Professional Documents
Culture Documents
SITE COORDINATION
AND MANAGEMENT
GUIDE
CONSTRUCTION
SITE COORDINATION
AND MANAGEMENT
GUIDE
10 9 8 7 6 5 4 3 2 1
I dedicate this textbook to my great wife who have shared me every single
moment and supported me from the commencement of w orking in this
textbook. I also dedicate this effort to my sweet son and daughter hoping
to be as an inspiration for them throughout their future life. A special
dedication is due also to my lovely p arents, brother, and sister for their
ever-lasting valued support and encouragement.
Ahmed M. Alhady
Abstract
KEYWORDS
List of Figures xi
List of Tables xiii
1 Site Coordination Overview 1
1.1 Introduction 1
1.2 Causes Leading to Unsuccessful Site Coordination 1
1.3 Important Versus Time-Consuming Coordination Activities 4
1.4 Duties and Responsibilities 9
1.5 Temporary Facilities and Controls 21
2 Developing Construction Strategies 31
2.1 Introduction 31
2.2 What Is Strategy? 31
2.3 The Importance of Strategy 31
2.4 Project and Technical Strategies 33
2.5 Producing and Selecting the Appropriate Strategy 34
2.6 Employing a Performance Management Process 40
3 Construction Design and Plan Review 47
3.1 Introduction 47
3.2 Construction Design 48
3.3 Construction Plan 54
4 Contracting and Procurement 61
4.1 Introduction 61
4.2 Contract Definition 61
4.3 Deciding on Contract Type 63
4.4 Project Delivery Methods 64
4.5 Types of Contracts 68
4.6 Contract Administration 72
4.7 Selection of a Contractor 78
4.8 Subcontracting 79
x • Contents
1.1 INTRODUCTION
Eighteen basic site coordination issues were identified and they were
classified into the following eight groups according to their nature as
shown in Table 1.1.
• Technical-Related Causes
The term technology is defined as how an association moves its
contributions to products. As the role of primary contractors has
officially changed from that of constructors to supervisors of
subcontractors of construction projects, they should have the
required ability to provide vital help to subcontractors to perform
productively and adequately.
• Management System–Related Causes
The responsibilities and obligations of every individual of the
project team should be properly defined to guarantee that the
activities continue with no problems. Throughout the process of a
project development, a dynamic temporary multiorganization sys-
tem is created that has to constantly deal with incongruities between
two levels of targets, the short-term objectives of the construction
project and the long-term goals of the organization and operation
of the project. Primary contractors need to set up dynamic manage-
ment systems that enhance the coordination of activities and con-
trol the actions of their individuals.
• Staffing-Related Causes
There is no guarantee for the success of a project even if primary
contractors can set up an efficient management system to meet
the requirements of the project. Contractors need to allocate suffi-
cient staff with important specialized knowledge and experience to
properly operate the management system.
According to literature and expert opinion, it is recommended
In 1916, Henri Fayol, the first to list the standards of administration, recog-
nized coordination as an imperative managerial action. He opined that the
best contact officer would be the general manager consulting every single
departmental head in turn. Nevertheless, Chitkara (1998) stated that coor-
dination won’t be required. If the circumstance factors are quantifiable, the
Site Coordination Overview • 5
strategies and the systems are very much characterized, and communica-
tion streams easily in all directions, then esprit de corps wins, everybody
is responsible for his or her job, and all work cooperatively to accomplish
a definitive project objective in a rapidly changing project condition. Such
a perfect domain, however, is rarely seen in construction projects. Coordi-
nation is fundamental both inside and among different departments to fill
the gaps created by changing circumstances in the frameworks/systems,
procedures, and strategies. In the construction industry, the pivotal issue
of coordination emerged from the way that the fundamental relationship
between the parties of a construction project has the character of a reliant
self-governance. There is a mismatch between the technical interdepen-
dence of the work and the organizational independence of those who con-
trol the work. For over three centuries, the construction industry has been
attempting to reconcile this technical interdependence and organizational
independence.
