COMPANY HISTORY

The owners/founders of CE BUILDERS CONSTRUCTION COMPANY, Engr. Allysa

Capsa, Engr. Kimberly Torres and Engr. Patricia Ann Viaa graduated in BS in Civil
Engineering in Bataan Peninsula State University. They took the Civil Engineering Licensure
Examination and successfully passed the said examination held on November 1995.

Today, CE BUILDERS CONSTRUCTION COMPANY is still continuing to prosper

Bataan and luckily other adjacent provinces with its incomparable designs.

MISSION

We, CE BUILDERS CONSTRUCTION COMPANY, are a full service firm committed

in pursuing excellence in Design and Planning, Technical Quality and Professional Service
attentive to the needs of our clients by providing efficient and holistic solutions to the very
best of our abilities.

VISION

To be a Pioneer in providing Quality Service thru, Planning and Design with a

Commitment towards Professionalism and Global Competitiveness. CE BUILDERS is not
just a construction company. We are a dedicated team striving to bring growth to our
community, helping to maintain existing companies and assist our clients in making their
dreams become a reality..
AIM

CE BUILDERS take pride in not only being the best but doing so with consideration
for our customers and the Environment too.

The priority of CE BUILDERS CONSTRUCTION COMPANY is to give our clients full

satisfaction at all times. CE BUILDERS specialize in all forms of building project
management, constructional and building work but when we are asked what we are
about the answer is simple, our company is striving to become the most professional,
timely, efficient and customer orientated building & Construction Company in the
Philippines.

GOALS

Build a Values based construction company

Provide a comprehensive approach to our Clients needs

Implement Best Management Practices methodology for our construction projects

Create an organization focused on its team members and their well-being

Constant improvements in all aspects of home improvement, remodels, renovations

Provide the highest level of quality and service, above and beyond our competitors.

Growth of our company not only through increased volume but also through
technology and efficiency.

Maintain a win-win environment for all involved; the bank, investor, broker,
contractor, and the homeowner.

Last but most importantly, to love and enjoy what we do.

Slogan

Making a Difference One project at a time.

NATURE OF WORK

a) Architectural, Structural and Allied Engineering fields such as Structural Design,

Landscaping, Sanitary, Electrical and Mechanical Professional services.
b) Construction- General Building and Industrial plant park, Playground and
Recreational Work.
c) Supply / Trading

WORK EXPERIENCES

A. ARCHITECTS AND ENGINEERS DESIGN SERVICES

1. Schematic Design Phase
- Schematic Design Studies leading to a recommended solution
- Statement of probable project construction cost on current parameters
2. Design Development
- Design Development documents consisting plans, elevations and other
drawings ( including Architectural, Electrical, Structural and Sanitary
Drawings)
3. Contract Documents
- Specifications describing type and quality of materials, finish, manner
of construction
- Detailed estimate / Bill of materials
- Signing of Blueprint & Building Permit Forms

B. CONSTRUCTION SERVICES / SUPERVISION OF CONSTRUCTION

Sample Of Works:

Group A: Residential Dwellings

Over 500 residential buildings for Single storey, Two storey and Three
storey residential buildings here in Bataan and other provinces.

Group B: Residentials Hotels and Apartments

Three storey Dormitory ( Manila )

Manila Hotel
Shangrila Hotel ( Shaw Boulevard )

Group C: Education and Recreation

University of Santo Tomas

De La Salle University
University of the Philippines (Diliman)
 Group D: Institutional

Manila Cathedral
Heart Center
Chinese General Hospital
Our Lady of Lourdes Hospital

Group E: Business and Mercantile

Land Bank
Maxs Restaurant
Stalls in SM San Fernando
- J.co
- Krispy Kreme
Quezons Furniture

Group F: Industrial

Petron Bataan Refinery

Bataan Nuclear Power Plant
Aquarius Warehouse

MANAGEMENT STRUCTURE

Management is considered an asset as it provides the operational framework for the

group, its resources, and its leadership.
ORGANIZATIONAL STRCTURE
Work Flow
 The successful delivery of construction projects requires precise management of
workflows from origination through final approval. Over the last decade, workflow
management has evolved from paper and pencil to email, spreadsheets and FTP sites, and
from there to enterprise content management (ECM) solutions and industry-specific
construction management software. Process control for reviews, approvals and other
essential project functions has been automated to reduce risk and cost, while improving
efficiency and quality.

