUR EMAIL ADDRESS]
Ensure your privacy by using a personal email address, rather than your work
email. Employers have legal access to your workplace correspondence,
including email.
Please let me know immediately if there are other insurance policies relevant to
my injury claim, or if you become aware of other potentially liable parties.
Thank you for your prompt attention to this matter.
Sincerely,
[YOUR NAME]
Type your full name at the end of your letter, with room above for your signature.

Sample Notification Letter for Slip and Fall Claim
Kelly R. Wilson
1234 Main Street
Jefferson, NY 12345
August 26, 2020
Classic Insurance Company
101 High Street, Suite 16
New York, NY 10002
Attn: Claim Department
Your Insured: Standard Supermarket
1215 Roe Boulevard
Bastion, NY 11799
Standard Supermarket Policy Number: ABC1492
Re: Slip and Fall on August 23, 2020
To Whom It May Concern:
On August 23, 2020, at approximately 10:00 a.m. I was injured by a fall in the Roe
Boulevard store in Bastion, NY.
Save the details for later. You don’t need to explain the circumstances leading to your
injury, such as water on the floor.
Kindly provide written confirmation of your liability coverage for the insured referenced
above. You may contact me in writing at the address above or by email to
kellywilson@example.com.
Please let me know immediately if there are other insurance policies relevant to my
injury claim, or if you become aware of other potentially liable parties.
In premises liability claims, the more than one entity might be liable for your injuries. For
example, the store owner might share blame with the freezer company if a defective
freezer leaked on the floor, causing your fall.
Additionally, please instruct your insured to preserve and retain any information that
may be relevant to my injury claim, including, but not limited to video or audio footage
recorded on August 23, 2020, photographs, written or electronic reports, handwritten
notes, and all other evidence relating to the incident.
There might be crucial evidence you don’t know about yet. Words like “including, but not
limited to” make it harder for the at-fault party to justify spoiling evidence that might help
your case, even if you don’t specifically mention it.
Thank you for your prompt attention to this matter.
Sincerely,
Kelly R. Wilson
next page:
1. To be part of electrical business insurances because running an electrician business
means dealing with unique risks because you handle:
A. Live wires C. Specialized equipment
B. Active circuits D. All
2. Which of the following is the information to be included in claim notification letter.
A. A Letter date
B. Your full name and contact information
C. Injury date and location
D. The at-fault party’s name and contact information
E. All
3. In claim notification process, claims begin with notifying the police.
A. True B. False C. None

1. Explain the three claim processing steps. (9 point)
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________


Rating: ____________
Name: _________________________ Date: _________________

Information Sheet 7. Conducting and supervising Administrative
processes with reference to regulatory and organizational requirements.
7.1. Regulatory and organizational requirements Administrative

processes.
Regulatory Compliance and regulatory requirement
Regulatory compliance, also called business compliance, refers to any organization’s

obedience to the laws, regulations, and other rules that govern all organizations.
A regulatory requirement is a rule that a government entity imposes on an organization.

Some federal and state laws govern virtually all organizations. Regulations govern how
organizations manage their business and employees and how they interact with
customers, among many other areas.
Overall Goals of Regulations
Generally, regulations are implemented to protect someone or something, whether it be

employees, consumers, the public at large, or the integrity of commerce or of business
processes. The entities overseeing regulation often focus on several primary areas,
including the following:
 Establishing and implementing controls at organizations

 Keeping abreast of and assessing how organizations are complying with laws and
regulations
 Identifying and remediating areas where organizations are not complying
 Providing ways for organizations to report on their compliance with laws and
regulations
In general, for building electrical installation project to conduct and supervise

administrative process managers should follow Regulatory and organizational
requirements listed below:-

7.1.1. Building approval and conditions
Building approval, or building certification, refers to the construction activities of the

proposed use or development and whether the end result complies with the relevant
standards, codes and acts for building and plumbing/electrical installation works.
Building approvals are assessed against the Building Code of Australia and relevant state
plumbing and building regulations. These approvals are necessary to ensure and control
the safety of structures/electrical installation work.
Building approvals depend on the type of structure, for example a residential house will
look at different aspects compared to a multistory commercial of mixed used building.
Common aspects usually assessed under a building approval can include:
 Appropriate installation methods and fixtures/appliances.

 Sewerage, plumbing and drainage of the building.
 The buildings structural integrity.
 Appropriate fire safety and pest protection.
 Works complies with building laws, including the building code
 The general safety of the building.
7.1.2. Contract documents
Construction “Contract Documents” are the written documents that define the roles,
responsibilities, and “Work” under the construction Contract, and are legally-binding on
the parties (Owner and Contractor). Contract document is those items so designated in
the Agreement, and which together comprise the Contract.
 Bidding Documents: The Bidding Requirements, the proposed Contract

Documents, and all Addenda.
 Bidding Requirements: The advertisement or invitation to bid, Instructions to
Bidders, Bid Bond or other Bid security, if any, the Bid Form, and the Bid with any
attachments.
 Drawings: The part of the Contract that graphically shows the scope, extent, and
character of the Work to be performed by Contractor.

 Specifications: The part of the Contract that consists of written requirements for
materials, equipment, systems, standards, and workmanship as applied to the Work,
and certain administrative requirements and procedural matters applicable to the
Work.
 Shop Drawings: All drawings, diagrams, illustrations, schedules, and other data or
information that are specifically prepared or assembled by or for Contractor and
submitted by Contractor to illustrate some portion of the Work.
 Project Manual: The written documents prepared for, or made available for,
procuring and constructing the Work, including but not limited to the Bidding
Documents or other construction procurement documents, geotechnical and existing
conditions information, the Agreement, bond forms, General Conditions,
Supplementary Conditions, and Specifications.
7.1.3. Engineer reports
In conducting and supervising administrative processes of the projects this engineer

report is very important. Engineer report cover the condition in Designing, maintaining,
implementing, or improving electrical instruments, facilities, components, equipment
products, or systems for industrial, commercial or domestic purposes.
7.1.4. Environmental standards
Environmental standards are administrative regulations or civil law rules implemented for
the treatment and maintenance of the environment. Environmental standards are typically
set by government and can include prohibition of specific activities, mandating the
frequency and methods of monitoring, and requiring permits for the use of land or water.
Environmental standards may be used produce quantifiable and enforceable laws that
promote environmental protection.
7.1.5. Planning and scheduling
Planning and scheduling are distinct but inseparable aspects of managing the successful
project. The process of planning primarily deals with selecting the appropriate policies
and procedures in order to achieve the objectives of the project. Scheduling converts the
project action plans for scope, time cost and quality into an operating timetable.

Taken together with the project plan and budget, the schedule becomes the major tool for
the management of projects.
7.1.6. Plans and specifications
Plan and spec is a method of commercial construction project delivery where design
drawings (or plans) are created along with written specifications (or specs) to further
describe the equipment and parts shown in the drawings. One of the biggest reasons
Owners choose Plan & Spec is because construction costs are more defined. After the
design is completed, the Owner can send out the construction documents for bid.
7.1.7. Safety management plans
The Safety Management Plan is a working document, which outlines all of the actions to
be carried out to ensure the safety and health at the work place. This document is
fundamental to the management of safety by the Health and Safety Committee and
Management. The sort of issues which should be addressed in the Safety Management
Plan include: -
 Important committee or safety related meeting dates

 Dates to review policies, manual or work procedures
 Dates required for major hazard analyses to be completed
 Outcomes or actions following review of hazards, accidents or statistics
 Actions, dates and responsibilities to complete agreed actions
 Achievement of actions
7.1.8. Site consultations
The Consultation Program is a broad network of occupational safety and health services
funded primarily by federal OSHA. The Consultation Program exists to help you, the
employer.

Consultation assistance can be comprehensive, going well beyond the minimal
requirements of OSHA regulations. Consultants can evaluate your workplace’s
mechanical systems, physical work practices, and environmental hazards.
Consultation offers you an array of services. Consultants can:
Help you recognize hazards in your workplace.
 Suggest approaches or options for solving a safety or health problem.

 Identify sources of help available to you if you need further assistance
 Provide you with a written report that summarizes the findings
 Assist you in developing or maintaining an effective safety and health program
 Offer training and education for you and your employees at your workplace and, in
some cases, away from your worksite.
 Recommend you for recognition by OSHA’s Safety and Health Achievement
Recognition Program (SHARP).
7.1.9. Wage and taxation requirements.
A wage is monetary compensation (or remuneration, personnel expenses, labor) paid by

an employer to an employee in exchange for work done. Payment may be calculated as a
fixed amount for each task completed (a task wage or piece rate), or at an hourly or daily
rate (wage labor), or based on an easily measured quantity of work done.
A good tax system should meet five basic conditions: fairness, adequacy, simplicity,
transparency, and administrative ease.
 Fairness, or equity, means that everybody should pay a fair share of taxes. There
are two important concepts of equity: horizontal equity and vertical equity.
 Adequacy means that taxes must provide enough revenue to meet the basic needs
of society. A tax system meets the test of adequacy.

 Simplicity means that taxpayers can avoid a maze of taxes, forms and filing
requirements. A simpler tax system helps taxpayers better understand the system
and reduces the costs of compliance.
 Transparency means that taxpayers and leaders can easily find information about
the tax system and how tax money is used.
 Administrative ease means that the tax system is not too complicated or costly for
either taxpayers or tax collectors. Rules are well known and fairly simple; forms are
not too complicated; the state can tell if taxes are paid on time and correctly, and the
state can conduct audits in a fair and efficient manner.
How to Implement an Effective Regulatory Compliance Plan
Because regulatory compliance is such a big deal, your business needs to take a
comprehensive, intentional approach to creating an effective regulatory compliance
program. Thorough training should accompany the program’s implementation to ensure
employees understand the importance of regulatory compliance and how it impacts their
day-to-day jobs.
Follow these guidelines to establish a regulatory compliance program:-
Conduct a compliance audit
Your first step to regulatory compliance starts with a comprehensive audit to determine a
compliance baseline and identify where any problem areas lie.
You’ll look at the strengths and weaknesses of everything from security policies to risk
management procedures. Assessing risks, for example, allows you to not only identify
them and their likelihood for occurring but also their potential impact on your business.
Once you identify your weaknesses, compliance gaps, or problem areas, then you can
put best practices in action.
If you don’t already, you should be reviewing and tracking how much compliance
violations have cost your business. Doing so can help when it comes time to ask for
budget to mitigate these compliance issues. How? By enabling you to prove out how
much per year the violations are costing your company.
Compliance officer
The designated role of a corporate compliance officer (CCO) is gaining prominence in

many businesses. The CCO serves as the point person who champions corporate
integrity, accountability, and ethics. With the time-intensive oversight involved in
implementing and monitoring a compliance program, the CCO’s sole focus is to stay on
top of the ever-evolving regulatory landscape and make the necessary compliance
decisions.
Establish and maintain your policies and procedures
It isn’t enough to simply have policies and procedures. They need to address the specific
compliance areas identified in the audit listed above. Plus, they need to be reviewed
regularly to stay current with the always-changing regulatory landscape. Again, that’s why
it’s helpful to designate a CCO.
In addition to having targeted policies and procedure tied to compliance, a key component
of policy management involves the need to track when employees have read and signed
your policies.
This plays a huge role in being able to prove compliance down the road, if necessary. If
you can show the employee knew the policy, read and acknowledged it, and violated it
anyway, then the company’s liability significantly decreases. This provides a much strong
position to take action against that employee.
Regulatory compliance training
Just like having your policies and procedures tied to compliance issues, you want to “train
to your policies.” If the policy is written to address specific compliance issues, then your
training should reinforce that behavior and ensure employees comprehend what they are

supposed to do. Employees at every level need to adopt the philosophy that compliance
is “everybody’s business” – even if you have a designated CCO to oversee your
corporate compliance program. (That’s a key part of your training, as well.)
When you’re entire workforce understands the importance of compliance (and their role in
making it happen), it distributes the knowledge broadly. Compliance isn’t about a handful
of people who know the latest regulations and what that means for operations. Rather,
everybody is up to speed on the latest changes and they’ve been trained on how it
impacts them.
Continual improvement
Compliance is not a one-and-done program. Your company needs to build in regular

review periods and audits. Plus, your organization should seek input from subject-matter
experts (ideally, the CCO) who can track regulatory changes and understand their impact
on your business. This allows you to continually assess the effectiveness of the program
and be proactive in your actions.
It helps to automate this review process so nothing falls through the cracks. That’s one of
the powerful benefits of regulatory compliance software. It allows you to set workflows
and reminders to route it to the appropriate people who need to review and make
changes.
Now that you understand the critical importance of regulatory compliance (and the
challenges you might face), you can use the above guidelines as your action plan.
These steps will help you create an effective regulatory compliance program in your
business that protects your resources, your reputation, and your internal and external
audiences.

next page:
1. _________is a rule that a government entity imposes on an organization.
A. Regulatory requirement C. Process
B. Goal D. All
2. _____ refers to the construction activities of the proposed use or development and
whether the end result complies with the relevant standards, codes and acts for
building and plumbing/electrical installation works.
A. Building Approval C. Building Certification
B. Building construction D. All Except “B”
3. _______are the written documents that define the roles, responsibilities, and “Work”
under the construction Contract, and are legally-binding on the parties (Owner and
Contractor).
A. Construction C. Owner document
B. Contract document D. Parties
4. ___________ is a working document, which outlines all of the actions to be carried
out to ensure the safety and health at the work place.
A. Management C. Safety management plan
B. Safety letter D. Safety First
5. Which of the following is A good tax system should meet five basic conditions
A. Adequacy C. Fairness
B. Transparency D. All
1. Write down the five guidelines to establish a regulatory compliance program 5pt
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
2. Write down about 5 items designated in agreement and together compromise
contract. 5 point
________________________________________________________
________________________________________________________
________________________________________________________
You can ask you teacher for the copy of the correct answers. Score = ___________
Rating: ____________
Answer Sheet
LG #56 LO #2- Supervise and maintain on-site communications
Instruction sheet
This learning guide is developed to provide you the necessary information regarding the
following content coverage and topics:
 Maintain on-site communication Diary and events,
 Preparing and issuing File notes detailing specific instructions.
 Preparing and keeping Site reports detailing specific supervisory inspections
 Communicating Variation requests.
 Communicate Requests for extensions of time.
 Communicate in writing Notice of unsatisfactory.
 Conducting and supervise Administrative processes.
This guide will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:
 Maintain Diary of on-site communication and events including communications with
clients, contractors, inspections, union matters and suppliers.
 Prepare and issue File notes detailing specific instructions.
 Prepare and keep Site reports detailing specific supervisory inspections.
 Communicate Variation requests or requirements to the appropriate person.
 Communicate Requests for extensions of time to the appropriate person.
 Communicate Notice of unsatisfactory work in writing to the appropriate individuals.
 Conduct Administrative processes and Supervise with reference to relevant
regulatory and organizational requirements.
3. Read the information written in the “Information Sheets”. Try to understand what are
being discussed. Ask your trainer for assistance if you have hard time understanding
them
5. Ask from your trainer the key to correction (key answers) or you can request your
trainer to correct your work. (You are to get the key answer only after you finished
answering the Self-checks).
7. If your performance is unsatisfactory, see your trainer for further instructions or go back
to Self-checks).

Information Sheet 1 Maintain on-site communication Diary and events
1.1. Diary of on-site communication and events

1.1.1. Site diary
Site diary is referred to as the construction log or site journal, the site diary is your
construction project’s record of all its worksite progress including all events and activities
that could affect your construction progress and quality of your completed work.
The site diary provides information about all important events during the construction of a
building. Thus, it plays a significant role in capturing evidence of delivered or missing
services in the course of construction projects.
The site diary records the construction progress as well as various occurrences on the
construction site. This includes, for example, the occurrence of construction defects.
Thus, the documentation around a project is an important basis for clarifying any facts
and responsibilities.
Site diaries are the backbone of construction site reporting. They are used to document
daily site progress and ensure any project hiccups or claims can easily be traced back to
a site diary or other document to prove exactly what happened - along with supporting
evidence and signoff. Site diaries are often the final proof in small and large court cases
and claims.
A Site Diary is a document of "first record"; a site diary is where a competent site
supervisor initially records any occurrences on site.
Some items (example Variations) would then be further copied in to secondary
doucments (example Variation register Site diaries are also a place for supervisors to
record contact details and other items specifically related to a given project for quick
referencing. It is essential that a Site Diary MUST be filled out DAILY and as incidences
occur.

Why is it important to keep a construction site diary?
It is important to keep a construction site diary as construction logs are a great tool to
demonstrate what work was done, which tasks were completed, what problems were
solved and what issues were outstanding on specific days. Daily logs compound to an
archive of records that may be useful at any time. All verbal agreements and deals come
and go but recorded documents can always be retrieved.
What should I include in my construction site dairy?
Since the site diary is a formal record of your construction project’s worksite progress, it
should include all events that could affect the progress and your quality of finished work.
In the modern fast-paced construction world, document control and management is
imperative for every construction project. No matter what role you play in the project
manager, site manager, estimator, contracts manager everyone has the administrative
responsibility that is critical for your project’s success.
For the person in charge of the daily site activities, the daily construction log or site diary
is a very important administrative tool. Other than being an essential record of your
project’s development, your site diary also acts as substantial documentation for many
other construction contract aspects.
Usually, it’s the site foreman or inspector who records all the site information while the
site agent or contractor representative checks the data entries and signs the site diary.
The usual site diary usually includes, but is not limited to the following:-
 The date and weather conditions
Site diary entries of dates and weather condition reports can help support your
requests for work extensions or provide evidence for work delays.
 The number of workers in various trades
Keeping a record of the people on site (including subcontractor companies, their
workers and their hours) helps you organize appropriate worker amenities that are
specified by law (for example: commute, accommodations, toilets, showers, mess
hall, etc.).

 Materials delivered to the site, the quantity used and retained
Having delivery tracking of materials provides you with what has been delivered from
all your purchase orders for a specific project.
 Items of plant on site, working or idling, including reasons for being idle
“Plant” refers to any heavy machinery or equipment used on site. Logging plant
details ensure proper handling of equipment and machinery including issues, delays
and their solutions for future reference.
 Any concreting activity, the location and quantity of the mixes poured
Recording concreting activities provide a history that concreting processes have
been followed.
 A brief description of the completed work with the approximate amount
done
Logging your completed work alongside the amount of work done including labour
hours and contractors ensure retrievable proper work methodologies and workflows
have been implemented.
 Complaints, accidents or incidents
Having a log of the complaints, accidents and incidents on-site allows you to solve
and avoid similar issues.
 Any work carried out in connection with the utility service
Documenting such furnishes easy tracking as needed.
 Instructions issued to the contractor
Filing instructions to the contractor allows accountability for tasks and works
done. The bulleted item titles mentioned here are taken verbatim from the book,
Modern Construction Project Management, Second Edition (Tang et al., 2003).
Ideally, the more data your on-site teams can consistently capture on a daily
basis, the better will be your team’s understanding of work trends, progress, and
unforeseen costs.

A construction site diary is very important and you do need it even just for these four
practical reasons that are basically a simplified summary of the above paragraphs:
1. You can use your site diary as documentary evidence in any case of construction
site disputes. It is always admissible in court.
2. Your construction logs will be requested in any accident investigation. Work covers
and insurance companies will need your site diary for their investigations.
3. Your site diary will be very handy in monitoring and maintaining your hire
equipment to avoid unnecessary multiple hiring.
4. Your site diary also records worker attendances for easy contractor invoicing and
charge outs.
In addition, depending on your role on site, you may be charged with completing more
information surrounding labor, plant, equipment, materials and expenses.
The most important part of your site diary etiquette is that you do it daily - and when
specific incidents occur. Your site diary is your document of first record - and it is the
reference point for many other important documents, such as variations.
The communication process is probably the single most important factor in the day to day
activities of a building supervisor.
All building organizations require essential communication links between the different
levels of the hierarchy. Communication has a direct association with performance i.e. the
better the communication process, the greater the performance. Because performance is
inextricably linked to profit, it is desirable for management to adopt sound communication
strategies from the outset; this becomes a major platform in on-site culture.
Effective communications will stop confusion occurring between the sender and receiver
of a message whether it is written or verbal. Communication is a two way process that
involves listening to the feedback supplied when instruction is given.

Feedback should be encouraged so that the supervisor can determine if the information
which is given out in digestible amounts is clearly understood.
How well you perform your activities and how they are seen by workers will be
determined importantly by your communication skills. People do not communicate all their
thoughts and feelings. People commonly use poor communication techniques which can
lead to confusion.
Confusion can be caused during communication by:
 Hearing what we expect to hear

 Using the wrong methods e.g. telling as against providing written information
 Ignoring information that conflicts with what we know
 Evaluating the source of information
 Having different perceptions
 Using words that have different meanings for different people
 Use of jargon and technical terms
 Inconsistent non verbal signals
 The effects of emotions
 “noise” and other interruptions

Site diary and templates
Date: Day name / Date / Month / Year

Site Attendance : Trade No. Weather
Visitors
Plant Hire
Works Progress Materials
Delays
Inspections
Comments Instructions - Variations
Accidents - Incidents
Signed: Site Manager:

Page 2 Used Yes No
Where there is insufficient space to record information add Site Diary: Page 2 Notes

In maintaining dairy of on site communication and events the followings are the lists of
on site communication:-
1.1.1.1. Allocating and managing human resources
1.1.1.2. Applying communication and interpersonal skills.
1.1.1.3. Communicating with regulatory authorities.
1.1.1.4. Dispersal and scheduling of plant and equipment
1.1.1.5. Maintaining environmental controls and obligations
1.1.1.6. Managing expenditure
1.1.1.7. Participating in on-site meetings
1.1.1.8. Placing orders for supplies or equipment
1.1.1.1 Allocating and managing human resources
Being the manager of the organization, one is tasked with the responsibility of acquiring,
coordinating, scheduling and planning all resources to reach the goals. Organizational
resources can be human resources, physical resources, financial resources etc. Some
organizations are so big that they cannot bring all the resources together and monitor
them one by one, it becomes hard to handle. Therefore, effective resource allocation
becomes crucial for all organizations.
Managing human resources involves recruiting people, developing people, maintaining
the right mix of people, and creating conditions that will result in high motivation of
individuals.
Challenges in Resource Allocation:
The problem arises when the resources are not handled properly and effectively. The
improper planning of resources and lack of coordination results in wastage of time.
Organizations would not be able to achieve their goals without using a resource allocation
software that helps in allocating & managing resources. The main motive of an
organization is to achieve targets.
To make use of your 100% of your resources, effective resource management should be
your first step.

