PM Handbook (Full PDF

1.
1
1.1.1
X-Y TIME (Work In View Stage)
Purpose
X-Y Time (Work-in-view) is the time when Gammon Skanska first gain knowledge of
a prospective project until the time of a more or less formal pricing exercise
Gammon Skanska has an opportunity to influence the Client and create a preferred
position. This may be done by convincing the Client to package the works in a
certain structure, assisting with financing solutions, design developments etc.
1.1.2
Timing
X-Y time may span years, especially when alternative finding arrangements are
being considered by the Client. It is the time before the Client selects the
procurement route for a project.
Frequency -
---
1.1.3
Participants:
Selected Bid Manager and Pre-construction team
1.1.4
Distribution:
---
1.1.5
Guidelines:
(1)
Bid Manager to truly understand the Clients requirements and to commence

the relationship development. While undertaking Client visits, Bid Manager can
gather business intelligence and ensure interaction with the Client key
personnel.
Handbook of Project Management Controls
Jun-2004
(2)
The Bid Manager shall develop the pre-Bid Strategy and summarize in the
Preliminary Tender Summary (PTS), which should be regularly updated as to
reflect changes in information.
Note: Details of Process should be referred to Bid Manager Handbook

Appendix
Sample of PTS
"1-1_App_Sample
of PTS.pdf"
Jun-2004
1.2
1.2.1
Tender Handover Meeting
Purpose
To establish a smooth transition / continuity between tender and construction stages
in order to have an effective transfer of ownership of all project related information to
the project team.
1.2.2
Timing
To be held within one week after confirmation of contract award.
Frequency -
---
1.2.3
Participants:
Bid Manager (Chairman) /Estimating Manager / Estimator /

Procurement Officer / Planner / Designer / CM / PM / Managing
Q.S. / Site Agent
1.2.4
Distribution:
All documents passing from Tender Team to Project Team.
1.2.5
Guidelines:
(1)
Appendix
Due to the importance to ensure the smooth transfer of costing data from
Causeway to ERP, it is recommended that when a tender has a high potential
for a contract award, the responsible Estimator shall liaise with the responsible
QS/PM to finalise the packaging before uploading the tender to the JDE taking
into account any post tender amendments.
Sample of Agenda
1-2_App_Agenda.
doc
Jun-2004
1.3
1.3.1
Project Initiation Meeting
Purpose
After the contract award, the Contracts Director (CD) or Contracts Manager (CM) will
set up a project team to run the project. The purpose of this meeting is to brief the
project team on the scope of the project, the method of construction and particular
areas needing special concern/attention. The CD/CM with the presence of Bid
Manager will highlight the key issues and the details from the tender stage. Bid
Manager should assist the CD/CM mainly to explain the pricing strategy, commercial
and technical risks register in the tender and to provide information of updated
Client/Consultant Key person contacts to extend the customer relationship build up
during the X-Y Time.
1.3.2
Timing
This is the first project team meeting and is therefore called the Project Initiation
Meeting and should be held within 2 weeks after Contract Award. Other meetings
required to review issues related to the project shall be scheduled during Project
Initiation.
Frequency -
---
1.3.3
Participants:
This meeting is to be chaired by the CD or CM with the

presence of Bid Manager if different with the appointed Project
Manager in-charge. He/She will nominate the Project Manager
and the key project team members to run the project and all of
them will attend this meeting. The suggested participants are
highlighted on the enclosed Agenda.
1.3.4
Distribution:
All participants
1.3.5
Guidelines:
---
Appendix
Agenda
1-3_App_Agenda.
doc
Jun-2004
1.4
1.4.1
Risk & Opportunities Register Meetings
Purpose
The purpose of the meeting is to review the risk and opportunities register prepared
during tender with the site management team.
This register can also be used in open forum during partnering workshop as
obstacles & opportunities identification.
1.4.2
Timing
Within one month after the award of the contract
1.4.3
Frequency -
Regularly update at least once a month or as determined by the

PM if more frequent review is required
Participants:
CM / PM / Site Agent / Engineer / Superintendent / Managing

QS / Project QS / Planning Engineer / E/M Engineer
Bid Manager may join the 1st meeting in explaining the first
register prepared in tender
1.4.4
Distribution:
1.4.5
Guidelines:
All participants
Client Representatives / Consultant Team subject to CM / PM
discretion
(1)
The process allow all the site management staff to have quick start-up in
familiarity with the nature and complexity of the job by exploring those risks
and opportunities and continue to monitor them via proposed mitigation
measures.
(2)
Regular updates are necessary during the construction period which promote
incorporation of newly identified risks / opportunities and the removal of
redundant items because of increased knowledge on the project details.
Appendix
Sample of Risk Register
1-4_App.pdf
Jun-2004
1.5
1.5.1
Partnering Workshop
Purpose
The purpose of the Partnering Workshop is find out what each contracted partner
wants to achieve from the project and the partnering, the hindrances and the
strengths each would bring to the project. It is then identifies how problems could be
overcome and agrees a range of strategies for effective partnering in the form of a
Pledge, which was documented in a Chater that was agreed and signed by all
contracted parties. By signing into the Chater, such partner committed to achieve all
aspects of the Pledge so as to deliver an excellent project and a successful outcome
for all parties.
1.5.2
Timing
1st Partnering Workshop - is to be arranged and conducted within two months after
contract award or at a period as determined by the CM with the Client
Mid Project Workshop - for job lasts more than a year
Final Review Workshop - at the end of the project
Frequency -
The frequency of monitoring and review meetings will be every

two months or at an interval agreed during the Partnership
Workshop
1.5.3
Participants:
Directors / CM / PM / APM / Q.S. / All Key Site Staff / All Key

Consultants / All Key Clients Representatives and All Key
Subcontractors are invited to attend the Partnering Workshop.
Mid level and Junior supervising staff should also be selected
in Mid-Project Workshop to reinforce the spirit passing down the
ladder
1.5.4
Distribution:
All participants (suggested in CD copy)
1.5.5
Guidelines:
(1)
Where a Partnering Workshop is not conducted for whatever reason, then it is

still necessary to adopt a partnering spirit and the PM should agreed a strategy
and actions to be taken with his Contracts Manager.
(2)
Informal gathering or social function events should be organised regularly

which are proved to be very effective in establishing and maintaining the
partnering spirit throughout the whole project.
Jun-2004
(3)
Process
A Mid Project Workshop is also recommended for job lasts more than a year to
re-energise the partnership agreement and ensure new customers buy-in to
the partnering concept and address up coming issues.
The regular meeting is called Champions meeting. The Champions are
representatives from Key consultants and major contractors who meet to
examine the progress of the project in relationship with the common objectives
in pledge. Any shortfalls in performance monitoring matrix will be immediately
addressed and investigated so that continuous improvement can be
maintained
At the end of the project, a Final Review Workshop should be arranged to
review what was learnt, mange the knowledge created to take forward to future
projects, and celebrate the success of the project.
Appendix
HKHA and GSL Partnering Initiation Report, Nov. 1999

J2376 Construction of Redevelopment of Lam Tin Estate Ph 5
1-5_App.pdf
Jun-2004
2.A.1
Master Programme
2.A.1.1 Purpose
The purpose of the Master Programme is to determine activity sequence, duration
and utilization of plant, materials and labour resources, statutory submissions and
inspections from project commencement until completion for use by the project team
in planning, managing and controlling the works. It shall address all known project
requirements in accordance with the contract (e.g. milestone dates, submissions,
handover dates, authority inspections, permit issues, etc.). Special care is necessary
in sequencing the statutory submissions and inspection dates and reference may be
made to Box 3.A.2, Statutory Submissions Checklist. The Master Programme is
used as the baseline for progress performance measurement and reporting.
2.A.1.2 Timing
The Rev. O Master Programme is required to be submitted in accordance with the
time period stated within the contract. The CM and PM are to lead the preparation
and submission of the Rev. O Master Programme, which is normally handled by an
Engineer.
Frequency -
The Master Programme is to be reviewed monthly and shall

only be revised when required and agreed by the CM and PM
(e.g. if EOT is granted; if significant delay occurs; if significant
changes in original programme logic / work sequences arise).
2.A.1.3 Participants:

QS / Project QS / Planning Manager / Planning Engineer
2.A.1.4 Distribution:
All Participants + Supporting Departments
2.A.1.5 Guidelines:
---
Jun-2004
2.A.2
3-Months Rolling Programme
2.A.2.1 Purpose
The 3-Months Rolling Programme is used to breakdown the master Programme into
further detail as necessary and in a more convenient format for use by production
staff providing focused attention on the work ahead for the next 3 months. The
rolling programme may be used to highlight any programme slippage to those areas
/ activities that require special attention or deployment of additional resources. It
may also be used to show minor changes in sequence or advance work not
necessarily reflected on the Master Programme.
The 3-Months Rolling Programme may also be included into the Contractors Report
2.A.2.2 Timing
To be prepared in time for discussion during the 1st Monthly Site Progress Meeting. It
is to be reviewed and updated monthly to show the required activities to be
completed in the coming 3 months based on the progress achieved so far and the
milestones ahead.
Frequency -
Reviewed / updated monthly
PM / Site Agent / Engineer / Superintendent / Planning

Engineer
All Participants + CM / Project QS / Consultants (if required) /

Subcontractors (if required).
2.A.2.5 Guidelines:
---
Appendix
A-
Sample 3 Months Rolling Programme
2A2_App.pdf
3-Months Rolling Programme
Jun-2004
2.A.3
Bi-Weekly / Monthly Programme
2.A.3.1 Purpose
The Bi-Weekly or Monthly Programme is used to closely plan and monitor site
progress, in particular plant and labour resources. It may also be used to highlight
any programme slippage and areas / activities that require detailed attention.
Other Short-term Programmes (e.g. Weekly Programme, Mobilisation Schedule,
Milestone Target Programme) may also be prepared as and when required as
decided by the Project Manager to suit the anticipated job control and site
management requirements.
2.A.3.2 Timing
The Bi-Weekly / Monthly or Short Term Programmes are to be prepared and issued
ahead of the work activities under consideration.
Frequency -
Monthly, Bi-Weekly or Short-Term (Weekly, Mobilisation,

Milestone Target) as determined by the PM.
PM / Site Agent / Engineer / Superintendent / Planning

Engineer / Sub Agent / Foreman
All Participants + Project QS + Sub-contractors
2.A.3.5 Guidelines:
It is preferable to prepare some Short-Term programmes in Chinese to facilitate
better communication. In any event the latest programmes should be distributed to
discussed with affected Sub-contractors during meetings.
Appendix
ABC
Sample Weekly Programme

Sample Bi-Weekly Schedule (Blank Form)
Sample Monthly Programme
"2A3_App A.pdf"
"2A3_App B.xls"
"2A3_App C.xls"
Jun-2004
Project :_________________________
Area :
Job No. :_________________________
Date :
Bi-Weekly Schedule
Description of Works
Prepared By :
Day
16
Distribution :
Reviewed By :
Endorsed By :
17
S/Cs :
18
19
20
21
22
23
24
25
26
27
28
29
30
31
Materials, Supplier & Subcontractor Schedule

Job No.:
Job Title:
Date:
Description
WO No
Bill Element
Specification
Reference
Tender
Award
Issue Date
Return Date
Award Date
Issue Documents
2B1_App_External Procurement Schedule (Blank Form) Sheet1
Material / Design Submission & Approval Dates

1st
2nd
3rd
Approval
Submission Date
Comment Date
Submission Date
Comment Date
Submission Date
Comment Date
Status
Approval Date
Order
RF Date
PO Date
Supplier /
Subcontractor
Delivery
Off/On Site
Fabrication
Required on Site
Page 1 of 2
Commence on Site
2B1_App_External Procurement Schedule (Blank Form) Sheet1
Page 2 of 2
2.B.1
Procurement Schedule (External)
2.B.1.1 Purpose
The External Procurement Schedule is prepared in conjunction with the tender
budget and Master Programme to ensure the timely appointment of suppliers and
subcontractors for the materials, equipment and services planned to be procured
from external sources for the project. The schedule is also used to indicate
submissions required for approval, the status of approvals received and ordering and
delivery. Appendix A provides a sample format for the schedule. This control tool is
particularly relevant in highlighting items with long lead-in times and in identifying and
tracking alternative proposal opportunities.
It is expected that sub-contractors supplying materials and equipment will prepare
and update their own schedules for checking and monitoring by the project team.
2.B.1.2 Timing
The External Procurement Schedule is to be prepared within 28 days after contract
award or as determined by the PM. Appendix C helps show how this activity fits into
the overall procurement process.
Frequency -
Reviewed and revised in accordance with the programme and

at monthly intervals or as and when required by the PM
2.B.1.3 Participants:

