DEPARTMENT: CIVIL ENGINEERING

PROGRAM: BACHELOR OF CONSTRUCTION TECHNOLOGY

MODULE NAME AND CODE: CONSTRUCTION WORKS MANAGEMENT (CSTCW801)

LEARNING UNIT V: EXECUTE CONSTRUCTION WORKS

TOPIC: MANAGE ON SITE OPERATIONS

GROUP No: 5

No Names Reg. No. SIGNATURE

1 NTAKIRUTIMANA Cyprien 23RP01997
2 TWIZERE Manasse 23RP00653
3 NSENGIYUMVA Etienne 23RP00676
4 TUYISHIME Alfred 23RP01634
5 HAGENIMANA Florien 23RP01395
6 IRADUKUNDA Olivier 23RP00714
7 NDAYISHIMIYE Alinode 23RP00004
8 MANIRAGABA Francois 23RP01607
9 NSENGIYUMVA Elie 23RP01703

MODULE LEADER: Dr. BAHATI Pierre Anthyme

SUBMISSION: DECEMBER 2023

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 TABLE OF CONTENTS

L.U.5.2: EXECUTE CONSTRUCTION WORKS .................................................................... 4

5.2.2: MANAGE CONSTRUCTION ON-SITE OPERATIONS.............................................. 4
5.2.2.0: INTRODUCTION ........................................................................................................... 4
5.2.2.1: TASK ASSIGNMENT MANAGEMENT ..................................................................... 4
5.2.2.2: TASK QUALITY CONTROLOE METHODS .......................................................... 12
5.2.2.3. ON SITE OPERATION SUPERVISION .................................................................... 13
5.2.3. MANAGING CONSTRUCTION CHALLENGES ....................................................... 14
5.2.3. 1. TYPICAL CHALLENGES IN CONSTRUCTION PROJECT MANAGEMENTS15
5.2.3. 2. UNFORESEEN CONDITIONS................................................................................... 16
5.2.3. 3. EMERGENCIES........................................................................................................... 21
5.2.3. 4. ON-SITE CONFLICT AND COMMUNICATION................................................... 22
5.2.4. PROGRESSIVE REPORT ON CONSTRUCTION SITE OPERATION .................. 32
5.2.4.1. WEEKLY PROGRESS REPORTS ............................................................................. 34
5.2.4. 2. MONTHLY PROGRESS REPORTS ......................................................................... 34
5.2.4. 3. QUARTERLY PROGRESS REPORTS..................................................................... 35
5.2.4. 4. ANNUAL PROGRESS REPORTS ............................................................................. 35
REFERENCES ............................................................................................................................ 36

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LIST OF FIGURES

FIGURE 1:WORK BREAKDOWN STRUCTURE .................................................................. 4

FIGURE 2:EXAMPLE OF SINGLE FAMILY HOME BREAKDOWN ............................... 5
FIGURE 3:CONSTRUCTION PROJECT BY PHASE............................................................ 8
FIGURE 4: CONSTRUCTION SCHEDULE ............................................................................ 9
FIGURE 5:PROGRESSIVE REPORT FORMAT.................................................................. 34

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L.U.5.2: EXECUTE CONSTRUCTION WORKS

5.2.2: MANAGE CONSTRUCTION ON-SITE OPERATIONS

5.2.2.0: INTRODUCTION
Operational activities and management continue to be of central importance in developing construction.
Seen from a management perspective, organizational, quality and productivity issues on the site still are
very important explanations for the lack of economic success for contractors, with important implications
for clients, architects and consulting engineers

5.2.2.1: TASK ASSIGNMENT MANAGEMENT

Managing task assignment on a construction site is crucial for ensuring efficiency, productivity, and
safety. Here are some steps and tips for effective task assignment in construction site operations:

1. Define Project Scope and Objectives

 Clearly outline the project's goals, timelines, and milestones.

 Identify the tasks required to achieve each milestone.

2. Create a Work Breakdown Structure (WBS)

Figure 1: Work Breakdown Structure

 Break down the project into smaller, more manageable tasks.

 Organize tasks hierarchically to show their relationships.
 A Deliverable-Oriented Work Breakdown Structure
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Many construction specialists favor a deliverable-oriented (or product-oriented) WBS, which revolves
around tangible deliverables, not processes. The hierarchy for this kind of WBS captures what you will
build rather than how you will build it.

EXAMPLE

Figure 2: Example of single-family home breakdown

ADVANTAGES OF A DELIVERABLE-ORIENTED WBS

i. It simplifies the process of cost estimating.

ii. It allows you to see the total work scope.
iii. It clarifies the relationships among elements.
iv. You can use it during all project phases.
v. It’s easier to modify as your project changes.

It supports earned value management.

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A PHASE-BASED WORK BREAKDOWN STRUCTURE

This kind of document is also known as a process-oriented, task-oriented, or activity-oriented work

breakdown structure. A construction manager divides the project into its component activities. In the
graphical representation of a phase-based WBS, these activities often proceed in chronological order.

Planners translate the deliverables into activities and milestones, then create a project schedule network
diagram. This diagram, which consists of boxes and corresponding arrows indicating the flow of work,
is the basis of the project schedule

The WBS here shows the five major phases of tunnel construction: site work, drawings approval,
mobilization, construction, and closeout. The relevant component activities appear under each phase
heading. (Rumane, 2013)

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This Figure above, illustrating work breakdown structure

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Figure 3: Construction project by phase

3. Identify Skill Sets and Resources:

Understand the skills and expertise required for each task. Ensure you have the necessary resources
(human, equipment, materials) available.