Introduction to workflow management

Workflow management systems are case-driven. This means that only business
processes describing the handling of one case (workflow instance) in isolation are
supported. Many cases can be handled in parallel. However, from the viewpoint of the
workflow management system these cases are logically independent. To handle each case,
the workflow management system uses the corresponding workflow process definition.
The process definition describes the routing of the case by specifying the ordering of
activities. Activities are the logical units of work and correspond to atomic pieces of work,
i.e., each activity is executed by one worker (or another type of resource) and the result is
either commit work or abort and roll back. Normally, to specify the ordering of
activities is a graphical language such as Petri nets used. These languages allow for
sequential, conditional, and parallel routing of cases. Typically, an activity, which is
enabled for a given case, may be executed by many workers and many workers may
execute a given activity. To support the distribution of work, the concept of a role is used.
A worker can have multiple roles, but an activity has only one role. If activity A has role R,
then only workers with role R are allowed to execute activities of type A. Based on this
information, the workflow management system works as follows: The corresponding
workflow process definition is initiated for each new case, i.e., for each case (e.g., request
for information, insurance claim, customs declaration, etc.) a new workflow instance is
created.

Duties and responsibilities for a construction project manager

The duties and responsibilities for a construction project manager run the gamut from
hiring the contractors to responding to citizen calls concerning the project's compliance
with zoning laws. An experienced and well-educated professional, the construction project
manager is well-equipped to deal with these and other issues.

A construction project manager sets up the estimates, the budgets and the construction
timetable for the client and develops the construction strategy. He selects the
 subcontractors and workers, and provides required explanations for the builders and other
professionals associated with the project, coordinating and collaborating with the
architects, engineers and specialists. The construction manager also ensures the
construction project complies with all building codes and any other legal or regulatory
requirements. When delays or problems occur as they always do the construction
manager is the projects first responder, ready to make the changes required to move the
project past the issue.

For Contractors:

Contractors and the workers under their control are most at risk of injury and ill health
from construction work. Contractors therefore have an important role in planning,
managing and monitoring their work to ensure any risks are controlled.

Contractors on all projects must:

make sure the client is aware of the client duties under CDM 2015 before any work
starts
plan, manage and monitor all work carried out by themselves and their workers,
taking into account the risks to anyone who might be affected by it (including members
of the public) and the measures needed to protect them
check that all workers they employ or appoint have the skills, knowledge, training
and experience to carry out the work, or are in the process of obtaining them
make sure that all workers under their control have a suitable, site-specific
induction, unless this has already been provided by the principal contractor
provide appropriate supervision, information and instructions to workers under their
control
ensure they do not start work on site unless reasonable steps have been taken to
prevent unauthorised access
ensure suitable welfare facilities are provided from the start for workers under their
control, and maintain them throughout the work

In addition to the above responsibilities, contractors working on projects involving more

than one contractor must:

coordinate their work with the work of others in the project team
comply with directions given by the principal designer or principal contractor
comply with parts of the construction phase plan relevant to their work

Decision Making
The decisions made at any particular stage should reflect the activities that are being
undertaken at that stage. They should not backtrack, as this will involve abortive costs and
the repetition of tasks that have already been undertaken, and they should not leap ahead
as this will prejudice activities that have not been undertaken and may produce to
inappropriate outcomes.

For example:

Deciding that another light socket is required when the electrical drawings have
already been prepared means that those drawings must be re-done. Deciding this after the
wall has been constructed means that holes have to be chased into the already completed
wall and then repaired.

Deciding a list of accommodation that a building should provide before any design
studies have been carried out will close down the options that designers consider. It is
better in the early stages to define the functional outputs that are required, and then to
assess all the available options. For example, a functional outcome might be to educate 30
children. This is different from prescribing that a classroom is built for 30 children. Under
the particular circumstances of a project this might not be the best solution.

Gateways

A simple way to avoid making the wrong decisions at the wrong time is by establishing a
series of project gateways at which the project team compile information describing the
project as it stands, the client assesses that information and either asks for changes or
approves it and gives instructions to progress to the next stage.

At each of these stages, certain aspects of the project may be frozen and change control
procedures introduced for those aspects. For example, at the end of the concept
design stage, the project brief may be frozen. Freezing the project brief means that it can
only be changed with the explicit agreement of the client, and then only when the cost
implications and the disruption of the change have been evaluated and accepted, and the
change recorded.

Decision Makers

The completed development belongs to the client, and so it is important that they are the
ultimate decision maker and that they are comfortable with the direction the project is
taking. Consultants and contractors can give advice and make proposals, but
the client should decide.

