Topic 2

Construction
Management

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 LEARNING OUTCOME

Upon completion of this unit, students should

be able to:

select the suitable equipments for site use

organise a construction site layout
measure the site productivity

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 CONSTRUCTION SITE MANAGEMENT

1 Introduction

2 On-Site Main Equipment

3
Site Layout Design

4
Site Productivity

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 2.1 INTRODUCTION

Construction site management is an important aspect of

management for the Project Manager. An efficient Project Manager
must perform a good site layout planning.

Understanding the type of site materials, equipment and facilities

that will be present throughout the duration of the project and
ability to identify suitable locations for these materials, equipment
and facilities are vital to ensuring smooth coordination, efficient
use of resources and safe coordination of work activities.

Extensive time loss and cost overruns could result in large projects
if there is no effective and systematic approach to site planning and
controls on site productivity.

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 CONSTRUCTION SITE MANAGEMENT
2 On-Site Main Equipment

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 2.2 ON-SITE MAIN EQUIPMENT

Equipment and tools which are essential and required for carrying
out construction works
Hoes Trucks & hauling equipment
Loaders Compaction equipment
Backhoe-loaders Asphalt pavers
Cranes
Dozers
Scrapers
Finishing equipment

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 2.2 ON-SITE MAIN EQUIPMENT
HOES
Also known as backhoe or back shovel.
Commonly used to excavate below the
natural surface of the ground on which
the machine rests, such as to excavate
trenches and pits for basements,
general grading work, etc.

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 2.2 ON-SITE MAIN EQUIPMENT
LOADERS
Used extensively to handle and
transport bulk materials, such as
earth and rock, to load trucks, to
excavate earth (at or above its Wheel-tractor loader
wheel/track level) and to charge
aggregate bins at asphalt and
concrete plants
Wheel-tractor loader or crawler-
tractor loader

Crawler-tractor loader
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 2.2 ON-SITE MAIN EQUIPMENT
BACKHOE-LOADERS
Have the combination of backhoe
functions and loader functions.
An excellent excavator for digging
loosely packed moist clay or sandy
clay to hard clay.
Capable of working in unstable
ground conditions due to its four
four-wheel-drive capability.
Loader

Backhoe

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 2.2 ON-SITE MAIN EQUIPMENT
CRANES
Used to hoist and place material and machinery at construction sites.
2 major families of construction cranes:
Mobile cranes
Tower cranes

Tower cranes

Mobile cranes
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 2.2 ON-SITE MAIN EQUIPMENT
Mobile Cranes
Crawler cranes need large ground contact area, levelled and stabilised
ground condition to prevent failure

Telescopic-boom truck mounted cranes have extendable outriggers

for stability so that the boom can be fully extended for lifting

Lattice-boom truck mounted cranes have light-weighted lattice boom

structure and can lift more loads. However, they need time, effort
and another crane to assemble and disassemble the lattice-boom.

Telescopic-boom truck mounted crane Crawler crane

Lattice-boom truck mounted crane 11
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 2.2 ON-SITE MAIN EQUIPMENT
Mobile Cranes

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 2.2 ON-SITE MAIN EQUIPMENT
Tower Cranes
Top-slewing tower cranes have a fixed tower and a slewing ring
mounted at top, allowing only the jibs, tower top and operator cab to
rotate. They are assembled from modular sections, therefore also
known as sectional tower crane suitable for high-rise building
projects
Bottom-slewing tower cranes have the swing circle located under a
slewing platform. Both the tower and job assembly rotate relative to
the base chassis. The tower is essentially a telescoping mast,
therefore also known as telescopic tower crane low-rise building
projects.
Top-slewing tower crane

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 2.2 ON-SITE MAIN EQUIPMENT

Tower Cranes

Selection of the tower cranes shall based on:

Weight, dimension and lift radii of the heaviest loads.
Max. free-standing height of the machine.
Max. braced height of the machine.
Weight of machine supported by the structure
Work area to be covered.
Available headroom for vertical movement that can be developed.
Length of cable the hoist drum can carry.

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 2.2 ON-SITE MAIN EQUIPMENT

DOZERS

A tractor-powered unit that has a blade attached to its front.