4. Develop a Task Schedule:

Create a detailed project schedule that includes task start and end dates. Consider dependencies between
tasks and allocate appropriate time for each.

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The schematic below, shows an example of how to make the construction schedule

Figure 4: Construction schedule

5. Assign Responsibilities:

 Clearly assign tasks to specific individuals or teams. (This should all be represented on task schedule
sheet.).
 Communicate expectations and deadlines for each assignment.

6. Regular Communication: Hold regular meetings to discuss progress, challenges, and updates.

Foster open communication to address concerns and make adjustments as needed.

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The Role of Communication in Construction Projects

It allows for the sharing of project requirements, specifications, and changes, ensuring everyone
involved is aware of their responsibilities and deadlines. Effective communication also helps prevent
miscommunications and minimizes the risk of errors, leading to smooth project execution. (Kerzner,
2017)

7. Use Task Management Tools:

 Utilize project management software or tools to track tasks, deadlines, and dependencies.
 Ensure everyone involved has access to the necessary information.

Some task management tools:

 Gantt charts.
 Team scheduling.
 Dashboards.
 Resource allocation & management.
 Task lists.
 Timesheets.
 Online file storage

8. Safety Considerations:

Prioritize safety in task assignment and ensure that all team members are aware of safety protocols.

Allocate time for safety briefings and training as needed.

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In task management it is very important to provide daily basic safety training to the assigned workers
execution operations such as:

 Excavation and trenching safety.

 Fall prevention and protection.
 Hazard communication.
 Power tools handling training.
 Crane hazards management.
 Welding safety training

9. Adaptability and Flexibility:

Be prepared to adapt the task assignment based on unforeseen circumstances or changes in project
requirements. Have contingency plans in place.

10. Monitor Progress:

Regularly monitor task progress against the schedule. Identify and address any issues promptly to avoid
delays.

11. Documentation:

Maintain clear documentation of task assignments, progress, and changes. Document any lessons learned
for future reference.

12. Empower Team Members:

Encourage team members to take ownership of their tasks. Provide the necessary training and support
for skill development.

13. Quality Control:

Implement quality control measures for each task. Conduct inspections and audits to ensure work meets
standards.

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5.2.2.2: TASK QUALITY CONTROLOE METHODS

The CQCP (Construction Quality Control Plan) will be implemented in order to ensure compliance with
the specifications for building construction as detailed in the contract specifications. The basis of the
CQCP is the Project Specifications, nationally recognized standards. (Morozova, 2023)

1. IMPLEMENTATION

The QCM will be responsible for implementing the CQC Plan by ensuring that quality materials and
supplies are provided for the proposed project, and that good workmanship is provided in all aspects of
this contract

2. DOCUMENTING

The QCM will record project activities in a daily quality control report maintained on site at all times.

3. INSPECTIONS

To ensure that all construction and remedial activities comply with the project specifications, the QCM
will complete, in conjunction with the subcontractors, three phases of site inspections for each feature of
work.

4. Celebrate Achievements:

Recognize and celebrate the successful completion of tasks or milestones. Boost team morale and
motivation.

5. Continuous Improvement:

Regularly assess the effectiveness of your task assignment and project management processes.

Implement improvements based on lessons learned.

Effective task assignment in construction site operations requires careful planning, communication, and
adaptability. By following these steps, you can enhance the overall efficiency and success of your
construction projects.

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5.2.2.3. ON SITE OPERATION SUPERVISION

Managing supervision on construction sites involves overseeing various aspects such as resource
utilization, productivity, and quality control. Here are some effective strategies to ensure efficient site
operations:

 Clear Project Planning:

 Develop a comprehensive project plan that outlines the scope, schedule, and budget.
 Set clear objectives and milestones to track progress.

 Competent Supervision:
 Ensure that supervisors are experienced, trained, and have a good understanding of construction
processes.
 Clearly communicate roles and responsibilities to the supervisory team.
 Resource Allocation:
 Allocate resources efficiently based on project requirements.
 Regularly assess the availability and utilization of manpower, equipment, and materials.
 Regular Communication:
 Establish open lines of communication between supervisors, workers, and other stakeholders.
 Conduct regular meetings to discuss progress, challenges, and potential solutions.
 Training and Skill Development:
 Invest in training programs to enhance the skills of the workforce.
 Ensure that workers are well-trained in safety procedures and construction techniques.
 Technology Integration:
 Implement construction management software for project scheduling, resource tracking, and
communication.
 Use technology such as Building Information Modeling (BIM) for better project visualization
and coordination.
 Quality Control:
 Develop and implement a robust quality control plan.
 Conduct regular inspections and quality checks at different stages of construction.

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 Safety Measures:
 Prioritize and enforce strict safety measures to prevent accidents and ensure the well-being of
workers.
 Conduct regular safety training sessions and audits.
 Performance Monitoring:
 Implement key performance indicators (KPIs) to monitor and evaluate project performance.
 Use data and analytics to identify areas for improvement.
 Adaptability and Problem-Solving:
 Be adaptable and ready to address unforeseen challenges.
 Encourage a problem-solving mindset among the team to overcome obstacles efficiently.
 Continuous Improvement:
 Foster a culture of continuous improvement by seeking feedback and learning from each project.
 Implement lessons learned from previous projects to enhance future operations.
 Client Communication:
 Maintain transparent and regular communication with clients to ensure their expectations are met.
 Keep clients informed about project progress, changes, and potential delays.

