GROUP 1 ELECTIVE 3

Project Delivery Method

What is Project Delivery Method?

A project delivery method is a system used by an agency or owner for organizing and financing design, construction, operations, and maintenance
services
Types of Project Delivery Method
DBB,DBB WITH CM, DB , BOT ,GC/CM,IPD, PPP
1. Design-Bid-Build (DBB) or Design-Award-Build (DAB)
2. DBB with Construction Management (DBB with CM)
3. Design-Build (DB) or Design-Construct
4. Design-Build-Operate-Maintain (DBOM)
5. Build-Operate-Transfer (BOT)
6. General Contractor/Construction Manager (GC/CM, GCCM, or CM/GC)
7. Integrated Project Delivery (IPD)
8. Public-private partnership (PPP, 3P, or P3)

Principle 1—Seven Major Roles are Required on all Design and Construction Projects
1. Owner Decision-Maker
2. Project Management—The guidance of project and project related activities

3. Design—the solution to the owner’s project needs

4. Contracting—the arranging for or holding of the contracts

5. Construction—.

6. Construction Coordination—

7. Construction Contract Administration—the servicing of contracts for construction held by contractors.

Principle 2—Two Types of Agreements Owners Have With Designers and Constructors
1. Advisory Agreement—an advisor is expected to make all decisions to the benefit of the owner.

2. Contractor Agreement—A contractor is expected to make decisions to their own

Principle 3—Allocate Risks for a Winning Project

Three Key Areas of Consideration for Project Delivery System Selection
1.Project Considerations
Every project has specific requirements that should, of course, be considered in the selection of the project delivery system. Examples of project
considerations include:
 Scope—How well defined is the project scope?
 Schedule—Can the project be delivered in a linear sequence or is a fast-track approach needed?
 Cost—What are the costs limits for the project?
 Uniqueness—Is design a driver for this project? Are construction processes a driver?

2.Owner Considerations
Owners should not overlook considerations unique to their specific circumstance. Such considerations that should be considered in project delivery system
selection include:
•Ability—What is the owner’s ability to participate in the project delivery process? What role or roles is the owner capable of filling?

 Experience—What experiences has the owner had with projects? What has worked for the owner in the past?
 Desire for Involvement—How much direct involvement does the owner want in the project delivery process?
 Desire for Control—How much control does the owner want in the project delivery process?
 Comfort Zone—Owner’s should not overlook their “gut” feelings. What feels comfortable to the owner?

3.Team Selection Considerations

Team selection should include factors such as:

 Laws—Do state or federal laws dictate methods of team member selection and procurement?
 Availability and Experience—What is the availability and experience of the design and construction community for the specific project at
hand?
 Relationships—Does the owner have relationships with particular designers and/or contractors?
 Team Building—What team members will provide the best opportunity to build a winning team?
 Roles, Types of Agreements, and Risk Allocation—Use the tools presented above in this paper.
Construction Management Contract

What is a Construction Management Contract?

The basic premise of a Construction Management (CM) Contract is that the Owner, referred to as the ‘Principal’ under the contract, enters into a contract
with a Construction Manager. The Construction Manager is responsible for arranging and supervising the performance of work by sub-contractors.
The CR is responsible for deciding on matters such as extension of time claims by the Construction Manager, giving directions to the Construction Manager
and inspecting the site to assess progress prior to the submission of each progress claim by the Construction Manager.
Who engages the sub-contractors? Cm and owner
What happens if there are defective works?
Types of Construction Contracts:
1. Lump Sum Contract
In a lump sum contract, the owner and the contractor agree on a total fixed price for the entire project.

2. Cost Plus Contract

Cost plus contracts require the owner to pay for all purchases, construction costs and other expenses throughout the construction.

3. Unit Price Contracts

The contractor sets a specific price for a particular task. The owner is required to pay for the number of units provided at that unit price.
4. Time and Material Contracts
The owner takes most of the risk by agreeing to pay for the time and materials spent on the construction.
Things to Consider before Signing a Construction Management Contract:
 Timeframe
 Prices
 Method of Payment
 Payment Penalties
 Inability to Agree
 Resolution of Disputes
 Warranty
 Attorney Fees

Construction Partnering

What is Partnering?

Establishing a long term win-win relationship based on mutual trust and teamwork, and on sharing of both risks and rewards.

What is Construction Partnering?

 Construction partnering is a commitment between a project’s owner, the consulting engineers and/or architects, the contractor(s), and other
key project stakeholders to create a cooperative project environment with a team committed to understanding one another. In this
environment, the team works together to develop and follow processes and procedures which will optimize the successful completion of the
project. (DICTIONARY)
 Construction partnering is a type of business partnering used in the architecture, engineering and construction industry. Partnering is intended
to assist project teams with setting goals, resolving disputes and improving project outcomes. The construction partnering team is made up of
the project’s owner (client), the consulting engineers and/or architects, the contractor(s) and other key project stakeholders. Construction
partnering has been used both in the United States and elsewhere since the early 1980s as a methodology to reduce litigation and improve
productivity. (WIKIPEDIA)

Benefits of Partnering

 Enhanced communication and collaboration

 Improvements in: – Team performance – Project safety – Decision-making – Schedule management and time savings – Cost control and budgetary
savings
 Increased opportunities for innovation and value engineering
 More creative and effective problem-solving
 Increased productivity
 Better quality projects, products and services
 Reductions in: – Accidents – Punchlists and rework – Change orders – Paperwork – Conflict, claims and litigation

OBJECTIVES OF PRE-CONSTRUCTION PLANNING

The construction partnering team will also develop an agreed upon process for resolving disputes should they arise, called a dispute resolution ladder.
Some mutual targets would be:

 Value for money

 Guaranteed Profits
 Reliable construction
 Costs within agreed budget
 Handover on time
 Cost reduction
  Excellent site facilities
 Safe construction
 Shared risks
 Improved efficiency for users
 No claims
 Effective meetings
 Shared use of computer systems
 Timely design information
 Shared Information
 Fast construction

WHAT IS A TYPICAL CONSTRUCTION PARTNERING SESSION WORKSHIP AGENDA?

 To design specifically for each partnering session after consultations with the key stakeholders.

