Construction Supervising Site Engineer - Duties & Responsibilities

Construction Supervising Site Engineer Duties and Responsibilities

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- Traditionally from time immemorial, the architect has been saddled with the dual responsibility of providing technical (design) and administrative roles in the construction process.- The challenges posed by modern construction coupled with the dynamism of modern society had imposed more responsibility on the architect as a project manager hence; there is the need to separate these dual functions so that an architect can concentrate well on one (technical) while another architect / professional takes over the other role (administrative).- The acceptance of project management as a separate profession indicates that the application of knowledge, processes, skills, tools and techniques can have a significant impact on the success of a project and requires someone who possesses the qualities of a project manager.-However the project manager must ensure that project management knowledge, skills and tools be applied to projects so as to improve the chances of success over many project.


However this paper is being written with the aim of addressing the following issues

•The meaning and concept of project management.-Project.-Program-Relationship between project and program-Meaning and concept of project management-What is project management?

•The Role of the Project Manager.-Characteristics of a project manager.Skill required of a project manager

•The Architect as a Construction Project Manager.-Role / function.


LET US EXAMINE THE FOLLOWING:PROJEC T: This can be defined as follows.A Project is the use or application of one or more scarce resources of the 3M’s (Man Material and Money). Within a specific time frame with the hope of achieving an investment return (result). It could further be defined as an intervention tool designed to influence the direction and speed of development. A project is a temporary endeavor undertaken to create a unique deliverable (product, service or result). The temporary nature of a project is that a project has a definite beginning and the end. The end of a project is reached when the project objectives have been achieved or the project is terminated because its objective cannot be met, when the need for the project is no more in existence.A project may also be terminated if the client (customer, sponsor or champion) wishes to terminate the project. FEATURES OF A PROJECT-Must have a need-Must have a beginning and end -Must have limited resources of the 3M’s-Must be unique on its own-Must have potentials, risks and uncertainty-Must be result orientedSalient pointsTemporary; A definite beginning and end . Also it does not necessarily mean that the duration of the project is short, rather it refers to the project engagement and its longevity.Unique; No two projects have exactly the same factors associated with it, although they might have the same repetitive elements in their deliverables and activities but it does not change the fundamental unique characteristic of the project work.


However an ongoing work is generally a repetitive process that follows organizations existing procedures. In contrast, because of the unique nature of projects there may be uncertainties or differences in the products, services, or result that the project creates. Project activities can be new to a project team which might necessitate more dedicated planning than other routine work. In addition a project is undertaken at all organizational levels. A project may involve a single or multiple individuals, as well as single organizations or multiple organizations. A Project can be; A finished product or component of another item A capability to perform a service e.g., a business functionA result e.g., an outcome of a research workAn improvement in the existing product or service lines. Examples of projects include, but not limited to;Developing a new product , service or result;Effecting a change in the structure, processes, staffing, or style of an organization:Developing or acquiring a new or modified information systems ( hardware or software); Conducting a research effort whose outcome will aptly recorded;Constructing a building, industrial plant, or infrastructure;Implementing, improving, or enhancing existing business processes and procedures. PROGRAM: Can be defined in the following ways. It is the use or application of one or more scarce resources of the 3m’s (Man Material and Money) in a continuous manner (No time limit) without any cost benefits.A program is defined as a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits and control not available from managing them individually.


The relationship among portfolio and projects is such that a portfolio refers to a collection of projects, programs, sub-portfolios, and operations managed as a group to achieve strategic objectives. Programs are grouped within a portfolio and are comprised of subprograms, projects, or other work that are managed in a coordinated fashion in support of the portfolio. Individual projects that are either within or outside of a program are still considered part of a portfolio. Although the projects or programs within the portfolio may not necessarily be interdependent or directly related, they are linked to the organizations strategic plan by means of the organizations portfolio.

ITEMS PROJECTS PROGRAMSSCOPE Projects have defined objectives. Scope is

progressively elaborated throughout the project life cycle.

Programs have a large scope and provide more significant benefits.

CHANGE Project managers expect change and implement processes to keep change managed and controlled.

Program managers expect change from both inside and outside the program and are prepared to manage it.

PLANNING Project managers progressively elaborate high-level information into detailed plans throughout the project life cycles.

Program managers develop the overall program plan and create high-level plans to guide detailed planning at the component level.

MANAGEMENT Project managers manage the project team to meet the project objectives.