QS / Project QS / Site Clerk / Planning Manager / Planning
Engineer
2.B.1.4 Distribution:
All Participants + Procurement Department
2.B.1.5 Guidelines:
---
Appendix
AB-
Sample Form
Diagram of Subcontract Procurement: Overall Process
"2B1_App
A_Schedule Sample
"2B1_App B.pdf"
Jun-2004
2.B.2
Resource Requirement Plan (Internal)
2.B.2.1 Purpose
During Resource Requirement Planning (RRP), Internal Supply Schedules are
prepared in conjunction with the tender budget and contract programme. These
Internal Supplies refer to the resources planned to provided by internal Production
and Supply Services departments; Eg Plant & Equipment, Concrete Services & Steel
Fabrication. The schedules identify the duration for key items of plant & equipment
required as well as quantities of concrete and steel. The Schedules assist in both
resources and procurement planning as well as in monitoring progress.
2.B.2.2 Timing
The RRP Internal Supply Schedules are to be prepared and updated at the work in
view stage (depending on availability of tender information). At tender stage, the
Schedules are to be completed within 7 days of the tender closing. The frequency for
review after a contract award is given below.
Frequency -
Reviewed and updated monthly by the site team & analysed by

PSSD. (cut-off date: 25th of each month; 29th for December only)
CM / PM / SA / Engineer / Managing QS / Project QS / Planning

Manager / Planning Engineer / Estimating Manager / Estimator
Available for review in the RRP Site Operation monthly file

located on the R: drive.
2.B.2.5 Guidelines:
The RRP is a data package in soft copy format. To access the RRP, open the Excel
master file from the following locations and follow the Instructions Worksheet to
generate the Schedules. Prior to tender handover to operations, the cost elements to
be incorporated in the Schedules are to be provided to Planning by Estimating.
Internal
Supplier
Location
Plant
Excel Master
File
R:/ Resource Requirement Planning

/ Plant Schedule / Master
Concrete R:/ Resource Requirement Planning
/ Concrete Schedule / Master
Plant
Schedule.
Concrete
Schedule
Steel
Steel
Schedule
Appendix
R:/ Resource Requirement Planning

/ Steel Schedule / Master
Instruction
Worksheet
Procedure No.
1-30
1-12
Method 1, 1-9
Method 3, 1-10
1-11
Method, 1-9
---
Jun-2004
2.B.3
Manpower Schedule
2.B.3.1 Purpose
The Manpower Schedule is prepared to plan staff and direct labour requirements for
the project based on the tender budget and Master Programme.
The manpower schedule is also used for the comparison of tender budgets against
actual costs and for forecasting future requirements and expenditure. It can also be
used company wide to better utilize resources between projects.
2.B.3.2 Timing
The Manpower Schedule is to be prepared and issued internally within 14 days after
contract award and shall be regularly reviewed.
Frequency -
Review monthly or at suitable intervals determined by the PM.

Revised and updated quarterly for forecasts or as and when
required

QS / Project QS / Planning Manager / Planning Engineer
All Participants + HR Department / Site Administrator / Site

Clerk
2.B.3.5 Guidelines:
When reviewing the manpower requirements reference should be made to the
summary in the tender budget allowance for the project staff and direct labour
obtained from the Excel Tender Work-up Top Sheet and also viewed from the JDE.
Appendix
ABCDEF-
Sample of Excel Tender Work-up Top Sheet

Sample of Comparison of Monthly Staff
Sample of Comparison of Direct Labour
Sample of Staff Schedule
Sample of Forecast of Labour
Sample of Forecast of Staff
"2B3_App A.pdf"
"2B3_App D.pdf"
"2B3_App B.pdf"
"2B3_App C.pdf"
"2B3_App E.pdf"
"2B3_App F.pdf"
Jun-2004
2.B.4
Project Budget / Forecast
2.B.4.1 Purpose
The Project budget is prepared to allocate the Contract Sum to the job specific
activities to be carried out inclusive of site, on costs, overheads and margin and
based on the tender allowances is spread on a monthly basis against the project
programme. The Project budget, which remains unchanged, is used for making
regular comparisons of actual against anticipated cost. The Project Forecast is
prepared to take into account the latest information in respect of financing and
planning for making regular comparisons of anticipated with actual performance.
2.B.4.2 Timing
The Project budget is prepared when the contract is awarded and includes tender
finalization adjustments, post tender negotiated omissions and additions if any.
The initial Project Forecast is the first forecast undertaken for that particular project
and is prepared in accordance with the forecast timetable.
Frequency -
The Project budget is prepared during JDE upload and fixed for
the duration of the project
Project Forecasts are carried out quarterly
CM / PM / Managing QS / Project QS / Planning Manager /

Planning Engineer
All Participants + Commercial Manager
2.B.4.5 Guidelines:
The BQ is exported from Causeway and imported into the JDE. The Project
budget/Forecast is prepared in a fixed format under the JDE. A fully detailed
breakdown of individual resources at path GMD > Project Manager > Tender budget
> BQ budget. Initial Project forecast at path GMD > Project Manager > Project
Enquiries > Tender budget > Project Forecast Enquiry.
Appendix
---
Jun-2004
2.B.5
Sub-contract Pre-award Finalisation
2.B.5.1 Purpose
Throughout the whole procurement process from invitation to tender, tender
interview, cost analysis and so on, numerous discussions are carried out by different
parties and a stock of information is generated that flows between the parties but
may not be well organized and presented for mutual understanding.
This finalisation occurs at the last stage of the process just before the formal award.
It is intended to review, finalise and agree the full and final scope of work and all
parties responsibilities related to each sub-contract to be placed. The PM, Site
Team, Procurement and Sub-contractor all need to be involved so as to minimize
any unexpected / disagreed events and/or missing items.
2.B.5.2 Timing
To be carried out before a decision is made on the award for each sub-contract.
Frequency -
One time before sub-contract award
PM / Site Agent / Superintendent / Procurement Officer / PQS /

Engineer / Sub-contractors
All Participants + CM
2.B.5.5 Guidelines:
---
Appendix
---
Jun-2004
2.B.6. Planning and Control for Urgent Works

(New)
2.B.6.1 Purpose
There is a commitment from EXCO/ Business Unit Directors not to take short cuts to
improve productivity, but there will be occasions on site when works will be required
to be undertaken on an urgent basis. This procedure to ensure that works requiring
urgent action are carried without compromising safety or quality.
2.B.6.2 Timing
Any time requiring to deal with urgent works, which include: i)
ii)
works of an emergency nature necessary to secure the safety of the works

and / or to protect against injury or damage;
the carrying out of any works in an unusually short time frame, for whatever
reason, in order to achieve or improve on a completion objective.
Frequency -
As required
2.B.6.3 Participants
CM / PM + all project staff
2.B.6.4 Distribution
All Participants
2.B.6.5 Guidelines:
Any work of an emergency nature must be planned and controlled to the fullest
extent possible given the circumstances. The PM will be responsible for issuing
necessary instructions and assigning personnel, from existing site or other Gammon
resources. Close control and supervision by GCL staff is essential for all works of an
emergency nature.
Works that must be carried out in a shorter time frame than normal require a higher
degree of planning and control, not least to avoid the undesirable consequences of
short-cuts. Enhanced control and supervision and by GCL staff is again a
prerequisite.
Where works are being undertaken by sub-contractors, the procedure to be adopted
is as follows: 1)
In the first instance, always try to use existing subcontractors whose workers
have already been through our workers registration process and who have
previously been given site-specific inductions. Any additional workers
committed by the sub-contractors (or approved sub-sub-contractors) must
have valid Workers Registration cards and must be given site-specific
inductions.
Sep 2006
2)
Any new sub-contractor must be procured in the most cost-effective manner

suited to the circumstances. It is essential that a sub-contract or letter of
award is concluded before work commences on site and approvals must be
expedited to achieve this.
All sub-contractors (and approved subsubcontractors) workers must have valid Workers Registration cards and must
be given site-specific inductions.
3)
Written instructions must, where possible, be given to sub-contractors prior to

any urgent work being undertaken. Any oral instructions given must be
confirmed at the earliest opportunity. Details of resources employed and works
carried out should be submitted by the sub-contractor on a daily basis for
record purposes.
4)
Urgent works require the standard (or enhanced) risk assessment, method
statements and safety controls, which are to be reviewed by the site safety
advisor, prior to commencing the works.
5)
All urgent works must be subject to close GCL supervision to ensure full
compliance with applicable safety and technical procedures.
Appendices
---
Sep 2006
2.C.1
Site Supervision Plan
(Site Safety Supervision Plan & Quality Supervision Plan)

2.C.1.1 Purpose
Site Supervision Plans are statutory requirements for BD projects. They shall be
prepared in accordance with the Buildings Ordinance and be submitted to the
Building Authority (BA) prior to application for consent to the commencement of
building works or street works.
2.C.1.2 Timing
Site Supervision Plans shall be prepared and submitted to the Authorised Person,
Registered Structural Engineer or BA as appropriate within 7 days of contract award
or in a period as determined by the PM. Occasionally these are required to be
drafted at tender stage.
Frequency -
Once after contract award. Revise if change of TCP
2.C.1.3 Participants:
PM / SA / Engineer / Architect and/or Consulting Engineer
2.C.1.4 Distribution:
CM / PM / TCPs / Architect / Consulting Engineer / BD
2.C.1.5 Guidelines:
A Code of Practice for a revised approach is currently under preparation by the
HKSAR Government whereby it is planned to combine both plans into a unified
Integrated Supervision Plan System. The requirements under this Section is
therefore likely to change and should be checked before implementation.
Appendix
"2C1_App IA.pdf"
IA
I
II
III
IV
V
VI
Extract Site Supervision Requirements under the BO, p41-50

Extract Simplified Form of Supervision Plan, p35-40
Sample Form A Record of Specific Tasks Performed by TCP, p41-42
Sample Form B Report of Non-Conformity & Rectification Works, p43-44
Extract Project Attribute Score Sheets, p45-55
Sample Form C, Calculation Sheet for Combination of TCPs, p56-57
Extract Samples of Checklist & Record of Specific Tasks Performed by
TCP, p58-64
"2C1_App I.pdf"
"2C1_App IV.pdf"
"2C1_App II.pdf"
"2C1_App V.pdf"
"2C1_App III.pdf"
"2C1_App VI.pdf"
Jun-2004
2.C.2
Safety Plan
2.C.2.1 Purpose
A Safety Plan is prepared to set out the safety and health risk management system
for the project. The plan identifies the health and safety rules and regulations
applicable and defines how it is intended to manage, control and coordinate the
operations in order to protect the health and safety of all persons engaged on the
project as well as the public who may be affected. The need for and content of
safety plans also aims to satisfy the F&IU (Safety Management) Regulations as well
as OHSAS 18001 requirements.
2.C.2.2 Timing
The Safety Plan is to be prepared and submitted in accordance with the contract,
regulatory and HSE system requirements.
Frequency -
At project commencement and to be reviewed and updated as

determined by the PM or as otherwise stipulated
PM / Site Agent / Superintendent / Foreman / HS&E Officer /

HS&E Engineer
All Participants + CM / HS&E Manager / Client Representatives
2.C.2.5 Guidelines:
Further details on health and safety planning matters can be found under the HSE
Management System including Operational Control Procedures. For development of
project specific Safety Plans reference shall be made with the project Safety Officer /
HS&E Engineer or HSE Department for assistance.
Appendix
Sample of Project Safety Plan
"2C2_App Project
Safety Plan Sample
Jun-2004
2.C.3
Environmental Management Plan
2.C.3.1 Purpose
The purpose of preparing and implementing an Environmental Management Plan (or
Project Environmental Plan) is to assist the project team to comply with all relevant
legislation, contract requirements and the companies HSE Management System,
HSE Policy and Environmental Objectives. To achieve this goal the plan typically
sets out the responsibilities for environmental matters and includes sections
describing environmental monitoring, promotion, internal and external
communication. The plan also identifies potential environmental impacts and
mitigation plans, contingency plans and applicable Operational Control Procedures.
2.C.3.2 Timing
The Environmental Management Plan is to be prepared within 28 days and
submitted in accordance with the contract requirements.
Frequency -
At project commencement and reviewed and updated as

determined by the PM or as stipulated.
PM / Site Agent / Engineer / Foreman / HS&E Officer / HS&E

Engineer
2.C.3.5 Guidelines:
(1)
For details of environmental management and control procedures refer to the

latest issues of the HSE Management System including Operation Control
Procedures.
(2)
For assistance in developing a project specific Environmental Management