EXECUTIVE PARTNERING SESSION WORKSHOPS ARE SPECIALLY VALUABLE TO THE PROJECT WHEN:
 The organizations have not previously worked together on a project.
 The project is very complex with significant risks
 There is the potential for Major problems on the project
 The schedule is long term
 The project is politically sensitive

History of Construction Partnering

Litigation in the construction industry exploded in the 1980s. Settling disputes in court added time, cost and energy to projects. Partnering was developed as
a response to this problem. In 1987, the Construction Industry Institute (CII) at The University of Texas at Austin .Their results were published in January 1991
entitled, “In Search of Partnering Excellence.”
The United States Army Corps of Engineers (Corps) was part of the CII task force. In the late 1980s the Corps used the partnering process on two of
their construction projects with great success. As a result, the Corps established a partnering program in 1991. They developed a pamphlet which described
the partnering process, the reasons for using it, and the potential benefits of partnering the Corps had experienced in using the process.

The Associated General Contractors of America (AGC) endorsed partnering in January 1991. AGC’s president announced that one of AGC’s
objectives for the year was building construction quality through partnering. They later developed an annual award, the Marvin M. Black Award, to honor the
AGC contractor(s) involved in the year’s most collaborative project.

Partnering, a subject of previous CII research, is often an integral factor in the successful delivery of a construction project. The research team found
three key ingredients present in nearly all successful partnering relationships:

• Leadership that, through faith in the process, continued to support partnering ideals in the midst of doubt and questioning.
• A situation where those involved adapted and accepted each respective manner of business with rewards tied to team accomplishments.
• A belief in the potential for win/win outcomes to grow from collaboration, and a willingness to pursue such joint gains.

Group 2

I. Introduction
Construction is the process of constructing a building or infrastructure.

II. Etymology

Construction is a general term meaning the art and science to form objects, systems, or organizations, and comes from Latin constructionem (from com-
"together" and struere "to pile up") and Old French construction.

III. Types of Construction

A. RESIDENTIAL HOUSING CONSTRUCTION

B. INSTITUTIONAL & COMMERCIAL BUILDING

C. SPECIALIZED INDUSTRIAL CONSTRUCTION

D. INFRASTRUCTURE & HEAVY CONSTRUCTION

IV. Construction Process

STAGES IN THE CONSTRUCTION PROCESS

The Construction Process is composed of six distinct stages, which are:

• Concept

• Contracts and Bid Documents

• Bidding

• Construction

• Construction Payments

• Completion

Numerous drawing plans are involved in a construction project, including the following.

Structural Plans

Mechanical Plans

Electrical Plans

Contract Specifications

Bidding requirements

Contract Form Contract forms are divided into sections, including the Agreement, the Performance and Payment Bonds, and the Certificates.

Contract Conditions The contract conditions include the General Conditions and Supplementary Conditions.

Technical Specifications

The CSI Format consists of 16 "Divisions of the Work", which are:

Division 1 - General Requirements

Division 2 - Site Work

Division 3 - Concrete

Division 4 - Masonry

Division 5 - Metals

Division 6 - Wood & Plastics

Division 7 - Thermal & Moisture

Division 8 - Doors & Windows

Division 9 - Finishes

Division 10 - Specialties

Division 11 - Equipment

Division 12 - Furnishings

Division 13 - Special Construction

Division 14 - Conveying Systems

Division 15 - Mechanical

Division 16 – Electrical

3. Bidding

The third stage of the construction process is bidding. Once an owner determines that a project is feasible and that construction financing is
available, the owner will solicit bids or proposals from general contractors and/or specialty contractors. Owners generally use trade publications and
newspapers in order to invite contractors to bid on a construction job.

4. Construction (Field Work)

 The fourth stage of the construction process, called fieldwork, is the actual construction of the project. Fieldwork is broken down into building
permits, subcontractors, scheduling subcontractors, shop drawings, project submissions, and change orders.

5. Construction Payments

The fifth stage of the construction process is the construction payments stage. All construction extend over a period of time. The order of any
business operation is to collect money as soon as work is complete. When a contractor completes a prescribed amount of work, the owner pays the
contractor for the completed work.

6. Completion

The final phase of the construction process is known as the completion stage, and it readies the building for occupancy.

As Built Plans

Notice of Partial Completion

Notice of Substantial Completion

Notice of Completion/Certificate of Occupancy

PROJECT CONTROL

Project controls are the data gathering, management and analytical processes used to predict, understand and constructively influence the time and cost
outcomes of a project or program; through the communication of information in formats that assist effective management and decision making.

RESPONSIBILITIES OF THE PRESIDENT / CEO

The Chief Executive Officer (“CEO”) is responsible for leading the development and execution of the Company’s long term strategy with a view to creating
shareholder value. The CEO acts as a direct liaison between the Board and management of the Company and communicates to the Board on behalf of
management. The CEO also communicates on behalf of the Company to shareholders, employees, Government authorities, other stakeholders and the
public.

More specifically, the duties and responsibilities of the CEO include the following:

1. To lead, in conjunction with the Board, the development of the Company’s strategy;

2. To lead and oversee the implementation of the Company’s long and short term plans in accordance with its strategy;

3. To ensure the Company is appropriately organized and staffed and to have the authority to hire and terminate staff as necessary to enable it to achieve
the approved strategy;

4. To ensure that expenditures of the Company are within the authorized annual budget of the Company;

5. To assess the principal risks of the Company and to ensure that these risks are being monitored and managed;

6. To ensure effective internal controls and management information systems are in place;

7. To ensure that the Company has appropriate systems to enable it to conduct its activities both lawfully and ethically;

8. To ensure that the Company maintains high standards of corporate citizenship and social responsibility wherever it does business;

9. To act as a liaison between management and the Board;

10. To communicate effectively with shareholders, employees, Government authorities, other stakeholders and the public;

11. To keep abreast of all material undertakings and activities of the Company and all material external factors affecting the Company and to ensure that
processes and systems are in place to ensure that the CEO and management of the Company are adequately informed;

12. To ensure that the Directors are properly informed and that sufficient information is provided to the Board to enable the Directors to form appropriate
judgments;

13. To ensure the integrity of all public disclosure by the Company;

14. In concert with the Chairman, to develop Board agendas;

15. To request that special meetings of the Board be called when appropriate;

16. In concert with the Chairman, to determine the date, time and location of the annual meeting of shareholders and to develop the agenda for the
meeting;

17. To sit on committees of the Board where appropriate as determined by the Board; and

18. To abide by specific internally established control systems and authorities, to lead by personal example and encourage all employees to conduct their
activities in accordance with all applicable laws and the Company’s standards and policies, including its environmental, safety and health policies.
RESPONSIBILITIES OF THE VICE PRESIDENT

In business, "vice president" refers to hierarchical position that ranges from extremely senior positions directly reporting to C-level executives (in non-
financial companies), to junior non-management positions with 4-10 years of experience (in financial companies).

