ConsMan Midterm Notes PDF

PRE CONSTRUCTION The pre-construction stage begins when the owner gives a notice to proceed to the contractor that they have chosen through the bidding process. A notice to proceed is when the owner gives permission to the contractor to begin their work on the project. The first step is to...

PRE CONSTRUCTION The pre-construction stage begins when the owner gives a notice to proceed to the contractor that they have chosen through the bidding process. A notice to proceed is when the owner gives permission to the contractor to begin their work on the project. The first step is to assign the project team which includes the project manager (PM), contract administrator, superintendent, and field engineer. Project manager: The project manager is in charge of the project team. Contract administrator: The contract administrator assists the project manager as well as the superintendent with the details of the construction contract. Superintendent: It is the superintendent's job to make sure everything is on schedule, including the flow of materials, deliveries, and equipment. They are also in charge of coordinating on-site construction activities. Field engineer: A field engineer is considered an entry-level position and is responsible for paperwork. During the pre-construction stage, a site investigation must take place. A site investigation takes place to discover if any steps need to be implemented on the job site. This is in order to get the site ready before the actual construction begins. This also includes any unforeseen conditions, such as historical artifacts or environmental problems. A soil test must be done to determine if the soil is in good condition to be built upon. Procurement The procurement stage is when labor, materials and equipment needed to complete the project are purchased. This can be done by the general contractor if the company does all their own construction work. If the contractor does not do their own work, they obtain it through subcontractors. Subcontractors are contractors who specialize in one particular aspect of the construction work such as concrete, welding, glass, or carpentry. Subcontractors are hired the same way a general contractor would be, which is through the bidding process. Purchase orders are also part of the procurement stage. Purchase orders: A purchase order is used in various types of businesses. In this case, a purchase order is an agreement between a buyer and seller that the products purchased meet the required specifications for the agreed price. The construction stage begins with a pre-construction meeting brought together by the superintendent (on an American project). The pre-construction meeting is meant to make decisions dealing with work hours, material storage, quality control, and site access. The next step is to move everything onto the construction site and set it all up. A contractor progress payment schedule is a schedule of when (according to project milestones or specified dates) contractors and suppliers will be paid for the current progress of installed work. Progress payments or interim payments are partial payments for work completed during a portion of a construction period, usually a month. Progress payments are made to general contractors, subcontractors, and suppliers as construction projects progress. Payments are typically made on a monthly basis but could be modified to meet certain milestones. Progress payments are an important part of contract administration for the contractor. Proper preparation of the information necessary for payment processing can help the contractor financially complete the project. Owner Occupancy Once the owner moves into the building, a warranty period begins. This is to ensure that all materials, equipment, and quality meet the expectations of the owner that are included within the contract. Warranties When people in the construction industry refer to 'warranties', they are probably referring to an obligation that arises from a document that has been signed or issued by the warrantor. Alternatively, they might be referring to a warranty that arises under statute or is implied by law. Issues Resulting from Construction Dust and mud When construction vehicles are driving around a site or moving earth, a lot of dust is created, especially during the dryer months. This may cause disruption for surrounding businesses or homes. A popular method of dust control is to have a water truck driving through the site spraying water on the dry dirt to minimize the movement of dust within and out of the construction site. When water is introduced, mud is created. This mud sticks to the tires of the construction vehicles and is often led out to the surrounding roads. A street sweeper may clean the roads to reduce dirty road conditions. Environmental protections Storm water pollution: As a result of construction, the soil is displaced from its original location which can possibly cause environmental problems in the future. Runoff can occur during storms which can possibly transfer harmful pollutants through the soil to rivers, lakes, wetlands, and coastal waters. Endangered species: If endangered species have been found on the construction site, the site must be shut down for some time. The construction site must be shut down for as long as it takes for authorities to make a decision on the situation. Once the situation has been assessed, the contractor makes the appropriate accommodations to not disturb the species. Vegetation: There may often be particular trees or other vegetation that must be protected on the job site. This may require fences or security tape to warn builders that they must not be harmed. Wetlands: The contractor must make accommodations so that erosion and water flow are not affected by construction. Any liquid spills must be maintained due to contaminants that may enter the wetland. Historical or cultural artifacts: Artifacts may include arrowheads, pottery shards, and bones. All work comes to a halt if any artifacts are found and will not resume until they can be properly examined and removed from the