Plan reference can be made to the project HS&E Officer or HSE Department.
Appendix
A - Sample Project Environmental Management Plan
"2C3_App Project
Environmental Plan
Jun-2004
2.C.4
Waste Management Plan
2.C.4.1 Purpose
The Waste Management Plan aims to describe the arrangements for avoidance,
reuse, recovery and recycling, storage, collection and handling different categories
of waste in order to minimize the overall waste generated on site and to ensure its
proper treatment and disposal. It also aims to comply with any contractual
requirements, the company HSE Policy, HSE management system and
environmental objectives.
2.C.4.2 Timing
The Waste Management Plan is to be prepared and submitted within 21 days after
contract award or in accordance with the contract requirements.
Frequency -
At project commencement and then reviewed monthly and

updated as determined by the PM.
PM / Site Agent / Foreman / HS&E Officer / HS&E Engineer
All Participants + CM, HS&E Manager / Client Representatives
2.C.4.5 Guidelines:
(1)
Reference should be made to ETWB Technical Circular 15/2003 and any later
controls for issues governing construction and demolition waste for public
works.
(2)
Assistance in the development of a project specific Waste Management Plan

may be requested from the HS&E Officer / HS&E Engineer or HS&E
Department.
Appendix
A - Sample Waste Management Plan
"2C4_App Waste
Management Plan S
Jun-2004
2.C.5
Traffic Management Plan
2.C.5.1 Purpose
The Traffic Management Plan shall be prepared to outline the arrangements for
temporary traffic measures (TTM) when necessary to accommodate the project
construction works. TTM are required to enable the road diversions and closures to
be implemented in accordance with the governing rules and regulations before the
relevant works commence.
2.C.5.2 Timing
A Traffic Management Plan is to be prepared within 28 days after contract award or
as determined by PM to allow sufficient time to process the necessary authority
applications for approval before commencing the works.
Frequency -
Reviewed and revised as and when required by the PM
PM / Site Agent / Engineer / Superintendent / Planning Manager

/ Planning Engineer / External Traffic Consultant
All Participants + Clients

Government Departments
Representatives
Necessary
2.C.5.5 Guidelines:
(1)
In most geographic areas, the TTM works are generally subject to comment
and approval by both the TD and the HKPF before review, comment and
approval by HyD.
(2)
For projects where significant impact may occur due to the TTM works,
additional approval routes including Working Groups, Traffic Management
Liaison and Site Groups and consultations with external parties may also be
required.
Appendix
---
Jun-2004
2.C.6
Security Plan
2.C.6.1 Purpose
The purpose of the Security Plan is to manage, control and co-ordinate the works in
order to protect persons engaged on the project. Its implementation shall minimize
loss incurred in the project and also prevent the entry / presence of illegal workers
on site.
The Security Plan is applicable to all activities carried out by Gammon Skanska
Limited including all the activities carried out by subcontractors.
The Project Manager is to determine and adjust parts of the guidelines and formats
of the Security Plan to suit the respective job requirements and nature. e.g. Building,
Civil and Foundation work.
2.C.6.2 Timing
The Security Plan is to be prepared within 28 days after contract award or as
determined by the PM.
Frequency -
At project commencement and to be reviewed and updated as

determined by the PM
PM / Site Agent / Engineer / Safety Officer / HS&E Engineer /

Security Officer / Foreman
2.C.6.5 Guidelines:
(1)
Appendix
Note: this is optional and is subject to the individual contract requirement and
Clients requirement.
A - Sample Site Security Plan
"2C6_App
Security Plan Samp
Jun-2004
2.D.1
Project Quality Plan
2.D.1.1 Purpose
The Project Quality Plan (PQP) is used to identify the planned resources necessary
for delivery of the project, the allocation of the responsibilities, the project quality
objectives, and processes and method statements to be established, the applicable
procedures, the Inspection and Test Plans (ITPs) to be prepared and records
generated.
2.D.1.2 Timing
The PQP is to be prepared, reviewed and approved internally within 28 days of
contract commencement.
The ITPs should be prepared 1-2 months ahead of work commencement or as
required for submission under the contract. For early start activities the plans and
associated checklists would need to be established sooner.
Frequency -
The PQP and ITPs should be monitored continuously with a

structured review undertaken approximately every 3 months or
at other intervals decided by the CM.
2.D.1.3 Participants:
PM / Site Agent / PQR / Engineer / B.S. Engineer / Foreman /

Quality Manager
2.D.1.4 Distribution:
All Participants + CM + Sub-contractors (ITP only)
2.D.1.5 Guidelines:
(1)
(2)
(3)
Appendix
The designated Quality Manager follows procedure QMS/05 to assist the PM

to prepare a draft PQP. ITPs are prepared in accordance with QMS/07.
Where necessary the PQP shall be submitted for Client approval within the
time period specified in the contract.
Sufficient site copies should be available for general use or controlled copies
issued to staff involved.
A Sample of Project Quality Objectives
B Sample of Project Quality Plan
"2D1_App
A_Q-Policy.pdf"
"2D1_App B PQP
Cover.doc"
"2D1_App B
PQP.doc"
Jun-2004
2.D.2
Survey Quality Plan
2.D.2.1 Purpose
The review, approval and implementation of a Survey Quality Plan aims to help
ensure that the required dimensional controls are achieved. The plan systematically
identifies the planned resources, the procedures or methods to be adopted and the
controls to be applied to the setting out and related survey activities. The plan also
identifies the drawings and records to be established in the process.
2.D.2.2 Timing
The Survey Quality Plan should be produced by the responsible Senior Surveyor /
Site Surveyor as soon as practicable after site handover with initial record drawings
prepared and distributed to the relevant parties within 7 days after site handover.
Frequency -
At project commencement and reviewed and updated as

determined by the PM. Initial survey records at site handover
with further records generated as the project progresses.
PM / SA / Engineer / Foreman / Surveyor / Setting Out Foreman
Controlled copies to all Participants + Client Representatives

Master maintained by the Site Surveyor / Setting Out Foreman
2.D.2.5 Guidelines:
Survey drawings, plans and records shall clearly record all necessary survey data
and information. Any deviations in dimensions, levels, design layouts or aspects are
recorded and the Architect / Engineer notified for clarification before proceeding with
the works. The initial record drawings shall include;
a)
b)
c)
d)
e)
f)
g)
Appendix
Nearby Government survey control point / control station / bench mark

Branch station extended from control point / control station and bench marks
Site boundary points, boundary line bearings and distances
Main gridlines bearings, main gridlines relative to boundary lines and building
Existing features and as-built structures
Deviations and off-sets of as-built structures from dimensions and levels
given on construction drawings
Record photos with illustrations for easy reference
AB-
Sample Survey Quality Plan

Sample Pre-Computation for Setting Out
"2D2_App A.pdf"
"2D2_App B.pdf"
Jun-2004
2.D.3
Design / Temporary Works Submission Schedule
2.D.3.1 Purpose
The Design / Temporary Works Submission Schedule is a management tool for
planning, monitoring and controlling the design submission and approval processes.
This is achieved by scheduling the dates by which each detailed design package
must be prepared and issued to enable works to proceed in accordance with the
Master Programme and monitoring submission and approval status.
2.D.3.2 Timing
The Design / Temporary Works Submission Schedule is to be prepared within 7 days
after contract award or at a period determined by the PM.
Frequency -
To be reviewed and revised as required or as of determined by

the PM
CM / PM / Site Agent / Engineer / Planning Manager / Planning

Engineer / Design Manager / Design Engineer / Temporary
Works Coordinator / Relevant subcontractors
All Participants + Clients Representatives
2.D.3.5 Guidelines:
(1)
The permanent and temporary works design requirements are generally

packaged in accordance with the construction sequence shown in the Master
Programme although adequate consideration should be given to processing
design approvals and consents and material orders where necessary. A
Design / Temporary Works Submission Schedule is then produced to indicate
the issue date for each design package.
(2)
Requests for Information may be added to the Schedule or catalogued

separately for tracking queries and responses as decided by the PM.
(3)
Reference can be made to procedure QMS/06 Temporary Works Design and

Construction Control for further details.
Appendix
Sample of Schedule
"2D3_App_Submis
sion Sample (Queen
Jun-2004
{Project Name}
CUT-OFF DATES SCHEDULE FOR INFORMATION RELEASE (PROVISIONAL
Ref.
No.
Type of Information
PROVISIONAL SUMS
PRIME COST RATES
Latest Issue of
Info for
Coordination &
Construction
Actual Issue
Date
Ref.: GBCL/P/J2818/2D4_App B_Info Release Cut-off Schedule (Blank Form)-PS

Prepared by: Mars Cheng
Date: 11 Dec 2001
Revision: 0
ITEMS)
Sheet: 1 of 1
Submission &
Initial
Coordination Approval of
Subletting/
Shop Dwg's /
After
Sourcing Period
Samples
Subleting
Material
Fabrication/ Planned Start
Date On Site
Delivery &
Mobilization
Remarks
2.D.4
Design Information Release Schedule /

Request for Information Schedule
2.D.4.1 Purpose
The purpose of the Design Information Release Schedule is to indicate the latest
date required for issue of information by the Architect / Consultant to ensure
construction works, including production of any shop drawings and material
procurement activities, are progressed in accordance with the Master Programme.
Requests for Information are raised to expand or clarify existing design information.
The status of these requests may be added to the above schedule or catalogued
separately for tracking responses as decided by the PM.
2.D.4.2 Timing
The Design Information Release Schedule is to be prepared and issued to the
Architect / Consultant within 28 days after contract award or at a period determined
by the PM. Requests for Information are issued when necessary following drawing
reviews or at another times ahead of construction works.
Frequency -
Both type of schedules when adopted are to be revised and

updated monthly or as and when required to suit job
requirements determined by PM
PM / Site Agent / Superintendent / Engineer / Sub-Agent / QS
All participants + Managing QS / Client Representatives
2.D.4.5 Guidelines:
(1)
On projects where all information is released upon commencement such a

schedule may not be applicable.
(2)
The Design Information Release Schedule / Request for Information Schedule

may also be included in the Contractor Report and can be discussed and
updated at the regular Progress Meetings with the Architect / Consultant.
Appendix
A - Sample Schedule of Information Required

B - Sample Cut-Off Dates Schedule for
Information Release (Provisional Items)
"2D4_App A.pdf"
"2D4_App B.pdf"
Jun-2004
3.A.1
Site Diary
3.A.1.1 Purpose
A site dairy is to be completed to note the actual activities, quantities and types of
different plant and labour resources and any issues affecting the site works. This
information is necessary in order to ensure that an accurate and complete history of
resources and events is available on record. The information is essential for proper
verification and collation of daily progress reports, providing information on
productivity and wastage, and for future reference in correctly interpreting actual site
situations when assessing the sequence of past events that have influenced the
project outcome.
3.A.1.2 Timing
To take these records throughout the whole project period
Frequency -
Daily
PM / Site Agent / Sub-agent / Foreman / T.A. / Cost Clerk
Properly recorded and filed by responsible staff determined by

PM. No distribution is required.
3.A.1.5 Guidelines:
(1)
(2)
(3)
(4)
Appendix
Project manager shall establish a project specific cost code system among the
project quantity surveyor, the site agent / superintendent and the cost clerk.
The cost code system shall be able to reflect the budget and costs for each
construction element in the ERP.
Capture and verify the actual resource expenditures by foreman/TA.
Record any events other than scheduled in the Site Dairies by the foreman/TA.
Combine all foremens site diaries to form the Site Diary for submission to the
Client/Engineer.
Sample of Daily Record
3A1_App.pdf
Jun-2004
3.A.2
Statutory / Submission Checklists
3.A.2.1 Purpose
The Statutory Submissions Checklist summarises the statutory applications,
notifications, registrations, submissions, reports, certificates, permits and approvals
required by the HKSAR Government Departments before undertaking and during the
execution of typical works carried out by the company in Hong Kong. Use of the
checklist helps ensure that the company discharges all its obligations within the
prescribed timeframes.
3.A.2.2 Timing
Reference to the Statutory Submissions Checklist is to be made at contract
commencement, during project mobilisation and initiation and then regularly during
project execution and upon completion.
Frequency -
Completion of check items is to be reviewed and updated

during the Site Management Meetings or as determined by the
PM.
PM / Site Agent / Engineer / Surveyor / Project QS / Planning