Designed to provide traction power for drawbar work.
Crawler dozers are excellent machines for land clearing.

Crawler Dozer

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 2.2 ON-SITE MAIN EQUIPMENT

SCRAPERS

Designed to load, haul and dump loose material.

Can push and scrape materials at the same time.
Suitable for wide range of material types.
Economical over a wide range of hauling distance and conditions

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 2.2 ON-SITE MAIN EQUIPMENT
GRADERS

Used to shape materials to the required line and grade.

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 2.2 ON-SITE MAIN EQUIPMENT
TRUCKS AND HAULING EQUIPMENT
Provide relatively low hauling costs due to their high travel speeds

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 2.2 ON-SITE MAIN EQUIPMENT
COMPACTING EQUIPMENT

Used in highway and railway projects large in size.

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 2.2 ON-SITE MAIN EQUIPMENT
COMPACTING EQUIPMENT

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 2.2 ON-SITE MAIN EQUIPMENT
ASPHALT PAVERS

Used in highway construction projects.

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 2.2 ON-SITE MAIN EQUIPMENT
OTHERS

Trench Cutter Overhead launcher

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 2.2 ON-SITE MAIN EQUIPMENT
OTHERS
Segment Lifter

Underslung launcher

Overhead launcher

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Concrete Mixer Truck 23
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 CONSTRUCTION SITE MANAGEMENT
3
Site Layout Design

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 2.3 SITE LAYOUT DESIGN

- SITE LAYOUT involves the study, planning and

organisation of unused areas of the proposed
development. It accommodates the contractors
construction equipment, materials and buildings for use
in the execution of the construction work.

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 2.3 SITE LAYOUT DESIGN
A detailed planning of the site layout and location of
temporary facilities.

The effectiveness in site layout facilities and construction

planning for construction projects affects productivity and
cost and controls

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 2.3 SITE LAYOUT DESIGN

Access Immediate provision of

Temporary roads essential services
Accommodation Security
Sitting of static plant Workshop areas
Storage and compound Site name boards, skip
areas: bulk and key location, vehicle wash
materials area

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 2.3 SITE LAYOUT DESIGN

TYPICAL SITE LAYOUT

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 2.3 SITE LAYOUT DESIGN

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 2.3 SITE LAYOUT DESIGN

TYPICAL SITE LAYOUT

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 2.3 SITE LAYOUT DESIGN

TYPICAL SITE LAYOUT (showing locations of tower cranes)

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 2.3 SITE LAYOUT DESIGN
Problems that may arise in the absence of a good site design layout:
PROBLEM CONSEQUENCE

Materials stacked / stored at May result in double or triple

the wrong location handling of materials to another
location

Plant and equipment wrongly Renders the plant or equipment

located ineffective to be used for its
intended purpose

Inadequate space allowed Pose safety hazard if materials are

stacked too high or working spaces
at storage areas become cramped
and inaccessible

Site offices or administrative Not conducive for staff in terms of

areas wrongly located in safety, noise and dust level
relation to their effective use
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 2.3 SITE LAYOUT DESIGN
Advantages of a well-planned site layout

a. Show new operatives that they are employed by an

organisation which is caring and considerate
b. Convey to the general public an impression of
efficiency (branding)
c. Reflect efficiency of site management
d. Reduce waste
e. Eliminate unnecessary movement of plant and
equipment
f. Improve productivity

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 2.3 SITE LAYOUT DESIGN
Factors to consider when planning a site design layout:

1) SAFETY
2) SITE ACCESSIBILITY
3) SIGNAGE
4) ACCOMMODATION
5) SECURITY
6) OFFICES
7) WATER SUPPLY & SANITATION
8) MATERIAL HANDLING AND STORAGE
9) SITE CLEANING
10) BATCH PLANT & FABRICATION SHOPS

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 Signs and Notices
2.3 SITE LAYOUT DESIGN
Main Features Around a Construction Site
Hoarding Access and Exits

Existing Services

Workers Accommodation
Administration / Site office

Health &
Environment
Plant and
Equipment Workshops

Temporary
Services
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 CONSTRUCTION SITE MANAGEMENT