When human resources are not used productively, employees tend to waste a lot of time
being idle. This is the work time that could have been useful to the organization but due to
improper management of resources, you have wasted it
Need of Resource Allocation:
Changes in the technology meant that things can be done in a more productive and
efficient manner which would help reduce both time and effort going into resource
scheduling. Resource allocation tool is the foundation of growth and stability for any
organization.
1.1.1.2 Applying communication and interpersonal skills.

What is interpersonal communication?
Interpersonal communication is the process of face-to-face exchange of thoughts, ideas,
feelings and emotions between two or more people. This includes both verbal and
nonverbal elements of personal interaction.
What are interpersonal skills?
Interpersonal skills are traits you rely on when you interact and communicate with others.
They cover a variety of scenarios where communication and cooperation are essential.
These skills involve the ability to communicate and build relationships with others. Often
called people skills, they tend to incorporate both your innate personality traits and how
you’ve learned to handle certain social situations. Effective interpersonal skills can help
you during the job interview process and can have a positive impact on your career
advancement.
Some examples of interpersonal skills include:

 Active listening
 Teamwork
 Responsibility
 Dependability
 Leadership
 Motivation
 Flexibility
 Patience
 Empathy

In a work environment, strong interpersonal skills are an asset that can help you navigate
complexity, change and day-to-day tasks.
How to improve interpersonal skills
Consider the following ways to improve your interpersonal skills:

1) Attend workshops or online classes. There are several workshops, online classes
and videos on ways you can practice building interpersonal skills. While many are
free, some are available at a cost
2) Seek out opportunities to build relationships. If you work from home or do not
otherwise have many opportunities to build interpersonal skills, you might consider
joining a group.
3) Be thoughtful about ways your interactions could improve. Take time to review
the interactions you have and consider ways you could have interacted more
effectively.
4) Ask trusted friends or colleagues for constructive criticism. It is helpful to get a
third-party perspective about your skill level and specific ways you can improve.
5) Seek out mentorship. Asking someone you trust, admire and respect to counsel
you on improving interpersonal skills and advancing in your career overall can be an
extremely effective way to learn.
6) Observe other positive interpersonal interactions. It can also be helpful to learn
by seeing others use interpersonal skills.
1.1.1.3 Communicating with regulatory authorities.

What does regulatory authority mean?
A regulatory agency (also functional agency, regulatory authority, regulatory body or
regulator) is a public authority or government agency responsible for exercising
autonomous authority over some area of human activity in a regulatory or supervisory
capacity.
What do regulatory authorities do?
Regulatory agencies implement and enforce laws enacted by legislatures. They
implement laws by the regulation making process. Enforcement involves the monitoring
and investigation of businesses for compliance. If a business violates a regulation, the
agency is usually vested with the authority to impose a penalty.
A regulatory agency is a governmental body that is created by a legislature to implement
and enforce specific laws. An agency has quasi-legislative functions, executive functions,
and judicial functions.

Regulatory agencies serve two primary functions in government: they implement laws
and they enforce laws.
Regulations are the means by which a regulatory agency implements laws enacted by
the legislature. Regulatory agencies use a specific procedure to create and implement
regulations.
We'll use the federal process as an example:
1) Advance notice
An agency that is about to start drafting new regulations will publish advance notice
of its proposed rulemaking in the Federal Register, which is available to the public
and usually monitored by industry experts to stay informed of proposed changes in
regulations or proposed new regulations.
2) Proposed regulation
The regulatory agency will draft the proposed regulations to fulfill the requirements of
the law upon which the regulation is based. For example, if a new law is passed by
Congress that limits water pollution produced by a business, the agency will develop
regulations that carefully outline the limits of pollution, how the limits are measured,
reporting requirements, enforcement powers vested in the agency, and penalties the
agency is entitled to impose under the law.
3) Public comments
The proposed regulations are published and the public is invited to comment. It's not
unusual for industry leaders and interest groups to comment in an attempt to modify
the rules to advance their particular interests.
4) Review of comments
The agency will review the public comments and may or may not make any changes
based upon them.
5) Final regulation
The completed regulation is published in the Federal Register and will eventually be
added to the Code of Federal Regulations, which is essentially a list of all the
federal regulations, broken up into titles and chapters.
6) Implementation
The regulation is implemented, or made effective, and enforcement commences.

1.1.1.4 Dispersal and scheduling of plant and equipment
Plant and equipment
Plant refers to the larger mechanical pieces of machinery which may be used on-site,
such as a tower lift or compressor. The term equipment describes the smaller non-
mechanical tools such as ladders and wheelbarrows.
Plant and equipment requirements are usually determined at the estimating stage of the
project and/or when the project schedule is prepared. These requirements can also be
determined when the sub-contractors' groups are organized or when the type of work is
planned.
The right piece of machinery for the job helps to ensure a safe working environment, as
well as protect the quality of the plant. Items that must be considered are: machine
capacity; horsepower; range and limit of machine in terms of what operating parameters
are safe, and when a change in these conditions can be potentially hazardous; safety
features and retrofits; and monitoring and maintenance equipment.
Plant Scheduling
This is a simple and easy to use, one-sheet worksheet that will allow you to monitor,
analyze and schedule the Property, Plant & Equipment (PP&E) of your business over a
5 year period. PP&E is made up of tangible capital assets.
To keep track of where plant items are being used on jobs, you can schedule them, or
alternatively, check out a plant item to an employee. Since you are not allowed to double-
book plant items, you always know where your plant items are and which ones are still
available.
You can check out plant items to employees when needed, then check them back in
when they are finished using them, so that you always know who is using what
equipment. You can also track when plant items are due to be serviced for maintenance.

1.1.1.5 Maintaining environmental controls and obligations
Implementing an environmental management system has several advantages for the
organization, its clients and the wider public. The organization can save costs from
improved efficiencies and energy efficiencies.
The elements of the environmental management system in place are explored below:-
Environmental policy
The organization has a sound environmental policy that demonstrates their intent that
operations will be effectively managed, environmental impacts minimized and that the
operation of the business are continually improved. This policy, signed by members of the
board of directors and the company’s environmental manager is displayed on the staff
intranet, canteen, changing rooms, and offices.
It clearly states what the organization is committed to, their objectives and how they
intend to achieve these. Some of its key objectives include:
 Undertaking all activities in an environmentally responsible manner
 Fostering a pan-company environmentally responsible culture
 Compliance with applicable environmental legislation
 Continually striving to prevent pollution, reduce waste and energy use and limit the
use of non-sustainable natural resources
Site environmental management system
Prior to commencing work on any project the organization develops site environmental
management plans. Environmental aspects, impacts and the requirement for
environmental assessments are incorporated within these plans.
Environmental structure
The organization commits to collaborative working with other companies involved in this
management of this demolition project including environmental consultants. Integral to
this are the project and site managers. The project manager ensures all work is carried
out in compliance with legislation and contractual agreements.
The site manager has responsibility for the management of health, safety and
environmental protection ensuring that all control measures are implemented including
the reporting of all health and safety and environmental incidents and near misses.
1.1.1.6 Managing expenditure

Project cost management is the process of estimating, budgeting and controlling costs
throughout the project life cycle, with the objective of keeping expenditures within the
approved budget.
For a project to be called successful, it’s necessary that

 It delivers on the requirements and scope.
 Its execution quality is of a high standard.
 It’s completed within schedule.
 It’s completed within budget.
Why is Project Cost Management Important?
The importance of cost management is easy to understand. To take a simple, real-life

example, if you decide to build a house, the first thing to do is set the budget. When you
have a sense of how much to spend on the project, the next step is to divide the high-
level budget into expenses for sub-tasks and smaller line items.
The budget will determine critical decision points such as: which designer to hire a high-
end one who will construct and deliver the project end-to-end, or someone who can help
with a few elements and be able to work for a smaller budget? How many stories should
the house have? What quality of materials should be used?
1.1.1.7 Participating in on-site meetings
Site meetings are an important part of the successful management of construction
projects. Regular site meetings between the different stakeholders on a project can help
facilitate better communication and a shared sense of purpose making it more likely that
the project is completed successfully. Project failures are often attributed to inadequate
management, with a key factor being a lack of proper communication.

Meetings should be regular and formerly scheduled, perhaps on a weekly or monthly
basis depending on the parties involved, although the size and complexity of the project
may necessitate a more regular schedule. They are used as a means of reporting
progress, enabling discussion of any problems or issues, and allowing the proposal of
solutions. They provide a good opportunity for two-way discussions of any issues that
have arisen or that are anticipated.
Holding meetings on site enables the stakeholders to see progress for themselves (rather
than relying on a report for another party), and to look at problem areas, discuss quality
issues, assess mock-ups, and so on.
Meeting minutes should be prepared, with a requirement that any disagreement with the
items recorded in the minutes is raised within a pre-defined period (perhaps one week).
Progress meetings may also result in the preparation of a construction progress report for
the client.
1.1.1.8 Placing orders for supplies or equipment

How to Place Orders
A purchase order (PO) is a commercial document and first official offer issued by a buyer
to a seller indicating types, quantities, and agreed prices for products or services. It is
used to control the purchasing of products and services from external suppliers. Purchase
orders can be an essential part of enterprise resource planning system orders.
A purchase order request or purchase requisition is a request sent internally within a
company to obtain purchased goods and services, including stock.
The request is a document which tells the purchasing department or manager exactly what
items and services are requested, the quantity, and source and associated costs.
Here are several ordering methods available to purchase products and services. The
primary ordering method Sourcing & Procurement manages and administers is the purchase
order method. Alternate ordering methods are available for specific types of purchases to
help expedite the purchasing process.

Procurement administrators provide support to the procurement team by carrying out
general administrative duties and placing orders for equipment and materials. This role
involves organizing and storing documents, making purchase orders, updating records, and
responding to order issues.
Procurement administrator’s duties typically include:-

 Monitor Inventory Stock
A key part of this job is monitoring inventory stock. This includes observing whether the
appropriate items have arrived and determining what needs to be reordered. Procurement
administrators must be aware of low supplies so they can make purchase orders in advance
of stock running out.
 Negotiate with Suppliers
Procurement administrators work with suppliers to negotiate material and order costs, and
compile cost reports for invoices. In some cases, bargaining may be necessary to get the
best rates possible.
 Prepare Purchase Orders
Procurement administrators prepare purchase orders and send order requests to suppliers.
They also update records and follow up with vendors to check if the order is being
processed.
 Resolve Order Problems
If issues arise with shipments or orders are incorrect or late, procurement administrators
work with the supplier to resolve the issue. They build strong relationships with key contacts
within these companies, working with them closely to fix problems as quickly as possible.
 Update and File Records
Procurement administrators perform inventory and administrative tasks like preparing and
forwarding invoices, updating databases, filing, and organizing documents for accounts.
They also provide additional administrative support for team members as needed.

Steps in Ordering
1. Buyer creates a purchase requisition
Before sending out the purchase order to the supplier, the first step is to create a
purchase requisition. This is a document issued within the company to the
purchasing department to keep track of the goods ordered.
The purchase requisition also helps the company keep an account of their
expenses. The PO is created only after the purchase requisition is approved by the
authorized manager.
2. Buyer creates a purchase order
When the goods that need to be purchased are agreed upon, the purchase order is
created. The PO lists the date of the order, discount terms, names of the buyer and
seller, description of the goods being purchased, item number, price, quantity, and
the PO number.
3. Seller accepts (or rejects) purchase order
At the bottom of the purchase order is a dotted line for the authorized manager of
the seller to sign off on the order. The PO includes all the details about the
transaction and what the buyer expects to receive. Once the seller receives the PO,
they have the right to either accept or reject the document. However, once the PO is
accepted, it becomes a legally binding contract for both parties involved.
4. Buyer records purchase order
Once the order has been placed, the purchase order remains “open.” An open
purchase order is a PO where the order is placed but the goods have not yet been
received, or it can mean that only part of the order has been received. Either way, it
signifies that the delivery of the goods is not complete.

Benefits of Purchase Orders
1. Avoids duplicate orders

Purchase orders bring several benefits to a company. The most important is that it
helps avoid duplicate orders. When a company decides to scale the business, POs
can help keep track of what has been ordered and from whom.
Also, when a buyer orders similar products, matching the invoices can be difficult.
The PO serves as a check for the invoices that need to be paid.
2. Keeps track of incoming orders
In addition, POs help keep track of incoming orders, and a well-organized purchase
order system can help simplify the inventory and shipping process.
3. Serves as legal documents
Purchase orders serve as legal documents and help avoid any future disputes
regarding the transaction.

next page:
1. _________is referred to as the construction log or site journal
A. Site diary C. Hand out
B. Note book D. All
2. which of the following is the information included in site diary
A. The date and weather condition C. material delivered to the site
B. Number of worker D. All
3. Site diary as a construction log are a great tool demonstrate______
A. What work was done C. which task is completed
B. What problem were solved D. All
1) The four practical reasons that are basically a site diary is very important 4 point
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
2. Write down about five examples of interpersonal skills for on site
communication. 5 point
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________

Rating: ____________
Answer Sheet
Name: _________________________ Date: _________________

Information Sheet 2 Preparing and issuing File notes detailing specific
instructions.
2.1. File notes detailing specific instructions

2.1.1. Site instructions
A site instruction is a formal instruction typically issued by the head or lead contractor with
instructions and directives to other contractors or subcontractors. Site instructions can be
delegated to the contractor or sub-contractor for the execution of particular works, the
purchase of new or additional goods, the testing of materials and design or defect issues
which need rectification.
Why do site instructions matter?
Site instruction are very important for projects and companies in the industries.
Logistically, they are important to moving projects forward. A contractor who is largely
responsible for the safe delivery of the asset must have a mechanism for pushing
adjustments down through the chain of command. If a subcontractor is falling behind on
schedule or the client requests a change from the original plan, the contractor needs to
have a formal method for ensuring that other contractors and subcontractor are informed
and compensated for this change and execute the new instruction properly.
Because site instructions often fall outside the original scope of the contract, they aren't
necessarily 'covered' by the contract. When the builder queries a design detail, the client
often instructs he or she to do something that is not clear in the documentation. If this is
the case and the client does not provide written confirmation, you as the builder should
confirm the instruction in writing by use of a site instruction. If the instruction impacts on
your subcontractors, you should also provide them with a site instruction. A site
instruction is merely written confirmation of an instruction given to you by the client that is
not clear in, or contradicts, the contract documents.
For example: although the color of fencing specified on the drawings and in the
specifications is black, the client has changed their mind and wants the fence to be green.
They have advised you verbally but as it is considered a small change that has no
monetary impact (not a variation) the documents have not been changed.
In this case, you need to confirm the request in writing and ask the client to sign it. Keep
a copy and distribute one to the client and to any subcontractors impacted upon by the
instruction.
When you receive an instruction from the client of the client’s representative that is not
considered a variation, and not confirmed in writing, you leave yourself open to dispute. It
is vital that any instructions given to you by a client is confirmed in writing and signed by
them.
Site Instruction Format

next page:
1. Which of the following is the importance of site instruction
A. To move project forward C. for providing written confirmation
B. Executing new instructions D. All
2) Site instructions often fall outside the original scope of the contract, they aren't
necessarily 'covered' by the contract.
A. False B. True C. Unknown
3) Site instructions can be delegated to the contractor or sub-contractor for______
A. the execution of particular works
B. the testing of materials
C. the purchase of new or additional goods
D. All
1. What is site instruction? 3 point
________________________________________________________
________________________________________________________
________________________________________________________

Score = ___________
Rating: ____________
Answer Sheet
Name: _________________________ Date______________

Information Sheet 3. Preparing and keeping Site reports detailing specific
supervisory inspections
3.1. Site reports detailing specific supervisory inspections

3.1.1. Site Reports
There is a fundamental need for the supervisor to have a good understanding of basic
report writing techniques and their application. They will be frequently involved in activities
such as performance appraisals, job instructions, job specifications, recruitment, site
diaries, progress reports and many other relevant areas.
The communication between senior management and the supervisor requires a daily flow
of correspondence which must be quickly and effectively addressed by the supervisor.
Performance appraisal is one task frequently assigned to the supervisor and as such they
must closely follow company policies affecting the performance of subordinates; this
appraisal is considered one of the most important on-site reports. Any written formal or
informal communication is important. Many of these are in short report form and should
be recorded electronically or copies filed accordingly.
Example – Site Evaluation Report

The Site Evaluation Report consists of a general site investigation and research involving
local code officials and public/private utility organizations to identify requirements
associated with the proposed site utilization, expansion, or re-development that could
impact the budget or timing.
Inspection report writing best practices

1. Don’t rush it.
2. Know what you’re writing about.
3. Know your report writing template.
4. Cater each report to the property.
5. Stick to the facts
6. Be concise and understandable.
7. Take LOTS of photos.

Reporting phase
The inspection findings are formalized in an inspection report or model assessment report
(the term “report” is used to refer to both). The report stems from the conclusions of the
investigations conducted throughout the inspection. It includes an executive summary, a
table of findings, and the body of the report. Appendices may be added.
The findings of an inspection are categorized according to their actual or potential impact
on the inspected legal entity’s financial situation, level of own funds or own funds
requirements covered by the inspection, internal governance, risk control and
management.
The impact is categorized as follows:

 low impact
 moderate impact
 high impact
 very high impact
After completion the draft report is sent to the relevant division
Steps of the reporting phase:-
1. Inspection/ Assessment report is drafted

2. Consistency reviews are completed
3. Draft report is sent to the institution
4. Exit meeting is held
5. Feedback is received from the inspected legal entity and report revised
accordingly
6. Report is finalized, sent to the inspected legal entity
7. Draft follow-up letter including remedial actions or the draft decision is prepared
8. The draft follow-up letter / draft decision is sent to the inspected legal entity
9. Closing meeting is held (if applicable)

Self-Check .3 Written Test
next page:
1. Site reports are frequently involved in activities such as______________
A. performance appraisal C. progress report
B. Site diary D. All
2. Which of the following is the categories of impact according to risk control and
management system.
A. low impact
B. moderate impact
C. high impact
D. very high impact

1. Write down the best practices for writing inspection report. (4 point)
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________

Score = ___________
Rating: ____________
Answer Sheet
Name: _________________________ Date: ______________

Information Sheet 4. Communicating Variation requests.
4.1. Variation requests or requirements.

A variation is an alteration to what has previously been agreed to in the building contract.
A contract price change will usually occur as a result of a variation. In the majority of
situations a variation will result in a price increase; however there are instances where
there is a price decrease.
A change order or variation request identifies a possible change in scope from what is
documented in the project contract. Each request should succinctly state the extent and
implications of the change in design or scope of works. This provides a clear baseline for
the ensuing discussions between project participants. Variations to a contract may be
additions to or deductions from the works to be executed.
Variations are generally requested by the client or the architect but may be generated by
the builder due to unforeseen circumstances or at the request of the principal certifying
authority. It is preferable to have variations approved prior to their execution.
Variation requests should be recorded and filed. Generally, a variation request is priced
by the sub-contractor then presented to the client, approved and signed. After approval
the sub-contractor should be told to proceed with an instruction and the signed copy filed.
An example of this kind of communication has been included in Section 1 of these
competency notes.
What are the Risks with Variations?
A failure to properly make variations to a building contract can result in disputes and lead
to costly litigation. Some of the more common disputes include:
 disagreement as to the nature and extent of the works that were to be completed
 whether the variation works are included in the original contract price
 disagreement as to the cost
 disagreement as to which payments relate to the variation and which payments
relate to the original contract works
 A builder’s failure to comply with the legislative and contractual requirements with
respect to variations may potentially preclude it from actually recovering its costs
from the owner, and any resulting litigation may be unnecessarily complex and
costly.

A failure to properly make variations is also often a catalyst for other disputes and
litigation. It is quite common for an owner to make a cross-claim against a builder for
defective work once a builder attempts to recover payment for a variation that was not
agreed to in writing and signed by both parties.
As a rule all, variations must be in writing and attached to the contract and signed by both
the owner and the builder, or their nominated supervisor or agent. Before the work
commences on the variation, the builder should provide the owner with:-
 a written description of the work;
 any plans or specifications for the work; and
 The extra cost, and details of any extra time required to complete the work.
Work pursuant to the variation should not commence until the work has been agreed to
by both the owner and builder, evidenced in writing and signed by both parties.
Construction contracts usually contain specific procedures for claiming a variation - which,
if not followed, can result in your entitlement to claim being lost.
There are six basic steps to follow when claiming a variation, as summarized below.
1. Characterized the nature of your entitlement
The first step is to identify whether the change in scope is in fact a 'variation' within
the meaning of the contract. When a contract refers to a 'variation', it typically
means a change in scope that has been directed by the principal or
superintendent.
Depending on the terms of your contract, there are a number of other events that
could give rise to an entitlement to claim an Extension of Time (EOT) or an
adjustment to the contract price. (Latent conditions, discrepancies between design
documents or changes in legislative requirements are examples). Although you
might think of these as a 'variation', they might not actually be a 'variation' for the
purposes of the contract. This distinction can be critical because there might be
different procedures for claiming different types of entitlement.