Engineer / HS&E Engineer
All Participants + CM
3.A.2.5 Guidelines:
---
Appendix
A - Sample of Statutory Submissions Schedule
3A2_App.pdf
Jun-2004
3.B.1.
Sub-contractor Initiation Meeting
3.B.1.1 Purpose
Starting from the time of award the purpose is to establish an effective working
relationship between Gammon Skanska as the main contractor and/or employer, and
the sub-contractor. This is achieved by setting out, explaining and ensuring a clear
understanding of all the rules and procedures laid down for the proper execution of
the subcontract work package within the whole project.
3.B.1.2 Timing
To be held within one week after confirmation of a subcontract award.
Frequency -
---
PM (Chairman) / APM / SQS / PQS / SA / Responsible

Foreman / SO / HS&E Engineer / Building Engineer / Subcontractor & his Site Representatives
All participants
3.B.1.5 Guidelines:
---
Appendix
Agenda
"3B1-App_Subcon
tractor Initiation Me
Jun-2004
3.B.2
Variations / Change Requests Control
3.B.2.1 Purpose
Most of our projects will receive variation orders (V.O.) issued by the
Engineer/Client. These V.O.s are resulted from changes to the original Scope of
Works specified in the Contract. More than often, changes have not been recorded
or logged properly. In order to reduce the possible loses arising from recording
changes, a systematic approach is required to screen all possible areas that may
generate V.O.s
3.B.2.2 Timing
To conduct weekly review on the request for Information, Instruction from
Engineer/Client, Confirmation of verbal instruction and the relevant responses as
well as any observed changes during site walks.
Frequency -
Weekly review
PM / Site Agent / Engineer / PQS / Foreman
---
3.B.2.5 Guidelines:
(1)
To properly register not only the date of issue but also the date of response of
the prime sources of V.O.s (e.g. Request for Information, Instruction issued
by the Engineer/Client, CVL, etc).
(2)
The site team shall conduct regular reviews of these documents and the
associated responses to ensure notification to the Engineer/Client are issued
in the manner stated in the Contract.
(3)
During weekly site walk carried out by the site team, any changes to the scope
of works shall be observed, discussed and recorded.
(4)
Any impact on the programme or budget shall be verified by the PM who will
then notify the Engineer/Client of these impact and any possible claims.
Appendix
---
Jun-2004
Appendix A
Instruction to Sub-contractor
Ref. No. :
Date :
Project :
Job No. :
Sub-contractor :
Trade :
Contents
a. Relevant AI / other reference :
b. Description of the Works :
c. Location of the Works :
d. Period of the Works :
e. Labour requirement :
f. Estimated Plant / Materials :
g. GSL Foreman's Remarks :
For and on behalf of

Gammon Skanska Limited
Acknowledged By
_______________________
Project Manager
___________________________
Sub-contractor's Representative
3.B.3
Sub-contractor Daywork & V.O. Control
3.B.3.1 Purpose
To provide controls to prevent labour being taken on or deployed without prior
agreement and to issue instructions to sub-contractors in a standard format, any
variation to the scope of sub-contracts shall be covered with Instruction to Subcontractor.
3.B.3.2 Timing
To be carried out throughout the whole project period
Frequency -
In case of V.O. to sub-contractor
PM / Site Agent / Superintendent / Engineer
CM + PM / PQS + filing
3.B.3.5 Guidelines:
(1)
In the cases that any additional work to the sub-contractors is identified, the
relevant staff, the Foreman, the Site Agent/Superintendent or the site engineer
shall complete a draft Instruction to Sub-contractor for the Project Managers
approval.
(2)
The duly completed Instruction to Sub-contractor shall contain detailed scope

of additional works and internally valuated and validated by the project quantity
surveyor.
(3)
Project Manager shall issue instructions formally (see attached form

Instruction to Sub-contractor) to the sub-contractor for execution of the
additional work. The Project Quantity Surveyor shall formulate the addendum
to the relevant sub-contract and pass to the Commercial Manager for
verification and incorporation into the ERP system.
Appendix
A - Instruction to Sub-contractor
"3B3_App A.xls"
Jun-2004
3.B.4
Daily Workers O.T. Control
3.B.4.1 Purpose
To control the additional expenditure incurred in undertaking overtime work through
a process of review against limits established and through higher level authorisation
of cases exceeding allowances made. This is also intended to help ensure that
overtime is carried out on essential works only and during working hours permitted
under law.
3.B.4.2 Timing
Project managers shall review the O.T. expenditures from the ERP everyday.
However the specific controls described herein are applicable every 2 weeks prior to
approval of the Worker Time Entry.
Frequency -
Daily
PM / Site Agent / Superintendent / Foreman
CM + PM / SA / PQS / Cost clerk + ERP
3.B.4.5 Guidelines:
(1)
Monitoring of O.T. expenditures

i.
Project manager shall establish a suitable cost code system among the
project quantity surveyor, the site agent / superintendent and the cost clerk.
The cost code system shall be able to reflect the budget of labour costs for
each construction element in the ERP.
ii. In the cases of O.T. expenditure approaches the project managers predetermined limits, he shall re-visit his planning of project execution and
setup means to reduce / avoid any further O.T. working.
Appendix
---
Jun-2004
Project Name :
Block :
Floor:
Location
Finishing Material Schedule (Per Floor)
Description and Model No.
QS
Quantity per floor

Measured by QS
On-Site
Measurement per
floor
Piece per
Package
Approved
Quantity per
floor to be
Appendix C
No :
Date :
Project Name :
Name of Sub-Contractor :

Requisition Form for Material
To : GCL Site Storekeeper
The requisited material(s) are listed as follows :
Description
Item
Location
Remarks :
Signed by
Sub-Contractor's
Representative
Signed by
GCL Site Storekeeper
Signed by
GCL Foreman
:
unit
Quantity
Appendix D
Project Name :

Sub-contractor's Material Distribution Schedule
Floor
Location
Model No. Colour
Size
Remark: Coloured box or tick indicates the material is distributed.

:
10
11
12
13
14
15
16
17
18
19
20 TR UR
Total No.
Quantity
of Floor to be
per floor
Distributed
Unit
3.B.5
Material Management and Waste Control
3.B.5.1 Purpose
All materials need to be controlled to minimise wastage and therefore costs.
Concrete and reinforcement consumption needs to be monitored continuously to
ensure meeting targets. Long lead in materials need tighter controls to help avoid
delays to ordering, material shortages, material distribution errors, uncontrolled
wastage or take off errors. Whilst Section 2.C.4 covers waste management in
general, a consistent approach for tracking and control of finishing materials
purchased and commonly distributed to subcontractors is shown on the flow chart
attached as App A and has been defined under a Material Management Control
System as summarized under 3.B.5.5.
3.B.5.2 Timing
To be carried out throughout the whole project period.
Frequency -
As required
PM / Site Agent / Superintendent / Engineer /Foreman / PQS /

Cost clerk / Storekeeper
All related participants
3.B.5.5 Guidelines:
Methods for Finishing Materials (Full copy of system available

from the Quality Management Department)
(1)
Before ordering
The materials being selected should be carefully considered in terms of technical

and physical issues and overall costs. Normally detailed submissions are prepared
but beforehand it is worthwhile to review proposals with the installation subcontractors responsible as they can help establish likely problems, which may affect
use and wastage. If colour/size variations are likely, it is be prudent to obtain a
range of samples for submission. If mock-ups are required, the opportunity may
exist to validate design, buildability and quality issues.
(2)
Ordering
After approval, BQ quantities are reassessed based on the selected and approved
materials/samples and the latest drawings, finishing door/ironmongery/sanitary ware
schedules, tile pattern details and other relevant information. A wastage allowance
for ordering is agreed which would not normally exceed the tender provision, a
delivery schedule is worked out and any special packaging and handling
requirement considered before processing the order.
A Finishing Material
Schedule (see App B) is prepared according to the measured material quantities for
each floor.
Jun-2004
(3)
Sample and Stores Control
All approved samples are to be kept securely and labeled with the submission serial
number. All materials on site should be stored in a designated area suitably
protected and with access control. Offloading and handling is to be supervised and
storage conditions maintained properly. Material distribution is controlled and
recorded as Sub-Contractors need to complete a Requisition Form for Material
(see App C) for endorsement before the Storekeeper releases materials and records
details into a Sub-contractors Material Distribution Schedule (see App D).
(4)
Control of quantities for distribution
To avoid over supply to areas, the required quantities inclusive of wastage

allowance are calculated for each typical floor/area. The material consumption,
wastage, breakage and quality are regularly assessed per floor/area to track and
adjust the need and quantities for further orders. This monitoring helps to control
excesses and defects and assists in recovering costs where appropriate. Prior to
the cut off date for the last shipment the quantities will be reassessed before placing
any further orders which must be done in time to allow for manufacture and inclusion
in the last shipment without causing delay.
(5)
Introduction Meetings with S/Cs and Site Team on Approved Samples
All approved samples and drawings should be presented to sub-contractors staff to

make them familiar with the materials to be used, wastage assumptions and
requirements and to ensure any misunderstandings are clarified. The means for
future material call-off, receiving and material issue are made clear. Any particular
installation requirements, method statements, proper means of handling, adhesive
system, joint grout, cleaning, means of identification should be identified. Suppliers
may be invited to attend meetings to introduce the work system and particular
installation requirements. These preventive actions help avoid wastage and delay.
(6)
Co-ordination with Suppliers and Sub-contractors
Set up regular communications with suppliers (sub-contractors to attend as

required) to maintain contact and to monitor the shipment and delivery of materials
to suit site progress. Hold regular progress meetings with subcontractors to review
the site progress, workmanship and quality to control the works to as to minimise
defective works and excessive wastage.
Appendix
A
B
B2
C
D
"3B5_App A.pdf"
- Material Management Process for Tiles, Ironmongery & Sanitary Ware

- Finishing Material Schedule (Per Floor)
- Sample of Finishing Material Schedule (Per Floor)
- Requisition Form for Material
- Sub-contractors Material Distribution Schedule
"3B5_App B.pdf"
"3B5_App C.xls"
"3B5_App B2.xls"
"3B5_App D.xls"
Jun-2004
3.C.1
Site Safety Working Cycle
3.C.1.1 Purpose
The intent of operating a Safe Working Cycle regime on site is to enhance the safety
awareness, measures, systems and culture of all those engaged on the project in
order to improve the working environment and safety performance.
3.C.1.2 Timing
The Safety Working Cycle can be a combination of daily, weekly and monthly
routines.
Frequency -
The intervals are to be determined by the Project Manager
The Safety Working Cycle is to be led by the Project Manager,

HS&E Manager, HS&E Officer / HS&E Engineer or other
supervisors appointed by the Project Manager.
It is
recommended that all workers and staff should participate,
---
3.C.1.5 Guidelines:
(1)
The main concepts, recommended arrangements and procedures for

implementing the principles of a Safe Working Cycle are detailed in the Safe
Working Cycle Handbook published by the Occupation Safety and Health
Council. It is up to the Project Manager to assess those elements, which
would most benefit his particular project and to actively implement them
accordingly. Reference shall also be made to the requirements of the Health,
Safety and Environmental Management System and Safety Plan.
(2)
PM should provide sufficient training to staffs especially for those involved in

site supervision regarding the objectives and procedures of the site safe
working cycle. PM could develop an evaluation system to collect the
information and statistical record relevant to the policy.
(3)
PM shall direct the workers / personnel to recruitment centre for receiving the
formal safety induction training so as to cater for the forthcoming legislation on
workers registration and safety management policy.
Appendix
Abstracts from the Safe Working Cycle Handbook

