construction site preparation

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CONTRACT AND CONTRACT DOCUMENTATION COURSE WORK

REVIEW OF DOCUMENTS NEEDED IN SITE ORGANISATION

DATE: 28 MARCH 2012

CTM 3

RAMAT SEGHOSIME 3262909

KELVIN BOATEY 3259409

LESLIE KOOMSON 3260409

ASUMADU-BOATENG GIDEON 3258809

DEREK NANA SAM- AMOAH 3262709

MOHAMMED SAYIBU 3261009

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TABLE OF CONTENT

EXECUTIVE SUMMERY......................................................................................4

INTRODUCTION................................................................................................5

SETTING OUT OF SITE.......................................................................................5

a. SITE INVESTIGATION REPORT..............................................................5

b. SITE LAYOUT PLAN...............................................................................7

MANAGEMENT OF SITE...................................................................................7

a. WORKS PROGRAMME.........................................................................8

b. WORK SCHEDULE................................................................................9

c. SITE SECURITY.....................................................................................5

d. TIME KEEPER......................................................................................10

e. ACCOUNT MANAGMENT...................................................................11

f. CONTRACT DOCUMENT....................................................................12

g. STORE MANAGEMENT.......................................................................14

h. HEALTH AND SAFETY..........................................................................18

i. HEALTH AND SAFETY MANUAL..............................................20

ii. HEALTH AND SAFETY DIARY..................................................21

iii. ENVIRONMENTAL MANAGEMENT PLAN..............................22

BILL OF QUANTITIES..........................................................................23

INTERIM PAYMENT CERTIFICATES....................................................24

MATERIAL AND LABOUR SCHEDULES...............................................25

PROGRESS REPORT...........................................................................27

WORK MANAGEMENT..................................................................................29

a. COMFIRMATION OF VERBAL INSTRUCTIONS...................................31

b. VARIATION OF INFORMATION.........................................................31

c. REQUEST OF INFORMATION............................................................31

d. SITE DAILY REPORT...........................................................................32

e. WEATHER REPORT...........................................................................37

CONCLUSION...............................................................................................38

REFERENCES................................................................................................39

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EXECUTIVE SUMMERY

WE WERE TASKED TO HIGHLIGHT ON THE DOCUMENTS NEEDED FOR THE ORGANIZATION OF A SITE TO ACHIEVE

EFFICIENCY IN PROJECT MANAGEMENT. IN THIS DOCUMENT ARE THE VARIOUS DOCUMENTS NEEDED FOR

SETTING OUT A SITE AS WELL AS MONITORING AND CONTROLING WORKS.

THE FIRST SECTION DESCRIBES THE DOCUMENTS NEEDED IN SETTING UP A SITE, HOW THEY ARE USED AND WHO

GETS TO USE IT. IT INCLUDES TEMPLATES TO FURTHER EXPLAIN ITS STRUCTURE.

THE SECOND PART HIGHLIGHTS ON THE DOCUMENTS NEEDED FOR THE CONTROL AND MONITOR OF SITE

ACTIVITIES TO ENSURE THE EFFICIENCY OF THE PROJECT.THIS SECTION ALSO INCLUDE TEMPLATES OF THE

MENTIONED DOCUMENTS.

WE ARE POSITIVE THIS DOCUMENT WILL BE UNDERSTANDABLE TO THE AVERAGE READER AND WILL ENLIGHTEN

YOU ON THE GENESIS AND REVELATION OF SITE ORGANIZATION.

REFERENCES HAVE BEEN PROVIDED AT THE END OF THE TEXT FOR FURTHER READING.

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INTRODUCTION

A project is a temporary endeavour undertaken to create a unique project or service. All projects have

three common objectives namely scope, time and cost. One common feature of industrial project is the

actual work (fulfilment phase) must be conducted on a site that is exposed to public gaze, usually

remote from the contractors head office. Construction projects are example of individual projects. A

construction site could have a permanent location or mobile in the construction of linear structure e.g.,

railway, sewer, transmission line etc. in both instances the site organization is required. The main idea

behind the organization of a site is to ensure efficiency in production/construction to meet

stakeholder’s expectations of the time, cost, scope and quality.

A site is officially handed over to the contractor by the consultant after a contract has been

established thus after signing of the contract document. Site organization is in two main parts;

Setting out the site

Managing the site

Each stage of site organization requires a set of documents/information to facilitate its execution.