By implementing these strategies, you can enhance the efficiency of on-site construction operations,
improve resource management, and maintain high standards of productivity and quality control.

5.2.3. Managing construction challenges

Many challenges are driving today's construction industry to adopt advancing technologies.
Construction companies have faced time constraints, safety concerns, and workforce issues in addition
to other difficulties, which include legal issues, government regulations and environmental concern.
There are many potential pitfalls in the life of a construction project. Project managers are tasked with
keeping a site running smoothly, safely, within schedule and on budget. Sometimes, this is a very
difficult ask.
According to one study, 98% of construction projects come in over-budget and 77% of them suffer
significant delays.

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5.2.3. 1. TYPICAL CHALLENGES IN CONSTRUCTION PROJECT MANAGEMENTS

1. Inadequate Risk Management

Often, project managers put safeguards in place for long-term risk. Short-term issues, however, often are
left out of the equation. These issues can snowball quickly and start to have a real impact on the bottom
line. Whether it’s subcontractors that turn out to be unreliable, scheduling conflicts, or the changing tastes
of stakeholders, any seemingly small issue could derail a project. Therefore, it’s important to have
contingency plans. Build some wiggle room into schedules, and make investments in programs like
safety training to avoid any of those potential issues.

2. Lack of Structure

Without clear goals, it’s difficult to get things done in an efficient manner. A construction project can
easily fall behind or run over budget (or both) if people don’t have a clear target they need to hit. And
without these goals, it’s difficult to hold people accountable for their part in a project.

3. Poor Communication

Communication is an important tool in any profession, but it’s especially important when work is
delegated amongst various parties. Without clear and effective communicating, important tasks can slip
through the cracks and the team can remain unaware of an issue until it’s too late to rectify. Therefore,
project managers need to enact clear guidelines.

4. Unrealistic Expectations/Bad Forecasting

Some clients and stakeholders may make some big asks. Whether they want a project completed on an
accelerated schedule or on a limited budget, there may be some challenges that come with their
expectations. While some things are possible for a skilled project manager, some things simply aren’t.
Working with unachievable goals can actually hinder productivity; why exhaust yourself working
overtime when you’ll only fall short despite your effort?
Some of these expectations are set due to bad forecasting. It could be that this forecasting, much like
risk management, focuses on the long-term instead of the short-term. Break those forecasts down into
monthly, weekly, and daily goals to see if they are actually achievable.

Then, if necessary, communicate the issues with stakeholders. Provide an alternate plan so that they can
see an aggressive, yet achievable timeline or budget. Manage expectations from the beginning and you
can set up a winning project.

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5. Delayed Cash Flow

The construction business relies on invoicing, which can sometimes be an outdated system. And if
payments fall behind, it could negatively impact a company’s cash flow. This can in turn dry up a well
of funds for other projects and cause delays.
Therefore, systems of invoicing need to evolve. With improved software and enough follow through,
construction companies can ensure that cash flow does not affect other projects negatively.

6. Limited Skills

Construction is very much a reputation-based industry. People tend to work with people they know and
trust. This can often be a great thing, as teams who know how to work together can be incredibly efficient.
But when there is a skills gap in the team, it could cause some delays.

5.2.3. 2. UNFORESEEN CONDITIONS

Unforeseen Conditions means conditions that materially differ from what was represented in the contract
documents or from conditions that would normally be expected to exist and be inherent to construction
activities defined in the contract documents. (Ahmad, 2015)

Some types of unforeseen conditions that can affect construction project.

a) Rot and decay

Water and moisture find various means of penetrating wall cavities, be it through burst pipes, leaky
roofs, or other building envelope penetrations. Once inside a cavity, water and moisture are capable of
causing severe damage to wooden structures. Most Californians may remember the tragic incident in
Berkeley, where a dry rot outbreak led to a balcony collapse and the deaths of 6 people.
If a renovation project uncovers rot infestations or decayed wooden structural members, the
expenditures will inevitably balloon to address these vital safety issues before the planned work may
proceed.

b) Deficient plumbing

A common source of rotting and decay, defective plumbing can hide inside the walls of a building for
years before being found. If renovation work uncovers the issue, the ramifications can be wide-ranging.
Loose-fitting, clogged, and broken pipes will need immediate, code-compliant replacement. The same is

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true if the discovered plumbing is still functional but made of older, undesirable materials such as
galvanized or aged cast-iron.

c) Outdated electrical systems

Much like plumbing, electrical systems are often left forgotten behind drywall, only to resurface during
a renovation. The ensuing costs depend on a lot of factors, such as the layout of the system and the
building’s configuration. That said, a replacement is almost always mandatory to meet code
requirements, improve the system’s capacity to handle modern appliances, and prevent fires.