In non-financial businesses, vice president often reports directly to the president of CEO of the company and is a member of the executive management
team. Some corporations that use this term may have individuals with the title of vice president responsible for specific business divisions (e.g., Vice
President for Legal, Vice President for Sales and Marketing, Vice President for Finance, or Vice President for Human Resources).

The duties and responsibilities of the Vice President are as follows:

1. Provides upper management level supervision, training and job assignment to construction personnel.

2. Provides general and/or specific construction knowledge and problem solving skills.

3. Inspects all construction job sites for quality control throughout building process by walking job sites, instructing staff, meeting with and instructing
subcontractors.

4. Assures all codes and municipality laws are enforced at all job sites.

5. Assures that all OSHA, Health and safety guidelines are followed for the safety of our employees, subcontractors and clients.

6. Provides construction input and knowledge in plan development and purchasing contract awards.

7. Participates in formulating, administering and maintaining budgets, company policies and developing long range goals and objectives.

8. Reviews analyses of activities, costs, operations and forecast data to determine progress toward goals and objectives.

RESPONSIBILITIES OF THE BOARD OF DIRECTORS

A board of directors is a recognized group of people who jointly oversee the activities of an organization, which can be either for-profit business, nonprofit
organization, or a government agency. Such a board’s powers, duties, and responsibilities are determined by government regulations (including the
jurisdiction’s corporate law) and the organization’s own constitution and bylaws. These authorities may specify the number of members of the board, how
they are to be chosen, and how often they are to meet.

These are the duties and responsibilities of the board of directors:

1. The Board of Directors is mainly responsible for determining a company’s overall strategies and goals.

2. Determines and establishes vision, mission and values to guide and set the pace for its current operations and future development of the company.

3. Recruits, supervise, retain, evaluate and compensate the manager.

4. Adopts budgets and business plans, examines and approves financial statements, establishes comprehensive policy documents and make decisions on
issues concerning investments and divestments.

5. Appoints and adopts instructions for the company’s President and CEO and oversees his work.

6. Approves the salary and other remuneration of the President and CEO, within the framework of the principles adopted by the AGM.

7. Responsible for ensuring that the organizational structure of the group is appropriate and regularly evaluating administrative procedures as well as
guidelines for management and for investment of company funds.

8. Exercise accountability to shareholders and be responsible to relevant stakeholders.

9. Fiduciary duty to protect the organization’s assets and member’s investments.

10. In charge of the auditing process and hires the auditor. It is in charge of making sure the audit is done in a timely manner each year.

On-Site Responsibilities

II. Middle Level Construction Management

The mid level administrative level in the construction management hierarchy. The professionals at this level are actually involved in construction related
activities.

• Architects

• Junior Engineers
II.b. Civil Engineers

1. Completion of the project in time

2. Ensuring Contractor Selection on Time

3. Ensuring Material Delivery on Time

4. Ensuring Material’s Quality

5. Ensuring Quality of Work

6. Ensuring Safety of the Project

7. Reporting and Billing

II. Lower Level Construction Management

The lowest administrative level in the construction management hierarchy.

• Iron workers

• Tradesman

• Labor

II.a. Construction Worker

A worker is anyone working for or under the control of a contractor on a construction site. Examples of workers include: plumbers, electricians, scaffolders,
painters, decorators, steel erectors and labourers, as well as supervisors like foremen and chargehands. These are the unskilled people who do one of the
construction trades. They are responsible to perform construction based activities using blasting, power tools, hand tools, air tools, and small heavy
equipment. These may also act as assistants to other workers involved in construction activities of little higher level by working as operators or cement
masons.

HUMAN RESOURCE MANAGEMENT

Human resource management (HRM or HR) is the strategic approach to the effective management of organization workers so that they help the business
gain a competitive advantage. Commonly referred to as the HR Department, it is designed to maximize employee performance in service of an employer's
strategic objectives. HR is primarily concerned with the management of people within organizations, focusing on policies and on systems. HR departments
are responsible for overseeing employee-benefits design, employee recruitment, training and development, performance appraisal, and rewarding. HR also
concerns itself with organizational change and industrial relations, that is, the balancing of organizational practices with requirements arising from collective

THE RESPONSIBILITIES OF HRM

Staffing

Development of Workplace Policies

Compensation and Benefits Administration

• Pay

• Health benefits

• 401(k) (retirement plans)

• Stock purchase plans

• Vacation time

• Sick leave

• Bonuses

• Tuition reimbursement

Retention

1. Issues around the job they are performing

2. Challenges with their manager

3. Poor fit with organizational culture

4. Poor workplace environment

Training and Development

• Job skills training, such as how to run a particular computer program

• Training on communication

• Team-building activities

• Policy and legal training, such as sexual harassment training and ethics training

Dealing with Laws Affecting Employment

Worker Protection

PROJECT MANAGEMENT

Construction Project Management (CM) is a professional service that uses specialized, project management techniques to oversee the planning, design, and
construction of a project, from its beginning to its end. The purpose of CM is to control a project's time, cost and quality—sometimes referred to as a
project's "triple constraint." CM is compatible with all project delivery systems, including design-bid-build, design-build, CM At-Risk and Public Private
Partnerships. Professional construction managers may be reserved for lengthy, large-scale, high budget undertakings (commercial real estate, transportation
infrastructure, industrial facilities, and military infrastructure), called capital projects.

5 PHASES OF PROJECT MANAGEMENT

There are five phases of project management and if the lifecycle provides a high-level view of the project, the phases are the roadmap to accomplishing it.

Phase 1: Project Initiation

Phase 2: Project Planning

This phase is key to successful project management and focuses on developing a roadmap that everyone will follow. This phase typically begins with setting
goals. Two of the more popular methods for setting goals are S.M.A.R.T. and CLEAR:

S.M.A.R.T. Goals – This method helps ensure that the goals have been thoroughly vetted. It also provides a way to clearly understand the implications of the
goal-setting process.

Specific – To set specific goals, answer the following questions: who, what, where, when, which, and why.

Measurable – Create criteria that you can use to measure the success of a goal.

Attainable – Identify the most important goals and what it will take to achieve them.

Realistic – You should be willing and able to work toward a particular goal.

Timely – Create a timeframe to achieve the goal.