Comparison of Safety Working Cycle with Elements of
Safety Management System, P45-46
An Overview of the Safe Working Cycle (Appendix 9)
3C1_App.pdf
Jun-2004
3.C.2
ECI Claims Control
3.C.2.1 Purpose
To minimise employees compensation claims arising from injuries by keeping close
track of the details, investigating selected claims and by introducing actions to
eliminate the cause of actual and potential risks
3.C.2.2 Timing
Frequency
As required
PM / HS&E Officer / SA / Superintendent / PQS / Insurance
---
3.C.2.5 Guidelines:
(1)
Methods
Follow the Workers Injury Risk Management (WIRM) Procedures to control the
amount of injury claims. This is by ensuring that any of our employees /subcontractors employees that do sustain a work related injury receive high level medical
treatment and management of their injury at the earliest possible time in order to assist
them to return to work at the earliest opportunity.
(2)
Project Management Controls (Refer also Box 5.C.1 Monthly HS&E Report)
The PM will receive a monthly report providing details of each injury to individuals
having site accidents during the preceding month and days of sick leave abstracted
from the sick leave certificate. HS&E will also provide an updated summary table of
the total EC Claims arising on each job including the individuals names and
subcontractors involved and the number of sick leave days against each registered
claim. PMs should enter the JDE system for details of accidents in the HS&E Module
under HS&E \ HS&E Reports \ Accident Summary. It should be noted that costs arising
from any accident claims will be charged to the relevant project.
Use the information provided to control further accidents by discussing each case
during safety meetings, determining likely causes of accidents arising and working out
actions to be taken to avoid recurrence of similar events. Also review sick leave claims
that appear exceptionally long based on the nature of the reported injury. Any
suspicious cases shall be highlighted to the HS&E Department for referring to the
insurance company for investigation and / or further action.
Appendix
---
Jun-2004
3.C.3
Refuse Disposal Control
3.C.3.1 Purpose
To establish an effective system for refuse collection and disposal thus ensuring
good housekeeping and hygiene, health and safety. Effective control also includes
keeping track on costs and where possible to reduce the volumes of refuse arising
by good planning and by adopting recycling where practicable.
3.C.3.2 Timing
Frequency -
---
PM / APM / SA / Superintendent / Foreman
---
3.C.3.5 Guidelines:
(1)
Methods
The PM shall identify appropriate Refuse Disposal Control measures prior to project
commencement and shall also periodically review the effectiveness of the measures
set and provide for continuous improvement. Details of specific controls are normally
incorporated into the Environmental or Waste Management Plans described under
Boxes 2.C.3 and 2.C.4 respectively.
(2)
Refuse Disposal Control Measures
a)
Enforce sub-contractors obligations to collect and deliver their own rubbish to a

designated collection point daily.
Use wheeled bins to remove rubbish via lift / hoists and not bamboo baskets.
Keep accurate records (allocation sheets, foremans site diary, photographic
evidence) of rubbish clearance for any necessary contra-charging purposes.
Minimise waste production by using system formwork, precast items, etc.
Make use of Safety Working Cycle to encourage proper refuse collection and
regular cleaning and disposal.
Wherever possible, use truck handled waste skips under rubbish chutes.
Ask concretors to dispose of waste / spilled concrete before it hardens.
Regularly clear refuse accumulated at designated collection points.
Ensure all refuse trucks are fully loaded when leaving site.
b)
c)
d)
e)
f)
g)
h)
i)
Appendix
---
Jun-2004
3.C.4
Anti-II Control
3.C.4.1 Purpose
The employment of an illegal immigrant/worker by GSL and all GSL appointed subcontractors including sub-sub-contractors of all tiers for the purpose of any contract
works in conjunction to the project is strictly prohibited. Anti-II checking is carried to
minimise the risks of illegal immigrants from working and trespassing on our sites
and to ensure compliance with the law.
3.C.4.2 Timing
Frequency -
As shown in guidelines
Security officer / All site staff + Sub-contractors
---
3.C.4.5 Guidelines:
Various actions are recommended and details will be included within the applicable
Security Plan. The following checking methods are typical. In all cases, records shall
be maintained to demonstrate that we are executing strict controls and monitoring
compliance.
a)
Daily Random Check

Foremen or supervisors carry out identity checks of the workers or personnel
found on site. Each day checks shall be made on different trades, e.g.
Carpenters, Steel fixers and others.
b)
Anti-Illegal Workers Raids

These are to be carried out by an independent security firm preferably twice a
month. Exact frequency of these raids shall be reviewed from time to time and
decided by the project manager.
c)
Surprise Check
Carried out monthly by the Site Management such as Site Agent / Foreman at
random. Records of personnel checked have to be kept.
Jun-2004
d)
Working Pass System / Green Card Control

All workers including subcontractors personnel shall be registered within the
centralized Worker Registration System prior to working on site. A working
pass will be issued to each worker whose identity has been checked that he /
she is confirmed to be legally permitted to work in his / her trade in Hong Kong.
Only personnel who hold a site working pass and valid Green Card are permitted
to enter the site.
e)
Sub-Contractors Responsibilities
The Project Manager shall take measures to ensure that all Sub-contractors
verify that their employees and any visitors, including their suppliers, are under
legitimate employment and abide by site access and Working Pass requirements.
f)
Verification of HKID and CITA Cards

GSL has published a guideline in verification of HKID Card and Green Card. The
guideline is attached in appendix (A) and interpretation of various codes of the
newly introduced smart ID card are posted in the Immigration Department wed
site at www.immd.gov.hk.
Appendix
A-
Guideline in verification of HKID Card and Green Card
"3C4_App A.doc"
Illegal Labour
IS NOT ALLOWED
Jun-2004
3.D.1
Quality Control
3.D.1.1 Purpose
To establish a system whereby the quality of materials, equipment and works carried
out is defined and standards are monitored and controlled to ensure all requirements
are met consistently from project commencement to completion of the maintenance
period. The system of control shall be based on the Quality Management System, as
summarised under the guidelines below, contract requirements and if applicable, the
Detailed Site Safety Supervision Plan and Quality Supervision Plan.
3.D.1.2 Timing
Frequency -
Daily
PM / All site staff + Sub-contractors
---
3.D.1.5 Guidelines:
(1)
Planning
The controls to be applied, methods of verification, checklists to be used,

acceptance criteria and responsibilities are planned before commencement of
activities. Plans include the necessary material submissions and approvals, mock
up approvals, tests and compliance checks against manufacturers
recommendations and / or method statements.
Plans are documented in accordance with Quality Management System Procedure
QMS/07 Preparation of Inspection and Test Plans (ITPs).
(2)
Control of Materials Quality
Quality is achieved by following a process of technical review, submission and

approval, requisition, verification of materials and products off site, factory tests and
incoming inspections or tests before incorporation into the works. After delivery the
control process continues with proper handling, storage, protection and use.
Those materials which are subsequently processed, manufactured, cut up, bent or
mixed on site such as plaster, adhesive, grout, timbers, pipes, ducts and steelwork
will be subject to further quality controls.
Jun-2004
(3)
Control of Construction Quality
Quality is achieved by applying positive measures to ensure works are executed

using accepted materials and practices and in compliance with agreed methods and
procedures. Communication of requirements and supervision ensures
understanding. Checks are carried out at predetermined points defined under each
ITP.
Checklists may be used to facilitate the process by identifying key aspects to be
verified and signed off. Inspections and/or tests are often conducted in conjunction
with and subject to acceptance by consultants.
(4)
Everyone should check quality
There are many other opportunities for project team members or other staffs to
identify actions to improve quality on site which may arise during site walks, visits or
audits. Subcontractors should also be involved with inspections of works and
completion of checklists. In such cases checks will be conducted according to an
agreed ITP. It is still necessary however to establish that the subcontractor is
carrying out this role effectively and to maintain a degree of scrutiny to ensure
consistent implementation.
(5)
Control of Poor Quality Works and Materials
Defects and issues identified during inspection & testing and other visits including
those from the Client are identified and immediately resolved on the spot or brought
to the attention of project management for review and resolution. Corrective actions
shall be initiated for those cases where we can identify opportunities to avoid
repeating the problem. Non-conformance Reports shall be used to record the
causes, approvals, actions taken and costs involved.
Follow-up rectification measures shall be planned and if necessary approvals
obtained before remedial work is undertaken. Such works shall be closely
supervised and check off to ensure compliance with agreed repair methods.
(6)
Review of Quality Controls
The levels of control shall be under constant review to ensure they are suitable and
effectively achieving the desired results with the resources available.
(7)
Further Reference
QMS Manual and Procedures, PQP, ITPs, specifications, DSSP and Quality
Supervision Plans (if any).
Appendix
---
Jun-2004
3.D.2
Setting Out Check and As Built Record Control
3.D.2.1 Purpose
a)
b)
c)
d)
e)
Minimise or eliminate any human or instrument errors

Ensure the works are constructed to the correct setting out
Allow early action to rectify any incorrectly positioned works
To minimise the accumulation of setting out errors
To raise the awareness of the production team
3.D.2.2 Timing
As shown in the Guidelines below
Frequency -
To suit progress of work
PM / SA / Superintendent / Surveyor / Operation staff
---
3.D.2.5 Guidelines:
(1)
All setting out dimensions either on drawings or set out on site should be
checked in one way or another to ensure there are no discrepancies or
conflicts with the original design and to minimise as much as possible both
human error, design errors, instrument errors and inaccuracies arising from
setting out methods and environmental conditions prevalent at the time of
setting out.
(2)
As-built checks should also be conducted during construction and records

made to show the built dimensions to conform to the various construction
tolerances. As built drawings should be prepared as far as possible during the
construction process and finalised upon completion. Such records are
normally required to be submitted to the client at the project completion.
(3)
For each surveying session, additional control points shall be incorporated for
verification of the fieldwork. In addition, a copy of the surveyors fieldwork data
shall be maintained for quality checking purposes. Chief / Senior surveyors
shall from time to time perform routine checking of the surveyors fieldwork
data to ensure the quality of the surveying work.
(4) Methods
a) The main reference points should be checked from government stations at
Site Handover Stage or as soon as practicable after commencement. Any
deviations must be verified and clarified immediately.
Jun-2004
b) Before construction the setting out dimensions on drawings should be

checked by the Surveyor / Foreman / Site Agent or Engineer. Any
discrepancy should be reported and clarified.
c) During construction the Site Agent / Engineer / Project Manager should
highlight all critical dimensions and establish checkpoints prior to and after
concreting or installation ensuring structures are built and elements fitted
within the specified tolerances. Communication systems on site should be in
place to immediately make the PM aware of any works that have been built /
installed outside the permitted tolerances. The checks considered necessary
are normally itemized under the relevant Inspection and Test Plan.
d) The reasons why an installation is out of tolerance should be determined and
actions taken to prevent recurrence. Rectification would normally be carried
out when a remedial solution is confirmed and before any subsequent
construction / installation.
Appendix
---
Jun-2004
3.D.3
Drawing Registration and Tracking System
3.D.3.1 Purpose
Project Managers shall ensure their project teams adopt a systematic method of
drawing registration and status tracking so as to allow effective and efficient
registration, distribution, management and reporting on all drawings received and
issued including part-copies. The same principles apply to other project documents.
3.D.3.2 Timing
During the tender stage or at project commencement, PM shall determine which
system is to be adopted for the project. If the Drawing Registration and Tracking
System is selected, he shall make arrangements with IT for installation of relevant
software and for subsequent operator training. Alternative arrangements will be
necessary for other options.
Frequency -
Regularly
PM / Engineer / Responsible staff appointed by PM
---
3.D.3.5 Guidelines:
(1)
Appendix
Methods
(a)
The Project Manager needs to assess the contract requirements,

anticipated volumes of documentation to be generated during the project
based on the work complexity and duration against the benefits of the
various systems currently being used within the company to select that
which may be best suited to his project. These vary from simple
spreadsheets using standard software to more specialized applications
requiring additional licenses.
(b)
The Drawing Registration and Tracking System described herein is one

system that has been developed in-house for building projects. The
system is designed to apply to all drawings received and issued in
connection with the project. It will assist in the production of drawing status
reports and transmittals.
A - The Drawing Registration and Tracking System Summary
B - Flow Charts
- Drg. No. 1: Drawings from Consultant for Issue
- Drg. No. 2: Drawings from Subcontractor for Review
"3D3_App A.pdf"
"3D3_App B
(Drawings 1 & 2).xl
Jun-2004
3.D.4
Shop Drawing Quality Control
3.D.4.1 Purpose
In order to better control the quality of shop drawings produced by subcontractors, a
systematic method of checking their content and providing feedback should be
introduced to ensure drawing standards are consistent and meet requirements so as
to improve the chances of approval when making submissions. Shop drawings that
consider the process and go beyond copying consultants details, may also reduce
errors and delays from arising during fabrication and installation thereby improving
output and product quality.
3.D.4.2 Timing
Checklists should be completed when drawings are first reviewed and any comments
should be incorporated before submission for consultant approval.
Frequency -
Regularly
PM, APM, SA/Superintendent, Engineers, Sub-Agents and

Foreman would normally be involved in reviewing shop
drawings as determined by the PM
---
3.D.4.5 Guidelines:
(1)
Method
(a)
(2)
The attached checklists have been prepared as a guideline to identify

all typical items that may be considered relevant for checking different
trade shop drawings.
For mechanical and electrical disciplines
reference can be made to the Building Services Manual for further
details.
The degree of detail and checking will depend on the nature, complexity and
importance of the work involved.
Jun-2004
Appendix
Checklists are enclosed for the following shop drawing

categories:
SD/01
SD/02
SD/03
SD/04
SD/05
SD/06
SD/07
SD/08
SD/09
Plumbing and Drainage, Fire Services, Electrical and