SETTING OUT THE SITE

Site layout can be defined as site space allocation for material storage, working areas, units of accommodation,

plant positions, general circulation areas, and also access and egress for deliveries and emergency services. The

building site has to be carefully controlled so that:

The operatives of construction have the right machinery in the most advantageous position.

The materials stored with care so that they are readily available and not interfering with general

site circulation.

Adequate storage spacing for construction materials on site.

Site accommodation and complete facilities for construction workforce.

It is important to acquire the knowledge of the project site before setting out the site layout. The knowledge about the project site can be obtained from:

Site investigation

Contract Document

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Information from Local Authority

SITE INVESTIGATION; Site investigation helps the Contractor to examine site conditions with regards to on-site

and off-site access, road and rail facilities, distances involved and bridge weight or height limitations on approach

routes. It also gives information on the topography and soil conditions to aid in the drawing of a layout plan.

Local vandalism and pilfering records need for night security and fencing hoarding requirements is sought to

prevent trespassing and to protect people in the vicinity. Availability of local trade and specialist contractors,

local rates of pay and facilities to be provided e.g. Site accommodation, catering, health and safety equipment,

availability and adequate power and water supplies together with rates of payment and services already

available on site, diversion required and the time involved in carrying out any necessary diversion.

CONTRACT DOCUMENTS; Information obtained include:

Plant Schedule: This can be prepared in the form of a bar chart and method of statements showing the

requirements and utilization on which will help in deciding the right equipment and the space for plant

accommodation will be needed on site.

Material Schedule: The basic data can be obtained from the bill of quantities. The contractor can predict

the delivery periods and the amount or size of the site space and/or accommodation required.

Labour Summary: Basic data obtained from the bill of quantities and pre-tender bar chart programmed

to establish the number of sub-contract trades required. Also the quantity and type of site personnel

accommodation required.

LOCAL AUTHORITY

The detail planning of construction application is necessary for authority approval from the planning, highways,

building departments, Permission to develop the project site.

The main items in a site layout design include;

Building/Structure under construction

Main equipments(cranes, concrete mixer)

Auxiliary plants, yards, workshops

Stores and deposits

Sanitary/ welfare rooms and buildings

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Electric power and water supply

Storm-water drainage, dewatering

Waste/ contaminated water treatment sewer

Below is an example of a site layout plan.

The planning of a site layout in practice will depend upon a number of factors such as the time and money. The

need for careful site layout and site organization planning becomes more relevant as the size and complexity of

the construction operation increases, and especially where spare site space is very limited.

MANAGEMENT OF SITE

After the setting out of the site actual work commences. Several documents are needed for the purpose of

monitoring and control of project objectives thus time, scope and budget. Others rather spell out rules

and strategies to protect operatives, the environment and to ensure quality standards. Examples of some

of the documents which monitor and control scope include the following.

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WORKS PROGRAMME

A works programme lists all project activities stating their respective start and finish time. It

communicates to stakeholders both internal and external what needs to be done at any given time. The

nature and amount of information provided in a works programme is dependent on the size of project

and group communicating to. Programmes are usually presented in the form of a Gantt chart for easy

communication. It easily indicates the milestones within the project as well as activity dependencies. An

example of a works programme can be seen below. Works programme is prepared by the estimator or

the planner and is used by all project participants. It requires regular updates as works progresses to

communicate work done and work yet to be completed. Programmes are also updated when variations

are made.

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WORKS SCHEDULE

A plan becomes a schedule when resources are introduced. A works schedule is a document which lists

the various activities within a project with their respective start and finish time as well as the party

responsible for its execution. This is prepared by the Planner or the Estimator to communicate who

does what and when on site. Information provided here is dependent on what it is meant for.

WORKS SCHEDULE

Project Name: ____________________________________ Project Number: _______________

Prepared By: _____________________________________ Date: ________________________

ITEM ACTIVITY RESPONSIBLE

PARTY

START DATE COMPLETION

EARLIEST LATEST EARLIEST LATEST

APPROVED BY................................................ DATE...........................................

SIGNATURE..........................................

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SITE SECURITYSite security is an important aspect of risk management on building sites. Security is required to prevent

theft and vandalism, and to keep unauthorised persons off the site. In the organisation of site, it

important to involve security due to materials that are being purchased and left on site, site security

usually contains the guards and other workers involved in the entrances of the site.

The common document used in the entrances of the site is the visitor’s record book, which keeps track

Of all the non-employees going in and out of the site, this book consist of the name of the visitor, the

person been visited, time in and time out. In some cases where there are no appointment between the

visitor and the employee, some site tends to use a request form from the visitor in order to make sure

the employee has enough time to see the visitor.