Program managers manage the program staff and the project managers; they provide vision and overall leadership.

COMPARATIVE OVERVIEW OF PROJECT AND PROGRAMME MANAGEMENT.


SUCCESS Success is measured by product and project quality, timelines, budget compliance and degree of customer satisfaction.

Success is measured by the degree to which the program satisfies the needs and benefits for which it was undertaken.

MONITORING Project managers monitor and control the work of producing the product, services or results that the project was undertaken to produce

Program managers monitor the progress of program components to ensure the overall goals, schedules, budget and benefits of the program will be met.


MEANING:Definition:Project management is about creating an environment for achievement of defined goals in a controlled manner by a team of people. In order to compete in a fast paced and high technical world, you need to master the best practice in project management.According to (PMBOK) Project Management Body of Knowledge 5th edition, project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirement & objectives. Project Management is however accomplished through the appropriate application & integration of the 47 logically grouped project management processes, which are categorized into 5 process groups namely; oInitiating: Develop project charter, identify stake holders oPlanning : Requirement, Scope, WBS, Sequence, Estimate, Budget, Quality, Communication, Risk, Procurement.oExecuting: Quality Assurance, Develop and Manage Project Team, Conduct Procurement,

Manage Stake holder engagement. oMonitoring & control : Validate Scope, Control Scope, Control Schedule, Perform Quality control, Control Risk, Control Procurement, Control Stake holder.oClosing out: Close Project and Close Procurement, Lessons learnt. The Chartered Institute of Building (CIOB) (1998) defined project management as: “The planning control and co-ordination of a project from conception (including commissioning) on behalf of a client is concerned with the identification of the client’s objectives in terms of utility, function, quality, time and cost and the establishment of relationships between resources. The integration, monitoring and control of the contributors to the project and their output and the evaluation and satisfaction with the project outcome are fundamental aspects of construction project management”.


A third variant sees project management as encompassing construction management, hence it means acting for the client in applying professional expertise and experience to do for the client what he would wish to do for himself had he the time, knowledge, skill and experience to do so. A project manager provides a coordinated service to the client.A fourth approach in terms of meaning is that project management in the building construction industry is the application of management functions of planning, organizing, directing and controlling in the combination of resources (human, plants, materials, capital etc) for the realization of a building or construction project at budget within specified quality and time frame and in consonance with clients requirements.Therefore, the scope of project management services is limited to the requirements of the clients or the circumstances of the employer’s organization. In the construction industry, the scope may be in any of the following;Managements of pre-contract operations.Management of post-contract operations.Management of both pre-contract and post contract operation. CONCEPT (THE NEED FOR PROJECT MANAGEMENT SERVICES) Since the beginning of the 21st century, there has been a new challenge to every current and potential employee or practice in the job market of ‘’what they have to offer” The only way out is to have a marketable strategy or edge.The concept of project management however originated because of some or all of the following needs:•Decreasing quality of professional’s work.•Increasing complexity of projects.•Greater degree of financial planning.•Reduction in design and completion time.•Increasing burden or demands of project administration at both pre and post contract stages. •Poor coordination by design professionals who also carryout management functions.


New technology or initiative creates projects that must be managed.Project management however benefits organization and individuals by •Ensuring utilization of limited resources in the right direction.•Ensuring utilization of human resources in achieving desired goal.•Ensuring management of complex changes in an organized way.Assessing and managing risk index.


According to the Project Management Body of Knowledge, PMBOK 5th Edition, Project Management is the application of knowledge, skills, tools and techniques to project activities to meet the project requirements. Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes, which are categorized into five Process Groups.These five Process Groups are: Initiating Planning Executing Monitoring and controlling, and ClosingManaging a project typically includes, but is not limited to:• Identifying requirements;• Addressing the various needs, concern and expectations of the stakeholders in• Planning and executing the project;• Setting up, maintaining, and carrying out communication among stakeholders that is active, effective, and collaborative in nature;• Managing stakeholders towards meeting projects requirements an d creating project deliverables;• Balancing the competing projects constraints, which include, but are not limited to: Scope Quality Schedule Budget Resources and Risks.The specific project characteristics and circumstances can influence the constraints on which the project management team needs to focus.


The project manager is the person assigned by the performing organization to achieve project objectives. A project manager must have people- managing and inter-personal skills and general management skills such as negotiation, leadership and mentoring.Effective project management requires that the project manager possess the following characteristics:

Knowledge- what project manager knows about project management?Performance- what the project manager is able to accomplish.Personal- how a project manager behaves when performing the project.Some of the skills that must be possessed by the project manager to deliver organization projects include: Communication skills Organizational skills Budgeting skills Problem solving skills Negotiating skills Leadership skills Team building and human resources.