Lifts & Escalator
Metal Work
Window
Fire Related Enclosures
Structural Steel
Formwork / Falsework
Curtain Walls, Glass Walls, Suspended Ceiling
Systems
Carpentry, Joinery and Ironmongery
Metal Roofing and Roof Drainage
"3D4_App - SD01
Checklist for P&D, F
"3D4_App - SD04
Checklists for Fire R
"3D4_App - SD07
Checklist for Curtain
"3D4_App - SD02
Checklists for Metal
"3D4_App - SD05
Checklist for Structu
"3D4_App - SD08
Checklist for Carpen
"3D4_App - SD03
Checklists for Windo
"3D4_App - SD06
Checklist for Formw
"3D4_App - SD09
Checklist for Metal R
Jun-2004
4.A.1
Site Management Meeting
4.A.1.1 Purpose
This meeting is to review the status of different factors affecting the project
throughout the contract life to help maintain good communications within the site
team and ensure timely decisions on actions and priorities. Prior to the meeting
monitoring data is collected or updated by responsible team members in order to
accurately report the current situation in the areas of safety and environment, quality,
progress, technical areas, procurement, commercial matters and other relevant
factors.
During the review issues of concern will be discussed to determine the best course
of action and team members will be assigned actions to take as necessary to
correct, prevent, control or improve deviations or potential problems envisaged. The
project team use the meeting to look ahead at future works and issues in order to
make preparations to ensure efficient and effective management control. A copy of
the suggested Agenda of the meeting is enclosed.
4.A.1.2 Timing
This meeting is set up in order to best cope with the changing nature of the work and
management issues affecting the project.
Frequency -
To be determined by PM
This meeting is to be chaired by Project manager and / or the

Contracts Manager / Construction Manager may attend if
necessary. The PM will designate the key members to attend
this meeting.
All participants
4.A.1.5 Guidelines:
---
Appendix
Agenda
"4A1_App_Agend
a (Site Mgt Meeting
Jun-2004
4.A.2
Interim Milestone Review Meetings
4.A.2.1 Purpose
These meetings are convened before reaching key project milestones to provide a
forum for focused attention on all relevant issues associated with achieving the
milestone. The reviews are intended to enhance communication amongst personnel
in-charge, Employer, Engineer & Architect when necessary, sub-contractors and
operatives to smooth out any conflicts and misunderstandings. Discussions will
center around the detailed scope of works of each trade, the identification of work
interfaces, the setting up of coordination links, the review of applicable procedures,
the need for milestones amendment, the detailed programme of work, consideration
of commercial issues that may influence the outcome, or further items deemed
relevant or arising from other reviews.
4.A.2.2 Timing
Meetings will be held before commencement of each phase of works.
Frequency -
by stage
These meetings are to be chaired by the Project Manager or his

/ her deputy. The PM will designate the key site staff and subcontractors to attend these meetings as indicated under the
attached guidelines.
All participants
4.A.2.5 Guidelines:
(1)
The Project Manager will take the leading role during these meetings to
coordinate all parties involved in the interfacing work between phases and in
making decisions.
Works will be sequenced according to the latest
programme however adjustments, and fine-tuning may be necessary to
overcome unavoidable situations. Guidelines for each review are provide
under the Appendix.
Jun-2004
Appendix
Guidelines for Interim Review Meetings

1. Piling Handover Meeting
2. Substructure Commencement Meeting
3. Reinforced Concrete (RCC) Structure Commencement
Meeting
4. Finishing Commencement Meeting
5. Top Out Meeting (for high-rise building projects)
6. Pre Occupation Permit Meeting (for projects under BD)
7. Handover Meeting
"4A2_App 1.doc"
"4A2_App 2.doc"
"4A2_App 4.doc"
"4A2_App 5.doc"
"4A2_App 3.doc"
"4A2_App 6.doc"
"4A2_App 7.doc"
Complete 1
trade before next
trade starts
Jun-2004
Appendix B
QS SITE WALK
TOPICS NOTED
POSSIBLE EXTENSION OF TIME ENTITLEMENTS
RESPONSIBLE
PERSON
List significant critical Activities in Delay (as observed)

List As Built Status of the critical Activity
Item 1
____________________
Description
Period of Delay
Reason for Delay (Consider planned / actual sequence)
Effect (Time)
Effect Cost
Records to be kept (What Records / By Whom)
Further Information to be obtained / Checked (What Information? / By Whom)
POSSIBLE RECOVERY OF ADDITIONAL COST / LOSS & EXPENSE

(ie. Claims / VOs) (Refer to check list in attached guideline)
Item 1
Description
Records to be kept (What Records / By Whom)
Further Information to be Obtained / Checked (What Information / By Whom)
Any Other Reasons to Approach Possible Claim
OBSERVATION FOR POTENTIAL SAVING IN COST

(eg. Housekeeping, Poor S/C Performance, Low Productivity, S/C not meeting his Obligation)
Item 1
_______________
Description of Item Identified
Proposal for Saving
Implementation / Follow Up Action
GAMMON SKANSKA FORMAL SITE WALK REPORT FORM
Contract Title:
Contract No:
Date:
Names
Pages ___ to ___
QS
Operations
Observations / Comments / Follow up actions
Current Contract Programme (CP)

(Ref _____________)
Original Contract Completion Date
Total Contract Period (Weeks)

Current Week No
Contract Weeks Remaining
EOT Presently Granted (Days)

Present Contract Completion Date
Current Works Programme (WP)

(Ref______________)
Current Week No
Likely Completion Date
Planned Weeks Remaining
Delay Exposure
As Built Programme Updated to Week No___

(Ref ______________)
Other Information
Form\QS Site Qalk.xls
4.B.1
Monthly Commercial Meeting
4.B.1.1 Purpose
To review all commercial matters related to the project, including programme,
NODs, EOTs, claims, potential delays, resources, site walk issues, risks and
opportunities, budget forecast, outstanding information, V.O.s and costs associated
with defects.
4.B.1.2 Timing
To be held after contract commencement (to be determined by PM)
Frequency -
weekly, biweekly or monthly (to be determined by PM)
CM (Chairman) / PM / APM / SA / Commercial Manager / MQS /

PQS / QS / Contract Administrator / Engineer
---
4.B.1.5 Guidelines:
---
Appendix
A - Monthly Commercial Meeting Agenda

B - QS Site Walk
C - Formal Site Walk Report Form
"4B1_App
A_Agenda (Monthly
"4B1_App B QS
Site Walk.doc"
"4B1_App C.xls"
Jun-2004
4.B.2
Sub-contractor Meeting
4.B.2.1 Purpose
To maintain a regular dialogue between project team and subcontractors on all
project related matters including site safety & environmental issues, quality matters,
interfaces and coordination, work mobilisation and site progress, commercial issues
and other areas deemed necessary.
4.B.2.2 Timing
To be held after the Subcontractor Initiation Meeting
Frequency -
weekly, bi-weekly or monthly (to be determined by the PM)
PM (Chairman) / APM / SA / Engineers / Q.S. / Safety Officer /

HS&E Engineer / S/Cs Representatives
---
4.B.2.5 Guidelines:
---
Appendix
Agenda
"4B2_App_Agend
a (SC Meeting) .doc
Jun-2004
Selection, Assessment and Performance Monitoring of Suppliers (checking point)
Appendix C
Poor
Fair
Average
Good
1.2
3.4
5.6
7.8
9.10
Excellent
Some specified
requirements not
achieved without
significant rework or
acceptance of
waivers/deviations
Generally meets
specified requirements.
Any waivers/deviations
acceptable to
Contractor.
Meets specified
requirements. No
Waivers/deviations
Meets specified
requirements. Has
capability to exceed
requirements, if required
Contractor intervention
Non-compliances
detected by own system
and repair/rework
effectively addressed.
No consideration of
improvement process.
Active in identifying and
Proactive in identifying
resolving problems and
and resolving problems
implementing
and implementing
improvements, with
improvements, without
Contractor input
Contractor input
Delays to delivery and

execution. Contractor
incurred some costs
Achieved agreed
delivery dates with
limited Contractor
intervention
Completed on schedule
without Contractor
intervention
Pro-active in
demonstrating excellent
planning & delivery
control. No intervention
necessary by the
Contractor.
Slow to respond to
enquiries and
clarifications
necessitating
occasional Contractor
intervention to expedite
activities
Responds adequately to Good and timely

enquiries and resolution response to enquiries
of clarifications.
and clarifications
Excellent and prompt

response to all enquiries
and clarifications.
Not all Documentation (

e.g. shipping advice,
delivery schedules)
produced even after
prompting. Frequently
documentation is
irrelevant.
Documentation (e.g.
shipping advice,
delivery schedules)
produced with some
prompting. Problems
with clarity /applicability.
Precise and meaningful

documentation (e.g.
shipping advice,
delivery schedules)
produced after some
prompting
Meets specified
requirements. Has
capability to exceed
requirements, if required.
Limited commitment by
management to
develop and promote a
safety culture
throughout the
organization
Management shows
commitment to develop
and promote a safety
culture but needs
guidance.
Can clearly demonstrate

a commitment to the
development of a
positive Health & Safety
Culture.
Safety culture is well

development with
management
demonstrating a positive
commitment to Health &
Safety continuous
improvement.
Poor level of pollution

prevention. Not fully
compliant with
legislation
Minimum input to
comply with main
contractor's basic
requirements
Good level of pollution

prevention. Proactive
and fully complaint with
legislation and main
contractor's
requirements.
High level of pollution

prevention. Excellent
practices. Fully
complaint. Proactive and
supported by central
resource.
1 Product Quality
Consistently unable to
comply with specified
requirement
Many deficiencies only

identified and resolved
as a result of significant
Contractor intervention.
occasionally required to
identify and resolve
deficiencies not
detected internally.
2 Compliance with Agreed Delivery Schedule
Late delivery and

execution requiring
significant intervention
by the Contractor
resulting in major costs
and delays to the
overall project
3 Co-operation /Attitude
Poor response to
enquiries and
clarifications, frequent
intervention needed by
Contractor.
4 Delivery logistics
Documentation (e.g.
shipping advice,
delivery schedules not
usually provided, even
after repeated requests.
5 HS&E Issues
Obvious lack of
commitment from
management for
developing and
promoting a safety
culture.
Negligent or
disinterested. Poor
working practices likely
to cause pollution.
Selection, Assessment and Performance Monitoring of Suppliers (checking point)
Appendix C
Poor
Fair
Average
Good
1.2
3.4
5.6
7.8
9.10
Excellent
Has limited technical

backup and require
close supervision
Has sufficient technical

capability to carry out
the work without close
supervision
Good technical backup

and can offer alternative
solutions
Good technical backup

and consistently offers
alternative solutions with
savings
Generally meets
deadlines but needs
chasing.
Mostly meets deadlines

with some chasing.
Rarely fails to meet

deadlines except in
extreme circumstances.
Consistently always
meets deadlines in any
circumstances.
Inadequate packing and Limited packing and
Adequate packing
provided for general
protection of the goods
Sufficient packing helps

to protect the goods
better
More than expected
6 Technical Submission & Coordination Capability
Offers poor technical

backup
Never meets deadlines
7 Packing and Protection
protection provision
lead to damage of
goods.
protection provision
provided
4.B.3
Vendor Performance Review
4.B.3.1 Purpose
The systematic on-going evaluation of the performance of vendors engaged on
different projects against set criteria facilitates communication relating to actual
capabilities. Performance results are used in comparing and selecting preferred
partners, when determining the need for suspension, delisting or improvement
actions. Proper use of such feedback should lead to reduce risk of engaging poor
performers who fail to meet requirements, and lead to improve overall performance
by use of more capable organizations. Guidelines for vendor appraisal reporting
executed on the ERP are given below. With this platform performance data,
including latest subcontractor safety results, can be accessed for review at any time.
4.B.3.2 Timing
Frequency -
To be determined by Procurement Manager
To be led by PM, APM, SA/Superintendent in conjunction with

Engineers, Sub-Agent, Foreman
Results will be returned to the Procurement Manager
4.B.3.5 Guidelines:
1)
The performance of selected subcontractors and suppliers on each site is

reviewed regularly on a company wide basis in addition to regular project
reviews. The procedures and criteria for each company wide review are set by
Procurement and prompts sent to PMs for selection of significant vendors and
entry of performance ratings via the ERP using the JDE. The steps are
illustrated in the Appendices below.
2)
Following data entry vendors overall performance call be viewed using the
JDE.
Appendix
A - Appraisal Business Process. doc

Part 1 : Vendor Appraisal Entry
Part 2 : Vendor Appraisal Approval
B - Appraisal Dump Screen. doc
C - Vendor Indicator. xls
D - Vendor Appraisal Performance Factors. Doc
"4B3_App A
"4B3_App B
Appraisal business p Appraisal Dump Scr
"4B3_App C
Vendor indicator .xl
"4B3_App D
Vendor Performanc
Jun-2004
4.B.4
Staff Gathering
4.B.4.1 Purpose
To provide an informal environment for all the site staff to share their views on all
areas and also to improve communication links amongst site management,
operatives and others. To encourage participation gatherings should be held
regularly in an informal atmosphere and any notable outcomes or useful ideas
should be handled and followed up properly to demonstrate that views are taken into
account.
4.B.4.2 Timing
As determined by PM
Frequency -
Occasional
PM / All site staff
---
4.B.4.5 Guidelines:
(1)
Gathering should be initiated by Project Manager and organised by a

Committee.
(2)
Committee should be formed with all levels including PM, SA, Engineer, Site
Administrator or Site Clerk.
(3)
The frequency of gatherings is determined by the committee but should not

normally be more than 2 months.
(4)
Each gathering is recommended to have a Theme to pass any added value

messages to all staffs.
(5)
Gatherings should be informal and in the form of a BBQ, buffet lunch, dinner or
similar.
(6)
A run down for each gathering is recommended as follows:(i)
Brief the past months performance in areas of Safety, Environmental

issues, any awards, etc.
(ii)
Brief any new company policy change.
Jun-2004
(iii) Presentation by others on topics relevant to the Gathering Theme

(Encourage young engineers to carry out the presentation and not
required to be done in a formal style).
(iv) Social talks.
(7)
Appendix
Summarise and conclude any findings.