area. Construction Activity Documentation Project meetings take place at scheduled intervals to discuss the progress on the construction site and any concerns or issues. The discussion and any decisions made at the meeting must be documented. Diaries, logs, and daily field reports keep track of the daily activities on a job site each day. Diaries: Each member of the project team is expected to keep a project diary. The diary contains summaries of the day's events in the member's own words. They are used to keep track of any daily work activity, conversations, observations, or any other relevant information regarding the construction activities. Diaries can be referred to when disputes arise and a diary happens to contain information connected with the disagreement. Diaries that are handwritten can be used as evidence in court. Logs: Logs keep track of the regular activities on the job site such as phone logs, transmittal logs, delivery logs, and RFI (Request for Information) logs. Daily field reports: Daily field reports are a more formal way of recording information on the job site. They contain information that includes the day's activities, temperature and weather conditions, delivered equipment or materials, visitors on the site, and equipment used that day. Labor statements are required on a daily basis. Also list of Labor, PERT CPM are needed for labor planning to complete a project in time. Resolving Disputes Mediation: Mediation uses a third party mediator to resolve any disputes. The mediator helps both disputing parties to come to a mutual agreement. This process ensures that no attorneys become involved in the dispute and is less time-consuming. Minitrial: A minitrial takes more time and money than a mediation. The mini trial takes place in an informal setting and involves some type of advisor or attorney that must be paid. The disputing parties may come to an agreement or the third party advisor may offer their advice. The agreement is nonbinding and can be broken. Arbitration: Arbitration is the most costly and time-consuming way to resolve a dispute. Each party is represented by an attorney while witnesses and evidence are presented. Once all information is provided on the issue, the arbitrator makes a ruling which provides the final decision. The arbitrator provides the final decision on what must be done and it is a binding agreement between each of the disputing parties. Business Model The construction industry typically includes three parties: an owner, a licensed designer (architect or engineer) and a builder (usually known as a general contractor). There are traditionally two contracts between these parties as they work together to plan, design and construct the project. The first contract is the owner-designer contract, which involves planning, design, and construction contract administration. The second contract is the owner-contractor contract, which involves construction. An indirect third-party relationship exists between the designer and the contractor, due to these two contracts. An owner may also contract with a construction project management company as an adviser, creating a third contract relationship in the project. The construction manager's role is to provide construction advice to the designer, design advice to the constructor on the owner's behalf and other advice as necessary. Design, bid, build contracts The phrase "design, bid, build" describes the prevailing model of construction management, in which the general contractor is engaged through a tender process after designs have been completed by the architect or engineer. Design-build contracts Many owners - particularly government agencies - let out contracts known as design-build contracts. In this type of contract, the construction team (known as the design-builder) is responsible for taking the owner's concept and completing a detailed design before (following the owner's approval of the design) proceeding with construction. Virtual design and construction technology may be used by contractors to maintain a tight construction time. Architect and Engineers Work inspection Change orders Review payments Materials and samples Shop drawings Three-dimensional image Agency CM Construction cost management is a fee-based service in which the construction manager (CM) is responsible exclusively to the owner, acting in the owner's interests at every stage of the project. The construction manager offers impartial advice on matters such as: Optimum use of available funds Control of the scope of the work Project scheduling Optimum use of design and construction firms' skills and talents Avoidance of delays, changes and disputes Enhancing project design and construction quality Optimum flexibility in contracting and procurement Cash-flow management Comprehensive management of every stage of the project, beginning with the original concept and project definition, yields the greatest benefit to owners. As time progresses beyond the pre-design phase, the CM's ability to effect cost savings diminishes. The agency CM can represent the owner by helping select the design and construction teams and managing the design (preventing scope creep), helping the owner stay within a predetermined budget with value engineering, cost-benefit analysis and best-value comparisons. The software-application field of construction collaboration technology has been developed to apply information technology to construction management. CM at Risk CM at-risk is a delivery method which entails a commitment by the construction manager to deliver the project within a Guaranteed Maximum Price (GMP). The construction manager acts as a consultant to the owner in the development and design phases (preconstruction services), and as a general contractor during construction. When a construction manager is bound to a GMP, the fundamental character of the relationship is changed. In addition to acting in the owner's interest, the construction manager must control construction costs to stay within the GMP. CM at-risk is a global term referring to the business relationship of a construction contractor