4
Site Productivity

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 2.4 SITE PRODUCTIVITY
Construction is a labour intensive process

Manpower is one of the productive resources in

construction

Construction productivity largely depends upon human

performance

Site productivity encompasses workforce and construction

equipment performances

Reliable measure of site productivity is output per work-

hour achieved by man and equipment respectively

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 2.4 SITE PRODUCTIVITY
WHAT AFFECTS PRODUCTIVITY?
Constructability
Weather of Design
Workday Duration
Labour &
Equipment
AUTHORITY
Day vs Night
Work
OWNER
Government TEAM
regulations

PRODUCTIVITY Efficiency of
Tools &
Equipment
CONSTRUCTION
TEAM DESIGN
Work TEAM
space area
Materials
Level of Training of Effort Availability
Workforce expended by 39
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workforce
 2.4 SITE PRODUCTIVITY

Productivity = Total Value of Output / Total Value of Input

T = Q/R

where
Input = Labour + Material + Equipment + Energy + Capital

Input can be expressed in terms of cost or man-hours and

Output can be expressed in terms of unit of work performed
(e.g. Volume of concrete poured in an hour - m3/hr)

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 2.4 SITE PRODUCTIVITY

Productivity (Rate) = Quantity of work/ Estimated duration

Eg. A Project Manager allows 8 months to construct 16 km of

pipeline. Assuming uniform conditions, calculate the average
planned production rate?

Planned production rate = Q/R

= 16km/8mths
= 2km/mth

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 2.4 SITE PRODUCTIVITY

The process of observing, evaluating and improving

performance in production operations called Work Study is
defined in BSI (1992), BS 3138 as:

A measurement service based on those techniques,

particularly Method Study and Work Measurement, which are
used in the examination of human work in all its contexts, and
which lead to the systematic investigation of all the resources
and factors which affect the efficiency and economy of the
situation being reviewed, in order to effect improvement.

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 2.4 SITE PRODUCTIVITY

Productivity studies can be accomplished using:

Method Study (Work sampling )
Systematic recording and critical examination of the
factors and resources involved in existing and proposed
ways of doing work
Used to record work procedures, provide systems of
analysis and develop improvements
Applications can assist in redesign, detailed planning,
site layout evaluation, design of temporary works,
equipment selection and other resources, and re-
planning and progressing of production

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 2.4 SITE PRODUCTIVITY

Time Study
Determines the time required to perform a task so that
an output standard of production for a worker and/or
machine may be established.
Such information is required in the estimating process
and in setting financial incentives
Used to monitor actual production performance against
the standard expected.
Not suited for variable and short-term nature of
construction projects

Motion Study
Originated in the manufacturing industry
Determines the best way to accomplish a task

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 MODEL FOR CONTINUOUS SYSTEMS
Quality Management
IMPROVEMENT IN Benchmarking
PRODUCTIVITY Lean Production

PLANNING, ANALYSIS & PRODUCTION

Management Processes

Feedback Introduce improvements in working

PERFORMANCE MONITORING
Performance Level
Work Sampling
Key performance indicators

RAISING PRODUCTIVITY
Earlier finish
Improved health and safety
Less waste/environmental change
Sustainable construction
Lower costs
Improved quality
Higher salaries
Better market standing
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 (A) MANAGEMENT SYSTEMS

A.1 Quality Management

All levels of activity must be involved in quality procedures and

standards from the individual, work crew, head-office department to
the overall corporation itself, including subcontractors and other
outside suppliers.

To be truly effective in striving continuous improvement, the system

demands the establishment of clear visions, mission, goals and realistic
targets benchmarked against high standards detailed in plans,
specifications, approved procedures, work instructions, inspection
tests, etc. including supplier involvement backed up by adequate
training and communications

Subsequent achievements must be monitored and amended through

regular audits and rigorous acquisition of feedback data, performance
indicators and trend ratios
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 (A) MANAGEMENT SYSTEMS
A.2 Benchmarking

Originated in the manufacturing industry as systematically and

continuously measuring and comparing the organisations business
and management processes against leaders in the field as a means of
identifying areas for potential improvement.