---
Jun-2004
4.C.1
Monthly Site Safety Committee Meeting
4.C.1.1 Purpose
A Site Safety Committee will be set up in accordance with the project Safety Plan or
Contract requirement in order to review the implementation and performance of the
safety management system on site. During the meeting the Safety Officer will
generally report on the safety conditions on the site including the results of physical
inspections and safety records. He will also report on training conducted, risk
assessments and other relevant issues. The Committee discusses the matters
reported and areas of concern to determine actions necessary in order to maintain
good safety standards on site and/or to make improvements where necessary.
4.C.1.2 Timing
To be held throughout the whole project period
Frequency -
Monthly or in accordance with contract requirement
PM or his/her deputy (Chairman) / SA /Area Foreman / HS&E

Officer / Sub-contractors representatives / Other relevant
parties (The participants are highlighted on the enclosed
agenda)
All participants
4.C.1.5 Guidelines:
---
Appendix
Agenda
"4C1_App_Agend
a (Monthly Site Safe
Jun-2004
4.C.2.
Internal Safety Audit
4.C.2.1 Purpose
Internal Safety Audits are carried out in accordance with the F&IU (SM) Regulations
and OHSAS 18001 HS&E management system to independently monitor the
effectiveness of system implementation. Audits also serve to enhance safety
awareness and through the implementation of actions and recommendations arising
can improve the overall effectiveness of the site safety management system.
4.C.2.2 Timing
For projects over $100M or 100 people, Safety Audits must be carried out within 6
months of project commencement and not longer than 6 months intervals thereafter
or in accordance with contract and/or Statutory requirements. For other projects the
time and frequency of audits to be undertaken in accordance with the HS&E
management system, contract or statutory requirements.
Frequency -
Not longer than 6 months or according to contract / statutory /

company requirements
Registered Safety Auditor (F&IU audits), Internal Auditor, + Site

Agent / Superintendent / Foreman / Sub-contractor
Representatives / SO / HS&E Engineer with the presence of the
PM or APM.
---
4.C.2.5 Guidelines:
(1)
Audit Administration
Safety audits are usually conducted using staffs who are not directly involved in the
project. Audit procedures are described under the HS&E Management system
Procedure HSEMSP - 13.
Appendix
Template of Internal Safety Audit Report used by HS&E

Department under the F&IU. (for reference only)
"4C2_App_Sample
Audit Report.doc"
Jun-2004
4.D.1
Quality and Environmental Audits
4.D.1.1 Purpose
Internal Audits are conducted to monitor the implementation and effectiveness of the
quality and environmental management systems. They also serve to demonstrate
internal control for certification purposes or to fulfil contract requirements. Audit
results can be used to assess performance and identify areas for improvement. The
Certification Body and some Clients also conduct system audits.
4.D.1.2 Timing
Internal Audit Schedules are published by the Quality Management Dept / HS&E
Dept and distributed during the year. Audit plans are coordinated with contract and
regulatory requirements and occasionally separate project audit schedules are also
developed. The exact timing of each audit is checked with projects beforehand to
minimize inconvenience.
Frequency -
Typically audits may take place every 3 to 4 months
PM / SA or Superintendent / HS&E Engineer / Quality

representative.
---
4.D.1.5 Guidelines:
(1)
The scope of internal audits and selection of auditors is determined by the

Group HS&E Manager or Group Quality Systems Manager as appropriate.
Safety audits are carried out as described under Box 4.C.2. Internal Quality
Audits are conducted according to Corporate Quality Management System
Procedure QMS/11 whereas Environmental Audits are carried out according to
HS&E Management System Procedure HSEMSP-13.
(3)
The PM is to ensure suitable resources are made available to facilitate the

audit process. Upon completion of each audit the observations, nonconformances and improvement opportunities are reported. Corrective actions
are usually assessed with the assistance of the auditor and included in the
report. All actions arising are followed up and the status is of completed or
overdue actions is subject to management review.
Appendix
A - Internal Quality Audit Report (Abstract)

B - Environmental Audit Report (Abstract)
"4D1_App A.pdf"
"4D1_App B.pdf"
Jun-2004
Monthly Project Progress Report

Project Number:
Report date:
Project Title:
Client:
Consultant/architect:
Contracts Director:
Date of award:
Contracts Manager:
Contract commencement:
Project Manager:
Contractual completion:
Senior QS:
Duration:
Progress status:
Monthly
milestone/
critical
activity
Description
Overall progress position as at report date:

Anticipated Contract Completion date
Current Agreed Master Programme Ref:
Reasons for delay:
Progress notes:
Planned
progress
Actual
progress
+/- days
EOT granted EOT applied

(Y/N)
(Y/N)
+/- days
5.A.1
Monthly Progress Report
5.A.1.1 Purpose
To accurately assess the current position of work done on the project and give a
brief overview of the commercial position. It should report the status with reference
to the applicable Master Programme and budget. The report shall highlight any key
issues that might affect the success of the project including any planning, quality,
commercial or HS&E issues that the site management consider relevant.
5.A.1.2 Timing
The report should be submitted to the Head Office by the Project Manager before
the 5th of each month for consideration and incorporation in the Green Book for
senior management circulation
Frequency -
Monthly
The PM may prepare the report himself or chose to delegate as

appropriate on the individual project
CM / Senior Management
5.A.1.5 Guidelines:
(1)
The content should be agreed with the relevant Contracts Manager to suit the
individual project requirements. Please find an attached sample report as
guideline.
Note: Monthly Progress Reports prepared and submitted to Clients may differ from
internal reports in terms of format, content and detail.
Appendix
Sample Monthly Progress Report
5A1_App.xls
Jun-2004
5.A.2.
Bi-Monthly Operation Meeting
5.A.2.1 Purpose
This meeting serves as an overall performance update and communication bridgeover between the senior operations management, supporting functions and site staff.
Items arising from the discussions may need to be conveyed to Project Managers at
site level and to functional staff to seek views, reinforce policies, implement actions
or avoid misunderstandings.
The purpose of this meeting is to discuss operation issues giving a perspective view
on key matters that might affect the successful execution of site works.
5.A.2.2 Timing
To be decided by the top management
Frequency -
Bi-monthly
Director of the respective Sector of Work / Department Heads /

Contracts Managers / Construction Managers
---
5.A.2.5 Guidelines:
---
Appendix
Agenda
5A2_App.doc
Jun-2004
Executive Summary - Financial

Contract Information
Contract Commencement
Contract Completion
Contract Period (days)
Time Elapsed (days/%)
Cum. Value Achieved (Value/L. Fcst)
Time Remaining (days/%)
0
/
#DIV/0!
0
Latest Forecast
Tender Budget
Contract Value
Contract GP
Profit Margin
EOT & LD Exposure

Delays (days)
LD Exposure (per day)

Total Exposure
LD Provision
Cumulative-to-Date
#DIV/0!
#DIV/0!
Claims Income
Total Amount Submitted
Less : Amount Agreed
Outstanding
EOT Required (days)

EOT Granted (days)
Outstanding (days)
Contract Number:
Contract Title:
Client:
Director:
Contracts Manager:
Project Manager:
Senior QS:
#DIV/0!
Risks & Opportunities
Note: GD applies
-
Current
Month
Cumulative
to-Date
Latest Application/Application No.
/ 20
Certified Value/Certificate No.
/ 19
Internal Valuation (to date)

Total Costs
Gross Profit/Loss
%
on
TO
Cash Position
Cash Receipt
Internal Valuation
Less : WIP
Uncertified Value
Contract Receivable
Retention Receivable
Add : Certified MOS
####
####
####
Total Cash Received

Cash Disbursement
Total Costs
Less : Provision & Accrual
S/C Provision
Defects & Others Prov
Retention Payables
Other Payables
Add : MOS & Deferred
Advance to S/C
####
####
####
####
Total Cash Paid Out

Working Capital Requirement
Net Cash Surplus/(Deficit)
Gammon Construction Limited
Contract Title :
Claims and Disputed Item Schedule
Job No. :
[All amounts are in HK$'000]
Period end date :
Claim No
[A]
Description
[B]
Date
Notified
[C]
Value in
Application
[D]
Certifications made
Month
Cumulative
Value to
Value to
Gross
Others
Gross
Others
[G]
[H]
[I]
[J]
Submission
Date
Value
[E]
[F]
Gross
Claims
taken
in Value
[K]
-
Totals :
Printed on : 9/20/2014 @ 1:56 PM

Prepared on 21 June 2000
Page No. 1/1
Location : P\Mgt Report\Report to RB\5B1_App 2_Claim and Dispute Item Schedule (Blank Form)\Claims & Disputed
5.B.1
Monthly Financial Report
5.B.1.1 Purpose
This report is prepared to provide the required information on the financial
performance of the project for the period, the cumulative performance since
commencement and the projected financial outcome. The report is intended to
summarize the liabilities, exposures, risks and opportunities for control purposes
5.B.1.2 Timing
As required by the Commercial Manager, MQS and CM
Frequency -
Monthly
Prepared by the Project QS as required. The PM needs to be

familiar with key numbers and anomalies regardless of
reporting
All data is available within JDE for ad hoc inspections by

interested parties
5.B.1.5 Guidelines:
The content of this report may vary depending on the project requirements. Below is
an example of what is recommended to submit and review on a monthly basis. It
should be read in conjunction with the Monthly Progress Report outlined under Box
5.A.1 of this Handbook.
(1)
Executive summary
Excel sheet as per attached example. Should also contain the schedules
concerning Claims and Disputed Item Schedule, VO Schedule, SC/Supplier
Claims Schedule, Insurance Claims Schedule
(2)
Interim Payment Application (IPA)

QS Module > QS activities > IPA & Cert > IPA > IPAS (R59311)
(3)
Reported Value Turnover Report (IV)

QS Module > QS Activities > IVQS Reports > RVTS (R59312)
(4)
SC Payment Status
QS Module > QS Activities > SCL&P > SCLR > SCLSR (R58310)
(5)
GSL Contra Charges to DSCs

QS Module > QS Activities > SCL&P > SCLR > SGSLCC (R58302)
Jun-2004
(6)
GSL Contra Charges to NSCs

(7)
Payment/provision status of NSC, NDSC and Specialist contractors

QS Module > QS Activities > SCL&P > SCLR >
> SCLSR (R58310) Summary report
> SCLDR (R58309) Detail Report
(8)
Overall Prelim Cost

QS Module > QS Activities > Forecast > Forecast Reports >
> RPC-OC (R59301)
(9)
GSL Staff Cost

RPC-GSLS (R59301B)
(10) GSL Labour Costs (Prelim and Trades)