C.L.E.A.R. Goals – A newer method for setting goals that takes into consideration the environment of today’s fast-paced businesses.

Collaborative – The goal should encourage employees to work together.

Limited – They should be limited in scope and time to keep it manageable.

Emotional – Goals should tap into the passion of employees and be something they can form an emotional connection to. This can optimize the quality of
work.

Appreciable – Break larger goals into smaller tasks that can be quickly achieved.

Refinable – As new situations arise, be flexible and refine goals as needed.

At this time, roles and responsibilities are clearly defined, so everyone involved knows what they are accountable for. Here are some of the documents a PM
will create during this phase to ensure the project will stay on track:

• Scope Statement – A document that clearly defines the business need, benefits of the project, objectives, deliverables, and key milestones. A scope
statement may change during the project, but it shouldn’t be done without the approval of the project manager and the sponsor.

• Work Breakdown Schedule (WBS) –This is a visual representation that breaks down the scope of the project into manageable sections for the team.

• Milestones – Identify high-level goals that need to be met throughout the project and include them in the Gantt chart.

• Gantt Chart – A visual timeline that you can use to plan out tasks and visualize your project timeline.

• Communication Plan – This is of particular importance if your project involves outside stakeholders. Develop the proper messaging around the project
and create a schedule of when to communicate with team members based on deliverables and milestones.
• Risk Management Plan – Identify all foreseeable risks. Common risks include unrealistic time and cost estimates, customer review cycle, budget cuts,
changing requirements, and lack of committed resources.

Phase 3: Project Execution

This is the phase where deliverables are developed and completed. This often feels like the meat of the project since a lot is happening during this time, like
status reports and meetings, development updates, and performance reports. A “kick-off” meeting usually marks the start of the Project Execution phase
where the teams involved are informed of their responsibilities.

Phase 4: Project Performance/Monitoring

This is all about measuring project progression and performance and ensuring that everything happening aligns with the project management plan. Project
managers will use key performance indicators (KPIs) to determine if the project is on track. A PM will typically pick two to five of these KPIs to measure
project performance:

• Project Objectives: Measuring if a project is on schedule and budget is an indication if the project will meet stakeholder objectives.

• Quality Deliverables: This determines if specific task deliverables are being met.

• Effort and Cost Tracking: PMs will account for the effort and cost of resources to see if the budget is on track. This type of tracking informs if a project
will meet its completion date based on current performance.

• Project Performance: This monitors changes in the project. It takes into consideration the amount and types of issues that arise and how quickly they
are addressed. These can occur from unforeseen hurdles and scope changes.

During this time, PMs may need to adjust schedules and resources to ensure the project is on track

Phase 5: Project Closure

This phase represents the completed project. Contractors hired to work specifically on the project are terminated at this time. Valuable team members are
recognized. Some PMs even organize small work events for people who participated in the project to thank them for their efforts. Once a project is complete,
a PM will often hold a meeting – sometimes referred to as a “post mortem” – to evaluate what went well in a project and identify project failures. This is
especially helpful to understand lessons learned so that improvements can be made for future projects.

INTRODUCTION

Group projects are a common experience in engineering courses, yet many students are unsure of their roles and responsibilities in the group. This often
leads to delays in forward progress on the assigned task. In order to help students remain engaged in their group assignments and develop a functional team,
an educator used team role assignments to structure group activities. The purpose of this activity was to prompt students to reflect their prior experience
with teams and what they learned about teams as a result of the activity.

FINANCE DEPARTMENT IN ENGINEERING

FINANCE- The way which money is used and handled.

FINANCIAL ANALYSIS- The person engaged in the practices of financial analysis and is in charge of Formulating and implementing new instrument.

FINANCIAL ENGINEERING- The person engaged in the practice of financial engineering and is responsible for the process of studying the nature of something
in order to determine its essential features and their relationships

FINANCIAL ENGINEERING TEAM- Financial engineers often works as a part of a larger team. The elements of the team will be depending on the nature of the
engineering involved.

RESPONSIBILITIES OF THE FINANCIAL ENGINEERING TEAM TYPICALLY INCLUDE:

1. Sharing strategic leadership responsibilities with the CEO and other senior managers and ensuring the F&A function supports the business at a strategic
and operational level;

2. Driving and managing change and innovation within the organization;

3. Engaging and communicating effectively with colleagues, investors, customers, suppliers, regulators, and other internal and external stakeholders.

FACTORS CONTRIBUTING TO THE GROWTH OF FINANCIAL ENGINEERING

1. ENVIRONMENTAL FACTORS

It may be regarded as the factors external to the firm and over which the firm has no direct control but which are nevertheless of great concern because they
impacts the firm performance it includes:

• Price volatility

• Tax asymmetries

• Technological advances

• Regulatory change
• Increased competition

2. INTRAFIRM FACTORS

The factors that we have considered thus far have all contributed in their own way to the rapid growth in financial engineering activity. It includes

• Liquidity needs

• Risk aversion

• Agency cost

• Accounting policies

Professional accountants working in business can typically be found in four types of roles: as value creators, enablers, preservers, and reporters. The CFO
principles relate to these roles and will need to ensure success in each by:

• creating value—developing strategies for sustainable value creation;

• enabling value—supporting the governing body and senior management in making decisions and facilitating the understanding of performance of
organizational functions or units;

• preserving value—asset and liability management, managing risk in relation to setting and achieving the organization’s objectives, and implementing and
monitoring effective internal control systems; and

• reporting value—ensuring relevant and useful internal and external business reporting.

PURCHASING DEPARTMENT TEAM IN ENGINEERING

PURCHASING- The monetary transactions involved in the procuring supplies of material or service of the right quality, quantity, at the right time, right cost,
and right place

PROCUREMENT- As the function of supply chain directly delivers overall cost savings, quality improvements and fulfills effective costumers as well as supplier
relationship management.

FUNCTIONS OF A PURCHASING MANAGEMENT

1. RECEIVE PURCHASE REQUEST

2. REVIEW AND EVALUATE REQUISITIONS

3. SUPPLIER SELECTION

4. SCRUTINY OF OFFERS

5. ORDER PLACEMENT

6. MARKET RESEARCH AND INFORMATION

7. PAYMENT AUTHORIZATION

PURCHASING CYLCE

1. RECOGNITION OF NEEDS

2. DESCRIPTION OF NEED

3. SUPPLIER SELECTION

4. PRICE AND AVAILABILITY ARE DETERMINED

5. PURCHASE ORDER IS PREPARED AND SENT OUT TO THE SUPPLIER

6. ACCEPTANCE OF PURCHASE ORDER IS OBTAINED

7. FOLLOW UP IS DONE BY THE PURCHASING DEPARTMENT

8. CHECKING THE INVOICE AND APPROVING IT FOR MAKING A PAYMENT

PROJECT DEVELOPMENT

PROJECT DEVELOPMENT ENGINEER

Marketing in a Company

Marketing
- the activities that are involved in making people aware of a company’s products, making sure that the products are available to be bought.