Applying to construction, approach should embrace the following:

Establish functions to be benchmarked such as team building,
constructability, accident-rate control, pre-project planning,
variations management, IT management, equipment
maintenance management, supplies and subcontractor
procurement, environmental impacts, etc.
Identify competitor for benchmarking task
Collect and gather data
Analyse information and compare with competitor
Implement recommendations for improvement
Monitor key indicators and adjust/modify as necessary

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 (A) MANAGEMENT SYSTEMS
A.3 Lean Production is a philosophy based on the concepts of lean
manufacturing. It is about managing and improving the
production process to profitably deliver what the owner needs.

A.3.1 Design
A.3.2 Procurement
A.3.3 Planning
A.3.4 Logistics
A.3.5 Production

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 (B) MANAGEMENT PROCESSES (BSI (2002), BS 6079-1:2002)

B.1 Lean production typically involves the application, measurement,

control, improvement and feedback reporting of the following
key processes:

B.1.1 Concurrent Engineering

B.1.2 Supply-chain Management
B.1.3 Re-engineering
B.1.4 Value Management (VM)
B.1.5 Risk Management (ISO Guide 73:2009)
B.1.6 Business Information Modelling (BIM)
B.1.7 Waste Management

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 B.1.1 CONCURRENT ENGINEERING

In the construction context, this process emphasises on the

integration of the design and construction processes into one single
entity.

B.1.2 SUPPLY CHAIN MANAGEMENT

Supply-chain management aims at providing better value

accompanied by steadily reduced costs.

Just-in-Time (JIT) delivery which is intrinsically bound into concurrent

engineering offers an optimum solution to improve productivity on
site by ensuring the delivery of materials to the site.

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 B.1.3 RE-ENGINEERING

1) Concept developed in the 1990s.

2) Described as Fundamental rethinking and radical redesign of
business processes to achieve dramatic improvements in critical,
contemporary measures of performance, such as cost, quality,
service and speed.
3) Suitable in areas concerned with:
Concurrent integration of design and construction
Application of CAD/CAM technology
Customer bespoke system/modular/prefabricated construction
Business process outsourcing (BPO) of back-office functions
Corporate governance, corporate social responsibility and
environment
E-commerce advertising, transactions, payments, online
tracking and delivery
Design for sustainability

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 B.1.4 VALUE MANAGEMENT (VM)

1) Seeks to reduce wasteful features, particularly in:

Procurement of projects, goods and services

Over-designed and over-engineered solutions
Standardisation of construction projects, of products and
goods used
Development of good practices and efficient working

2) Embraces the earlier technique known as Value Engineering

originally conceived by the military in the 1940s

3) Comprises of a set of procedures directed towards achieving the

essential functions of a project; facility; product; system; service;
equipment; etc. at the lowest life-cycle cost, consistent with the
required form, performance, reliability, quality, delivery and
safety

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 B.1.4 VALUE MANAGEMENT (VM) contd.

4) 3 basic stages to VM are as shown:

Define Brief
Value Establish function
Planning Brainstorming/Pareto Analysis, etc.

Feedback
Rank functions
Feedback

Confirm project aims

Analyses functions and criteria
Feedback

Establish alternative solutions

Value Rate solutions against functions criteria
Engineering Weigh each solution
Select solution to meet aims and budget
Feedback

Monitor value process

Value Correct defects
Review Feedback into subsequent work
Set up contingencies

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 B.1.5 RISK MANAGEMENT (ISO Guide 73:2009)

1) In construction projects, typical aspects of concerns include site

accidents/damage to property and the resulting legal, financial
and insurance consequences; delays and disputes arising from
late working drawings; indecision by the client or consultant;
reliability of suppliers and financial sources and the effects of
delivery failure; possible strikes and resulting disruptions;
potential groundwork and environmental hazards and impact on
construction methods.

2) Risk Management seeks to reduce or moderate losses and

wastage resulting uncertainty in a project.