owner and architect (or designer). Typically, a CM at-risk arrangement eliminates a "low-bid" construction project. A GMP agreement is a typical part of the CM-and-owner agreement (comparable to a "low-bid" contract), but with adjustments in  responsibility for the CM. The advantage of a CM at-risk arrangement is budget management. Before a project's design is completed (six to eighteen months of coordination between designer and owner), the CM is involved with estimating the cost of constructing a project based on the goals of the designer and owner (design concept) and the project's scope. In balancing the costs, schedule, quality and scope of the project, the design may be modified instead of redesigned; if the owner decides to expand the project, adjustments can be made before pricing. To manage the budget before design is complete and construction crews mobilized, the CM conducts site management and purchases major items to efficiently manage time and cost. A. Advantages CM is working "at risk", therefore have incentive to act in the owner's interest, as well as to efficiently manage construction costs, considering they would be liable for any amount in excess of the GMP Ability to handle changes in design or scope B. Drawbacks If a cost overrun occurred, it could cost the CM a great deal of money The CM is allowed some mistake-related contingency, therefore there is a possibility that they will compensate by reducing the scope of the work to fit the GMP Since the GMP is settled before design begins, it is difficult for owners to know whether they received the best possible bid. C. Bottom line An at-risk delivery method is best for large projects-both complete construction and renovation-that are not easy to define, have a possibility of changing in scope, or have strict schedule deadlines. Additionally, it is an efficient method in projects containing technical complexity, multi-trade coordination, or multiple phases. Accelerated Construction Techniques Starting with its Accelerated Bridge Program in the late 2000s, several Government and Private agencies began employing accelerated construction techniques, in which it signs contracts with incentives for early completion and penalties for late completion, and uses intense construction during longer periods of complete closure to shorten the overall project duration and reduce cost. PRE-CONSTRUCTION MEETING What Is a Pre-Construction Meeting? A pre-construction meeting is a meeting in which the client and project team, which includes the construction company’s personnel, consultants, and contractors, get together to establish authority and communication, clarify responsibilities, identify potential issues, and plan for a successful project before hitting the jobsite. Pre-construction meetings are held between builders, contractors, subcontractors, and other essential personnel prior to a construction project's start date to go over important information and the project timeline. Ensure all parties have a chance to voice concerns and request changes Establish a chain of communication and command Ensure everyone involved with the project is aware of their responsibilities Help avoid potential conflicts and miscommunication once the project begins Who Runs a Pre-Construction Meeting? The construction project manager typically runs the pre-construction meeting. The project manager will be responsible for gathering all of the key stakeholders and setting the agenda for the meeting Why Are Pre-Construction Meetings Important? Pre-construction meetings are important for four main reasons: 1. Ensures all parties have a chance to voice concerns and request changes: This is an opportunity for key stakeholders to raise any concerns in the interests of construction risk management. Whether anyone has questions about site conditions or wants to make revisions to the scope of work involved, a pre-construction meeting provides the right forum and perfect timing to do so. Once the project begins, it’s hard to make significant changes. 2. Establishes a chain of communication and command: The pre-construction meeting should establish who is in charge and who reports to whom. This ensures no communication breakdowns during the project. 3. Ensures everyone involved with the project is aware of their responsibilities: A good pre-construction meeting will ensure that everyone understands what their role is in the project, and it gives them an opportunity to ask clarification questions. 4. Helps avoid potential conflicts and miscommunication once the project begins: While miscommunication is inevitable during any construction project, an effective pre-construction meeting will limit them by ensuring everyone is on the same page. How to Prepare for a Pre-Construction Meeting? All parties involved in a pre-construction meeting should be ready to discuss the agenda items and come prepared to talk over their responsibilities. The more prepared everyone is, the more efficient and effective the meeting will be. Also, everyone should be as transparent as possible during the meeting to ensure everyone’s needs are met. 1. Prepare Questions Before the Meeting Happens By preparing questions beforehand, you can ensure you don’t forget to ask those critical questions before the meeting ends. Whether you have concerns about the timeframe or construction schedule or just questions about shop drawings, gather your questions before you get to the meeting. SAMPLE QUESTIONS TO ASK AT A PRE-CONSTRUCTION MEETING Are there any changes you want to make? Do you have any questions about finishes or materials? Do you know who to contact for updates on the project? Are you happy with the plans as shown? Is the budget still as planned? What are the main project milestones? Who is the main person to contact for each project?  