Marketing Department

- The Marketing Department plays a vital role in promoting the business and mission of an organization.

Job Titles in Marketing Positions:

1. Marketing Director

2. Marketing Manager

3. Marketing Communication Manager

4. Marketing Research Analyst

5. Product Manager

6. Marketing Consultant

CONTRACTORS

• Contractor- A contractor is a person or a company that seeks to do business by obtaining contracts and carrying them out. Being a contractor is similar
to being a business owner – you negotiate your deals, work for yourself, have your clientele and are rewarded on your own merits.

• Subcontractor- A subcontractor is a type of contractor. Subcontractors also work on a contractual basis, and they also offer a particular set of skills
which they perform for customers. The key point about subcontractors is that they form agreements with the contractor, not with the customer.

Onsite Responsibilities

Three Management Levels

Top-level managers

The board of directors, president, vice-president, and CEO are all examples of top-level managers.

Middle-level managers

General managers, branch managers, and department managers are all examples of middle-level managers. They are accountable to the top management
for their department’s function.

Low-level managers

Supervisors, section leads, and foremen are examples of low-level management titles. These managers focus on controlling and directing.

ON-SITE HEALTH AND SAFETY RESPONSIBILITIES

Employee Participation

Safety Committee

We have formed a safety committee to help employees and management work together to identify safety problems, develop solutions, review incident
reports and evaluate the effectiveness of our safety program. The committee is made up of management-designated representatives and one employee-
elected representative each from the office, factory and outside sales divisions of our company.

Employee Safety Meetings

All employees are required to attend a monthly safety meeting held on the first Thursday of each month in the lunchroom. This meeting is to help identify
safety problems, develop solutions, review incidents reports, provide training and evaluate the effectiveness of our safety program. Minutes will be kept on
the attached minutes form. Meeting minutes will be kept on file for one year.

Hazard Recognition

Record Keeping and Review

Eliminating Workplace Hazards

PDCA Cycle

PDCA (plan–do–check–act or plan–do–check–adjust)

- Is an iterative four-step management method used, for the control and continual improvement of processes and products.

- It is also known as the Deming circle, the Shewhart cycle, the control circle, or plan–do–study–act (PDSA)
GROUP 3

Pre-Construction Activities (D.O No. 106)

In line with the continuing efforts to improve the frontline services delivery program of the government, the following guideline on procedures, documentary
requirements, and set time frames relative to pre-construction activities, contract processing, and the pre-payment review by the Implementing Offices in
connection with the implementation of infrastructure projects are hereby prescribed to be strictly observed:

A. TIME FRAME

ACTIVITY NO. OF WORKING DAYS

Preparation of Tender Documents 9

Prequalification of Contractors 12

Bid Evaluation and Bidding 5

Evaluation of Bids and Award 9

Contract Processing, Review and Approval 8

Issuance of Notice to Proceed 1

Pre-Payment Review by Implementing Office 4

Tender Documents

A tender is a submission made by a prospective supplier in response to an invitation to tender. It makes an offer for the supply of goods or services.
Tender documents are prepared to seek tenders (offers). Generally, tendering refers to the suppliers required to complete construction works.

Tender documents may be prepared for a range of contracts, such as equipment supply, the main construction contract (including design by the contractor),
demolition, enabling works, etc.

• Form of tender - a formal acknowledgment that the tenderer understands and accepts the terms of conditions of the tender documents and any other
requirements that are stipulated.

• Preliminaries - includes pre-construction information and site waste management plan (if required)

• A tender pricing document - sets out the way in which the design team and client wish to review the breakdown of the overall tender prices provided
by tendering contractors. It is effectively an unpriced bill of quantities.

• Design drawings - when developing design drawings, it is important to consider what their purpose is, what information they are intended to convey
and who they are intended to convey it to. This will determine their format, content, size, scale, and so on.

• Specifications - describes the materials and workmanship required for a development. They do not include cost, quantity or drawn information, and so
need to be read alongside other information such as quantities, schedules and drawings.

B. DOCUMENTARY REQUIREMENTS

The following documents are required for submission by the contractor to the Prequalification, Bidding and Award Committee (PBAC) or the
Implementing Office, as the case may be:

1. Prequalification of Contractors

2. Bid Preparation and Bidding

3. Contract Processing, Review and Approval

CONSTRUCTION SAFETY

Introduction

Safety is the control of recognized hazards to attain an acceptable level of risk. In construction, safety must be applied in each and every work or activity. For
safety and welfare of people are the main priority in construction industry.

The most frequent causes of accidental death and injury are:

■ Falls: ■ Mobile plant: ■ Falling material and ■ Electrical accidents: ■ Trips

Section 1. Definition of Terms.

As used in the DO 13, the terms below shall be defined as follows:

a) “Accredited organization” means any organization duly accredited by the Department of Labor and Employment (DOLE) delegated or authorized to
perform functions related to improvement of occupational safety and health in the form of training, testing, certification, safety and health auditing or any
other similar activity.

b) “Certified first-aider” means any person trained and duly certified or qualified to administer first-aid by the Philippine National Red Cross or by any
organization accredited by the same.

c) “Construction project manager/consultant” means a person or entity who is hired by the project owner, to act in the owner’s behalf concerning
supervision and monitoring of all matters related to the overall execution of a construction project.

d) “Construction safety and health committee” means the general safety and health committee for a construction project site that shall be the overall
coordinator in implementing OSH programs.

e) “Construction safety and health officer” means any employee/worker trained and, in addition to their regular duties and responsibilities, tasked by his
employer to implement occupational safety and health programs in accordance with the provisions of the Occupational Safety and Health Standards (OSHS).

f) “Construction safety and health program” refers to a set of detailed rules to cover the processes and practices that shall be utilized in a specific
construction project site in conformity with the OSHS including the personnel responsible and the penalties for violations thereof.