It is not always clear however who the client is. Even on small projects, more than one
person will normally be affected by the project, and they should all have a say in how it
develops. If they do not, there is a risk that they will become detached critics of the
project rather than advocates for it. It is important that they feel involved in the project,
and feel ownership of it, and that it does not just become one persons vision.

This can be achieved by appointing project champions, responsible for different aspects of
the project, and creating user panels who are consulted about proposals. This should be
genuine involvement, not just a pretence of influence.

In commercial organisations a project sponsor should be in overall control and should

report to a project board. The project sponsor may delegate authority for certain decisions
to others.

Other stakeholders and third parties

Decision making is not always in the hands of the client organisation. Other stakeholders,
such as customers, neighbours, funders and shareholders may need to be consulted. In
addition, there may be third parties, who, whilst they have no particular interest in the
success of the project, do have an influence over the outcome, such
as utilities companies, local authorities and so on.

Managing these groups and allowing them to have an input whilst still driving the project
forwards can be very challenging and time consuming, particularly as they may not all
have the same objectives. It is important therefore to identify areas of commonality and
areas of difference between them and to manage individuals whose expectations are
unlikely to be met. A first step in this process can be the preparation of a stakeholder
map or stakeholder matrix. This allows a plan to be developed for how to manage the
involvement of different groups.

Making Changes

Building design and construction is a very complex process, and even with careful control
it is inevitable that changes will be made and decisions revisited. However, these changes
should be kept to an absolute minimum as they disrupt the project and have impacts on
time, cost and quality. Broadly, the later in the development of the project that changes
occur, the greater those impacts are likely to be.

The need for changes can be minimised by:

Undertaking thorough site investigations and condition surveys.

Ensuring that the project brief is comprehensive and is supported by stakeholders.

Ensuring that legislative requirements are properly integrated into the project.

Ensuring that risks are properly identified.

Ensuring that designs are properly co-ordinated before tender.

A change control procedure should clearly define the process by which changes are
requested and approved and who is responsible for those processes. There should then be
an evaluation of whether the impact of the change is acceptable and whether the proposal
provides value for money. Changes are particularly expensive and disruptive once
contracts have already been awarded, as there is no longer any competition to help keep
costs low. This applies in particular to design changes made once the construction
contract has been awarded. Unless there is a very good reason for late design changes or
late design decisions, the right time to make them is during the design process, not during
construction. Contracts can however allow for the possibility of changes by including rates
that will be charged for work not included in the contract.

Return of the investment

Facility investment decisions represent major commitments of corporate resources and

have serious consequences on the profitability and financial stability of a corporation. In
the public sector, such decisions also affect the viability of facility investment programs
and the credibility of the agency in charge of the programs. It is important to evaluate
facilities rationally with regard to both the economic feasibility of individual projects and
the relative net benefits of alternative and mutually exclusive projects.

This chapter will present an overview of the decision process for economic evaluation of
facilities with regard to the project life cycle. The cycle begins with the initial conception of
the project and continues though planning, design, procurement, construction, start-up,
operation and maintenance. It ends with the disposal of a facility when it is no longer
productive or useful. Four major aspects of economic evaluation will be examined:

1. The basic concepts of facility investment evaluation, including time preference for
consumption, opportunity cost, minimum attractive rate of return, cash flows over
the planning horizon and profit measures.

2. Methods of economic evaluation, including the net present value method, the
equivalent uniform annual value method, the benefit-cost ratio method, and the
internal rate of return method.

3. Factors affecting cash flows, including depreciation and tax effects, price level
changes, and treatment of risk and uncertainty.

4. Effects of different methods of financing on the selection of projects, including types

of financing and risk, public policies on regulation and subsidies, the effects of
project financial planning, and the interaction between operational and financial
planning.

In setting out the engineering economic analysis methods for facility investments, it
is important to emphasize that not all facility impacts can be easily estimated in
dollar amounts. For example, firms may choose to minimize environmental impacts
of construction or facilities in pursuit of a "triple bottom line:" economic,
environmental and social. By reducing environmental impacts, the firm may reap
benefits from an improved reputation and a more satisfied workforce. Nevertheless,
a rigorous economic evaluation can aid in making decisions for both quantifiable
and qualitative facility impacts.