2. Gather All Important Documents, Blueprints, and Building Plans Having all necessary documentation on hand is very important for a pre-construction meeting. These documents could be sent electronically beforehand depending on the preference of the builder or client, but they should still be brought to the meeting in case you need to pull them up for quick reference Here are a few examples of some documents you might consider bringing to the meeting: Project schedule Building material cost estimates Drawings and blueprints Site-specific safety plan Building permits Worker payment schedules 3. Finalize All Visual Aids A builder or contractor should bring diagrams, videos, and other visual aids to the pre-construction meeting. These visual aids are a great supplement to the information found in your documentation and help the team come up with more specific questions. It depends entirely on the project. For example, if you are remodeling a home, you could include a video walkthrough of the finished design, but if you were building a new parking structure, that might not be necessary. 4. Send a Copy of the Agenda Before the Meeting It is vital to send a copy of the agenda to the entire team before you start the meeting. This helps them to make their own preparations for the meeting, such as coming up with questions or being prepared to talk briefly about their own role when they are called upon. You should also send it to those who will not be at the meeting but are still invested in the project’s success. Pre-construction meeting agendas will vary based on the project. However, most pre-construction meetings should cover the following to ensure everyone is aware of what to expect once building begins. Go over all important documents and contracts with the client. Go over payments, safety plans, inspection plans, and permits. Ensure all parties are aware of the project timeline and schedule. Review and finalize the design. Discuss any potential issues and resolutions. Open the floor for questions. Walk the site or lot with everyone in attendance. Ensure all contractors and subcontractors understand their role and responsibilities in the project. Can You Make Changes after a Pre-Construction Meeting? If there are changes during the pre-construction meeting, make simple changes promptly. You generally should not submit major change orders after a pre-construction meeting because it can inflate the budget, slow down the project timeline, or even require you to hire more workers. You will need to think over the results of the meeting and carefully decide on what changes should be implemented and which should not. While verbal changes may speed up the process, any new changes should be made in writing and may require getting new signatures PERSONALITIES INVOLVED IN CONSTRUCTION CONSTRUCTION WORK PERSONAL TOOLS AND PERSONALITY DESCRIPTION PROTECTIVE EQUIPMENT USED OR INDIVIDUAL EQUIPMENT Project manager is the main technical representative of the project proponent. He reports directly to the project proponents and reports its progress PROJECT independently from the construction manager’s point Laser pointer MANAGER of view. He usually has a support technical working Hard hat Binoculars Camera group under his management. He is entitled for a working office at the jobsite. Hard hat Develop and prepare plans, communicate the plans Safety shoes Laser pointer ARCHITECT and oversee the execution on site. Architects must be Other PPEs Binoculars (optional) involved in the project from start to finish to ensure depending on the Camera that the client’s vision as reflected in the plan will be area to be implemented. inspected MEP/FPS This comprises the major stakeholders of the design ENGINEERING group and usually attends regular on-site meetings as Hard hat Laser pointer CONSULTANTS called for by the construction manager This is another major player in the construction stage wherein he is responsible for the design of the LANDSCAPE landscaping within or around the building premises. Hard hat Laser pointer ARCHITECT He oversees the implementation and turnover of the particular work. This consultant is responsible for the detailed design INTERIOR of the interior spaces within the building. From DESIGNER furnishing, art décor, lighting, and furniture. He works Hard hat in coordination with the architect. Responsible for overseeing the entirety of the project Camera CONSTRUCTION from start to finish. They are responsible for planning, Hard hat Laser pointer MANAGER budgeting and overseeing the progress of the project. Safety shoes Binoculars (optional) He represents the building contractor and is solely High visibility vest Two Way Radio responsible for the company. Aspect Project Manager Construction Manager Involvement Phase All phases (preconstruction to close-out) Primarily during the construction phase Focus Overall project management On-site execution of construction Communication Liaison for all stakeholders Direct communication with site workers Decision-Making Broader decisions affecting budget/scope Decisions related to daily operations Legal Compliance Ensures compliance across all phases Ensures compliance during construction  CONSTRUCTION WORK PERSONAL TOOLS AND PERSONALITY OR DESCRIPTION PROTECTIVE EQUIPMENT USED INDIVIDUAL EQUIPMENT SITE Keeps track of the going on at the site and keeps Hard hat Safety Two-way radio SUPERINTENDENT all site works running smoothly. Directly under him shoes High Megaphone are Foreman of each trade of work. visibility vest Measure tape SITE ARCHITECTS Responsible for solving engineering immediate Hard hat Safety Two-way radio & ENGINEERS issues directly and updating engineering plans shoes High Measure Tape according to actual issues resolved. Prepare report visibility vest Clipboard Camera of daily activity related to their trade Aspect Project Manager Construction Site Superintendent Site Architect Manager Involvement Phase All phases Primarily during the Primarily during the Primarily during the (preconstruction to construction phase construction phase construction phase close-out) Focus Overall project On-site execution of Daily operations on Architectural integrity management construction the construction sit and compliance Responsibilities - Develops project plans - Oversees multiple - Directly supervises - Reviews and timelines projects daily activities architectural designs - Manages budgets and - Manages - Conducts safety for compliance resources subcontractors and inspections - Conducts site - Coordinates with all labor - Manages inspections to ensure stakeholders - Ensures safety and subcontractors adherence to plans - Ensures compliance quality standards on-site - Coordinates with with regulations - Coordinates - Reports on progress contractors on design logistics and and issues related issues schedules - Provides solutions for design challenges on-site Communication Liaison for all Direct communication Main point of contact Collaborates with stakeholders with site workers for on-site workers project managers and contractors Decision-Making Broader decisions Decisions related to Main point of contact Decisions regarding affecting budget/scope daily operations for on-site workers design implementation and modifications Legal Compliance Ensures compliance Ensures compliance across all phases during construction CONSTRUCTION WORK PERSONAL TOOLS AND PERSONALITY DESCRIPTION PROTECTIVE EQUIPMENT USED OR INDIVIDUAL EQUIPMENT CONSTRUCTION Responsible for the complete scheduling of Hard hat CPU SCHEDULER construction activities from start to completion. Make Safety shoes Calculator Scientific adjustments in the schedule due to site condition High visibility vest changes but as much as possible maintain the scheduled delivery of the project. SAFETY OFFICER Responsible for the safety of the construction Hard hat Clipboard premises, conducts toolbox tips to workers, planning Protective Gloves First Aid Kit of various safety measures as the project progresses. Safety shoes Two-way radio Ensure the site is capable of addressing emergency High visibility vest situations. CAD/BIM Usually in groups or teams that are responsible in the CPU OPERATOR production of progress as-built, revisions, and alternative design for approval to the Architect or Engineer. Prepares 3D drawings of MEP routes and layouts within the context of a given space. QUANTITY A technical person/s responsible for estimating the Hard hat CPU SURVEYOR required quantities of materials for the project. He is Safety shoes Scientific calculator also responsible to adjust his estimates should there High visibility vest be changes at the site. CLERK OF WORK A construction clerk of work group or team are Optional: Hard hat CPU Printer Scanner responsible for the daily administrative support group PPE Vest Binder Photocopier of the managers, mostly paper work, received and Whiteboard transmit documents and administer meetings for the construction group. Part of the team maybe task to canvas materials or sourced out suppliers and subcontractors. SURVEYOR He initially conducts land survey to set landmarks that Hard hat Surveyor logbook will determine the accuracy of the site boundaries, Protective Gloves Digital Transit building footprints, building vertical settings and Safety shoes Calculator building floor to floor levels. High visibility vest Two Way radio Safety glasses CONSTRUCTION Head of the workers in the field. He oversees the Hard hat Measure Tape FOREMAN project on site (on micro level) and tracks worker’s Protective Gloves Levelling bar timecard. Make sure that the task under his trade are Safety shoes Laser pointer on schedule. He is the direct response for any High visibility vest problem or injuries that occur on the jobsite Safety glasses CARPENTER Builds or assemble any woodworking items in the Hard hat Vertical plumb site. From rough carpentry to finishing carpentry. Protective Gloves Hammer Large and Safety shoes short wood saw High visibility vest Screwdrivers set Safety glasses Measure tape Drill set MASON Masons are responsible basically for the installation Hard hat Trowels of concrete blocks, plaster works, tileworks and Protective gloves Leveling bar everything that involves work that uses concrete. Safety shoes Chisel PPE Vest Sponge spreader Safety Glasses Jointer Hammer Tile cutter CONSTRUCTION WORK PERSONAL TOOLS AND PERSONALITY DESCRIPTION PROTECTIVE EQUIPMENT USED OR INDIVIDUAL EQUIPMENT ELECTRICIAN Responsible in the installation of all wiring devices, Hard hat Wire strippers cables, breakers, and all other electrical devices and Protective gloves Pliers (all types) lighting fixtures and fittings. Safety shoes Multi-tester PPE Vest Soldering Iron Safety Glasses Rubber sleeves PLUMBER Responsible in the laying, joinery and installation of Hard hat Pressure Tester all types and sizes of plumbing pipes, sanitary fittings, Protective gloves Pliers All types of mechanical valves, fixtures, and everything that Safety shoes wrench involves sanitary and plumbing works at the PPE Vest Hack saw construction. Safety Glasses Hose cutter WELDER Special trade person responsible for steel joinery as Protective welding Welding machine mandated by the plans using special equipment. face shield Hammer Leather apron Safety shoes Leather gloves Rubber sleeves STEELMAN Responsible for the erection of the structural rebars Body harness Waist bag for tie wire on all structural members of the building in Reflective vest Measure tape accordance with the cutting list prepared by the Hard hat in-house cad engineers at the site. Safety shoes Protective gloves TOWER CRANE Responsible for the operation of the tower crane and Hard hat Tower crane OPERATOR oversee the maintenance of the equipment he Safety shoes Two-way radio operates. High visibility vest HEAVY Responsible for the operation, maintenance and Hard hat Heavy equipment EQUIPMENT safekeeping of construction heavy equipment and Protective Gloves OPERATOR generators. Safety shoes High visibility vest ALIMAC LIFT Responsible in the operation, maintenance, and Hard hat Alimak lifter OPERATOR safety of the Lifter. Transport construction workers Protective Gloves Two-way radio and light hand tools to specific floor in the jobsite. Safety shoes High visibility vest SECURITY Ensures the construction site premises are secured to Hard hat Whistle OFFICER maintain unauthorized person from the site and Safety shoes Two-way radio implement the correct flow of deliveries. Record the High visibility vest Truncheon’ Handgun egress and entry of