Time Keeper

The work of a time keeper is to record the number of hours been spent by the employees, in this

department they make use of record books or attendance book, one of these book are for daily signing

in and out of workers which consist of their name and signature in and out, each worker has a book or a

card that document the number of hours spent in a day, which is cumulated to month. In some

companies the workers are been paid by the number of hours spent in a month, therefore this records

are needed by the account office in other to pay the workers monthly.

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ACCOUNT MANAGEMENTThis department involves the accountant and other people involve with keeping record the money used

and kept at the site, these consist of the payment, petty cash used within and out of the site.

Some of the documents used in this department are payment vouchers books, receipts books, purchase

requisition books, cash requisition books, petty cash book, suppliers records etc.

The payment voucher is used to keep records of any payment made in the site;

the receipt is used to keep records of money receive within the site

the cash requisition books is used to request for any amount of money for the site for different

purpose, it also keep information about why the amount of money is needed. Petty cash book records

little money spent on site, for record purpose of details about every amount spent.

PAYMENT VOUCHER

Pay…………………………………………………………………………………………………………………………………………

Amount in words …………………………………………………………………………………………………………………

Debit account ……………………………………………………………………………… PV No…………………………….

DATE DETAIL OF SERVICE UNIT PRICE AMOUNT

TOTAL GH ȼ

Cash/cheque No: ………………………………………………………………………..

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Passed for payment by: ……………………………………………………………… Received by

(Accountant)

Approved by: ……………………………………………………………………………… ……………………………

(Managing Director)

Date: …………………………………………………………………………………… Date: ………………………………

Contract Documents

After Bills of quantities has been priced and acceptance and agreement letter have been signed, a bid

document becomes a contract document. Construction contract documents are a group of document

mostly arranged in order of importance which forms the basis of a contract. These documents are the

main documents needed for the running of a project. Arranged in order of priority is as follows;

Cover page

Agreement letter

Letter of acceptance

Form to tender/Contractor’s tender

Contract data/Appendix to tender

Conditions of particular application

Conditions of contract

Special specifications and general specifications

Drawings

Bills of Quantities

Other relevant documents to the contract

Cover page: It bears the intentions of the Client and lists the stakeholders involved

Letter of Agreement: This document officially formalises a construction contract after signatures of the

parties has been signed. It also states the nature of work to be done as well as the agreed price for

execution.

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Letter of acceptance: This is a letter written to the Contractor to inform him that his offer has been

accepted.

Form to tender: This document shows the amount the Contractor is willing to execute the project for.

The amount stated in this document is considered as the official construction cost. Note that this

amount is written and signed by the Contractor.

Contract data: It lists the key conditions/components and other important clauses binding on the

various stakeholders.

Conditions of particular application (COPA): These are the conditions applicable to that contract. It is a

revised general condition to suite existing conditions.

Conditions of contract: These are standardised conditions accepted for all construction projects.

Example is FEDERATION INTERNATIONALE DES INGENIEURS-CONSEILS (FIDIC) and PINK. FIDIC is for civil

works as PINK is to building works.

Special specifications: These are specifications applicable to the particular project.

General specifications: These are general specifications required for that category of projects.

Drawings: Drawings form part of construction documents. E.g. block plan structural drawings etc.

Bills of Quantities: This is the corrected bills of quantities of the successful bidder. This section is of two

parts-the Preliminaries and the measured works. The preliminaries section of the BOQ contains

particulars of the type of contract in use and details of general matters that affect the whole project.

The measured section contains items of work described and quantified in a manner to facilitate pricing.

Others

Under this section is relevant information relating to the contract mostly documents to be produced by

the Contractor. Examples are

Programme of works

Power of Attorney

Method statement

Copy of performance bank guarantee/insurance bond.

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STORE MANAGEMENT

Store management is concerned with ensuring that all the activities involved in storekeeping and

stock control are carried out efficiently and economically by those employed in the store.

The various items and materials received into, housed in and issued from Stores are commonly

referred to as being ‘stock’ (or ‘inventory’).