D) Hazardous materials

Prior to the 1980s, asbestos and lead were mainstream components in various construction materials.
Consequently, older buildings and homes may harbor asbestos in their drywall, floor and ceiling tile,
insulation, roofing, and siding. Lead, meanwhile, was used to manufacture pipes, faucets, and fixtures,
in addition to being a common paint ingredient. Coming across these perilous substances during a project
will entail abatement procedures and the involvement of relevant, specialized trades.

e) Building code violations

Building codes always evolve. Given our location in the heart of Earthquake country, it’s not surprising
that newer building codes demand more stringent measures to address earthquake loads and improve
buildings’ seismic resistance.
Should a renovation project reveal a seismically unsafe condition, a retrofit may be mandated by
the local building department to bring the building up-to-date with the new standards. This is certainly
something that should be addressed early in the planning and design of the project, rather than waiting
until construction begins.

f) Previous defective work

Building contractors don’t always do quality work. Deficiencies may go unnoticed or be intentionally
concealed, making it difficult to predict what hidden defects may lie in wait for the renovation project.
If unexpected anomalies of this nature present serious safety hazards and/or code violations, their
remediation may take precedence over the renovation activities.

g) Managing unforeseen conditions

The Contractor shall promptly provide notice to the Owner and the Architect before conditions are
disturbed and in no event later than 21 days after first observance of the conditions. The Architect will

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promptly investigate such conditions and, if the Architect determines that they differ materially and
cause an increase or decrease in the Contractor’s cost of, or time required for, performance of any part
of the Work, will recommend an equitable adjustment in the Contract Sum or Contract Time, or both.

If the Architect determines that the conditions at the site are not materially different from those
indicated in the Contract Documents and that no change in the terms of the Contract is justified, the
Architect shall promptly notify the Owner and contractor in writing, stating the reasons.

h) Equipment breakdown
Equipment breakdown refers to the failure or malfunction of machinery, equipment or systems that are
essential for the operation of a business or organization. It can result in the interruption of normal
operation financial losses and the need of repairs or replacements.

How can equipment breakdown at a construction site be handled?

There are a multitude of reasons why breakdowns happen, like equipment damage, irregular
maintenance, or mechanical failure. At one time or another, it’s inevitable for construction companies to
deal with mechanical breakdowns, so it’s important to know what to do when equipment does fail.

In this blog we will cover the common causes of equipment breakdown, why it’s important to attend it
straight away, and what to do when it occurs.

Common causes of equipment breakdown

Identifying and understanding the cause of a breakdown is the first step to solving the issue. In most
cases, it is down to how the equipment is maintained and operated. We’ll explore some common causes
of equipment breakdowns. (Gill, 2016)

 regular maintenance

One of the most common reasons for equipment breakdowns is a lack of maintenance. Wear and tear
from normal use is normal. Seals, hoses, tyres, connection leads, and hydraulic rams all need replacing
or mending at some point.

For equipment to run optimally it needs a routine maintenance schedule. Service technicians replace,
mend, and check for any damage to reduce the risk of potential critical equipment failure.

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 Improper equipment usage

Human error is a big factor in construction equipment failure. Laziness or improper training are primary
causes for an unexpected breakdown. Despite being bulky, heavy and seemingly indestructible,
machinery has to be used with a certain level of care.

Machine operators need to be instructed and inducted fully to understand what the equipment can and
can’t do. Pushing machinery over the limit is a fast way to break it.

 No routine inspections

Regular inspections are essential every time the equipment is going to be utilized. This means doing a
visual inspection for any significant signs of damage, wear and tear, as well as the operator listening and
feeling for any irregularities during use.

 Mechanical failure

Mechanical breakdowns can seemingly come out of nowhere, but half the time this isn’t the case. Modern
equipment has warning signals and indicators to let the operator know something is wrong. Always keep
an eye out for these and never downplay their importance.

 Thermal issues

Thermal issues such as overheating can be devastating to machinery. Without the proper cooling, the
damages can be catastrophic to the engine, causing it to seize and potentially cracking the engine block.

Usually, if this happens, the engine is unsalvageable and will need an entire rebuild or replacement. In
the middle of a job, this can be extremely expensive and cause massive delays.

 Hydraulic failure

Most machinery in the construction industry requires hydraulics to operate, including excavators, drilling
rigs, and bulldozers. Hydraulic failure is usually an easy repair, but can happen suddenly and seemingly
without notice.

Old or damaged hydraulic hoses can burst, spilling oil everywhere over the work site and halting
operations until it’s fixed. A good way to quickly clean up these spills is with a vac trailer.

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Why is it important to correctly handle equipment breakdowns?

 Minimizes delays

As we mentioned before, mechanical breakdowns can halt work for everyone on site, causing massive
delays. If there is a hydraulic failure or engine failure, most of the time the repairs will need to be done
before work can resume. With a proper plan in place for sudden mechanical failure, you can ensure
everyone can swiftly get back to work.

 Reduces costs

Another important reason for implementing the best practices for sudden failures and breakdowns is that
it reduces wasted costs. Whilst work isn’t happening, that’s costing the company good money.

 Improves safety

Without proper coordination, a simple breakdown could lead to injury. Make sure you isolate the broken-
down machine and have skilled personnel work on it.

What to do when a breakdown occurs

There should be a procedure in place for breakdowns, so even if it happens unexpectedly everyone
knows what to do. Follow these six steps to ensure everything runs smoothly.

1. Turn off equipment

While machines are turned on there is always the potential for them to move unexpectedly, even if they
are damaged. Turning the equipment off reduces the risk of incidents exponentially. For example, all of
our Vermeer products have safety kill switches within easy reach of the operators.