Part 2 - Project Managers 13

Functional Manager Expert in functional area

Full authority over employees

Competes for resources with other functional dept.

Knows subordinates very well

Functional environment is fairly stable & people are comfortable in their jobs

Project Manager May not be expert in

any area May have limited

authority over employees

Competes for resources with other projects

May not have known subordinates very long

Project environment is temporary & people expect changes



Manager◦ oversees and manages the work and the

employees Facilitator

◦ ensures that all resources and work are available when needed and that any problems are resolved

Communicator◦ must effectively communicate with senior

management, client, project team, and other participants (vendors, dept. managers, etc.) as needed (which is frequently)



Politician◦ knows how to “get things done”, how to “work

the system”, how to get people to cooperate, how to influence others

Negotiator◦ skilled at getting what is needed for the project

to succeed: negotiate with senior mgmt. for more resources, negotiate with functional manager to get a particular project team member or to use a functional resource, negotiate with vendor for shorter lead time, negotiate with client about project goal changes



Doing whatever it takes to get the job done

Acquiring resources◦ Funds, personnel, other resources

Fighting fires and obstacles Providing leadership Making tradeoffs between project goals Negotiating and persuading Resolving conflicts


17

1. Understand the problems, opportunities, and expectations of a project manager.

2. Recognize that project teams will have conflicts, but this is a natural part of group development.

3. Understand who the stakeholders are and their agendas.

4. Realize that organizations are very political and use politics to your advantage.

5. Realize that project management is “leader intensive” but that you must be flexible.



6. Understand that project success is defined by four components: budget, schedule, performance criteria, and customer satisfaction.

7. Realize that you must build a cohesive team by being a motivator, coach, cheerleader, peacemaker, and conflict resolver.

8. Notice that your team will develop attitudes based on the emotions you exhibit—both positive and negative.



9. Always ask “what-if” questions and avoid becoming comfortable with the status of the project.

10. Don’t get bogged down in minutiae and lose sight of the purpose of the project.

11. Manage your time efficiently.12. Above all, plan, plan, plan.



Leadership ability Communication

skills Ability to develop

people Team-building skills Interpersonal skills Ability to handle

stress

Planning skills Organizational skills Problem-solving

skills Administrative skills Conflict resolution

skills Time management

skills



Strong focus on “finishing the job” Good at flexibility and adaptability Willing to make decisions Credibility is critical (technical &

administrative) Strong sense of ethics Political and personal sensitivity Effective leadership skills (can motivate) Participative style of management Ability to handle stress


COMMUNICATION SKILL

ACTION MANAGEMENT

ORGANIZATIONAL AWARENESS

KNOWLEDGE

INTER PERSONAL

SKILL

PROJECT MANAGER

LEADERSHIP

JUDGEMENT,

INTEGRITY.

THINKING SKILL

NEGOTIATION SKILL


HOWEVER, EXAMINE THE FOLLOWING ISSUES: i. Project success: a project is successful if it delivers the expected result on time within

budget limit.ii. Why projects succeed: —Manage and control scope changes.—Create a detailed plan and track progress against it using progress chart.—Assign correct resources to the specific task.—Manage risk and uncertainty effectively.—Involve stakeholder’s participation.—Maintain good communication channel.

iii. Successful project: ―End-users apparently involved throughout the development.―The project manager had the full backing of the executives.―Specifications were clear cut. There was close ranking between the project team and end-users.―Project expectations were realistic. All project’s constraint were adequately taken care of.

iv. Challenged project:― Users input were inadequate or thoroughly lacking. Passive users got chance to comment after project was neatly handed over to them― Project specifications were incomplete in the light of the global technological changes.― Hence, specification will keep on changing over period of execution. The project team keeps on incorporating the changes to satisfy the client or stakeholders.― Executive management showed little or no interest in putting out fires that flared up during project execution. No proper resolution of issues, approval for payment not prompt. In-house experts pose threat rather than being an asset.― The technical (project) team was less than competent.


v. Failed project:― Users failed to provide complete requirement.― Users were not involved in the development process.― The project had no resource/ or inadequate resource for its completion

•Executive management did not have any interest.

•Planning was a casualty

•Specifications were coming due to changes in business environment.