The need for a store as far as effective site organization is concerned is they ensure accurate records

and prevent unnecessary losses due to pilfering, theft, damage or deterioration. They also hold

reserves of goods until they are required for use. A construction company or industry must hold

stocks of all the items (materials, tools, equipment and components): which are used in the

organization

The success of an enterprise depends to a large extent on the efficient management of its Store and

stocks. Efficient store management involves receiving materials in to the store, ensuring the safety

of all items and materials whilst in the Store - that is, protecting them from pilfering, theft, damage

and deterioration; as well as issuing items and materials, including their inspection, monitoring

those movement and maintaining full records of the items in the Store;

The following documents are used in efficient store management;

The stock in book – for receiving materials into the store

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NAME OF MATERIAL: MONTH: 200313

EXCESS/ SHORTAGE IN QUANTITY DELIVERED

SOURCE/SUPPLIERDRIVERS

NAME

THIS SHORTAGE SHOULD BE CLEARLY INDICATED UNDER THE REMARKS COLUMN OF THAT PARTICULAR TRANSACTION.

DATE

NB:IN THE EVENT THAT THERE IS EXCESS OR SHORTAGE IN THE QUANTITY DELIVERED OF ANY MATERIAL THE STORE KEEPER MUST NOTIFY THE APPROPIATE AUTHORITY BY MEANS OF A MEMO

DRIVERS SIGNATURE

OPENNING STOCK

CUMULATIVE QUANTITY

NAME OF RECIPIENT

SIGATURE OF RECIPIENT

REMARKWAY BILL/

INVOICE No.VEHICLE

No.QUANTITY AS PER WAYBILL

ACTUAL QUANTITY RECEIVED

STOCK IN LEDGER

The stock out book – for issuing materials out of the store

NAME OF MATERIAL: MONTH: 100313

REMARK

NB:IN THE EVENT THAT THERE IS EXCESS OR SHORTAGE IN THE QUANTITY DELIVERED OF ANY MATERIAL THE STORE KEEPER MUST NOTIFY THE APPROPIATE AUTHORITY BY MEANS OF A MEMO

DATE REQUISITION NO. PURPOSE OF ISSUE/USAGEACTUAL QUANTITY

ISSUED SIGNATURE OF

ISSUERCLOSING

STOCKNAME OF

ISSUEROPENNING

STOCKNAME OF RECIPIENT

SIGATURE OF RECIPIENT

STOCK OUT LEDGER

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Waybill – for transferring goods from one site to another

WAYBILL NO:

Name: Date:

Address:

Vehicle No: Driver's Name:

QTY DESCRIPTION REMARKS

Received in good order and conditions:

Dispatched by By………………………

Driver's

signature Signature:

Date Date:

A waybill or consignment note is a document issued by a carrier giving details and instructions

relating to the shipment of a consignment of goods. Typically it will show the names of the

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consignor and consignee, the point of origin of the consignment, its destination, route, and method

of shipment, and the amount charged for carriage

Contract name: Inspection Date:

Completion to satisfaction Comment/ Signature of Signature of of client Yes/No Remark Contractor Client

Defects List prepared by:

Contractor's representative(name and signature):

Client's representative(name and signature):

DEFECTS LISTBVL 061

Location Description of defect

Document №

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HEALTH AND SAFETY

Occupational health should aim at: the promotion and maintenance of the highest degree of

physical, mental and social well-being of workers in all occupations; the prevention amongst

workers of departures from health caused by their working conditions; the protection of workers in

their employment from risks resulting from factors adverse to health; the placing and maintenance

of the worker in an occupational environment adapted to his physiological and psychological

capabilities; and, to summarize, the adaptation of work to man and of each man to his job-WHO.

The documents used to ensure the health and safeties of workers on site are:

HEALTH AND SAFETY MANUAL

This is a manual provided by a firm, listing its ways and means of tackling any related health and

safety issues on site .It varies from one firm to the other .It is used on each project undertaken by a

particular firm. This forms part of the administration of the firm on site. It draws down the safety

measures and procedures the firm takes on site. It serves as a guidebook that shows who is in

charge and what to do when related issues are encountered on site. It includes precautions workers

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Material Consumable Report

BVL 005Weekly report from site

from Saturday

to Friday

Reference Description

Date Sitein out

W/bill RMN

Code UnitQ.ty

Amount Remarks

may take to ensure their safety.eg putting on helmets in site. The H&S manual applies to every

person involved in the construction be it on site or in an office.

The purpose of an H&S manual is to prepare individuals involved in case of any emergency.

A typical H&S manual outlines the following task for individuals involved:

Contractor:

Are to follow Contractor Control procedures;

Must adhere to the firm’s emergency procedures;

Must attend to any training required to ensure a safe and healthy environment exists for all;

Must apply all emergency training, equipment and information supplied for relevant tasks;

Must know emergency routes;

Must report any emergency control problems to the firm’s management.