g) “Construction safety signage” refers to any, but not limited to, emergency or danger sign, warning sign or safety instruction, of standard colors and sizes in
accordance with the specifications for standard colors of signs for safety instructions and warnings in building premises as described in Table II of the OSHS.

h) “Constructor” is deemed synonymous with the term “builder”. It refers to any person or organization who undertakes or offers to undertake or purports
to have the capacity to undertake or submits a bid to, or does himself or by or through others, construct, alter, repair, add to, subtract from, improve, move,
wreck or demolish any building, highway, road, railroad, excavation or other structure, project, development or improvement, or to do any part thereof,
including the erection of scaffolding or other structures or works in connection therewith. The term constructor includes subcontractor and specialty
contractor.

i) “Emergency health provider” means any person or organization who is certified or recognized by the Department of Health and who can provide the same
or equivalent emergency health services as an emergency hospital, including emergency treatment of workers on site, emergency transport and care during
transport of injured workers to the nearest hospital, with adequate personnel, supplies and facilities for the complete immediate treatment of injuries or
illnesses.

j) “General constructor” means a constructor who has general supervision over other constructors in the execution of the project and who directly receives
instructions from the owner or construction project manager (if one is appointed by the owner).

k) “General safety and health inspection” refers to inspection of the work environment, including the location and operation of machinery other than those
covered by technical safety inspections, adequacy of work space, ventilation, lighting, conditions of work environment, handling, storage or work procedures,
protection facilities and other safety and health hazardsin the workplace.

l) “Heavy equipment” refers to any machine with engine or electric motor as prime mover used either for lifting, excavating, leveling, drilling, compacting,
transporting and breaking works in the construction site, such as but not limited to crane, bulldozer, backhoe, grader,road compactor, prime mover and
trailer, with minimum operating weight and horsepower rating of 1,000 KG and 10 HP, respectively.

m) “Imminent danger” means a condition or practice that could reasonably be expected to cause death or serious physical harm before abatement under the
normal enforcement procedures can be accomplished.

n) “Occupational health personnel” refers to a qualified first-aider, nurse, dentist, or physician, engaged by the employer to provide occupational health
services in the establishment/undertaking.

o) “Project manager” means the overall technical personnel of the general contractor and/or the subcontractor in charge of the actual execution of a
construction project.

p) “Resident engineer” means a duly licensed engineer who shall be tasked to be present at the construction site at all times, whenever work is being
undertaken, and shall have the responsibility of assuring the technical conformance of all designs, materials, processes, work procedures rendered for the
execution of the construction project, including safety and health of all persons within the construction site.

q) “Safety and health audit” refers to a regular and critical examination of project sites, safety programs, records and management performance on program
standards on safety and health.

r) “Safety and health committee” means a group tasked with the authority to monitor, inspect, and investigate all aspects of the construction project
pertaining to health and safety of construction workers.

s) “Safety organization” means any organization recognized and accredited by the DOLE to conduct occupational safety and health training and/or safety and
health audit.

t) “Safety personnel” refers to any person engaged by any constructor, trained, accredited by DOLE and tasked to provide occupational safety and health
services for the workers/employees in any construction project.

u) “Skills standards” refers to the written specification of the minimum stock knowledge and skills a worker should possess to perform the functions
identified in the job description of his occupation.
v) “Technical safety inspection” refers to inspection for the purpose of safety determination of boilers, pressure vessels, internal combustion engines,
electrical installations, elevators, hoisting equipment and other mechanical equipment.

w) “Trade test” refers to an instrument used to measure workers’ skills and knowledge based on the requirements of the skills.

x) “Treatment Room” refers to any enclosed area or room equipped with the necessary medical facilities and supplies, and located within the premises of the
establishment where workersmaybe brought for examination and treatment of their injuries or illnesses in cases of emergency.

y) “Tool box meeting or gang meeting” refers to daily meeting among workers and their respective supervisors for the purpose of instruction, discussion and
proper briefing on the planned work, the assessment of past work, the possibility or actual occurrence of accidents at the site, tips and suggestions on how to
prevent possible accidents and other related matters.

z) “Unguarded surface” refers to any working surface above water or ground, temporary or permanent floor platform, scaffold construction or wherever
workers are exposed to the possibility of falls hazardous to life or limb.

Section 2. Jurisdiction

The DOLE, through the Secretary of Labor and Employment, has the exclusive jurisdiction in the preparation of Occupational Safety and Health Standards
(OSHS) for the Construction Industry including its very enforcement, as provided for by law.

Section 3. Delegation of Authority and Accreditation

Types of PPE

a. Eye and Face Protection – used to generally protect the eyes and face of the user from foreign bodies.

1. General safety glasses - Are the minimum level of eye protection that must be worn in the laboratory.

2. Laser safety glasses -

3. Chemical splash goggles - Are recommended any time a splash of chemicals or infectious substances could reach the eyes.

4. Impact goggles - Offer protection from flying debris only.

5. Face shields - Required when splashes from chemicals that can cause immediate skin damage are handled

b. Hand Protection – used to minimize the exposure of hands from chemicals or any object that may cause damage to the hands.

1. Light latex, vinyl or nitrile gloves

2. Light chemical resistant gloves

3. Light to heavy chemical resistant gloves

4. Heavy chemical resistant gloves

5. Insulated gloves

c. Body Protection – used to protect the user from extreme temperatures

d. Respiratory Protection – used to protect the respiratory system

e. Hearing Protection – used to protect the eardrums from high level of noise

Section 7. Safety Personnel

To ensure that a Construction Safety and Health Program is duly followed and enforced at the construction project site, each construction project site is
required to have the minimum required

Safety Personnel, as described herein:

7.1. The General Constructor must provide for a full time officer, who shall be assigned as the general construction safety and health officer to oversee full
time the overall management of the Construction Safety and Health Program. The general construction safety and health officer shall frequently monitor and
inspect any health and safety aspect of the construction work being undertaken. He shall also assist government inspectors in the conduct of safety and
health inspection at any time whenever work is being performed or during the conduct of accident investigation.

7.2. The General Constructor must provide for additional Construction Safety and Health Officer/s in accordance with the requirements for Safety
Man/Officer of Rule 1033 (Training and Personnel Complement), depending on the total number of personnel assigned to the construction project site, to
oversee the effective compliance with the Construction Safety and Health Program at the site, under the direct supervision of the general construction safety
and health officer.