•The project was technically incompetent.

•Scope management and base lining was absent.


The project manager in the executive status provides only management functions: he is not concerned with technical responsibilities but coordinates and integrates the contributions of the respective professional consultants. He merely welds the consultants and contractors (if appointed) and all selecting consultants and contractors, arranging project briefing and user requirements, organizing the ultimate project operation and arranging commissioning.

The executive project manager is involved where the project scope is wide and complex to ensure operational efficiency. In performing his functions, the project manager may assume either:

•An executive role

•A non-executive role.


AN EXECUTIVE PROJECT MANAGEMENT ROLEThis status is also referred to as total project management. The figure below shows this status.

The project manager here is given a free hand by the employer/ client to deliver the completed project in accordance with the agreed objectives. The project manager would therefore have direct contractual relationship with the contractor and consultants.


A NON-EXECUTIVE PROJECT MANAGEMENT STATUS (INDEPENDENT FUNCTION)

The project manager here provides management services and operates like one of the consultants. In fact he may be called a management contractor who performs a management function under a professional services contract with the employer.

THE STRUCTURE OF NON-EXECUTIVE PROJECT MANAGEMENT ROLEAll the structure consultants have contractual relationship with the employer/ client. In Nigeria, it is suggested that the non-executive role be carried out by any of the professional members of the design team. That is, The Architect, Engineer and The Quantity Surveyor.Under the non-executive structure, the project manager is expected to perform the following roles:1.Technical supervision:To earn the respect of clients and co-professionals, the projects manager must be technically competent. This will also enable him to respond to problems more efficiently.2. Planning:


The project requirements are divided into elements for effective management. This eliminates unnecessary cases and anticipating solution to them when they occur.3. Organizing:He should be involved where practicable in the selection of the project tam and allocation and management of responsibilities.

4. Directing: The project manager must coordinate the activities of the project team and motivate them to achieve results.5. Controlling: this involves:

• Technical quality• Budget• Schedule• Client satisfaction

The project must ensure that the final product is as planned6. Financial management: The project manager is most familiar with the project and the client and hence would ensure strict accountability.7. Marketing assistance:The project manager is also a firm’s public relations personnel. He must be able to sell ideas very easily. The success of the project at hand may attract future projects.ROLE OF THE PROJECT MANAGER IN SUMMARY: • Responsible for all phases of projects: direction, planning, admin.• Assist in land acquisition.• Obtain planning approval.• Hire labor, plants, machineries, and fund.• Central point of contact for all stakeholders.• Coordinate activities.• Track project schedule.


SignificanceEnsure that task is completed on time.MonitoringValue for money.

BenefitsJob satisfaction on the path of project despite stress undertaken.Positive working relations with stakeholders.

Relevance of Project Management to an ArchitectProject goal is defined.Appropriate utilization of limited fund is ensured.Appropriate utilization of limited time is ensured.Appropriate utilization of human resource is ensured.Uniqueness is the sense that every project is a new thing.


To carry out the project management service, the practitioner is expected to have a project management training so to be at home with the management, financial and accounting aspects of the project. The training is better as a mid carrier course after some years of practice.

• Therefore, any of the construction professional with the required attributes and training can confidently carry-out the function of project management. Some of the requirement include knowledge of design and construction, contract law, programming and progressing, budgetary control, power of communications, administration, power of persuasion, diplomacy, energy and drive. Must have a team skill which includes being able to work with other stakeholders as a single team


Project manager Designer Engineer-of-Record/Permit reviewer Construction Manager Inspector Subdivision Plan Checker Emergency Responder Technical Expert

◦ Traffic, structural, civil, hydraulic, etc.


Design Team Leader Technical Manager Construction Manager Project Manager City Engineer Director of Public Works


THE ARCHITECT AS A PROJECT MANAGER IN THE TRADITIONAL STRUCTURE (COMBINED FUNCTION)The architect traditionally provides both design and management responsibilities in building projects. As earlier stated, the new fee scale has recognized and provided a separate fee for the management function originally provided (free of charge) by the architect.