Supervisory Staff/Site Engineer

Must ensure comprehension of, and adherence to, all emergency regulations relevant to the

site;

Emergency training is to be carried out so as to empower the site's personnel to work as a

team in an emergency procedure;

Must gather feedback from the employees on emergency controls;

Must ensure reciprocal feedback from management to employees is given within a

reasonable time;

Must ensure grievance and disciplinary procedures regarding emergency controls are

adhered to;

Must consult with firm’s General Manager if emergency control issues are out of the

supervisor's control.

Employees/labourers19

Must apply all emergency training, equipment and information supplied for relevant tasks;

Must know emergency routes;

Must be able to locate and use emergency equipment relevant to their department;

Must assist the firm’s management to meet regulation, standards and codes of practice;

Must ensure grievance and disciplinary procedures regarding emergency control hazards are

adhered to;

If any emergency control problems are identified, the employee must bring these to the

attention of their supervisor.

One major aspect of an H&S manual is training. This is used to equip the personnel involved with

the necessary skills on how to tackle H&S issues that occur at the workplace. E.g. of training include

the timely identification of need for first aid assistance, and location of first aid trained personnel

and first aid kits.

A typical training aspect of an H&S outlines the following:

All employees shall be appraised in emergency control competencies on induction to their

job. At induction and refresher training, all the employees shall receive training covering the

following areas:

Overview of emergency problems in industry generally;

The effect of emergencies on the body and mind;

Explanation of the risk factors;

Summary of the legislative approach;

Hierarchy of control measures and options for control of risk;

Emergency programmes;

Specific emergency control requirements/procedures in their work area, and their work in

general.

Such training will take into account any emergency issues identified in the work method

statements relevant to the job description;

Special note will be made of any emergency exposure already identified as being of a high risk nature,

especially exposure involving high-risk individuals (for example: fire in the kitchen);

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All personnel must be made aware of grievance and disciplinary procedures regarding H&S

manual, and emergency controls in particular;

All employees shall receive training appraisal at least annually, and where identified, receive

refresher and/or additional training to meet any changed circumstances.

HEALTH AND SAFETY DIARY/RECORDS

This is a site document used in keeping records of all health and safety issues that have occurred on

site such as accidents, injuries, fire etc. This is in a format, which is filled with short detailed notes

on H&S issues that occur on site. This is a private document since they can be medical reports of the

staff.

SITE ACCIDENT REPORT-MONTHLY

PREPARED FOR_____________

PREPARED BY______________

SITE/CONTRACT____________ DATE____________

1 NUMBER OF PERSONNEL(average on site) THIS PERIOD OVERALL

2 NUMBER OF ACCIDENTS REPORTED(requiring an employee to be absent from work for more than 3days)Accident types:a)Persons falling-from scaffolds ,ladders ,roofs etcb)Fall of materials onto personsc)Excavations or tunnel collapsed)Cranes ,hoists ,transport or other plante)Powered hand toolsf)Ordinary hand toolsg)Strains, twisth)Striking or abrasions on objectsi)Burns, scalds or electric shocksj)Others

FATAL NON FATAL

FATAL NON-FATAL

…………….. …………….. …………….. ……………..

…………….. …………….. …………….. ……………..

…………….. …………….. …………….. ……………..

…………….. …………….. …………….. ……………..

3 NUMBER OF MINOR ACCIDENTS(where employees did not have to stay off work more than 3 days)

…………………………………………………………………………

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4 NUMBER OF SITE MAN-HOURS WORKED …………………………………………………………………………

5 NUMBER OF HOURS LOST BECAUSE OF ACCIDENTS

…………………………………………………………………………

SIGNED: _______________

SITE SUPERVISOR________

NOTE: Accident numbers extracted from the ACCIDENT BOOK.FORM 31510 and from ACCIDENT

ENVIRONMENTAL MANAGEMENT PLAN (EMP)

EMP provides a systematic framework and approach to minimize risks and control environmental

aspects (i.e. activities that cause impacts) and impacts (i.e. effect of change to the environment

resulting from an activity).

The EMP provides a description of the methods and procedures for reducing and monitoring

environmental impacts. The EMP also contains environmental objectives and targets which the

project proponent or developer needs to achieve in order to reduce or eliminate negative impacts.

The EMP document can be used throughout the project lifecycle. It should be regularly updated to

remain aligned with the project as it progresses from construction to operation and, finally to

decommissioning.

Three broad categories of EMPs can be recognized in the project lifecycle. They are the construction

phase EMP, the operational phase EMP and the decommissioning phase EMP.