2. Check the contract
Once you have determined the nature of your entitlement (and therefore the type
of claim you need to make), you will need to look to the relevant clauses of the
contract to see what is required. It is important to consider all potentially relevant
clauses, noting that there may be more than one that applies to your situation.
For example: if you have been directed to perform a true 'variation', you will most
likely need to consider the clauses in your contract that deal with
variations, EOTs and delay costs (potentially 3 separate provisions). Often you will
be required to submit more than one notice in respect of the same entitlement.
If your contract includes time bars, you will need to comply with all relevant
timeframes. Otherwise you could potentially lose your entitlement to some or all of
your claim.
If different parts of your contract prescribe different timeframes for the same thing,
the safest course is to assume that the shortest timeframe applies.
3. Notify the client
The best way to avoid a dispute is to maintain transparency throughout the project.
Many contracts will expressly require you to notify the superintendent or principal
as soon as you become aware of anything that might constitute a variation
(including a direction received from the superintendent or principal, even if it is not
stated to be a variation).
This applies even where you might not have all of the information to provide the
complete picture. Particularly where your contract contains time bars, a failure to
provide a notice at all can put you in a much worse position than submitting a
notice which is qualified to reflect a lack of relevant information.

Before sending any notice, you should again check your contract to confirm:
 Who the notice must be sent to; what needs to be included in the notice.
 The level of detail that is required.
 How the notice needs to be sent (eg email, Aconex, fax etc).
 To whom the notice needs to be sent.
4. Prepare your detailed costing and other substantiating information
You must be able to substantiate your claim. The type and level of information that
will be required to achieve this will depend on the nature of the work and the
amount of time and cost involved. Some contracts will require this information to be
included in your initial notice (step 3 above). However, many will contemplate an
initial, abbreviated notice or estimate, with the detailed information to follow
separately. You will need to check your contract to see which applies.
When setting out your entitlements, think carefully about: all work that may be
required to effect the change; the impact (if any) this will have on the program, and
whether an EOT may be needed (and if so, whether delay costs may apply); and
your entitlements to claim additional preliminaries, overheads and/or margin.
These different entitlements should be addressed separately, so that the
superintendent or principal can understand the basis for your claims.
If you are submitting a claim for an EOT, you will need to be able to demonstrate
that the variation affects an item on the critical path of the current construction
program. An impacted program, based on an accurate baseline program, is
typically the best (and sometimes the only) way to demonstrate this.
Where you are claiming an EOT, the contract may require you to explain the steps
you have taken to minimize or mitigate it. Even if this is not a requirement under
the contract, including this additional information in your claim may improve your
chances of success.

5. Wait for a direction to proceed before starting work
Before commencing work on a variation, and subject to the terms of your contract,
you should wait to receive a written direction to proceed from the superintendent or
principal. It is critical that this direction is given after you have given them written
notice of the time and cost that will be involved (per the previous steps above).
The idea here is to ensure there is a clear paper trail to demonstrate that, when
they directed you to proceed with the work, they were on notice (in writing) of the
potential time and cost implications of the direction.
Most contracts will require a direction to proceed with a variation to be in writing,

and will place the contractor in breach of the contract if it proceeds with a variation
without a written direction. If you proceed with the works without a written direction,
you run a much greater risk of not being paid.
6. Perform the work and claim payment (and an EOT if needed)
Once you have completed the work, you should claim payment for it. If your
variation involves a delay, make sure you have followed the process for claiming
an extension of time (EOT) and any delay costs (if applicable).
Once the work has been done, from a legal perspective, there is nothing to prevent
you from including the claim in your monthly payment claim.

Contract Variation Form

next page:
1. _____ is an alteration to what has previously been agreed to in the building contract.
A. Contract C. Design
B. Variation D. All
2. which of the following is the common dispute occur due to Variation.
A. disagreement as to the nature and extent of the works that were to be completed
B. whether the variation works are included in the original contract price
C. disagreement as to the cost
D. All
3. In variation before the work commences on the variation, the builder should provide the
owner with:-
A. a written description of the work;
B. any plans or specifications for the work; and
C. The extra cost, and details of any extra time required to complete the work.
D. All E. A & C are correct

1. Write down the six basic steps to follow when claiming a variation: 6pt
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
Score = ___________
Rating: ____________
Answer Sheet
Name: _________________________ Date: ______________
Information Sheet 5. Communicate Requests for extensions of time .
5.1. Requests for extensions of time.

5.1.1. Extensions of time
Time extension requests may be considered valid under several different circumstances,
but not all reasons for delays are approved for an extension. In any case, it is very
important to keep records of all changes, documents, emails, and scheduling that can
justify your request.
The time taken to complete a project is all too often the cause of a dispute. This can be
the result of many factors including:
 The original underestimated time
 Unexpected delays
 Bad weather
 Lack of diligence by the builder
 Poor performance by sub-contractors
 Variations
Acceptable Reasons for Extension Requests
One acceptable grounds for the request of an extension includes legal issues or
problems. These issues can affect the project’s completion and the contractor’s
performance. An example of such a problem could be the delay in clearing inspections.
Reasons for Extensions That May Be Denied
Some problems causing delays may not gain approval. These include delays caused by
subcontractors such as not showing up for work or not having the necessary equipment.
Another contractor-based delay comes from an under-performing contractor, specifically if
bad management causes long-lead times in procuring items.
5.1.2. The Process to Request a Time Extension
When requesting a time extension, certain steps must be followed to ensure the
extension is approved. In a typical process, the contractor notifies the project manager
that an issue might affect the project schedule. A formal letter is addressed to the contract
administrator requesting the time extension and the reasons why those days should be
added to the construction schedule.
The contract administrator then remits the letter to the project manager for evaluation and
approval or rejection.

If the time extension is granted, the project manager must answer by written notice, and a
change order must be issued. Some contracts specify that time extension requests must
be completed within a specific time frame to avoid automatic rejection.
5.1.3. Supporting Documents during the Claim Process
Properly presented time extensions must contain specific supporting information:

 Notice of specific issue causing delays
 List of activities from the project schedule that are affected by the delay
 The exact amount of time being requested, specifying working days or calendar
days
 Sketches, photographs, or other images illustrating the delay issues
 Recommendations were given to the contract administrator
 Description of actions the contractor has taken to avoid or minimize other delays
 Alternative solutions presented to the contract administrator
 Communications among the construction team relating to possible delays and
problems related to a specific situation
5.1.4. Additional Items to Consider During the Time Extension Request
A time extension request letter should be concise and must reference the contract clause
that allows the request and provide proof of the delay reasons and a proposed recovery
plan. It should also include the damages (if any), the amount of calendar or working days
being requested, and the activities that are impacted by the changes.
Addition considerations when making the request may include:

 Calendar days are not the same as working days.
 Insurances and bonds will need to be re-issued to cover extended periods.
 Winter days are shorter and typically less productive than summer days.
 Requested extensions should be sufficient to cover all delays, including additional
items that might be affected.
 No additional time will be granted for the same item once it has been approved.
 In the case of a continuing delay, only one claim is necessary.

A letter of approval for a time extension includes basic contractor and contract information
and a clearly defined extension of time.
In order not to be penalized at the completion of the job should it take longer than the
original estimate, the builder has to claim an extension of time. The contract generally
outlines the circumstances that allow for such a claim. The contract conditions and rules
should be followed closely.
Some builders will claim at every opportunity. Be aware that ridiculous claims can be
challenged and you may be required to justify it. If you cannot justify a claim, you may
damage the integrity of your organization. A claim should be backed up by evidence and
documentation (such as site diary entries).
Extension of Time request

next page:
1. which of the following is additional consideration when making the request of time
extension
A. Calendar days are not the same as working days.
B. Insurances and bonds will need to be re-issued to cover extended periods.
C. Winter days are shorter and typically less productive than summer days.
D. No additional time will be granted for the same item once it has been approved.
E. All
2. Which of the following is the reason for time extension request may be denied
is_____
A. Delays caused by subcontractors such as not showing up for work or not having
the necessary equipment.
B. delay comes from an under-performing contractor
C. Bad management causes long-lead times in procuring items.
3. Which of the following is the reason for time extension request is acceptable
A. Legal issues or problems. C. when employees are absent
B. The delay in clearing inspections. D. A & B
4. The time taken to complete a project is all too often the cause of a dispute. This can
be the result of many factors including:
A. The original underestimated time
B. Unexpected delays
C. Bad weather
D. Lack of diligence by the builder
E. All


Rating: ____________
Name: _________________________ Date: ______________

Information Sheet 6 Communicate in writing Notice of unsatisfactory work
6.1. Notice of unsatisfactory work

6.1.1. Unsatisfactory job performance?
Unsatisfactory job performance is work-related performance that fails to satisfactorily

meet job requirements specified in the employee’s job description or work plan or as
directed by the employee’s supervisor.
Dismissals based on unsatisfactory job performance often rely heavily on prior
evaluations of the employee’s job performance.
Part of the construction business involves maintaining a good quality checking system or
systems over the finished product. It is important that all problems with unsatisfactory
work are communicated directly to the contractors involved in writing and that these are
filed appropriately in hard copy or electronic form.
Your notice should include details of the contract date, when the work was completed, the
amount in question, the faults in the work and what you consider would be reasonable
action to remedy the problem. Ask, in writing, for a reply to your letter within 10 days time
by either telephoning or writing.
“Grossly inefficient job performance” is a type of unsatisfactory job performance. Grossly
inefficient job performance is unsatisfactory job performance that results in
1. the creation of the potential for death or serious harm to a client, an employee, a
member of the public, or a person for whom the employee has responsibility, or
2. Loss of or damage to agency property or funds that has a serious impact on the
agency or its work.

Letter for Notice of Unsatisfactory Performance
Date:
To: [Name of Employee]
I am disappointed that we had to have a formal meeting regarding your

[conduct/performance] at work. Your Contract of Employment clearly states the
standards we expect from our employees and so far you have fallen short in the
following areas as discussed:
[list areas of concern here]
It is extremely important that we see improvements within the next [timescale] or we

will have no option but to consider terminating your employment with us. I have
arranged that [named employee] will spend time with you overseeing your
[conduct/performance] directly, so please make use of their expertise and liaise with
them directly if you have any queries about what is expected of you on a daily basis.
We will have a follow up meeting on the [date] with you and [named employee] will
also attend to give their feedback.
I hope you will take this matter seriously as I am sure you have the capability to be a
valued member of the team if you really want to.
I look forward to hearing of your progress at our next meeting.
[your name]
[position]

next page:
1. _______ is work-related performance that fails to satisfactorily meet job requirements
specified in the employee’s job description or work plan or as directed by the employee’s
supervisor.
A. Tiredness C. Unknown feeling
B. Unsatisfactory job performance D. All
2. Grossly inefficient job performance is unsatisfactory job performance that result in____
A. the creation of the potential for death or serious harm to a client, an employee, a
member of the public
B. Loss of or damage to agency property or funds that has a serious impact on the
agency or its work.
C. Good results
D. A & B are correct
3. Your notice for unsatisfactory job performance should include details of the contract
date____________
A. When the work was completed C. the faults in the work
B. The amount in question, D. All
4. It is important that all problems with unsatisfactory work are communicated directly to
the contractors involved in writing and that these are filed appropriately in hard copy or
electronic form.

Score = ___________
Name: _________________________ Date: ______________

Information Sheet 7. Conducting and supervise Administrative processes .
7.1 Conducting and supervise Administrative processes.

7.1.1. Administrative systems – Overview
Administration
Administration is a process of systematically arranging and coordinating the human and

material resources available to any organization for the main purpose of achieving
stipulated goals of that organization.
What is administrative process?

Administrative processes are the office tasks that are required to keep a company
humming along. Administrative processes include human resources, marketing, and
accounting. Basically, anything that entails managing the information that supports a
business is an administrative process
Administrative systems
Administrative controls include organizational plans, systems and procedures to help

business comply with management policies and operate efficiently.
Key features of a good administrative control system include:
 a defined organizational structure

 a system of authorization and responsibility
 performance standards
 policies and procedures for staffing
Such a system will ensure that:
 all assets are safeguarded with limited access to each
 business is conducted in an efficient and timely manner
 staff are appropriately trained for the duties they perform
 management has the information required to make appropriate decisions
 transactions are properly authorized
An effective administrator should have the ability:-
 To understand general concepts of Administration

 To enhance the office staff’s ability to manage and organize office effectively and
professionally
 File in the proper way and filing standard
 Develop an appropriate office management strategy
 Develop an appropriate assets management strategy
 Able to develop administrative procedures
 Able to plan and control administrative budget
The duty of an administrator depends on the company that the administrator works for.
The main job responsibility of an administrator is to ensure the efficient performance of all
departments in an organization. They act as a connecting link between the senior
management and the employees. They provide motivation to the work force and make
them realize the goals of the organization.
Administrative Procedures
Administrative procedures are a set or system of rules that govern the procedures for
managing an organization. These procedures are meant to establish efficiency,
consistency, responsibility, and accountability.
The Importance of Administrative Procedures
Administrative procedures are important because:-
 They provide an objective set of rules by which an organization is governed.

 They also help establish the legitimacy of management action by ensuring the
application of management rules and decisions is done in an objective, fair, and
consistent manner.
 Finally, they help ensure that managers are held accountable for decisions that
deviate from the procedures.
It would also consider what responsibilities the managers have toward their employees, what the
limits of those responsibilities are and what responsibilities employees have toward their
managers.

The system of management is based on five steps of supervision:-
1. Provide employees with the tools they need to do their jobs

From computers and fax machines to pencils, ring binders and patient education
brochures —the tools can be anything tangible that is needed for the job.
2. Provide employees with the training they need to do their jobs
The key thing to remember is that the learning process is often more difficult than
we realize. While some people are quick studies, others need a lot more time to
absorb training.
3. Help employees set goals to improve their performance
What should employees’ priorities be, and what level of performance should you
expect from them? It is management’s responsibility to provide each member of your
staff with some direction on these issues.
4. Become a resource
Providing people with tools, training and goals is a good start, but what happens
when they reach an impasse? Will they ask you for your help? You can encourage
staff to look to you for help if you show that you are available, approachable and
willing to listen with an open mind. However, you also must be careful to let
employees retain responsibility for accomplishing their goals. You should be a
resource, but you must not take on staff members’ responsibilities.
5. Hold staff accountable
Make sure people have opportunities to account for the progress that they have
made on their goals. How often should you ask staff to report on this? That depends
on the nature of the goal. If an employee’s goal is to get to work on time, I would tell
him to report weekly.

Employees have five corresponding responsibilities.
While the five steps of supervision encompass the manager’s responsibilities to
employees, the flip side of this is that employees have five corresponding responsibilities.
Employees are expected to: -
1. use the tools that are provided,
2. make the most of the training,
3. set goals and then pursue them,
4. ask for help or guidance if they reach an impasse and
5. Account for their progress.
These five steps of supervision provide a management system that helps you to nurture
high flyers. This system also helps you to diagnose poor performers and challenge them
to do better.
The administrative supervisor should:-
 Model the highest ethical standards and seek to enhance the supervised
individual’s sensitivity to and knowledge of legal and ethical standards and issues.
 Have an understanding of social work practice and theory in general.
 Have a clear understanding of administrative and management theory and
principals.
 Develop a supportive rapport with the supervised individual while also maintaining
an objective posture in order effectively to assess and address areas of strength as
well as areas needing improvement.
 Be skilled in helping the supervised individual develop competence in planning,
organizing, directing, budgeting, and evaluating.
 Be skilled in helping the supervised individual develop competence in diverse
administrative, educational and supportive functions.
 Be skilled in delegating responsibility and holding people accountable.
 Demonstrate the ability to train the supervised individual in the development and
management of programs, organizations, policies, and personnel.
 Create an environment where innovation, creativity, and calculated risk-taking are
valued and encouraged.
 Be skilled in helping the supervised individual develop competence as a leader,
teacher, mentor, advocate, and coach. The supervisor must be able to coach the
supervised individual in developing skills in effective communication, empowering
and motivating others, influencing others, negotiating performance goals, and
celebrating successful outcomes.
 Model for the supervised individual the importance of empowering employees to
share in organizational power, value self, and engage in problem solving so as to
create a healthy environment for change throughout all levels of service delivery.
 Be skilled in helping the supervised individual increase sensitivity to cultural
diversity while motivating, inspiring and energizing employees to overcome
political, social, and bureaucratic barriers to change.
 Demonstrate the ability and willingness to deal with difficult issues and provide
corrective feedback to the supervisee.
 Demonstrate the ability to recognize a supervised individual’s possible impairment
and address this in a timely and appropriate manner with him/her, including referral
when indicated.
 Recognize when it is necessary to secure consultation regarding his/her work with
the supervised individual and do so.
 Model for the supervised individual a commitment to the social work profession
and to one’s own continuing professional growth through participation in
professional social work organizations and continuing education.
 Be skilled in helping the supervised individual in the area of fostering productivity
while managing and controlling work processes as opposed to controlling the
individual employees.
Communicating through the Construction Phase
Pre-start meeting
The project manager should ensure that a pre-start or “kick-off” meeting is held as there
are several benefits to site communication which may arise from such a meeting,
including the following:-
 It allows people to get to know each other; this is likely to lead to better
communication and less confrontational attitudes as work progresses
 It provides the opportunity to decide on how communications will operate
 It provides the opportunity to define points of contact at each organization
 It can be used to ensure that all people have the contact details for others working
on the project.
Ensure that all relevant people attend the kick-off meeting, this may include supervisors
and major suppliers.

next page:
1. ________ is a process of systematically arranging and coordinating the human and
material resources available to any organization for the main purpose of achieving
stipulated goals of that organization.
A. Administrator B. Administration. C. Leadership D. All
2. Administration systems is such a system which ensure that_____________________
A. all assets are safeguarded with limited access to each
B. business is conducted in an efficient and timely manner
C. staff are appropriately trained for the duties they perform
D. All
3. Which of the following is an ability of effective administrator.
A. To understand general concepts of Administration
B. File in the proper way and filing standard
C. Develop an appropriate office management strategy
D. All
4. Which of the following is the importance of administrative procedure.
A. They help ensure that managers are held accountable for decisions that deviate
from the procedures.
B. They provide an objective set of rules by which an organization is governed.
C. Establish the legitimacy of management action by ensuring the application of
management rules and decisions. D. All
1. Write the four key features of good administrative control system. 4 point
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
Score = ___________
Name: _________________________ Date: ______________

LG #57 LO #3. Ensure management of and compliance with quality
control procedures.
Instruction sheet
 Identifying relevant quality control procedures.
 Using and complete Site checklists detailing specific items.
 Using Industry and organizational quality manuals and procedures.
 Arranging Local authority inspections.
 Communicating Quality requirements to assess against construction standards.
 . Processes on-site work supervises
 Meet Contractual quality standards.
 Identify relevant quality control procedures.
 Use and complete Site checklists detailing specific items to be inspected at appropriate
stages.
 Use Industry and organizational quality manuals and procedures in managing the
quality process.
 Arrange Local authority inspections.
 Communicate Quality requirements to on-site personnel and building work is assessed
against construction standards.
 Put Processes in place to supervise on-site work to ensure the performance of work to
industry, regulatory and contractual standards.
 Meet Contractual quality standards.
3. Read the information written in the “Information Sheets”. Try to understand what are being
discussed. Ask your trainer for assistance if you have hard time understanding them.
5. Ask from your trainer the key to correction (key answers) or you can request your trainer to
correct your work. (You are to get the key answer only after you finished answering the
Self-checks).
7. If your performance is unsatisfactory, see your trainer for further instructions or go back to
Self-checks).

Information Sheet 1. Identifying relevant quality control procedures
1.1. Quality control procedures

Quality control (QC)
Quality control is part of quality management. Quality management ensures that anything
installed will be usable and safe for a client. It also measures the quality of a unit against
the established standards to determine whether something is up to par. To ensure quality,
companies use a variety of evaluation tests and inspections. Quality control managers
work on more than just the material level. Inspectors or quality control officers can test
quality at various levels of completion as well. Contractors can use this to ensure their
work will pass inspection in the end and avoid expensive rework.
The success of any electrical project has two key factors:-
1. Completion of installation on schedule as per contract document.
2. The quality of the installation as per standard.
A failed project does not lead to achieving business goals and could lead to more losses.
Contractors should always ensure they are using quality materials. Using quality materials
prevents later rework and can help ensure that the materials weren’t faulty, to begin with.
It also can prevent expensive lawsuits due to any issues because of inferior quality
materials.
If there are issues with the product or project, it is on the subcontractor to fix the problem;
this is the main issue of inspection. At this level, the repairs are more expensive because
usually an entire section must be rebuilt. To prevent this, subcontractors should have
some inlet of a construction quality control plan or quality management plan in place.
Electrical Contractor Quality Control Plan
Want to know how to assure your client that your electrical project is safe and follows
contractual requirements? Incorporate an electrical contractor quality control plan into
your operations to ensure that your client can use the building. Businesses that use a
construction quality control plan for their projects can ensure that quality issues won’t
happen. There are some similar elements to every quality control plan, but many factors
are dependent upon the exact specifications of the individual project and trade.
In terms of quality control, electricians will use an electrical contractor quality control plan
to reduce the chances of injury in the field.
Several locations contain all of the necessary information for construction industry quality
standards as well as applicable building codes. Using that information is an excellent
starting point for a construction quality control plan.
In this section, you will know the importance of a quality control plan and how to write one
for an electrical contractor to help outline ways to mitigate risk.
How to Write an Electrical Contractor Quality Control Plan
When starting a construction quality control plan, whoever writes it must have a section
for signatures of the participants. This shows that everyone read and agreed to the plan.
There should also be a space for information on the project; that way, it’s easier to ensure
it ends up in the right project folders.