SHORT COMINGS OF THE TRADITIONAL STRUCTURE The standard form of building contract has not separated the management responsibilities from the architects design functions. This by implementation means that the architect will for a very long time be saddled with the dual role of a manager and a designer, but they have not done anything to ensure that this structure is separated.Many projects are still poorly managed by architect thereby giving room for criticism by the allied professionals. Architects should improve their knowledge, general competence in the area of project management to ensure that their leadership in the industry will not be questioned. Some of the architect’s responsibilities under these structures are:


Coordinating and incorporating the work of specialist consultants and nominated sub-contractors. Assisting the employer in pre-qualification of contractors and sub-contractors and advising on suitable prospective tenderers. Obtaining, analyzing and reporting on open tenders and preparing and advising on the appointment of works contractors . Arrange for possessions of site and examination of contractors program including cash flows. Arranging insurances and obtaining any other consent required for effective coordination and execution of the project. Coordinating site supervision by specialist consultants. Arranging site meetings and producing and circulating site meeting reports (minutes of the site meetings). Issuing interim payment certificates.


Senior Leadership

Project Leadership

Project Work Teams

Sponsor

Advisory or Steering Team

Project Leader

Project Manage

r

Core Team

Functional Team

Serve as champions for the project and provide high-level direction, authority, decision-making and resources for the project.

Supports the sponsor(s) and project leader. Provides high-level direction, input, and decision making.

Provides the subject matter expertise and day-to-day planning and implementation for the respective functional area(s). Resolves issues and escalates when required.

Provides project management, process improvement, and change management process expertise, tracking, and reporting.

Provides subject matter expertise and functional ownership and accountability for project results.

Provides day-to-day leadership for the planning, implementation, and closing of the project. Resolves issues and escalates when required. Assesses change management needs and develop strategies. Implements communication plan. Leads the individual functional teams.

Functional Team

Functional Team

Project Resources

Critical resources that can be brought in as subject matter experts as needed.

Executive

Sponsor


Executive SponsorProject SponsorHas ultimate authority and responsibility for the project

• Include the most important responsibilities for each of the roles.

Advisory or Steering TeamSupports the Sponsor & Project Leader

Project/Functional LeaderProvides subject matter expertise and functional ownership and accountability for project results.

Project ManagerResponsible for planning, organizing, managing, controlling and communicating on all phases of a project


Core TeamProvides day-to-day leadership for the planning, implementation, and closing of a project

Functional Team LeaderManages the sub team and pursues the team’s given objectives (i.e. project tasks)

Team MemberResponsible for contributing to overall project objectives and specific team deliverables

Project ResourceResponsible for providing subject matter expertise as needed


Project Sponsor<Insert Name>

Project Leader<Insert Name>

Project Core Team<Insert Names>

<Name> Functional Team<Insert Team Member

Names>


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Advisory/Steering Team<Insert Names>

Project Resources<Insert Names>

Executive Sponsor<Insert Name>

Project Manager<Insert Name>

<Name> Functional Team

<Insert Team Member Names>






1.List responsibilities of this team2.Include specific deliverables that this team should deliver





Resources Resources Resources


NATURE OF THE CONSTRUCTION INDUSTRY

Like Manufacturing industry – Involves the production of a physical product

Like Service industry – Does not accumulate large amount of capital – Many small businesses

Success or failure is highly dependent on the qualities of the people rather than Technologies protected by patent or Availability of capital facilities


PROJECT INTEREST GROUPS

Owner wants to achieve best value for their investment

Contractors desire to bid low enough to win but high enough to realize profit on investment

Workers hope to achieve better living standards and working conditions


INTEREST GROUPS

Owner wants to achieve best value for their investment

Contractors desire to bid low enough to win but high enough to realize profit on investment

Workers hope to achieve better living standards and working conditions

Architect and Engineers are not directly

associated with the above groupsProfessional achievement more attractive


Forecast Future DemandLocationAvailability of Resources Accessibility to transportation Political and Institutional FactorsSociological and Economic Impact on CommunityEnvironmental ImpactOverall Technical and EconomicFeasibility


Architectural conceptsEvaluation of technological process alternativesSize and capacity of facilityComparative economic studies

Reviews by regulatory bodies for complianceZoning regulations Building codesLicensing proceduresSafety standardsEnvironmental impact Public Hearing Funding cycles in Legislative and Executive Bodies


3. Detailed Engineering and Design

Design of Architectural ElementsDesign of Structural ElementsSite InvestigationFoundation DesignElectrical and Mechanical DesignPreparation of Specifications and DrawingsPreparation of Contract Documents


3. Detailed Engineering and Design

Design of Architectural ElementsDesign of Structural ElementsSite InvestigationFoundation DesignElectrical and Mechanical DesignPreparation of Specifications and DrawingsPreparation of Contract Documents