Coordination is a standout among the tangible functions of man-
agement. In the building process, we can recognize three fundamental
functions. Two are self-evident: design and construction. The third is
coordination; it is not so clear due to the very low tangibility of both the
coordination processes and their products/results. It might be because of
this intangibility that many writers of construction project management
have not discussed this crucial theme adequately. Despite the fact that
authors address coordination, they miss to recognize identifying those
activities a construction project coordinator needs to perform to accom-
plish proper coordination.
Another conceivable explanation behind the failure to address coordi-
nation is that coordination in the construction industry is carried out quite
casually. The forms and/or types of control are drawn from watching the
building team at work and talking with them about what they are doing.
The vast majority of these activities are done deliberately and all individ-
uals from the building team realize this. These activities are, nevertheless,
casual in that they are not discussed on records, nor do they show up in
the handbooks or formal reports and literature of the industry except as
measures to be avoided. So in order to fulfill this need to clarify the con-
struction coordination procedures, some reviews were conducted to deter-
mine industry professionals’ views on what the most essential and most
time-consuming coordination activities are.
From the literature and expert opinion, it was possible for the authors
to comprehend that all the coordination activities can be recognized under
just five groups with their aggregate of 64 subactivities:
6 • CONSTRUCTION SITE COORDINATION AND MANAGEMENT
• Provision of leadership
• Facilitation
• Controlling
• Communicating
• Recording
Also, the following six activities appear to consume most of the con-
struction project coordinators’ time:
vary in size from minor repairs to building new structure elements. The
construction engineer’s duties and responsibilities are the following:
learned)
Coordinate project turnover activities with the commissioning
and timesheets
Manage schedules for vendor representatives
manager
Complete the construction segment of the project on schedule,
operations
Develop construction plans to be provided to the project lead
These cases are based on literature and expertise. They are based on lim-
ited exposure to the subject and anyone who is involved in the construction
industry should be able to develop the theme and provide further examples.
• The employer
Provides the required finances
contractual arrangements
• The construction management specialist may manage variations,
and payment to the contractor will be according to accomplished
milestones usually on a lump sum basis or on a measure and value
basis, subject to the form of conditions of contract used.
for inspection of works, and so on, and the contractor shall utilize
such forms in his communications with the construction manager.
• The construction manager shall not rescind, change, expand, lessen,
or release the contractor of any obligations or tasks of the contract
documents or admit any portion of the works not completed in
accordance with the contract documents or issue instructions con-
flicting with contract documents.
• The construction manager or consultant shall have the authority
to reject work, which does not fit in with contract documents. At
whatever point the construction manager or consultant thinks of
it as necessary, he or she shall have the authority to require extra
assessment or testing for execution according to the provisions in
contract documents. However, neither the construction manager’s
nor the consultant’s power to act under the arrangements of this
contract, nor a decision made by either of them in good faith should
give rise to liabilities or duties for either of them toward the con-
tractor, subcontractors, suppliers, their representatives, or different
people carrying out any segments of the works.
• The construction manager will receive from the contractor all
shop drawings and details, samples, and product data, coordinate
as required per information received from other contractors, and
convey to the consultant for review and comments. The consultant
shall review and approve or take other suitable action on the con-
tractor’s deliverables such as shop drawings and details, samples,
and product data, but only for the purpose of inspection for compli-
ance with the provisions of contract documents and the design con-
cept included in the contract documents. This review process shall
be performed with an appropriate timeliness so as to avoid potential
delays in the work of the contractor or in the activities or tasks
of other relevant contractors while allowing sufficient time for the
construction manager and consultant to permit appropriate review.
• The construction manager shall verify and certify all requests for
payments to the contractor, including final payment, and the con-
sultant shall support the construction manager in such verifications
to check and certify the approval of works included therein.
• The consultant shall provide to the employer technical supervision
services throughout construction as expressed in the contract and
as outlined in the engineering consultancy agreement between the
employer and the consultant.
• The consultants are members of the project management team.