2. Delineate the area

This step is pretty easy, but it involves highlighting and delineating the area as potentially dangerous to
be in. Lay out some hi-vis witch hats and bollards at a safe distance from the damaged machinery. This
is just a preventive measure to ensure nobody is going to accidentally step into a dangerous area.

3. Verify the root cause

Site managers and service technicians will need to listen to what the machine operators have to say. They
work with the equipment every day and will have a better understanding of what the issue may be. The
next step is to contact a qualified technician to identify the root cause of the breakdown.

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4. Fix the issue

The technician will work on the machine, and depending on the issue, it may be fixed in a couple of
minutes or a couple of hours. Keep in mind some machinery may require parts to be replaced, so it’s
important to take that possibility into account.

5. Verify the breakdown is fixed

Don’t just jump back into the machine and get back to work. Test that all the components and features
are working correctly. If the operator is saying the issue hasn’t been corrected, it’s important to take note
and spend more time trying to rectify the issue.

6. Reduce risk of future issues

Chances are that there will be more breakdowns in the future. It’s important to ensure that routine
maintenance schedules are being undertaken and completed. This is the first barrier of defense against a
future breakdown during an important job.

5.2.3. 3. EMERGENCIES

Construction site emergencies refer to expected and potentially dangerous situation that occur at a
construction site, requiring immediate attention and response. These emergencies can include accidents,
fires, and structural collapses.

An emergency on a construction jobsite can come in many forms and threatens employees,
subcontractors, nearby businesses, or even the general public.

The emergency can disrupt or shut down construction activities and / or damage existing property, as
well as cause schedule delays.

Emergencies can be natural or man-made and include the following:

Weather events like floods, wildfires, hurricanes, tornadoes, winter storms, earthquakes, etc.

 Fires and explosions

 Chemical spills, toxic gas releases, and radiological accidents
 Civil disturbances, bomb / other threats, and workplace violence
 Serious accidents on a jobsite (cranes, scaffold collapse)

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Construction jobsite emergencies can come in many forms and might change with geographical location.
In either case, the first step in developing an emergency action plan is to brainstorm the “what ifs” for
worst-case scenarios. Examples:

 What if a fire broke out on a building under construction?

 What if a train carrying hazardous materials derailed on the tracks behind the construction jobsite?
 What if gas line was struck while excavating on the jobsite?

5.2.3. 4. ON-SITE CONFLICT AND COMMUNICATION

Conflict is serious disagreement and argument about something important. If two people or groups are
in conflict, they have had a serious disagreement or argument and have not yet reached agreement.

What are the conflicts in construction?

Conflicts often arise when there is a miscommunication between key stakeholders in regards to important
project details. This could be anything from a change in building materials to a shift in priorities for your
field crew.

There are five main causes of conflict: information conflicts, values conflicts, interest conflicts,
relationship conflicts, and structural conflicts.

 Information conflicts arise when people have different or insufficient information, or disagree over
what data is relevant. Allowing sufficient time to be heard, in a respectful environment facilitated by
a neutral person can allow parties to clear up information disparities
 Values conflicts are created when people have perceived or actual incompatible belief systems.
Where a person or group tries to impose its values on others or claims exclusive right to a set of
values, disputes arise. While values may be non-negotiable, they can be discussed and people can
learn to live peacefully and coherently alongside each other.
 Interest conflicts are caused by competition over perceived or actual incompatible needs. Such
conflicts may occur over issues of money, resources, or time. Parties often mistakenly believe that in
order to satisfy their own needs, those of their opponent must be sacrificed. A mediator can help
identify ways to dovetail interests and create opportunities for mutual gain.
 Relationship conflicts occur when there are misperceptions, strong negative emotions, or poor
communication. One person may distrust the other and believe that the other person’s actions are
motivated by malice or an intent to harm the other. Relationship conflicts may be addressed by

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 allowing each person uninterrupted time to talk through the issues and respond to the other person’s
concerns.
 Structural conflicts are caused by oppressive behaviors exerted on others. Limited resources or
opportunity as well as organization structures often promote conflict behavior. The parties may well
benefit from mediation since the forum will help neutralize the power imbalance.

Regardless of the cause of conflict, an experienced mediator can help parties shift their focus from
fighting to resolution. Since they are necessarily unbiased, neutrals create an environment where parties
can trust the process and work toward a solution.

Common communication mistakes in construction project

1. Poor Internal-Committee Communications

Poor internal-committee communication can lead to misunderstandings, delays, and cost overruns.

It creates ambiguity regarding responsibilities and communication channels within the project, resulting
in conflicting interpretations and directions. This leads to inefficiencies, mistakes, and delays in task
completion.

Inadequate communication hinders timely access to information and updates, disrupting the project
timeline. It can cause cost overruns due to missed opportunities for issue resolution and
miscommunication about budget constraints. Furthermore, poor communication impedes coordination
among committee members, resulting in redundant work, wasted resources, and frustrated team
members.

No one wants to have their valuable time and effort squandered by poor communication. Establishing
clear communication protocols, defining roles, and promoting a culture of open dialogue can address
these challenges.

2. Not Having Clear Paths for Delivering Information

You must be clear on who should communicate what to whom at any moment. To communicate
effectively, both parties must understand each other. There needs to be a clear path for information flow

Communication methods should match up with who is talking with whom (i.e., email vs. face-to-face).

You must have the right tools to facilitate communication among all parties. Establishing precise
communication methods (software/ways) is critical for productivity.