QS Module > Forecast > Forecast Reports > RPC-GSLL (R59301C)
(11) Plant Costs
QS Module > Forecast > Forecast Reports > RPC-PC (R59301D1)
(12) Fluctuation Report
Not available within JDE. Only the relevant indices will be maintained within
JDE together with a PFF calculator. The report is produced using Excel
programme. Format to be agreed with CM and MQS on a project by project
basis as relevant (no sample here).
(13) Cash flow report - Available through Crystal:
GSL Intranet > Intranet Applications > ERP Crystal Reports > (Username &
Password) > Finance > Project Manager > Cash Flow Analysis Report 200
Appendix
Sample Executive Summary (All other parts of the report

except Fluctuation Report available through JDE/Crystal)
"5B1_App
1_Executive Summa
"5B1_App 2.xls"
Jun-2004
5.B.1
Monthly Financial Report
5.B.1.1 Purpose
This report is prepared to provide the required information on the financial
performance of the project for the period, the cumulative performance since
commencement and the projected financial outcome. The report is intended to
summarize the liabilities, exposures, risks and opportunities for control purposes
5.B.1.2 Timing
As required by the Commercial Manager, MQS and CM
Frequency -
Monthly
Prepared by the Project QS as required. The PM needs to be

familiar with key numbers and anomalies regardless of
reporting
All data is available within JDE for ad hoc inspections by

interested parties
5.B.1.5 Guidelines:
The content of this report may vary depending on the project requirements. Below is
an example of what is recommended to submit and review on a monthly basis. It
should be read in conjunction with the Monthly Progress Report outlined under Box
5.A.1 of this Handbook.
(1)
Executive summary
Excel sheet as per attached example. Should also contain the schedules
concerning Claims and Disputed Item Schedule, VO Schedule, SC/Supplier
Claims Schedule, Insurance Claims Schedule
(2)
Interim Payment Application (IPA)

QS Module > QS activities > IPA & Cert > IPA > IPAS (R59311)
(3)
Reported Value Turnover Report (IV)

QS Module > QS Activities > IVQS Reports > RVTS (R59312)
(4)
SC Payment Status
QS Module > QS Activities > SCL&P > SCLR > SCLSR (R58310)
(5)
GSL Contra Charges to DSCs

Jun-2004
(6)
GSL Contra Charges to NSCs

(7)
Payment/provision status of NSC, NDSC and Specialist contractors

> SCLSR (R58310) Summary report
> SCLDR (R58309) Detail Report
(8)
Overall Prelim Cost

> RPC-OC (R59301)
(9)
GSL Staff Cost

RPC-GSLS (R59301B)
(10) GSL Labour Costs (Prelim and Trades)

QS Module > Forecast > Forecast Reports > RPC-GSLL (R59301C)
(11) Plant Costs
QS Module > Forecast > Forecast Reports > RPC-PC (R59301D1)
(12) Fluctuation Report
Not available within JDE. Only the relevant indices will be maintained within
JDE together with a PFF calculator. The report is produced using Excel
programme. Format to be agreed with CM and MQS on a project by project
basis as relevant (no sample here).
(13) Cash flow report - Available through Crystal:
GSL Intranet > Intranet Applications > ERP Crystal Reports > (Username &
Password) > Finance > Project Manager > Cash Flow Analysis Report 200
Appendix
Sample Executive Summary (All other parts of the report

except Fluctuation Report available through JDE/Crystal)
"5B1_App
1_Executive Summa
"5B1_App 2.xls"
Jun-2004
5.B.2.
Green Book
5.B.2.1 Purpose
This is a monthly management report of all the business performance results that is
used by senior management for review and control purposes. The range of reports
included in the Green Book is attached for information purposes
5.B.2.2 Timing
--Frequency -
Monthly
Senior Management
Limited to the CM level and above. However, project specific

performance data is available to PMs through the ERP.
5.B.2.5 Guidelines:
(1)
Appendix
The Green Book is compiled and published on a monthly basis using the
inputs provided by the Directors, PMs and CMs, Commercial Managers and
Department Managers according to the monthly cut off dates published by the
Accounts Department.
Green Book Schedule
5B2_App.pdf
Jun-2004
Project Environmental Report ( Month / Year )

Department/Division:
Project:
Job No.:
Summary of Non-conformance arising from Environmental Monitoring/Measurement, Routine Inspection, External

Complaint, Internal Audit or Management Review, and Corrective/Preventive Actions Taken:
Please attach records of non-conformance such as environmental monitoring/measurement data, site inspection results (i.e. environmental checklist),
complaint proforma, audit report or minutes of site management review meeting where applicable.
Valid Licenses / Permits issued by the EPD or Notifications submitted to the EPD:
Type of Licenses/Permits
Further Environmental Permit
(Form 6 under EIA Ordinance)
Quantity
Reference No.
Issued/submitted on
Expired on
Construction Noise Permit(s)
Water Discharge License

Chemical Waste Registration
Notification (Construction Dust)
Others
Dumping permit
License for concrete
batching/crushing plant
Notification (Asbestos Work)
Permit (Open Burning)
Anticipated Construction Activities:

Major Works over next 3 months
Potential environmental impacts
Proposed mitigation measures
Conclusion (note any trends / concerns):
Prepared by SER:
Name:
Signature:
c.c. Contracts/Construction Manager /HS&E
Date:
Rev. 2
20/11/00
5.C.1.
HS&E Report
5.C.1.1 Purpose
These reports shall be made regularly in order communicate incidents and accidents
that have occurred, to summarise the environmental performance and data on
projects, to indicate license and permit status, identify corrective/preventive actions,
mitigation or control measures and to give information on safety training provided.
These reports collectively allow the company to assess overall company and
subcontractor HS&E performance.
5.C.1.2 Timing
To be carried out throughout the whole project period.
Frequency -
Monthly or being reported as and when they occur through JDE
HS&E Officer. PM to endorse the Environmental Report.
PM / HS&E Officer / SA / HS&E Dept
5.C.1.5 Guidelines:
(1)
HS&E reporting through Intranet & ERP is organized as follows:

a)
b)
Intranet: The following reports can be accessed through:

-
Intranet>HSE Homepage>Document>(Choose report as required)
HK Sector Accident Statistics

Regional Accident Statistics
Eight Primary Targets
Offence versus Conviction
Security & Loss Prevention
League Table
Subcontractor Performance
Crystal Reporting System: The following reports can be accessed

through:
-
Intranet>Intranet Application>ERP Crystal Reports>

username & password) >HS&E>(Enter parameters to suit)
Accident Statistics summary

Cause Analysis Report
Monthly Workforce List
(enter
Jun-2004
c)
JDE Reports: The following reports can be accessed using the Crystal
Reporting System through:
-
JDE>Gammon Master Directory>HS&E>HS&E Reports> (Choose

Report as required) JDE Reports
Complaint Proforma
Conviction Report
Security Report
Accident Summary
Incident Summary
(2)
The data incorporated in an Environmental Report is shown under App A and

is prepared by the project HS&E Officer and endorsed by the PM before
sending to HS&E Department for review and collation.
(3)
Environmental Performance data shown under App B is to be provided by

each project and will be used to create an environmental performance league
table and to establish future improvement objectives.
Appendix
A - Monthly Environmental Report

B - Project Environmental Performance Data Form
"5C1_App
A_Project Environm
"5C1_App B_
Environmental Perfo
Jun-2004
Appendix
SAMPLE
MONTHLY PROJECT QUALITY REPORT
Job No. : JXXXX
No.
1.
2.
2.1
2.2
2.3
2.4
2.5
2.6
2.7
3.
3.1
3.2
3.3
3.4
4.
5.
Issues arising in Month :
Description
Most significant Nonconformance / Client Complaint this month is.
a.
b.
c.
d
e.
Typical current problem areas affecting quality performance (circle)
Substandard material
2.8
Inadequate control of workmanship
Not following work procedure /
2.9
Insufficient training
method statement
2.91 Unclear client standard / acceptance level
Inadequate resources
/ requirements
Inaccurate or outstanding design
2.92 Human error
information
2.93 Design fault
Insufficient planning or scheduling 2.94 Fast construction
Poor co-ordination
2.95 Others :
Poor internal or external
communication
Improvements carried out during the period (circle)
Tighter supervision
3.5 More resources
Subcontractor briefings/training
3.6 Better methods
More inspections
3.7 Others :
More samples
Potential problems Main concerns in coming months
a. Description b. Potential Cause c. Preventive Action Planned
Support required from other departments to improve
Signed by :
Original Signed
(PM)
Date :
Page 1 of 1
5.D.1
Monthly Project Quality Report
5.D.1.1 Purpose
A Monthly Project Quality Report serves the purpose of communicating any
significant quality issues, complaints and non-conformances arising during the
month and to identify typical current problem areas affecting quality, any
improvements carried out and future concerns.
5.D.1.2 Timing
To be completed by the Project Quality Representative and signed off by the Project
Manager for distribution within the first week of each month
Frequency -
Monthly
GQSM / Contracts Manager or Construction Manager /

Designated Quality Manager / relevant site staff as determined
by the PM
CM / PM / Project Quality Representative / QM Dept.
5.D.1.5 Guidelines:
---
Appendix
Sample of Monthly Project Quality Report
"5D1_App_Monthl
y Quality Report.do
Any
Improvements?
Current
Problems
Jun-2004
6.1
6.1.1
End of Job Wrap Up Meeting
Purpose
To capture the key successes and lessons learnt on the project to facilitate
knowledge management and future improvement. During the process the overall
performance of the project including productivity, planning, sub-contractor
performance, HS&E, Quality and commercial aspects shall be reviewed and
compared to what was assumed at tender stage.
6.1.2
Timing
Meeting to be held within three months of issuance of substantial completion
certification by the client.
Frequency -
Once
6.1.3
Participants:
Director-in-charge / Contracts Manager / Project Manager /

Commercial Manager / Estimating Manager / Planning Manager
/ Procurement manager / Pre-construction Manager / Lambeth
(If applicable) / Bid Manager / Other project staff
6.1.4
Distribution:
Senior Management / Estimating Dept.
6.1.5
Guidelines:
(1)
Appendix
The collection of data and presentation of results and conclusions is to be

prepared by the Project Manager in conjunction with other staff as he sees fit.
The wrap up meeting is convened by the Director-in-Charge and the
conclusions should be documented in a report.
Agenda
"6-1_App Wrap
Up Agenda.doc"
Jun-2004

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1.

X-Y TIME (Work In View Stage)

Selected Bid Manager and Pre-construction team

Bid Manager to truly understand the Clients requirements and to commence

Handbook of Project Management Controls

Note: Details of Process should be referred to Bid Manager Handbook

Handbook of Project Management Controls

Tender Handover Meeting

Bid Manager (Chairman) /Estimating Manager / Estimator /

All documents passing from Tender Team to Project Team.

Handbook of Project Management Controls

Project Initiation Meeting

This meeting is to be chaired by the CD or CM with the

Handbook of Project Management Controls

Risk & Opportunities Register Meetings

Regularly update at least once a month or as determined by the

CM / PM / Site Agent / Engineer / Superintendent / Managing

Sample of Risk Register

Handbook of Project Management Controls

The frequency of monitoring and review meetings will be every

Directors / CM / PM / APM / Q.S. / All Key Site Staff / All Key

All participants (suggested in CD copy)

Where a Partnering Workshop is not conducted for whatever reason, then it is

Informal gathering or social function events should be organised regularly

Handbook of Project Management Controls

HKHA and GSL Partnering Initiation Report, Nov. 1999

Handbook of Project Management Controls

The Master Programme is to be reviewed monthly and shall

CM / PM / Site Agent / Engineer / Superintendent / Managing

All Participants + Supporting Departments

Handbook of Project Management Controls

3-Months Rolling Programme

Reviewed / updated monthly

PM / Site Agent / Engineer / Superintendent / Planning

All Participants + CM / Project QS / Consultants (if required) /

Sample 3 Months Rolling Programme

Handbook of Project Management Controls

3-Months Rolling Programme

Bi-Weekly / Monthly Programme

Monthly, Bi-Weekly or Short-Term (Weekly, Mobilisation,

PM / Site Agent / Engineer / Superintendent / Planning

All Participants + Project QS + Sub-contractors

Sample Weekly Programme

Handbook of Project Management Controls

Job No. :_________________________

Materials, Supplier & Subcontractor Schedule

2B1_App_External Procurement Schedule (Blank Form) Sheet1

Material / Design Submission & Approval Dates

2B1_App_External Procurement Schedule (Blank Form) Sheet1

Procurement Schedule (External)

Reviewed and revised in accordance with the programme and

CM / PM / Site Agent / Engineer / Superintendent / Managing

All Participants + Procurement Department

Handbook of Project Management Controls

Resource Requirement Plan (Internal)

Reviewed and updated monthly by the site team & analysed by

CM / PM / SA / Engineer / Managing QS / Project QS / Planning

Available for review in the RRP Site Operation monthly file

R:/ Resource Requirement Planning

R:/ Resource Requirement Planning

Handbook of Project Management Controls

Review monthly or at suitable intervals determined by the PM.

CM / PM / Site Agent / Engineer / Superintendent / Managing