However, once the administrative parts are taken care of, the quality control plan is easier
to write.
Step 1: Use Organizational Chart and Documentation
The first part of a construction quality control plan will be an organizational chart. This
allows the company to determine who is responsible for what. Having a page that shows
the process and flow makes it easier to remember. It’s also a great reference page in
case anyone forgets who is in charge of different tasks. Work tasks are all quality
controlled, meaning each is subject to a number of inspections; before, during, and after
the project is over.
Along with the organizational chart should be documentation of resumes or certifications.

This page specifies the qualifications of each member on the chart. For complicated
projects, or projects that need certain qualifications, this page certifies that. Everyone
involved can feel secure in the qualifications of the laborers to the quality control
managers.
Step 2: Set the Responsibilities
The next section of a construction quality control plan should specify the responsibilities
of the quality control manager. It should also guarantee certain rights or powers to the
quality control manager. The responsibilities form lists out each of the individual duties so
that they can reference it at any moment. General responsibilities include preparing,
approving, and implementing the construction quality control plan as well as maintaining
documents, verifying materials, etc..
However, the details and responsibilities should be clearly presented, so there is no
confusion between team members. There should also be a Stop Work Authorization
Letter. This letter, signed by the owner or stakeholders, gives the quality control manager
the ability to stop work that is noncompliant to the standards, or with materials that don’t
pass the test.
Step 3: Define Work
The next portion of a construction quality control plan should specify the work. Quality
control managers write all the defining features of the project. Contractors fill in how they
will complete the work as well as their primary point of contact. Now the quality control
manager can easily reach them if something is amiss.

The primary objective is to fulfill customer contract expectations. To ensure this, you
must clearly define with the customer the requirements for each contract before it is
approved.
The PM must ensure that the information in the contract clearly spells out the
expectations and necessary details regarding the construction. Building specifications
must also be clearly defined, not only for the results but they are necessary for the
process. Building specs apply to environmental work conditions, materials, qualified
personnel and subcontractors, suppliers, and work steps.
Step 4: Specify the Phases of Inspection

There should be a section in the construction quality control plan that specifies the
phases for inspection. Often times, there are preparatory meetings before constructing
certain elements to discuss specifications, crew, and more. Each inspection goes over the
scope of the project and the related specifications.
There is usually an initial inspection, which verifies inspection and testing, establishes
workmanship level, and verifies it, as well as re-examines work.
Finally, there is a follow-up inspection. Follow-up inspections ultimately ensure that the
final product is up to code and follows quality control procedures. The quality control
manager will ask contractors to replace any materials or parts that need to be.
The purpose of electrical inspections is to verify that the installation, done by the electrical
contractor, meets the minimum requirements by state & federal codes. Furthermore, it’s
purpose is to protect the client and anyone who will be on-premises from electrocution or
fire. Final inspections determine whether the project is usable because it checks the
finished product before the occupancy permit can be issued, and it gets presented to the
client.
Step 5: Implement Quality Control Testing and Verifications
The final section of the construction quality control plan has to cover a lot of ground. This
section overviews testing, verification, submittals, tracking, and weekly logs. It lays out the
tests that will be administered, the time frame the quality control manager must give
before the test, what happens when a test fails, how the records will be stored, and the
procedures around it. Additionally, it should also include a schedule of agencies that will
test and inspect the field. They will inspect the estimated date and the real date.
This section also informs people of the procedures for submittals. This helps determine
what should happen if the submittal isn’t approved, along with what happens if it is
approved. It should also include where submittals will be kept.

Finally, there should be a section on tracking issues. This section is used to define what
deficiencies and issues there are, as well as what the quality control manager will do if
they find them.
NON-conformance Report
Say there is a problem in the installation of wiring, it is important to have a plan that can
help control the situation. Your quality control plan should specifically discuss what you
will do if something is to go wrong and how you will control these non conformances.
Along with these sections, there should be sample documents of the weekly log (which
the quality control manager should keep), the weekly punch list, and the prep meeting
checklist. Quality control managers should include these templates since it makes it
easier to find them. They also show everyone what the proposed documents are so they
can better work with them.
Quality control plans are crucial to ensure productivity and overall safety on
electrical construction projects for all parties.
Creating and 'keeping' these quality control procedures are quality policy and procedure
documents. But these documents in and of themselves do not create quality work.
Workers may read them and see them on a daily basis, but it's at the project execution
level where the rubber meets the road and where quality either hits or misses.
Your quality control procedure documents should contain information and guidelines as to
how total quality management will be maintained including:
 Physical quality guidelines
 Inspections, approvals and certifications
 Inspection and test plans and certificates
 Methods and sequence of tests
 Acceptance and rejection criteria
 Key control points
 Performance specifications
 Visual qualit

And then you will implement these procedures through the daily processes of your
workers: engineers, foremen and project managers.
 These workers are capturing, organizing and tracking what's happening on your
construction projects, and they are the real extension and implementation arm of
your procedures.
 They are documenting the inspection test plans; they will create and communicate
snag lists; they will initiate hold points and witness points and monitor all aspects of
quality management.
 You may also have some intermediary quality documents which sit between these
execution layer and the procedures - such as the project quality management plan
below. These documents establish specific plans and processes for each unique
project.
 Policies and procedural documents will often be linked to and reference the high
level quality control procedures to ensure consistency.
But your quality control procedures will be generally two pronged:-

1. Quality control procedures sets the quality plan, strategy and guidelines for work
2. Quality control processes enable companies to adhere to these procedures and
achieve their quality goals by implementing these procedures on a daily basis

To ensure that on site installation project management and compliance of the following
activities with relevant quality control procedure:
1.1.1. Checking materials supplied to the site
In a large project, there are several kinds of material to be used and controlling those
materials are extremely difficult, especially when there is a lack of system and little
percentage of lack of staff to facilitate the work of checking, controlling, and handling to
site.
In order to prevent the failure of material flow in the project. We should employ an
appropriate person or staff to manage the reception and distribution of materials. We shall
adhere to the correct quality procedure about controlling materials arrived on site. So here
we’ll see the vital role of a quality engineer or civil engineer on how the materials are
controlled on site.
The followings are the proper procedure and determine the material flow from
procurement part of the approval and distribution to the site.
1. Procurement:
The procurement Engineer shall identify first the materials to be used on site by
reading the drawing, employer’s requirement, and specification, bill of quantities
and scope of works. The materials obtained from those documents shall be sent to
the Technical Department to be handled by a material engineer.
2. Material submission for approval:
The material engineer shall prepare the material approval request of such material
received from the procurement engineer. Comparison sheet shall be prepared to
compare if the proposed material will match to the specification requirements.
3. Checking of Quality Engineer:
After the approval of such material, it will be communicated to the procurement
department to contact a selected supplier to proceed to the delivery of such
material to the site. And the store department will be informed by the Procurement
Department for the transaction. The store assigned staff will then communicate to
the Quality Department for the upcoming materials and schedule of delivery.
Once it has arrived on site on the expected date of shipment, it will then be checked
by quality department staff, which is a quality engineer with the joint inspection of a
storekeeper. The quality engineers shall ensure that the delivered material is
matched to the approved material approval request. The quality engineer shall also
ensure that the material is properly stored, covered if required and elevated from
the ground.
4. Storekeeper responsibility:
The storekeeper shall be responsible for controlling the materials received on site,
he is also responsible for registers and forms to record the arrival and distribution
of materials. He shall also maintain the store and proper storage and safety
conditions of the materials. The storekeeper shall monitor the availability of
material and put on record. When the site team like Project Engineer or
Construction Manager Order’s material the site store will record the orders and if
the material is available, the store-keeper shall then issue the material withdrawal
slip to be signed by the ordering site team.
5. Material delivery on site:
Once the material withdrawal slip is signed by the project engineer or construction
manager, the store-keeper shall arrange the delivery to site where the material to
be used, if required like bulky orders, otherwise the material can be handled and
brought to the site by a staff who ordered the material, like small quantities. The
transaction shall be continually coordinated to avoid delay of progress on site.
1.1.2. Comparing materials against specifications
Material specification
Specification is to provide a basis for obtaining a good or service that ill satisfy a
particular need at an economical cost and to invite maximum reasonable competition.
Material Specifications means the description of the Material, including requirements,
tolerances, shelf life, specifications, suppliers and safety data. The first stage of
acceptance is for the verification of incoming materials or purchased product.

What should be included in a specification?
In order to get an accurate quote, make sure your specifications include all the relevant
information.
This could include descriptions of:

 Price format
 For Services: day/hourly/all-inclusive rates (total cost)
 Quality
 Quantity
 Required supplier experience
 Size / dimensions
 Performance
 Installation / maintenance / servicing / warranty
 Delivery (you should generally request “delivery inclusive” or “Delivery Duty Paid”)
 Features / options
 Technical requirements
 Integration with existing goods / services
 Software and training
 Health and Safety
Types of material specifications
a. Design. This specification describes and states the required functional, physical and
quality characteristics of a product, components of products, or services.
b. Performance. This specification describes and states the intended use, operating
conditions, specific features and characteristics, and performance capability of the
product. For construction or services, a performance specification states the methods
to be employee and/or standards to be met, specific starting and completion
schedule, and frequency of the service to be performed to develop the final product.
c. Design/performance. This specification is a combination of types (a) and (b)
described above. It is a complete description and statement of the required physical
makeup, functionality, intended use, operating conditions, specific features and
characteristics, and performance capability of the product.

d. Service availability. If availability of service is to be a criteria for awarding a contract,
the specifications shall clearly state that service availability may be considered in
determining the most responsible bid, and the bidders shall be required to submit
information concerning their ability to service and maintain the product or equipment.
Inspection of purchases
The procurement agent in conjunction with the using agency or department head shall
inspect, or supervise the inspection of, all deliveries of materials, supplies or contractual
services to determine their conformance with the specifications set forth in the pertinent
purchase order or contract.
The procurement agent may require chemical and physical tests of samples submitted
with bids and samples of deliveries, which examinations are necessary to determine
quality of the samples and conformance with specifications.
1.1.3. Quality checklists
Routine inspection is critical in each and every part of your construction project.
Inspections guarantee that works within a project go forward as planned and are
according to requirements, standards and regulations. Running a construction site
requires the coordination of people, materials and equipment hence, construction
inspections are executed for a great number of purposes in every construction phase and
throughout the entire project duration to ensure that things are progressing smoothly.
1.1.4. Regular on-site progress and quality checks
Initial and Periodic Verification
A distinction is made between initial and periodic verification.
Initial Verification
An initial verification takes place upon completion of a new installation or upon completion
of additions or alterations to existing installations. The aim of the initial verification is to
determine whether the requirements of all the applicable prescriptions have been met.
This is achieved by inspection and testing.

Before testing begins, it is important that a full inspection of the complete installation is
carried out.
This is to confirm that the electrical equipment and materials:
 are in compliance with the safety requirements of the relevant equipment
standards
 have been correctly selected and erected according to the relevant rules and
regulations and to the manufacturer’s instructions, in order that performance is not
adversely affected
 are not visibly damaged so as to impair safety
 are suitable for the prevailing environmental conditions
This is accomplished by checking:
 the method of protection against electric shock

 the protection against thermal effects
 the precautions against propagation of fire
 the selection of the conductors for current-carrying capacity and voltage drop
 the choice and settings of the protective devices, the presence and correct location
of suitable isolating and switching devices
 the selection of equipment and protective measures appropriate to external
influences the correct identification of the circuits, overcurrent protective devices,
switches, terminals, et cetera
 the presence of diagrams, warning notices, or similar information
 the adequacy of the conductor connections
 the presence and adequacy of protective conductors, including equipotential
bonding
 the accessibility of the equipment for convenience of operation, identification, and
maintenance

In practice, this means checking the following items:
 good workmanship
 separate circuits
 adequate number of circuits
 adequate number of socket-outlets
 all circuits suitably identified
 a suitable main switch provided
 main breakers to interrupt all live conductors
 main earthling terminal provided
 correct fuses or circuit breakers installed
 all connections secure
 the installation earthed in accordance with national standards
 primary equipotential bonding connects services and other extraneous conductive
parts to the primary earth facility
 supplementary bonding has been provided in all bath and shower rooms
The following items must checked concerning protection against direct contact:
 insulation of live parts
 enclosures have a suitable degree of protection appropriate to external influences
 enclosures have cable entries correctly sealed
 enclosures have unused entries blanked off where necessary
After inspection, the following tests shall be carried out:
 continuity of conductors
 insulation resistance of the electrical installation
 automatic disconnection of supply
 measurement of the resistance of the earth electrode
 measurement of the fault loop impedance
 polarity, functional, and operational tests
 voltage drop

When the results of the initial verification are positive, the electrical installation is in a
good condition. However, periodic verification will be necessary to verify that the
installation remains in good condition.
Periodic Verification
It is true that electrical installations do not deteriorate quickly and therefore do not usually
require high levels of maintenance. However they do not retain their original condition:
damage, corrosion, degradation of material, and degradation of the insulation (the
insulation hardens and it can crack) all occur.
In addition, contacts can become loose as well as excessive electrical loading, ageing,
environmental influences, normal wear and tear, and other factors can affect the condition
of an installation. Apart from the deterioration over the years, the functioning of electrical
installations does not necessarily follow the changing needs of its users:
 More power sockets are needed. (A recent survey in the UK reveals that two-thirds
of Britons say that they don’t’ have enough plug sockets in their homes!)
 More lighting points are needed
There is an increased awareness of safety, therefore:
 There is a need for an earthing arrangement
 There is a need for RCDs (Residual Current Devices)
Electrical installations should be maintained in a good and safe condition to prevent
danger. Part of this maintenance should be a regular verification that includes appropriate
inspection and testing.
A periodic inspection is an inspection of the condition of an existing electrical installation
to identify – in order of priority – any deficiencies related to the safety standards for
electrical installations. Periodic inspections should comprise a detailed examination of the
installation. They can be carried out without dismantling or with partial dismantling of the
electrical installation.
A periodic inspection will reveal if any of the electrical circuits are overloaded as well as
other potential electrical shock risks and fire hazards in the electrical installation.

By using a simple, inexpensive system of looking for visible signs of damage or faults,
some of the electrical risks can be controlled. Nevertheless, this will need to be backed up
by testing.
1.1.5. Reviews of plans and specifications with clients
Reviewing Electrical Drawings and Specifications
Today, many electrical contractors find themselves in a constant state of catch up. This
can be overwhelming. During the bid process, it’s easy to rush and not fully review a
complete set of construction drawings and specifications and only look through the
electrical drawings and specifications. This results in a lack of proper understanding of the
full electrical scope on the project and can be a costly mistake.
When Reviewing the Electrical Specifications, Confirm the Following Details:
 What grade of materials should be used, and what specific electrical equipment
requirements are there for lighting, power or distribution systems?
 Are there specific electrical installation methologies to be followed when installing

branch lighting power or distribution systems?
 Determine responsibility of costs. Who's providing the fire alarm, communications
cabling, and who provides excavation and backfill, pole bases, equipment pads,
and patches and paints?
 Remember, anything you're not clear on will require clarification via request for
information (RFI). You need to qualify these in your inclusions/exclusions to avoid
any confusion with your bid price.
When there is a Conflict between the Drawings and Specifications
In many cases, you’ll find a conflict between the drawings and the specifications, some
examples include an electrical diagram that calls for one grade of wire while the
specifications call for another grade of wiring.
This is common and you’ll want to find a reference in the specification that clarifies what
supersedes the other. Generally, drawings will supersede the specifications about
quantity and location, while the specification will supersede the drawings on material type,
performance, and quality. Generally, the owner will include a clause that states in the
event of a conflict, use the option with the higher quantity and highest quality.
This covers the owner but puts you in a position of over bidding the project. In this case,
it’s best to submit a request for information (RFI) for clarification and always qualify your
bid confirming what was included and excluded in your bid price to avoid any confusion.
next page:
Part I. Choose the best answer (each 2point)
1. _____ensures that anything installed will be usable and safe for a client of the project.
A. Management B. Quality management C. manager D. A & C are correct
2. Which of the following is the items must checked concerning protection against direct
contact.
A. insulation of live parts
B. enclosures have cable entries correctly sealed
C. enclosures have unused entries blanked off where necessary
D. All
3. In building electrical installation work using quality material can prevent_______
A. Later rework C. appropriate standards
B. Can help ensure that the materials weren’t faulty D. A & B are correct
4. Your quality control procedure documents should contain information and guidelines as
to how total quality management will be maintained including:
A. Physical quality guidelines
B. Acceptance and rejection criteria
C. Inspections, approvals and certifications
D. Key control points
E. All
5. _________ the description of the Material, including requirements, tolerances, shelf
life, specifications, suppliers and safety data.
A. Material Specifications C. Material
B. Material quantity D. All
Part II: Fill the black space
1. Explain the five steps on writing an electrical quality control plan. 5 point
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________.
Score = ___________
Rating: ____________
Answer Sheet
Name: _________________________ Date: ______________
Information Sheet-2. Using and complete Site checklists detailing specific items.
2.1 Using and complete Site checklists detailing specific items
2.1.1. Site inspection checklist
Ref Criteria Observations
1. Administrative requirements
1.1 Signs have been installed that:
 show the principal contractor’s name and telephone contact
numbers (including an after hours telephone number)
 show the location of the site office for the project, if any
 Are clearly visible from outside the workplace, or the work
area of the workplace, where the construction project is being
undertaken.
Work Health and Safety Regulation 2011 s.308
1.2 A written work health and safety management plan for the constr
uction project was prepared prior to work commencing.
1.3 So far as reasonably practicable, all workers carrying out constru
ction work on the project have been made aware of the content o
f the WHS management plan, including any updates, and their ri
ght to inspect the plan.
Work Health and Safety Regulation 2011 s.310 and s.311
1.4 The WHS management plan has been reviewed and, if necessar
y, revised to ensure it is up-to-date.
2. Training, risk management, and general requirements
2.1 All workers carrying out construction work have received the general
construction induction training. Work Health and Safety Regulation 2011 s316
2.2 Workers have been informed of the site-specific health and safety rules.
2.3 Suitable and adequate information, training, and instruction has been
provided to workers in relation to work they are carrying out.
2.4 Control measures have been maintained and reviewed to ensure they remain
effective, fit for purpose, suitable, and set-up and used correctly.
2.5 Personal protective equipment (PPE) has been provided to workers where it
is prescribed as a control measure. Work Health and Safety Regulation 2011 s.44
2.6 PPE is:
 suitable for the relevant hazards
 of suitable size and fit
 Maintained such that it is clean and hygienic and in good working order.