workers and other items that First Aid pack passes thru the security gate. TIME KEEPER a clerical specialist who deals with sensitive Hard hat Digital clock documents and focuses on recording and reporting Safety shoes Analog clock information on workers' working hours and work High visibility vest Time recorder rates. TOOL KEEPER Responsible for the safe keeping, inventory, and Reflective vest Logbook maintenance of special tools such as transits, die Safety shoes tools, fusion weld tool, two-way radios, keys to heavy equipment's, vernier calipers, lathe machines, impact drills, and various hand tools. WAREHOUSE Responsible for the inventory, safekeeping of Reflective vest Logbook MAN construction materials, and large construction tools Safety shoes CPU (jack hammers, compressors, metal formworks, CCTV scaffoldings, etc.). SCAFFOLDING & Responsible for the erection of the structural rebars Body harness Wrench FORMWORKS on all structural members of the building in Reflective Vest Two-way radio accordance with the cutting list prepared by the Safety shoes in-house cad engineers at the site. Protective gloves Safety glasses GLAZIER Specialized person to install factory pre-cut glass to a Hard hat Sealant gun specific area. Work also includes the installation of Protective gloves Suction lifter window assembly that includes the glazing. He is also Safety shoes responsible for the installation and sealing of glass to PPE Vest glass façade. Safety Glasses BUILDING SKIN This group of person are responsible for the Hard hat Gondola basket SPECIALIST installation, erection, fabrication of various materials Protective gloves Special tools that involves the building envelope or skin. Safety shoes Sealant gun PPE Vest Two-way radio Safety Glasses Body harness STRUCTURED This group is responsible for all network cabling Hard hat CABLING within the building. It covers data, voice, alarm, PPE Vest NETWORK security, and other ancillary features of the building as Safety shoes SPECIALIST envisioned by the architect. Safety eyeglasses PRECAST This group is responsible for the fabrication, erection Hard hat Two way radio CONSULTANT and installation of all precast concrete work as called Protective gloves Crane for in the scope of work. Safety shoes PPE Vest Safety Glasses BMS This group is responsible for the integration of all Hard hat CPU SPECIALISTS building amenities, called Building Management PPE Vest Meter tester System, into one room that is monitored by a group of Safety shoes Special testing building maintenance, security and technical Safety eyeglasses equipment personnel. All the building amenities are integrated Program into a computerized network to give the personnel of Two-way radio the overall picture of the building performance. PERSONAL PROTECTION EQUIPMENT (PPE) GUIDE FOR CONSTRUCTION WHAT IS PERSONAL PROTECTION EQUIPMENT (PPE)? Personal Protection Equipment (PPE) is used to prevent injuries and protect employees from hazards such as chemicals, electrical, radiological, or other workplace hazards. It’s the gear you and your workers use to prevent injuries and illnesses from worksite hazards. PPE is a part of occupational health in many industries — the pandemic, for example, brought its use in medicine to national attention, with the urgent need for things like face masks, face shields, and gloves. In construction, the most common example of PPE is probably the classic hard hat and boots, but there are many other types used to stay safe. There’s typically a PPE program in place on each worksite that acknowledges and addresses workplace hazards, ensures maintenance of the PPE, and provides safety training for wearers. BODY PROTECTION Application: Used to prevent cuts, bruises, chemical splashes, extreme temperatures, and impacts from tools Equipment: Clothing made of leather, wool, or duck woven fabrics EYE AND FACE PROTECTION Application: Used to protect against chemical splashes or flying debris Equipment: Safety spectacles Goggles FOOT AND LEG PROTECTION Application: Used to protect against heavy objects, sharp objects, and slippery surfaces Equipment: Puncture-resistant shoes Impact-resistant shoes HAND AND ARM PROTECTION Application: Used to protect against skin absorption of harmful chemicals, burns, bruises, and punctures Equipment: Chemical-resistant gloves Canvas gloves Leather gloves HEAD PROTECTION Application: Used to protect against head damage from flying debris, falling objects, exposed beams, and other hazards Equipment: Hard hat Bump hat Safety helmet HEARING PROTECTION Application: Used to protect against exposure to loud machinery or tools Equipment: Earplugs Pre-formed or molded earplugs Earmuffs PERSONAL FALL PROTECTION Application: Used to prevent fall injuries when working on rooftops or high-rise buildings Equipment: Fall arrest system Positioning systems Travel restraint system RESPIRATORY PROTECTION Application: Used to protect against hazardous fumes, chemicals, mist, or dust at worksites Equipment: Reusable half-masks Filtering facepiece respirators (FFRs) Powered air-purifying respirators (PAPRs) Personal Protection Equipment Safety Tips Using PPE properly is just as important as having it. Check out the tips below to ensure you’re using PPE safely on your job site. Identify any worksite hazards. In order to choose the right PPE for your team, you’ll need to identify what specific hazards you’re protecting them from. A hazard assessment not only gives you a better sense of what you’re dealing with, but also helps ensure that the protection you provide is comprehensive.  