It is important to distinguish between the economic evaluation of alternative

physical facilities and the evaluation of alternative financing plans for a project. The
former refers to the evaluation of the cash flow representing the benefits and costs
associated with the acquisition and operation of the facility, and this cash flow over
the planning horizon is referred to as the economic cash flow or the operating cash
flow. The latter refers to the evaluation of the cash flow representing the incomes
and expenditures as a result of adopting a specific financing plan for funding the
project, and this cash flow

over the planning horizon is referred to as the financial cash flow. In general,
economic evaluation and financial evaluation are carried out by different groups in
an organization since economic evaluation is related to design, construction,
 operations and maintenance of the facility while financial evaluations require
knowledge of financial assets such as equities, bonds, notes and mortgages. The
separation of economic evaluation and financial evaluation does not necessarily
mean one should ignore the interaction of different designs and financing
requirements over time which may influence the relative desirability of specific
design/financing combinations. All such combinations can be duly considered. In
practice, however, the division of labor among two groups of specialists generally
leads to sequential decisions without adequate communication for analyzing the
interaction of various design/financing combinations because of the timing of
separate analyses.

Brand Cost

4 Ways Construction Companies Can Increase Brand Exposure At Minimal Cost

1. Brand Your Staf

When your crew are working on a job, they are all visible to all passers-by. When your
staff are manning the office, they will meet potential customers face-to-face. So brand
your employees! Provide eye-catching, branded uniforms that will make an impression in
the viewers mind. And if you can come up with a catchy slogan, that you can emblazon
on the back of your workers backs, even better. Be inspired by slogans such as We Nail
It, Creating Strong Foundations and Building Your Vision. The more unusual the
design and slogan, the more memorable it will be in the minds of your potential
customers.

2. Brand Your Vehicles

Dont view the vehicles you use to transport your staff and construction materials as
modest objects whose only purpose is to get A to B. Your vehicles are an important part of
your brand awareness arsenal get them branded with livery that shouts out for
attention. People in the locality will see them time and time again as they wind their
merry way down the streets and a branded vehicle that invites further scrutiny and
proudly displays your company name, slogan and contact details, will be sure to rustle up
more business in the future.

3. Use Lawn Signs

Dont let your construction crew work anonymously. Display lawn signs conspicuously
where they cannot be overlooked. Construction is never an overnight job, so capitalize on
your presence: make sure passers-by appreciate which company is carrying out such a
sterling job. Ensure your brand is highly visible and by including your contact details,
anyone who admires your work, can easily well look you up when they are in need of a
construction company.

4. Train Your Staf

Were not talking about training your staff to build buildings although we confess that is
important. Go the extra mile and train all your staff to deliver impeccable customer
service at all times. The recipient of excellent service will always be delighted and will
remember it long term. And they wont be able to resist telling their friends about the
construction company that did a great job, kept them abreast of progress and delivered on
time. Word of mouth recommendations are priceless when it comes to increasing your
construction company brand awareness most people prefer to use a new company that
has been recommended by a friend.

Resources

Introduction

Wasting resources such as building materials adds a considerable amount to both the
environmental and financial cost of construction. Buying materials that you don't use
means that you have to pay both the purchase and disposal costs. It makes sense for both
main contractors and individual building trades to use resources more efficiently and work
together to reduce the environmental impact of their work.

Reducing the amount of waste you produce makes it easier to comply with legal controls
on waste. It can also help you to win business from the increasing number of customers
and principal contractors that place a high priority on environmental issues.

This guide outlines the overall waste responsibilities of businesses that operate on building
sites. It suggests simple ways for building trades such as bricklayers, carpenters,
plasterers, electricians and decorators to reduce waste and save money.

Construction companies need the ability to have real-time visibility into resources needed,
whats available, where their resources are located and the ability to reschedule those
resources accordingly. Ensuring the highest utilization of resources across all projects in
order to complete on schedule is key to delivering on time and under budget. That's why a
program that provides visibility into early indicators where owned resources are light to
allow for rentals, subcontracts or purchases to be secured, is so important.

Competition

We will make sure that the production and the services will be highly monitored to prevent
the overtaking of the other companies or at least be at the same level since the
developments are responding very fast and markets nowadays are highly competitive.

So here are the Nine ideas to to Differentiate Your Construction Business:

1. Add New Markets

Seek at least one new project type to pursue. For example, home remodeling will soon
surpass the new home construction market. In some areas, school and healthcare
construction are up 200 percent. Public works is still strong in many markets for many
years to come. Get on at least five new bid lists in the next two months for new projects
not in your normal comfort zone.