The objectives of these EMPs are all the same, namely to:

* identify the possible environmental impacts of the proposed activity; and

* develop measures to minimize, mitigate and manage these impacts.

The difference between these EMPs is related to the difference in mitigation actions required for

the different stages of the project cycle.

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BILL OF QUANTITIES

A quantity surveyor prepares the bill of quantities and manages all costs relating to the building

projects, from the initial calculations to the final figures. Surveyors seek to minimize the costs of a

project and enhance value for money, while still achieving the required standards and quality. Many of

these are specified by statutory building regulations which the surveyor needs to understand and

adhere to.

A quantity surveyor may work for either the client or the contractor, working on site or in an office.

Purpose of a Bill of Quantities

Once a contract is awarded, the priced bill of quantities provides:

1. The means by which the works can be valued and paid for during construction.

2. Materials schedule are prepared from the BOQ as well as labour schedule.

3. Depending upon the form of contract that is used, the basis for determining the changes in

prices arising from changes to the scope of work or delays and disruptions.

4. Basis for the preparation of certificate of payment.

Below is an example of the measured section of the Bills of Quantities.

ITEM DESCRIPTION QUANTITY UNITRATE(¢)

AMOUNT(¢)

INTERIM PAYMENT CERTIFICATES

The INTERIM PAYMENT CERTIFICATES are documents stating the amounts which shall be paid to

the Contractor in a period of time stated in the contract other than the final payment certificates. They

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are called interim because they can be revised in any other future INTERIM PAYMENT CERTIFICATE up

until the Final Payment Certificate.

APPLICATION AND ISSUE OF INTERIM PAYMENT CERTIFICATES

The INTERIM PAYMENT CERTIFICATES are the certificates issued by the consultant, based on the

Contractor's Interim Payment Applications. The contractor’s application for an intern payment

certificate must be accompanied by such evidence of the work done as the client or client’s

representative or consultant may require. As the consultant will need to satisfy itself as to whether the

amount applied for is fair and reasonable in all the circumstances, it should specify in advance what

documentary and other evidence it will require to accompany the application in order that it may be

certified. This may include copies of invoices, detail of hours worked by the various grades of

employees, etc. If the contractor by its application is making a claim for additional payment, then it

must provide the particulars necessary to enable the consultant to assess the claim. The consultant is

entitled to satisfy itself that the payment is in fact due. E.g. the consultant is entitled to reimbursement

by the consultant of import duties paid for importation of a plant into the country where the site is

located. Receipts for the payments made must be provided.

Within each contract there will be clauses which set out the criteria under which interim

payments will be made and the timing of these payments. Paying the INTERIM PAYMENT CERTIFICATES

after this period stated in the contract entitles the contractor to be paid financial charges for the

amount not paid. This period of time in which the INTERIM PAYMENT CERTIFICATES are to be paid is

included, usually, in the Appendix to Tender or in Contract Data, and is named, in some forms of

contracts, the PERIOD FOR HONOURING CERTIFICATES. Basically construction contracts commonly

provide for “progress payments”, based on “interim payment certificates” issued by an agent of the

employer (often an architect, engineer or other professional) as the work proceeds.

It is a matter of fact whether payment for work carried out is a statement of acceptance or

approval. Most contract provisions for interim certification and payment are based on cumulative

valuation of work done, and are only for payments on account. They are neither binding nor conclusive

of acceptance of the work. In other words, it certifies the value of the work done; it doesn’t prove that

the contractor has complied with all the terms of the contract. The employer is still free to raise issues

of defective work or any other breach of contract.

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LABOUR AND MATERIAL SCHEDULES

This process requires constant monitoring to ensure efficient work practices. It is important to record

and track costs as they are incurred.

Labour and material schedules can be used for ordering as part of monitoring of a building project.

The building contract is the starting point for finding information about materials and labour to be used

on a project.

The information in the contract provides details of what is needed for the project. Everything is written

down so that the client and the builder are both clear about the expected outcome of the project. This

reduces the chance for uncertainty or disputes which can lead to delays.

Theses schedules can be used to track materials and labour required for each task. Too much

information on the schedule would make it too difficult to read. Information on when labour and

materials are needed is critical to the success of a project. This kind of information is often tracked on

call forward sheets.

Material Schedules

The material schedule contains information on the supplier, quantity and cost of materials needed for

the project. This is important for preparing purchase orders. The basic data can be obtained from the

bill of quantities. The contractor can predict the delivery periods and the amount or size of the site

space and/or accommodation required

Specialised material such as doorknobs from Italy may take weeks to arrive. Call forward sheets can be

used to show when materials need to be ordered to make sure they are on-site when required.