Create a site-specific safety plan. A site-specific safety plan (SSSP) helps you develop a formalized protocol to follow that’s tailored to your worksite so your employees know what they need to do to protect themselves. Understand how to use the equipment. To reiterate, using PPE properly is paramount — in some cases, using it incorrectly can be just as dangerous as not using it at all. Make sure to brief your team members on the proper use with safety training, and direct them to your protocols as necessary. Also, make sure the PPE fits properly and is appropriate for your job tasks. Check each protection equipment before use. Before you or a team member put on a piece of PPE, ensure it’s in good working condition, free of damage or excessive wear. Discard any damaged equipment. Take proper care and maintain the equipment. Make sure the PPE that you and your workers use is stored properly, inspected before use, and maintained as necessary. Choose the correct PPE clothing or equipment. The type of PPE you use will depend on your job tasks, jobsite, and the specific workplace hazards you’re dealing with. You and your team should wear the appropriate PPE for the job at hand. Staying Safe on the Worksite No matter the specific situation or environment, your safety, and your team’s safety, should always be your number one priority. It’s important to read, understand, and follow all safety procedures for any PPE you use and to make sure you’re using it correctly. Before operating or renting heavy equipment, have a safety plan in place. Reviewing your worksite hazards, creating and following safety protocols, and planning ahead of time can help you avoid serious injuries CONSTRUCTION PROCUREMENT A guide to Purchasing & Logistics A construction project is a complex series of activities requiring a wide variety of highly specialized materials, many of which are custom-built for the specific job. The owner needs to hire a contractor team with the right experience for the project, and the contractors need to find reliable suppliers who provide materials and equipment that meet the contract specifications and project schedule. Procuring the labor and materials for a project can be a complicated endeavor: The selection of contractors and materials involves many more steps than simply cutting a check. In recent times, supply chain disruptions have added another layer of complexity to the procurement process, increasing lead times for many building materials. CONTENTS: 1. The Basics of Procurement. On small projects, a project manager typically oversees and coordinates the procurement process. 2. Procurement Procurement vs Purchasing. Purchasing is actually just one step in the procurement process. 3. Steps in Construction. Important step[s to remember during construction procurement. 4. Other Concepts. Other concepts one may encounter in the process. PROCUREMENT - procurement refers to the process of acquiring materials, equipment or services needed to complete a project. The procurement process involves identifying project needs, specifying requirements, and contracting the appropriate contractors and suppliers to complete a construction project. The goal of procurement management is to ensure that the necessary materials and services are obtained at the best possible price, within the required time frame, and in accordance with quality standards. RESPONSIBILITIES FOR PROCUREMENT On small projects, a project manager typically oversees and coordinates the procurement process. On larger projects, like commercial or public jobs, contractors often employ a procurement manager whose sole responsibility is coordinating the process. Megaprojects may employ an Engineering, Procurement and Construction (EPC) Contractor with a fully integrated team dedicated to the procurement of materials and equipment. On some jobs, the owner may take responsibility for procurement, typically because they can take advantage of tax breaks or negotiate special procurement agreements for some or all of the materials. PROCUREMENT VS PURCHASING Purchasing - Though “purchasing” and “procurement” are sometimes used interchangeably, purchasing is actually just one step in the procurement process. Construction procurement is a multi-step process that covers everything from selection to approval of each project component, all the way through to delivery and installation. Procurement - is a critical role that ties into budgeting, scheduling, and installation. Purchasing technically refers to the financial transaction — exchanging money for materials. Procurement includes selection and purchasing, but also encompasses logistics, approval, and strategy, among many other steps. STEPS IN CONSTRUCTION PROCUREMENT (HIGHLIGHT: The specialty contractors will, in turn, use the project specifications to secure price quotes from their pool of material suppliers or fabricators.) 1. The design team creates specifications. The design phase of a project sets the stage for the entire procurement process. Owners work with the architect and design team to produce the drawings and specification book that defines the material requirements. Contractors will need to follow the spec book closely when communicating with their vendors and suppliers to ensure they can meet the design needs. 2. Contractors estimate and bid the project. If the owner issues an ITB or RFP to solicit bids, general contractors will need to estimate the job to prepare their proposal. They may employ an inhouse estimator  to do a rough order of magnitude estimate, but to gain a more accurate picture of the job costs they will typically reach out to their pool of subcontractors. 3. The owner and contractor agree to terms. After the designs are complete, the owner compares bids, selects the contractors and awards the contract. The GC then signs subcontracts with the specialty contractors. 4. Contractors solicit bids or pricing from suppliers. After materials and equipment have been approved, contractors can begin the solicitation process with suppliers. Selection of engineered or specially fabricated components, like structural steel or ductwork, could involve soliciting bids or quotes from multiple suppliers. Standard items like lumber or plumbing may simply be ordered from a contractor’s trusted supplier. Once the bids come back and the options are finalized, the general contractor can evaluate the options either on their own or in consultation with the owner and/or designers. 