2.7 Workers have been provided with information, training, and instruction on the
proper use and wearing of PPE.
2.8 Where it is prescribed as a control measure, PPE is being used by workers.
3. Consultation, cooperation, and coordination
3.1 Consultation is carried out with workers in accordance with the Act
and the WHS management plan.
Work Health and Safety Act 2011 s.47, s.48, and s.49
3.2 Consultation, cooperation, and coordination with other duty holders
on site is carried out in accordance with the WHS management plan.
Work Health and Safety Act 2011 s.46
3.3 Work groups have been formed in negotiation between workers and
the Person Conducting the Business or Undertaking (PCBU), and
health and safety representatives have been duly elected.
Work Health and Safety Act 2011 s.50 and s.51
3.4 Health and safety representatives (HSRs) have been involved in
consultation.Work Health and Safety Act 2011 s.48

4. Safe work method statements
4.1 A safe work method statement (SWMS) has been prepared for each
High risk construction work activity that is underway or about to comm
ence. Work Health and Safety Regulation 2011 s.299(1)
4.2 Each SWMS identifies the high risk construction work to which it appli
es. Work Health and Safety Regulation 2011 s.299(2)(a)
4.3 Each SWMS states the hazards relating to the high risk construction
work and risks to health and safety associated with those hazards.
Work Health and Safety Regulation 2011 s.299(2)(b)
4.4 Each SWMS describes the control measures to be implemented.
Work Health and Safety Regulation 2011 s.299(2)(c)
4.5 Each SWMS describes how control measures are to be implemented,
monitored, and reviewed. Work Health and Safety Regulation
2011 s.299(2)(d)
4.6 The relevant workers and HSRs were consulted in the preparation of
each SWMS. Work Health and Safety Act 2011 s.49
4.7 Each SWMS has been set out and expressed in a way that is readily
accessible and understandable to the workers that are or will be requi
red to use it.
Work Health and Safety Regulation 2011 s.299(3)(b)

5. The work environment
5.1 The work environment has been maintained such that it is clean and in a safe
condition.Managing the Work Environment and Facilities Code of Practice 2011,
1.3 Maintaining the work environment and facilities
5.2 Work areas are clearly identified and separated as necessary so that work can
be undertaken safely. Work Health and Safety Regulation 2011 s.40
5.3 Floors and other surfaces are designed, installed, and maintained to allow work
to be carried out without risk to health and safety.
5.4 Lighting at the workplace is sufficient to allow:
 each worker to carry out work without risk to health and safety
 people to move within the workplace without risk to health and safety
 safe evacuation in an emergency.
Managing the Work Environment and Facilities Code of Practice 2011, 2.6
Lighting
5.5 The workplace has sufficient ventilation to enable workers to carry out work
without risk to health and safety.
Managing the Work Environment and Facilities Code of Practice 2011, 2.7 Air
quality
5.6 Workers carrying out work in extremes of heat or cold are able to carry out work
without risk to health and safety. Work Health and Safety Regulation 2011 s.40
Managing the Work Environment and Facilities Code of Practice 2011, 2.8 Heat
and cold
Housekeeping
5.7 The layout of the workplace allows, and the workplace is maintained so as to
allow, for people to enter and exit and to move about without risk to health and
safety, both under normal working conditions and in an emergency.
5.8 The principal contractor has managed the risks to health and safety associated
with the storage, movement, and disposal of construction materials and waste at
the workplace.
5.9 The entries, exits, and access ways in the workplace are kept clean and clear of
materials and waste.Work Health and Safety Regulation 2011 s.40
5.10 A safe system has been implemented for the collection, storage, and disposal of
excess or waste materials.Work Health and Safety Regulation 2011 s.40
5.11 Sufficient area has been allocated to safely store materials or plant for the
construction work.Work Health and Safety Regulation 2011 s.40 and s.315
Amenities
5.12 Adequate facilities have been provided for workers, including toilets, drinking
water, washing facilities, and eating facilities.Work Health and Safety Regulation
2011 s.41
5.13 Facilities provided for workers are in good working order and are clean, safe,
and accessible.Work Health and Safety Regulation 2011 s.41
5.14 Amenities are maintained in a hygienic, safe, and serviceable condition through
a system for inspecting and cleaning the amenities. Work Health and Safety
Regulation 2011 s.315A

First aid
5.15 First aid equipment has been provided for the workplace and is
accessible to each worker. Work Health and Safety Regulation 2011 s.42
5.16 An adequate number of workers have been trained to administer first
aid. Work Health and Safety Regulation 2011 s.42
6. Falls
6.1 A SWMS is available for all high risk construction work that involves
a risk of a person falling more than
2m that has commenced or is about to commence.
6.2 For all high risk construction work that involves a risk of a person
falling more than 2m, where the only control measures to be
implemented will be administrative or the provision of PPE, the
SWMS describes all control measures considered in determining
which control measure to implement (including by addressing the
general fall protection requirements in section 79(3)). Work Health
and Safety Regulation 2011 s.299
6.3 Where a risk of fall of less than 3m in housing construction work or Examples of hazards:
less than 2m in other construction work or construction work on roof  Vertical reinforcing steel, or the
with slope not over 26° exists: edge of a rubbish skip, 1m
 each hazard that may result in a fall or cause death or injury if a below a surface from which the
work is to be done.
person were to fall has been identified
 Unsheeted floor bearers and
 the risk of death or injury that may result because of the hazard joists 2m below a surface from
has been assessed which the work is to be done.
 Any control measures necessary to prevent, or minimise the level  An object, for example a picket
of, exposure to the risk is used. fence or stack of bricks that
Work Health and Safety Regulation 2011 s.306C(3) could cause injury if a person
fell on it.
 A brittle roof on which the work
is to be done 2m above a floor.
6.4 Where a risk of fall of at least 3m in housing construction work or at Examples of control measures to
least 2m in other construction work or construction work on roof with prevent a person falling include:
a slope over 26° exists, control measures have been used which:  edge protection
 prevent a person falling any distance  a fall protection cover placed
over an opening
 if prevention is not practicable:
 a travel restraint system.
o arrest a person’s fall Examples of control measures to
o Prevent or minimise the risk of death or injury to a person arrest a person’s fall include:

when the fall is arrested.  a fall arresting platform
Work Health and Safety Regulation 2011 s.306D(3)  a fall-arrest harness system
 An industrial safety net.
7. Ladders
Ladders generally
Note: The criteria under this heading do not apply to trestle ladders.
7.1 Ladders have a load rating of at least 120kg and have been
manufactured for industrial use.
Work Health and Safety Regulation 2011 s.306M
7.2 Ladders are used only for the purpose for which they have been
designed. Work Health and Safety Regulation 2011 s.306M
7.3 Ladders are not used to support a weight greater than that for which
they have been designed.
7.4 Note: This criterion does not apply to ladders used in confined
spaces.
Ladders are no longer than:
 6.1m for single ladders
 9.2m for extension ladders used to do electrical work within the
meaning of the Electrical Safety Act 2002
 7.5m for other extension ladders.
7.5 Ladders are used where the:
 bottom of the ladder is on a stable surface
 Rungs of the ladder are approximately level.

8. Electrical
8.1 Work is conducted in a way that is electrically safe.
Electrical Safety Act 2002 s.30
8.2 A SWMS is available for all work that is carried out on or near
energised electrical installations or services that has commenced or
is about to commence at the workplace.
8.3 Electrical leads are arranged to avoid damage.
Electrical Safety Regulation 2013 s.102
8.4 Leads and tools are not used in damp or wet conditions unless they
have been specifically designed to do so.
Electrical Safety Act 2002 s30
8.5 Residual current devices are installed and tested regularly.
Electrical Safety Regulation 2013 s.104
8.6 Electrical equipment has been inspected, testing, and tagged in

accordance with AS/NZS 3012 Electrical installations – Construction
and demolition sites.
8.7 Electrical work is carried out by an appropriately licensed individual.
Electrical Safety Act 2002 s.55
8.8 All electrical equipment for the performance of work is in accordance
with the requirements of AS/NZS 3012 Electrical installations –
Construction and demolition sites.
9. Maintenance and inspection
9.1 Maintenance, inspection, and testing is carried out by a competent
person. Work Health and Safety Regulation 2011 s.213
9.2 Maintenance, inspection, and testing is carried out:
 in accordance with the manufacturer’s recommendations
 where there are no manufacturer’s recommendations, in
accordance with the recommendations of a competent person
 annually.Work Health and Safety Regulation 2011 s.213
9.3 Records of all tests, inspections, maintenance, commissioning,
decommissioning, dismantling, and alternation of each item of plant
are available.
Managing Risk of Plant in the Workplace Code of Practice 2013, 6.
Keeping Records.

next page:
Part I. Choose the best answer (3 point)
1. Which of the following criteria of site inspection check lists categorized under
administrative requirements.
A. Signs have been installed to show the principal contractor’s name and telephone
contact numbers
B. A written work health and safety management plan for the construction project was
prepared prior to work commencing.
C. All workers carrying out construction work on the project have been made aware of
the content of the WHS management plan.
D. All
2. Which of the following criteria of site inspection check lists categorized under Safe
work method statements
A. Each SWMS identifies the high risk construction work to which it applies
B. Each SWMS describes how control measures are to be implemented, monitored, a
nd reviewed.
C. Each SWMS states the hazards relating to the high risk construction work and
risks to health and safety associated with those hazards.
D. All
3. Which of the following criteria of site inspection check lists categorized under the work
environment
A. The workplace has sufficient ventilation to enable workers to carry out work without
risk to health and safety
B. Workers carrying out work in extremes of heat or cold are able to carry out work
without risk to health and safety.
C. Floors and other surfaces are designed, installed, and maintained to allow work to
be carried out without risk to health and safety.
D. All
4. Which of the following criteria of site inspection check lists categorized under electrical
A. Residual current devices are installed and tested regularly.
B. Work is conducted in a way that is electrically safe.
C. Electrical work is carried out by an appropriately licensed individual.
D. All
Name: _________________________ Date: ______________ Rating: ____________

Information Sheet 3. Using Industry and organizational quality manuals and
procedures.
3.1. Using Industry and organizational quality manuals and procedures

A quality manual is a document that states the company’s intentions for operating
and executing the processes within its quality management system. It can include policies
for all areas of the business that affect your ability to make high-quality products and meet
your customers’ and ISO’s requirements. These policies define how your department
managers will implement procedures within the boundaries specified in the quality
manual. An important note: many other quality management system standards based
on ISO 9001 are still requiring a quality manual. If your standard requires one, then you
must maintain a quality manual.
The Quality Manual’s purpose is to serve as the how-to document of your company’s
operational processes. Any policy within your business that affects your ability to deliver
high-quality products, meet your customer’s demands, and satisfy ISO requirements can
be detailed in the manual. The document can then be used by your department managers
as they implement procedures, and will define for them the boundaries and specifications
they must satisfy.
A quality manual is an important tool for companies implementing an ISO Quality
Management System to create because it will outline the intentions of your daily
operations within your quality management system. It sets the expectations for your
team’s performance and for the caliber of your deliverables.
Uses of a Quality Manual
In addition to a tool for managers, the manual can be used for several other important
purposes.
1. To communicate management’s expectations to employees
2. To demonstrate the company’s plan to conform to the requirements of ISO
9001:2015

3. To demonstrate the fulfillment of Clause 5.3 which states that organizational roles,
responsibilities, and authorities must be assigned, communicated, and understood
4. To provide a starting point for auditors, either internal, customer-affiliated, or the
ISO certification body.
For users of ISO 9001:2015, the contents of your quality manual are completely up to you
and are largely dependent on your processes. ISO requires that you show evidence of the
intentions, actions, and outcomes of your QMS. When you are determining how to
prepare your quality manual and what to include, be sure that your main focus is on
ensuring that the policies you include reflect your actual practices.
Here are some common topics included in quality manuals.

 Quality policy
 Explanation of the company’s documentation structure
 Organizational chart
 Policy statements for each applicable ISO requirement
 Reference to operating procedures

next page:
1.________ is a document that states the company’s intentions for operating and
executing the processes within its quality management system.
A. Management system C. Procedure
B. Quality manual D. All
2. Quality manual can be used for several other important purposes such as___
A. To demonstrate the company’s plan to conform to the requirements of ISO
9001:2015
B. To provide a starting point for auditors, either internal, customer-affiliated, or the
ISO certification body.
C. To communicate management’s expectations to employees
D. All
3. Which of the following is the common topics included in quality manuals.
A. Quality policy
B. Explanation of the company’s documentation structure
C. Organizational chart
D. Reference to operating procedures
E. All
4. Quality manual sets the expectations for your team’s performance and for the caliber of
your deliverables.

Score = ___________
Rating: ____________
Answer Sheet
Name: _________________________ Date: ______________
Information Sheet 4. Arranging Local authority inspections.
4.1 Arranging Local authority inspections

Designate electrical inspection agencies which shall be authorized to make inspections of
electrical wiring, equipment and/or apparatus installed. Consumers' electrical wiring,
Equipment and apparatus shall be installed, operated and maintained in conformity with any
and all local or other governmental requirements and with all rules and requirements of the
National Electrical Code, and shall be inspected and approved by an approved inspection
Agency
Where the electrical installation work is notifiable it should be checked to make sure that it is
safe. This checking can be done by:-
 The electrician who carries out the work, provided the electrician is registered with a
competent person self-certification scheme, or
 A building control body – either the building control department of your local
authority or a private approved inspector, or
Competent person schemes
An electrician registered with a competent person self-certification scheme authorised by the
Secretary of State will self-certify that notifiable work is safe and complies with the Building
Regulations. When using a registered electrician, you do not need to notify a building control
body.
The registered electrician should also provide you with a completed Electrical Installation
Certificate to show that the work has been tested for safety.
Local authority building control
You may make a Building Regulations application to your local authority building control
department if the electrician you employ to carry out notifiable work is not registered with one
of the relevant competent person schemes, or if you do the work yourself. You should
contact the local authority before you start the work and they will explain the requisite
procedures to you.
It is also best to discuss with the local authority how they wish to inspect and check the works
you are carrying out.

next page:
1. Consumers' electrical wiring, Equipment and apparatus shall be installed, operated

and maintained in conformity with any and all local or other governmental requirements
2. Where the electrical installation work is notifiable it should be checked to make sure that
it is safe. This checking is can be done by__
A. By Electrician who carry the work C. Owner
B. Building Control body D. A & B are correct

Score = ___________
Rating: ____________
Answer Sheet
Name: _________________________ Date: ______________

Information Sheet 5. Communicating Quality requirements to assess against
construction standards.
5.1. Communicating Quality requirements

5.1.1. General Conditions and Requirements in Electrical Construction Contract
A sample Specification for Electrical Construction Contract Works that describes General
Conditions and Requirements to accomplish electrical works all in conjunction with
Architectural, Civil, Mechanical and other services.
1. Requirements of Regulatory Agencies
Codes and standards: All electrical equipment, materials, installation and workmanship
shall comply with the latest edition of the applicable codes and standards of any of these
organization listed below:
1. National Electric Code (NEC).
2. Underwriter laboratories (UL).
3. Institute of Electrical & Electronic Engineers (IEEE).
4. National Fire Protection Association (NFPA).
5. National Electrical Manufacturers Association (NEMA).
6. Insulated Power Cable Engineers Association (IPCEA).
7. American National Standards Institution (ANSI) and or BS code, IEE regulations or
any other approved equivalent standards.
2. Materials
All materials furnished under this specification shall be new and shall conform to any of
the standard such as Underwriters Laboratories, the American National Standards
Institute, the National Fire protection Association or BS or equivalent. Each major class of
equipment through out the installation shall be by a single manufacturer.
Catalogue and samples of all equipment and materials to be supplied under this
specification shall be submitted prior to installation for approval. Wherever applicable and
appropriate, the manufacturer’s test certificates shall be submitted for approval. The
contractor shall furnish all valid documents to show that the materials proposed to use in
the project are readily available, guaranteeing the availability of spare parts within the
Kingdom.

3. Drawings
The drawings and specifications are intended to describe the work comprehensively, but
are not intended to be complete in every detail. Wherever reasonably implied by the
nature of the work, all materials shall be furnished and installed by the contractor as a
part of his contract work.
Any omissions from either the drawings or the specifications are unintentional and it shall
be the responsibility of the contractor to include all such items and to provide and install
all systems complete and in operable condition.
All contract drawings of any trade which may effect the location of any outlets, apparatus
& equipment shall be consulted to avoid possible interferences and permit full
coordination of all work.
All electrical equipment such as junction and pull boxes, panel boards, switches, controls
and such other apparatus as may require maintenance and operation periodically shall be
made easily accessible. Although the equipment may be shown on the drawings in
certain locations, the construction may disclose the fact that such locations do not make
its position readily accessible.
The contractor shall prepare detailed working drawings for approval to the Supervising
Engineer. These drawings shall comply with and complement the contract drawings to
the extent of showing the physical layout of all equipment, details of installations,
materials and methods. No changes shall be made without the prior approval of the
Supervising Engineer.
4. Manufacturer's Working Drawings
The contractor shall obtain manufacturers working drawings for all specialist items of
equipment such as distribution boards, panel boards etc. and submit them to the
Supervising Engineer for their approval before commencement of manufacture.
5. Record Drawings and Maintenance Manuals
On completion of the contract the contractor shall provide one set of record negatives on
heavy duty PVC reproducible film and three sets of dye line prints of the works as
installed. The drawings shall indicate the route and size of all conduits and cables
installed whether buried or surface fixed type and rating of luminaires, details of the
circuits used on all distribution board and the drawings showing all other services called
for, in the electrical section. Schematic contract drawings shall also be submitted
incorporating the details of any changes made during the contract.

The contractor shall also submit three copies in plastic covers of a maintenance and
operating manual for specialist plant describing the maintenance routines, method of
adjustment, typical fault finding routines and wiring diagrams. It shall also include a
comprehend list of materials, accessories and equipment used in appropriate
replacement part reference numbers.
6. Electrical Power Supply:

Power will be 380/220V (or 415/240V), 3-phase, 60 Hz (or 50 Hz) with provision for utility
connection. Distribution will be 380/220V (or 415/240V), 3-phase, 4-wire and 60 Hz (or
50 Hz).
7. Coordination with Supply Authority
The contractor shall coordinate with the local electricity supply authority to agree their
precise requirements on the site and final details and positions for metering equipment,
service connection etc.
The contractor shall also be responsible for advising the supply authority to when the
permanent supply will be required for programming and progressing their activities on the
site.
8. Location of Electrical Equipment
The location and dimension of electrical equipment shown on plans shall be considered
as approximate and diagrammatic only. The contractor shall determine the exact location
to meet the field conditions, avoid interference with other equipment and services or for
other sufficient reasons.
The mounting heights of electrical equipment where not indicated or detailed on the
plans, shall be as noted below:
1. Convenience outlets, telephone outlets and television antenna outlets 300 mm
above finished floor to bottom of the box.
2. Light switches, push button station, selector switches and all other toggle or control
switches 1200 mm above finished floor to bottom of the box.
3. Panel boards for lighting, power, telephone and other auxiliary systems 2000 mm
above finished floor to top of panel.
4. Disconnect switches, service switches and individually mounted starters and
connector approximately 1500 mm above finished floor to center line.
5. Fire alarm pull station 1200 mm above finished floor to bottom of the box.
6. The mounting height for all equipment, except as noted shall be as recommended
by the equipment manufacturer.
7. All switches, socket outlets and any other power outlets in the kitchen and toilet
shall be mounted as 1200 mm above finished floor level.
5.1.2. General Requirements for Electrical Earthling or Grounding System in
Building Construction
Component parts of earthling system are to include the following:

1. Earth electrode (rods, tapes etc.)
2. Main earthling terminals or bars
3. Earthling conductors
4. Protective conductors
5. Equipotential bonding conductors
6. Electrically independent earth electrodes for special systems (clean earth)
7. Accessories and termination fittings, bonding, welding kits and other materials
1. Earth or Ground Electrode
1. Earth electrode is to consist of one or more earth rods (also earth plate or earth
matt), interconnected by buried earthling tape or cable, which is to have a total
combined resistance value, during any season of the year and before
interconnection to other earthed systems or earthling means, not exceeding I ohm.
Distance between 2 rods is not to be less than 6 meters.
2. Main ring earthling resistance should not exceed 1 ohm.
3. Ring type earth electrode is to consist of earthling conductors, in a closed loop,
buried in exterior wall foundations underneath the water-proofing, or alternatively at
0.6 m around the perimeter of the building foundations, as shown on the Drawings.
Connect all earthling conductors to this ring. Insulated connection flags into the
building, of same material as earthling conductors, are to be located at positions of
service entrance and main switchboard rooms, terminating in bolt-type earth points
(studs) or test links for connection of main earth bar(s). Additional earth rods
connecting with the earth ring are to be provided, as necessary, to bring down
earth electrode resistance to an acceptable value.
4. Functional earth electrode is to be provided separately from, but interconnected
to, other earth electrode(s) through suitably rated (470 V) spark gap. Functional
earth electrodes are to be used for earthling electronic equipment (communication
equipment, digital processors, computers etc.) as required by the particular Section
of the Specification and recommendation of the manufacturer.
5. Alternative Earth Electrode: Other types of earth electrode may be used, after
approval, including:
1. Copper plate(s)
2. Tape mats (strips)

2. Main Earthling Terminal or Bar
1. Main earthling bar is to be provided at point of service entrance or main
distribution room, and as described in the Specification or shown on the Drawings.
Connect all earthling conductors, protective conductors and bonding conductors to
the main earthling bar. Provide 2 insulated main earthling conductors, I at each
end of the bar, connected via testing joints to the earth electrode at 2 separate
earth pits.
Conductor is to be sized to carry maximum earth fault current of system at point of
application with final conductor temperature not exceeding 160 deg. C (320 deg. F)
for at least 5 seconds. Main earthling conductors are to be minimum 120 mm2 or
as otherwise required by the particular Section of the Specification. Main earthling
bar shall be positioned at an accessible location within the electrical room and
clearly labeled.
2. The main earth bar shall be in the form of a ring or rings of bare conductors
surrounding or within an area in which items to be earthed are located. Where 2 or
more rings are installed they shall be interconnected by at least two conductors,
which shall be widely separated.
3. Testing joints (test links) are to be provided, in an accessible position, on each
main earthling conductor, between earthling terminal, bar and earth electrode.
3. Earthling or Grounding conductors
1. Protective conductors are to be separate for each circuit. Selection of sizes is to be
in accordance with Table 54F of IEE Regulations.
2. Protective conductors are not to be formed by conduit, trunking, ducting or the like.
3. Continuity of Protective Conductors: Series connection of protective conductor
from one piece of equipment to another is not permitted. Extraneous and exposed
conductive parts of equipment are not to be used as protective conductors, but are
to be connected by bolted clamp type connectors and/or brazing to continuous
protective conductors which are to be insulated by molded materials. Conductor
sheaths shall be of yellow-green colored PVC to meet the requirements of BS
6004 or IEC 60502-1 Grade ST1 with a minimum thickness of 1.5 mm.
4. Bare strip conductors only shall be used for earth electrodes or voltage control
meshes.
5. Conductors buried in the ground shall normally be laid at a depth of 1000 mm
below the underground power cables in an excavated trench. The backfill in the
vicinity of the conductor shall be free of stones and the whole backfill shall be well
consolidated. All conductors not buried in the ground shall be straightened
immediately prior to installation and supported clear of the adjacent surface.

6. Earth Fault Loop Impedance: For final circuits supplying socket outlets, earth fault
impedance at every socket outlet is to be such that disconnection of protective
device on over-current occurs within 0.4 seconds. For final circuits supplying only
fixed equipment, earth fault loop impedance at every point of utilization is to be
such that disconnection occurs within 5 seconds.
4. Equipotential Bonding
1. Supplementary Equipotential Bonding: Connect all extraneous conductive parts
of the building such as metallic water pipes, drain pipes, other service pipes and
dueling, metallic conduit and raceways, cable trays and cable armor to nearest
earthling terminals by equipotential bonding conductors. Cross-section of
protective bonding conductor shall not be less than 1/2 of the protective conductor
connected to respective earthling terminal with a minimum of 4 mm2.
1. Individual components of metallic structures of plant shall be bonded to
adjacent components to form an electrically continuous metallic path to the
bonding conductor.
2. Small electrically isolated metallic components mounted on non-conducting
building fabric need not be bonded to the main earth bar.
3. Bolted joints in metallic structures including pipework, which do not provide
direct metallic contact shall be bridged by a bonding conductor or both sides
of the joint shall be separately bonded to earth unless the joint is intended to
be an insulated joint for cathodic protection or other purposes.
2. Main Equipotential Bonding: Main incoming and outgoing water pipes and any
other metallic service pipes are to be connected by main equipotential bonding
conductors to main earth terminal or bar. Bonding connections are to be as short
as practicable between point of entry/exit of services and main earthling bar.
Where meters are installed, bonding is to be made on the premise side of the
meter. Cross-sections of conductors are not to be less than 1/2 that of the earthling
conductor connected thereto, and minimum 6 mm2.