The timing of the delivery of materials is important to avoid too much material cluttering the site and

making it difficult to work, but on the other hand material schedules makes sure materials are there

when they are needed.

MATERIALS SCHEDULE/REQUISITION

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Contract: No:

Job no: Date:

Prepared by:

Bill/programme

ref.

Description Quantities Delivery Remarks/Diagrams

Labour Schedules

A labour schedule shows the timing of the physical working hours of staff and sub-contractors.

The information about sub-contractors may be included in the labour schedule to ensure it is quickly

and easily accessible. It also helps to identify if workers for any specific work needed to be done on site.

PLANT AND EQUIPMENT SCHEDULE/REQUISITION

Contract: No:

Job no: Date:

Prepared by:

Plant type and

equipment

Dates Required Plant hire

firm/supplier

Remarks

Date on-site Date off-site

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PROGRESS REPORT

This is a written document unleashing the work accomplished in a construction project during a specific

period of time. It could be a daily report, monthly report etc. depending on the requirements of the

contract and organizations associated with the project.

In short this is a document that records everything that has to do with job progress on site so that work

on site will be conducted properly to ensure that it is completed at the right time, quality and the within

the accepted budget.

The document is consequential piece which communicates to other stakeholders on the advancement

made i.e. whether work is on course or behind schedule. It could also be an important piece in tracking

activities and making references.

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Project Status Report BVL 053 

Period under review Start End

Site

Site Sup: Site Manager's Name

Task under review

-from project construction programmer-Ref.

Schedule

Previous Actual Schedule

Task….        

Issues:  

Prepared by: Signed by:  

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WORK MANAGEMENTThis part of the site is consist of the site engineers, mason, and labours and the document used within

themselves as record and documentation of work done for a certain period of time

CONFIRMATION OF VERBAL INSTRUCTION

Under the JCT 2005 Standard Building Contract there is the facility for instructions to be issued

orally by the architect/contract administrator as well as in writing. In this situation the contractor is to

confirm the oral instruction (more commonly referred to as a verbal instruction) to the

architect/contract administrator within seven days of receiving the verbal instruction. If the

architect/contract administrator does not dissent from that confirmation within seven days from

receipt of the written confirmation, the instruction then takes effect. Oral confirmation sheets (also

referred to as confirmation of verbal instruction, or CVI sheets) are frequently used by contractors

operating under this (and similar forms of contract. When the Contractor requests confirmation of

agreements and instructions developed in negotiation with the Owner. Agreements must be able to be

quantified using existing contract procedures and will, in the vast majority of cases, not impact contract

time and cost. When time and/or cost are impacted, they must be clearly spelled out in the COVI.

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VARIATION OF INFORMATION30

COMPANY NAME

Confirmation of Verbal

Instruction (CVI)NO_

  Project No.    

  Project Name    

  CVI number    

  Work section    

  Date    

  Detail of Verbal Instruction given                              

  Oral Instruction Issued By:  

  Sketch here if required  

  Signed on Behalf of Client: …………………………………  

  Signed on behalf of consultant …………………………………  

Variations to a contract may be additions to or deductions from the works to be executed.

Variations are generally requested by the client or the architect but may be generated by the builder

due to unforeseen circumstances or at the request of the principal certifying authority. It is preferable

to have variations approved prior to their execution. Variation may in two forms either minor or major.

A minor variation is a minor modification, addition, or variation to a building consent that does deviate

significantly from the plans and specifications to which the building consent relates. A Major variation is

one which makes major modifications to the building, there increasing the cost significantly. Keep track

of any variations that might occur whether major or minor variations are made. This might have an

enormous effect on the cost of the structure. As they say “little drops of water make a mighty ocean”.

Variations are submitted by the contractor to the client who in turn approves it for work to proceed.

REQUEST FOR INFORMATION

The construction documents (agreement, drawings and specifications) developed by the Engineer,

document the conditions agreed upon between the Owner and the Contractor. These documents

reflect the understanding that each party has with regard to constructing the Project they represent. If

every set of Construction Documents were clear, unambiguous, and complete, interpretation would be

unnecessary, as the intent and understanding of the parties would be self-evident. Unfortunately, this is

not always the case. In most Construction Documents, it is inevitable that the agreement, drawings, and

specifications will not adequately address every single matter. There may be gaps, conflicts, or subtle

ambiguities. The goal of the Request for Information (RFI) is to act as a partnering tool to resolve these

gaps, conflicts, or subtle ambiguities during the bidding process or early in the construction process to

eliminate the need for costly corrective measures. Should the response to the RFI lead to additional

work during the construction process that represents added value, which cannot be reasonably worked

out in the early stages of the performance of the work, than a formal claim can be made? The general

contractor submits the request and the architect responds to the request.