2. Add New Customers

If you cant beat Home Depot, join them. Home improvement stores need lots of
contractors to do all their work. Somebody is getting lots of repeat work. Are you? Or how
about starting a renovation division or plant maintenance department? Put one of your
senior project managers in charge and let him become the division manager charged with
building a profitable book of business.
3. Add New Risk

The home building market is dead. But there are opportunities. Find some depressed real
estate to buy, upgrade it and then rent it out. This can add to your workload and boost
your long-term bottom line. Developers need more equity today than in the past to get
their projects financed. Offer to invest some of your working capital, savings, labor, or
materials in your customers stalled projects to get them going.

4. Add Profit Centers

Open your books to key employees and share the profit with them. Give each team
member an area of responsibility and make them accountable for their own bottom line.
No profit equals no profit sharing or salary increases. For example, start a service division,
small projects department, tenant improvement division, or maintenance company. If you
have some major equipment start a rental equipment company. If you have a crane start a
crane service. Or, if you are an electrical company start a service division.

5. Add Overhead Targets

Make everyone aware of your fixed cost of doing business. Make a goal to reduce your
overhead and monthly expenses by 25 percent. Ask for suggestions to reduce overhead
costs and reward those whose ideas are implemented.

6. Add Field Input

Hold quarterly meetings with your entire field team. Ask for input to lower your job costs,
improve productivity and speed up your job schedules. Use a written suggestion box and
reward good ideas.
7. Add Good People

Now is the perfect time to eliminate your poor employees and replace them with top
players at a reduced price. Good people are easier to find now. Face reality, some of your
people wont help you be successful in slow times. Get rid of your low performers, and hire
a few potential great performers.

8. Add More Bids

To bid more jobs, go out and see more people. Make a list of twenty potential customers
you havent needed to target while work was plentiful. Include at least five customers you
are too chicken to go and see. Ask each of your targets what it will take for your company
to do their work. Ask what other services you can perform for them. Listen and then make
it happen.

Also, ask each of your employees to make it a part of their job to be on the sales,
marketing and estimating team. Everyone must pitch in to make more proposals and get
more work. Give them a financial incentive to bring in leads for your company to propose
on.

9. Add More Networks

Get out in your community and see lots of different people. Seek input from your existing
customers, bankers, competitors, suppliers, subcontractors, architects, and engineers.
More importantly, make a commitment to seek leaders who are not in your industry. Ask
them for ideas and suggestions how to change the way you do business.
Construction Staffing & Safety Training

Liability and Risk Management

The dangers that exist at a construction site are very real to workers who have not been
properly trained on safety procedures. There is also a great liability risk for companies that
do not invest in safety training. In order to minimize injury and reinforce best practices on
the job site, construction staffing agencies and industrial project managers must partner
to ensure workers are prepared.

OSHA construction industry standards require that workers have a basic working
knowledge of some of the federal guidelines. For example, prior to working in construction,
many workers may overlook the noise hazard that exists at building sites.
Responsible construction staffing agencies provide training that teaches workers about
this hazard and instructs on how to guard against it.

Safety training covers:

Dress code: How employees should dress for work. Thick-soled or steel-toe work boots
protect feet from damage from nails, which are abundant at every work site, and other
sharp objects. There is no loose fitting clothing allowed. The fabric from loose clothes or
loose gloves tends to get caught in tools, on materials or on moving equipment and could
cause a worker to fall.

Protective gear: Goggles protect the eyes from debris that often flies when working with
construction materials, and a safety vest ensures workers are clearly visible to passing
traffic so they can avoid being hit by moving cars. The hard hat, a symbol that has
become universal in its representation of the construction industry as a whole, must be
worn on site. No one can predict falling debris and workers must guard against it at all
times.

Work hazards: Falls are the leading cause of fatalities in the construction industry, OSHA
requires workers to know the hazards that can result from falls. At any given time,
construction workers will have to stand on scaffolds, unfinished buildings and ladders.
OSHA, construction companies and industry experts believe that the awareness of these
hazards is a first and crucial step to preventing falls.
Proper tool training: Workers should be very knowledgeable about which tools and
machinery are used for which specific jobs; what safety equipment is necessary to
complete those jobs; and how proper use of both safety apparatus and machinery keeps
the site safe. Trench hazards, struck-bys, electrocution and damage from chemical
materials can all be avoided in a good plan is in place and employees follow it.

As important as all of the safety precautions have become to the construction industry, it
is equally important for employees to know their rights as workers. Once temporary
employees have completed safety training, they should be fairly competent in locating
safety and health resources and filing a proper complaint when it is necessary. OSHA
requires construction sites to keep a log of work-related injuries and illness, as well as
material safety data sheets, which tell workers what kind of dangers may evolve from
handling certain kinds of materials. Safety checklists and personal protective equipment
are two of the best safeguards for ensuring workers do not get hurt on the job.