7.3. The General Constructor must provide for one (1) Construction Safety and Health Officer for every ten (10) units of heavy equipment assigned to the
project site, to oversee the effective compliance with the Construction Safety and Health Program at the construction project site, in terms of heavy
equipment utilization and maintenance.
7.4. Each construction subcontractor must provide for a representative, who shall have the same qualifications as a Safety Man/Officer, to oversee the
management of the Construction Safety and Health Program for the subcontractor’s workforce and the specific area of work operations in accordance with
the requirements of Rule 1033 of the OSHS. All safety personnel who will be employed by an employer on full-time basis should be accredited by the BWC of
the DOLE.

Section 8. Emergency Occupational Health Personnel and Facilities

8.1 The construction project owner or his duly authorized representative shall provide competent emergency health personnel within the worksite duly
complemented by adequate medical supplies, equipment and facilities, based on the total number of workers in the site as indicated below:

a) The services of a certified first-aider when the total number of workers is fifty (50) or less;

b) The services of a full-time registered nurse when the total number of workers exceeds fifty (50) but not more than two hundred (200);

c) The services of a full-time registered nurse, a part-time physician and a dentist, and an emergency clinic when the total number of workers exceeds two
hundred (200) but not more than three hundred (300); and

d) The services of a full-time registered nurse, a full-time physician, a dentist and an infirmary or emergency hospital with one (1) bed capacity when the
number of employees exceed three hundred (300). In addition, there should be one (1) bed capacity for every one hundred (100) employees in excess of
three hundred (300).

8.2 Where an employer provides only a treatment room, he shall provide for his workers in case of emergency, access to the nearest medical/dental clinic or
to a medical/dental clinic located within five (5) kilometers radius from the workplace and can be reached in twenty-five (25) minutes of travel. Such access
shall include the necessary transportation facilities. In such situation, there shall be a written contract with the medical/dental clinic to attend to such
workplace emergencies.

8.3 The engagement of an Emergency Health Provider for the construction project site shall be considered as having complied with the requirement of
accessibility to the nearest hospital facilities.

8.4 The employer shall always have in the construction site the required minimum inventory of medicines, supplies and equipment as indicated in Table 47 of
the OSHS.

Section 9. Construction Safety Signages

Construction Safety Signages must be provided to warn the workers and the public of hazards existing in the workplace. Signages shall be posted in
prominent positions at strategic location and, as far as practicable, be in the language understandable to most of the workers employed.

Section 10. Safety on Construction Heavy Equipment

In relation to heavy equipment operation in all construction sites, the following are required in the different phases of the project.

10.1 Pre-Construction

The General Constructor must ensure that appropriate certification is obtained from DOLE duly accredited organizations for the following:

a) All heavy equipment operators assigned at the project site must be tested and certified in accordance with a standard trade test prescribed by Technical
Education and Skills Development Authority (TESDA) in coordination with its accredited organization/s.

b) All heavy equipment must be tested and certified in accordance with the standards prepared by DOLE or its recognized organization/s prior to
commissioning of said equipment.

10.2 During Construction

The General Constructor must ensure that the following conditions are met or complied with:

10.2.1 Mobilization or Transport of Heavy Equipment.

a) Load restriction of trailers carrying such heavy equipment.

b) Load restrictions, height and width clearances as imposed by Department of Public Works and Highways (DPWH) for all roads and bridges to be utilized
during transport.

c) Only duly certified operators are allowed to load and unload heavy equipment to trailer.

d) Equipment to be transported must be properly secured to the trailer.

10.2.2 Erection/Set-up of Heavy Equipment

a) Existing hazards must be avoided.

b) Standard checklist of steps and procedures must be observed.

c) List of necessary equipment, tools and materials must be available and properly utilized.

10.2.3. Routine Inspection

 In the interest of accident prevention, duly certified mechanics and operators shall conduct daily routine inspection of all heavy equipment deployed at
the site in accordance with standards set by TESDA in coordination with the Association of Construction Equipment Lessors (ACEL, Inc.).

a) Routine inspection of all heavy equipment must be performed by DOLE accredited professionals in accordance to standards set by DOLE recognized
equipment suppliers.

b) All equipment which do not comply with the minimum safety standards for equipment certification shall be immediately removed from the work site for
restoration or repair until they meet said standards or requirements.

The General Constructor and the equipment owner shall maintain a separate logbook for data on maintenance, repairs, tests and inspections for each heavy
equipment. Such logbook shall be used as a necessary reference during the conduct of equipment inspection.

10.2.4. Certified Operators

a) Only duly certified operators shall be allowed to operate their designated heavy equipment.

b) All operators and riggers must wear personal protective equipment as prescribed in the above pertinent sections.

10.3 Post-Operation and Post-Construction

The procedures for dismantling and demobilization of heavy equipment shall follow the same requirements as listed under 10.2.1 and 10.2.2 above.

Section 11. Construction Safety and Health Committee

11.1 Composition

To ensure that these rules and the Construction Safety and Health Program are observed and enforced at the project site, each site shall, at the start of
the construction have a construction safety and health committee composed of the following personnel as described under Section 7 above:

a) Project Manager or his representative as the chairperson ex officio;

b) General Construction Safety and Health Officer;

c) Construction Safety and Health Officers;

d) Safety representatives from each subcontractor,

e) Doctors, Nurses and other Health personnel, pursuant to the requirements stated in Rule 1042 of the OSHS, who shall be members ex officio;

f) Workers’ representatives (minimum of 3, union members if organized, not necessarily from one employer).

The persons constituting the Safety and Health Committee shall, as far as practicable, be found at the construction site whenever construction work is
being undertaken.

The time spent by the members of the Safety and Health Committee in the performance of their duties such as committee meetings, seminars and
training, investigation and other tasks that maybe assigned or planned by the committee shall be considered hours worked and therefore compensable time.

11.2 Authority and Duties of the Construction Safety and Health Committee

The chairperson shall convene the Construction Safety and Health Committee at regular intervals so as to effectively and efficiently monitor the
implementation of the Construction Safety and Health Program. As such, he shall have the following duties:

a) plan, develop and oversee the implementation of accident prevention programs for the construction project;

b) direct the accident prevention efforts for the construction project in accordance with these rules and the Construction Safety and Health Program;

c) initiate and supervise the conduct of brief safety meetings or toolbox meetings everyday;

d) review reports of safety and health inspections, accident investigations;

e) prepare and submit to DOLE reports on committee meetings;

f) provide necessary assistance to government inspecting authorities in the proper conduct of their enforcement and other activities;

g) initiate and supervise safety and health training for employees;

h) develop and maintain a disaster contingency plan and organize such emergency service units as may be necessary to handle disaster situations;

i) perform all duties provided in the Construction Safety and Health Program or those that are necessary and incidental to the fulfillment of their duties
herein described

Section 12. Safety and Health Information

12.1 Workers should be adequately and suitably:

a) informed of potential safety and health hazards to which they may be exposed

at their workplace; and

 b) instructed and trained on the measures available for the prevention, control

and protection against those hazards.