5. Identification and Protection of Earthling Components
 Connection of every earthling conductor to earthling electrode and every bonding

conductor to extraneous conducting parts is to be labeled as follows, in
accordance with the Regulations. SAFETY ELECTRICAL CONNECTION - DO
NOT REMOVE.
 Protective and earthling conductors are to be identified by combination of green-
and-yellow colors of insulation or by painting bar conductors with these colors, as
approved.
 Source earthling conductor (or neutral earthling conductor) is to be identified along
its entire length by continuous black insulation labeled 'neutral earthling'. The
neutral earthling ground rod pit is to be also clearly identified.
 Exposed external earthling or grounding conductor connection joints are to be
protected from corrosion with grease caps or Denso tape (bituminous tape) or
approved equal.
 The earthling and lightning protection system for any new extension shall be
suitably connected to the existing system.
 In general earthling conductor connections to structures, connections within the
lightning protection system conductors, are to be exothermic copper-weld type
unless stated otherwise.

next page:
1. Which of the following general requirement in electrical installation is about code and
standard that all electrical equipment, materials, installation and workmanship shall
comply with.
A. Requirements of regulatory C. Record Drawings and Maintenance Manuals
B. Manufacturer working drawing D. All
2. According to general requirement for electrical installation Light switches, push button
station, selector switches and all other toggle or control switches ____ mm above finished
floor to bottom of the box.
A. 1200 mm C. 1700 mm
B. 1500 mm D. 2000 mm
3. According to general requirement for electrical installation all switches, socket outlets
and any other power outlets in the kitchen and toilet shall be mounted as ____ mm above
finished floor level.
A. 2000 mm C. 1700 mm
B. 1500 mm D. 1200 mm
4. According to general requirement for electrical installation Convenience outlets,
telephone outlets and television antenna outlets _____ mm above finished floor to bottom
of the box.
A. 2000 mm C. 300 mm
B. 1500 mm D. 1200 mm
5. According to general requirement for electrical installation Panel boards for lighting,
power, telephone and other auxiliary systems____ mm above finished floor to top of
panel.
A. 2000 mm C. 300 mm
B. 1500 mm D. 1200 mm
1. Explain the seven Component parts of earthling system. (7 point)
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
____________________________________________________________________________.

Score = ___________
Rating: ____________
Answer Sheet
Name: _________________________ Date: ______________

Information Sheet 6. Processes on-site work supervises
6.1 supervise of on-site work

On construction sites large and small, supervision has a key role to play in preventing
accidents. Typical supervisory functions include:
 Planning and allocating work,
 Making decisions,
 Monitoring performance and compliance,
 Providing leadership and building teamwork
 Ensuring workforce involvement.
Supervision is therefore heavily involved in the running of a typical construction project
and in particular in ensuring that health and safety is effectively managed. The Health and
Safety Executive (HSE) has identified supervision as a Performance Influencing Factor”
when attempting to prevent accidents.
The lack of proper provision of supervision also regularly features as an important
contributory factor in less well-known accidents, including many of those occurring on
construction sites. It is not, however, always viewed a critical factor for site safety and its
provision is not always given the due consideration and weight it deserves. Sometimes
supervisors, for whatever reason, do not fulfil their role effectively.
Who, how and how much?
The level and nature of supervision required should be determined as an outcome of the
client’s management arrangements for the project and from the risk assessments carried
out by contractors and others.
It is not sufficient to stipulate that “supervision will be provided” without specifying the
detail of that provision. The client’s arrangements for managing the project and the risk
assessments for the project should stipulate the level and nature of the supervision
required.
Questions such as who will supervise, how supervision will take place, how much is
required and when need to be considered. Some workers and some activities will require
more supervision than others. For example:
 young inexperienced workers may need very close and maybe constant
supervision
 migrant workers with poor English language skills, or understanding of site safety
standards, may need additional supervision
 High-risk activities will need to be closely monitored by supervisors.

Senior management commitment
Senior management must visibly support supervisors and their role. They must also show
positive commitment to site supervision through, for example, sufficient financial
investment in supervision.
Leadership
The Health and Safety Executive Research Report (RR) 367 concluded that there is a
positive correlation between attitudes and behaviors displayed by leaders and the
development of a safety culture and safety climate. Supervisors need to show leadership
and they need to set a good example to others in both their actions and attitudes.
Communication
Effective communication between employees, supervisors and management is important

within an organization’s supervisory arrangements because of the positive effect that it
has on safety performance.
The fundamental goal of health and safety communication is to provide meaningful,
relevant and accurate information, in clear and understandable terms to specific
stakeholders. This in turn can promote awareness and understanding of the management
of health and safety as well as specific risk issues.
Employee involvement
Supervision can be important for achieving employee involvement, and often the
supervisor can be the link between workers and site management. This can lead to
improved health and safety standards on site.
Clear roles and responsibilities
If employees, supervisors and team leaders are not clear about their roles and
responsibilities this has the potential to adversely impact safety performance. The
supervisory arrangements therefore need to make these roles and responsibilities clear.
Training and competence
Supervisors need to be properly selected and, like all personnel on construction sites,
they need to be competent. This will involve some level of training. For example the
Construction Industry Training Board (CITB) offer a two-day training course for
construction site safety supervisors. The training needs to cover both the technical nature
of supervision and other skills such as leadership, communication and team working.

Checklist for the provision of supervision
Key principles for effective supervision are as follows:

 The supervisory arrangements in place must be assessed and appraised to ensure
that all key supervisory functions are clearly defined and appropriately allocated.
 The right people for the job must be selected and provided with training where
appropriate. Relevant individuals must have the necessary skills and aptitude for
supervisory activities, such as planning, communication, delegation and leadership
etc.; a thorough understanding of local hazards and control measures; and the
experience and credibility to gain respect from others.
 Supervisors must be supported in their roles and responsibilities. Achievable
targets should be set and visible support given.
 Supervisors must be allowed the time and the opportunity to interact with others to
fulfill all of their supervisory responsibilities.
 The performance of supervisors must be measured, audited and reviewed.
Supervisors must be supervised.

next page:
1. Which of the followings are among typical supervisory function.

A. Planning and allocating work
B. Making decisions
C. Monitoring performance and compliance
D. Providing leadership and building teamwork
E. All
2. Which of the following is the key principles of effective supervision
A. Supervisors must be allowed the time and the opportunity to interact with others to
fulfill all of their supervisory responsibilities.
B. The performance of supervisors must be measured, audited and reviewed.
Supervisors must be supervised.
C. The right people for the job must be selected and provided with training where
appropriate.
D. All
3. Supervision can be important for achieving employee involvement, and often the
supervisor can be the link between workers and site management.
4. The fundamental goal of health and safety communication is to provide meaningful,
relevant and accurate information, in clear and understandable terms to specific
stakeholders.

Score = ___________
Rating: ____________
Answer Sheet
Name: _________________________ Date: ______________

Information Sheet 7. Meet Contractual quality standards.
7.1. Contractual quality standards

Types of contract quality requirements
Contract quality requirements fall into four general categories, depending on the extent of
quality assurance needed by the Government for the acquisition involved.
1. Contracts for commercial items.
2. Government reliance on inspection by contractor.
3. Standard inspection requirements.
4. Higher-level contract quality requirements.
1. Contracts for commercial items.
When acquiring commercial items the Government shall rely on contractors’ existing
quality assurance systems as a substitute for Government inspection and testing before
tender for acceptance unless customary market practices for the commercial item being
acquired include in-process inspection. Any in-process inspection by the Government
shall be conducted in a manner consistent with commercial practice.
2. Government reliance on inspection by contractor
a. Except as specified in (b) of this section, the Government shall rely on the
contractor to accomplish all inspection and testing needed to ensure that supplies
or services acquired at or below the simplified acquisition threshold conform to
contract quality requirements before they are tendered to the Government .
b. The Government shall not rely on inspection by the contractor if the contracting
officer determines that the Government has a need to test the supplies or services
in advance of their tender for acceptance, or to pass judgment upon the adequacy
of the contractor’s internal work processes.

In making the determination, the contracting officer shall consider-
i. The nature of the supplies and services being purchased and their intended
use;
ii. The potential losses in the event of defects;
iii. The likelihood of uncontested replacement or correction of defective work.
iv. The cost of detailed Government inspection.
3 Standard inspection requirements.
a. Standard inspection requirements are contained in the clauses prescribed the

product and service specifications that are included in solicitations and contracts.
b. The clauses referred to in (a) of this section-
i. Require the contractor to provide and maintain an inspection system that is
acceptable to the Government;
ii. Give the Government the right to make inspections and tests while work is in
process; and
iii. Require the contractor to keep complete, and make available to the
Government, records of its inspection work.
4 Higher-level contract quality requirements.
a. Agencies shall establish procedures for determining when higher-level contract

quality requirements are necessary, for determining the risk (both the likelihood
and the impact) of nonconformance, and for advising the contracting officer about
which higher-level standards should be applied and included in the solicitation and
contract. Requiring compliance with higher-level quality standards is necessary in
solicitations and contracts for complex or critical items or when the technical
requirements of the contract require-
i. Control of such things as design, work operations, in-process
controls, testing, and inspection; or

ii. Attention to such factors as organization, planning, work instructions,
documentation control, and advanced metrology.
b. Examples of higher-level quality standards include overarching quality
management system standards such as ISO 9001, ASQ/ANSI E4, ASME NQA-1,
SAE AS9100, SAE AS9003, and ISO/TS 16949, and product or process specific
quality standards such as SAE AS5553.
Criteria for use of contract quality requirements
The extent of contract quality requirements, including contractor inspection, required

under a contract shall usually be based upon the classification of the contract item (supply
or service) as determined by its technical description, its complexity, and the criticality of
its application.
a. Technical description. Contract items may be technically classified as-

i. Commercial (described in commercial catalogs, drawings, or industrial standards
or
ii. Military-Federal (described in Government drawings and specifications).
b. Complexity.
i. Complex items have quality characteristics, not wholly visible in the end item, for
which contractual conformance must be established progressively through
precise measurements, tests, and controls applied during purchasing,
manufacturing, performance, assembly, and functional operation either as an
individual item or in conjunction with other items.
ii. Noncomplex items have quality characteristics for which simple measurement
and test of the end item are sufficient to determine conformance to contract
requirements.

c. Criticality.
i. A critical application of an item is one in which the failure of the item could injure
personnel or jeopardize a vital agency mission. A critical item may be either
peculiar, meaning it has only one application, or common, meaning it has multiple
applications.
ii. A noncritical application is any other application. Noncritical items may also be
either peculiar or common.
Contractor inspection requirements
The Contractor Inspection Requirements, in solicitations and contracts for supplies or

services when the contract amount is expected to be at or below the simplified acquisition
threshold and
a) Inclusion of the clause is necessary to ensure an explicit understanding of the
contractor’s inspection responsibilities.
b) Inclusion of the clause is required under agency procedures. The clause shall not
be used if the contracting officer has made the determination specified.

next page:
1. Requiring compliance with higher-level quality standards is necessary in solicitations
and contracts for complex or critical items or when the technical requirements of the
contract require:
A. Control of such things as design, work operations, in-process controls,
testing, and inspection; or
B. Attention to such factors as organization, planning, work instructions,
documentation control, and advanced metrology.
C. Management system standard
D. A & B are correct.
2. In higher level contract quality requirement Agencies shall establish procedures for
determining when higher-level contract quality requirements are necessary-
A. for determining the risk (both the likelihood and the impact) of nonconformance,
B. For removing quality.
C. For advising the contracting officer about which higher-level standards should be
applied and included in the solicitation and contract.
D. A & C are correct.
3. In making the determination for supply and services, the contracting officer shall
consider-
A. The nature of the supplies and services being purchased and their intended use
B. The potential losses in the event of defects
C. The likelihood of uncontested replacement or correction of defective work
D. The cost of detailed Government inspection
E. All F. B & D are correct

1. Explain the four general categories of contract quality requirement. (8 point)
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________

Score = ___________
Rating: ____________
Answer Sheet
Name: _________________________ Date: ______________

LG #58 LO #4. Complete project administration processes.
Instruction sheet
 Carrying out Project administration processes and preparation for practical
completion.
 Identify Practical completion inspection procedure.
 Identify and carried out Handover procedures
 Provide Certificates and appropriate client information at handover, including
 Termite protection and appliance warranties.
 Obtaining Defects liability items.
 Rectifying Defects and obtaining client sign-off.
 Conduct and supervise Administrative processes.
 Carry out Project administration processes and prepare for practical completion in
accordance with the contract requirements and company policy.
 Identify Practical completion inspection procedure, communicated to the client and
applied on site.
 Identify Handover procedures and Carry out in accordance with organizational policy.
 Provide Certificates and appropriate client information at handover, including termite
protection and appliance warranties.
 Obtain Defects liability items from clients.
 Obtain Defects are rectified and client sign-off.
 Conduct Administrative processes and Supervise with reference to relevant
regulatory and organizational requirements.
3. Read the information written in the “Information Sheets”. Try to understand what are
being discussed. Ask your trainer for assistance if you have hard time understanding
them.
5. Ask from your trainer the key to correction (key answers) or you can request your trainer
to correct your work. (You are to get the key answer only after you finished answering the
Self-checks).
7. If your performance is unsatisfactory, see your trainer for further instructions or go back to
Self-checks).

Information Sheet 1. Carrying out Project administration processes and
preparation for practical completion.
1.1. Project administration processes and preparation for practical completion.

Project Completion.
Upon receiving a request to confirm substantial completion by the GC, the architect and
the owner should conduct a walk-through inspection to determine the punch list for final
completion. Typically, substantial completion is reached when the building is usable for its
intended purpose, all utilities (electrical, sanitary…..etc.) are functioning, the project has
achieved approval for use or occupancy and the work is more than 97.5% complete.
The construction manager or architect/electrical installation foremen generally determines

this milestone by issuing a Certificate of Substantial Completion. Final completion
signifies that construction is finished in accordance with the contract documents. This
means that the punch list has been completed, usually certified by the project architect.
In addition, all onsite tasks have been completed and administrative submittals,
warranties, close-out documentation, manuals, as-built, etc., have been turned over to the
owner and verified for completeness.
In most jurisdictions, the appropriate authority issues a Certificate of Occupancy certifying

that the building permit has been signed off and all inspections are complete and signifies
that the building is ready for its intended use or occupancy. The owner’s payment of
retainage to the contractor is outlined in the contract and is linked to final completion,
substantial completion or sometimes the certificate of occupancy.
1.1.1. Preparation for practical completion of projects
In order to carry out practical completion of projects according to contract
requirement and company policy it’s possible to accomplish the following items:-
1.1.1.1 Contract variations
Once practical completion has been achieved, it is often more convenient to have the
contractor available to carry out extra work during the defects period, this may be for
example to rectify a design fault or some other matter.
In many instances this may however be inconvenient for the contractor and they may
have no desire to carry out additional work, especially if the work is small in nature and
the time frame is oppressive.

On the other hand, the contractor is familiar with the project and one would think that this
would make them the most suitable organization to carry out any last minute instructions
or variations.
Once practical completion has been achieved, the contractor has no obligation to carry
out varied Work although an exception would be where the contract expressly provides
for issued variation after practical completion
“Variations as well as original contract work cannot be instructed after practical
completion of the remainder of the work in the absence of express provision, unless of
course the contractor is willing to carry them out…”
In summary the contractor is not obliged to carry out variations where the instruction is
issued after practical completion unless there is a clause in the contract which gives the
requisite power to issue an instruction of this nature.
1.1.1.2 Defect identification and rectification
Top 15 Common Electrical Problems and Solutions
When considering household electric appliances, your safety is the main goal. If you are
facing high bills, flickering lights and damaged appliances at your home, you can make
sure the home circuit is not in a proper working condition.
Here are some common electrical wiring problems and their solutions:-
1) Electrical surges: It can be occurred due to poor wiring in the house or lightning
strikes or faulty appliances or damaged power lines. Surges are common and last
for a microsecond but if you experience frequent surges lead to equipment damage
that degrade life expectancy particularly. Check the device that connects to the
home grid or the wiring and try disconnecting the poor quality power boards or
devices from the outlet. If the surges don’t occur again, your problem is solved. If it
is not, you must call an electrician.
2) Overloading: Sometimes your light fixture has a bulb or other fitting with high
watts than the designed fixture. This is a code violation and the risk level is quite
high. The high heat from the bulb can melt the socket and insulation present in
wires of the fixture. This results in sparks from one wire to another and causes
electrical fires. Even after the bulb is removed, the socket and wires will still be
under damage.

It is always better to fit a bulb or any other fittings by staying within the wattage. If
the fixtures are not marked with wattage, it is advisable to use a 60-watt bulb or
even smaller ones.
3) Power sags and dips: Sags are dips usually occur when the power grip is faulty
and electrical appliances are connected to it. It also occurs when the grid is made of
low-quality materials. When this is the case, it draws more power when switched
on.
4) A junction box that is uncovered: The junction box has lots of wires that are
connected to each other. If it is not covered, a person gets a shock from damaged
wire too. This is a code violation and the risk is minimal if the wires are not within
the reach. Thus it is better to cover it with the screws provided.
5) Switches of light not working: You can easily point out if it bad workmanship or
sub-standard products with dim switches that don’t work on adjusting the lights
properly. It can also be the fault of wiring or circuit or outlet. You can consult an
electrician for this issue.
6) Flickering light: You might have experienced with your frayed wiring when it is
windy outside that causes a short when the cables move. It is not a code violation
but has a higher level of risk as it can suddenly start a fire. Immediately call the
electrician to get Weather head replaced.
7) Tripping circuit breaker: When other high power consuming items are used
before you plug in microwave or hairdryers there is a chance to get it tripped.
Tripping is actually a sign that your home is protected. Just check what causes
tripping and try using a low setting and also users can be limited to a single circuit
too.
8) Less outlets: Nowadays most of the houses have extension cords and power
strips to rely heavily on them. If you don’t use heavy load extension cords like 14-
gauge or thicker the risk will be minimal. Thus it is advisable to use more outlets
with the help of an electrician.

9) Electric shocks: When the electricity is not properly used, it results in electrical
shocks with a nasty experience. The chances of such electrical problems in old
homes were quite high because the circuits fitted during older days. An electric
shock happens when you switch on or off a device. The issue can either be with the
appliance or the wiring. To check the issue, you can test with another device. But to
be on the safer side, just talk with your electrician to resolve the issues.
10) No RCCB (Residual Current Circuit Breaker): RCCB is also known as Earth
Leakage Circuit Breaker (ELCB). This is used to disconnect the load from main
supply when the circuit has residual current. By using RCCB you can ensure
protection against direct and indirect contact, electric fire and protection of earthling
against corrosion.
11) Frequent burning out of light bulbs:
If your light bulbs burn out too often, check if your issue falls under this:
 High wattage
 Insulation is near to light
 Poor wiring on circuit and mains
 More wattage on a dimmer switch
12) Over circuited panel: It is a code violation to place tandem breakers in one slot
rather than too many single-pole breakers. The difference between double-pole
breakers and tandem breakers are that the latter one doesn’t take up two slots in a
single circuit. The danger level will be minimal. This problem can be resolved by
adding a sub-panel with extra slots or replacing the existing panel with a bigger model.
13) High electric bill:
You can reduce electric bills by:

 Repairing damaged circuits or wiring
 Unplugging electronic devices when not in use
 Relying on a cost-effective service provider
 Recognizing power surging devices
14) Aluminum wiring: It has a high danger level as aluminum was used as a cheap
substitute for copper in earlier days and is no longer a safe option. This is because
corrosion takes place when aluminum is in contact with copper and when the connections
loosen, it leads to fires. The solution for this issue is retrofitting a dielectric wire nut for an
aluminum wire to copper connection in case of light fixtures. This helps in stopping
corrosion due to the grease in the nuts.
15) Backstabbed wires: The pushed wires at the back can be loose for new switches
than those anchored around screw terminals. This is not a code violation as it is allowed
for new constructions too. The risk occurs only when the loose wires are worst in case
otherwise it stops the switch from working. Check if your wires are backstabbed, if so,
release it and fix them to the respective screw terminals on the receptacle.
Always be cautious with the signs of electrical problems in home as it causes a

dangerous hazard. Not all problems are related and may be due to human error too.
There are at times when electronic appliances go bad or problems occur due to faulty
wiring and get increased when environmental conditions are bad. Here are some tips for
troubleshooting your electrical problems easily as it is true that troubleshooting a problem
has a complete solution.
Before finding out the problem, make sure:
 Switch is off
 If the bulb is burned out
 If RCCB (Residual Current Circuit Breaker) is tripped
In some situations, troubleshooting will be quite easy when it is the case of a switch or the
light bulb burned out. Many times, you may notice RCCB receptacle is tripped and the
tripped plug is behind a pile of boxes in a garage without even noticing that there is a plug
present there.
So let’s start troubleshooting
 Be safe first

It is very important to make sure of your safety while working with electrical problems
and solutions.
 It is advisable not to work with energized wires or circuits.
 Switch off the circuit and tag it to keep off so that other wont switch it on again
 Before you test, insulate the wires with electrical tape if it is to be turned on.
You can insulate the hot wire with red or black to identify from others (also
known as hot wire flagging).
 If you don’t know anything about resolving your electrical issues, kindly contact
an electrician.
The process goes like this:
 Identify the power coming cable and don’t work with the power on. Flag the circuit
with a label to make others aware that you are working on it.
 Check all equipment served by each cable and don’t forget to disconnect device with
any associated cable. Isolate the equipment to avoid a failing component.
 Check the switch with an OHM Meter.
 Securely test the fixture with an extra cord to check whether it works. If it doesn’t –
check the installation wiring, bulbs and so on.
 In some cases a hot wire will test alright way to ground ordinarily a ground wire,
however, won’t test ok to the White Neutral Wire. This can be caused by a couple of
things, a free or burnt association that has burnt clear of the association point, for
example, a receptacle screw or the point of insertion at the back of a receptacle. A
device won’t work if there is no neutral. Make sure to check all the Neutral
Connections at the source and at any intersection prompting the issue zone.
 The space heaters with high wattage used for a long time make the receptacle to get
heated more. This occurs especially on the heater side.
 If a receptacle became stained where the cord is connected then the possibilities are
the wiring appended to the receptacle inside the box will have encountered
overheating and could be burnt.
 Ensure your connections are well made. A free connection will likewise cause shorts
and make burnt wires which could bring about potential fire danger.