3) 4-step approach
a) Risk identification
b) Risk analysis/assessment
c) Risk response
d) Install and maintain

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 B.1.5 RISK MANAGEMENT (ISO Guide 73:2009) contd.
3a) Risk identification

This step begins with brainstorming sessions involving manager and his
team for particular segments of investigation, directed towards
identifying and listing potential risks or hazards and likely impacts.
Some of the risks include:
Staff - Would you find the right mix of people and skills
Equipment - Is appropriate equipment available locally?
Would you hire or buy?
Contract Document - Any risks assigned by contract to various parties
that do not have the ability to control these
risks
External factors - Extent to which success of project hinges on
external factors such as suppliers, government,
sub-contractors, consultants, etc.
Innovation of project - Extent of project that involves new and
innovative work
Health & Safety hazards

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 B.1.5 RISK MANAGEMENT (ISO Guide 73:2009) contd.
3b) Risk analysis/assessment

The effects of the potential risks identified in Step 1 are

evaluated quantitatively and/or qualitatively, ranked for
occurrence and assessed against major/minor impact

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 B.1.5 RISK MANAGEMENT (ISO Guide 73:2009) contd.
3c) Risk response

For each of the considered risk circumstances, the

appropriate response might include a range of possibilities
such as:

Risk avoidance

Risk transfer

Risk retention

HSE

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 B.1.5 RISK MANAGEMENT (ISO Guide 73:2009) contd.
3d) Install and maintain

Install the proposed actions with the subsequent out-turn costs for
each of the identified risks, evaluated and recorded.
Feedback information is redirected back into the earlier steps to help
inform and adjust the contingencies or continuity plans and estimates
as necessary.

Whole process of risk management can be prepared as a spreadsheet

document to constitute the risk register for each manager, project,
department, company, etc. depending on the organisation level
carrying out the evaluation.

ISO 31000:2009 provides generic guidelines, principles, framework

and a process for the management of risk in public and private sector
organisations.

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 B.1.6 BUILDING INFORMATION MODELLING (BIM)

BIM software facilitates the representation of a building design as a

full 3D model, comprising of geospatial data, other graphical and non-
graphical data. It allows manipulation of its database from any
involved practitioner perspective.

The process demands that the client, architects, engineers,

contractors, subcontractors, product manufacturers, suppliers and
other stakeholders are involved from the outset, interactively working
with the BIM model by inputting and progressively modifying their
own contributions to set standards as necessary.

It facilitates better coordination of planning, activity sequencing and

costing, site organisation, interface management and clash detection.

Modern forms of contracts such as Design and Build and Partnering

are best suited to BIM for construction work.

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 B.1.7 WASTE MANAGEMENT

The construction and demolition industries are significant

contributors to the volume of waste produced in the country.

Waste is defined in the EPA 19901 as:

a) any substance which constitutes a scrap material or an
effluent or other unwanted surplus substance arising from
the application of any process, and
b) any substance or article which requires to be disposed of as
being broken, worn out, contaminated or otherwise spoiled.

1 CIRIA Special Publication 122

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 Total Materials Delivered to Site

Natural Indirect Actual materials used

Direct waste
waste waste in construction

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 Typically, the construction sector does not place great emphasis on
waste management. They tend to have a poor understanding of
waste costs.

Waste minimisation and recycling are desirable concepts for both

environmental and economic reasons. The need and justification
for their implementation in the construction industry is important.

Strategic planning issues for increased waste minimisation in the

construction industry must be considered and addressed.

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 Questions to ask when prioritising which material to target for
waste reduction:
Which waste is the most expensive to replace?
Which waste has the greatest recycle value?
Which waste is the easiest to collect?
Which on disposal has the greatest environment pollution
effect?
Is it a process that causes a nuisance to others?
Is the best method of work being utilised?
Are there obvious ways of reducing waste?
How easy to segregate the waste?
Are there recycle business available in the area to take away
the waste?
Is there another waste stream created in the process such as
production of effluent?

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 B.1.7 WASTE MANAGEMENT

A waste minimisation programme starts by concentrating the

attitude and culture of the organisation. ALL members of the
organisation must be engaged in the process.

Potential enhanced resource efficiency and cost benefits can be

realised through adoption of regulated waste management.

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 END OF TOPIC 2

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