12.2 No person shall be deployed in a construction site unless Occupational Safety and Health Center (OSHC) he has undergone a safety and health
awareness seminar conducted by the, BWC and other concerned offices of DOLE or by safety professionals or safety organizations or other institutions DOLE
has accredited or recognized. The DOLE in collaboration with constructors shall promote programs for the implementation of these awareness seminars for
construction workers.

12.3 Every worker shall receive instruction and training regarding the general safety and

health measures common to construction sites which shall include:

a) basic rights and duties of workers at the construction site

b) means of access and egress both during normal work and in emergency

situations

c) measures for good housekeeping

d) location and proper use of welfare amenities and first-aid facilities

e) proper care and use of the items or personal protective equipment and

protective clothing provided the workers

f) general measures for personal hygiene and health protection

g) fire precautions to be taken

h) action to be taken in case of any emergency

i) requirements of relevant health and safety rules and regulations.

12.4 The instruction, training and information materials, shall be given in a language or dialect understood by the worker. Written, oral, visual and
participative approaches shall be used to ensure that the worker has assimilated the material.

12.5 Each supervisor or any designated person (e.g. foreman, leadman, gangboss, etc.) shall conduct daily tool box or similar meetings prior to starting
the tasks for the day to discuss with the workers and anticipate safety and health problems related to every task and the potential solutions to those
problems. The supervisor shall remind the workers on the necessary safety precautions that need to be undertaken.

12.6 Specialized instruction and training should be given to:

a) drivers and operators of lifting appliances, transport, earth-moving and

materials-handling equipment and machinery or any equipment of specialized

or dangerous nature;

b) workers engaged in the erection or dismantling of scaffolds;

c) workers engaged in excavations at least one meter deep or deep enough to

cause danger, shafts, earthworks, underground works or tunnels;

d) workers handling explosives or engaged in blasting operations;

e) workers engaged in pile-driving;

f) workers working in compressed air, cofferdams, and caissons;

g) workers engaged in the erection of prefabricated parts of steel structural

frames and tall chimneys, and in concrete work, form work and other such

work;

h) workers handling hazardous substances and materials;

i) workers as signalers; and

j) other workers as maybe categorized by TESDA.

Section 13. Construction Safety and Health Training

 The basic construction safety and health training shall be a forty (40)-hour training course as prescribed by the BWC. The training course shall include
the provisions of Rule 1410 of the OSHS. The BWC, from time to time, may modify the basic construction safety and health training course, as the need
arises.

All safety personnel involved in a construction project shall be required to complete such basic training course. Every constructor shall provide
continuing construction safety and health training to all technical personnel under his employ. Continuing training shall be a minimum of 16 hours per year
for every full-time safety personnel.

Section 14. Construction Safety and Health Reports

All general constructors shall be required to submit a monthly construction safety and health report to the BWC or to the DOLE Regional Office
concerned. The report shall include a monthly summary of all safety and health committee meeting agreements, a summary of all accident
investigations/reports and periodic hazards assessment with the corresponding remedial measures/action for each hazard.

In case of any dangerous occurrence or major accident resulting in death or permanent total disability, the concerned employer shall initially notify the
DOLE Regional Office within twenty-four (24) hours from occurrence. After the conduct of investigation by the concerned construction safety and health
officer, the employer shall report all permanent total disabilities to DOLE Regional Office on or before the 20th of the month following the date of occurrence
of accident using the DOLE/BWC/HSD-IP-6 form.

Section 15. Construction Workers Skills Certificates

In order to professionalize, upgrade and update the level of competence of construction workers, the TESDA shall:

a) establish national skills standards for critical construction occupations;

b) prepare guidelines on skills testing and certification for critical construction occupations;

c) accredit construction sector organizations in the area of skills training and trade testing; and

d) extend relevant assistance to construction sector organizations.

In this regard, all construction workers in critical occupations shall undergo mandatory skills testing for certification by TESDA.

An occupation shall be considered critical -

a) when the performance of a job affects and endangers people’s lives and limbs;

b) when the job involves the handling of tools, equipment and supplies;

c) when the job requires a relatively long period of education and training;

d) when the performance of the job may compromise the safety, health and environmental concerns within the immediate vicinity of the construction
site.

Using Specifications for Contract Administration

A set of precise and clear specifications is a prerequisite for Bidders to respond realistically and competitively to the requirements of the Procuring Entity
without qualifying or conditioning their Bids. In the context of international competitive bidding, the specifications must be drafted to permit the widest
possible competition and, at the same time, present a clear statement of the required standards of workmanship, materials, and performance of the goods
and services to be procured. Only if this is done will the objectives of economy, efficiency, and fairness in procurement be realized, responsiveness of Bids be
ensured, and the subsequent task of Bid evaluation facilitated. The specifications should require that all goods and materials to be incorporated in the Works
be new, unused, of the most recent or current models, and incorporate all recent improvements in design and materials unless provided otherwise in the
Contract.

Samples of specifications from previous similar projects are useful in this respect. The use of metric units is mandatory. Most specifications are normally
written specially by the Procuring Entity or its representative to suit the Works at hand. There is no standard set of Specifications for universal application in
all sectors in all regions, but there are established principles and practices, which are reflected in these PBDs.

There are considerable advantages in standardizing General Specifications for repetitive Works in recognized public sectors, such as highways, ports,
railways, urban housing, irrigation, and water supply, in the same country or region where similar conditions prevail. The General Specifications should cover
all classes of workmanship, materials, and equipment commonly involved in construction, although not necessarily to be used in a particular Works Contract.
Deletions or addenda should then adapt the General Specifications to the particular Works.

Care must be taken in drafting specifications to ensure that they are not restrictive. In the specification of standards for goods, materials, and workmanship,
recognized international standards should be used as much as possible. Where other particular standards are used, whether national standards or other
standards, the specifications should state that goods, materials, and workmanship that meet other authoritative standards, and which ensure substantially
equal or higher quality than the standards mentioned, will also be acceptable. The following clause may be inserted in the SCC.