 Don’t over fix wire nuts, however, ensure they are on tight.
As the circuit and all the components are checked you must be able to find the issue
and fix it. Always keep in mind safety is paramount, so if you are unsure about the
issue don’t consider it for fixing alone. A professional electrician can easily diagnose
and resolve it. Be safe!!
1.1.1.3 Determining project progress
All electrical projects start with a schedule or, at the very least, some basic milestone
dates. Meeting these dates is the simple, strategic goal of any project. Keeping the
project on that schedule and hitting each and every milestone along the way is the hard
part. Keeping your job on track is not that difficult; however, you must make certain
weekly and daily processes second nature in order to consistently achieve success.
The weekly production meeting
The weekly production meeting is the most important communication tool the foreman,
Superintendent, and project manager can use to keep the electrical project on track and
to manage changes. Along with your daily job journals, notes from these meetings
provide a large part of the historical record on the project.
Most projects have weekly meetings hosted by either the customer or general contractor.
It's your responsibility to bring up the issues at hand and make sure they are given the
proper attention. Remember, the meeting agenda and notes will become part of the
project record, so make sure they are accurate and specific.
The project action item list
The project action items (PAI) list provides much more detailed information about what
you still need to do versus what you've actually done on a project. The bullet points below
describe how you might use a PAI form most effectively:
 Job walks: Walk the job approximately every 200 man-hours, noting every detail you
can think of by room/area. Your primary tools should be a legal pad, clipboard, and
pen.

 Make the list: If your handwriting is neat enough, you can simply assign some
names to the list, make photocopies, and then distribute them to your team for
execution.
 Distribute the list: Once finished, pass copies of the list to your crew. Don't doubt
the power of this step. Even average performers have been known to pick up their
production when they have a detailed to-do list in front of them to go by.
 Get feedback: Along with this list, pass out highlighters and blue pens. Tell the crew
members you want the list back in a day or two with completed activities highlighted
and non-completed activities noted in blue ink. Accountability prompts responsibility.
 Documentation: File all of these lists in a binder sequentially. If there is ever a
question about a certain task, who completed the work, or what roadblock prevented
the worker from completing a task
1.1.1.4 Inspections
An electrical inspection provides inspection services for all commercial and industrial
buildings, and verifies compliance with the electrical code. The intent of electrical
inspection is to ensure compliance with the applicable electrical code in order to reduce
personal, and structural electrical hazards. Also, the inspector ensures that the correct
product or equipment has been selected for the job, and verifies the proper installation
and compliance with the Departmental approved plans, if applicable.
The inspection process

In new installations, inspection should be carried out progressively as the
installation is installed and must be done before it is energized. As far as is
reasonably practicable, an initial inspection should be carried out to verify that:-
 all equipment and material is of the correct type and complies with
applicable British Standards or acceptable equivalents
 all parts of the fixed installation are correctly selected and erected
 no part of the fixed installation is visibly damaged or otherwise defective
 The equipment and materials used are suitable for the installation
relative to the environmental conditions.

The following items must be covered in an inspection:
1. Connection of conductors: Every connection between conductors and
equipment or other conductors must provide durable electrical continuity
and adequate mechanical strength. Requirements for the enclosure and
accessibility of connections must be considered.
2. Identification of each conductor: Table 51 of BS 7671 provides a schedule
of color identification of each core of a cable and its conductors. It should be
checked that each core of a cable is identified as necessary. Where it is
desired to indicate a phased rotation or a different function for cores of the
same color, numbered sleeves are permitted.
3. Routing of cables: Cable routes shall be selected with regard to the cable’s
suitability for the environment, i.e. ambient temperature, heat, water, foreign
bodies, corrosion, impact, vibration, flora, fauna, radiation, building use and
structure. Cables should be routed out of harm’s way and protected against
mechanical damage where necessary. Permitted cable routes are clearly
defined in the IEE On-Site Guide; alternatively, cables should be installed in
earthed metal conduit or trunking.
4. Current-carrying capacity: Where practicable, the cable size should be
assessed against the protective device based upon information provided
by the installation designer. Reference should be made as appropriate to
appendix 4 of BS 7671.
5. Verification of polarity: It must be checked that no single pole switch or
protective device is installed in any neutral conductor. A check must also be
made that all protective devices and switches are connected in the line
conductor only (unless the switch is a double pole device) and that the
center contact of Edison screw lamp holders are connected to the line
conductor. No switches are permitted in the cpc.
6. Accessories and equipment: Correct connection is to be checked. Table
55.1 of BS 7671 is a schedule of types of plug and socket outlets available,
the rating and the associated British Standards. Particular attention should
be paid to the requirements for a cable coupler. Lamp holders should
comply with BS 5042 and be of temperature rating T2.
7. Selection and erection to minimize the spread of fire: A fire barrier or
protection against thermal effects should be provided if necessary to meet
the requirements of BS 7671.

The Regulations require that each ceiling arrangement be inspected to
verify that it conforms to the manufacturer’s erection instructions. This may
be impossible without dismantling the system and it is essential, therefore,
that inspection should be carried out at the appropriate stage of the work
and that this is recorded at the time for incorporation in the inspection and
test documents.
8. Protection against direct contact: Direct contact as defined in BS 7671 is
the contact of persons or livestock with live parts. Live parts are conductors
or conductive parts intended to be energized in normal use including a
neutral conductor but by convention not a combined Protective Earthed
Neutral (PEN) conductor. Protection is provided using the following
methods.
 Insulation. Is the insulation damaged or has too much been removed?
Although protection by insulation is the usual method there are other
methods of providing basic protection.
 Barriers. Where live parts are protected by barriers or enclosures, these
should be checked for adequacy and security. Have all covers, lids and
plates been securely fitted?
 Obstacles. Protection by obstacles provides protection only against an
intentional contact. If this method is used, the area shall be accessible
only to skilled persons or to instructed persons under supervision.
Obstacles can include a fence around a transformer sub-station and
barbed wire fencing on power pylons.
 Out of reach. Placing out of reach protects against direct contact.
Increased distance is necessary where bulky conducting objects are likely
to be handled in the vicinity. The requirements for this method are given
more fully in appendix 3 of the Memorandum of Guidance to the
Electricity at Work Act.
9. Fault protection: Fault protection as defined by BS 7671 is the contact of persons or
livestock with exposed conductive parts which have become live under fault
conditions. An exposed conductive part is a conductive part of equipment which can
be touched but is not live although it can become live under fault conditions. Examples
of exposed conductive parts could include metal trunking, metal conduit and the metal
case of an electrical appliance, e.g. a classroom overhead projector. Earthling
provides protection against this type of fault. We also need to check that extraneous
conductive parts have been correctly bonded with protective conductors.

An extraneous conductive part is a conductive part that is liable to introduce a
potential, generally earth potential, and not form part of an electrical installation;
examples of extraneous conductive parts are metal sink tops and metal water pipes.
The purpose of the bonding is to ensure that all extraneous conductive parts which are
simultaneously accessible are at the same potential. Methods of fault protection are
given in BS 7671 as:
 earthed equipotential bonding and automatic disconnection of supply (most
common)
 use of class II equipment
 non-conducting location
 earth-free local equipotential bonding
 Electrical separation.
10. Protective devices: Have they been set correctly for the load? If re-wirable fuses
have been fitted, has the correct size of fuse wire been used? If a socket is to be
provided for outdoor equipment, has a 30 mA rated RCD been fitted?
11. Checks on documentation: Diagrams, schedules, charts, instructions and any other
information must be available if inspection and testing is to be carried out in a
satisfactory manner.
12. Checks on warning notices: These should be fixed to equipment operating in
excess of 250 volts where this voltage would not normally be expected.
1.1.1.5 Obtaining required certification
As practical completion is the date nominated in the contract for the workers to be
substantially completed and available for use. This may be subject to change. At the
satisfactory completion of any required rectification work, your Architect/ Electrical
foremen will issue the final certificate.

Notice of practical completion
Once the contractor is of the opinion that the requirements of practical completion have
been achieved, the contractor must submit a written notice to the superintendent. Usually
this notice would be sent on the day practical completion is reached. This notice must
include a request that the superintendent issue a certificate of practical completion.
Template of Notice practical completion

The next step is for the superintendent to issue a certificate of practical completion.
Certificate of practical completion Within 14 calendar days of receiving the contractor’s
notice of practical completion, the superintendent must either issue a certificate of
practical completion or provide reasons why the superintendent is not of the opinion that
practical completion has been achieved.
This certificate must be issued to the contractor and the principal. If the superintendent
issues reasons why practical completion has not been achieved, the contractor must
address the issues raised by the superintendent.

Once the contractor is of the opinion that those issues have been addressed, it must
issue another notice of practical completion to the superintendent. Below is an example of
a certificate of practical completion.
Certificate of practical completion.

1.1.1.6 Progress payments.
In Project, a progress payment is a partial payment that covers the amount of work that
has been completed up to the point of invoicing. There are several ways to structure
these payments. The most common ways of billing for progress payments are:
 Billing by stage
 Invoicing by percentage of completion
For example, a subcontractor using the percentage of completion method could send an
invoice when 30%, 60%, and 100% of the project is completed. Obviously, this billing
method assumes that the contract allows them to invoice for these stages.
Why are progress payments difficult?
Progress payments are difficult to handle because they are often disputed.
Subcontractors and general contractors often disagree about the amount and quality of
work that has been completed. Disputes take time to resolve and often leave all parties
with less than they expected. This dispute resolution makes financing these invoices
difficult.
How do factoring companies finance progress payments?
Companies that offer project work can finance progress payments. However, these
factoring companies use a special type of invoice verification to lower the risk. The
verification letter, usually called a no-offset letter, needs to be signed by the general
contractor each time an invoice is submitted.
The content of this letter varies, but it usually states some or all of the following:
 The work has been inspected by the GC or client
 The work is of acceptable quality
 The invoice will be paid in full
The Project work company can finance the progress payment only after the general
contractor has signed the letter. Since the work advance is contingent on this payment, its
best if you discuss this letter with your general contractor (or commercial client) before
you start the work process. This discussion reduces the chances of problems later on.

next page:
1. Project practical completion is reached when____
A. The building is usable for its intended purpose
B. All utilities(electrical, sanitary….etc.) are functioning
C. The project has achieved approval for use or occupancy
D. All
2. Once practical completion has been achieved, the contractor has no obligation to carry
out varied Work although an exception would be where the contract expressly provides
for issued variation after practical completion
3. Which of the following electrical problems occurred due to poor wiring in the house or
lightning strikes or faulty appliances or damaged power lines.
A. Electrical Surge C. Power sags and dips
B. Overloading D. All
4. Which of the following electrical problems occurred frequent burning out of light bulb
A. High wattage
B. Insulation is near to light
C. Poor wiring on circuit and mains
D. More wattage on a dimmer switch
E. All
5. It is very important to make sure of your safety while working with electrical problems
and solutions by applying_____
A. It is advisable not to work with energized wires or circuits.
B. Switch off the circuit and tag it to keep off so that other wont switch it on again
C. Before you test, insulate the wires with electrical tape if it is to be turned on.
D. All

Part II Fill: the black space
1. Write down the things to be verify by carrying out initial inspection. . (4 point)
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________
2. Write down about eight items which must be covered in an inspection. (4 point)
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_____________________________________________________________________________

Score = ___________
Name: _________________________ Date: ______________

Information Sheet-2. Identifying Practical completion inspection procedure.
2.1. Practical completion inspection procedure.

A Practical Completion Inspection (PCI) also known as ‘Handover Inspection’ is a
thorough building inspection carried out when the building has reached the completion
stage (PC or Handover).
A Practical Completion Inspection covers or deals with any evidence of the following at
the time of inspection;
1. Safety hazards
2. Non-compliance building electrical work
3. Incomplete works
4. Substandard workmanship
For safety, it is necessary to carry out a visual inspection of the installation before
beginning any tests or opening enclosures, removing covers etc. So far as is
reasonably practicable; the visual inspection must verify that the safety of
persons, livestock and property is not endangered.
The inspection should include a check on the condition of all electrical equipment and
materials, taking into account any available manufacturer’s information with regard to the
following:
 safety
 wear and tear
 corrosion
 damage
 excessive loading (overloading)
 age
 external influences
 Suitability.
The assessment of condition should take account of known changes in conditions
influencing and affecting electrical safety, e.g. extraneous conductive parts, plumbing,
structural changes etc. It would not be practicable to inspect all parts of an installation;
thus a random sample should be inspected. This should include:
 Checking that joints and connections are properly secured and that there is no sign
of overheating.
 Checking switches for satisfactory electrical and mechanical conditions.

 Checking that protective devices are of the correct rating and type; check for
accessibility and damage.
 checking that conductors have suffered no mechanical damage and have no signs
of overheating
 Checking that the condition of enclosures remains satisfactory for the type of
protection required.
The following tests (where applicable) should be applied:
 continuity of all protective conductors (including equipotential
bonding conductors and continuity of ring circuit conductors
where required)
 insulation resistance
 polarity
 earth electrode resistance
 earth-fault loop impedance
 operation of devices for isolation and switching
 operation of residual current devices
 Operation of circuit breakers.
Detailed test procedures
 Continuity of protective conductors and equipotential bonding
conductors
Where the installation can be safely isolated from the supply, then the circuit
protective conductors and equipotential bonding conductors can be
disconnected from the main earthling terminal in order to verify their
continuity.
Where the installation cannot be isolated from the supply, the circuit protective
conductors and the equipotential bonding conductors must not be
disconnected from the main earthling terminal, as under fault conditions
extraneous metalwork could become live. Under these circumstances a
combination of inspection, continuity testing and earth loop impedance testing
should establish the integrity of the circuit protective conductors.
When testing the effectiveness of the main bonding conductors or

supplementary bonds, the resistance value between any service pipe or
extraneous metalwork and the main earthling terminal should not exceed 0.05
ohms.

 Insulation resistance
Insulation resistance tests can only be carried out where it is possible to safely isolate
the supply. All electronic equipment susceptible to damage should be disconnected or
alternatively the insulation resistance test should be made between line and neutral
conductors connected together and earth.
Where practicable the tests should be carried out on the whole of the installation with all
switches closed and all fuse links in place. Where this is not possible, the installation may
be subdivided by testing each separate distribution board one at a time.
BS 7671 Table 61 states a minimum acceptable resistance value of 1 mega-ohms.

However, if the measured value is less than 2 mega-ohms then further investigation is
required to determine the cause of the low reading. Where individual items of equipment
are disconnected for these tests and the equipment has exposed conductive parts, then
the insulation resistance of each item of equipment should be checked. In the absence of
any other requirements, the minimum value of insulation resistance between live
components and the exposed metal frame of the equipment should be not less than 1
mega-ohms.
 Polarity
Polarity tests should be carried out to check that:-
 polarity is correct at the intake position and the consumer unit or distribution board
 single pole switches or control devices are connected in the line conductor only
 socket outlets and other accessories are connected correctly
 center contact bayonet and Edison screw type lamp holders have their outer or
screwed contact connected to the neutral conductor
 All multi-pole devices are correctly installed.
Where it is known that no alterations or additions have been made to the installation since
its last inspection and test, then the number of items to be tested can be reduced by
sampling.

It is recommended that at least 10 per cent of all switches and control devices should be
tested together with any center contact lamp holders and 100 per cent of socket outlets.
However, if any cases of incorrect polarity are found then a full test should be made of all
accessories in that part of the installation and the sample of the remainder should be
increased to 25 per cent.
 Earth-fault loop impedance

Earth-fault loop impedance tests should be carried out at:
 the origin of each installation and at each distribution board
 all socket outlets
 At the furthest point of each radial circuit.
Results obtained should be compared with the values documented during previous tests,
and where an increase in values has occurred these must be investigated.
 Operation of main switches and isolators
All main switches and isolators should be inspected for correct operation and clear
labelling, and to check that access to them has not been obstructed. Where the operation
of the contacts of such devices is not visible it may be necessary to connect a test lamp
between each line and the neutral on the load side of the device to ensure that all supply
conductors have been broken.
 Operation of residual current devices

RCDs should be tested for correct operation by the use of an RCD tester to ensure they
trip out in the time required by BS 7671 as well as by use of the integral test button. A
check should also be made that the tripping current for the protection of a socket outlet to
be used for equipment outdoors should not exceed 30 mA.
 Operation of circuit breakers

All circuit breakers should be inspected for visible signs of damage or damage caused by
overheating. Where isolation of the supply to individual sub-circuits will not cause
inconvenience, each circuit breaker should be manually operated to ensure that the
device opens and closes correctly.

next page:
1. A Practical Completion Inspection covers or deals with any evidence of the following at
the time of inspection
A. Safety hazards
B. Non-compliance building electrical work
C. Incomplete works
D. Substandard workmanship
E. All
2. It would not be practicable to inspect all parts of an installation; thus a random sample
should be inspected. This should include:
A. Checking that joints and connections are properly secured and that there is no sign
of overheating.
B. Checking switches for satisfactory electrical and mechanical conditions.
C. Checking that protective devices are of the correct rating and type; check for
accessibility and damage.
D. All
3. Which of the following tests can only be carried out where it is possible to safely isolate
the supply.
A. A. Continuity C. Polarity
B. Insulation resistance D. Earth fault loop impedance
4. A practical completion inspection also known as___________________
A. Start-up inspection C. Handover inspection
B. Resistance inspection D. A & B are correct
5. Earth-fault loop impedance tests should be carried out at:
A. the origin of each installation and at each distribution board
B. all socket outlets
C. At the furthest point of each radial circuit.
D. All
Score = ___________
Rating: ____________
Answer Sheet
Name: _________________________ Date: ______________
Information Sheet 3. Identifying and carried out Handover procedures
3.1. Identifying and carried out Handover procedures

The final handover is the very last stage of any home build or big renovation project. It’s the
Point at which:-
 You confirm the work completed
 you officially take ownership of the house
 you make your final payment to the builde
Sometimes the person ordering the work is not the end-user, e.g. the builder of
a new housing estate sells the individual houses to various occupiers. In these
cases it is recommended that copies of the inspection and test certificates,
together with a test results schedule, are passed on to the new owners.
Handover of the installation to the customer is the final task. This should include a tour of
the installation, an explanation of any specific controls or settings and, where necessary,
a demonstration of any particularly complicated control systems.
The operation and maintenance manuals produced for the project should be
formally handed to the customer at this stage, including copies of the Electrical
Installation Certificate, the Schedule of Test Results and the Inspection
Schedule.
Handover report
It is best practice to document all handover activities in a handover report.
This report is generally prepared by the contractor. The scope of this report will
depend of the complexity of the project. The handover report provides the project
sponsor with key building documentation and acknowledges that:
 practical completion has been reached and all elements of the project have
been delivered
 commissioning has been undertaken and all building elements are fully
functioning and ready for use at the time of handover
 identified major defects have been rectified
 all required building documentation has been provided to the project
sponsor
 Handover training has been completed.
The contents of the handover report are generally agreed between the project
sponsor and contractor at practical completion. Before agreement is reached,
the following issues may need to be addressed:
 Identification of outstanding issues to be addressed by the contractor and
project sponsor.
 Confirmation that the contractor has satisfied any contractual obligations and
complied with all relevant legislation.

next page:
1. The final handover is the very last stage of any home build or big renovation project.
It’s the point at which:-
A. You confirm the work completed
B. you officially take ownership of the house
C. you make your final payment to the builder
D. All
2. Handover of the installation to the customer is the final task which include:
A. a tour of the installation,

B. an explanation of any specific controls or settings and,
C. Where necessary, a demonstration of any particularly complicated control systems.
D. All
3. The handover report provides the project sponsor with key building
documentation and acknowledges that:
A. practical completion has been reached and all elements of the project
have been delivered
B. commissioning has been undertaken and all building elements are fully
functioning and ready for use at the time of handover
C. identified major defects have been rectified
D. All
4. It is best practice to document all handover activities in a handover report,
which is prepared by the contractor.