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By establishing clear paths for delivering information, ensuring mutual understanding, and utilizing
appropriate communication methods, construction projects can minimize communication-related
challenges and enhance productivity and collaboration among all stakeholders.

3. Failure to Establish a Committee Structure

With multiple stakeholders involved in numerous aspects of the project, you need to be clear on these
basic questions:

Who?, What?, Where?, When?, Why?, How?

What committee needs which information? When do they need it? How will they receive it? Who is
responsible for ensuring communication is sent and received to each stakeholder?

If you don’t have a clear strategy before starting work on your next construction project, you will
inevitably run into problems.

A good communication strategy should be created at the beginning of any project so everyone knows
what to do and when to do it.

4. Lack of Communication with Field Workers

You can’t rely on emails and texts. Construction workers must be kept informed of all changes, even
minor ones. Communication is not just about sending messages; it’s about ensuring you understand what
your team is trying to achieve, why they want certain things done differently in the field, and how you
can help them get there.

5. Not Keeping Documentation

Documenting communications is vital for any building project but especially important for those
involving multiple parties.

A written communication track can help keep the project moving forward. It will also ensure everyone
understands what is expected at each project stage. A comprehensive communication track should
include the following items: The Barriers to Communication in Construction

If you are experiencing poor communication in your organization, a good place to start is to understand
why this might be the case. Detailed below are some common barriers to effective communication within
the construction industry. It’s important to note that this is not an exhaustive list.

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A large workforce. Construction sites often have very large numbers of individuals working there at any
given time. This may be a mix of full-time or part-time employees, temporary workers, and contractors
or subcontractors, all of whom have different roles, responsibilities, skills and levels of experience. In
this style of workforce, it’s easy for communication barriers to form and, when on-site managers are
responsible for the transfer of information, for there to be inconsistent levels of communication. Not
every manager is an effective communicator. Communication is a skill and it takes practice.

Distanced senior management. Where the senior management works away from site, it can be hard to
ensure that decisions made at the top are reflective of the conditions on-site or communicated effectively.
Where this is not the case, it can lead to delays in communication and work, misunderstandings and even
unsafe conditions. This is why effective top-down communication is essential.

5.2.3.5. Changing weather

Weather can affect the performance and wear and tear of construction equipment. Dry weather can
increase the amount of dust on the job site, which can jam and clog machinery. Strong winds can strain
equipment and cause breakage. And hot weather can reduce the efficacy of materials like sealants and
mortar.

Because the weather is becoming more extreme and less predictable, it’s important for construction firms
to develop strategies of resilience. But first, we have to know what we’re up against. Here are 4 ways
that climate change and extreme weather are impacting the construction industry.

1. Labor Shortage

The construction industry was already experiencing a shortage of skilled labor. There are countless
theories as to what has caused the labor shortage: early retirement, low wages and fewer young people
interested in entering the field. Whatever the reason, construction labor has been hard to come by. With
more extreme weather comes more destruction to infrastructure, homes and commercial buildings. An
increase in demand will provide an economic boost to the construction industry, but only if contractors
and firms can find enough workers to fill vacant roles.

2. Unusual Weather Conditions

When construction firms are unable to predict weather patterns or develop emergency plans for weather
variables, it puts their entire business at risk. Many construction firms have grown accustomed to the
weather patterns and climate within the areas they do business. Through experience and data gathering,
they’ve developed strategies for ensuring that inclement weather doesn’t threaten a project’s success.
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Unfortunately, climate change has caused weather to become much less predictable. Across the globe,
regions are seeing unusual weather patterns that are a typical.

3. Equipment Damage & Efficacy

Unusual weather conditions can also throw a wrench into a firm’s procedures for caring
for equipment and preventing weather damage. Weather can affect the performance and wear and tear of
construction equipment. Dry weather can increase the amount of dust on the job site, which can jam and
clog machinery. Strong winds can strain equipment and cause breakage. And hot weather can reduce the
efficacy of materials like sealants and mortar.

4. Materials Scarcity

Drought, flooding, and storms can cause scarcity, which may drive up costs or prevent materials from
being obtained at all. Extreme weather makes construction materials harder to source and purchase. For
example, flooding in areas where natural resources are being extracted can cause a shortage in the raw
ingredients used to make construction materials. In contrast, drought can prevent construction sites from
getting enough water to complete vital tasks.

A phenomenon like erosion can create shortages of materials like sand, which is used to make concrete
and asphalt and is becoming hard to source. The good news: material scarcity creates an opportunity for
developing innovative ways to meet the materials needs of construction projects. Recycled materials and
the circular economy are two ways of lowering the impact of construction material extraction on the
planet and reducing industry dependence on depleted resources.

5.2.3. 6. Manage resource shortage

What are resources in projects?

Resources are any assets that are needed to execute a project, such as people, equipment, materials,
facilities, information, and money. Resource management is the process of planning, allocating, and
controlling the use of resources throughout the project life cycle. Resource management helps to ensure
that the project has enough resources to meet its objectives, and that the resources are used efficiently
and effectively.
Causes resource shortages in projects?

Resource shortages can arise from a variety of causes, such as inadequate planning, inaccurate estimation,
external constraints, and internal conflicts. Poor planning can lead to unrealistic expectations, scope
creep, and changing priorities, which can result in resource over allocation or under allocation. Inaccurate
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estimation may cause resource gaps or surpluses, impacting the project performance and budget. External
factors like market demand, customer feedback, regulatory changes, or competitor actions can influence
the project scope, schedule, or quality and thus affect resource availability and allocation. Additionally,
if multiple stakeholders have different goals or interests, resource conflicts or competition can reduce
resource availability and collaboration.