5. Contractors plan their procurement sequences. After the objectives are made and the drawings are complete, planning for procurement begins. Contractors confirm lead times with their suppliers. The general contractor plans the submittal schedule to prioritize approval of items with long lead times to ensure materials and equipment are delivered to the jobsite on time. 6. The design team reviews contractor submittals. Before purchasing begins, the GC moves to the submittals process. During this phase, the design team reviews each component included in the procurement plan to ensure they meet the specifications laid out in the contract documents. This includes major structural and mechanical components, but it also involves the more minute details, such as paint colors and finishes. Everything must be approved, and that approval must be done in writing in a way that is easy to track. Delays in the submittal process can have a detrimental effect on a procurement manager’s ability to purchase and organize the delivery of items on time. 7. Contractors finalize the purchase with suppliers. Once the items are selected, contractors issue purchase orders to their suppliers, enabling them to begin fabrication or ship standard items. Specialty contractors rarely pay for materials upfront. Rather, trade credit or outside financing allow them to initiate the purchasing process without disrupting their cash flow. 8. Suppliers deliver materials and equipment to the jobsite. Once the materials are purchased, procurement managers must keep track of their progress and prepare to accept delivery. The contractors need to verify throughout the procurement process that their orders will be delivered on time, to the right place and in a way that is safe to offload and install. Successful procurement requires coordination of not just material delivery schedules, but also contractor schedules. For example, electrical components must be on site and ready for installation when the electrical contractor arrives. 9. Contractor work and materials pass final inspections. During project closeout, final inspections are the last step in the procurement process. All work requires approval from the owner, designers, and government officials that all components were acquired and installed according to both project specifications and building regulations. Contractors may also need to verify delivery of any extra materials and spare parts as required in the construction documents. OTHER CONCEPTS Solving Common Procurement Challenges. Procurement runs through the entire construction process, and properly managing it rewards owners and contractors in many ways. Streamlining the process and managing procurement helps reduce risk, manage budgets, and ultimately ensure overall quality control for the project. Ambiguous Specifications. Specialty contractors should use requests for information before starting their procurement or submittals process. RFIs allow them to gain as much clarity as possible about the materials they need for the job. For example, the design team should specify the specific plumbing fixtures and connections that should be used so nothing is left ambiguous. Submittal Delays. A poorly designed submittal process or lack of clear communication can delay the procurement process. Coordinating a clear communication system from the owner and design team to the people in charge of procurement maximizes quality control while minimizing delays. Budget Overruns. Delays in the procurement process could mean that costs suddenly spike or crews stand idle. With time being money, delays in the schedule translate to costs for the GC or owner. Properly managing a procurement process could also help keep prices down by ensuring each major component was selected competitively and transparently.  Supply Chain Disruption. Materials or equipment with long lead times should be prioritized as early as possible in the procurement process. For example, major electrical components, such as transformers often must be ordered months in advance. Proper management of the procurement process means those supply chain hiccups have less of a chance to delay a project or leave specialty contractors unable to successfully finish their phase of the job. Payment Delays. Specialty contractors typically purchase materials on credit with 30 or sometimes 45-day terms, meaning that payments to their suppliers are often due before they receive payment from the general contractor. Any additional delays can disrupt already tight cash flow and make it more difficult to cover labor costs or other project expenses. Schedule Changes or Delays. Schedule changes don’t just impact a contractor’s labor schedule — changes to the trade sequence or delays on Getting the right components on the right schedule means that everyone involved in the project will have what they need in the time they need it to properly finish each aspect of the job. Design Changes. Contractors should get approved change orders before procuring new materials if any element of the original design changes. Moving forward without proper documentation opens up avenues for unmitigated risk if those components are ultimately rejected by the owner. Damage to stored materials. Contractors need to properly secure all materials until they are installed. If the materials are stored onsite, the job site must be kept secure to prevent theft, vandalism, or damage from the elements. If a warehouse is used, securing the warehouse and keeping track of schedules becomes essential. The construction documents should lay out which party is responsible in the case of materials getting damaged or stolen. PROCUREMENT MANAGEMENT IS RISK MANAGEMENT Construction procurement involves everything from supply chain management to logistics and even quality control. From the initial construction documents laying out what needs to be included in each project, to the final punch list and closeout with the owner, proper construction procurement ensures the necessary components are where they need to be, when they need to be, and at the cost everyone envisioned. Regardless of which contracting structure the job takes, properly managing the construction procurement process ensures everyone involved has what they need to get the job done right, on time, and on budget.