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DAILY SITE REPORT

Day–to-day records of Project activity and progress are extremely important. The Project Manager

(PM) is responsible for ensuring Project Records are kept, and that they are accurate and adequate

records of the progress of the Project. It is very important to record each day. Work and the resources

used for activities especially those that are impacting the Project schedule. This needs to be done daily.

It is often beneficial to augment the record of events or situations with sketches, pictures, videotape

recordings, or other methods. On large Projects, each Inspector assigned to a major operation must

keep a separate General Daily Progress Report or diary. The PM and other key Project personnel must

record Project information, including:

Weather, Contractor personnel, and Equipment (including a list of Equipment down time and

Subcontractors).

Location and description of the Work and estimated quantities performed that day.

Arrivals and departure of major Equipment.

Condition of traffic control and Roadway. Also record significant changes or problems with

traffic control and devices.

Significant communications with the Contractor, especially those pertaining to Work schedule,

Work methods, Materials, or payment.

Orders and directives given the Contractor. The PM must also send a memo or letter to confirm

significant verbal instructions or agreements.

References to significant letters, minutes of meetings and attendees, reports, photographs,

telephone conversations, etc.

Disagreements with the Contractor over Work quality or performance, including rejected Work

or Materials. List reasons for disagreement, and specific reasons why Work and/or Materials

were rejected.

Delays, difficulties, accidents, Utility damages, and other unusual conditions. Describe factors or

conditions that may hinder the Contractor’s operations and cause delays. Also include the time

of suspending or resuming Work and explanations.

Comparison between scheduled Work activities (from Contractor’s schedule) and actual Work

activities. Explain differences.

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Significant visits or communications within Agency or with FHWA, Utilities, local officials, or

property owners.

Days or periods when no Work is in progress or no Work was accomplished and reasons why.

The diaries and daily or other reports are meant to supplement each other and do not need to contain

identical information. The daily diaries and reports are considered public records. Include only factual

information in them. Do not include personal remarks and opinions regarding operations and/or

personnel on the Project.

Submit the original General Daily Progress Reports and Project Manager Diaries with the final Project

documentation. Arrange the reports in chronological order and assemble them into pads.

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34

Site Diary BVL 007

  Project No.   Weather  

  Project Name   Morning Afternoon  

  Client        

  Labour Force BVL SUBs Delays, Hindrances, Disruption encountered today  

  Foremen      

  Headmen      

  Masons      

  Carpenters      

  Steel benders     Alterations or additions requested (stated by Whom)  

  Labourers      

  Plant opt and mates      

  Drivers      

  Painters      

  Plumbers     Other relevant recordings for the day  

  electricians      

  Security      

  Office staff      

  Description of Work Commenced                                  

  Description of Work Completed                                      

Instruction

From                

Drawings

From                  

DAILY SITE REPORT 1000051

LOCATION

:DATE:

STOPPIN

G TIME

NO_ OF

WORKERS

MATERIAL

USED

PLANT/

EQUIPMENT USED WEATHE

R

COMMENT

SCATEGORY

NO

_

TYP

E

QT

YTYPE HOURS

35

OFFICE

USE

ONLY

CHECKED BY

………………………………………………. REMARKS ………………………………………………………………….

(PE/QS) (PM)

WEATHER CHART

Weather is one major concern during construction. It can make or break a project. If the project will be

on going during the rainy season here in Ghana, one must be very careful when mixing concrete,

because the concrete might end up with higher moisture content than needed. Which is not good for

36

concrete, this is where the weather chart comes into play. The weather chart will be able to forecast

the type of weather that is expected maybe for the coming month. This will help the engineers to plan

as to how they are going to go about doing the work. They will be able to know which days it will not

rain so that if any concrete work must be down it might be done on that day.

CONCLUSION

Relay of information is very important in projects and therefore effective communication is essential in

its organization. To reduce the risk of litigation within contracts, all information is to be documented

and the above documents exist to check that.

REFERENCES

Modern Construction management. By; Frank Harris and McCaffer 5th Edition

Construction Technology. By; Roy Chudley, Roger Greeno. 3rd edition

PMP Project Management Professional Study Guide. by Joseph Phillips

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