Construction workers are the biggest investment for any labor staffing agency. The safety
and well-being of those workers is vital to making sure the construction industry continues
to flourish. Proper training is an important first step. CE BUILDERS CONSTRUCTION
COMPANY is committed to the safety of employees and managing risk for employers.

Reasons you should choose CE BUILDERS:

We maximize workforce productivity

We take on the responsibility of government compliance

We remove your hiring costs and hassles

We minimize your risk exposure

We minimize your workers comp exposure

We control your health care and benefits costs

We reduce your unemployment insurance costs

COMMUNICATING AND EFFECTIVENESS OF INTERNAL COMMUNICATIONS

Effective communication is vital to the successful completion of any construction project.

Good communication can improve teamwork and lead to better project collaboration. Poor
communication can result in misunderstandings, delays and problems down the road.

Communication is simply the exchange of information in order to convey a message and

good communication involves being able to transmit your message so it is received and
understood by the intended recipients. Seems simple enough, right? If youve ever played
the Telephone Game you know its not always that easy. The game involves
communicating a message to a large group of people. The trick to the game is that the
message must be passed by whispering it into the ear of the next person in line who
whispers it into the next persons ear, and so on, and so on, until everyone has heard it.
The messenger cannot repeat the message and the last person in line must say aloud
what they heard. The message usually gets misheard a few times so by the time it gets
around the room, I like lazy Sunday afternoons the best gets turned into something like
I eat purple pizza and play chess.

The Telephone Game is a great activity for demonstrating how poor and ineffective
communication can lead to misunderstandings and confusion. Being a good communicator
is a skill that can be improved upon with practice and training. Here are some simple tips
to improving your communication skills:

Establish clear lines of communication. Its important to determine a chain of

command for communication on a construction project. These are typically spelled out in
the contract documents and usually require the owner and general contractor to
communicate with each other through the architect. The architect is responsible for
communicating with its consultants and the general contractor is responsible for
communicating information to the suppliers and subcontractors. The superintendent on a
project is typically the main point of contact for the general contractor.

The contract documents, including the drawings, specifications, change order forms and
requests for information establish the basis for all construction communication. It is
important that any direct communication not outlined in the contract documents receives
proper authorization and any changes to the scope or schedule that need to be made are
documented and reported through the proper channels.
I overheard a conversation the other day between a superintendent and a subcontractor.
Apparently, the subcontractor was not going to be able to start work on a project the
following week as scheduled. Some issue or another had arisen and it would probably be
a month before they could start on that project, and insisted they had told someone at the
general contractors office. The superintendent was understandably upset by this news,
not only would this cause a major delay in the project, but the subcontractor had not
followed the established communication chain of command. I dont know what the final
outcome of the conversation was, but its probably safe to assume that the superintendent
had to scramble around to find another subcontractor to do the work and that the initial
subcontractor probably wont be invited to work with the contractor again.

Establishing a clear line of communication that includes identifying points of contact with
contact information for key team members is vital to ensuring that information is getting
to the right people in a timely manner.

Choose the best communication method. We communicate in a number of ways

every day, both verbally and nonverbally and construction communication is no different.
We text, we talk on the phone and in person, we send emails and some of us in this digital
age inexplicably still use the old fax machine. On the construction site we communicate
through signs, drawings, hand signals and meetings. We compile daily reports, take
photos, create requests for information (RFIs) and review change orders.

All methods of communication have their advantages and disadvantages. Choosing the
right method of communication can expedite and simplify the exchange of information.
Sometimes a quick email is all thats necessary while other instances may call for a
meeting of all key personnel on the project. Items like RFIs, change orders and daily
reports are usually laid out in the contract documents with their own specific forms and
submittal procedures that have to be followed. For example, if you cant communicate
your email message in one or two short paragraphs, or if there ends up being a lot of back
and forth, it may be time to pick up the phone or schedule a quick face-to-face meeting.
There are also a host of Software as a Service (SaaS) solutions available with mobile
applications for project collaboration in order to quickly share and disseminate information
to all stakeholders on a project. All changes and project documentation can easily be
stored and updated so everyone has access to the most up to date information. These
SaaS solutions can be a great tool for effective communication as long as all stakeholders
have access to it, have been properly trained and are commit to using it.