Effects of resource shortages in projects

Resource shortages can have far-reaching negative effects on the project outcomes and stakeholders,
such as quality issues that can lead to customer dissatisfaction or rework, scope issues that can cause
scope creep or unmet expectations, schedule issues that can result in schedule slippage or late delivery,
and cost issues that can cause cost overrun or financial loss.

Without adequate resources, the project may not be able to meet the quality standards, scope baseline,
schedule baseline, or cost baseline.

How to prevent resource shortages in projects

Resource shortages can be prevented or minimized by applying some best practices in resource
management. This includes:

 Defining the project scope, requirements, and deliverables and getting them approved by relevant
stakeholders and sponsors.
 Estimate the project duration, cost, and effort accurately and realistically, based on historical data,
expert judgment, and risk analysis.
 Identify and secure the resources needed for the project, allocating and assigning them to the project
tasks and activities.
 Resource usage and performance should be monitored and controlled throughout the project life
cycle.
 communicating and negotiating with stakeholders to manage their expectations
 adjusting and updating the project scope, cost, and quality baselines
 Reallocating or reassigning resources to tasks and activities acquiring or requesting additional
resources for the project if needed.

These strategies help to resolve resource conflicts or competition, accommodate external or internal
factors that affect the project, optimize resource utilization and efficiency, and fill any resource gaps or
surpluses.

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Overcoming the Challenges in Construction Project Management

1. Scope Creep

Scope creep is a common problem where the project's requirements and objectives tend to grow beyond
the original scope, leading to schedule delays, increased costs, and reduced quality of work. This problem
is often caused by inadequate planning, unclear communication, or changes in stakeholder requirements.

Example: Suppose a construction company is tasked with building a new office building for a client.
During the project, the client added additional features and amenities that were not part of the original
scope, such as a rooftop garden, fitness centre, and coffee shop. These changes require more materials,
labour, and time, which can lead to increased costs, longer timelines, and decreased quality if the project
team is not prepared to manage these additional requirements.

Tips:

 Establish a clear project scope and communicate it effectively to the project team and stakeholders.
 Engage the stakeholders in the initial planning stages to ensure their expectations are aligned with
the project scope.
 Create a change control process that assesses the impact of any changes before they are approved.

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 Track any changes that are made to the project scope and their impact on the budget, schedule, and
quality of the project.

2. Resource Management

Resource management is the process of balancing available resources such as people, materials, and
equipment with the project's requirements. This problem can arise when resources are over-allocated,
under-utilized, or when there are conflicts over resource allocation.

Example: Let's say a project manager is tasked with building a new hospital.

One of the critical resources required for the project is a specialized type of concrete that is in high
demand.

If the project manager fails to procure the necessary amount of concrete, the project's construction can
be delayed, leading to increased costs and missed deadlines.

Tips:

 Ensure that there is a clear understanding of the resources required and work with the project team to
ensure that everyone is aware of their roles and responsibilities.
 Identify the critical resources that are required for the project and allocate them first.
 Monitor resource usage and availability on an ongoing basis to ensure that resources are used
efficiently and effectively.
 Plan for resource constraints and have a plan in place to deal with unforeseen changes or conflicts
that may affect resources.
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3. Risk Management

Risk management involves identifying, assessing, and managing risks to minimize their impact. This
problem can arise when risks are not identified, when they are not managed appropriately, or when the
risk management plan is inadequate.

Example: A construction project may be at risk of delays due to unforeseen weather conditions which
can impact things such as scheduled concrete pours. If the project team had not identified this risk or
developed a contingency plan, it may lead to missed deadlines and increased costs for all stakeholders.

Tips:

 Establish a risk management plan that includes identifying potential risks, assessing their impact and
likelihood, and developing mitigation plans for each risk.
 Assign a risk manager to oversee risk management activities and ensure that all risks are identified,
assessed, and managed appropriately.
 Review the risk management plan regularly and update it as needed to ensure that new risks are
identified and managed effectively.
 Train the project team on how to identify and manage risks and involve them in the risk management
process.
 Use data from past projects to identify patterns such as poor weather and plan around them.

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4. Communication

Poor communication can lead to misunderstandings, delays, and decreased quality. This problem can
arise when the project team or stakeholders are not adequately informed, or when communication
channels are inadequate.

Example: Suppose a construction project manager fails to communicate the project's progress and any
changes that occur to stakeholders. This lack of communication can lead to misunderstandings, delays,
and potential rework if the stakeholders are not aware of the project's status.

Tips:

 Establish a communication plan that outlines the communication channels, frequency, and
information that needs to be communicated to stakeholders.
 Ensure that all stakeholders are informed and involved in the project from the beginning and that
there is a two-way communication flow between the project team and stakeholders.
 Use clear and concise language to ensure that stakeholders understand the project's progress,
challenges, and next steps.
 Regularly review the communication plan and update it as needed to ensure that all stakeholders are
informed of the project's progress and any changes that occur.

5. Time Management

Time management involves ensuring that the project is completed on time and within the given schedule.
This problem can arise when the project timeline is unrealistic, when there are delays, or when there is
poor time management by the project team.