They shall perform the technical supervision tasks and activities
16 • CONSTRUCTION SITE COORDINATION AND MANAGEMENT
Preconstruction phase
Qualification of contractors
Construction phase
• Site handing over
• Management of construction
• Coordination meetings and progress reports
• Coordination of consultants’ and contractors’ work
• Quality control
General
Technical supervision
Effecting payments
• Contractors’ claims
Employer/
other rep- Con- Technical
Work phase and resenta- struction Design super
packages tives manager consultant vision
Pre-construction
phase
Budget distribu- M
tion and allocation
Designs A M
Review of designs M M
and technical
documentations
Planning and work A M S
schedules
Construction cost A M S
estimations
Construction
contracts
Work break- A M S
down strategy
Technical Bid A M
documents
Contractual bid A M
documents
Qualification of A M S
contractors
20 • CONSTRUCTION SITE COORDINATION AND MANAGEMENT
Employer/
other rep- Con- Technical
Work phase and resenta- struction Design super
packages tives manager consultant vision
Licenses and M S S
approvals
Delivery of M S S
materials
Contract
procedures
Issuance of A M S
documents
Receiving and A M S
evaluating bids
Awarding M S S
contracts
Construction
phase
Site handing over M
Management of M S
construction
Coordination of M S
consultants’ and
contractors’ work
Coordination M S
meetings and
progress reports
Monitoring M
and updating
schedules
Follow-up cash M S S
flow and cost
estimates
Quality control
program
QC program S S M
Technical M S
supervision S M
Contract M S S
interpretation
Site Coordination Overview • 21
Employer/
other rep- Con- Technical
Work phase and resenta- struction Design super
packages tives manager consultant vision
Record keeping M
Variations A M S S
Final approval at S M
final completion
Contractors’
payments
Auditing M S
Issuance of M S
payment
certificates
Effecting M
payments
Contractors’ A M S S
claims
S: Secondary
M: Main
A: Approval
Figure 1.1. Sample of a responsibilities matrix among project parties.
M: main; S: secondary; A: approval.
(a) Site plan: Show temporary facilities, utility hookups, staging areas,
and parking areas for construction personnel.
(b) Fire safety program: Show compliance with requirements of
authorities having jurisdiction. It indicates contractor personnel
responsible for management of fire prevention program.
(c) Moisture protection plan: Describe procedures and controls for
protecting materials and construction from water absorption and
damage.
1. Describe delivery, handling, and storage provisions for materi-
als subject to water absorption or water damage.
2. Indicate procedures for discarding water-damaged materials,
protocols for mitigating water incursion into completed work,
and replacing water-damaged work.
3. Indicate sequencing of work that requires water, such as sprayed
fire-resistive materials, plastering, and terrazzo grinding, and
describe plans for dealing with water from these operations.
Show procedures for verifying that wet construction has dried
sufficiently to permit installation of finishing materials.
(d) Dust and HVAC control plan: Submit coordination drawing and
description that indicates the control measures for dust and heating,
ventilation, and air conditioning (HVAC) proposed for use, sug-
gested locations, and suggested time schedule for their operation.
Identify further alternatives if proposed measures are later deter-
mined to be insufficient. Include the following:
1. Locations of dust control partitions at each phase of work
2. HVAC system isolation schematic drawing
3. Location of proposed air filtration system discharge
4. Waste-handling procedures
5. Other dust control measures
(a) Electric service: Comply with the predefined standards and regula-
tions for temporary electric service.
(b) Tests and inspections: Arrange for authorities having jurisdiction
to test and inspect each temporary utility before use, and obtain
required certifications and permits.
(c) Accessible temporary egress: Comply with the predefined
standards and regulations for accessibility standards.
Site Coordination Overview • 23
1.5.3 EXECUTION
(a) Locate facilities where they will serve the project adequately and
result in minimum intervention with execution of the work. Relo-
cate and modify facilities as required by progress of the work.
Locate facilities to limit site disturbance.
(b) Provide each facility ready for use when needed to avoid delay. Do
not remove until facilities are no longer needed or are replaced by
authorized use of completed permanent facilities.
(c) Temporary use of permanent facilities: Engage installer of each
permanent service to assume responsibility for operation, mainte-
nance, and protection of each permanent service during its use as a
construction facility before owner’s acceptance regardless of previ-
ously assigned responsibilities.
Ambulance service
Architect’s office
Engineers’ offices
Owner’s office