Methods of communication for specific tasks and information sharing should be

established early on in the project and agreed upon by all stakeholders. Any deviations
from the prescribed methods of communication could result in messages not being
received by the intended parties in a timely manner causing delays in the project.

Listen. Actively listen. When you engage in oral communication, in person or over the
phone, you want to be an active listener. Dont just sit there and absorb the information
like a digital recorder, thats passive listening at best. Try to understand what the speaker
is trying to communicate from their point of view. Take notes on key points, dont just
transcribe every word they utter and make notes on details you may need clarification on.
Make eye contact and provide nonverbal signals such as head nods to show that you are
actively listening.

Dont interrupt the speaker or try to talk over them. Concentrate on what the speaker is
saying and avoid forming a response in your mind until they are through. You could miss a
vital piece of information that answers your question if you are focusing solely on what
you are going to say when its your turn to speak. Once the speaker has finished is the
time to ask questions and get clarification on any points that remain unclear. Try and
rephrase what youve heard and understood in order to verify the information provided.

If in a meeting, seek feedback and ask questions when you have the floor. The whole point
of project meetings is to communicate and make sure everyone has a clear understanding
of their roles and responsibilities. Dont wait until youve gotten back to the office or
jobsite to send out an email requesting clarification on some aspect of the project because
you didnt feel comfortable asking it at the meeting.
Be clear and concise. When communicating in construction you want to make every
effort to have your message understood the first time you send it. Avoid using jargon or
terms that the people you are communicating with might not understand. Your message
should be focused and to the point. Keep it short and simple as much as possible. If you
are working on multiple projects with the same owner or architect, focus on only one
project at a time to avoid confusion. The real challenge is trying to be as detailed as
possible while using as few words as necessary. Being brief but comprehensive in your
construction communication takes practice. Proofread all written message before sending
to see if you can edit it down without altering the meaning or leaving out any critical
information.

Be professional in your written communication. Avoid using foul language or allowing your
emotions is impact your message. If emotions are running high, take 24 hours before
sending that email so you can review and make any changes to your message before
sending. If a more immediate response is required, read the message aloud to yourself or
have someone else take a look at it to get a second opinion. Break large chunks of data up
into smaller paragraphs. People tend to scan instead of reading emails so breaking the
information up into smaller chunks makes it easier to process. Use numbered or bulleted
list when providing lots of information or asking questions.

Stick to the facts. Basically you want to be the Sergeant Joe Friday of the construction
industry. You should only be interested in providing or getting the facts. Dont
overelaborate or include extraneous information in your communications. Unless asked,
keep your personal opinions or feelings about a project to yourself. It is, however,
important that you share your professional opinions on a project when you feel they could
be beneficial to the successful completion of a project. Your companys expertise is part of
what landed you the project, so dont be afraid to speak up.

In addition to establishing a clear chain of command for communication and determining

the best methods of communication to use, you should also discuss how often you should
be updating and communicating with the owner and architect on the progress of the
project. You may be required to file daily reports, but the owner may only want to be
updated every other week.
Another good tip is to document and record all communication you have on a construction
project. This is easy to do with written communication and should be filed away for later
reference in case there are any disputes or need for clarification later. For all oral
communication, make notes of what was discussed along with dates and times of these
conversations. If you feel the need to document this, send out a quick email to everyone
involved that briefly summarizes what was discussed.

Fun Fact: Jack Webb never uttered the phrase Just the facts, maam on Dragnet. The
phrase is actually a truncated version of a line from a Dragnet spoof. The actual phrases
were All we want are the facts, maam and All we know are the facts, maam.

4 Simple Strategies to Improve Your Business Success Rate

Whether you are just starting out as a new business owner or you have successfully been
running one for quite some time, there are always new strategies that can help maximize
your success rate in the marketplace.

Whether you are bringing in over $100 million in yearly revenue or $10,000, you can
double or nearly triple that number by paying close attention to these four simple
strategies:

1. Professional development

No matter what category your business happens to fall in, one thing is necessary in order
for you to provide your customers extreme value: to make the commitment to
continuously learn and study what's hot in your field.

If you spend an hour a day to learn about and research your field, you will instantly start to
set yourself apart from your competition. Those hours begin to add up quickly and before
you know it, youve entered an elite category.

2. High quality products/services

One of the quickest ways to set you apart from the competition is to provide your
customers with high-quality products at the same price as your competitors. Quality is
everything when it comes to growing your business. Spend the time to plan, organize and
deliver top-notch quality products/services in everything you do.