Note: Satisfactory rating 6 and 10 points Unsatisfactory below 6 and 10 points
Rating: ____________
Answer Sheet
Name: _________________________ Date: ______________

Information Sheet 4. Providing Certificates and appropriate client information
at handover.
4.1 Certificates and appropriate client information at handover
Certificates
Certificates are legal documents issued for varying purposes during the duration of a
construction project and include;
 Construction certificate - Approval for construction issued by local council or
Principal Certifying Authority (PCA)
 Progress claim certificates - a formal request for payment
 Essential services certificates - documentary evidence of compliance e.g.
waterproofing, smoke alarms, termite barriers etc.
 Occupancy certificate - issued by the principle certifying authority to allow
occupation of premises
The handover of the site to the client takes place once the contract administrator has
confirmed that the works defined in the contract are complete. However, it should be
planned well in advance, and any special requirements included in appointment
documents and contracts. Handover may take place during a handover meeting following
an inspection of the site.
4.1.1 Termite protection and appliance warranties.
Appliance warranties
A guarantee usually is an agreement without any extra charge to repair, replace or offer a
refund on goods which do not meet the specifications in the guarantee.
A warranty provides cover for the unexpected failure or breakage of goods, usually after
the manufacturer's or trader's guarantee has run out.
Both guarantees and warranties are in addition to your legal rights.
Warranty cover
The Supply of Extended Warranties on Domestic Electrical Goods Order requires traders
that supply extended warranties on domestic electrical goods to provide consumers with
certain information before the sale of an extended warranty.

These requirements include:
 Making it clear that the warranty is optional
 Informing you that the warranty does not have to be purchased at the time the
goods are purchased
 Informing you that warranties may be available elsewhere
 Giving you a quotation and informing you that the quotation price is valid.
 If the initial warranty was for more than a year, allowing you to cancel it within 45
days and get a refund if a claim has not been made
 If the initial warranty was for more than a year, allowing you to cancel it and receive
a pro-rata (partial) refund after 45 days even if a claim has been made.
Common warranty exclusions
A warranty provider may refuse to carry out repairs for a number of reasons – the most
obvious being that the warranty didn’t cover the particular problem in the first place.
Check the terms and conditions of the warranty carefully as these will show what is and
isn’t covered.
A common exclusion in a warranty document is for wear and tear, and a policy may or
may not cover accidental damage.
If a product fails prematurely it may not be covered if the failure is due to everyday wear
and tear.
What the law says about warranties
 A warranty is a contract between you and the warranty company.

 If the warranty provider doesn't comply with the obligations it has under the
warranty, then it will be in breach of contract.
 If it refuses to take action, use this letter template to demand action from your
warranty provider.
 The warranty provider will also be liable to you for reasonable losses you have as a
result, in particular the cost of someone else fixing the problem.

next page:
1. According to building code of Australia requires that the following areas be treated
against termite infestation:
A. roof and floor framing (structural elements)
B. door jambs
C. window frames and reveals
D. All
2. Which of the following is the material that is termite resistant.
A. Treated timber C. Steel
B. Masonry D. Concrete E. All
3. ________is and agreement without any extra charge to repair, replace or offer a refund
on goods which do not meet the specifications in the guarantee.
A. Appliance C. Change
B. Guarantee D. Termite
4. A common exclusion in a warranty document is for wear and tear, and a policy may or
may not cover accidental damage.

1. Write down the four categories of certificate as legal document (3 point)
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________

Score = ___________
Rating: ____________
Answer Sheet
Name: _________________________ Date: ______________

Information Sheet 5. Obtaining Defects liability items.
5.1. Obtaining Defects liability items.

Retention and defects liability period
Defects liability period
The defects liability period (now called the 'rectification period' in Joint Contracts Tribunal
(JCT) contracts) begins upon certification of practical completion and typically lasts six to
twelve months.
During this period, the client reports any defects that arise to the contract administrator
who decides whether they are defects (i.e. works that are not in accordance with the
contract), or whether they are in fact maintenance issues. If the contract administrator
considers they are defects, then they may issue instructions to the contractor to make
them good within a reasonable time.
The defects liability period is the time after practical completion (generally 13 weeks in
residential construction) when the builder is responsible to rectify any defects that
become apparent. For that period of time, the client holds the retention.
Most building contracts have a defects liability period, typically for twelve months from the
Practical completion milestone. During this period, the contractor (or their nominee) is
responsible for:
 addressing minor omissions and defects outstanding at handover
 Rectifying electrical work defects identified during the defects liability period.
Retention
Retention is a sum of money which is deducted from payments to the builder during the
course of construction to ensure the:
• Builder proceeds with the job diligently
• Builder rectifies any defects during the course of construction
• Client has some compensation should the builder default on the contract
Retention is a percentage (often 5%) of the amount certified as due to the contractor on
an interim certificate, that is deducted from the amount due and retained by the client.
The purpose of retention is to ensure that the contractor properly completes the activities
required of them under the contract.

Half of the amount retained is released on certification of practical completion ('substantial
completion for contracts) and the remainder is released upon certification of making good
defects.
The most common arrangement for retention is that retention is deducted from progress
Payments at the rate of 10 per cent until the fund reaches a maximum of 5 per cent of
the contract sum.
At practical completion, 2.5 per cent is refunded to the builder, with 2.5 per cent remaining
in the fund until the end of the defects liability period. The remaining 2.5 per cent is taken
as 2.5 per cent of the adjusted contract sum (that is the original contract sum plus or minus
any variations). Retention released on practical completion
As 5 per cent of the contract sum is $5,000 and 2.5 per cent is released on practical
completion, $2500 is held until the defects liability period has expired.
The project sponsor should inform the building owners/users of the contractual
responsibilities retained by the contractor after handover. All defects identified during the
defects liability period should be documented, and the rectification actions agreed with the
contractor. Defect rectification should cause minimal interference with building operations.
The contractor (or their nominee) must be notified of any required rectification work and
be given the opportunity to complete this work by the project sponsor.
During the defects liability period, maintenance activities should be monitored and
maintenance records should be continually updated to reflect any new defects and/or
rectification works. These records should be incorporated into a defects report, which
includes details of maintenance activities undertaken, defects identified and/or rectified
and other building issues requiring attention.
These records should also be retained in the maintenance manuals for easy access to
information on the condition of assets. By the end of the defects liability period, the
building should be fully operational and all identified defects and omissions should have
been addressed.

next page:
1. _____is the time after practical completion (generally 13 weeks in residential

construction) when the builder is responsible to rectify any defects that become apparent.
A. Retention C. Liability
B. Defect liability period D. All
2. _________is a sum of money which is deducted from payments to the builder during
the course of construction to ensure the Builder proceeds with the job diligently
A. Defect liability period C. Retention
B. Liability D. All
3. Most building contracts have a defects liability period, typically for _______ months
from the practical completion milestone.
A. Six months C. four months
B. Ten months D. All
4. The records regarding defect liability should be incorporated into:
A. a defects report which includes details of maintenance activities undertaken,
B. defects identified and/or rectified and
C. Other building issues requiring attention.
D. All

Score = ___________
Rating: ____________
Answer Sheet
Name: _________________________ Date: ______________

Information Sheet 6. Rectifying Defects and Obtaining client sign-off
6.1. Rectifying Defects and obtaining client sign-off

Defect Rectification
Defect is not a term of art and there is no ‘standard’ definition of what constitutes a defect
In building electrical Works. However, in broad terms, a defect is work which does not
meet the standard or a specification required by the building electrical contract. This can
be due to fault(s) in the work, materials or design, or shortcomings in the quality of the
work.
When the electrical work (including new installation, addition, alteration and repair) is
completed, the qualified building services engineer and registered electrical contractor
should inspect and test the electrical installations and certify that the installations are safe
and comply with the safety requirements of the Electrical Ordinance stated in the Work
Completion Certificate.
Notice may be served for lack of repair, maintenance and test and to request an owner to
rectify any problem associated with an electrical installation in a building so as to ensure
electrical safety.
Client sign-off
Sign-offs are an indication that stakeholders agree with and approve the requirements that
have been elicited and documented. Though they provide a detailed view of requirements
and consistent expectations of what the final solution will deliver, obtaining formal sign-off
is important because it signifies the official end of a project or completion of a
deliverable and the acceptance of the product by the customer (internal or external).
While the process is not a complicated one, it is an essential step in ensuring customer
satisfaction. Sign-off sheets are one of those key pieces of documentation that are
essential to any Creative process for keeping a record of what’s been agreed upon,
where the project is in its course of development, and whether or not all parties are
in agreement with the final result.

An Acceptance Form lists all of the Acceptance Criteria for gaining their approval, and it
documents the results of any acceptance testing carried out. Only once the customer has
signed the Acceptance Form have you achieved total customer satisfaction.
Project sign-off template
1. Project Summary
Start Date Mm/dd/yyyy Finish Date
Project Duration
2. Project Goal
Were project goals met?
3. Project Deliverables
Were project deliverables met?
4. Comments (If any)
5. Document Signatures
Name Description Signature Date

Service Owner Name By signing this document, I mm/dd/yyyy
acknowledge that I have
received all the stated
deliverables at the agreed to
quality levels.
Project Manager Name By signing this document, I
acknowledge that I have
delivered all the stated
deliverables at the agreed to
quality levels.
Others (if needed) Add more rows if needed.

next page:
1. ___________ is work which does not meet the standard or a specification required by
the building electrical contract.
A. Client C. Rectification
B. Defect D. All
2. _______are an indication that stakeholders agree with and approve the requirements
that have been elicited and documented.
A. Client C. Sign-Off
B. Defect D. All
3. Sign-off sheets are one of those key pieces of documentation that are essential to any
Creative process for keeping a record of______
A. what’s been agreed upon,
B. where the project is in its course of development,
C. Whether or not all parties are in agreement with the final result.
D. All
4. ________ lists all of the Acceptance Criteria for gaining their approval, and it documents
the results of any acceptance testing carried out.
A. Acceptance form C. Sign-Off
B. Defect D. All
Part II Fill the black space
1. Write down the causes for defects. (3 point)
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
________________________________

Rating: ____________
Answer Sheet
Name: _________________________ Date: ______________
Information Sheet 7. Conducting and supervising Administrative processes.
7.1 Conducting and supervising Administrative processes for project close out.
Project Closeout.
The project closeout process should include a combination of onsite and administrative
tasks. Site closeout is customarily coordinated by the general contractor (GC).
Onsite Project Closeout Checklist
Onsite Project Closeout Checklist should include the following tasks:-
 Complete all punch list items. It is all-too-typical on most projects that the GC has to push
subcontractors to finalize their work in the field. Generally, punch list completion is verified
by the project architect.
 Demobilize all contractors’ job storage/ trailers, temporary facilities and equipment
including temporary power poles and lavatory facilities from the work site.
 Deliver, organize and store attic stock (contractually required surplus materials) such as
roofing, tile, HVAC filters, ceiling tile, etc.
 Ensure that permanent utilities are installed, tested and working and all project-related
services and contracts, i.e., phone, water, power, gas and internet services are cancelled.
 Ensure the site is completely clean and ready for occupancy.
 Ensure all owner training of systems has been completed.
The goal of administrative closeout procedures and project contract management is to confirm
that all contractual terms have been satisfied, closeout documents provided and payments
have been made by the contractor to all the subcontractors and material suppliers. While
deliverables vary with each owner’s particular needs, the goal is to provide a transparent and
organized handoff of the project to the owner, including any information or documents they
may need in the future for reference.

The following is a checklist of administrative tasks and documents to consider during Project
Closeout:-
 Review all contractual requirements and ensure that all terms have been met.
 Review all change orders to ensure all have been accounted for and either voided,
rejected or completed.
 Obtain any outstanding insurance and maintenance bonds, to the extent required by
contract.
 Ensure you have Final Permit Cards, which are the property of the owner, along with
building permit plans and any other documents from agencies having jurisdiction.
 Review and ensure completeness of as-built drawings.
 Confirm that all Operations & Maintenance Manuals have been provided to the owner
by the contractor, that the owner has been trained and knows who & when to call.
 Review all warranties including full information on warranty status, terms and contact
information.
 Obtain Unconditional Final from subcontractors and suppliers if they have legally filed
a preliminary notice. All other lien releases should already have been included with the
monthly accounting.
 Follow up to ensure any outstanding deposits, jurisdictional cash bonds, performance
and payment bonds, etc., are released or reimbursed if applicable.
 File a Notice of Completion with the appropriate jurisdictional authority within the time
frame required by State statute.
 Perform final accounting to have a complete record of all project expenses, for the
purposes of completing expense records and to establish a cost basis for the property.
A successful closeout process is not complete until final and complete payments are made,
final retainage is released, permits closed out and all parties are satisfied.

Delays are common at the last minute during the closeout process when vital pieces of
information need to be tracked down or when pending or incomplete change orders cause
confusion. Having a well-developed construction change order process can reduce this
confusion.
Delivery of Documents.
Either the general contractor or construction manager will organize all closeout
documentation according to the project requirements. Most clients prefer electronic
distribution of most documents, although a printed project manual with warranty and
contact information is generally very useful.
Construction Manager’s/Electrical installation Role during Closeout
For large projects, particularly those requiring commissioning, a construction manager
should oversee the process. It is important to carefully review entire closeout packages,
ensuring that equipment and systems utilized in their project are complete and that the
owner is aware of the warranty and need for ongoing maintenance to preserve those
warranties.
We call their attention to the contacts list and ensure the owner knows who to call when
there is a lot of work involved in project closeout for large projects ensure that your team
has a champion who will manage this process as well as the entire construction process.
Retention of Project Documentation
It is important to retain all documents during that period following substantial completion.
Architects generally keep project records for longer periods. Keep in mind that in the event a
latent defect is discovered after the conclusion of a project and the owner files a claim or
civil suit, any documentation that establishes that a party carried out their contractual
obligations with proper diligence will serve them well in their defense.
Benefits of a Thorough Project Closeout
Thorough documentation protects against potential risks from future disputes on scope,
contracts, warranties or expectations. It verifies that all project requirements have been
fulfilled and establishes future accountability for maintenance and warranties. Complete
and well-organized documentation underscores the project team’s credibility.

Implementing a comprehensive, step-by-step approach to construction management closeout
procedures ensures handing over a completed project with confidence.
Following final completion, project files and accounts are to be closed in a way that allows
easy auditing in the future.
In addition to the key documents produced during the course of the project, substantial
records created or received by the design and construction/installation team must be sorted,
indexed and stored to create an auditable project trail; this archiving process must adhere to
all relevant legislation, regulations and departmental instructions.
The project sponsor’s administrative procedures for retaining hard copy signatures or physical
stamps, as well as the handover of information to regional offices, should be considered at
this stage. In closing the project accounts (and all related financial cost centers), care must be
taken to store all financial records securely, as required by applicable financial management
procedures.
Generally at this stage, the project sponsor will release the final retention payment to the
contractor, in accordance with the contractual arrangements made without contention and
without opportunity for the client to delay payment by argument. No item of claim should be in
dispute at final account time.
This is also the time to ensure that all handover items such as warranties as-built, tagged
keys, and maintenance and operation manuals are completed and passed on to the client.

next page:
1. ________________should include a combination of onsite and administrative tasks.
A. Project start-up C. Project Close out
B. Checklists D. All
2. Which of the following is the task which included in on site project close out check list.
A. Complete all punch list items.
B. Demobilize all contractors’ job storage/ trailers, temporary facilities and equipment
C. Deliver, organize and store attic stock
D. Ensure the site is completely clean and ready for occupancy.
E. All
3. Which of following is a checklist of administrative tasks and documents to consider
during Project Closeout:
A. Review all contractual requirements and ensure that all terms have been met.
B. Review all change orders to ensure all have been accounted for and either voided,
rejected or completed.
C. Obtain any outstanding insurance and maintenance bonds, to the extent required
by contract.
D. All
4. A successful closeout process is not complete until__________,
A. final and complete payments are made
B. final retainage is released,
C. Permits closed out and all parties are satisfied.
D. All
5. Site closeout is customarily coordinated by the general contractor (GC).
Rating: ____________
Answer Sheet
Name: _________________________ Date: ______________

Address
1. https://www.powerdms.com/blog/regulatory-compliance-important/
2. https://www.ejcdc.org/construction-contract-documents/
3. https://www.betterteam.com/electrical-engineer-job-description
4. https://en.wikipedia.org/wiki/Environmental_standard
5. https://www.rwb.net/blog/plan-and-spec-explained/
6. https://www.osha.gov/Publications/consultation_kit/Prog_Ins.pdf
7. http://www.legalserviceindia.com/legal/article-1127-different-concepts-of-
wages.html
8. https://constructionblog.autodesk.com/as-built-drawings/
9. https://www.eresourcescheduler.com/blog/9-must-haves-for-project-managers
10. https://www.ecosys.net/knowledge/project-cost-management/
11. https://www.jobhero.com/job-description/examples/administrative/procurement-
administrator
12. https://en.wikiquote.org/wiki/Principles_of_administration
13. https://www.augustaga.gov/DocumentCenter/View/553/Article-4---Product-
Specifications?bidId=
14. https://electrical-engineering-portal.com/inspection-electrical-installations-home-1
15. https://whatis.techtarget.com/definition/quality-control-QC
16. https://www.qualityengineersguide.com/how-to-control-materials-and-delivery-to-
the-construction-site
17. https://prismic-io.s3.amazonaws.com/teachingesquemas/cd6d45fb-5525-40ec-
9d43-7c33a8369716_residential-electrical-inspection-checklist-template.pdf
18. https://www.togetherabroad.nl/electrical-instrumentation-QC-inspector-job-
description-template.html
19. https://stonemarkcm.com/blog/construction-management-closeout-procedures-
processes/
20. https://hbisw.com/practical-completion-inspection
21. Testing and Commissioning of electrical installation, NV03 electrical installation.
22. https://www.hpw.qld.gov.au/__data/assets/pdf_file/0009/3204/cwmfhandover.pdf
23. https://www.kenziegroup.co.uk/variation-after-practical-completion/
24. https://www.electricveda.com/building-services/general-conditions-and-
requirements-in-electrical-construction-contract

References
1. Bowman's, A Guide to Construction Contracts, p. 5, accessed 2 September 2020
2. "Main types of contracts". Retrieved 23 October 2014.
3. "Cost plus percentage of cost contract". by Owais Khursheed. Retrieved 20
October 2014.
4. FIDIC, Conditions of Contract for Works of Civil Engineering Construction, Fourth
Edition, 1987
5. Richards, G., UK: Procurement Methods in the Construction Industry, Pinsent
Masons LLP, published 14 March 2006, accesses 1 September 2020
6. Safety Management System – A guideline for implementation.
No.DGMS(Tech)(S&T) Circular No.13 of 2002 Dated, Dhanbad, the 31 st
December,2002.
7. Environmental Agency (2012) Working at Construction and Demolition Sites
PPG6. Enviromental
8. Modern Construction Project Management, Second Edition (Tang et al., 2003).
9. Check List for use by Building Construction Supervisors, Ministry of Works and
Urban Development Addis Ababa, Ethiopia 2001
10. Advanced Electrical Installation Work, Fourth Edition, By Trevor Linsley


M-14 Conduct On Site Supervision of BEI

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

M-14 Conduct On Site Supervision of BEI

Uploaded by

Copyright:

Available Formats

On–site Building Electrical Installation Level IV

Based on November, 2018 Version 2 Occupational Standard

Module Title: Conducting On-Site Supervision of

LO #2- Supervise and maintain on-site communications ...................... 40

LO #3. Ensure management of and compliance with quality control

TVET program title- On-site Building Version -1

LO #4. Complete project administration processes. ........................................... 132

Address .................................................................................................. 171

References ............................................................................................ 172

TVET program title- On-site Building Version -1

TVET program title- On-site Building Version -1

1.1.1. Types of construction contract

Other types of contract and descriptions of contractual purpose include:

TVET program title- On-site Building Version -1

Lump sum and scheduled contract

Percentage rate contract

Cost plus fixed fee contract

TVET program title- On-site Building Version -1

Cost plus a percentage of cost contract

A subcontractor agreement is a contract primarily between a builder or a principal

Unit Cost Contract

TVET program title- On-site Building Version -1

Sectional completion refers to a provision within a construction contract which allows

TVET program title- On-site Building Version -1

 Obtaining clearances from regulatory authorities.

TVET program title- On-site Building Version -1

An example of a condition subsequent in action could be an insurance contract. Imagine

TVET program title- On-site Building Version -1

These forms include:-

Contract administration is not about one thing. It’s about:-

It is about establishing and maintaining your organization’s image and reputation as a

TVET program title- On-site Building Version -1

Part II: fill the blank space

TVET program title- On-site Building Version -1

2.1 Drawings against allowances

An as-built drawing is a revised drawing created and submitted by a contractor after a

As-built are a “revised set of drawings submitted by a contractor upon completion of a

TVET program title- On-site Building Version -1

Who Creates As-Built Drawings?

Why Are As-Built Important?

Overall, as-built are important for the two main reasons:

What Should Be Included in As-Built?

. Answer the following question!

TVET program title- On-site Building Version -1

3.1. Variations to contracts and corrective action.

How can you vary a contract?

What happens if there isn’t a variation clause in the contract?

TVET program title- On-site Building Version -1

Reasons for variations to be executed in writing include:

TVET program title- On-site Building Version -1

Answer the following question!

Answer Sheet Score = ___________

TVET program title- On-site Building Version -1

4.1. Back Charges” in building electrical installation project

So how do you resolve the situation?

TVET program title- On-site Building Version -1

4.2. Keys to Success with Back Charges

TVET program title- On-site Building Version -1

Answer the following question!

TVET program title- On-site Building Version -1

5.1 Payment of invoices for material supply.

TVET program title- On-site Building Version -1

Answer the following question!

Name: ___________ Date: _