Example: Suppose a construction project manager fails to adequately schedule the project timeline,
leading to delays in the project's completion. These delays can lead to increased costs, missed deadlines,
and decreased quality if the project team is not able to manage them effectively.

Tips:

 Develop a project schedule that includes all activities and milestones required to complete the project.
 Identify the critical path of the project and allocate resources and time to ensure that it is completed
on time.
 Monitor the project schedule regularly and update it as needed to ensure that the project is on track.
 Communicate any schedule changes or delays to stakeholders and ensure that the project team is
equipped to manage them effectively.
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5.2.4. PROGRESSIVE REPORT ON CONSTRUCTION SITE OPERATION

A progress report is a document that shows the progress that your team is making towards completing a
project. Progress reports give an overview to either a supervisor, a manager, a team leader, a colleague
or a client on: The status of the project. The milestones achieved. L. S. (1992). Planning and analysis of
construction operations. John Wiley

When to write a progress report

A progress report can be put together at many different times, depending on the goal of the report.
Different types of companies and businesses would tackle progress report writing differently. A crop
progress report in construction can be written weekly or quarterly according to the stages in farm
processes, but a sales report aimed for a year cumulative target might have to be written as frequently as
every day. Here's a breakdown of the different types of progress reports according to frequency and how
to create them. These details are used to track progress and predict future work.

Here are helpful steps to help you create a construction work in progress report:

a) List work details.

b) Determine weather.
c) Include completed tasks.
d) List hours worked and employees involved in the construction.
e) List equipment and usage.
f) Include materials and usage.
g) Identify potential delays.
h) Add a safety report.

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EXAMPLE OF PROGRESSIVE REPORT FORMAT ON SITE
project detail

project name job name Project owner Contractor name

Superintendent project location date

Description of main work performed

workers present on
site Task completed Equipment and tools used Progress detail
1 1 1
2 2 2
3 3 3
work detail

Location and Satisfactory?

Branch of work workers Total hours description of work (yes or no)
1 Electrical
2 Masonry work
3 plumbing work
4 Shuttering work
5. Painting work
6. Mechanical work
7. Steel work
8. Glass fixing work
9. Concrete work
10. Others
TOTAL …………… …………….

APPROVED BY TITLE OF APPROVED BY

NAMES APPROVAL SIGNATURE DATE

Figure5: Progressive
report format

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5.2.4. 1. Daily progress reports

These progress reports are short, straight-to-the-point, and usually between a manager and a team
member. There's no spectacular detailing here, just a quick overview of daily tasks achieved, any
problems that came up, and progress made towards larger goals. A daily progress report should be
delivered at the same time every day, preferably at the end of work to summarize the day's activities, or
at the beginning of work hours to relay the previous day's progress.

Components of daily report

 Number of workers involved.

 Contact information and responsibilities of the personnel.
 Work locations.
 Hours spent on the task.
 The tasks and activities that need to be conducted.
 Weather forecasts.
 Deadlines.
 Health and safety information

5.2.4.1. Weekly progress reports

This type of report is best between a manager and a team member. It should dive into what a team member
had planned to achieve at the start of the week, what they eventually achieved, and how they were able
to pull things off.

The weekly progress report is best delivered on a Friday afternoon, so managers and team members have
time to chat it over and make an action plan for the following week.

5.2.4. 2. Monthly progress reports

Monthly progress reports are usually reasonably detailed, written to update a small business or team on
a particular individual's or department's progress towards goals. Writing a progress report every month
is a great opportunity to highlight particular individuals who worked exceptionally hard in the month and
give other departments an idea on how your team is performing.

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5.2.4. 3. Quarterly progress reports

Every construction site sets quarterly goals. It's extremely important to follow up on those goals in an
appropriate period of time. Quarterly progress reports can be of two kinds. First, there's the in-depth one
that is usually several pages long and goes into details about everything that is achieved by the company
in the past quarter. It highlights all the major wins, obstacles, and team member's opinions on workflow
improvement. The second one is simply an overview, a brief report that checks whether the key
performance indicators and OKRs (objectives and key results) are being met. Progress report comments
are super-useful in explaining or summarizing sections of information in quarterly reports, to help the
reader grasp the ideas quickly and efficiently.

5.2.4. 4. Annual progress reports

The final report of the year is the ultimate progress report. The annual project progress report has to be
as detailed as possible, and it's often such a big deal that it's printed out and handed out to every company
member. (Besley, 2015) It's a central knowledge base for everyone to stay apprised of the company's
progress in the past year. This report is usually aimed at company-wide or towards leadership. What did
your department achieve across the entire year? What can you celebrate, what lessons have you learned,
and what are you hoping to change for the next period?

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References

Ahmad, E. A. (2015). Unforeseen Physical Conditions and their Legal Implications in Construction–A
comparative study (Doctoral dissertation,. The British University in Dubai (BUiD)).
Besley, T. (2015). Law, regulation, and the business climate: The nature and influence of the World Bank
Doing Business project. Journal of Economic Perspectives, 29(3), 99-120.
Gill, P. (2016). Electrical power equipment maintenance and testing. CRC press.
Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and controlling.
John Wiley & Sons.
Morozova, E. (2023). Establishment of quality system within construction site.
Rumane, A. R. (2013). Quality tools for managing construction projects. CRC Press.
Stiglitz, J. E. (n.d.). Report by the commission on the measurement of economic performance and social
progress. 2009.

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