3. Customer value
Providing value in the lives of your customers is extremely important when thinking about
creating lasting business success. If you are not changing or adding extreme value to your
customers lives, your business will hit stall mode very quickly. The stall mode is when
you truly believe you are doing everything right and working extremely hard, but the
results and success arent present to show for it.

Start asking yourself regularly before you take on a new task or release a new product or
service, What is the value for my customers in this product? If you cant think of an
ample reason as to why your product or service is of extreme value, then chances are you
should go back to the drawing board to plan and recoup some new ideas.

4. Serve over everything

It boggles my mind when I see a business pay more attention to what they think is
right rather than to what the customer has to say. Listen, we all make mistakes and some
of the best business people fall into this category as well.

If a customer isnt satisfied or happy, you have to do everything in your power to make
that customer happy. Give them what they want. Even if your customer was the one who
was wrong, take the initiative to fix things and correct them immediately.

When you wake up each morning asking for more ways to better serve current customers,
you will dramatically boost your business and success rate. Always think in terms
of serving.

By implementing these four simple strategies, you can maximize your success rate,
increase profit margins and create longevity in a competitive marketplace.

MOTIVATION
 1. Show them that you have a good attitude. If employees see that you have a
good attitude, some of that may rub off on them. But even if you work hard, if
you dont have a good attitude, they probably wont, either, and it will have
short- and long-term negative consequences.

2. Recognize employees good work. The sad truth is most employees dont
receive recognition and those who do dont receive enough of it. Nothing
good comes of this.

People will work harder for recognition than they will for money, says Jim
Hicks, owner of Jim Hicks Home Improvement, in Yorktown, Va. It may seem hard to
believe, but Ive seen it to be true. If your people are getting recognition at work,
that very well may be the only place theyre getting it. They may not be getting it
anywhere else in their lives.
Hicks says random recognitiona heartfelt compliment here or there or a
pat on the back once in a whileis fine, but structured recognition is best. Some
managers actually make a chart so they know who theyve recognized in a given
month and who they havent. Hicks says recognizing workers with employee of the
month or employee of the quarter awards works well.
When you do something like that, he says, youve constructed a game that your
employees can win.

3. Challenge your employees to improve. You can do this by giving employees

increasingly more difficult jobs. Why would someone be motivated if all he did
every day was carry lumber or sweep floors?

4. Provide clear expectations. People need to know exactly what you want
them to do and the results you want them to achieve, Hedley says. The
norm is to tell people to
work hard and try your best. But this doesnt let people know exactly whats
expected. People must be told and understand exactly what specific end
results you want. Examples of clear expectations include: By Friday, I expect
you to have this installed and 100 percent complete, or No extra work will
be started without a signed change order.

5. Explain the big picture. Not only do employees need to understand the big
picture, but they have to feel that they are playing a significant role in it.
Its one thing for me to tell a guy, Go take those bricks over there because thats
where were going to build a wall, Hicks says. Its another thing to say, Hey,
were building a childrens hospital, and this is a place where kids are going to be
 cured. It takes more time, but now the guy knows why we need him to haul bricks
for $10 an hour. Hes hauling bricks to help save lives.
Finally, business owners and managers need to realize that not all of their
motivational efforts will work for everyone. In some cases, workers may need to be
let go or else you
take the risk that one bad apple will spoil the whole bushel.

Managing the market function

Marketing is a way of thinking. Everything a business does should be directed towards

putting the customer at the centre of its thinking. To do this successfully requires adopting
a customer-oriented approach to marketing. Business owners need to view their business
in terms of the needs and wants of their customers. As competition intensifies, it will be
their marketing philosophy that will help their business face the competition and succeed.
For businesses that adopt a customer-oriented approach, the customer relationship does
not end with the sale; it begins there. These businesses will continuously strive to not
simply meet but exceed customer expectations. This means that, at every level of the
business, employees should work towards customer satisfaction by establishing positive
relationships with customers.

Marketing is vital to the existence of a business. Just because someone invents a new
product or improves an existing one does not guarantee customers will buy it. Without
some form of marketing, customers may not even be aware of a products existence,
regardless of how record breaking, new and improved or revolutionary it may be.
Statistics reveal that more than 70 per cent of new products launched on the market fail in
the first year of operation, mainly because of poor marketing. Businesses make few sales
if they do not market their products successfully, eventually ending in failure. At the same
time, many products that would seem insignificant and unimportant have become best-
selling essential items as a result of a well-managed and professional marketing plan.
Who would have ever thought that brown, sugary, fizzy water with addictive qualities
would become the universal product it is today