Field Construction MethodsCost Knowledge


• Services• Equipment• Materials•


• Services• Equipment• Materials• • Lump Sum Contract• Cost Plus Fee Contract• Negotiated Contract


Process whereby the Designer’s Plans and Specifications are converted into Physical Structures and Facilities

Co-ordination of all resources to complete the project

On ScheduleWithin Budget

According to Specified Standard of Quality and Performance


Testing of ComponentsWarranty Period


Regular Maintenance of Facilities


ArchitectInterior DesignerLandscape ArchitectCivil EngineerEnvironmental EngineerElectrical EngineerMechanical EngineerChemical EngineerGeologist Environmental ScientistEconomist


General ContractorLand SurveyorFormwork CarpentersSteel FabricatorsConcretersBricklayersPlant and Equipment OperatorsSpecialist subcontractors Suppliers


American Institute of Architects DocumentsA101 Standard Form of Agreement between Owner and Contractor – Stipulated Sum

A111 Standard Form of Agreement between Owner and Contractor – Cost of the Work Plus a Fee

A201 General Conditions of the Contract for Construction

B141 Standard form of Agreement between Owner and Architect

A132 Performance Bond and Payment Bond


ARTICLES

Contract DocumentsArchitectOwnerContractorSubcontractorsWork by Owner or by Separate ContractorsTime of Completion and Extension of TimeProgress and Final Payments Substantial CompletionInsuranceChanges in the WorkUncovering and Correction of WorkTermination of Contract


ORGANIZATIONAL RELATIONSHIPS

Architech/Engineer Owner

General Contractor




General Contractor

Subcontractor Subcontractor Subcontractor




General Contractor


2nd Tier Subcontractor

3rd Tier Subcontractor




General Contractor




Supplier




Specialists General Contractor




Supplier




Specialists Construction Manager




Supplier



Specialists Construction Manager

General Contractor




Supplier



Owner

Architech/Engineer Design Builder

Specialists Subcontractor Subcontractor Subcontractor



Supplier




Specialists Subcontractor Subcontractor Subcontractor



Supplier



Beneficiary Owner Payment Bond

Principal General Contractor Surety


Beneficiary2nd Tier Subcontractor


Supplier© www.asia-masters.com

Requirements under AIA A201Contract Documents

Contractor’s Liability InsuranceOwner’s Liability InsuranceProperty InsuranceLoss of Use InsuranceWorkmen CompensationDisability Benefits


Make Financial Arrangements to fulfill his obligations Furnish Accurate Contract Specifications and Drawings for the Contractor’s workRight to Stop WorkRight to Change WorkRight to Terminate Contract if Contractor Defaults


Architect is the Owner’s RepresentativeArchitect is the Administrator of the ContractVisit site at appropriate stages of construction to familiarize himself generally with the progress and quality of the Work and to determine whether Work is proceeding in accordance with Contract Documents.Advice the Owner on Work ProgressGuard the Owner against Defects and Deficiencies in the Work of the ContractorReviews Contractor’s Claims and Approves Amount to be paid to the Contractor Architect is not responsible for Methods of Construction or Site Safety


Review Contract documents for Errors and InconsistenciesSupervise and Co-ordinate all Construction WorkProvide full time Superintendent on SiteResponsible for Site SafetyIndemnify the Owner against any Claims by third parties


Contract is signed between Owner and Contractor

Architect acts as Interpreter of the Contract between Owner and Contractor

Architect acts as Judge of the Performance of the Owner and Contractor

All disputes between Owner and Contractor shall be decided by Architect

Architect shall not show Partiality

Architect’s Decision on Artistic Effects is Final

Arbitration


ScopingPlanningOrganizingControlling


SCOPINGEstablishing Realistic and Specific Objectives which states in advance the Desired Results

PLANNINGProgramming Costing Scheduling


ORGANIZING

Design of the Organization Structure

Delegation of Responsibilities

Working Relationships between Individuals and Groups

System of Communication to keep everyone informed

Provide Leadership

Feedback Loop


CONTROLLING Awareness of Current Status of Cost, Schedule and Quality Performance compared to Project Goals

Regular Inspection and Supervision

Formulate Procedures to Identify Errors in time for Remedial Works to be made

Manage Disputes


Thank You


Construction Supervising Site Engineer - Duties & Responsibilities

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Transcript of Construction Supervising Site Engineer - Duties & Responsibilities